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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
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