Vadim Kotelnikov    

Value Chain Management

Receiving Raw Materials As Input, Adding Value, and Selling Finished Products to Customers


Business e-Coach     




  Modern IT-powered Value Chain


Example of a Lean Value Chain



"If you are not managing your value chain, you are not managing your business."



State-of-the-art Value Chain for Product Development

New Product Development: 10 Best Practices Download PowerPoint presentation, pdf e-book

  • Enabled by Web-based collaborative modeling that allows manipulation

  • Measured by product-development cycle time



State-of-the-art Value Chain for Manufacturing

  • Collaboration with other chain members and application of lean techniques to supplier's operations allows the chain to respond rapidly in a continuously changing market.

  • Enabled by software that allows visibility to all chain members

  • Measured by cycle-time reductions, on-time deliveries, and productivity

Enterprise-wide Business Process Management (EBPM)

8 Principles

  1. Look at your business from the outside-in, from the customer's perspective, as well as from the inside-out... More

Customer Success 360


Creating Customer Value: 9 Questions


13 Tips for Transitioning Your Company To a Lean Enterprise

  • Start with value stream pilots to demonstrate lean as a system and provide a "go see model"... More

8 Best Practices of Successful Companies

4 Phases of IT/Business Alignment

  1. Plan: Translating business objectives into measurable IT services. The plan phase helps close the gap between what business managers need and expect and what IT delivers... More

TPS-Lean Six Sigma

Critical Success Factors


State-of-the-art Supply Chain

●  Suppliers contracts based on mutual benefits rather than straight cost.  Supply chains are not about buying something a bit cheaper, these are strategic decisions... More


What is Value Chain?

Value chain is a high-level model of how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customers.

Yin-Yang of Customer Value Creation

8 Rules for Quality Management

Today's Challenges

Old-fashioned command-and-control companies were merely trying to manage the "white space" in their organizational charts. Today's companies must manage the white space in entire value chains.

A critical pre-requisite for success in digital economy is the implementation of an integrated value chain that extends across – and beyond – the enterprise.

 Case in Point  Dell Inc.

"We learned to identify our core strengths," says Michael Dell, Founder of Dell Inc. “We wanted to earn a reputation for providing great customer service, as well as great products. Engaging the entire company – from manufacturing to engineering to sales to support staff – in the process of understanding customer requirements became a constant focus of management, energy, training, and employee education.“... More

Customer-driven Innovation: 7 Practice Tips

Customer-Driven Innovation is not a one-time event. It's a philosophy, a mindset, and a habit. You should live this principle daily if you wish to keep creating an innovative customer value, developing attractive product designs, and ultimately win the value innovation competitive game... More

Service Profit Chain

Pay due attention to managing your service-profit chain that links your employees and customers. It helps you create a customer-focused culture and leverage your corporate performance ... More

Employee Empowerment

Transition to knowledge-driven economies made establishment of effective employee empowerment mechanisms within companies crucial to their competitiveness... More

Peter Drucker in his Management by Objectives (MBO) concept calls for achieving the balance between management and employee empowerment. A manager should view members of his or her team much as a conductor regards the players in the orchestra, as individuals whose particular skills contribute to the success of the enterprise.

Leadership-Management Synergy

While people are still subordinates, the superior is increasingly dependent on the subordinates for getting results in their area of responsibility, where they have the requisite knowledge. In turn, these subordinates depend on their superior for direction and "above all, to define what the 'score' if for the entire organization, that is, what are standards and values, performance and results."

In Japan, following the Kaizen strategy, companies practice employee empowerment through such mechanisms as the suggestions system and quality control (QC) circles... More

Lean Enterprise

The 'Lean Enterprise' encompasses the entire production system, beginning with the customer, and includes the product sales outlet, the final assembler, product design, and all tiers of the supply chain (to include raw material mining and processing).

The Toyota Way: 14 Principles

Any truly 'lean' system is highly dependent on the demands of its customers and the reliability of its suppliers. No implementation of lean manufacturing can reach its full potential without including the entire 'enterprise' in its planning... More

 Case in Point  Canon: Eliminating 9 Wastes

The objectives of Canon Production System (CPS) are to manufacture better quality products at lower cost and deliver them faster.

Canon invited all their employees to suggest ideas for improvement and developed 6 Guidelines for the Suggestion System to make it most effective.  The company developed also a list of 9 wastes to help their employees become problem-conscious, move from operational improvement to systems improvement, and recognize the need for self-development... More

Today's Solution: Process-managed Enterprise

A process-managed enterprise supports, empowers and energizes employees, encourages their initiative, enables and allows its people to perform process work. Value chain leadership requires cultivation of a shared vision in all participants. The shared vision provides common direction and focus, motivates personal, team, and organizational learning, and thus enables all participants in the value chain to work toward common goals.

"Because multiple value chain participants must collaborate to deliver value, they must all participate in process analysis and design - and achieve team learning. Only with the visibility provided by process management can end-to-end processes be understood, anomalies spotted, redundancy eradicated and inefficiencies eliminated. Process management integrates everyone and everything once; thereafter, process design, transformation and experience take place freely and continuously, not as a series of infrequent, long-winded, piecemeal and distracting "integration projects" for each new process design. In this way, participants truly learn about the process and the side effects of change on the business."4... More

The Growing Role of the Business Architect

Today's companies need business architects who can take a systems view of a business and build synergies.

Business architect is a person who initiates new business ventures or leads business innovation, designs a winning business model, and builds a sustainable balanced business system for a lasting success... More

Extended Enterprise

The term "extended enterprise" represents a new concept that a company is made up not just of its employees, its board members, and executives, but also its business partners, its suppliers, and its customers. The notion of extended enterprise includes many different arrangements such as virtual integration, outsourcing, distribution agreements, collaborative marketing, R&D program partnerships, alliances, joint ventures, preferred suppliers, and customer partnership.



Modern Manager

Management Function vs. Process Focus

Business Processes

Enterprise-wide Business Process Management (EBPM)

Business Process Thinking Check List: 13 Questions

Lean Production

The Toyota Way: 14 Principles

13 Tips for Transitioning Your Company To a Lean Enterprise

5 Elements of Enabling a Lean Approach

Creating, Winning, and Retaining Customers

Effective Selling




  1. "The Centerless Corporation", by Bruce A.Pasternack and Albert. J. Viscio

  2. "The Cycle of Leadership", Noel M. Tichy

  3. "Leading on the Edge of Chaos", Emmett C. Murphy and Mark A. Murphy

  4. Business Process Management: The Third Wave, Howard Smith and Peter Fingar

  5. Business Model, Vadim Kotelnikov

  6. New Business Models, Vadim Kotelnikov

  7. Quality Management, Vadim Kotelnikov

  8. 9 Waste Categories and 6 Guidelines of the Canon's Suggestion System

  9. Using Best Practice: The Trotter Scorecard

  10. 10 Commandments of Improvement, Gemba Research

  11. 8 Best Practices of Successful Companies

  12. Toyota's 10 Management Principles

  13. 7 Principles of Toyota Production System (TPS)

  14. Deming's 14 Point Plan for Total Quality Management (TQM)


 Discover much more in the


Primary Value Chain Activities...

State-of-the-art Value Chain for Selling...

Support Activities Facilitating the Primary Value Chain Activities...

Enterprise-wide Business Process Management (EBPM)...

Business Process Management Software (BPMS)..

Process Thinking...

Value Innovation...

Teaming Up with Suppliers...

Vertical Integration...

Virtual Integration...

Customer Partnership...

Waste Reduction...

The Tao of Business Success...

 Case in Point  General Electric (GE)...

 Case in Point  Procter & Gamble...

 Case in Point  Motorola...

 Case in Point  Toyota...

 Case in Point  Canon...