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Value Chain Manegement

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Value chain is a well-known concept in management. Everyone who has a little interest in management, probably have heard about it.
In this presentation I've had a deep look into this topic and its correlation to strategy.

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Value Chain Manegement

  1. 1. Value Creation Course Value Chain Management13 An Overview
  2. 2.
  3. 3. Value Creation Course Value Chain Management10 “The essence of strategy is choosing what not to do.” “The company without a strategy is willing to try anything.” Michael Eugene Porter (born May 23, 1947) is the Bishop William Lawrence University Professor at The Institute for Strategy and Competitiveness, based at the Harvard Business School. He is a leading authority on competitive strategy and the competitiveness and economic development of nations, states, and regions. Michael Porter's work is recognized in many governments, corporations and academic circles globally. He chairs Harvard Business School's program dedicated for newly appointed CEOs of very large corporations. Michael E. Porter Bishop William Lawrence University Professor
  4. 4. Value Creation Course Value Chain Management26 Levels of Strategy Corporate StrategyCorporate Strategy The strategic perspective (range, scope, diversity) of the organization Competitive StrategyCompetitive Strategy The search of a distinctive competitiveadvantageforeach business/product/service Functional StrategyFunctional Strategy The source of competitive advantage in the activities and functions carried out by the business
  5. 5. Value Creation Course Value Chain Management06 Key Success KSFs are Stakeholder Requirements. Needs to thrive and bean effective competitor. Factors(KSF)
  6. 6. Value Creation Course Value Chain Management05 Ability The ability to meet recognized key success factors for the relevant industry or market, Competency Distinctive competencies and capabilities which yield some form of competitive advantages, Customerizing Ability and willingness to deploy competencies and capabilities to satisfy the special requirements of individual customers. Customerizing Instead of Marketing Suggested by Hall(1992) to reflect the importance of customers as individuals rather than as a group. Tosatisfystakeholdersand outperformrivals, Competitive Offering mustcompromise:
  7. 7. Value Creation Course Value Chain Management Criteria of Effectiveness The Competitive Offering Value Creation Course Value Chain Management
  8. 8. Value Creation Course Value Chain Management12 Market Provide access to important market areas or segments Customer Benefits Make a significant contribution to perceived costumer benefits of the product or serice Be Difficult Prove difficult for competitors to imitate Competencies Core ‘Should be developed to meet key success factors’ (Prahalad and Hamel 1990)
  9. 9. Value Creation Course Value Chain Management12 Technologies Processes (or capabilities) Strategic Architecture Competencies Core Three Strands to core competencies (Prahalad and Hamel 1990) Examples of Exxon for its financial expertise or BP for its exploration skills
  10. 10. Value Creation Course Value Chain Management12 Strategic Architecture Competencies Core Strategic Architecture Competencies (Kay - 1993) Examples of Nike’s focus on product design, marketing and personality endorsements. Strategic Success Requires; 1. Internally: coordinated, synergy-creating manner, integrating functions and businesses 2. Externally: Value-Adding Network managed as an effective, integrated system. Suppliers Firm Distributors Consumers So Important Themes in Architectures are; 1. Internally: Systemic Thinking 2. Externally: Well established Value Chain.
  11. 11. Value Creation Course Value Chain Management08 Accountancy Measures 1 Performance Measurements 2 New Paradigm; The key is “VALUE for CUSTOMER”3 VALUE Adding
  12. 12. Value Creation Course Value Chain Management09 “ Business Strategy is all about competitive advantage” “Without competitors there would be no need for strategy” Identify the KSF in an industry and concentrate resources in a particular area where the company sees an opportunity to gain most significant strategic advantage over its competitors. Identify 1 Exploit any area where he company enjoys relative superiority. Exploit Aggressively attempt to change the KSF by challenging the accepted assumptions concerning the ways in which business is conducted. Change Open-up new market or develop new products. Innovate How to define a good strategy Ohmae(1982)
  13. 13. Porter - 1985
  14. 14. Value Creation Course Value Chain Management18 Porter Model of Generic Strategies Cost Leadership Differentiation Cost Focus Differentiation Focus COMPETITIVE ADVANTAGE COMPETITIVESCOPE
  15. 15. Value Creation Course Value Chain Management18 Porter Model of Generic Strategies Cost Leadership TOYOTA Differentiation GENERAL MOTORS Cost Focus HYUNDAI Differentiation Focus BMW, MERCEDES, MAZDA COMPETITIVE ADVANTAGE COMPETITIVESCOPE
  16. 16. Value Creation Course Value Chain Management07 Value Chain Analysis A Systematic way of studying the direct and support activities undertaken by a firm If done correctly, should arise awareness concerning of costs and the potential for lower costs and for differentiation.
  17. 17. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure
  18. 18. Activities of physically creating the product or service and transferring it to the buyer, together with any necessary after- sale services.
  19. 19. Activities that can affect any one or more of the primary activities, although the firm’s infrastructure generally support the whole value chain.
  20. 20. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ﻓﻌﺎﻟﻴﺖ‬‫ﻫﺎﻳﻲ‬‫ﻣﻮﺟﺐ‬ ‫ﻛﻪ‬‫ﺷـﻮﻧﺪ‬‫ﻣـﻲ‬ ‫ﻧﻴـــﺮوي‬ ‫و‬ ‫اوﻟﻴـــﻪ‬ ‫ﻣـــﻮاد‬ ‫و‬ ‫ﻣﻨـــﺎﺑﻊ‬ ‫ﺳــﺎزﻣﺎن‬ ‫وارد‬ ‫اﻧﺴــﺎﻧﻲ‬‫ﺑــﻪ‬ ،‫ﺷــﺪه‬ ‫ﻣﻘﺘﻀﻲ‬ ‫ﻧﺤﻮ‬‫ﺳـﺎزي‬‫ذﺧﻴﺮه‬‫درون‬ ‫و‬ ‫ﺷﻮﻧﺪ‬ ‫ﺗﻮزﻳﻊ‬ ‫ﺳﺎزﻣﺎن‬.
  21. 21. Value Creation Course Value Chain Management ‫داﺧﻠﻲ‬ ‫ﺗﺪارﻛﺎت‬ Inbound Logistic Value Creation Course Value Chain Management ‫ﺑﺎ‬ ‫ارﺗﺒﺎط‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬ ‫زﻣﺎن‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫داﺷﺘﻦ‬‫ﺑﻨﺪي‬‫ﺑﺮاي‬‫ﺗﺤﻮﻳﻞ‬‫ورودﻳﻬﺎ‬ ‫ﺣﻤﻞ‬‫وﻧﻘﻞ‬‫ورودﻳﻬﺎ‬‫ﺑﻄﻮرﻳﻜﻪ‬‫ﻛﻤﺘﺮﻳﻦ‬‫آﺳﻴﺐ‬‫را‬‫ﺑﺒﻴﻨﺪ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫آزﻣﺎﻳﺶ‬‫ورودﻳﻬﺎ‬ ‫ﺟﺎﻳﺎﺑﻲ‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬ ‫ﺧﺮﻳﺪ‬‫ﻣﺸﺎرﻛﺘﻲ‬‫ﺑﺎ‬‫ﺳﺎﻳﺮ‬‫واﺣﺪﻫﺎ‬‫ﻛﺴﺐ‬‫وﻛﺎر‬ ‫ﺑﺮرﺳﻲ‬‫وﺗﺤﻘﻴﻖ‬‫ﭘﻴﺮاﻣﻮن‬‫ﺳﺎﺑﻘﻪ‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬‫وﺗﻌﺪاد‬‫وﺗﺮﻛﻴﺐ‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬ ‫ﻣﻴﺰان‬‫ﺳﺮﻣﺎﻳﻪ‬‫ﮔﺬاري‬‫ﺑﺮاي‬‫دﺳﺘﺮﺳﻲ‬‫اﻃﻼﻋﺎت‬ ‫ﺑﻪ‬‫ﻫﺰﻳﻨﻪ‬‫ﻫﺎي‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬ ‫ﺣﻤﻞ‬‫وﻧﻘﻞ‬‫ورودﻳﻬﺎ‬‫ﺑﻄﻮرﻳﻜﻪ‬‫در‬‫ﻛﻤﺘﺮﻳﻦ‬‫زﻣﺎن‬‫ﻣﻤﻜﻦ‬‫ﻗﺴﻤﺖ‬ ‫ﺑﻪ‬‫ﻋﻤﻠﻴﺎت‬‫ﺑﺮﺳﺪ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﺣﻤﻞ‬‫وﻧﻘﻞ‬‫ورودﻳﻬﺎ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫اﻧﺒﺎر‬‫داري‬‫از‬ ‫ﺣﻔﺎﻇﺖ‬ ‫و‬‫ورودﻳﻬﺎ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﺳﻴﺴﺘﻢ‬‫ارﺗﺒﺎﻃﺎت‬ ‫و‬ ‫اﻃﻼﻋﺎت‬
  22. 22. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ـﻪ‬‫ـ‬‫ﻛﻠﻴـ‬‫ـﺎﻳﻲ‬‫ـ‬‫ﻫـ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴـ‬‫ـﻞ‬‫ـ‬‫داﺧـ‬ ‫ـﻪ‬‫ـ‬‫ﻛـ‬ ‫ـﺎق‬‫ـ‬‫اﺗﻔ‬ ‫ـﺎزﻣﺎن‬‫ـ‬‫ﺳ‬‫ـﺪ‬‫ـ‬‫اﻓﺘ‬‫ـﻲ‬‫ـ‬‫ﻣ‬‫ـﻮاد‬‫ـ‬‫ﻣ‬ ‫ـﺎ‬‫ـ‬‫ﺗ‬ ،‫ـﻪ‬‫ـ‬‫اوﻟﻴـ‬‫ـﺎﻳﺮ‬‫ـ‬‫ﺳـ‬ ‫و‬ ‫ـﺎﻧﻲ‬‫ـ‬‫اﻧﺴـ‬ ‫ـﺮوي‬‫ـ‬‫ﻧﻴـ‬ ‫ـﻞ‬‫ـ‬‫ﻋﻮاﻣ‬‫ـﺎﻫﻢ‬‫ـ‬‫ﺑ‬‫از‬ ‫و‬ ‫ـﺪه‬‫ـ‬‫ﺷ‬ ‫ـﺐ‬‫ـ‬‫ﺗﺮﻛﻴ‬ ‫ﺗﻮﻟ‬ ‫ﺧﺪﻣﺎت‬ ‫ﻳﺎ‬ ‫ﻛﺎﻻ‬ ‫ﻫﺎ‬ ‫آن‬ ‫ﺑﺮآﻳﻨﺪ‬‫ﻴﺪ‬ ‫ﺷﻮد‬.
  23. 23. Value Creation Course Value Chain Management ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations Value Creation Course Value Chain Management ‫ﺑﺮرﺳﻲ‬‫وﺗﻌﻴﻴﻦ‬‫ﻧﻮع‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻮرد‬‫ﻧﻴﺎز‬ ‫ﺷﺪه‬ ‫زﻣﺎﻧﺒﻨﺪي‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻳﻚ‬ ‫ﺑﺮاﺳﺎس‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫ورودﻳﻬﺎ‬ ‫ﮔﺮﻓﺘﻦ‬ ‫ﺗﺤﻮﻳﻞ‬ ‫ﺿﺎﻳﻌﺎت‬ ‫ﻧﺮخ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫داﺷﺘﻦ‬‫زﻣﺎﻧﺒﻨﺪي‬‫ﺷﺪه‬‫ﺑﺮاي‬‫ﺳﻔﺎرش‬‫ﺧﺮﻳﺪ‬‫داراﻳﻴﻬﺎي‬‫ﻣﻮرد‬‫ﻧﻴﺎز‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫و‬ ‫اﻧﺘﻘﺎل‬‫ﺟﺎﺑﺠﺎﻳﻲ‬‫و‬ ‫اوﻟﻴﻪ‬ ‫ﻣﻮاد‬ ‫ﺧﻂ‬ ‫در‬ ‫ﻣﺤﺼﻮل‬‫ﺗﻮﻟﻴﺪ‬ ‫ﺑﻨﺪي‬ ‫ﺑﺴﺘﻪ‬ ‫ﺑﺮاي‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫ﻣﺤﺼﻮل‬ ‫آزﻣﺎﻳﺶ‬ ‫ﺟﻬﺖ‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺳﻴﺴﺘﻢ‬‫ﻫﺎي‬‫اﻃﻼﻋﺎﺗﻲ‬
  24. 24. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ـﻪ‬‫ـ‬‫ﻛﻠﻴـ‬‫ـﺎﻳﻲ‬‫ـ‬‫ﻫـ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴـ‬‫ـﻪ‬‫ـ‬‫ﻛـ‬‫ـﺮاي‬‫ـ‬‫ﺑـ‬ ‫ﻛﺎﻻ‬ ‫رﺳﺎﻧﺪن‬‫ﺷ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﺧﺪﻣﺎت‬ ‫و‬‫ﺪه‬ ‫ﺑــــﻪ‬‫ﻣﺸــــﺘﺮي‬ ‫دﺳــــﺖ‬‫ﺻــــﻮرت‬ ‫ﭘﺬﻳﺮﻧﺪ‬‫ﻣﻲ‬.
  25. 25. Value Creation Course Value Chain Management ‫ﺗﺪارﻛﺎت‬‫ﺧﺎرﺟﻲ‬ Outbound Logistic Value Creation Course Value Chain Management ‫ﺑﺎ‬ ‫ارﺗﺒﺎط‬‫واﺣﺪﻫﺎي‬‫دﻳﮕﺮ‬ ‫ﺗﺤﻮﻳﻞ‬ ‫زﻣﺎن‬ ‫در‬ ‫ﺿﺎﻳﻌﺎت‬ ‫ﻧﺮخ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﻧﻘﻞ‬ ‫و‬ ‫ﺣﻤﻞ‬‫ﺧﺮوﺟﻴﻬﺎ‬ ‫ﺗﻮزﻳﻊ‬ ‫ﻛﺎﻧﺎﻟﻬﺎي‬ ‫ﺟﺎﺑﺠﺎﻳﻲ‬ ‫ﺑﻨﺪي‬ ‫ﺑﺴﺘﻪ‬ ‫ﺑﺮاي‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫ارﺗﺒﺎﻃﺎت‬ ‫و‬ ‫اﻃﻼﻋﺎت‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
  26. 26. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ﻛﻠﻴـــﻪ‬‫ﻫـــﺎي‬‫ﻓﻌﺎﻟﻴـــﺖ‬‫ﺑـــﺎ‬ ‫ﻣـــﺮﺗﺒﻂ‬ ،‫ﺗــــﺮوﻳﺞ‬ ،‫ﺗﺒﻠﻴﻐــــﺎت‬ ،‫ﺑﺎزارﻳــــﺎﺑﻲ‬ ‫ﮔﺬاري‬‫ﻗﻴﻤﺖ‬‫ﺷـﺎﻣﻞ‬ ‫را‬ ،‫ﻓـﺮوش‬ ‫و‬ ‫ﺷﻮد‬‫ﻣﻲ‬.
  27. 27. Value Creation Course Value Chain Management ‫ﺑﺎزارﻳﺎﺑﻲ‬‫و‬‫ﻓﺮوش‬ Marketing & Sales Value Creation Course Value Chain Management ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﺒﻠﻴ‬‫ﻐ‬‫ﺎت‬‫ﺑﺎ‬‫ﻛﻴﻔﻴﺖ‬ ‫ﺧﺮﻳﺪاران‬ ‫و‬ ‫ﺗﻮزﻳﻊ‬ ‫ﻛﺎﻧﺎل‬ ‫ﺑﺎ‬ ‫ارﺗﺒﺎط‬ ‫ﺑﺮﻗﺮاري‬ ‫ﻓﺮوش‬ ‫در‬ ‫ﺗﺮﻓﻴﻊ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﻓﺮوش‬ ‫ﻧﻴﺮوي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫وارﺗﺒﺎﻃﺎت‬ ‫اﻃﻼﻋﺎت‬ ‫ﻫﺎي‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﺛﺒﺖ‬‫اﺧﺬ‬ ‫و‬‫ﺳﻔﺎرش‬ ‫و‬ ‫ﻣﺸﺘﺮي‬ ‫ﺳﻨﺠﺶ‬ ‫ﻧﻴﺎز‬ ‫ﺑﺮاي‬ ‫ﺑﺎزار‬ ‫ﺗﺤﻘﻴﻘﺎت‬ ‫از‬ ‫اﺳﺘﻔﺎده‬...
  28. 28. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ﻛﻠﻴــﻪ‬‫ﻫــﺎﻳﻲ‬‫ﻓﻌﺎﻟﻴــﺖ‬‫از‬ ‫ﭘــﺲ‬ ‫ﻛــﻪ‬ ‫ـﺎم‬‫ـ‬‫اﻧﺠـ‬ ‫ـﺪﻣﺖ‬‫ـ‬‫ﺧـ‬ ‫ـﺎ‬‫ـ‬‫ﻳـ‬ ‫ـﺎﻻ‬‫ـ‬‫ﻛـ‬ ‫ـﺮوش‬‫ـ‬‫ﻓـ‬ ‫ـﻮد‬‫ـ‬‫ﺷـ‬‫ـﻲ‬‫ـ‬‫ﻣـ‬‫ـﺘﺮﻳﺎن‬‫ـ‬‫ﻣﺸـ‬ ‫ـﺎ‬‫ـ‬‫ﺗـ‬‫ـﻲ‬‫ـ‬‫راﺿـ‬ ‫ﺑﺎﺷﻨﺪ‬.
  29. 29. Value Creation Course Value Chain Management ‫ﺧﺪﻣﺎت‬ Services Value Creation Course Value Chain Management ‫آﻣﻮزش‬‫ﺧﺮﻳﺪاران‬ ‫ﺳﺮﻳﻊ‬ ‫ﻧﺼﺐ‬ ‫ﺧﺮﻳﺪار‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫ﻗﻄﻌﺎت‬ ‫ﺗﺎﻣﻴﻦ‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﺧﺪﻣﺎت‬ ‫اراﺋﻪ‬ ‫ﺗﺸﺨﻴﺺ‬ ‫و‬ ‫آزﻣﺎﻳﺸﻬﺎ‬ ‫ﺑﺮاي‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫ارﺗﺒﺎﻃﺎت‬ ‫و‬ ‫اﻃﻼﻋﺎت‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
  30. 30. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ﺗـﺪارﻛﺎت‬‫ﺳﻴﺴﺘﻢ‬‫ﻣﻨﻈﻮر‬‫ﺑﺎﺷـﺪ‬‫ﻣـﻲ‬،‫ﺑـ‬‫ﺪﻳﻦ‬ ‫ﻣﻮاد‬‫ﻛﻪ‬‫ﻣﻔﻬﻮم‬‫اي‬‫اوﻟﻴـﻪ‬‫ﺳـﺎزﻣﺎن‬‫وارد‬‫ﻛـﻪ‬ ‫ﻛﻨ‬‫ﺗﺎﻳﻴـﺪ‬‫ﺑﺎﻳـﺪ‬‫ﻛﺴﺎﻧﻲ‬‫ﭼﻪ‬،‫را‬‫ﺷﻮد‬‫ﻣﻲ‬‫؟‬‫ﻨـﺪ‬ ‫ﻛﻴﻔﻲ‬‫ﻛﻨﺘﺮل‬‫ﻫﺎ‬‫آن‬‫ﭼﮕ‬‫و‬‫ﻛﺴـﺎﻧﻲ‬‫ﭼـﻪ‬‫را‬‫ﻮﻧـﻪ‬ ‫اﻧﺠﺎم‬‫دﻫﻨﺪ‬‫ﻣﻲ‬‫؟‬ ‫ﻗﺴـﻤﺖ‬‫اﻳﻦ‬‫در‬‫ﺑﻨﺎﺑﺮاﻳﻦ‬‫ﻫـﺎي‬‫ﻓﻌﺎﻟﻴـﺖ‬‫ﻏ‬‫ﻴـﺮ‬ ‫اﻧﺠـــﺎم‬‫ﺗـــﺪارﻛﺎت‬‫ﻓﻴﺰﻳﻜـــﻲ‬‫ﺷـــﻮد‬‫ﻣـــﻲ‬‫و‬ ‫ﻫــﺎي‬‫ﻓﻌﺎﻟﻴــﺖ‬‫ﺑﺤــﺚ‬‫در‬‫اﺻــﻠﻲ‬‫و‬‫ﻓﻴﺰﻳﻜــﻲ‬ ‫در‬‫ﺗﺪارﻛﺎت‬‫ﻗﺴﻤﺖ‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬‫اﺻﻠﻲ‬‫ﻣﻲ‬ ‫ﺑﺎﺷﺪ‬.
  31. 31. Value Creation Course Value Chain Management ‫ﺗﺄﻣﻴﻦ‬ Procurements Value Creation Course Value Chain Management ‫ورودﻳﻬﺎ‬ ‫ﻧﻘﻞ‬ ‫و‬ ‫ﺣﻤﻞ‬ ‫از‬ ‫ﭘﺸﺘﻴﺒﺎﻧﻲ‬ ‫ﻣﺘﻨﺎﺳﺐ‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﺗﺠﻬﻴﺰات‬ ‫ﺗﻬﻴﻪ‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﺧﺎم‬ ‫ﻣﻮاد‬ ‫ﺗﻬﻴﻪ‬ ‫ﺗﻬﻴﻪ‬‫ﻗﻄﻌﺎت‬‫ﻳﺪﻛﻲ‬‫ﻣﻨﺎﺳﺐ‬
  32. 32. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ي‬‫ﺗﻮﺳﻌﻪ‬‫ﺗﻜﻨﻮﻟﻮژي‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫در‬ ‫ـﻮژي‬‫ـ‬‫ﺗﻜﻨﻮﻟ‬ ‫ـﻮم‬‫ـ‬‫ﻣﻔﻬ‬ ‫ـﺎ‬‫ـ‬‫ﺟ‬ ‫ـﻦ‬‫ـ‬‫اﻳ‬ ‫در‬ ‫ﺗﺮﻳﻦ‬‫وﺳﻴﻊ‬‫اﺳ‬ ‫ﻣﺪﻧﻈﺮ‬ ‫آن‬ ‫ﺑﺨﺶ‬‫ﺖ‬ ‫داﻧـﺶ‬ ‫ﺷـﺎﻣﻞ‬ ‫ﻛﻪ‬‫ّـﻲ‬‫ﻨ‬‫ﻓ‬‫و‬ ‫ﺗﺤﻘﻴـﻖ‬ ، ‫ـﻮد‬‫ـ‬‫ﺑﻬﺒ‬ ،‫ـﻮل‬‫ـ‬‫ﻣﺤﺼ‬ ‫ـﻲ‬‫ـ‬‫ﻃﺮاﺣ‬ ،‫ـﻌﻪ‬‫ـ‬‫ﺗﻮﺳ‬ ‫و‬ ‫ـﺎت‬‫ـ‬‫اﻃﻼﻋــ‬ ‫ـﺎوري‬‫ـ‬‫ﻓﻨــ‬ ‫و‬ ‫ـﺪ‬‫ـ‬‫ﻓﺮآﻳﻨــ‬ ‫ارﺗﺒﺎﻃﺎت‬‫ﺷﻮد‬‫ﻣﻲ‬.
  33. 33. Value Creation Course Value Chain Management ‫ﺗﻜﻨﻮﻟﻮ‬ ‫ﺗﻮﺳﻌﻪ‬‫ژي‬ TechnologyDevelopment Value Creation Course Value Chain Management ‫اراﺋﻪ‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﺑﺮاي‬‫ﻣﻮاد‬ ‫اﻧﺘﻘﺎل‬ ‫و‬ ‫اﻧﺒﺎر‬ ‫ﻓﺮد‬ ‫ﺑﻪ‬ ‫ﻣﻨﺤﺴﺮ‬ ‫ﻣﺤﺼﻮل‬ ‫ﻃﺮاﺣﻲ‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﺗﻀﻤﻴﻦ‬ ‫ﺑﺮاي‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫ﺗﺠﻬﻴﺰات‬ ‫ﺗﻬﻴﻪ‬ ‫ﻣﺤﺼﻮل‬ ‫از‬ ‫روز‬ ‫ﺑﻪ‬ ‫ﻣﺪﻟﻬﺎي‬ ‫ﺗﻬﻴﻪ‬ ‫ﻧﻈﺎرت‬ ‫ﻓﺮاﮔﺮد‬ ‫ﺗﺪوﻳﻦ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﻓﺮد‬ ‫ﺑﻪ‬ ‫ﻣﻨﺤﺼﺮ‬ ‫ﻓﺮآﻳﻨﺪﻫﺎ‬ ‫و‬ ‫دﺳﺘﮕﺎﻫﻬﺎ‬ ‫ﻃﺮاﺣﻲ‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫اﻓﺰارﻫﺎي‬ ‫ﻧﺮم‬ ‫ﺗﻬﻴﻪ‬ ‫ﺑﺎزار‬ ‫ﺗﺤﻘﻴﻘﺎت‬ ‫ﺑﺮاي‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫وﻣﺘﺪﻟﻮژﻳﻬﺎي‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ﺗﻬﻴﻪ‬ ‫ﻃﺮاﺣﻲ‬‫و‬‫ﺗﺪوﻳﻦ‬‫ﺗﻜﻨﻴﻜﻬﺎي‬‫ﻧﻮ‬‫ﺑﺮاي‬‫ﺧﺪﻣﺎت‬ ‫اراﺋﻪ‬
  34. 34. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ـﻪ‬‫ـ‬‫ﻛﻠﻴ‬‫ـﺎﻳﻲ‬‫ـ‬‫ﻫ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴ‬‫ـﻞ‬‫ـ‬‫داﺧ‬ ‫در‬ ‫ـﻪ‬‫ـ‬‫ﻛ‬ ‫ـﺎزﻣﺎن‬‫ـ‬‫ﺳ‬‫ـﻮر‬‫ـ‬‫ﻣﻨﻈ‬ ‫ـﻪ‬‫ـ‬‫ﺑ‬‫ـﺮدن‬‫ـ‬‫ﻛ‬ ‫ـﺎده‬‫ـ‬‫آﻣ‬ ‫ـﺎم‬‫ـ‬‫اﻧﺠــ‬ ‫ـﺮاي‬‫ـ‬‫ﺑــ‬ ‫ـﺎﻧﻲ‬‫ـ‬‫اﻧﺴــ‬ ‫ـﺮوي‬‫ـ‬‫ﻧﻴــ‬ ‫ﻫــﺎي‬‫ﻓﻌﺎﻟﻴــﺖ‬‫ﺑــﺎﻻﺗﺮﻳ‬ ‫ﺑــﺎ‬ ‫اﺻــﻠﻲ‬‫ﻦ‬ ‫وري‬‫ﺑﻬﺮه‬‫اﻧﺠﺎم‬‫ﺷﻮد‬‫ﻣﻲ‬.
  35. 35. Value Creation Course Value Chain Management ‫اﻧﺴ‬‫ﻣﻨﺎﺑﻊ‬‫ﻣﺪﻳﺮﻳﺖ‬‫ﺎﻧﻲ‬ HumanResourceMan. Value Creation Course Value Chain Management ‫آﻣﻮزش‬‫ﻧﻴﺮوي‬‫اﻧﺴﺎﻧﻲ‬ ‫آﻣﻮزﺷﻲ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫ﻓﺮوش‬ ‫ﻧﻴﺮوي‬ ‫و‬ ‫ﻣﺘﺨﺼﺼﻴﻦ‬ ‫و‬ ‫ﻣﻬﻨﺪﺳﻴﻦ‬ ‫ﺑﻬﺘﺮﻳﻦ‬ ‫ﺟﺬب‬ ‫ﺑﺮاي‬ ‫ﺗﻼش‬ ‫ﻛﺎرﻛﻨﺎن‬ ‫در‬ ‫اﻧﮕﻴﺰه‬ ‫اﻳﺠﺎد‬ ‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺳﻴﺴﺘﻢ‬‫ﻫﺎي‬‫اﻃﻼﻋﺎﺗﻲ‬
  36. 36. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫ﻣﻲ‬ ‫اﻳﻔﺎ‬ ‫را‬ ‫ﭘﺸﺘﻴﺒﺎن‬ ‫ﻳﻚ‬ ‫ﻧﻘﺶ‬‫ﻛﻨﺪ‬ ‫ـﺎﺧﺘﺎر‬‫ـ‬‫ﺳـــ‬ ‫ـﻮن‬‫ـ‬‫ﭼـــ‬ ‫ـﻮﻋﺎﺗﻲ‬‫ـ‬‫ﻣﻮﺿـــ‬ ‫و‬ ،‫ﺳﺎزﻣﺎﻧﻲ‬‫رﻳﺰي‬‫ﺑﺮﻧﺎﻣﻪ‬،‫ﻛﻨﺘﺮل‬‫ﻫـﺎي‬ ‫ﺷـﺎﻣ‬ ‫را‬ ‫ﻛﻴﻔﻴـﺖ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ ‫و‬ ‫ﻣﺎﻟﻲ‬‫ﻞ‬ ‫ﺷﻮد‬‫ﻣﻲ‬.
  37. 37. Value Creation Course Value Chain Management ‫ﻫﺎ‬‫زﻳﺮﺳﺎﺧﺖ‬ Infrastructures Value Creation Course Value Chain Management ‫ﻣﺪﻳﺮﻳﺖ‬ ‫اﻃﻼﻋﺎﺗﻲ‬ ‫ﻫﺎي‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫ﺳﺘﻔﺎده‬ ‫اداري‬ ‫اﺗﻮﻣﺎﺳﻴﻮن‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
  38. 38. SupportActivities ‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ Primary Activities ‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺪارﻛﺎت‬ ‫داﺧﻠﻲ‬ Inbound Logistic ‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬ Operations ‫ﺗﺪارﻛﺎت‬ ‫ﺧﺎرﺟﻲ‬ Outbound Logistic ‫ﺑﺎزارﻳﺎﺑﻲ‬ ‫ﻓﺮوش‬ ‫و‬ Marketing & Sales ‫ﺧﺪﻣﺎت‬ Service ‫ﺗﺎﻣﻴﻦ‬ Procurement ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬ Technology Development ‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Human Resource Management ‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬ Firm Infrastructure ‫اﻳــﻦ‬9‫ﻓﻌﺎﻟﻴــﺖ‬‫ﺗﻮﻟﻴــﺪ‬ ‫ﺑــﻪ‬ ‫ﻣﻨﺠــﺮ‬ ‫ﺧﺪﻣﺎت‬ ‫و‬ ‫ﻛﺎﻻﻫﺎ‬‫ﮔﺮدﻧﺪ‬‫ﻣﻲ‬. ‫ـﻦ‬‫ـ‬‫اﻳ‬‫ـﺖ‬‫ـ‬‫ﻗﻴﻤ‬ ‫ـﻚ‬‫ـ‬‫ﻳ‬ ‫ـﺪﻣﺎت‬‫ـ‬‫ﺧ‬ ‫و‬ ‫ـﺎ‬‫ـ‬‫ﻛﺎﻻﻫ‬ ‫ـﺖ‬‫ـ‬‫ﻗﻴﻤ‬ ‫ـﻚ‬‫ـ‬‫ﻳ‬ ‫و‬ ‫ـﺪ‬‫ـ‬‫دارﻧ‬ ‫ـﺪه‬‫ـ‬‫ﺷ‬ ‫ـﺎم‬‫ـ‬‫ﺗﻤ‬ ‫ﻓﺮوش‬،‫ﺑﺎزار‬ ‫در‬‫ﻛﻪ‬‫ﻣﺎﺑﻪ‬‫اﻟﺘﻔـﺎ‬‫وت‬ ‫ﺳـﻮد‬ ‫ﻣﻘـﺪار‬ ،‫ﻋﺪد‬ ‫دو‬ ‫اﻳﻦ‬‫ﻧـﺎوﻳﮋه‬ ‫را‬ ‫ﺷﺮﻛﺖ‬‫ﻧﺸﺎن‬‫دﻫﺪ‬‫ﻣﻲ‬.
  39. 39. Value Chain Management ‫ارزش‬ ‫زﻧﺠﻴﺮه‬ ‫ﻣﺪﻳﺮﻳﺖ‬ Supply Chain Management ‫ﺗﺄﻣﻴﻦ‬ ‫زﻧﺠﻴﺮه‬ ‫ﻣﺪﻳﺮﻳﺖ‬
  40. 40. Strategic Issues (Thinking, Management, Planning) ‫راﻫﺒﺮي‬ ‫ﻣﻮﺿﻮﻋﺎت‬ Competitive Strategy ‫رﻗﺎﺑﺘﻲ‬ ‫راﻫﺒﺮد‬ Competitive Advantages ‫رﻗﺎﺑﺘﻲ‬ ‫ﻣﺰﻳﺖ‬ Value Chain Management ‫زﻧﺠﻴﺮه‬ ‫ﻣﺪﻳﺮﻳﺖ‬ ‫ارزش‬
  41. 41. Value Creation Course Value Chain Management15 1 ‫ﻫﺎ‬‫ﺷﺮﻛﺖ‬‫د‬ ‫ﺑﺎﻳﺪ‬ ‫ﺗﻨﻬﺎ‬ ‫ﻧﻪ‬‫ر‬ ‫ارزش‬ ‫زﻧﺠﻴـــﺮه‬ ‫درك‬ ‫راه‬ ‫ﺑﻠ‬ ،‫ﻛﻨﻨﺪ‬ ‫ﻛﻮﺷﺶ‬ ‫ﺧﻮد‬‫ﻜـﻪ‬ ‫ارزش‬ ‫زﻧﺠﻴـــــﺮه‬ ‫ﺑﺎﻳـــــﺪ‬ ‫ـﺎي‬‫ـ‬‫ﻫــ‬‫ـﺮﻛﺖ‬‫ـ‬‫ﺷــ‬،‫ـﺐ‬‫ـ‬‫رﻗﻴــ‬ ‫ـﺪﮔﺎن‬‫ـ‬‫ﻛﻨﻨـــــ‬‫ـﻪ‬‫ـ‬‫ﻋﺮﺿـــــ‬‫و‬ ‫درك‬ ‫ـﻢ‬‫ـ‬‫ﻫـ‬ ‫را‬ ‫ـﺪاران‬‫ـ‬‫ﺧﺮﻳـ‬ ‫ﻛﻨﻨﺪ‬. ‫در‬ ‫ﻫــﺎ‬ ‫ﺳــﺎزﻣﺎن‬ ‫از‬ ‫ﺑﺮﺧــﻲ‬ ‫در‬ ، ‫ﺻﻨﻌﺖ‬ ‫ارزش‬ ‫زﻧﺠﻴﺮه‬ ‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴ‬ ‫ـﺎ‬‫ـ‬‫ﻫ‬ ‫ـﻪ‬‫ـ‬‫ﺣﻠﻘ‬ ‫از‬ ‫ـﻲ‬‫ـ‬‫ﻳﻜ‬ ‫ﺑـﻴﺶ‬ ‫در‬ ‫ﺑﺮﺧﻲ‬ ‫و‬ ‫ﻛﻨﻨﺪ‬ ‫ﻣﻲ‬ ‫ﺗﻌـــﺪاد‬ ‫و‬ ‫ﺣﻠﻘـــﻪ‬ ‫ﻳـــﻚ‬ ‫از‬ ‫ﺣﻠﻘـﻪ‬ ‫ﺣﺪاﻛﺜﺮ‬ ‫در‬ ‫ﻣﻌﺪودي‬ ‫ﻫﺎ‬. 2 ‫ﻫﺎ‬‫ﺳﺎزﻣﺎن‬‫ﻛﻮﺷﻨﺪ‬‫ﻣﻲ‬‫اﻧﺠ‬ ‫ﺑﺎ‬‫ﺎم‬ ‫ﻫــﺎ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴ‬‫ﻳــﻚ‬ ‫از‬ ‫ـﻴﺶ‬‫ـ‬‫ﺑ‬ ‫در‬ ‫ـﺖ‬‫ـ‬‫ﻗﻴﻤ‬ ،‫ارزش‬ ‫ـﺮه‬‫ـ‬‫زﻧﺠﻴ‬ ‫ـﻪ‬‫ـ‬‫ﺣﻠﻘ‬ ‫را‬ ‫ـﻮد‬‫ـ‬‫ﺧـ‬ ‫ـﺎﻻي‬‫ـ‬‫ﻛـ‬ ‫ـﺪه‬‫ـ‬‫ﺷـ‬ ‫ـﺎم‬‫ـ‬‫ﺗﻤـ‬ ‫ﺧـــﻮد‬ ‫ﺑـــﺮاي‬ ‫و‬ ‫آورده‬ ‫ﭘـــﺎﺋﻴﻦ‬ ‫ﻧﻤﺎﻳﻨ‬ ‫اﻳﺠﺎد‬ ‫رﻗﺎﺑﺘﻲ‬ ‫ﻣﺰﻳﺖ‬‫ﺪ‬. 3

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