Module 4 Value Chain Decisions

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Do curso por University of Illinois at Urbana-Champaign

Value Chain Management Capstone

8 ratings

University of Illinois at Urbana-Champaign

Value Chain Management Capstone

8 ratings

Curso 7 de 7 em Specialization Value Chain Management

The capstone for the Value Chain Management specialization will provide a learning experience that examines how the various segments of a business integrate to create a value chain. The capstone involves an in-depth analysis of an actual business situation. The final deliverable consists of a plan based on a comprehensive analysis of how accounting, marketing, and operations work together to create a value chain. The plan will propose how value creation in organizations and supply chains can be enhanced using the concepts and frameworks learned in the three courses. This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.

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Module 4: Understanding Business Performance and Fine-Tuning the Value Chain

In this module, you will analyze how each activity contributes to the performance and profitability of the organization. You will be making decisions on what products and services should be marketed and how (in-house, outsourced, etc.). You will develop a decision model and use this model to make recommendations regarding WCSC’s product portfolio.

Module 4 Value Chain Decisions4:22

Portfolio Decision2:18

Conheça os instrutores

Joe A. Bradley
Lecturer in Business Administration
College of Business | College of Engineering

From the discussions in the previous modules along with your work assignments

and readings,

you have hopefully become very familiar with word cloud sense of computing itself.

You have a knowledge of some of their products,

activities that they're performing, they're operating environment, and

a challenges that they faces as they move forward into a future.

In this module we would like to take another step forward

in our understanding of value chain management.

And focus on our attention how does a value chain decisions really impact

overall business operation and business performance, through one more example.

As we have learned value chain management takes a comprehensive look at those

activities that support in organization as a create, deliver, and capture, value.

As it delivers on it's value proposition.

It's value proposition is delivered through its products and,

or services offerings.

Therefore, choosing the right mix of products and, or services is critical.

The activities within the value chain play a key role in managing cost and

value when developing and offering products and services.

A comprehensive look must include many inputs from accounting,

marketing, process improvement, and operations management.

So let's consider outcomes of WCSC value chain activities

as our portfolio of products and services.

In this module, we would like to build a decision model to

support decisions regarding product retention.

Those products to keep in the portfolio, product deletion and

elimination, those products to remove, and, or new development.

And those are products that maybe should be re-positioned or

engage in new product development activities.

The case study provides lots of valuable information, but

just as in any real situation, that would be a number

of other assumptions that you must make, and what are those key assumptions?

And what may be factors that should be used or

implemented in placed into your decision model?

These factors may either be quantitative or qualitative as pointed out in the case.

For example, return our invested capital otherwise, see as one variable.

And other variables may be qualitative, such as trade decisions.

And some of the key decisions factors that we hope to consider in this decision model

would include the number of units sold, cost of sale,

trade spending, fixed costs, and many other factors.

And these factors encapsulate the key activity areas discussed in the generic

value chain model.

So, let's consider an illustrative example of how we might conduct this analysis

using this snapshot data sheet from the appendices in the case study.

It shows the cost profile data for four products during a three year timeline.

2011, 2012, and 2013.

We would like to make a decision of the retention, deletion, or improvement for

a group of four products.

If we are considering a quantitative measure, such as ROIC,

as a single decision factor, meaning an ROIC greater than the cost of capital,

it will all retain projects one and product four.

However, if we take a closer look at product two,

we see the uni sales are growing, it has increased each year from 2011 to 2013.

We see that for product one sales are decreasing.

So the question become is this are trend that will grow in the future, or

is this just a small change in the market dynamics now.

So just only looking at a quantitative measure only your consideration

who have the situation where we might limit our view and

not optimize our value chain decisions.

So how can we consider some of these assumptions along with including both

quantitative as well as qualitative metrics?

So to practice this learning in this module, we will build a decision model.

So use the data in the content of the case study to support your decisions.

Provide detail and rationale for your assumptions that you are making.

And additionally, please see the course site for

more details about the assignment.

Thank you and see you soon.

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