Critical factors for an effective business value chain

Abstract

Purpose -The purpose of this paper is to identify critical factors for effective business value chains in the electrical and electronic industries. This knowledge can benefit private firms as well as their supplier management and customer fulfillment, and public agencies for relevant policy initiatives. Design/methodology/approach -The research methodology includes the survey development and the statistical analyses, especially the use of the Pearson correlation. Altogether, a total of 129 firms participated in this study, 97 companies from Hong Kong and 32 firms from Thailand. Included in this methodology are a pre-test of a survey and follow-up discussions with participating executives. Findings -An effective business value chain essentially depends on good operational systems and management, and information and communication technology (ICT) linkages with both suppliers and customers. There are a total of five critical factors for effective business value chains. For example, an effective business value chain is influenced by how well production and delivery systems are managed. In addition, how well a manufacturer can manage its operation is influenced by customers with effective information and communication infrastructures. Practical implications -The five identified factors can be used as a checklist for planning and/or monitoring the effectiveness of a business value chain. The findings also helps develop a new initiative to be undertaken by Thailand's Department of Industrial Work when attempting to strengthen business value chains within various industrial clusters. Originality/value -The findings underline the need to focus on data harmonization and to adapt ICT standards, such as Control Objectives for Information and related Technology COBIT and Projects in Controlled Environments PRINCE for data sharing and software development, to promote supplier audits when sustaining a business value chain.

Coordinating new product development with supply chain management

“…Carillo and Franza (2006), Cheng and Shiu (2008), Ciappei and Simoni (2005), Cooper (1990), Cooper and Kleinschmidt (1986), Cooper et al (2004), Droge et al (2008), Gerwin and Barrowman (2002), Gupta and Wilemon (1990), Hamm and Symonds (2006), Henard and Szymanski (2001), Hilletofth (2009), Holger (2002, Iansiti (1995), Jain (2001), Karlsson and Åhlström (1996), Kess et al (2010), Kotler et al (2009), Kärkkäinen et al (2001, Lummus and Vokurka (1999), Schmidt et al (2009), Park et al, 2010, Swink et al (1996, Van Kleef et al (2005), and Wheelwright and Clark (1992).…”

The joint effects of organisational leadership and learning factors of professional intellects in sharing knowledge and innovation

“…Thus, feedback on performance evaluation is an important motivator to professionals as it is a means of receiving information required to develop greater expertise and advancement within their profession (Taylor et al, 2002;Kess et al, 2010). Therefore, it is hypothesised that:…”

Gestão do conhecimento, tecnologia da informação e pequenas e médias empresas de serviços: um estudo de casos múltiplos na Região Metropolitana do Recife

“…Este aumento crescente de fluxo, difusão e manipulação da informação, afetando a organização tanto nas suas relações exte rnas quanto nas relações internas é uma das mudanças decorrentes da economia da informação que está ligada tanto à informação quanto à sua tecnologia associada (SHAPIRO;VARIAN, 1999). Assim, a tecnologia da informação passou a não ter mais simplesmente o caráter de apoio para a organização, passando a ser encarada como recurso estratégico crítico (PRAHALAD; RAMASWAMY, 2004); permitindo ganho de produtividade alcançado pelos resultados da automação dos processos na produção ou gestão (MURPHY;SAMIR, 2009;KESS et. al., 2010).…”