Value Chain Analysis

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Value Chain Analysis

(concerned with the focus of Cost Management efforts)
{ Strategic View – a linked set of value-creating

activities from basic raw material sources to the
final consumer. External focus identifies places in
activity chain to enhance customer value or reduce
VALUE CHAIN ANALYSIS costs in order to achieve sustainable competitive
advantage. Æ internal and external linkage
{ Conventional View – a linked set of value-creating
activities taking place within the boundaries of an
organization. Objective is to maximize value added,
i.e., the difference between sales and purchases.
Æ internal linkage
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Definisi Definisi
{ Michael Porter: “Competitive Advantage: Creating and { Analisa ini digunakan untuk memahami kekuatan
Sustaining Superior Performance (1985) strategi perusahaan dibandingkan dengan pesaingnya
{ Analisa mata rantai menjelaskan aktivitas-aktivitas { Didasarkan pada asumsi bahwa organisasi merupakan
yang terjadi dalam dan sekitar organisasi dan serangkaian sumber ekonomi yang dirangkai secara
menghubungkannya dengan posisi kompetitif suatu
organisasi dalam bisnis sistematis untuk menghasilkan sesuatu
{ Analisa yang menentukan nilai yang dapat { Analisa yang dapat digunakan untuk menetapkan
ditambahkan setiap aktivitas pada produk/jasa yang aktivitas mana yang sebaiknya dilakukan di dalam
dihasilkan perusahaan perusahaan dan aktivitas mana saja yang sebaiknya
{ Analisa yang memerinci suatu organisasi menjadi disediakan oleh pihak luar (outsources)
serangkaian “value generating activities” yang dapat
dikembangkan guna menciptakan keunggulan
kompetitif perusahaan
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Definisi Analisa Value Chain

{ Value Chain secara tradisional digambarkan sebagai
kumpulan aktivitas yang dilaksanakan oleh perusahaan { Pengelolaan biaya yang difokuskan pada internal
dalam bidang fungsional yang berbeda maupun eksternal
{ Value chain merupakan mata rantai dari pemasok
bahan baku sampai konsumen akhir produk yang
{ Output dari analisa ini adalah penilaian efektivitas dari
dihasilkan perusahaan
setiap matarantai atau value chain yang ada
{ Value chain berbeda dengan dengan value added
{ Kelemahan value added: terlalu lambat dimulai
{ Alat yang penting dalam manajemen strategik dalam
dan terlalu cepat diakhiri
kompetisi ketat, perusahaan harus mengelola aktivitas
dan biaya secara stratejik
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Value Chain vs Value Added Manfaat Value Chain Analysis

{ Membuat perusahaan terintegrasi dalam
{ VC lebih baik dibandingkan dengan VA penilaian strategi membeli atau menjual
{ VA terlalu lambat dimulai dan terlalu cepat diakhiri { Membantu perusahaan dalam mengintegrasikan
kegiatannya dari hulu sampai ke hilir
{ VC menekankan pada empat bidang peningkatan
{ Membantu mengidentifikasikan driver biaya yang
laba yaitu: unik di setiap aktivitas perusahaan
z Hubungan dengan pemasok { Membantu memahami kekuatan relatif pembeli
z Hubungan dengan konsumen lawan penjual
z Hubungan proses dengan VC unit bisnis { Membantu perusahaan dalam menentukan
“competitive advantage” dan bagaimana
z Hubungan silang antar VC unit bisnis antar
mencapainya
perusahaan
{ Membantu memahami hubungan antar unit
bisnis dalam industri
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Industrial Value Chain Internal and External Linkages
There are two types of linkages that must be analyzed

The industrial value chain is the linked set of and understood: internal and external linkages.
value-creating activities from basic raw Internal linkages are relationships among activities
that are performed within a firm’s portion of the
materials to the disposal of the finished value chain. Two types of activities
product by end-use customers. { Organizational activities
{ Operational activities
Fundamental to a value-chain framework is the External linkages describe the relationship of a
recognition that there exist complex linkages firm’s value-chain activities that are performed with
its suppliers and customers. There are two types:
and interrelationships among activities both supplier linkages and customer linkages.
within and external to the firm.
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The Value Chain System The Value Chain System
{ Firm’s value chain is part of larger systemÆ value

system
{ Supplier value chain
{ Firm value chain
{ Channel value chain
{ Buyer/customer value chain
{ Linkage exist in a firm value chain and between value

chainÆ competitive advantage depends on not only
on its own value chain, but also on its ability to
manage value system of which it is a part
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Organizational Activities Competitive Advantage
Organizational activities are of two types: structural and

{ Cost advantage
executional. ÆMelalui pemahaman biaya, dan memastikan hanya
terjadi pada aktivitas yang menciptakan nilai
Structural activities are activities that determine the
Æ Reducing the cost of individual value chain activities atau
underlying economic structure of the organization.
Reconfiguring the existing value chains
Executional activities are activities that define the
processes and capabilities of an organization and thus { Differentiation
are directly related to the ability of an organization to Æ Fokus pada aktivitas yang berhubungan dengan
execute successfully. kemampuan dan kompetensi perusahaan untuk
melaksanakan aktivitas secara lebih baik dari yang lain
Æ Changing individual value chain atau reconfiguring the
existing value chains
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Cost Advantage: Cost Advantage :

Reducing the cost of individual value chain activities Reconfiguring the existing value chains
{ Controlling cost drivers better than do the competitors

{ Cost driver related to value chain
z Economic of scale { structural changes
z Learning z New production process
z Capacity utilization z New distribution channels
z Linkages among activities
z Different sales approach
z Interrelationship among business unit
z Degree of vertical integration
z Timing of market entry
z Firm’s policy
z Geographic location
z Regulations
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Differentiation: Differentiation:
Changing individual value chain Reconfiguring the value chain
{ Can arise from any part of the value chain

{ Stems from uniqueness
{ Drivers of uniqueness { Forward integrate in order to perform
z Policies and decisions functions that once were performed by
z Linkage among activities
customersÆ customer
z Timing { Backward integrate in order to have more
z Location control over its inputsÆ supplier
z Interrelationship
z Learning
z Integration
z Scale
z Institutional factors
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Value Chain Model:

Value Chain Model Primary activities
{ Primary activitiesÆ berhubungan langsung dengan
pembuatan dan pengiriman barang /jasa
z Inbound logistic: receiving and warehousing raw and
their distribution to the manufacturing as they required
z Operation: the process of transforming inputs into
finished product and services
z Outbound logistics: the warehousing and distribution of
finished goods
z Marketing and Sales: the identification of customer needs
and the generation of sales
z Services: the support of customers after the products and
services are sold to them
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Some Factors to Consider in Some Factors to Consider in

Assessing a Firm’s Primary Activities Assessing a Firm’s Primary Activities
{ Outbound Logistics
{ Inbound Logistics
z Effective shipping processes to provide quick delivery
z Location of distribution facilities to minimize
shipping times z Efficient finished goods ware-housing processes
z Excellent material and inventory control z Shipping of goods in large lot sizes to minimize
systems transportation costs
{ Operations { Marketing and Sales
z Efficient plant operations z Highly motivated, competent sales force
z Appropriate level of automation z Innovative approaches to promotion and advertising
z Quality production control systems to reduce z Selection of appropriate distribution channels
costs and enhance quality z Customer segments and needs identified
z Efficient plant layout and workflow design z Effective pricing
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Some Factors to Consider in Value Chain Model:

Assessing a Firm’s Primary Activities Support Activities
{ Services { Support ActivitiesÆ tidak berhubungan langsung

z Effective use of procedures to solicit customer feedback dengan produksi, aktivitas ini dibutuhkan untuk
and to act on information meningkatkan efisiensi dan efektivitas primary
z Quick response to customer needs and emergencies activities
z Ability to furnish replacement parts as required z Procurement
z Technology development
z Human resources management
Inbound Logistics
z Infrastucture
Outbound Logistics PROFIT
Marketing and Sales MARGIN
Services
23 24
Some Factors to Consider in Some Factors to Consider in

Assessing a Firm’s supporting Activities Assessing a Firm’s supporting Activities
{ General { Human Resource { Technology

Management Development { Procurement
Administration
z Effective recruiting, z Effective R&D z Win-win relationships
z Effective planning with suppliers
training, and retention z Relationships between
z Excellent relationships R&D and other depts. z Processes and
with diverse stakeholders z Union relationships procedures optimize
z Creative and
z Effective reward and quality, price, service,
z Ability to integrate and innovation in culture
coordinate value chain incentive programs speed
z Personnel
activities qualifications z Proper lease versus
buy decisions
z Effective culture and
reputation
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Revised Value Chain Steps in value chain analysis

ACTIVITIES
Firm’s infrastructure
{ Analysis of own value chain – which costs are
SUPPORT
Technology trapping and commercialisation related to every single activity

Strategic Management { Analysis of customers value chains – how does our
product fit into their value chain
INFORMATION SYSTEMS & KNOWLEDGE MANAGEMENT
{ Identification of potential cost advantages in
comparison with competitors
basic skills, technical, price, revenue,
{ Identification of potential value added for the
customer – how can our product add value to the
ACTIVITIES
know-how, core management, place, customer

profit,
PRIMARY
technologies competence marketing, promotion

sales,
satisfaction,
loyalty market customers value chain (e.g. lower costs or higher
strategic
assets production
product share, performance) – where does the customer see such
service potential
HUMAN RESOURCE MANAGEMENT
PROCUREMENT AND SUPPLIER MANAGEMENT
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Organization Internal
InternalValue
ValueChain
Chain
Organizationand
andOperational
OperationalActivity
ActivityRelationships
Relationships
29 30

Value
ValueChain
Chainfor
forthe
thePetroleum
PetroleumIndustry
Industry
Value Chain
in the Paper Products Industry
Silvaculture and Timber Farming
Competitor B
Logging and Chipping

Competitor C
Pulp Manufacturing
Competitor D
Paper Manufacturing
Competitor G
Competitor A
Converting Operations
Competitor E
Competitor F
Distribution
End-Use Customer
31 32
Structural Cost Drivers

Driver Biaya (Related to organizational choices)
{ Scale
{ Digunakan driver biaya ganda z Investment size in manufacturing,R&D,and
marketing
{ Penggolongan driver biaya
{ Scope
z Driver biaya struktural z Degree of vertical integration
{ related to strategic choices that drive costs { Experience
z Driver biaya eksekusional z Previous repetitions of current work
{ Technology
{ related to an organization’s ability to execute z Process technologies used at each step in value chain
successfully { Complexity
z Broadness of product line
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Executional Cost Drivers

(Related to organizational skills)
{ Work Force Involvement

z participation; empowerment; commitment to
continuous improvement
{ Capacity Utilization
z given scale choices on plant construction
{ Plant Layout Efficiency
z compared to current norms
{ Product Configuration
z design or formulation effectiveness
{ Exploiting Linkages with Suppliers/Customers
z in relation to the value chain
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Athabasca University’s Value Chain

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The
The End
End
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