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Value-stream mapping, also known as material- and information-flow mapping, [1] is a lean [2]-management method for analyzing the current state and designing a future state for the series of events that take a product or service from the beginning of the specific process until it reaches the customer. A value stream map is a visual [2] tool ...
A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on). Capturing the value generated along the chain is the new approach taken by many management strategists.
A measure of total gains from trade is the sum of consumer surplus and producer profits or, more roughly, the increased output from specialization in production with resulting trade. [8] Gains from trade may also refer to net benefits to a country from lowering barriers to trade such as tariffs on imports. [9] David Ricardo in 1817 first ...
The map is oriented towards the customer or end-user, at the very top of the value chain (and therefore the highest component in the vertical dimension). Directly beneath the end-user are nodes representing the user needs the company seeks to meet, and beneath these in turn are nodes representing components required to meet these needs, and so on.
A value stream is the set of actions that take place to add value to a customer from the initial request through realization of value by the customer. The value stream begins with the initial concept, moves through various stages of development and on through delivery and support. A value stream always begins and ends with a customer. Value ...
Capability management is an approach that uses the organization's customer value proposition to establish performance goals for capabilities based on value contribution. It helps drive out inefficiencies in capabilities that contribute low customer impact and focus efficiencies in areas with high financial leverage; while preserving or ...
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Within global value chains, the distribution of returns between firms in the formal sector and women in the informal sector is disproportionate. In Zimbabwe's non-traditional agricultural exports value chains (NTAE), women accounted for only 12% of total costs while exporters accounted for 30% importers for 12% and retailers for 46% of costs. [32]