Relevant bibliographies by topics / Value delivery

Contents

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

Academic literature on the topic 'Value delivery'

Author: Grafiati
Published: 4 June 2021
Last updated: 6 February 2022

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Journal articles on the topic "Value delivery"

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Rao, Ajit. "Value Promise versus Value Delivery." Journal of Creating Value 1, no. 1 (May 2015): 91–100. http://dx.doi.org/10.1177/2394964315569624.

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Ahmad, Fauziah, and Noor Habibah Arshad. "Value Delivery of Information Technology Investment: A Conceptual Framework." International Journal of Computer Theory and Engineering 6, no. 2 (2014): 150–54. http://dx.doi.org/10.7763/ijcte.2014.v6.854.

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Porter, Michael E. "Value-Based Health Care Delivery." Transactions of the ... Meeting of the American Surgical Association 126 (2008): 144–50. http://dx.doi.org/10.1097/sla.0b013e31818a43af.

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Turner, Trevor, Veronica Martinez, and Umit Bititci. "Managing the value delivery process." International Journal of Physical Distribution & Logistics Management 34, no. 3/4 (March 2004): 302–18. http://dx.doi.org/10.1108/09600030410533600.

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Urquhart, John. "Can drug delivery systems deliver value in the new pharmaceutical marketplace?" British Journal of Clinical Pharmacology 44, no. 5 (November 1997): 413–19. http://dx.doi.org/10.1046/j.1365-2125.1997.t01-1-00610.x.

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Wei, David H., Gillian A. Hawker, David S. Jevsevar, and Kevin J. Bozic. "Improving Value in Musculoskeletal Care Delivery." Journal of Bone and Joint Surgery-American Volume 97, no. 9 (May 2015): 769–74. http://dx.doi.org/10.2106/jbjs.n.00841.

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Rodger, Angus. "Better project delivery: Australia's value opportunity." APPEA Journal 59, no. 2 (2019): 709. http://dx.doi.org/10.1071/aj18106.

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Has the industry seen the light on project delivery? Numerous signs of improved execution through the downturn in Australia and across the globe suggest oil and gas companies are finally getting it right after a lengthy period of dismal performance. Even before prices went to US$100 per barrel and beyond, the oil and gas industry had a poor track record of delivering major projects. However, higher prices exacerbated the situation, encouraging poor capital discipline and overconfidence in undertaking large-scale, highly complex projects that overstretched the supply chain. The results were delays, cost overruns and billions of dollars in value destroyed. Over the past decade the average project was delivered 6 months late, with costs up 14% compared with the forecast at final investment decision. The top 15 cost blowouts were a cumulative US$80 billion over budget. Much of that was in Australia. But lessons have been learned. Without the safety net of higher prices, the successful execution of capital projects has become of crucial importance to the industry. There is now evidence of post-downturn projects being delivered on time and on budget; in Australasia, recent examples include Greater Western Flank Phase 2 and the Bayu-Undan infill drilling campaign. But do these successes mean execution has really improved? It can be argued these are relatively simple brownfield, subsea developments. When we enter the next investment cycle with bigger projects (Scarborough, Browse and Barossa), will we see the same old mistakes repeated again?
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Kim, Haena, Ling Ng Boyle, and Anne Goodchild. "A Mobile Application for Collecting Task Time Data for Value Stream Mapping of the Final 50 Feet of Urban Goods Delivery Processes." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 62, no. 1 (September 2018): 1808–12. http://dx.doi.org/10.1177/1541931218621410.

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Delivery options have become very diverse with online shoppers demanding faster delivery options (e.g, 2-day delivery, same day delivery options) and more personalized services. For this reason, transportation planners, retailers, and delivery companies are seeking ways to better understand how best to deliver goods and services in urban areas while minimizing disruption to traffic, parking, and building operations. This includes understanding vertical and horizontal goods movements within urban areas. The goal of this project is to capture the delivery processes within urban buildings in order to minimize these disruptions. This is achieved using a systems approach to understanding the flow of activities and workers as they deliver goods within urban buildings. A mobile application was designed to collect the start and stop times for each task within the delivery process for 31 carriers as they deliver goods within a 62-story office building. The process flow map helped identify bottlenecks and areas for improvements in the final segment of the delivery operations. It also highlighted consistent tasks conducted by all carriers as well as differences with given carrier type. This information is useful to help decision-makers plan appropriately for the design of future cities that encompass a variety of delivery processes.
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Van der Heijden, Marco, and Jeroen Van de Rijt. "Individual Business Travel at Boehringer Ingelheim: A Best Value Procurement Pilot." Journal for the Advancement of Performance Information and Value 3, no. 1 (June 1, 2011): 146. http://dx.doi.org/10.37265/japiv.v3i1.113.

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Problems in the delivery of construction are supply chain issues in the procurement area, and not caused by the complexity of the construction industry. In order to prove this, Best Value Procurement has been applied in procuring travel services within pharmaceutical company Boehringer Ingelheim. In this paper the authors propose that there are similarities in the procurement of services at BI and the procurement of construction services. It is proposed that the best value PIPS process makes a procurement officer a professional, able to deliver any service. The BVP PIPS test to deliver travel services increased value and performance and minimized the cost of the service. The conclusion is that the best value PIPS process has great potential to increase the value and performance in the delivery of other services.
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Hopkins, Mark R., Monica R. Butcher, Kevin M. Martin, Lona R. Small, and Lori J. Sokoll. "Quality Improvement in Critical Value Delivery at a Tertiary Care Center." Journal of Applied Laboratory Medicine 6, no. 4 (April 27, 2021): 985–91. http://dx.doi.org/10.1093/jalm/jfab002.

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Abstract Background Prompt notification of critical laboratory values to providers is essential for effective patient care. To improve the delivery of these critical values, a quality improvement project was initiated to determine the obstacles to prompt notification and to identify possible interventions to improve this process. Methods Critical value call logs were retrieved, and delivery time, patient location, test name, and call time were abstracted and analyzed. All critical values with delivery times greater than 60 min were reviewed by 2 authors for 1 representative month in both the pre- and postintervention period. Results Based on the results of the data review, a modification to the laboratory information system call center color-coded alerts was introduced to address delays attributable to the laboratory. The overall rate of calls greater than 60 min decreased from 3.4% ± 0.8% in the preintervention study period to 1.3 ± 0.3%, postintervention. The average number of values not delivered within 60 min decreased by 64% across all locations, following with an 82% decrease for values originating from inpatient locations, and a 39% decrease for outpatient values. Conclusions Low complexity interventions to critical value callback protocols can significantly increase the efficacy of communication between the laboratory and providers.
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Dissertations / Theses on the topic "Value delivery"

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Momma, Atsuhito 1966. "Value delivery through product-based service." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9223.

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Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2000.
Includes bibliographical references (leaf 69).
Products and services are two ways firms delivery value to customers. In some situations firms augment physical products with services related to that product. In other situations the service offered to customers is the primary offering and it is enabled by a product. This paper investigates enterprise resource planning (ERP) software tracking its evolution from predominantly a product with associated services to an offering as a service enabled by the software product. Frameworks have been developed to analyze service offerings. Two such frameworks capture causal relationships to customer value and customer satisfaction. This paper analyzes these frameworks and applies one of them to SAP R/3 ERP software as the offering evolved towards a more pure service offering (product-based). The paper then analyzes the sufficiency and appropriateness of one framework, the service profit chain, to the current offering of the SAP R/3 ERP application service provider (ASP) product, MySAP.com. Several additions are suggested to enhance the service profit chain model.
by Atsuhito Momma.
S.M.M.O.T.
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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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Griffis, Brent Patrick. "Multi-Criteria Decision Modeling for Best Value Selections in Target Value Design Integrated Project Delivery." DigitalCommons@CalPoly, 2014. https://digitalcommons.calpoly.edu/theses/1729.

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Integrated Project Delivery (IPD) combined with Target Value Design (TVD) is a better way to deliver value for the client than traditional guaranteed maximum price (GMP) methods. With traditional GMP delivery methods, the interests of the parties are often at odds. The goal of IPD is to align all party interests in order to achieve a win-win scenario. Due to the aligning nature of IPD and the fact that each party’s success is dependent on achieving the project objectives as a whole; a non-biased, transparent, decision-making process is necessary in order to deliver the project objectives within the constraints of the TVD. Thus delivering the expected value for the client and ensuring that all parties achieve project success. The need for this transparent decision-making process is compounded by the fact that a “target” based system rapidly declines to a less than optimal state if there is no unbiased decision-making process in place. If we treat the entire lifespan of a project as the complex system that it is, we can begin to take advantage of the hierarchical nature of complex systems. The goal of this paper is to show that by modeling the life span of a project through a multi-criteria decision making model, built on a hierarchical framework will allow you to find a non-inferior solution to your TVD. I’m proposing to use Hierarchical Holographic Modeling (HHM) as the framework for an Analytical Hierarchical Process (AHP) multi-criteria decision-making model complete with post-optimality analysis as the preferred project management method.
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Catanzaro, Sandro N. "Multi-stakeholder quantitative analysis of sustainability for value delivery systems." Thesis, Massachusetts Institute of Technology, 2006. http://hdl.handle.net/1721.1/34633.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Aeronautics and Astronautics, 2006.
This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (p. 254-255).
This thesis presents a model to analyze multi-stakeholder decision-making and its application to Space Exploration strategy. The analysis of decision-making for Space Exploration is especially difficult because of the complexity of the value delivery process and the extended time frame to deliver value. In order to analyze the sustainability of Space Exploration, we use the hypothesis that only stakeholder groups that should be considered are those that control resources needed for the survival and growth of the initiative. Consequently, the key to sustainability lays in a tiered multi-attribute decision- making process, where the top layer is populated by the needs of Space Exploration as a Value Creating System (VCS), its second layer is the stakeholders who control the resources that satisfy those needs, and its third layer is the stakeholders' needs. Our model tries to measure the ability of different architectures to increase stakeholder needs satisfaction, thus increasing the likelihood that those stakeholders will provide resources back to the VCS, which is the key to the VCS's survival. The model uses a numerical extension of the Kano model of quality to weight the criticality of the needs. The feedback loop of value to and from the VCS is modeled as a flow of vectorial elements.
(Cont.) The model uses the divergence in the data captured to generate a stochastic process, thus providing a probabilistic mapping of the characteristics of each architecture option. The main output is a graphic with the trade between the architecture option capability of increasing the feedback of resources to the VCS in one axis and its capability of gathering consensus across the different stakeholder groups in the other axis. This diagram shows that there is an efficient frontier which trades value and stability, showing some architectures as less stable because of the alienation of some stakeholders, and thus with reduced consensus, but at the same time a higher feedback of resources to the VCS. Other architectures are shown to be more stable by creating a consensus opinion among stakeholders; but in order to do so, they might sacrifice some amount of resource feedback to the VCS. Keywords Stakeholder analysis, space exploration, space systems architecture, value delivery, feedback, stochastic model, organization strategy, Kano model of quality, multi-attribute utility, system dynamics, decision making, system architecture.
by Sandro N. Catanzaro.
S.M.
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Huenen, Anna Tamara van. "Drivers and barriers to value creation in mobile service delivery." Master's thesis, NSBE - UNL, 2014. http://hdl.handle.net/10362/11782.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
Mobile devices are growing in a popularity way for consumers to access the Internet for mobile services. As the number of mobile devices is multiplying, subscriptions to services through these devices are also expanding. Previous research has found that perceived service value positively mediates the cost/benefit trade-off with behavioural intentions to use mobile services. This research examines the effect of identification with the mobile phone and perceived ubiquity, as possible moderators on the perceived costs/benefits trade-off and perceived mobile service value. A web-survey was conducted using mobile transaction services as illustrative service. The results of the conducted web-survey reveal that perceived ubiquity helps explaining the perceived mobile service value. In contrast to expectations, identification with mobile devices does not make consumers more prone to use mobile services. This study delivered contribution for companies to provide a better understanding of specific drivers and barriers of mobile services to value creation and to help companies effectively allocate their resources to enhance consumer value perceptions.
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Bhattacharyya, Kuntal. "Value Sourcing in Supply Chains." Kent State University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=kent1310181655.

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Walkenhorst, Joseph Sean. "Quantifying the value of reduced lead time and increased delivery frequency." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/40355.

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Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2007.
Includes bibliographical references (leaf 63).
A large consumer package goods company would like to know the answer to the following question. What is the value to its customers of increased delivery frequency or reduced lead time? To answer this question, we collected shipment and inventory data for three customers: a mass merchandiser, a grocery store chain, and a drug store chain in the US. We examined the shipment histories to the customers' Distribution Centers (DCs) in the West, the Midwest, and the East for SKUs from three product families. We developed a continuous review QR inventory model to calculate the theoretical inventories for these high volume SKUs. We used this model to assess the theoretical inventory requirements for multiple scenarios entailing some form of increased frequency or decreased lead time. Some companies run heavy promotions during which time the majority of sales occur. If such a company is to benefit from reduced lead time from its supplier to their DCs, shipments from their DCs to stores must be frequent enough to respond to their stores' needs during a promotion.
(cont.) If this is not the case, the main opportunity to reduce inventory will be through better promotional planning. The data showed that there was a great amount of variability in the average inventory levels at the customers' DCs, which suggested that some DCs have large excesses of inventory for some SKUs. If customers could simply match their best in class inventory levels across all other products and locations, possibly $120 million could be saved annually in inventory carrying costs across all of this company's customers. The model also suggested that increasing delivery frequency provides a greater value than decreasing lead time. The methodology used to calculate the value of potential savings to customers could be applied to other locations or other industries.
by Joseph Sean Walkenhorst.
M.Eng.in Logistics
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Wang, Xinghui, and Bingcheng Yan. "The customer value delivery of online marketplace : Case study of Taobao company." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-15068.

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Nilsson, Markus, and Albin Thalin. "Value delivery and sales : A qualitative case study on how IT-startups can improve their sales process." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-136629.

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Many entrepreneurs pursue the IT-industry, which is characterized by opportunities and international growth. However, due to failures in sales, marketing and operations, many IT-startups never reach profitability and sustainable performance.  On behalf of the IT-startup Realbridge, the authors have been asked to investigate how their sales process can be made more efficient. By identifying elements in the sales process, the authors can provide suggestions supported by theories and qualitative data on how Realbridge and similar companies can redesign and improve their sales process. The study further investigates the role of sales in the business model and how a changed sales process impact value delivery and innovate the business model. Consequently, the thesis aims to answer the following research questions: How does a firm’s sales process impact value delivery in the business model? How can small IT-companies similar to Realbridge and their product improve their sales process efficiency? This degree project has several purposes. Firstly, it aims to further investigate the role of sales in value delivery in the business model. This will extend knowledge and research on value delivery and sales, and will further investigate the relationship between components of the business model. Secondly, it will serve as a guide for managers in IT-firms on how they can improve the sales process. Thirdly, it will create an understanding of how IT-firms similar to Realbridge can develop or innovate their business model in terms of changed value delivery, key activities and sales process. As the aim of this study is to extend knowledge in the business model and sales literature, as well as analyze Realbridge’s sales process and culminate in recommendations on how IT-startups can increase their sales efficiency, this degree project takes form as a qualitative case study. Interviews have been conducted with interviewees in four different organizations with three different perspectives: Realbridge’s perspective, customer in the car dealership industry’s perspective and non-customer in the car dealership industry’s perspective. The data has been processed in accordance to thematic analysis. The analysis has led the authors to the conclusion that a changed sales process impact value delivery and consequently innovate the business model. It is also found that the sales process impact value creation and capture. Moreover, in order to effectively design a sales process, Realbridge and similar companies must effectively segment the market, focus on fewer segments initially and target them according to their expected financial contribution. They should state and communicate a specific value proposition related to the approached segment’s main needs. Furthermore, customer preferences have to be accounted for in terms of sales channels and type of relationships, and it can be seen as a financial risk to maximize value creation and value delivery for all customers.
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Rost, Michael C. "The value of numerical forecast products in improving tactical air delivery methods." Monterey, Calif. : Naval Postgraduate School, 2007. http://bosun.nps.edu/uhtbin/hyperion-image.exe/07Jun%5FRost_CS.pdf.

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Books on the topic "Value delivery"

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Lassenius, Casper, and Kari Smolander, eds. Software Business. Towards Continuous Value Delivery. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08738-2.

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Porzsolt, Franz, and Robert M. Kaplan, eds. Optimizing Health: Improving the Value of Healthcare Delivery. Boston, MA: Springer US, 2006. http://dx.doi.org/10.1007/978-0-387-33921-4.

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Dynamic supply chains: Delivering value through people. 2nd ed. New York, NY: Pearson Financial Times, 2010.

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Pramik, Mary Jean. Drug delivery: Strategies to enhance therapeutic value and product positioning. Waltham, Mass: Decision Resources, Inc., 1995.

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

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Christopher, Martin. Logistics and supply chain management: Creating value-adding networks. 4th ed. Harlow, England: Financial Times Prentice Hall, 2011.

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Maximizing benefits from IT project management: From requirements to value delivery. Boca Raton, FL: CRC Press, 2012.

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Logistics and supply chain management: Creating value-adding networks. 4th ed. Harlow, England: Financial Times Prentice Hall, 2011.

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Value-based cost management for healthcare: Linking costs to quality and delivery. New York: Quality Resources, 1996.

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Stewart, Robert B., Greg Brink, Mark Watson, April Hiller, Mariah Brink, Tugrul Daim, and Rafaa Khalifa. Applying Risk Analysis, Value Engineering, and Other Innovative Solutions for Project Delivery. Washington, D.C.: Transportation Research Board, 2017. http://dx.doi.org/10.17226/24851.

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Book chapters on the topic "Value delivery"

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Grant, Gerald G., and Robert Collins. "Measuring IT Value Delivery." In The Value Imperative, 143–55. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59040-4_10.

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Grant, Gerald G., and Robert Collins. "Governing IT Service Delivery." In The Value Imperative, 73–97. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59040-4_6.

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Czerniawska, Fiona. "Automating Delivery: The Route to Business Transformation." In Value-Based Consulting, 196–205. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9780230501980_17.

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Boral, Sumanta. "Domain II: Value-Driven Delivery." In Ace the PMI-ACP® exam, 77–126. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-2526-4_3.

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Sethna, Zubin. "Marketing Planning for Value Delivery." In Principles of Marketing, 305–38. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-0-230-39269-4_11.

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Stubbs, Evan. "The Challenges of Tactical Delivery." In The Value of Business Analytics, 53–97. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118983881.ch3.

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Reed, Derek D., Brent A. Kaplan, and Amel Becirevic. "Basic Research on the Behavioral Economics of Reinforcer Value." In Autism Service Delivery, 279–306. New York, NY: Springer New York, 2015. http://dx.doi.org/10.1007/978-1-4939-2656-5_10.

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Powers, James S. "New Models of Healthcare Delivery." In Value Driven Healthcare and Geriatric Medicine, 65–85. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77057-4_5.

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Ondra, Stephen L. "Macro Trends in Healthcare Delivery." In Value-Based Approaches to Spine Care, 1–22. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-31946-5_1.

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Rowlinson, Steve, and Derek H. T. Walker. "Value from an IPD perspective." In Routledge Handbook of Integrated Project Delivery, 69–83. First edition. | New York : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-6.

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Conference papers on the topic "Value delivery"

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Ege, Raimund K., Li Yang, and Richard Whittaker. "Extracting Value from P2P Content Delivery." In 2009 Fourth International Conference on Systems. IEEE, 2009. http://dx.doi.org/10.1109/icons.2009.35.

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Musa, Muktari, and Christine Pasquire. "Target Value Delivery in Bid Process." In 28th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2020. http://dx.doi.org/10.24928/2020/0026.

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Idachaba, Francis E., and Esther Wokoma. "Project Management, Local Content and Value Delivery." In Offshore Technology Conference. Offshore Technology Conference, 2014. http://dx.doi.org/10.4043/25227-ms.

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Banerjee, Suman. "Value-aware networking for mobile media delivery." In the fifth ACM international workshop. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1859983.1859984.

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Drevland, Frode, Jardar Lohne, and Ole Jonny Klakegg. "Ethical Dilemmas in Value Delivery: Theoretical Conditions." In 25th Annual Conference of the International Group for Lean Construction. International Group for Lean Construction, 2017. http://dx.doi.org/10.24928/2017/0276.

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Guojun Ji. "Market-driven value delivery systems - a case study." In Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1499556.

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Kashiwagi, Dean, Jacob Kashiwagi, Jake Smithwick, Isaac Kashiwagi, and Abraham Kashiwagi. "Owner Controlled Delivery Of Construction Degrades Quality/Value." In The Seventh International Structural Engineering and Construction Conference. Singapore: Research Publishing Services, 2013. http://dx.doi.org/10.3850/978-981-07-5354-2_cpm-12-184.

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Sherrington-Lodge, K. "Best practice asset management in major project delivery." In IET Seminar on Asset Management: Whole Life Cost or Value? IEE, 2008. http://dx.doi.org/10.1049/ic:20080142.

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Drevland, Frode, and Ole Jonny Klakegg. "Developing a Conceptual Model for Value Delivery in Value Shop Configured Construction Projects." In 27th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2019. http://dx.doi.org/10.24928/2019/0262.

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Guojun Ji. "Service value delivery system based on time-based competition." In 2008 International Conference on Service Systems and Service Management (ICSSSM 2008). IEEE, 2008. http://dx.doi.org/10.1109/icsssm.2008.4598521.

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Reports on the topic "Value delivery"

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Frazer, Sarah, Anna Wetterberg, and Eric Johnson. The Value of Integrating Governance and Sector Programs: Evidence from Senegal. RTI Press, September 2021. http://dx.doi.org/10.3768/rtipress.2021.rb.0028.2109.

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As the global community works toward the Sustainable Development Goals, closer integration between governance and sectoral interventions offers a promising, yet unproven avenue for improving health service delivery. We interrogate what value an integrated governance approach, intentionally combining governance and sectoral investments in strategic collaboration, adds to health service readiness and delivery using data from a study in Senegal. Our quasi-experimental research design compared treatment and control communes to determine the value added of an integrated governance approach in Senegal compared to health interventions alone. Our analysis shows that integrated governance is associated with improvements in some health service delivery dimensions, specifically, in aspects of health facility access and quality. These findings—that health facilities are more open, with higher quality infrastructure and staff more frequently following correct procedures after integrated governance treatment—suggests a higher level of service readiness. We suggest that capacity building of governance structures and an emphasis on social accountability could explain the added value of integrating governance and health programming. These elements may help overcome a critical bottleneck between citizens and local government often seen with narrower sector or governance-only approaches. We discuss implications for health services in Senegal, international development program design, and further research.
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JEWETT, J. R. Values of Particle Size, Particle Density & Slurry Viscosity to use in Waste Feed Delivery Transfer System Analysis. Office of Scientific and Technical Information (OSTI), March 2002. http://dx.doi.org/10.2172/807713.

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JEWETT, J. Values of Particle Size Particle Density & Slurry Viscosity to use in Waste Feed Delivery Transfer System Analysis. Office of Scientific and Technical Information (OSTI), January 2002. http://dx.doi.org/10.2172/808569.

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Imbrie, Andrew, Ryan Fedasiuk, Catherine Aiken, Tarun Chhabra, and Husanjot Chahal. Agile Alliances: How the United States and Its Allies Can Deliver a Democratic Way of AI. Center for Security and Emerging Technology, February 2020. http://dx.doi.org/10.51593/20190037.

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The United States must collaborate with its allies and partners to shape the trajectory of artificial intelligence, promoting liberal democratic values and protecting against efforts to wield AI for authoritarian ends.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.
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Cao, Shoufeng, Uwe Dulleck, Warwick Powell, Charles Turner-Morris, Valeri Natanelov, and Marcus Foth. BeefLedger blockchain-credentialed beef exports to China: Early consumer insights. Queensland University of Technology, May 2020. http://dx.doi.org/10.5204/rep.eprints.200267.

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The BeefLedger Export Smart Contracts project is a collaborative research study between BeefLedger Ltd and QUT co-funded by the Food Agility CRC. This project exists to deliver economic value to those involved in the production, export and consumption of Australian beef to China through: (1) reduced information asymmetry; (2) streamlined compliance processes, and; (3) developing and accessing new data-driven value drivers, through the deployment of decentralised ledger technologies and associated governance systems. This report presents early insights from a survey deployed to Chinese consumers in Nov/Dec 2019 exploring attitudes and preferences about blockchain-credentialed beef exports to China. Our results show that most local and foreign consumers were willing to pay more than the reference price for a BeefLedger branded Australian cut and packed Sirloin steak at the same weight. Although considered superior over Chinese processed Australian beef products, the Chinese market were sceptical that the beef they buy was really from Australia, expressing low trust in Australian label and traceability information. Despite lower trust, most survey respondents were willing to pay more for traceability supported Australian beef, potentially because including this information provided an additional sense of safety. Therefore, traceability information should be provided to consumers, as it can add a competitive advantage over products without traceability.
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Biesecker, Barbara, Melissa Raspa, Douglas Rupert, Rebecca Moultrie, Robert Furberg, and Lauren A. McCormack. Making Clinical Trials More Patient-Centered Using Digital Interactive E-Consent Tools. RTI Press, October 2019. http://dx.doi.org/10.3768/rtipress.2019.op.0063.1910.

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Research participants are required to give their consent to participate in clinical trials and nonexempt government-funded studies. The goal is to facilitate participant understanding of the intent of the research, its voluntary nature, and the potential benefits and harms. Ideally, participants make an informed choice whether to participate; one that is based on having sufficient relevant knowledge and that is consistent with their values and preferences. Achieving this objective can be challenging, and as such, many scholars have declared the consent process flawed or “broken.” Moreover, clinical trials are complex studies, and compelling evidence suggests that current consent processes are inadequate in achieving informed choice. E-consent offers a dynamic, engaging consent delivery mode that can effectively support making informed decisions about whether to participate in a trial.
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Spano, Christian, Paolo Natali, Charles Cannon, Suzanne Greene, Osvaldo Urzúa, Carlos Sucre, and Adriana Unzueta. Latin America and the Caribbean 2050: Becoming a Global Low-Carbon Metals and Solutions Hub. Inter-American Development Bank, July 2021. http://dx.doi.org/10.18235/0003412.

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This report evaluates scope 3 emissions along the copper and iron ore value chains and the opportunities that Latin America and the Caribbean (LAC) has to become a low carbon metals and solutions hub. The report presents four carbon emission scenarios that represent different sets of decisions for policy-makers and investors. Two scenarios fall short of aligning with Paris targets: (1) the business as usual (BaU) scenario with no further abatement action; and (2) a BaU scenario with the current level of emission reduction potential from players in the value chain (BaU Possible). The other two scenarios deliver the required carbon reductions to be compliant with the Paris Agreement by 2060, but through different strategies: (3) the BaU Paris scenario. where alignment with Paris targets is achieved by keeping BaU volumes and reducing carbon intensity per tonne of metal; and (4) the Decoupled scenario, where carbon intensity reductions are relaxed and compensated by a reduction in primary supply to align the value chain emissions to a Paris trajectory. All scenarios require LACs leaders to consider investments in low-carbon technology in different degrees. The report argues that, given its competitive position in the cost curve for copper and iron ore and an abundance of enabling factors for low carbon strategies, the region could become a key source of low carbon metals and solutions as long as it is proactive in adopting all the necessary measures from public sector and industry perspectives. Finally, the report concludes that myriad opportunities exist for LAC, including new business models, technologies and products, and that these could yield a greater economic and social contribution to the region than the BaU trajectories.
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Manlutac, Janice Ian. Funding the Frontline: How an Oxfam Emergency Response Fund facilitated local humanitarian action. Oxfam, April 2021. http://dx.doi.org/10.21201/2021.7451.

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From 2014 to 2020 Oxfam embedded an Emergency Response Fund (ERF) in its multiyear disaster risk reduction programs in Asia-Pacific and Central America. The Oxfam ERF was designed as a flexible funding mechanism to prioritize small-scale, under-the-radar, and forgotten emergencies and help local actors respond to and mitigate the impacts of disasters in their communities. ERF grants totaling US$1.9 million were disbursed and supported 24 small-scale responses led by 15 local organizations in nine countries. The ERF, through the support of a donor who values local leadership, helped local actors shape humanitarian responses, and the simplicity of fund administration unlocked creativity and delivered speed without compromising the quality and accountability of humanitarian aid.
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Bridges, Todd, Jeffrey King, Johnathan Simm, Michael Beck, Georganna Collins, Quirijn Lodder, and Ram Mohan. International Guidelines on Natural and Nature-Based Features for Flood Risk Management. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/41946.

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To deliver infrastructure that sustain our communities, economy, and environment, we must innovate, modernize, and even revolutionize our approach to infrastructure development. Change takes courage, but as one starts down the path of innovation, what was once novel becomes more familiar, more established. The U.S. Army Corps of Engineers (USACE) is walking this path with our partners through the Engineering With Nature (EWN) Initiative, integrating human engineering with natural systems. The International Guidelines on Natural and Nature-Based Features for Flood Risk Management are the next step toward revolutionary infrastructure development—a set of real-world guidelines to help familiarize us with what was once novel. USACE and collaborators around the world have been building, learning, and documenting the best practices for constructing Natural and Nature-Based Features (NNBF) for decades. The consolidation of these lessons into a single guidance document gives decision-makers and practitioners a much-needed resource to pursue, consider, and apply NNBF for flood risk management while expanding value through infrastructure. Relationships and partnerships are vital ingredients for innovation and progress. The NNBF Guidelines was achieved because of the strong relationships in the nature-based engineering community. The magnitude and diversity of contributors to the NNBF Guidelines have resulted in a robust resource that provides value beyond a single agency, sector, or nation. Similarly, the work of incorporating NNBF into projects will require us to strengthen our relationships across organizations, mandates, and missions to achieve resilient communities. I hope you are inspired by the collaborative achievement of the NNBF Guidelines and will draw from this resource to develop innovative solutions to current and future flood risk management challenges. There is a lot we can achieve together along the path of revolutionary infrastructure development.
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