Integration of operation management goals with the mission of organization requires
adoption of measures capable of pulsing mission accomplishment situation while
operations are going on. Supply chain, as an increasingly used concept in operations
management, could be supported by the concepts of customer satisfaction and profit
margin to get integrated with main goals of any for-profit organization. Value chain view
provides such insight and lets the mission of the organization remain in focus while lowerlevel
decisions and functional processes are dealt with.
Every activity in a value chain could be cost driver and / or value driver. Configuration of
these cost and value drivers refers to their locational and relational position. After
agreement on what are going to be core values for the organization, relative positions of
value chain activities should be consciously reviewed periodically to identify opportunities
for contributing to core values of organization through repositioning or redesigning and
strengthening value activities. The term value chain reconfiguration implies to such
strategic revision decisions.
Opportunities – and threats – for improving performance of the organization not only lie
within internal chain of value activities of the organization, but also could be found out of
the organization boundaries and among its extended value chain. Acquiring of external
gains needs sound analysis and cost and benefit evaluations for making decision regarding
the way of reacting to the identified opportunities. Virtual value chain orchestration as
proposed by its introducer provides a framework for identifying and capturing such
opportunities.
Gauging the results of reconfiguration of the value chain, calls for implementing
meaningful criterion so that it reflects captured value in accordance with the destined goal.
Taking profit margin of the value chain as master value for organization, the thesis work...
