Apple's Value Chain and Process Improvement
Operations are composed of many different processes to fulfill customer needs and requirements. The value chain is a higher-level view of those processes from a customer view. In order to meet customer requirements like quality and cycle time, organizations need to identify the value chain, subprocesses and measures needed to meet the customer needs.
Consider a process from an organization you are familiar with. In 500-750 words, complete the following:
Identify the steps in the high-level value chain required to fulfill the customer requirements from beginning to end.
From the high-level value chain steps, identify the operational subprocesses.
Identify those metrics that the organization should monitor at both the value chain level and subprocess level.
Based upon the process you described above, if an organization needs to improve a process within the value chain, how would you analyze the process and metrics to know that the process is not working
Explain what steps the organization could take based upon your analysis for value chain improvement.
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I am a nurse in long term and skilled nursing, but I dont see the concepts in this course relating to my industry so it may need to cover a different area.
Value Chain and Process Improvement
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Value Chain and Process Improvement
Creating trust and building a relationship with a customer makes it easier for the company to communicate how its products or services would solve their problems, implying more deals closed for the business entity. Company leaders want their customers and prospects to know their product exists and to comprehend the value it generates in the market. This process plays different roles within the sales pipeline, starting with prospecting and ending with building relationships and closing. Meeting the customer needs within the sales channel requires leaders to develop a value chain, establish subprocesses, and the necessary measures. This paper identifies Apple Inc.’s high-level value chain steps, identifies the operational sub-processes based on the established steps, identifies metrics to monitor both value chain and subprocess levels, how to evaluate the procedures and measures to establish which processes are not working, and the value chain improvement steps the organization can implement based on the analysis.
Identify the steps in the high-level value chain required to fulfill the customer requirements from beginning to end.
Apple’s high-level value chain steps comprise established processes that the company adopts to meet customer needs in the industry. The development of a value chain comprises five steps. The first step entails identifying all value chain activities that are necessary to ensure performance improvement in the finished product. The second steps involve calculating the cost of the respective value chain activities, including the cost drivers such as utilities, staff, and rent (Stobierski, 2020). The third step is to consider prospective customers’ conception of value, including their needs and preferences within the market. The penultimate step is to conduct a market analysis to gauge the rival’s value chain. In this way, the company can leverage competitive benchmarking to ensure process improvements (Hart, 2022). The ultimate step is to understand the company’s internal costs, necessary changes, and how to leverage one’s strengths based on a specific competitive advantage within the market (Stobierski, 2020).
From the high-level value chain steps, identify the operational subprocesses.
Accordingly, Apple’s business environment is fast-paced and competitive. The company suppliers should comprehend the operational dynamics and be flexible and agile in responding to the evolving business landscape. Based on the preceding high-level value chain procedures, the company must implement corresponding operational subprocesses tailored to ensure business values and objectives are met. More importantly, Apple values creativity and innovation. The first operational subprocess includes defining the goals, performance measures, and the necessary organizational units. The second step entails developing and encouraging interprofessional collaborations between business units to design ideal operations within the market. The third operational subprocess involves data collection to identify and make rationales regarding areas that require improvement. The fourth subprocess entails implementing competitive benchmarking, including process, strategic, and performance benchmarking. This would need establishing competitive benchmarking goal...