@某咨询价值链分析方法.pptx
Author:Tom MacinaReviewers:Scott Bender,Peter Fisher,Cyrus Villa,Ammar Maraqa bcValue ChainMarch 1998Copyright 1998 Bain&Company,Inc.bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis2valuechainValue ChainAgenda The conceptValue Chain methodologyExamplebcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis3valuechainValue ChainThe Concept Value chain analysis is a systematic method for disaggregating a firm or industry into its major discrete activities to understand sources of competitive advantageValue chain analysis can be used to identify opportunities togain cost advantage/improve performanceincrease competitive differentiationValue chain analysis is an analytical tool which can help provide clarity to consultants and clientsallows distinct boundaries to be drawn across business(or industry)processallows consultant to clearly evaluate and prioritize activities on which to focusfacilitates client understandingbcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis4valuechainValue ChainGeneric Value Chain Successively finer disaggregations of activities are made to expose differences important to competitive advantageThe generic value chain consists of six general activities.Tech.,R&DPurchasing/Inbound LogisticsManufact-uring/OperationsMarketing&SalesDistribution/Outbound LogisticsServicebcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis5valuechainValue ChainCommon Uses Value chain analysis can be used as an analytical tool in two general situations.Value Chain Analysisas a tool forCompetitive AdvantageCost Analysis/Performance ImprovementCompetitive PositioningRCPRe-engineeringBusiness definitionVMR/Industry collaborationCompetitive differentiationDrawing business boundariesbcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis6valuechainValue ChainDistribu-tion/OutboundLogisticsServiceValue Chain Scope The scope of the value chain depends largely on the purpose for which the tool is being used.System or Industry Value Chain:Firm Value Chain:Major Activity Value Chain:Tech.,R&DPurchas-ing/InboundLogisticsManu-facturing/OperationsMarketing&SalesMaterialPreparationConversionFinal AssemblyQuality AssurancePackagingInputs(Supplier)Conversion(Manufacturer)Distribution(Distributor/Retailer)Consumption(End-User)VMRCost AnalysisProcess Re-engineeringCost Analysis Sample UsebcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis7valuechainValue ChainWhen to Use Value Chain Analysis Cost Analysis/RCPProcess Re-EngineeringBusiness DefinitionVMR/Industry CollaborationCompetitive PositioningMap Major Activities Map Sub-ActivitiesAlwaysSometimesUnlikelybcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis8valuechainValue ChainAgenda The conceptValue Chain methodologyExamplebcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis9valuechainValue ChainValue Chain Methodology(1 of 2)1.What are the activities?2.Which activities are most critical?3.Which critical activities provide the most opportunity?(Where is the most leverage?)Tech.,R&DPurchas-ing/InboundLogisticsManu-facturing/Opera-tionsMarketing&SalesDistri-bution/OutboundLogisticsService Tech.,R&DPurcha-sing/InboundLogisticsMarketing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?There are three steps in doing value chain analysis.bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis10valuechainValue ChainValue Chain Methodology(2 of 2)1.What are the activities?Step one is determining the appropriate activities to map.Determine key steps in designing,producing,marketing,delivering and supporting a product or serviceActivities can be separated and grouped based ondifferent economicsprocesses using different people/equipment/technologyhigh or growing percentage of total costdistinction in mind of customerHelpful methodology in mapping out activities:product floworder flowpaper flowbcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis11valuechainValue ChainSanding/DustingManu-facturingCutting PackagingCookingFormingWrappingBulk ContainersMajor Activities:Sub-Activities:Wrapping individual candiesBagging individually wrapped candies for retail salePlacing individually wrapped candies in bulk containers for delivery to retail outlets that sell loose candyFind“break points”in the process flowcooking through sanding all one continuous lineproduct conveyed to wrapping linePackaging was actually separated into two activities,as there are two different product paths following wrappingmost process steps similar,however,suggesting a“packaging”groupingBaggingDrawing Activity Boundaries(Candy Co.Example)bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis12valuechainValue ChainValue Chain Methodology(1 of 3)2.Which activities are most critical?Step two is determining which activities are most critical.Cost Analysis Case Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-tionsMarket-ing&SalesDistri-bution/OutboundLogisticsService5%35%30%15%10%5%What are cost drivers?Explanation:Percent of total cost:Allocate costs to each major activityDetermine which activities account for the greatest portion of total costbcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis13valuechainValue ChainValue Chain Methodology(2 of 3)Competitive Positioning Case Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-tionsMarketing&SalesDistri-bution/OutboundLogisticsServiceWhich criteria drive customer decisions?Customer importance scale(1=low,7=high)Product InnovationReliabilityBrand ImageSpeed of DeliveryResponsivenessExplanation:Determine relative importance of each activity in mind of customerDetermine which activities drive purchase decisionPrice4.06.34.86.05.14.7bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis14valuechainValue ChainManu-facturing/OperationsValue Chain Methodology(3 of 3)Step three is determining which activities provide the most opportunity.3.Which critical activities provide the most opportunity?Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsCost Analysis CaseCompetitive Positioning CaseWhere is greatest relative opportunity to improve cost structure?Where is greatest relative opportunity to improve performance/create gap relative to competitors?Tech.,R&DPurcha-sing/InboundLogisticsDistribu-tion/OutboundLogisticsMarket-ing&SalesServiceServiceExplanation:Explanation:Determine which costs are most controllablee.g.,raw materials costs may be largely commodityDetermine where largest relative performance gap liesrelative to competitorsrelative to internal comparablesDetermine where largest relative performance gap liesrelative to customer expectationsrelative to competitorsbcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis15valuechainValue ChainAgenda The conceptValue Chain methodologyExamplebcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis16valuechainValue ChainAce Consumer ProductsBackground:Ace Consumer Products was a weak number three in the U.S.Ketchup market Division losing money,losses accelerating Complication:Business interlinked with other operations-cant be closed or divestedQuestion:What cost reductions can be done to restore profitability?bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis17valuechainValue ChainValue Chain Methodology 1.What are the activities?2.Which activities are most critical?3.Which critical activities provide the most opportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-tionsMarket-ing&SalesDistribu-tion/OutboundLogisticsService Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis18valuechainValue ChainServiceKetchup Value Chain ActualValue ChainPurchasing/Inbound LogisticsManu-facturingPackagingMarketingSalesDistribution/OutboundLogisticsGeneric Value ChainTech.,R&DPurchasing/InboundLogisticsManu-facturing/OperationsMarketing&SalesDistributionOutboundLogisticsIn this consumer products example,R&D and service were removed as major activities,packaging was broken out separately,and marketing&sales were separated.Very little investment in product formulationnot a major activityRaw materials substantial,but largely commoditymajor activityPackaging critical for consumer productspackaging broken out separatelyBrand building through marketing and sales force very discretemarketing and sales separatedCaptive fleet distributes to customer warehousesmajor activityProduct support(800#)minimal and handled centrally with other product linesnot a major activitybcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis19valuechainValue ChainValue Chain Methodology 1.What are the activities?2.Which activities are most critical?3.Which critical activities provide the most opportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis20valuechainValue ChainAce Consumer Products 100%80%60%40%20%0%Percent of TotalOtherVinegarPropylene glycolSugarOnionsTomatoOtherVariable manufacturingDepreciationMainten-anceLabor overheadDirect laborOtherLabelsBottleGroup administrationR&DDivision admin.HQ and systemsOperating marginOther operating and administrativeWagesVariableFixed$0.20$0.40$0.60$0.80$1.00$1.24Cost per Eight Ounce BottlePrice to consumer($1.08)RawPackagingOtherOverheadPromotionConsumerMediaMarketingProfitRetailerDealsOutbound freightPeriod distributionWarehousingRedistributionDistributionManufacturingAllocationsRaw materials,manufacturing,packaging and marketing drive total cost.SalesbcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis21valuechainValue ChainValue Chain Methodology 1.What are the activities?2.What activities are most critical3.Which critical activities provide the most opportunity?Tech.,R&DPurcha-sing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis22valuechainValue ChainRelative Cost Position-Methodology DriversCompetitive Cost SourcesBAR/LNALeemisAlumni interviewsBenchmarking was critical to understanding where the largest opportunities were.Material usageOH structure AdvertisingPromotionWage ratesBenefit structureProductivityReverse engineeringPlant surveysAlumni interviewsClient plant reportsCommodity markets63.2 per 8oz.AllocationsSalesMarketingDistributionPackagingManufacturingRaw$0.00$0.10$0.20$0.30$0.40$0.50$0.60$0.70Cost to Land 8oz.Bottle in Retailer Warehouse(Cents)Client product reportsbcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis23valuechainValue ChainCost Variance 5.55.018.4Manufacturing turned out to be the activity with the greatest relative cost disadvantage.bcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis24valuechainValue ChainKetchup 133%120%100%80%60%40%20%0%0%20%40%60%80%100%=830MM poundsTotal Ketchup CapacityProduct TypeIt was the low level of capacity utilization that created sizable manufacturing cost disadvantages.Average annual utilization13 week Peak period utilizationAverage capacity7 day 20 hours per daybcCHI Copyright 1998 Bain&Company,Inc.Value Chain Analysis25valuechainValue ChainConsolidation Savings Consolidating from six plants to four would save$3.9MM annually.$3.9MMConsolidating two plants has on-going savings impact of$3.9MM
