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1、Mapping the Telecom Value Chain:A Roadmap for Communications Networks,Professor Charles FineMassachusetts Institute of TechnologySloan School of ManagementCambridge,Massachusetts 02142May 2001 charleymit.edu http:/Tel:1-617-253-3632,Fax:1-617-258-7579,Excerpts from,1.Fruit Flies&Temporary Advantage2
2、.Value Chain Design&3-DCE3.eBusiness Phenomena:Business Model InnovationTelecom Value Chains:A fruit fly example,Mapping the Telecom Value Chain:A Roadmap for Communications Networks,Evolution in the industrial world:INFOTAINMENT is faster than MICROCHIPS is faster than AUTOS evolve faster than AIRC
3、RAFT evolve faster than MINERAL EXTRACTIONTHE KEY TOOL:Cross-INDUSTRYBenchmarking of Dynamic Forces,Value Chain Design in a Fast-Clockspeed World:Study the Industry Fruitflies,Evolution in the natural world:FRUITFLIES evolve faster than MAMMALS evolve faster than REPTILESTHE KEY TOOL:Cross-SPECIES B
4、enchmarking of Dynamic Forces,Ciscos End-to-End Integration for its Fulfillment Value Chain,Ciscos Strategy for Technology Value Chain Design,Integrate technology around the router to be a communications network provider.2.Leverage acquired technology with-sales muscle and reach-end-to-end IT-outsou
5、rced manufacturing-market growth3.Leverage venture capital to supply R&D,Volatility Amplification in the Supply Chain:“The Bullwhip Effect”,Customer,Retailer,Distributor,Factory,Tier 1 Supplier,Information lagsDelivery lagsOver-and underorderingMisperceptions of feedbackLumpiness in orderingChain ac
6、cumulations,SOLUTIONS:Countercyclical MarketsCountercyclical TechnologiesCollaborative channel mgmt.(Cincinnati Milacron&Boeing),Equipment,%Chg.Net New Orders Machine Tool Industry,Supply Chain Volatility Amplification:Machine Tools at the tip of the Bullwhip,Upstream Volatility in the Supply Chain:
7、The Machine Tool Industry as a Case Study,E.Anderson,C.Fine&G.Parker Production and Operations Management,Vol.9,No.3,Fall 2000,pp.239-261.,“We are experiencing a 100-year flood.”J.Chambers,4/16/01,INDUSTRY CLOCKSPEED IS A COMPOSITE:OF PRODUCT,PROCESS,AND ORGANIZATIONAL CLOCKSPEEDS,THE AutomobileMANU
8、FACTURING COMPANYorganization,Automobile CLOCKSPEED IS A MIX OF ENGINE,BODY&ELECTRONICS,Automobile,ENGINEslow clockspeed,BODYmedium clockspeed,ELECTRONICSfast clockspeed,ISSUE:MOST AUTO FIRMS OPERATE AT ENGINE OR BODY CLOCKSPEEDS;IN THE FUTURE THEY WILL NEED TO RUN AT ELECTRONICS CLOCKSPEED.,Dynamic
9、s between New Projects and Core Capability Development:PROJECTS MUST MAKE MONEY AND BUILD CAPABILITIES,CORE CAPABILITIES,NEW PROJECTS(New products,new processes,new suppliers),Leonard-Barton,Wellsprings of Knowledge,Clockspeed drivesBusiness Strategy Cadence,The Strategic Leverage of Value Chain Des
10、ign:Who let Intel Inside?,1980:IBM designs a product,a process,&a value chain,Intel,Microsoft,IBM,Customers,The Outcome:A phenomenonally successful product designA disastrous value chain design(for IBM),Intel Inside,LESSONS FROM A FRUIT FLY:THE PERSONAL COMPUTER,1.BEWARE OF INTEL INSIDE(Regardless o
11、f your industry)2.MAKE/BUY IS NOT ABOUT WHETHER IT IS TWO CENTS CHEAPER TO OUTSOURCE3.VALUE CHAIN DESIGN CAN DETERMINE THE FATE OF COMPANIES AND INDUSTRIES,AND OF PROFIT AND POWER4.THE LOCUS OF VALUE CHAIN CONTROL CAN SHIFT IN UNPREDICTABLE WAYS,Automotive Power Dynamics of Technology Value/Content,
12、.as the most integral subsystem in the automobile,driving shifts in the relative strategic and financial importance of various members in the supply chain?,Will electronics replace sheet steel.,Strategic Design of Automotive Electronics Value Chains,Vertical Industry Structure with Integral Product
13、Architecture,IBM,DEC,BUNCH,Computer Industry Structure,1975-85,Horizontal Industry Structure with Modular Product Architecture,Computer Industry Structure,1985-95,THE DYNAMICS OF PRODUCT ARCHITECTURE AND VALUE CHAIN STRUCTURE:THE DOUBLE HELIX,THE DOUBLE HELIXIN OTHER INDUSTRIES,TELECOMMUNICATIONS-“M
14、A BELL”was Vertical/IntegralBABY BELLS&LONG LINES&CELLULAR are Horizontal/ModularTodays Verizon is going back to Vertical/IntegralAUTOMOTIVE-Detroit in the 1890s was Horizontal/ModularFord&GM in the mid 1900s were Vertical/IntegralTodays Auto Industry is going back to Horizontal/ModularTELEVISION-RC
15、A was Vertical/Integral1970S THROUGH 1990S were Horizontal/ModularTodays media giants are going back to Vertical/IntegralBICYCLES-Safety Bikes to 1890s boom to Schwinn to Shimano Inside,TELECOMS:IN THE BEGINNING,THERE WAS VERTICAL INTEGRATIONAND MARKET POWER,IP BEGAT CONVERGENCE&LOSS OF MARKET POWER
16、THE HOURGLASS,Controlling the Channel Through Closeness to Customers:consumer research,pricing,promotion,product development,Controlling the Chain Through Distribution:The End of P&G Inside?,Controlling the Channel Through Closeness to Customers:Chain Proximity,Controlling the Chain Through Distribu
17、tion:Beware of Walmart Outside,Battle for Channel Control-Proprietary Systems v.Closeness to Customers,Volatility Amplification in“The Bullwhip Effect”and Clockspeed Amplification in“The Speedup Effect”,Clockspeeds accelerate as you head downstream,closer to the final customer,CompetitiveIntensity f
18、romReduced TradeBarriers andInternet Commerce,TechnologicalInnovation inComputing&Communications,+,+,Mutually Reinforcing Clockspeed Drivers:Technological Innovation&Competitive Intensity,Industry&OrganizationClockspeeds,Industry&OrganizationClockspeeds,+,+,Media Supply Chains:An Industry at Lightsp
19、eed,ALL COMPETITIVE ADVANTAGE IS TEMPORARY,Autos:Ford in 1920,GM in 1955,Toyota in 1990Computing:IBM in 1970,DEC in 1980,Wintel in 1990World Dominion:Greece in 500 BC,Rome in 100AD,G.B.in 1800Sports:Bruins in 1971,Celtics in 1986,Yankees no end The faster the clockspeed,the shorter the reign,Fruit F
20、lies&Temporary Advantage2.Value Chain Design&3-DCE3.eBusiness Phenomena:Business Model Innovation4.Telecom Value Chains:A fruit fly example,Mapping the Telecom Value Chain:A Roadmap for Communications Networks,VALUE CHAIN DESIGN:Three Components,1.Insourcing/OutSourcing(The Make/Buy or Vertical Inte
21、gration Decision)2.Partner Selection(Choice of suppliers and partners for the chain)3.The Contractual Relationship(Arms length,joint venture,long-term contract,strategic alliance,equity participation,etc.),IMPLEMENTATION OF VALUE CHAIN DESIGN:EMBED IT IN 3-D CONCURRENT ENGINEERING,PRODUCT,PROCESS,VA
22、LUE CHAIN,Recipe,Unit Process,Details,Strategy,PerformanceSpecifications,Product Architecture,Make/Buy components,Time,Space,Availability,Technology,&Process Planning,Manufacturing System,Make/Buy processes,Integral product architectures feature close coupling among the elements-Elements perform man
23、y functions-Elements are in close spacial proximity-Elements are tightly synchronized-Ex:jet engine,airplane wing,microprocessorModular product architectures feature separation among the elements-Elements are interchangeable-Elements are individually upgradeable-Element interfaces are standardized-S
24、ystem failures can be localized-Ex:stereo system,desktop PC,bicycle,ARCHITECTURES IN 3-DINTEGRALITY VS.MODULARITY,VALUE CHAIN ARCHITECTURE,Integral value-chain architecture features close proximity among its elements-Proximity metrics:Geographic,Organizational Cultural,Electronic-Example:Toyota city
25、-Example:Ma Bell(AT&T in New Jersey)-Example:IBM mainframes&Hudson River Valley Modular value-chain architecture features multiple,interchangeable supplier and standard interfaces-Example:Garment industry-Example:PC industry-Example:General Motors global sourcing-Example:Telephones and telephone ser
26、vice,DESIGNING ARCHITECTURES FOR PRODUCTS&VALUE CHAINS:THE NEED FOR ALIGNMENT,INTEGRAL,MODULAR,PRODUCTARCHITECTURE,VALUE CHAIN ARCHITECTURE(Geog.,Organ.,Cultural,Elec.),Jet enginesMicroprocessorsMercedes vehicles,Personal ComputersBicyclesChrysler VehiclesCisco,INTEGRAL,MODULAR,PolaroidNortel,Automo
27、tive Supplier Parks,DESIGNING ARCHITECTURES FOR PRODUCTS&VALUE CHAINS:MODULARITY VS.OPENNESS,INTEGRAL,MODULAR,ARCHITECTURALSTRUCTURE,ARCHITECTURALPROPRIETARINESS,Pentium ChipMercedes VehiclesSAP ERP,Palm Pilot software&accessoriesPhones&serviceWeb-based ERP,CLOSED,OPEN,IBM MainframesMicrosoft Window
28、sChrysler Vehicles,Linux,INFORMATION ARCHITECTURE MUST REFLECT BUSINESS MODEL,In/Outsourcing:Sowing the Seeds of Competence Development to develop dependence for knowledge or dependence for capacity,+,+,+,Amount of Work Done In-houseknowledge+/or supply,Amount of InternalLearning,Internal Capability
29、,+,+,Amount ofWork Outsourcedknowledge+/or supply,Amount of SupplierLearning,Supplier Capability,Dependence,Independence,+,Japanese industry size&capability,Japaneseappeal assubcontractors,U.S.industry size&capability,U.S.firmsappeal assubcontractors,Boeing outsources to Japan(Mitsubishi Inside?),Ja
30、paneseIndustry Autonomy,+,+,+,+,-,+,Technology Dynamics in the Aircraft Industry:LEARNING FROM THE DINOSAURS,SOURCEABLE ELEMENTS,CONTROLLER VALVETRAIN BLOCK,DEPENDENT FORKNOWLEDGE&CAPACITY,INDEPENDENT FORKNOWLEDGE&DEPENDENT FORCAPACITY,BEST OUTSOURCING OPPORTUNITY,WORST OUTSOURCING SITUATION,CAN LIV
31、E WITH OUTSOURCING,A POTENTIAL OUTSOURCINGTRAP,ITEM IS MODULAR,ITEM IS INTEGRAL,Strategic Make/Buy Decisions:Assess Critical Knowledge&Product Architecture,Adapted from Fine&Whitney,“Is the Make/Buy Decision Process a Core Competence?”,INDEPENDENT FORKNOWLEDGE&CAPACITY,BEST INSOURCINGSITUATION,OVERK
32、ILL IN VERTICAL INTEGRATION,Strategic Make/Buy Decisions:Also consider Clockspeed&Supply Base Capability,Adapted from C.Fine,Clockspeed,Chap.9,DEPENDENT FORKNOWLEDGE&CAPACITY,DEPENDENT FORCAPACITY ONLY,INTEGRAL,Clockspeed,Suppliers Few Many,Fast Slow,Clockspeed,Suppliers Few Many,Fast Slow,Clockspee
33、d,Suppliers Few Many,Fast Slow,Clockspeed,Suppliers Few Many,Fast Slow,OK,Watchit!,Trap,BestOut,Worst,OK,INDEPENDENT FORKNOWLEDGE&CAPACITY,Clockspeed,Suppliers Few Many,Fast Slow,Clockspeed,Suppliers Few Many,Fast Slow,Over-kill,Best In,Qualitative analysis of strategic importance uses five key crit
34、eria,Customer Importance:High Medium Low,Technology Clockspeed:Fast Medium Slow,Competitive Position:Advantage Parity Disadvantage,Capable Suppliers:None Few Many,Architecture:Integral Modular,Possible Decisions(Knowledge&Supply):Insource Outsource Partner/Acquire Partial Insource Partial Outsource
35、Invest Spin Off Develop Suppliers,Competitive Position:Advantage Parity Disadvantage,Criteria are applied differently for Products than for Subsystems,Value chain elements with high customer importance and fast clockspeed are generally strategic(unless there are many capable suppliers),Competitive p
36、osition is seldom the primary consideration for strategic importance,rather it serves as a“tie-breaker”when other criteria are in conflict,When many capable suppliers exist,knowledge may be considered commodity and development should be outsourced,Architecture is considered a constraint for the sour
37、cing decision model,controls the level of engineering that must be kept in house for integration purposes,Model developed by GM Powertrain,PRTM,&Clockspeed,Inc.,Sourcing Strategy Decision Tree-High Customer Importance Path,Model developed by GM Powertrain,PRTM,&Clockspeed,Inc.,Sourcing Strategy Deci
38、sion Tree-Low Customer Importance Path,Model developed by GM Powertrain,PRTM,&Clockspeed,Inc.,Actual knowledge work compared to outcome of Decision Framework,Model developed by GM Powertrain,PRTM,&Clockspeed,Inc.,Every decision requires qualitative and quantitative analysis to reach a conclusion,Mod
39、el developed by GM Powertrain,PRTM,&Clockspeed,Inc.,Chrysler,Eaton,Organizational Value Chain,engines,valve lifters,Technology Value Chain,R&D,Capability Chain,Value Chain Mapping,Underlying Assumption:You have to draw the maps before you can assess their dynamics.,Since all advantages are temporary
40、,the only lasting competency is to continuously build and assemble capabilities chains.KEY SUB-COMPETENCIES:1.Forecasting the dynamic evolution of market power and market opportunities 2.Anticipating Windows of Opportunity 3.3-D Concurrent Engineering:Product,Process,Value Chain Fortune Favors the P
41、repared Firm,VALUE CHAIN DESIGN IS THE ULTIMATE CORE COMPETENCY,CAPABILITIES,PROJECTS,1.Benchmark the Fruit Flies2.Map your Supply Chain-Organizational Value Chain-Technology Value Chain-Competence Chain3.Dynamic Chain Analysisat each node of each chain map4.Identify Windows of Opportunity5.Exploit
42、Competency Development Dynamicswith 3-D Concurrent Engineering,PROCESS FOR VALUE CHAIN DESIGN,CAPABILITIES,PROJECTS,STRATEGY IN 3-D:CASE EXAMPLES,Boeing:Static 3-D in airplane Projects Dynamic,Strategic Value Chain,unintegrated w/Product&ProcessIntel:Modular Product vs.Process Integral Process and V
43、alue Chain Chrysler:Modular Product&Value Chain(weak on process?)Toyota:Integral 3-D in Nagoya(weak on global 3-D?),Components of Product,Process,and Value Chain Strategy,1.Fruit Flies&Temporary Advantage2.Value Chain Design&3-DCE3.eBusiness Phenomena:Business Model InnovationTelecom Value Chains:A
44、fruit fly example,Mapping the Telecom Value Chain:A Roadmap for Communications Networks,Benchmarking the eFliesE-tailing:Attack:Amazon,Webvan Market disruption in hopes of making a place Defend:W,F Defense can require costly SC revampingB2B:E2E integration:Cisco,Dell Integration pays off with modula
45、r products Marketplace Creation:Freemarkets Reverse auctions reduce short term costsCovisint Common standards reduced supplier investment costFree&Open Digital Content:Peer-toPeer Sharing/Theft:Napster Industry-shaking disruptions require value chain SWAT team,Internet Era Phenomena:eCompetition in
46、Business Model Innovation,E-tailing:Attack:Amazon,Webvan Defend:W,F,Office D B2B:E2E integration:Cisco,Dell Marketplace Creation:eSteel,Ariba,Freemarkets,Covisint Product Development:CiscoCustomer as Product Manager:Product Innovation/Pricing/Design/Spec/Tracking/Delivery:Dell,Herman Miller,Reflect,
47、iMotors,Fedex,PricelineFree&Open Digital Content:Constructive Collaboration:Linux,Lego,Palm Pilot“Anarchistic Constructive”Conversation:Cluetrain Ubiquitous Sharing/Theft:Napster,FreeNet,Gnutella,Internet Era Phenomena:eCompetition in Business Model Design,DOT.COM COMPETITION:FOCUS ON THE SUPPLY CHA
48、IN,CASE#1:WALMART.COM GOT NO TRACTION,Walmart Store,Customers,WalMartProcurement,Supplier,Supplier,Walmart Store,W,Shipper,DOT.COM COMPETITION:FOCUS ON THE SUPPLY CHAIN Napsters New Supply Chain Strategy(go to the end and steal everything!),IdentifyTalent,DevelopSongs,RecordMusic,PromoteMusic,PressC
49、Ds,Sell toRetail,Vertically Integrated Music Giants,CustomerConsumption,StealSongs,Matching Supply Chain Strategies with Products,IComputer,IIIGrocery,IVBooks&CDs,IIFurniture,Delivery costUnit price,Demand uncertainty(C.V.),L H,HL,Pull Push,PullPush,Prof.David Simchi-Levi,MIT,Ciscos Value Chain Desi
50、gn,ChryslersExtended Enterprise Model,Key Elements of the model:1.Build Trust in Relationships-ask for suggestions and act on them-honestly and aggressively seek mutual benefits-communicate frequently and broadly across the org.(understand each others problems)-manage the relationship constantly-pre
