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战略成本管理：价值链的视角【外文翻译】
原文：common files是什么>icann
Strategic Cost Management: The
Value Chain Perspective
arch meOne of the major themes in strategic cost management (SCM) concerns the focus of cost management efforts. Stated in question form: How do we organize our thinking about cost management? In the SCM framework, managing costs effectively requires a broad focus, external to the firm. Porter [19851 has called this the "value chain." The "Value chain" for any firm in any business is the linked t of value-creating activities all the way from basic raw material sources through to the ultimate end-u product delivered into the final consumers' hands. This focus is external to the firm, eing each firm in the context of the overall chain of value-creating activities of which it is very probably only a part. We are aware of no firms which span the entire value chain in which they operate.
A firm such as Chevron in petroleum spans wide gments of the value chain in which it operates, from oil exploration to rvice stations, but it does not span the entire chain. Fifty percent of the crude oil it refines comes from other producers, and more than one third of the oil it refines is sold through other retail outlets. Also, Chevron is not in the auto business at all, the major ur of gasoline. More narrowly, a firm such as Maxus Energy is only in the oil exploration and production business. The Limited Stores are big "downstream" in retail outlets but own no manufacturing facilities. Reebok Is a famous shoe brand, but the firm owns very few retail outlets. Reebok does, however, own its factories.
Though the value chain concept has been around for more than 10 years, the strategic power of this concept has not been well articulated. Bad on an extensive literature arch, we were not able to find even one complete, empirically derived value chain for a firm. There is a clear need to begin to document real world examples of how the value chain framework provides strategic Insights that are unlikely to emerge from other frameworks. We believe it is important to begin to bring this perspective into the domain o
f managerial accounting. This paper is an attempt to
begin to fill this need.
Strategic power of the value chain analysis-the basics
新托福真题Whether or not a firm can develop and sustain differentiation and/or cost advantage depends fundamentally on the configuration of its value chain relative to the value chain configuration of each of its competitors. We believe Porter[1985] is correct when he argues that competitive advantage in the marketplace ultimately derives from providing better customer value for equivalent cost or equivalent customer value for a lower cost. From this perspective, value chain analysis is esntial to determine exactly where in the firm's gment of the chain—from design to distribution—customer value can be enhanced or costs lowered. As argued by Shank [1989], ignoring linkages upstream from the firm as well as downstream is just too restrictive a perspective.
cio是什么意思Danger of Ignoring Value Chain Linkages
火锅 英文
The value chain framework is a method for breaking down the chain of activities that runs from basic raw materials to end-u customers into strategically relevant gments In order to understand the behavior of costs and the sources of differentiation. As noted earlier, a firm is typically only a part of the larger t of activities in the value creation and delivery system. Since no two firms of which we are aware, even in the same industry. compete in exactly the same t of markets with exactly the same t of suppliers, the overall value chain for each firm is unique. Suppliers not only produce and deliver Inputs ud in a firm's value activities, but they importantly influence the firm's cost/differentiation position. For example, developments by steel "mini-mills" lowered the operating costs of wire products urs who are the customers of the customers of the mini mill — 2 stages down the value chain. Similarly, customer's actions can have a significant Impact on the firm's value activities. For example, when printing press manufacturers create a new press of "3 meters" width, the profitability of paper mills is affected, becau paper machine widths must match some multiple of printing press width. Mill profit is affected by customer actions even though the paper mill is 2 stages up
stream from the printer who is a customer of the press manufacturer! As we will discuss more fully below, gaining
and sustaining competitive advantage requires that a firm understand the entire value creation and delivery system, no(just the portion of the value chain In which it participates. Suppliers and customers and suppliers' suppliers and customers' customers have profit margins that are important to identify in understanding a firm's cost/differentiation positioning, since the end-u customers ultimately pay for all the profit margins along the entire value chain.ml是什么
Value Chain versus Value Added Analysis
The value chain concept can be contrasted with the internal focus that is often adopted in management accounting, as alluded to in the quote at the outt of this paper. Management accounting, as explained In leading textbooks, usually takes a "value-added" perspective, starting with payments to suppliers (purchas), and stopping with charges to customers (sales). The key theme is to maximize the difference—the value-ad
ded—between purchas and sales, under the assumption that this is the only way a firm can influence profits. We argue that the value chain—not value added—is the more meaningful way to explore strategic issues. Value added analysis, in which the firm focus only on its own operations in looking for profit enhancement opportunities, can be quite misleading in two ways:The value-added concept starts too late. Starting cost analysis with purchas miss all the opportunities for exploiting linkages with the firm's suppliers. The word "exploit" does not imply that the relationship with the supplier is a zero sum game. Quite the contrary, it implies that the link should be managed so that both the firm and its supplier can benefit. For instance, when bulk chocolate began to be delivered in liquid form in tank cars instead of ten pound molded bars, an industrial chocolate firm (i.e.. the supplier) eliminated the cost of molding bars and packing them and a confectionery producer saved the cost of unpacking and melting [Porter, 1985].
