英国赫福郡大学assignment代写：价值链
一些人想到了活动之间的联系：这些联系对企业的成功至关重要。这些联系是信息，商品和服务的流动，以及调整活动的系统和程序。通过一些简单的例子可以很好地说明它们的重
只有当营销和销售部门能够及时且准确地向所有其他部门提供下一期间的销售预测时，采购部门才能订购正确日期所需的材料。只有当采购工作做好并将订单信息转发到入库物流时，才能使运营部门能够以保证及时有效地交付产品的方式安排生产 - 如市场预先确定的那样。
在结果中，这些联系几乎是在价值链活动之间的无缝合作和数据流。
John Shank和V. Govindarajan（1993）用更广泛的术语描述了价值链，而不是波特。他们表示，“任何商业公司的价值链都是创造价值的行动，从零部件供应商的主要主要来源到最终消费者最终消费者的最终终端使用产品。”此描述考虑了商业公司作为一般价值创造行动链的功能。向Shank和Govindarajan报告，制造价值链始于供应商的价值创造业务，供应商提供主要的主要部分和组成部分*。它继续进行各类银行或最终用户的价值创造业务，并最终处理材料的处置和再利用。
Only if the Marketing & Sales function delivers sales forecasts for the next period to all other departments in time and in reliable accuracy, procurement will be able to order the necessary material for the correct date. And only if procurement does a good job and forwards order information to inbound logistics, only than operations will be able to schedule production in a way that guarantees the delivery of products in a timely and effective manner – as pre-determined by marketing.
In the outcome, the linkages are almost un-seamed cooperation and data stream between the value chain activities.
John Shank and V. Govindarajan (1993) depict the value chain in wider terms than sets Porter. They express that “the value chain for whatsoever business firm is the value-creating actions the whole way from primary staple sources from component part providers by to the eventual end-use product deported into the ultimate consumer’s reaches.” This description considers the business firm as function of an general chain of value-creating actions. Reported to Shank and Govindarajan, the manufacture value chain begins with the value-creating operations of providers, who supply the primary staples and component part*. It carries on with the value-creating operations of assorted categories of vendees or end-use consumers, and culminates in the disposition and reusing of materials.
