Prodi Akuntansi FE UAJY
Bab 11
VALUE CHAIN ANALYSIS
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Valu e Chain Analy sis
(concerned with the focus of Cost Management efforts)
St rategi c Vi ew – a linked set of value-creating
activities from basic raw material sources to the
final consumer. External focus identifies places in
activity chain to enhance customer value or reduce
costs in order to achieve sustainable competitive
advantage. internal and external linkage
Conv entio nal Vi ew – a linked set of value-
creating activities taking place within the
boundaries of an organization. Objective is to
maximize value added, i.e., the difference between
sales and purchases. internal linkage
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Definis i
Michael Porter: “Competitive Advantage: Creating and
Sustaining Superior Performance (1985)
Analisa mata rantai menjelaskan aktivitas-aktivitas
yang terjadi dalam dan sekitar organisasi dan
menghubungkannya dengan posisi kompetitif suatu
organisasi dalam bisnis
Analisa yang menentukan nilai yang dapat
ditambahkan setiap aktivitas pada produk/jasa yang
dihasilkan perusahaan
Analisa yang memerinci suatu organisasi menjadi
serangkaian “value generating activities” yang dapat
dikembangkan guna menciptakan keunggulan
kompetitif perusahaan
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Definis i
Analisa ini digunakan untuk memahami kekuatan
strategi perusahaan dibandingkan dengan pesaingnya
Didasarkan pada asumsi bahwa organisasi merupakan
serangkaian sumber ekonomi yang dirangkai secara
sistematis untuk menghasilkan sesuatu
Analisa yang dapat digunakan untuk menetapkan
aktivitas mana yang sebaiknya dilakukan di dalam
perusahaan dan aktivitas mana saja yang sebaiknya
disediakan oleh pihak luar (outsources)
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Definis i
Value Chain secara tradisional digambarkan sebagai
kumpulan aktivitas yang dilaksanakan oleh perusahaan
dalam bidang fungsional yang berbeda
Output dari analisa ini adalah penilaian efektivitas dari
setiap matarantai atau value chain yang ada
Alat yang penting dalam manajemen strategik dalam
kompetisi ketat, perusahaan harus mengelola aktivitas
dan biaya secara stratejik
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Anali sa Value C hain
Pengelolaan biaya yang difokuskan pada internal
maupun eksternal
Value chain merupakan mata rantai dari pemasok
bahan baku sampai konsumen akhir produk yang
dihasilkan perusahaan
Value chain berbeda dengan dengan value added
Kelemahan value added: terlalu lambat dimulai
dan terlalu cepat diakhiri
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Val ue Chai n vs Val ue Added
VC lebih baik dibandingkan dengan VA
VA terlalu lambat dimulai dan terlalu cepat diakhiri
VC menekankan pada empat bidang peningkatan
laba yaitu:
Hubungan dengan pemasok
Hubungan dengan konsumen
Hubungan proses dengan VC unit bisnis
Hubungan silang antar VC unit bisnis antar
perusahaan
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Manf aat Val ue Chai n
Anal ysi s
Membuat perusahaan terintegrasi dalam
penilaian strategi membeli atau menjual
Membantu perusahaan dalam mengintegrasikan
kegiatannya dari hulu sampai ke hilir
Membantu mengidentifikasikan driver biaya yang
unik di setiap aktivitas perusahaan
Membantu memahami kekuatan relatif pembeli
lawan penjual
Membantu perusahaan dalam menentukan
“competitive advantage” dan bagaimana
mencapainya
Membantu memahami hubungan antar unit
bisnis dalam industri
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Industrial Val ue Cha in
The industrial value chain is the linked set of
value-creating activities from basic raw
materials to the disposal of the finished
product by end-use customers.
Fundamental to a value-chain framework is the
recognition that there exist complex linkages
and interrelationships among activities both
within and external to the firm.
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In ternal and External Lin kages
There are two types of linkages that must be analyzed
and understood: internal and external linkages.
Internal linkages are relationships among activities
that are performed within a firm’s portion of the
value chain. Two types of activities
Organizational activities
Operational activities
External linkages describe the relationship of a
firm’s value-chain activities that are performed with
its suppliers and customers. There are two types:
supplier linkages and customer linkages.
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The Value Ch ain Sys tem
Firm’s value chain is part of larger system value
system
Supplier value chain
Firm value chain
Channel value chain
Buyer/customer value chain
Linkage exist in a firm value chain and between value
chain competitive advantage depends on not only
on its own value chain, but also on its ability to
manage value system of which it is a part
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The Value Ch ain Sys tem
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Organi zational Acti viti es
Organizational activities are of two types: structural and
executional.
Structural activities are activities that determine the
underlying economic structure of the organization.
Executional activities are activities that define the
processes and capabilities of an organization and thus
are directly related to the ability of an organization to
execute successfully.
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Comp etitiv e Adv antage
Cos t advantage
Me lalui p em aha man b iaya , da n m emasti kan
hany a te rjadi p ada a kt ivi ta s ya ng m enc ipta kan
nilai
Re ducing the c ost of i ndi vi du al v alue c ha in
act ivi ti es a tau Rec onfi gu ring the e xi sti ng va lue
cha ins
Diff ere nt ia tion
Fokus pa da a kti vi ta s ya ng be rhu bu nga n de nga n
kemampuan da n k om pe te nsi pe rusa ha an unt uk
melaksa na ka n a kti vi ta s sec ara l ebih ba ik da ri
yang lain
Cha ngi ng ind ivi du al va lue cha in a ta u
reconf igu ring the e xisti ng v alue c ha ins
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Cost Ad va nt age:
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Reducing t he c os t o f i ndi vid ual value chain
activ itie s
Controlling cost drivers better than do the competitors
Cost driver related to value chain
Economic of scale
Learning
Capacity utilization
Linkages among activities
Interrelationship among business unit
Degree of vertical integration
Timing of market entry
Firm’s policy
Geographic location
Regulations
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Cost Advanta ge :
Reconfig uring the exis ti ng value chai ns
structural changes
New production process
New distribution channels
Different sales approach
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Di ffer enti atio n:
Ch an gi ng i ndividua l val ue ch ai n
Can arise from any part of the value chain
Stems from uniqueness
Drivers of uniqueness
Policies and decisions
Linkage among activities
Timing
Location
Interrelationship
Learning
Integration
Scale
Institutional factors
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Di ffer enti atio n:
Re con figur ing th e val ue ch ain
Forward integrate in order to perform
functions that once were performed by
customers customer
Backward integrate in order to have more
control over its inputs supplier
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Valu e Chain Model
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Val ue Chai n Mod el:
Prima ry a cti viti es
Primary activities berhubungan langsung dengan
pembuatan dan pengiriman barang /jasa
Inbou nd l ogi st ic: rece iving and wa rehou si ng r aw
and the ir di st ribu ti on to th e manu fa ctu ring a s
the y r equ ired
Op erati on: the p roce ss of tr ansf or ming inp uts
into f inishe d pr odu ct a nd ser vices
Ou tbou nd l ogi sti cs: th e wa reh ousing and
distr ibu ti on of fi ni she d goo ds
Ma rke ti ng a nd Sales: the ide nt ifi ca ti on of
cust omer ne eds a nd th e ge ne rati on of sa les
Serv ices: the supp ort of c ust omers a fte r the
products a nd se rvi ces a re sol d to th em
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Some Fact ors to Consider i n
Assessi ng a Fi rm ’s Pri mary
Act iviti es
Inbo und L ogi stic s
Location of distribution facilities to minimize
shipping times
Excellent material and inventory control
systems
Operat ions
Efficient plant operations
Appropriate level of automation
Quality production control systems to reduce
costs and enhance quality
Efficient plant layout and workflow design
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Some Fact ors to Consider i n
Assessi ng a Fi rm ’s Pri mary
Act iviti es
Out bo und Logi st ic s
Effective shipping processes to provide quick delivery
Efficient finished goods ware-housing processes
Shipping of goods in large lot sizes to minimize
transportation costs
Mar keting and Sale s
Highly motivated, competent sales force
Innovative approaches to promotion and advertising
Selection of appropriate distribution channels
Customer segments and needs identified
Effective pricing
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Some Fact ors to Consider i n
Assessi ng a Fi rm ’s Pri mary
Act iviti es
Servic es
Effective use of procedures to solicit customer feedback
and to act on information
Quick response to customer needs and emergencies
Ability to furnish replacement parts as required
In bo und Lo gist ics
Out bound Lo gis tics
PROFIT
Mar keti ng and Sales
MARGIN
Servi ces
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Val ue Chai n Mod el:
Support Activit ies
Support Activities tidak berhubungan langsung
dengan produksi, aktivitas ini dibutuhkan untuk
meningkatkan efisiensi dan efektivitas primary
activities
Procurem ent
Technol ogy de ve lopmen t
Human r eso urces mana ge ment
Infr ast uctu re
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Some Factor s t o Consider in
Assess ing a Fir m’ s suppor ting Act iv it ies
Gene ral Hum an Resource
Adminis tration Management
Effective recruiting,
Effective planning
training, and retention
Excellent relationships
Union relationships
with diverse stakeholders
Effective reward and
Ability to integrate and
incentive programs
coordinate value chain
activities
Effective culture and
reputation
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Some Factor s t o Consider in
Assess ing a Fir m’ s suppor ting Act iv it ies
Tec hnol og y
Dev el opment Proc ure men t
Effective R&D Win-win relationships
Relationships between with suppliers
R&D and other depts. Processes and
Creative and procedures optimize
innovation in culture quality, price, service,
speed
Personnel
qualifications
Proper lease versus
buy decisions
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Revised Value Chain
Firm’s infrastructure
ACTIVITIES
SUPPORT
Technology trapping and commercialisation
Strategic Management
INFORMATION SYSTEMS & KNOWLEDGE MANAGEMENT
basic skills, technical, price, revenue,
ACTIVITIES
know-how, core management, place, customer
profit,
PRIMARY
technologies competence marketing, promotion satisfaction,
strategic sales, loyalty market
product
assets production share,
service
HUMAN RESOURCE MANAGEMENT
PROCUREMENT AND SUPPLIER MANAGEMENT
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Steps in val ue chai n
anal ysi s
Analysis of own value chain – which costs are
related to every single activity
Analysis of customers value chains – how does our
product fit into their value chain
Identification of potential cost advantages in
comparison with competitors
Identification of potential value added for the
customer – how can our product add value to the
customers value chain (e.g. lower costs or higher
performance) – where does the customer see such
potential
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Organization and Operational Activity
Relationships
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Internal Value Chain
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Value Chain
in the Paper Products Industry
Silvaculture and Timber Farming
Competitor B
Logging and Chipping
Competitor C
Pulp Manufacturing
Competitor D
Paper Manufacturing
Competitor G
Competitor A
Converting Operations
Competitor E
Competitor F
Distribution
End-Use Customer
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Value Chain for the Petroleum
Industry
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Driver Biaya
Digunakan driver biaya ganda
Penggolongan driver biaya
Driver biaya struktural
related to strategic choices that drive costs
Driver biaya eksekusional
related to an organization’s ability to execute
successfully
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Structural Cost Drivers
(Related to organizational choices)
Scal e
Inv estm ent si ze i n m anu factu ring, R&D ,and
marke ti ng
Sco pe
Degr ee of v ert ical i ntegr ati on
Experie nce
Prev iou s rep eti tions of cu rr ent w ork
Tec hnol og y
Pr oc ess tech nol og ies used a t ea ch st ep i n va lue
ch ain
Comple xity
Broa dne ss of pr odu ct line
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Executional Cost Drivers
(Related to organizational skills)
Work Fo rce Inv olv ement
participation; empowerment; commitment to
continuous improvement
Capaci ty Ut ili zatio n
given scale choices on plant construction
Plant Lay out E ffi ci enc y
compared to current norms
Pr oduct C onfig urat ion
design or formulation effectiveness
Explo iting Linkages w it h
Su ppl ie rs/C ust omers
in relation to the value chain
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Athabasca University’s Value Chain
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The End
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