某咨詢價值鏈分析方法課件

Author: TomMacinaReviewers:ScottBender,

PeterFisher,

CyrusVilla,

AmmarMaraqa

bcValueChainMarch1998Copyright?1998Bain&Company,Inc.Author: TomMacinaRevie2valuechainValueChainAgenda

TheconceptValueChainmethodologyExample2valuechainValueChainAgendaT3valuechainValueChainTheConcept

Valuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantage

Valuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiation

Valuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness(orindustry)processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstanding3valuechainValueChainTheConc4valuechainValueChainGenericValueChain

SuccessivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantageThegenericvaluechainconsistsofsixgeneralactivities.Tech.,R&DPurchasing/InboundLogisticsManufact-uring/OperationsMarketing

&SalesDistribution/

OutboundLogisticsService4valuechainValueChainGeneric5valuechainValueChainCommonUses

Valuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.ValueChainAnalysisasatoolforCompetitiveAdvantageCostAnalysis/PerformanceImprovementCompetitivePositioningRCPRe-engineeringBusinessdefinitionVMR/IndustrycollaborationCompetitivedifferentiationDrawingbusinessboundaries5valuechainValueChainCommonU6valuechainValueChainDistribu-

tion/OutboundLogisticsServiceValueChainScope

Thescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.SystemorIndustryValueChain:FirmValueChain:MajorActivityValueChain:Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesMaterialPreparationConversionFinalAssemblyQualityAssurancePackagingInputs(Supplier)Conversion(Manufacturer)Distribution(Distributor/Retailer)Consumption(End-User)VMRCostAnalysisProcessRe-engineeringCostAnalysisSampleUse6valuechainValueChainDistribu7valuechainValueChainWhentoUseValueChainAnalysis

CostAnalysis/RCPProcessRe-EngineeringBusinessDefinitionVMR/IndustryCollaborationCompetitivePositioningMapMajorActivitiesMapSub-ActivitiesAlwaysSometimesUnlikely7valuechainValueChainWhento8valuechainValueChainAgenda

TheconceptValueChainmethodologyExample8valuechainValueChainAgendaT9valuechainValueChainValueChainMethodology(1of2)

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?(Whereisthemostleverage?)Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarketing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?Therearethreestepsindoingvaluechainanalysis.9valuechainValueChainValueCh10valuechainValueChainValueChainMethodology(2of2)

1.Whataretheactivities?

?Steponeisdeterminingtheappropriateactivitiestomap.Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:productfloworderflowpaperflow10valuechainValueChainValueC11valuechainValueChainSanding/DustingManu-facturingCutting

PackagingCookingFormingWrappingBulkContainersMajorActivities:Sub-Activities:WrappingindividualcandiesBaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandyFind“breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga“packaging”groupingBaggingDrawingActivityBoundaries(CandyCo.Example)11valuechainValueChainSanding12valuechainValueChainValueChainMethodology(1of3)

2.Whichactivitiesaremostcritical?Steptwoisdeterminingwhichactivitiesaremostcritical.CostAnalysisCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarket-ing&SalesDistri-bution/OutboundLogisticsService5%35%30%15%10%5%Whatarecostdrivers?Explanation:Percentoftotalcost:AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcost12valuechainValueChainValueC13valuechainValueChainValueChainMethodology(2of3)

CompetitivePositioningCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsServiceWhichcriteriadrivecustomerdecisions?

Customerimportancescale(1=low,7=high)

ProductInnovationReliabilityBrandImageSpeedofDeliveryResponsivenessExplanation:DeterminerelativeimportanceofeachactivityinmindofcustomerDeterminewhichactivitiesdrivepurchasedecisionPrice4.06.34.86.05.14.713valuechainValueChainValueC14valuechainValueChainManu-facturing/OperationsValueChainMethodology(3of3)

Stepthreeisdeterminingwhichactivitiesprovidethemostopportunity.3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsCostAnalysisCaseCompetitivePositioningCaseWhereisgreatestrelativeopportunitytoimprovecoststructure?Whereisgreatestrelativeopportunitytoimproveperformance/creategaprelativetocompetitors?Tech.,R&DPurcha-sing/InboundLogisticsDistribu-tion/OutboundLogisticsMarket-ing

&SalesServiceServiceExplanation:Explanation:Determinewhichcostsaremostcontrollablee.g.,rawmaterialscostsmaybelargelycommodityDeterminewherelargestrelativeperformancegapliesrelativetocompetitorsrelativetointernalcomparablesDeterminewherelargestrelativeperformancegapliesrelativetocustomerexpectationsrelativetocompetitors14valuechainValueChainManu-Va15valuechainValueChainAgenda

TheconceptValueChainmethodologyExample15valuechainValueChainAgenda16valuechainValueChainAceConsumerProductsBackground:AceConsumerProductswasaweaknumberthreeintheU.S.KetchupmarketDivisionlosingmoney,lossesacceleratingComplication:Businessinterlinkedwithotheroperations-can'tbeclosedordivestedQuestion:Whatcostreductionscanbedonetorestoreprofitability?16valuechainValueChainAceCon17valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-

facturing/Opera-

tionsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?17valuechainValueChainValueC18valuechainValueChainServiceKetchupValueChain

Actual

ValueChainPurchasing/InboundLogisticsManu-facturingPackagingMarketingSalesDistribution/OutboundLogisticsGenericValueChainTech.,R&DPurchasing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesDistribution

OutboundLogisticsInthisconsumerproductsexample,R&Dandservicewereremovedasmajoractivities,packagingwasbrokenoutseparately,andmarketing&saleswereseparated.VerylittleinvestmentinproductformulationnotamajoractivityRawmaterialssubstantial,butlargelycommoditymajoractivityPackagingcriticalforconsumerproductspackagingbrokenoutseparatelyBrandbuildingthroughmarketingandsalesforceverydiscretemarketingandsalesseparatedCaptivefleetdistributestocustomerwarehousesmajoractivityProductsupport(800#)minimalandhandledcentrallywithotherproductlinesnotamajoractivity18valuechainValueChainService19valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?19valuechainValueChainValueC20valuechainValueChainAceConsumerProducts

100%80%60%40%20%0%PercentofTotalOtherVinegarPropyleneglycolSugarOnionsTomatoOtherVariablemanufacturingDepreciationMainten-anceLaboroverheadDirectlaborOtherLabelsBottleGroupadministrationR&DDivisionadmin.HQandsystemsOperatingmarginOtheroperatingandadministrativeWagesVariableFixed$0.20$0.40$0.60$0.80$1.00$1.24CostperEightOunceBottlePricetoconsumer($1.08)RawPackagingOtherOverheadPromotionConsumerMediaMarketingProfitRetailerDealsOutboundfreightPerioddistributionWarehousingRedistributionDistributionManufacturingAllocationsRawmaterials,manufacturing,packagingandmarketingdrivetotalcost.Sales20valuechainValueChainAceCon21valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whatactivitiesaremostcritical3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurcha-sing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?21valuechainValueChainValueC22valuechainValueChainRelativeCostPosition-Methodology

DriversCompetitiveCostSourcesBAR/LNALeemisAlumniinterviewsBenchmarkingwascriticaltounderstandingwherethelargestopportunitieswere.MaterialusageOHstructureAdvertisingPromotionWageratesBenefitstructureProductivityReverseengineeringPlantsurveysAlumniinterviewsClientplantreportsCommoditymarkets63.2￠per8oz.AllocationsSalesMarketingDistributionPackagingManufacturingRaw$0.00$0.10$0.20$0.30$0.40$0.50$0.60$0.70CosttoLand8oz.BottleinRetailerWarehouse(Cents)Clientproductreports22valuechainValueChainRelativ23valuechainValueChainCostVariance

5.5￠5.0￠18.4￠Manufacturingturnedouttobetheactivitywiththegreatestrelativecostdisadvantage.23valuechainValueChainCostVa24valuechainValueChainKetchup

133%120%100%80%60%40%20%0%0%20%40%60%80%100%=830MMpoundsTotalKetchupCapacityProductTypeItwasthelowlevelofcapacityutilizationthatcreatedsizablemanufacturingcostdisadvantages.Averageannualutilization13weekPeakperiodutilizationAveragecapacity7day20hoursperday24valuechainValueChainKetchup25valuechainValueChainConsolidationSavings

Consolidatingfromsixplantstofourwouldsave$3.9MMannually.$3.9MMConsolidatingtwoplantshason-goingsavingsimpactof$3.9MM25valuechainValueChainConsoli演講完畢，謝謝觀看！演講完畢，謝謝觀看！Author: TomMacinaReviewers:ScottBender,

PeterFisher,

CyrusVilla,

AmmarMaraqa

bcValueChainMarch1998Copyright?1998Bain&Company,Inc.Author: TomMacinaRevie28valuechainValueChainAgenda

TheconceptValueChainmethodologyExample2valuechainValueChainAgendaT29valuechainValueChainTheConcept

Valuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantage

Valuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiation

Valuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness(orindustry)processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstanding3valuechainValueChainTheConc30valuechainValueChainGenericValueChain

SuccessivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantageThegenericvaluechainconsistsofsixgeneralactivities.Tech.,R&DPurchasing/InboundLogisticsManufact-uring/OperationsMarketing

&SalesDistribution/

OutboundLogisticsService4valuechainValueChainGeneric31valuechainValueChainCommonUses

Valuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.ValueChainAnalysisasatoolforCompetitiveAdvantageCostAnalysis/PerformanceImprovementCompetitivePositioningRCPRe-engineeringBusinessdefinitionVMR/IndustrycollaborationCompetitivedifferentiationDrawingbusinessboundaries5valuechainValueChainCommonU32valuechainValueChainDistribu-

tion/OutboundLogisticsServiceValueChainScope

Thescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.SystemorIndustryValueChain:FirmValueChain:MajorActivityValueChain:Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesMaterialPreparationConversionFinalAssemblyQualityAssurancePackagingInputs(Supplier)Conversion(Manufacturer)Distribution(Distributor/Retailer)Consumption(End-User)VMRCostAnalysisProcessRe-engineeringCostAnalysisSampleUse6valuechainValueChainDistribu33valuechainValueChainWhentoUseValueChainAnalysis

CostAnalysis/RCPProcessRe-EngineeringBusinessDefinitionVMR/IndustryCollaborationCompetitivePositioningMapMajorActivitiesMapSub-ActivitiesAlwaysSometimesUnlikely7valuechainValueChainWhento34valuechainValueChainAgenda

TheconceptValueChainmethodologyExample8valuechainValueChainAgendaT35valuechainValueChainValueChainMethodology(1of2)

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?(Whereisthemostleverage?)Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarketing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?Therearethreestepsindoingvaluechainanalysis.9valuechainValueChainValueCh36valuechainValueChainValueChainMethodology(2of2)

1.Whataretheactivities?

?Steponeisdeterminingtheappropriateactivitiestomap.Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:productfloworderflowpaperflow10valuechainValueChainValueC37valuechainValueChainSanding/DustingManu-facturingCutting

PackagingCookingFormingWrappingBulkContainersMajorActivities:Sub-Activities:WrappingindividualcandiesBaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandyFind“breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga“packaging”groupingBaggingDrawingActivityBoundaries(CandyCo.Example)11valuechainValueChainSanding38valuechainValueChainValueChainMethodology(1of3)

2.Whichactivitiesaremostcritical?Steptwoisdeterminingwhichactivitiesaremostcritical.CostAnalysisCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarket-ing&SalesDistri-bution/OutboundLogisticsService5%35%30%15%10%5%Whatarecostdrivers?Explanation:Percentoftotalcost:AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcost12valuechainValueChainValueC39valuechainValueChainValueChainMethodology(2of3)

CompetitivePositioningCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsServiceWhichcriteriadrivecustomerdecisions?

Customerimportancescale(1=low,7=high)

ProductInnovationReliabilityBrandImageSpeedofDeliveryResponsivenessExplanation:DeterminerelativeimportanceofeachactivityinmindofcustomerDeterminewhichactivitiesdrivepurchasedecisionPrice4.06.34.86.05.14.713valuechainValueChainValueC40valuechainValueChainManu-facturing/OperationsValueChainMethodology(3of3)

Stepthreeisdeterminingwhichactivitiesprovidethemostopportunity.3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsCostAnalysisCaseCompetitivePositioningCaseWhereisgreatestrelativeopportunitytoimprovecoststructure?Whereisgreatestrelativeopportunitytoimproveperformance/creategaprelativetocompetitors?Tech.,R&DPurcha-sing/InboundLogisticsDistribu-tion/OutboundLogisticsMarket-ing

&SalesServiceServiceExplanation:Explanation:Determinewhichcostsaremostcontrollablee.g.,rawmaterialscostsmaybelargelycommodityDeterminewherelargestrelativeperformancegapliesrelativetocompetitorsrelativetointernalcomparablesDeterminewherelargestrelativeperformancegapliesrelativetocustomerexpectationsrelativetocompetitors14valuechainValueChainManu-Va41valuechainValueChainAgenda

TheconceptValueChainmethodologyExample15valuechainValueChainAgenda42valuechainValueChainAceConsumerProductsBackground:AceConsumerProductswasaweaknumberthreeintheU.S.KetchupmarketDivisionlosingmoney,lossesacceleratingComplication:Businessinterlinkedwithotheroperations-can'tbeclosedordivestedQuestion:Whatcostreductionscanbedonetorestoreprofitability?16valuechainValueChainAceCon43valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-

facturing/Opera-

tionsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?17valuechainValueChainValueC44valuechainValueChainServiceKetchupValueChain

Actual

ValueChainPurchasing/InboundLogisticsManu-facturingPackagingMarketingSalesDistribution/OutboundLogisticsGenericValueChainTech.,R&DPurchasing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesDistribution

OutboundLogisticsInthisconsumerproductsexample,R&Dandservicewereremovedasmajoractivities,packagingwasbrokenoutseparately,andmarketing&saleswereseparated.VerylittleinvestmentinproductformulationnotamajoractivityRawmaterialssubstantial,butlargelycommoditymajoractivityPackagingcriticalforconsumerproductspackagingbrokenoutseparatelyBrandbuildingthroughmarketingandsalesforceverydiscretemarketingandsalesseparatedCaptivefleetdistributestocustomerwarehousesmajoractivityProductsupport(800#)minimalandhandledcentrallywithotherproductlinesnotamajoractivity18valuechainValueChainService45valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?19valuechainValueChainValueC46valuechainValueChainAceConsumerProducts

100%80%60%40%20%0%PercentofTotalOtherVinegarPropyleneglycolSugarOnionsTomatoOtherVariablemanufacturingDepreciationMainten-anceLaboroverheadDirectlaborOtherLabelsBottleGroupadministrationR&DDiv