Business suppliers' value creation potential : A capability-based analysis

Joint value creation through partnering and networking is a topic of current interest. This paper proposes that the dimensions of the supplier's value creation in a supplier-customer relationship could be classified according to efficiency, effectiveness and network functions. These functions are interrelated, but they are conceptually distinct. The value creation process could be described as a spectrum ranging from core value, to added value, to future value. The value-producing potential of a supplier can be assessed reasonably well only in the case of the core value, where there is sufficient benchmarking information in the form of existing alternative offerings and solutions. A priori evaluation of the costs and benefits of added value and, especially, future value projects is problematic, because the realisation of the value is dependent on the development of multiple partners, technologies and industries. In these cases, we suggest that a customer could use a supplier's capability profile as an indicator of how suitable that particular supplier is for specific value creation projects. A framework connecting specific capabilities to different types of value production is suggested, and its managerial implications are discussed.     

论高科技条件下的劳动价值创造与价值分配

高科技条件下创造价值的源泉仍然是劳动者的活劳动,其中,劳动者的知识创新活动是能够更有效地进行价值创造的活劳动,它在创造价值的活劳动中居于主体地位.因此,知识经济时代的价值分配应以劳动者的知识创新活动为中心,建立符合知识经济时代的价值分配导向体系.     

Value-Creation Logic in Supply Chain Relationships

Purpose: This article explores the idea that different types of interaction among supply chain partners entail different value-creation logics (interdependence, objective, focus of coordination, and value-creation initiatives) and that they must, therefore, be managed in different ways.

Approach: The article reviews and synthesises the relevant literature and presents a summary of the findings.

Findings: Four types of value-creation logic are explored: (1) Logistics integration is best managed by undertaking efforts to achieve mutual transparency, adaptations, and appropriate logistical planning; (2) in unilateral learning, management's task is to ensure the efficient flow and processing of information from one party to another; (3) in unilateral development, one party must have good knowledge of the partner's organization and provide the relevant expertise for coaching the latter's problem-solving efforts—management's task is primarily to define relevant projects and facilitate coaching; and (4) in bilateral learning, management's task is to obtain a mutual understanding of the partner's organisations and establish appropriate joint problem-solving arrangements.

Research implications: The article calls for a better understanding of the motivations, effects, and strategic implications of different ways of collaborating with partners in supply chain relationships.

Contribution: The article presents a case for the strategic value of collaboration, rather than merely addressing the tactical aspects of supply chain relationships.     

闭环产品服务系统的增值分析与协调机理研究

闭环产品服务系统中,提升价值增值的手段包括产品和服务两方面.在大量生产时代,产品的价值增值主要来自于原料转换的增值过程,这是“大产品小服务”的传统销售模式（服务是产品的附属品）.但随着消费市场需求的变化,目前价值增值不但来自于企业品牌形象、产品销售等前市场服务,而且越来越注重产品使用过程中的后市场服务和废弃后的回收再制造服务.产品服务和再制造的增值已经超过传统实体生产的价值创造,开始向“小产品大服务”的商业模式演进（产品成为服务的介体）.作为获取持久竞争优势的这一新盈利模式,闭环产品服务系统的提供商需要考虑全生命周期的经济效益和环境效益,涉及产品制造、服务运营和回收再造的交叉新领域研究,这必然会导致正向供应链的关系契约模式变革.     

Unveiling the Endogenous Relationship Between Technical Efficiency and Value Creation in Mergers and Acquisitions in Nigeria

There is a growing literature on how the beneficial impacts of horizontal mergers and acquisitions (M&A) should be measured. Thus far, however, there have been few studies addressing endogeneity between technical efficiency and value creation: they tend to present a bidirectional and simultaneous relationship. This research contributes to the debate by investigating the impact of voluntary horizontal M&A on these metrics in Nigeria between 1995 and 2012, in light of the individual performance of bidders, targets, and the resulting corporate companies. First, technical efficiency, technology gap ratio, and returns-to-scale estimates were computed based on a meta-frontier DEA approach, together with a set of contextual variables that encompass performance indicators which reflect the value creation process. Then, robust regressions were used to discriminate these efficiency estimates in terms of such business-related variables, correcting for endogeneity and controlling for industry and trend effects. The results reveal that these contextual variables significantly impact virtual efficiency and returns-to-scale levels, and that there is a trade-off between efficiency and value creation at some point in the merging process. Managerial implications are derived.