Contents
-
Analysis
- 1.0
Supply Chains and Value Networks
- 1.1
Anatomy of a Value Network
- 1.2
Forge the supply chain into a value network and create new opportunities
- 1.3
Every enterprise has a supply chain; its foundation for a value network
- 1.4
Make the value network within your supply chains explicit
- 2.0
Value networks require new combinations of information, process and behavior
- 3.0
Value networks address complex business challenges
- 3.1
Identify the opportunities for value network innovations
- 3.2
Case Study: Transport for London—Coordinating a Network Involving Millions
- 3.3
Case Study: Obama for America—Using networks to redefine participatory politics
- 3.4
Determine your readiness to form or participate in a value network
- 3.5
A value network extends the enterprise by turning it inside out
- 4.0
Building the Value Chain
- 5.0
Conclusions
- 5.1
CIO Call for Action
- 5.2
Conclusions
- 6.0
Case Studies
- 6.1
Case Study: BNSF Railway—Delivering performance across a network of networks using information and processes
- 6.2
Case Study: Chiquita Brands—Synchronizing the supply chain at speed
- 6.3
Case Study: Guardian News & Media—Transforming from a direct to a digital value network
- 6.4
Case Study: Hong Kong Housing Authority—Getting results by changing behavior
- 6.5
Case Study: The Mahindra Group—Closing the supply chain loop
-
Recommended Reading
Figures
Figure 1.
An enterprise value network consists on nonlinear relationships and products/services that extend enterprise reach and value to customers.
Figure 2.
A value network defines the player an enterprise works with and the capabilities they exchange to create value
Figure 3.
An enterprise value network represents investments made to extend and optimize the supply chain
Figure 4.
Supply chains exist in every industry, although they may be challenging to recognize when they are nonlinear or based on professional services
Figure 5.
Define the elements within your value network, starting with your current supply chain characteristics
Figure 6.
Creating a value network involves changing how the enterprise approaches information, its processes and the behaviors among its partners
Figure 7.
Creating a value network involved using information, process and behavior to connect trading partners
Figure 8.
Mahindra & Mahindra information flow and material flow
Figure 9.
Enterprise and supply chain management concentrates on integrating processes end-to-end
Figure 10.
Value network processes reduce dependencies by separating and distributing process responsibilities among network players in accordance with their capability and role in the offering
Figure 11.
A value network is an operational framework that places a premium on effective IT operations and support
Figure 12.
A value network is a system that relies on the interactions between information, process and behavior
Figure 13.
Persistent needs provide a basis for assessing the potential of moving to a value network structure
Figure 14.
Transport for London sits at the center of an information-based value network that influences customer transport decisions that benefit the individual traveler as well as all travelers moving through London
Figure 15.
Transport for London uses information, process and behavior to benefit the more than 10 million commuters moving through London each working day
Figure 16.
Obama for America used different types of Web 2.0 technology components to engage supporters
Figure 17.
Obama for America created a network of players tuned in to engaging and mobilizing supporters using Web 2.0 technologies
Figure 18.
Obama for America has used new combinations of information, process and behavior to engage individuals and their support for the candidate
Figure 19.
A decision model for value networks helps executives concentrate on the right roles and opportunities
Figure 20.
Each role in a value network involves different requirements and resources
Figure 21.
BNSF connects multiple customers and suppliers using a single operational network
Figure 22.
Customers are concerned about the delivery of their railcars (blue), while the railroad operations are concerned with moving trains
Figure 23.
Chiquita's end-to-end supply chain
Figure 24.
Chiquita's demand management flow
Figure 25.
Guardian News & Media's newspaper supply chain handles 700,000 papers in four editions on an average night
Figure 26.
Guardian News & Media operates multiple value networks that engage different companies and content providers to deliver value to customers
Figure 27.
HKHA is the hub of a value network of construction projects and subcontractors
