Publikationen

This paper seeks to evaluate the development of supply chain (SC) efficiency and the resulting impacts on company value. In a secondary data analysis of the European automotive industry, the trends of cost efficiency and working capital performance in the years 2002–2010 and the resulting value impacts are assessed. It is detected that many companies failed to manage cost and working capital in a balanced and value-adding way, which resulted in considerable value losses. The economic crisis is identified as an amplifier, but not the major cause of these negative trends. Originality and value of the paper arise from the scarcity of financial analyses that focus on the car sector or that measure and compare several factors of SC efficiency or value creation.

The task of supply chain (SC) configuration is to establish a product-specific SC for new products. Apart from cross-regional network aspects and inter-disciplinary factors, the problem complexity is driven by dynamics and uncertainties of short product life cycles. SC configuration affects SC performance and value creation. Hence, resulting impacts have to be measured and compared under consideration of dynamics and uncertainties. In the conceptual part of this paper, dynamics and uncertainties of SC configuration are integrated into a conceptual framework for value-based supply chain management. In the model-based part of this paper, this framework is linked to a discrete-event simulation model. The performance outcomes and value impacts of SC configuration options are empirically assessed in a case study of a fast-moving consumer goods manufacturer. The shortfalls of cost-focused decision-making without consideration of capital-related factors and non-financial aspects are illustrated.

Supply chain management (SCM) strives for creating competitive advantage and value for customers by integrating business processes from end users through original suppliers. However, the question of how SCM influences the value of a firm is not fully answered. Various conceptual frameworks that explain the coherence of SCM and company value, comprehended as value-based SCM, are well accepted in scientific research, but quantitative approaches to value-based SCM are found rather seldom. The book contributes to this research gap by proposing quantitative models that allow for assessing influences of SCM on the value of a firm. Opposed to existing models that limit the observation to chosen facets of SCM or selected value drivers, this holistic approach is adequate to • reflect configurational and operational aspects of SCM, • cover all phases of the product life cycle, • financially compare value impacts of profitability-related and asset-related value drivers, and • assess influences of dynamics and uncertainties on company value.

The research question addressed is to which extent supply chain management (SCM) creates value from cost and working capital. The paper provides an empirical evaluation including insights on important criteria for value creation. In a secondary data analysis, 10 leading fast moving consumer goods (FMCG) companies are benchmarked regarding the value created from cost of goods sold (COGS) and working capital within the time horizon 2003–2008. The study applies benchmarking methodology and a discounted cash flow (DCF) based model for quantifying value contributions. It is shown that SCM is realized in a value-adding way with different emphasis on COGS or working capital. Monetarily working capital components (trade payables, trade receivables) have a high relevance for value creation. Continuous improvements and long lasting developments of value drivers are more appropriate for value creation than alternating improvements and deteriorations. Timing aspects of value driver developments have to be considered for value creation. The value of the paper stems from empirical comparison of value created by working capital and COGS and from evidence of important criteria for value creation. Further analysis based on cost components as well as benchmarking with different or extended content, such as fixed asset performance or cross-industry benchmarking, leave room for future research.