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Akamatsu's third flying geese paradigm (FGP) is a model for the international division of labor in East Asia based on dynamic comparative advantage. The paradigm postulated that Asian nations will catch up with the West as a part of a regional hierarchy where the production of commoditized goods would continuously move from the more advanced ...
Netchain analysis is a theoretical concept integrating supply chain management and network analysis which was introduced by Lazzarini, Chaddad and Cook in 2001. [1] While supply chain analysis focuses on vertical and network analysis on horizontal interdependencies across companies, netchain analysis incorporates both type of interdependencies into one concept.
A favorite phrase of Japanese business planners is hito-kane-mono, standing for people, money and things (or assets). [1] This combination reflects the belief of some Japanese business planners that streamlined corporate management is achieved when these three critical resources are in balance without surplus or waste. For example: cash over ...
The proliferation of guides has taken place in an environment where key conceptual and methodological elements of value chain analysis and development are still evolving. [14] Many of these guides include not only detailed procedures that require experts to carry out the analysis but also use detailed quasi-academic methodologies. [3]
It was created in the 1960s by the Japanese anthropologist Jiro Kawakita. It is also known as KJ diagram, after Jiro Kawakita. An affinity diagram is used when: You are confronted with many facts or ideas in apparent chaos. Issues seem too large and complex to grasp.
Hoshin Kanri (Japanese: 方針管理, "policy management") [1] is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. [2] [3] The Hoshin Kanri strategic planning system originated from post-war Japan, but has since spread to the U.S. and around the world.
Shortening the food chain encourages social sustainability through trust, solidarity, and shared values between producers and consumers, facilitated by closer proximity among supply chain actors. [13] Shortening the food chain also creates positive social sustainability outcomes, such as consumer empowerment, promotion of healthy diets, and ...
JA's business model was hinged upon its monopoly or quasi-monopoly in both ends of the supply chain (agricultural inputs such as fertilizer, pesticides, machinery, and end-products such as rice, wheat, and barley) and its political clout over Japan's Diet members to influence the set food prices.