Relevant bibliographies by topics / Value Chain Management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Value Chain Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Value Chain Management"

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Mapanga, Arthur, Collins Ogutu Miruka, and Nehemiah Mavetera. "Barriers to effective value chain management in developing countries: new insights from the cotton industrial value chain." Problems and Perspectives in Management 16, no. 1 (January 26, 2018): 22–35. http://dx.doi.org/10.21511/ppm.16(1).2018.03.

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A rigorous and extensive application of the value chain management (VCM) has become the vogue in modern day business practices and processes. However, due to the complex and multidimensional nature of value chains, achieving efficient and effective value chain management in real value chains remains a major conundrum for practitioners. Many unknown barriers continue to impede effective and efficient value chain management in developing countries’ industrial value chains. The purpose of this study was to find out the common barriers to effective value chain management in a developing country’s industrial value chains using evidence from the cotton industry in Zimbabwe. The analysis was based on survey data sets obtained from 157 purposively sampled experts from the cotton industry value chain in Zimbabwe. Exploratory factor analysis was used to find the barriers to effective value chain management. The results revealed both architectural and governance barriers to effective value chain management. The findings also presented major policy implications for industrial value chains in the developing countries and also indicated areas for further robust research founded on a broader data set from other developing countries’ industrial chains as a way of validating the findings of this study.
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N.A., Alexey P. Tyapukhin. "Value Chain Management versus Supply Chain Management." International Journal of Management Concepts and Philosophy 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijmcp.2022.10052990.

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Hughes, Natalie M., Chander Shahi, and Reino Pulkki. "A Review of the Wood Pellet Value Chain, Modern Value/Supply Chain Management Approaches, and Value/Supply Chain Models." Journal of Renewable Energy 2014 (2014): 1–14. http://dx.doi.org/10.1155/2014/654158.

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We reviewed 153 peer-reviewed sources to provide identification of modern supply chain management techniques and exploration of supply chain modeling, to offer decision support to managers. Ultimately, the review is intended to assist member-companies of supply chains, mainly producers, improve their current management approaches, by directing them to studies that may be suitable for direct application to their supply chains and value chains for improved efficiency and profitability. We found that information on supply chain management and modeling techniques in general is available. However, few Canadian-based published studies exist regarding a demand-driven modeling approach to value/supply chain management for wood pellet production. Only three papers were found specifically on wood pellet value chain analysis. We propose that more studies should be carried out on the value chain of wood pellet manufacturing, as well as demand-driven management and modeling approaches with improved demand forecasting methods.
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Bahl, Jyoti. "Human Resource Management: A Rationale behind Organisations’ Value Chain." SIJ Transactions on Industrial, Financial & Business Management 06, no. 01 (February 28, 2018): 10–12. http://dx.doi.org/10.9756/sijifbm/v6i1/0102530102.

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Daher, Cecilio Elias, Edwin Pinto de la Sota Silva, and Adelaida Pallavicini Fonseca. "Reverse Logistics:Opportunity to Reduce Costs by Integrated Value Chain Management." Brazilian Business Review 3, no. 1 (June 30, 2006): 57–72. http://dx.doi.org/10.15728/bbr.2006.3.1.5.

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Tyapukhin, A. P. "Variants, structure and value chain management algorithm." Vestnik Universiteta, no. 2 (April 2, 2022): 49–57. http://dx.doi.org/10.26425/1816-4277-2022-2-49-57.

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The research purpose is to clarify and supplement the Value Chain Management theory and methodology by substantiating its main variants, improving the terminological apparatus and improving the relationships between the links of this chain. Classification methods, analysis and synthesis, induction and deduction were chosen as research methods, and binary matrices formed on the basis of classification attributes and their dichotomies were used as the research tool. The article states the following new results: the necessity of studying the term “value life cycle”; proposes directions for improving the “Management by value” concept in relation to chains in statics and dynamics; develops forms classifications for obtaining value by the consumer and supplier and Value Chain Management objects; and also develops the algorithm for creating consumer and supplier values. The obtained results make it possible to reduce the lost profit of the links in value chain due to the functions rational distribution, powers, performers’responsibility and eliminating organisational barriers on the flows trajectories of various value forms and related resources.
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Lichtenstein, Scott, and Pat Dade. "The Shareholder Value Chain: Values, Vision and Shareholder Value Creation." Journal of General Management 33, no. 1 (September 2007): 15–31. http://dx.doi.org/10.1177/030630700703300102.

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Business now almost universally accepts that the primary management task is value creation. The impact of leaders’, directors' and executives' personal values in the value creation process has been largely ignored in the literature. This paper seeks to redress the current situation by proposing that the needs and values of leaders and executives drive the vision, goals and strategies to create shareholder value. Yet, while most directors and senior managers will be at ease with pushing the organisation farther and faster in the creation of new methods to create more shareholder value, this is creating dis-ease amongst other directors, executives and the organisations' operator who have different values. This disease potentially stymies leaders' and boards' ability to create more value for shareholders. By understanding the values dynamic and asking different questions, boards and leaders can motivate the culture to create more value. The objective of this paper is to build on previous executive values research by examining the impact of how the values of one executive value group translate into methods of creating shareholder value and proposing the linkage between leaders values and shareholder value. First, a theoretical background is provided. Next, the results of empirical research into executive values are briefly reviewed and combined with data and insights from proprietary market research to discuss how the needs and values of one executive value group impact on strategic leadership factors driving shareholder value creation methods. This is followed by proposing a conceptual framework illustrating the linkages between leaders' values and shareholder value creation with propositions. Conclusion and implications are drawn and finally limitations and areas for further research are provided.
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Jensen, Per Anker. "Business models in facilities management value chains." Journal of Corporate Real Estate 21, no. 4 (November 11, 2019): 307–23. http://dx.doi.org/10.1108/jcre-07-2019-0034.

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Purpose This paper aims to identify typical sourcing strategies and business models in facilities management (FM) and map archetypes of value chains with complementary sourcing strategies and value chains. Design/methodology/approach The paper is based on literature and case studies from previous research. Theoretically, the paper takes a generic value chain as a starting point together with the recent ISO standard on sourcing process and a business model framework. A conceptual framework is developed and typical sourcing strategies and business models for FM are investigated. Archetypical value chains are established by a combination of sourcing strategies and business models. Findings The paper identifies eight archetypes of FM value chains divided in three groups according to whether the core business organisation occupies rented facilities and owned facilities or has facilities operation as a core business like serviced office providers, etc. Practical implications The results can be used on a general level by everybody who need to get an overview and understanding of the complex structure of the FM sector. Furthermore, the results can help all parties involved in the FM value chain to get a clearer understanding of their position in the chain and help them develop their sourcing strategies and/or business model, depending on their type of organisation. Originality/value While there is a huge amount of literature on sourcing in FM, there has only been limited research on business models and value chains in FM. The paper is original in combining an investigation of sourcing strategies, business models and value chains in FM.
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Bhargava, Akhil, Arpit Bafna, and Shabarisha, N. "A Review on Value Chain Analysis as a Strategic Cost Management Tool." International Academic Journal of Accounting and Financial Management 05, no. 01 (June 27, 2018): 80–92. http://dx.doi.org/10.9756/iajafm/v5i1/1810009.

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Liu, Lai Xiang. "China Sports Industry Value Chain Management." Advanced Materials Research 912-914 (April 2014): 1603–6. http://dx.doi.org/10.4028/www.scientific.net/amr.912-914.1603.

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To improve China's sports industry value chain management will help to promote the development of sports industry. This paper discusses the role and significance of the Chinese sports industry value chain management, value chain management and build general pattern .
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Dissertations / Theses on the topic "Value Chain Management"

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Rusinga, Nectar. "Value chain analysis along the petroleum supply chain." Master's thesis, University of Cape Town, 2010. http://hdl.handle.net/11427/10839.

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Includes bibliographical references (leaves 86-91).
The wide range of the petroleum industry's products as well as the varied value of these products coupled with the global nature of the petroleum industry presents both challenges and opportunities within the petroleum supply chain. It is along this supply chain that challenges for creating value for the customer exist as well the opportunities for reaching this goal. Value chain analysis methodology has been hailed as being capable to lend itself to process improvement challenges faced along supply chains. To achieve this objective, a case study method was used to collect and analyse data. This dissertation identifies and follows one of the supply chains of a petroleum company operating in South Africa to investigate how value chain analysis can be implemented along its supply chain.
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El-Moslimany, Rasheed 1966. "ComfortChoice : bringing value to the value chain." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/84331.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2002.
Includes bibliographical references (leaves 91-93).
by Rasheed El-Moslimany.
S.M.
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Tavshikar, Milind (Milind Murlidhar). "Value chain dynamics in the RFID technology." Thesis, Massachusetts Institute of Technology, 2006. http://hdl.handle.net/1721.1/37256.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2006.
Includes bibliographical references (leaf 66).
RFID (Radio Frequency Identification) technology has been one of the oldest renewed technologies with a promise of becoming a foundation of "The Internet of Things" in future. MIT's Auto-ID labs and EPCGlobal have been instrumental in advocating standards, making mass scale adoption a reality. The early adopters were found to be in the retail supply chain industry followed by many interesting applications in areas ranging from Fish Tracking to authentication of currency notes. Projects implemented till 2006 were mainly pilot in nature with a desire to understand the technology, given its limitations and challenges and conclude with value propositions or return on investment analysis for corporations. This work has attempted to study such phenomenon in greater detail, bring together the dimensions of technology and business as related to the current state of RFID. We found a very different set of value dynamics applicable to each individual component in the RFID business landscape. Analysis on presented in more detail for manufacturers (Suppliers) of goods as well as Sellers (Retailers) of goods. Further work may be in the form of analyzing the remaining components like logistics players and end customers in a similar fashion.
(cont.) Case studies and interview were done to collect data. Secondary sources of information in the forms of published reports and articles are also used and referenced. Management science techniques like Systems Dynamics are used to model some of the value parameters for each component in the retail supply chain. In conclusion, we think although each component of the studied landscape has shown value enhancement and erosion (primarily to cost factors), the overall system shows net gains. As all other technologies, RFID will become cheaper with increased adoption and has a very high probability to be prevalent and ubiquitous in near future.
by Milind Tavshikar.
S.M.
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Teich, Tobias. "Extended Value Chain Management (EVCM) als Betreibermodell hierarchieloser Produktionsnetzwerke." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-210515.

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Einleitung: Hierarchielose regionale Produktionsnetzwerke sind die Vision eines Virtuellen Unternehmens (VU), das im Rahmen eines Sonderforschungsbereiches (SFB) an der TU Chemnitz verfolgt wird [Wirt99]. Im Zentrum des Interesses steht die Entwicklung eines virtuellen Unternehmensmodells, das bestehende Unternehmungen entsprechend ihrer Kompetenzen in sehr kleine Leistungseinheiten, die als Kompetenzzellen (KPZ) bezeichnet werden, zerlegt. Das Modell wurde entworfen, um die Wettbewerbsposition kleiner und mittlerer Unternehmen (KMU) nachhaltig zu verbessern. Die Ziele einer Zusammenarbeit dieser Unternehmenskategorie können sehr unterschiedlich sein und von der Bündelung von Beschaffungsaktivitäten bis zur Herstellung sehr komplexer, selbstentwickelter Produkte innerhalb der Kooperation reichen. Die Umsetzung gemeinsamer Ziele durch unterschiedlich intern organisierte Unternehmen vereint zu einem Netzwerk und stellt neue Anforderungen an die Organisation der Geschäftsprozesse innerhalb der Kooperation [TeNe01].
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Teich, Tobias. "Extended Value Chain Management (EVCM) als Betreibermodell hierarchieloser Produktionsnetzwerke." Josef Eul Verlag GmbH, 2001. https://tud.qucosa.de/id/qucosa%3A29835.

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Einleitung: Hierarchielose regionale Produktionsnetzwerke sind die Vision eines Virtuellen Unternehmens (VU), das im Rahmen eines Sonderforschungsbereiches (SFB) an der TU Chemnitz verfolgt wird [Wirt99]. Im Zentrum des Interesses steht die Entwicklung eines virtuellen Unternehmensmodells, das bestehende Unternehmungen entsprechend ihrer Kompetenzen in sehr kleine Leistungseinheiten, die als Kompetenzzellen (KPZ) bezeichnet werden, zerlegt. Das Modell wurde entworfen, um die Wettbewerbsposition kleiner und mittlerer Unternehmen (KMU) nachhaltig zu verbessern. Die Ziele einer Zusammenarbeit dieser Unternehmenskategorie können sehr unterschiedlich sein und von der Bündelung von Beschaffungsaktivitäten bis zur Herstellung sehr komplexer, selbstentwickelter Produkte innerhalb der Kooperation reichen. Die Umsetzung gemeinsamer Ziele durch unterschiedlich intern organisierte Unternehmen vereint zu einem Netzwerk und stellt neue Anforderungen an die Organisation der Geschäftsprozesse innerhalb der Kooperation [TeNe01].
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Munsinger, David B. (David Blake) 1960. "The evolution of the wireless equipment value chain." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/8470.

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Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2002.
Includes bibliographical references (leaves 121-124).
Mobile wireless telephone systems require enormous investments in land-based radio, transmission, and switching systems in order to provide the coverage and capacity to efficiently operate a regional or nationwide cellular phone network. This wireless equipment is manufactured by an oligopoly of Original Equipment Manufacturers (OEM). These "wireless OEMs," in turn, depend upon a growing number of "upstream" component and subsystem suppliers and "downstream" wireless operators. Together these firms compose the "Wireless Equipment Value Chain." As in many industries where technology is changing rapidly, wireless telephony has seen waves of change in industry structure. This thesis surveys the forces currently driving change in the industry, outlines scenarios that describe potential directions for reorganization of the industry structure, and lists a set of warning signs that may provide clues to future trends within the industry. In addition, the thesis provides a model for the structure of the industry, which is used to construct the scenarios. Finally, it compares the strategies of two large OEMs using the models and scenarios.
by David B. Munsinger.
S.M.M.O.T.
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Teich, Tobias. "Extended Value Chain Management ein Konzept zur Koordination von Wertschöpfungsnetzen /." [S.l. : s.n.], 2004. http://www.bsz-bw.de/cgi-bin/xvms.cgi?SWB11312532.

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Zhang, Qi M. Eng Massachusetts Institute of Technology, and Muching Zhang. "Unlocking value in healthcare delivery channels." Thesis, Massachusetts Institute of Technology, 2017. http://hdl.handle.net/1721.1/112857.

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Thesis: M. Eng. in Supply Chain Management, Massachusetts Institute of Technology, Supply Chain Management Program, 2017.
Cataloged from PDF version of thesis.
Pharmaceutical supply chains are strictly regulated and work within unique constraints. Traditionally, innovator companies that are manufacturing the product have no direct interaction with the end users (treatment sites or individual patients); rather, over 90% of the orders go through intermediary wholesalers and distributors. However, with the introduction of new technologies for patients to manage their own health, federal regulations coming into effect on supplier responsibility for tracking drugs down to the user, and ever more pressure to cut costs and justify the high cost of medicine, manufacturers are actively reshaping their role in the pharmaceutical supply chain. Our objective in this thesis project was to support our Sponsor Company, a "Big Pharma" company with a wide range of medicines, to understand the key cost drivers of their current distribution channel and to explore the impact that a shift to an alternative distribution channel would have from a financial and operational standpoint. We first conducted a literature review to examine the existing research on costing methodologies, the impact of home delivery for clinical care and the drug distribution landscape. The literature shows some evidence that home delivery improves patient adherence and reduces inventory costs for suppliers. We then analyzed a targeted product's distribution network within the US by building a cost-to-serve model, which maps out the end-to-end service components conducted by the Sponsor Company. With this model we were able to test the supply chain impacts of volume change and a gradual shift to alternative distribution channels. The results of the model showed that for this particular product, working capital was a key cost driver, shifting volume to incorporate alternative distribution channels is highly beneficial; even some significant increases in operating costs are effectively neutralized by reductions in working capital for the entire channel. Aside from the model results, we recommend validating the assumptions and suggest that this 'bottom-up' costing model be extended for other products and geographies and used to inform the company's overall corporate strategic planning exercise. The cost-to-serve model framework can also be extended beyond the pharmaceutical industry to benefit consumer facing industries considering an omni-channel strategy.
by Qi Zhang and Muching Zhang.
M. Eng. in Supply Chain Management
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Robertson, Jessica. "Value added to the beef cattle chain through genetic management." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4591.

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Thesis (M.S.)--University of Missouri-Columbia, 2006.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (February 23, 2007) Includes bibliographical references.
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Teich, Tobias. "Extended Value Chain Management : ein Konzept zur Koordination von Wertschöpfungsnetzen." Doctoral thesis, Universitätsbibliothek Chemnitz, 2004. http://nbn-resolving.de/urn:nbn:de:swb:ch1-200401108.

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Die Habilitationsschrift ist in den Sonderforschungsbereich SFB 457 "Hierarchielose Produktionsnetze" eingebettet. Innerhalb des SFB leitet der Autor das Teilprojekt C2 "Koordinations- und Betreiberstrukturen". Im Oktober 2002 wurde der SFB für den zweiten Antragszeitraum (2003-2005) positiv evaluiert. Ein Gutachtergremium, dem u.a. Prof. Wiendahl (Universität Hannover, Institut für Fabrikanlagen und Logistik), Prof. Bellmann (Universität Mainz, Lehrstuhl für Produktionswirtschaft), Prof. Westkämper (Universität Stuttgart, Institut für Industrielle Fertigung und Fabrikbetrieb ) und Prof. Kuhn (Universität Dortmund, Lehrstuhl für Fabrikorganisation) angehören, bewerteten dieses Teilprojekt als Spitzenprojekt des SFB mit dem Prädikat "Exzellent". Die Gutachter des SFB und der Habilitationsschrift sind sich darüber einig, dass das Konzept des Extended Value Chain Managements eine wesentliche Erweiterung des bisherigen SCM-Konzeptes darstellt und die Forschung in diesem Bereich in den nächsten Jahren grundsätzlich beeinflussen kann. Die Habilitationsschrift dokumentiert auf insgesamt 690 Seiten mit über 200 Abbildungen und knapp 1000 Literaturreferenzen zunächst den aktuellen Stand der Forschung zur ERP/SCM-Systemen und zu Netzwerken allgemein. Aus den theoretischen Defiziten bestehender Konzepte wurde ein Phasenmodell für die Aufbau- und Ablauforganisation virtueller Produktionsnetze postuliert, welches einer kompetenzorientierten Betrachtungsweise folgt und schichtenweise die fach-, methoden- und sozialkompetenten Facetten eines derartigen Netzwerkes - erstmalig im internationalen Maßstab - in einem gemeinsamen Modell vereint. Die Arbeit beschränkt sich dabei keineswegs auf verbale Formulierungen, sondern führt alle Komponenten in einer quantitativen Betrachtung zusammen. Zahlreiche mathematische Modelle (angefangen bei Growing Neural Gas über Genetische und Ant Colony Algorithmen bis hin zur Betrachtung algebraischer Strukturen) führen letztlich dazu, dass die Ergebnisse innerhalb eines informationstechnischen Modellkerns tatsächlich auch durchgängig operationalisiert werden konnten. Die Habilitationsschrift spannt den Bogen von sozial- und betriebs­wirtschaftlichen über ingenieur­technische bis zu informatorischen Wissenschaftsdisziplinen, die zur vollständigen Bewältigung der konzeptuellen Denkleistung für ein Managementkonzept hierarchieloser Produktionsnetzwerke erforderlich sind. Die Kapitel dokumentieren ihrerseits nur die wichtigsten bearbeiteten Aufgaben des Autors innerhalb des SFB. Die Arbeit bietet eine inhaltliche Struktur zu den über 70 Publikationen der letzten drei Jahre zu Themen des Extended Value Chain Managements, die der Autor allein oder als Mitautor verfasst hat. Diese Beiträge sind zu einem Großteil "doppelt blind" begutachtet und sowohl einem betriebswirtschaftlichen als auch einem informatischen wissenschaftlichen Fachpublikum zugänglich gemacht worden. Über die Hälfte der Beiträge wurde im Ausland publiziert und referiert, wobei der Anteil der internationalen Tagungsbeiträge mit über 30 Publikationen sich dadurch begründet, dass zu den entsprechenden Fachtagungen die Diskussion mit den "Vordenkern" der jeweiligen Wissensgebiete gesucht wurde. Im Rückblick haben diese Diskussionen das Konzept des EVCM auch stark positiv beeinflusst. Vor allem die Konzepte zur Soft-fact-Integration (Kapitel 8) über die Polyedrale Analyse einerseits und die automatische Generierung einer Tupelmenge von Antworten auf eine Lieferanfrage und der Quantifizierung einer Lieferwahrscheinlichkeit als Transparenzfaktor (Kapitel 7) haben neben dem EVCM-Konzept als Ganzem international Anerkennung gefunden und sind als Weiterentwicklung der entsprechenden Wissenschaftsgebiete besonders zu würdigen. Diese Einschätzung deckt sich sowohl mit der der Gutachter der Arbeit, als auch mit der der Gutachter des SFB, welche, wie oben bereits erwähnt, das Teilprojekt mit dem Prädikat "Exzellent" bewerteten.
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Books on the topic "Value Chain Management"

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D'heur, Michael, ed. Sustainable Value Chain Management. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-12142-0.

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Natarajan, R. Value-added supply chain management. Falls Church, VA: APICS Educational & Research Foundation, 1998.

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D´heur, Michael, ed. CSR und Value Chain Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-39889-6.

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Kannegiesser, Matthias. Value Chain Management in the Chemical Industry: Global Value Chain Planning of Commodities. Heidelberg: Physica-Verlag Heidelberg, 2008.

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L, Nichols Ernest, ed. Supply chain redesign: Transforming supply chains into integrated value systems. Upper Saddle River, NJ: Prentice Hall PTR, 2002.

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Mark, Rainbird, ed. Managing in the value chain network. [Sydney, N.S.W.]: Prestige Books, 2012.

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1956-, Ramírez Rafael, ed. Designing interactive strategy: From value chain to value constellation. Chichester, England: Wiley, 1994.

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1956-, Ramírez Rafael, ed. Designing interactive strategy: From value chain to value constellation. Chichester, England: Wiley, 1998.

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Sustainable value chain management: A research anthology. Farnham, Surrey: Gower, 2013.

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Dinitzen, Henriette Bjerreskov. Value-added logistics in supply chain management. Copenhagen: Academica, 2012.

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Book chapters on the topic "Value Chain Management"

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Walters, David, and Mark Rainbird. "Demand Chain + Supply Chain = Value Chain." In Strategic Operations Management, 163–92. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-20677-9_8.

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Walters, David, and Mark Rainbird. "Value Chain Applications." In Strategic Operations Management, 318–78. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-20677-9_12.

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Helo, Petri, Angappa Gunasekaran, and Anna Rymaszewska. "Value Chain Effects." In SpringerBriefs in Operations Management, 83–87. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-40430-1_10.

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Llorente, Ignacio, Elisa Baraibar-Diez, and Maria D. Odriozola. "Value Chain Analysis." In Encyclopedia of Sustainable Management, 1–8. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-02006-4_1129-1.

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Kaeseler, Jens. "Value Chain Management in der Gebrauchsgüterindustrie." In Supply Chain Management, 227–60. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-17057-7_8.

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Helmold, Marc, and Brian Terry. "Introduction: The Value Chain." In Operations and Supply Management 4.0, 1–19. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68696-3_1.

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Cappello, Andrea, Martin Lösch, and Christoph Schmitz. "Achieving Top Performance in Supply Chain Management." In Value Creation, 281–96. Weinheim, Germany: Wiley-VCH Verlag GmbH & Co. KGaA, 2008. http://dx.doi.org/10.1002/9783527612246.ch22.

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Sabharwal, Navin, and Prashant Wali. "Cloud Stakeholders and Value Chain." In Cloud Capacity Management, 9–14. Berkeley, CA: Apress, 2013. http://dx.doi.org/10.1007/978-1-4302-4924-5_2.

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Alhassan, Abdul-Razak, and Mamudu Abunga Akudugu. "Commodity Value Chain Structures." In Supply Chain Management in African Agriculture, 23–35. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-54209-2_2.

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Fotiadis, Thomas, Dimitris Folinas, Konstantinos Vasileiou, and Aggeliki Konstantoglou. "Transportation management." In Marketing and the Customer Value Chain, 238–47. London: Routledge, 2022. http://dx.doi.org/10.4324/9780429684883-7.

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Conference papers on the topic "Value Chain Management"

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Keshelashvili, Giuli. "VALUE CHAIN MANAGEMENT IN AGRIBUSINESS." In 35th International Academic Conference, Barcelona. International Institute of Social and Economic Sciences, 2018. http://dx.doi.org/10.20472/iac.2018.935.025.

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Karlik, A. E., I. A. Maksimtsev, and E. A. Iakovleva. "Modern architecture of global value chains and value chain management of Russia." In 2016 XIX IEEE International Conference on Soft Computing and Measurements (SCM). IEEE, 2016. http://dx.doi.org/10.1109/scm.2016.7519832.

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Wang, Xin-Juan. "On Value Promotion of Products in Terms of Value Chain." In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2008. http://dx.doi.org/10.1109/iciii.2008.65.

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Chung, Kam. "Amplifying the Innovations Value Chain." In 2006 IEEE International Conference on Management of Innovation and Technology. IEEE, 2006. http://dx.doi.org/10.1109/icmit.2006.262154.

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Theyel, Gregory. "Biomedical value chain traceability for innovation." In 2017 IEEE Technology & Engineering Management Conference (TEMSCON). IEEE, 2017. http://dx.doi.org/10.1109/temscon.2017.7998392.

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Lee, Ming-Chang, and Mei-Wen Han. "Knowledge Value Chain Model Implemented for Supply Chain Management Performance." In 2009 Fifth International Joint Conference on INC, IMS and IDC. IEEE, 2009. http://dx.doi.org/10.1109/ncm.2009.302.

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Li Jianli. "Based on the Virtual Value Chain and Value Net of the Logistics Value Chain Construction and Management." In 2013 Fifth International Conference on Measuring Technology and Mechatronics Automation (ICMTMA 2013). IEEE, 2013. http://dx.doi.org/10.1109/icmtma.2013.84.

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Tang, Ding Fen, and Wei Zhang. "Analysis of Financial Management Reform in Value Chain Management." In 2017 3rd International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/essaeme-17.2017.15.

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Xiaojuan, Chen, Fang Shijian, and Huang Yi. "Research on Value Creating Mechanism of Creative Destruction Based on Value Chain." In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2008. http://dx.doi.org/10.1109/iciii.2008.244.

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Cai, Jinqing, Zhizhong Ding, Hai Lin, and Yalu Guan. "Study of Supply Chain Integration Process Based on Value Chain." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5303550.

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Reports on the topic "Value Chain Management"

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Mujeri, Mustafa K., N. Ahmed, and M. I. Hossain. Food security implications of rice value chain management in Bangladesh. Washington, DC: International Food Policy Research Institute, 2021. http://dx.doi.org/10.2499/9789845063715_09.

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Avis, William. Responsible E-Waste Value Chains in Africa. Institute of Development Studies (IDS), January 2022. http://dx.doi.org/10.19088/k4d.2022.015.

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Population growth, increasing prosperity and changing consumer habits globally are increasing demand for consumer electronics. Further to this, rapid changes in technology, falling prices, increased affordability and consumer appetite for new products have exacerbated e-waste management challenges and seen millions of tons of electronic devices become obsolete. This rapid literature review collates evidence from academic, policy focussed and grey literature on e-waste value chains. The report should be read I conjunction with an earlier report on e-waste management. E-waste is any electrical or electronic equipment, including all components, subassemblies and consumables, which are part of the equipment at the time the equipment becomes waste. When e-waste is collected and treated formally, it normally includes the following steps: Collection, Sorting and disassembly, Size reduction, Separation. The following five pillars of a sustainable e-waste management system have been identified: • Business and finance • Policy and regulation • Technology and skills • Monitoring and control • Marketing and awareness As such, to support the development of a responsible e-waste value chain, the following elements must be addressed. • Understanding how e-waste is currently managed • There is no one-size-fits all solution to building a robust e-waste management system based on extended producer responsibility. • An e-waste system built without a participatory approach is likely to be hampered by a series of issues. • An overarching policy is necessary • The choices made for the sector should be founded on two crucial elements – data from on the ground, and inputs from stakeholders. • Enforcement is incumbent on the government mandate The push towards a circular economy has provided stakeholders across the value chain with an impetus to initiate systemic improvements and invest in infrastructure and awareness raising.
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van Gogh, Bart, Henry Boerrigter, Maryvon Noordam, Ruerd Ruben, and Toine Timmermans. Post-harvest loss reduction : a value chain perspective on the role of post-harvest management in attaining economically and environmentally sustainable food chains. Wageningen: Wageningen Food & Biobased Research, 2017. http://dx.doi.org/10.18174/416532.

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Njoroge, George, Jaee Nikam, and Daniel Ddiba. Plastic waste management and recycling in Mombasa, Kenya: A scoping study of the value chain and its institutional, policy and regulatory frameworks. Stockholm Environment Institute, April 2022. http://dx.doi.org/10.51414/sei2022.013.

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Plastic waste management and recycling activities have the potential to reduce the environmental impacts of plastic production and to tap the economic value of would-be waste materials through circular economy approaches. This report focuses on the framework for establishing effective practices in Mombasa, Kenya, with policymaking, institutional support and regulations, and with implications for similar contexts elsewhere.
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O’Brien, Tom, Deanna Matsumoto, Diana Sanchez, Caitlin Mace, Elizabeth Warren, Eleni Hala, and Tyler Reeb. Southern California Regional Workforce Development Needs Assessment for the Transportation and Supply Chain Industry Sectors. Mineta Transportation Institute, October 2020. http://dx.doi.org/10.31979/mti.2020.1921.

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COVID-19 brought the public’s attention to the critical value of transportation and supply chain workers as lifelines to access food and other supplies. This report examines essential job skills required of the middle-skill workforce (workers with more than a high school degree, but less than a four-year college degree). Many of these middle-skill transportation and supply chain jobs are what the Federal Reserve Bank defines as “opportunity occupations” -- jobs that pay above median wages and can be accessible to those without a four-year college degree. This report lays out the complex landscape of selected technological disruptions of the supply chain to understand the new workforce needs of these middle-skill workers, followed by competencies identified by industry. With workplace social distancing policies, logistics organizations now rely heavily on data management and analysis for their operations. All rungs of employees, including warehouse workers and truck drivers, require digital skills to use mobile devices, sensors, and dashboards, among other applications. Workforce training requires a focus on data, problem solving, connectivity, and collaboration. Industry partners identified key workforce competencies required in digital literacy, data management, front/back office jobs, and in operations and maintenance. Education and training providers identified strategies to effectively develop workforce development programs. This report concludes with an exploration of the role of Institutes of Higher Education in delivering effective workforce education and training programs that reimagine how to frame programs to be customizable, easily accessible, and relevant.
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Gertslberger, Wolfgang, Merle Küttim, Tarmo Tuisk, Ulrika Hurt, Tarvo Niine, Tarlan Ahmadov, Margit Metsmaa, et al. Ringmajanduslike praktikate juurutamise võimaldajad ja barjäärid: uuringu aruanne. Tallinn University of Technology; Ministry of Economics and Communication, December 2021. http://dx.doi.org/10.11590/taltech.circular.economy.report.2021.

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This research study focused on the business models related to the circular economy of the four industries and their enablers and barriers have been studied. The research was conducted from September to December 2021 in Estonia by Tallinn University of Technology Sustainable Value Chain Management Working Group for the Ministry of Economic Affairs and Communications. The industries covered by the study were: 1) the computer, electronic and optical equipment industries; 2) chemicals and chemical industry, except plastics industry; 3) the electrical equipment industry; 4) metal industry.
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Nabris, Nada, and Nabila El-Ahmed. The Importance of Packing House Management in Vegetable and Fruit Value Chains. Oxfam, January 2019. http://dx.doi.org/10.21201/2019.3989.

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Basnet, D., T. Dorji, G. Ali, R. Lepcha, S. Bhuchar, and B. Shakya. Promoting Innovative Livelihoods (Ecotourism and Value Chains) for Sustainable Landscape Management - Regional Training of Trainers. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2017. http://dx.doi.org/10.53055/icimod.688.

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Basnet, D., T. Dorji, G. Ali, R. Lepcha, S. Bhuchar, and B. Shakya. Promoting Innovative Livelihoods (Ecotourism and Value Chains) for Sustainable Landscape Management - Regional Training of Trainers. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2017. http://dx.doi.org/10.53055/icimod.688.

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Shakya, B., G. Ali, T. Dorji, S. Bhuchar, R. S. Lepcha, D. Tandukar, R. Gyawali, B. Maharjan, D. Basnet, and Y. Saoliang. Promoting Innovative Livelihoods Ecotourism and Value Chains for Sustainable Landscape Management Trainer's Manual; ICIMOD Manual 2017/12. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2017. http://dx.doi.org/10.53055/icimod.689.

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