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1
Value Chain Analysis
WS 2004/2005
Ing. Carlos Torres
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Termine
• 12. Januar: Mapping Value Chains. Das Beispiel der Lachs-Industrie in Chile
• 19. Januar: Verwendung von Konzepten zur Fallstudien
• 26. Januar: Gruppen Präsentationen
• 02. Februar: Wertschöpfungskette-Analyse als analytische Instrument
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Index 17. Januar
• Governance• Upgrading• Case Studies
– Computer Industry Taiwan– Automobile Industry– Apparel Industry– Coffee – Fresh Vegetables (Africa-UK)
• Comparisons
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Governance
– Executive– Legislative– Judicial
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Governance
Source: Kaplinsky, 2000.
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Upgrading
– Product – Process– Functional– Chain
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Computer VC– ’80 – 2000: US$ 47 billion business Taiwan– Cluster SMEs
• upgrading
• Offshore (higher share of output)
– Stages:• The initial stage
• The OEM stage
• The ODM stage
• The ODM / Global logistic stage
– Key actors• Producers of pc systems (FDI, OEM)
• Subcontractors
• Buyer and traders
• Government agencies
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Computer VC
Source: Kishimoto, 2003
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Automobile VC
– Internationalisierung– Globale Zulieferer– Tendenz zur Konzentration (Hersteller)– Kernkompetenz und Outsourcing
• Gemeinsamen Plattformen• Lean production
– Vertikal Integration– Kernaktivitäten
• Design, Markenidentität• Motorenbau, Fahrzeugsicherheit
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Automobile VC
OEM
1st tier Supplier
2nd tier Supplier
3th tier Supplier
Technology
Information
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Automobile VC
Source: Stephan, 1999. Consequence of changes in value-added strategies for the sourcing behaviour of OEMs
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Apparel VC
– Buyer-driven VC (Relational rents)• Retailers• Branded marketers• Branded apparel manufacturers
– De-verticalization– Re-verticalization
– Triangle Manufacturing (Asia)• Offshore production• OEM -> ODM -> OBM• Taiwan, South Korea, Hong-Kong (Mauritius)
OEM model
Assembly model
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Apparel VC
Source: Gereffi, 1999. Buyer-driven commodity chains
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Apparel VC
– Trends:• NIEs exports to USA• Inter-Asia trade (non-quota markets)• Concentration (country) suppliers• Upgrading possibilities for Mexico• Power of Suppliers Networks
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Coffee VC
• Ende des Internationalen Kaffeeabkommens 1989– Preisverfall (Lagerbestände, Eintritt Vietnams)– Überproduktion– zunehmender Qualitätsverlust– Ungleichverteilung von Gewinnen zu Gunsten der
Konsumentenländer– Starke Preisschwankung durch Spekulation
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Coffee VC
Source: Schierenberg (2004), nach Talbot (1997).
Distribution of rents 1971-1995
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Coffee VC
• Wachstumsrate der Produktion– Konsumwachstum– Neue Konsumgewohnheiten
• Barrier to entry: Werbekosten• Machtkonzentration: Röster und Importeure/Händler • Marginalisierung der Zulieferern• Vertikale Integration internationaler Händler ohne
Profitsteigerung
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Coffee VC
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Fresh Vegetables VC
– Strategic sector for retailers• FFV are income elastic products (consumers)• Unbranded
– Production• Geographically bounded (climate)• Unskilled labour
– Before: arms-length relationships (price)– Now:
• Retailing Concentration (new success factors)• Wholesalers• Export agents or large producers• Development of new products
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Fresh Vegetables VC
– Governance• Legislative: retailers (Regulatory authorities)• Judicial: export agents• Executive: exporters and category-mangers
– Margins: 25% retailers– Trend:
• Barriers to entry => commodity ?• Production !
– Upgrading Possibilities LDC• Development of new products• Coordinate production and logistics• Supporting local producers (income distribution)
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Source: Kaplinsky2000
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Source: Kaplinsky, 2000.
Fresh Vegetables /Automobile components
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Fresh Vegetables /Automobile componentsSource: Kaplinsky, 2000
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Mapping Value Chains
– Literature Homework• A Hanbook for Value Chain Research
(Kaplinsky, Raphael; Morris, Mike. 2000)• How we define value chains and production
networks?
(Sturgeon, Timothy. WP MIT, 10, 2000)• Developing Country Firms in the World Economy:
Governance and Upgrading in Global Value Chains
(Humphrey, John; Schmitz, Hubert. INEF, 61, 2002)