Creating Value Networks; CIO Desk Reference Chapter 16

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Summary

The business challenges facing enterprises have led them to transform their supply chains. A value network is a form of restructuring that expands the enterprise scope without investing in new operations.

Table of 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
© 2009 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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