Sample Thesis Paper
Ilyas, Shankar, & Banwet (2005) and Ganeshan & Harrison (2004) agree that “The manufacturing value chain has become globalized, fragmented, multi-channelled, information integrated and is embedded in a virtual seamlessly integrated system. An effective value chain should responsive, cost effective and complete to satisfy the customers. Therefore, an effective and efficient value chain should be flexible, lean and agile. Manufacturing organizations by multiple operational and tactical integration measures achieve flexibility, leanness, and agility. Operational integration is achieved by measures like information integration, vendor managed inventory, collaborative planning forecasting and replenishment, co-managed materials management, just in time, centralized database, etc. Tactical integration is reflected by measures to reduce the cycle time for flow of information, cost, and material” (Shankar & Banwet, 2008).
When considering the obstacles and difficulties in the implementation of value chain management, it has been observed through studies that the origin of the problems comes from the perception of the value chain as nothing more than a linked series of operations in which each node serves to carry out a distinct operation. While this perception is not an inaccurate one, it is also one that takes a very static view of the value chain. The modern day corporate world, in sharp contrast, is one that is rapidly evolving over time and therefore cannot be addressed adequately through such a perception. This is a perception that organizations generally hold regarding their relevance to the value chain and the relevance of the value chain for them.