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Strategic Value Chain Management

Models for Competitive Advantage

Introduces the theory behind strategic value chain management and examines its impact on an organisation's performance with examples of its implementation in practice.
EAN: 9780749484422
Edition: 1
Published:
Format: 234x156
440 pages

About the book

A supply chain is the process of all parties involved in fulfilling a customer request, while a value chain is a set of interrelated activities a company uses to create value and a competitive advantage. In Strategic Value Chain Management the authors bring together a variety of disciplines, showing how to move from traditional supply chain management to value chain management. Research from the (ISM) International School of Management, Germany, originating from a network of companies in a range of sectors, is integrated with case studies to demonstrate particular concepts.

Strategic Value Chain Management brings together theory and practice and presents tangible ways of creating competitiveness in a changing world through the use of effective models and frameworks. Challenging the traditional Porters Five Forces Model, the authors introduce the important academic disciplines of cybernetics and systems sciences as essential drivers of strategy within the supply chain, supported by case studies illustrating their implementation.

About the authors

Qeis Kamran

Prof. Dr. Sc. Qeis Kamran (MBA-GM, MBA- PPM, MBL-HSG, LLM, PhD Scholar and research at University of Twente) is the full Professor of Strategy, Cybernetics and Design Science at ISM International School of Management, Dortmund, Germany. He previously worked in sales, management, entrepreneurship and leadership roles in retail, energy, oil, petrochemicals and consulting industries.

More about Qeis Kamran

Finally, the long-awaited synthesis of strategy and the systems approach! The benefit of reading Kamran's innovative, insightful book is a deeper systemic understanding: it enables superior strategies for complex value networks.

Prof. em. Dr. Markus Schwaninger, University of St. Gallen, Switzerland