The Concept Of The Value Chain

The Concept Of The Value Chain The concept of the value chain encompasses the activities that companies perform to achieve that competitive advantage, where the competitive advantage is having the ability to create superior value to its customers and at the same time superior value to themselves. Value chain analysis together with supply and demand chain analysis are staples of Modern Business Management. An effective business strategy must encompass all parts of the value chain configuration which includes both primary and secondary activities. The value chain concept was first developed by Michael Porter (1958) in his work on Competitive Advantage in which he analyses the basis for competitive advantage and presents the value chain as a framework for diagnosing and enhancing it. However since then there has been a considerable amount of work done to expand on Porters original concept. Today more and more Managers are using value chain analysis part of strategic planning. The process of globalisation incorporates the interaction and integration amongst people, companies and governments of different nations. According to Black 2002 globalisation is defined as:- ..process by which the whole world becomes a single market. This means that goods and services, capital and labour are traded on a world wide basis and information and the results of research flow readily between countriesà ¢Ã¢â€š ¬Ã‚ ¦ Through globalisation economies both domestically and internationally have been opened up. Governments have adopted a free market economics systems whereby increasing their own productive potential in addition to creating opportunities for international trade and involvement. There is also the controversial aspect of globalisation where proponents argue that through globalisation poor countries and their citizens are allowed to grow economically. On the other hand opponents of globalisation claim that multinationals of the western world benefits at the expense of local enterprises, cultures and the common people. BP BP is a multinational oil company with it headquarters based in the United Kingdom, London. It is one of the worlds top 10 private sector energy corporations in the world today. BP is engaged in oil, natural gas and alternative fuel exploration in addition to the marketing and sale of petroleum products. They are also at the forefront of delivering diverse, material and real solutions to meet the worlds needs for more, cleaner and affordable energy. Bp operates worldwide with branches in Africa, Asia and the Middle East, Australasia, Europe, North America and South America with operations in over 80 countries. Their largest division is BP America, which is the biggest producer of oil and gas in the United States of America. BPs operating income in 2009 was USD $ 26.43 billion with a revenue of USD $ 246.1 billion. As at Dec 2009 they employed 80,600. In 2000 BP Amoco changed their name to BP and introduced a new slogan Beyond Petroleum. They also replaced their Green Shield logo with the Helios symbol, a green and yellow sunflower pattern representing energy in its many forms. (Wikipedia 2010) BPs rapid growth in world trade and investment is a direct result of the globalisation process in which multinational companies increasingly target parts of the globe as their domestic market. Since value chain is utilised to develop an organisations sustainable competitive advantage, it has become a powerful tool for Managers. The ability of any organisation to identify key activities and by extension perform activities along the line of value chain would create that competitive advantage that Michael porter spoke about. Through its history Bp has invested in countries abroad such as the US, Middle East, Iraq Egypt, Indonesia and Trinidad and Tobago. In doing so they have been able to secure large oil reserves and be identified as one of the largest oil and gas exploration company ion the world today. Being true to their values of being progressive, innovative and performance driven they have integrated the key activities of the value chain to the benefit of their customers BPs global strategy in their operations has assisted in their objective for being cost competitive through the securing of various economies of scale. Their heavy investment in the U.S. is testimony to this, since the U.S. remains one of the most lucrative markets in the world for energy and energy related resources. They consume over 1.2 billion litters of oil per year an this figure is constantly growing. This together with political stability, infrastructure and transport mechanisms are vital ingredients towards BPs investments there. Through mergers and acquisitions over the years, Bp has managed to receive that competitive advantage. With the acquisition of Valdes oil terminal in the late 60s, Standard Oil of Ohio in the 70s and the merging of Amoco in 2000 they captured most of the US. market share. By maintained this by continuing to sell Amoco branded products through their service stations although they were already converted to reflect the BP brand, as Amoco was rated best petroleum by consumers. Today BP continues to seek mergers and acquisition s worldwide in an effort to bring in additional revenue, increased profits, foreign assets and Human resources. Using an appraisal system based on the porters five forces which key elements include Threat of potential entrants,(2) substitutes, (3) bargaining power of suppliers and (40 power of buyers, together with an exploration of (5) degree of competitive rivalry, BOP appears to be highly competitive in their area of production. Through increased exploration in new territorities such as Asia Pacific, Azerbaijan, Angola, Trinidad Gulf of Mexico and in more recent times Russia, BP is able to increase assets and by extension establish leadership position in these areas. With the liberalisation of markets, advancement of technology and new regulatory regimes that stress greater competition international competition has increased. As a result Multinationals are forced to become more efficient in areas of production and marketing to achieve that sustainable competitive advantage. All organisations consist of activities that link together to develop the value of its business. Together these activities form the organisations value chain. Bps value chain over the years has become more complex. One of the ways they have addressed this is by diversifying their operations of petroleum exploration and refining system into retailing in cafes, bakeries and convenience stores. Their aim is not only to ensure customer satisfaction but also to be an attraction to prospective customers by marketing differentiated products, consequently creating a competitive edge and becoming more effectively aligned to its customers needs. As mentioned earlier all organisations consist of activities that when linked together develop the value of the business and form the value chain. These activities are referred to as the primary and secondary activities, where primary is related to production inclusive of inbound and outbound logistics, operations, marketing and sales and service. The secondary or support activities assist in the effectiveness and efficiency of the company. Bp to date has effectively utilised both logistical and value chain strategies in its overseas operations. In doing so, they have achieved competitive strengths and core competencies in the market place, ultimately creating value for the customer. Inbound logistics A substantial part BPs production is derived from a number of oil and gas fields worldwide. The oil and gas are transported via a series of pipelines and ships to various conversion facilities like refineries, power stations and industrial facilities at different locations. The use of BP shipping, a subsidiary of the BP group also provides the logistics to move oil and gas cargoes. The BP management fleet consists of Very Large Crude Carriers (VLCCs), liquefied natural gas (LNG) carriers, liquefied petroleum gas (LPG) carriers and coasters. Bp has also shifted some of their exploration activities from Alaska and the North Sea since leaks were discovered in the pipelines and posed a threat to the environment. Explorations are now concentrated in the Soviet Union, Rumaila and The Gulf of Mexico. Through pioneering new technologies such as digital imaging of reservoirs there is also the potential to discover additional oil and gas out of some of their mature fields. BPs interest in the Canadian Oil sands also provides a unique opportunity for creating a balance in upstream production and downstream conversion. Operations The operation of BP is spread over six continents. As at 2004 there were 23 refineries of which 5 are in the US, 12 in Europe and 6 in other parts of the world. At the refineries crude oil is refined through a process called cracking during which it is cleaned and purified, separating gasoline, fuel oil and other hydro carbons. Over the years the demands for energy has been on the increase and as a result Bp has invested heavily in the promotion of alternative energy in addition to improving energy efficiency in their operations. Safety has also become a top priority In BPs operation and is viewed as fundamental to their success. Consequently, they are constantly upgrading their refineries to improve safety. This has resulted in injury rates reducing by close to 75%. Outbound logistics BPs transport network criss-crosses the globe. They control an international tanker fleet of more than thirty-five vessels, either fully owned or on long-term charter . Finished products such as fuel lubricants and chemical products are transported to various destinations through different methods. Fuels, for example are transported domestically through a vast truck and rail system, which is then stored in tanks at service stations to be retailed to the consumer. For the international market the finished product is transported via carriers which are then loaded onto trucks and rail cars for distribution. In the case of natural gas, depending on the location of the field it is transported through pipes to local distribution companies (LDC), or shipped using LNG carriers. Marketing and Sales This departments main strategy is to operate in markets where they can get the largest share and ensuring that it is kept well supplied at all times by supply advantage. The introduction of retail sites with convenient stores is one of the strategies adopted to achieve this Environmental issues such as global warming have forced BP to address the issue of climate change. Their initial step was the changing of its brand image and logo. Being true to their values, BP is continuously seeking to increase energy efficiency throughout their operations. They also work alongside vehicle and equipment manufacturers, towards improving overall efficiency in the use of their fuel and lubricants. Bp has also differentiated themselves from their competitors by playing a leading role in the growing low carbon energy sector, focusing on bio fuels, wind and solar energy and carbon capture and storage. Services The dependence of oil, gas and energy related industries from unstable and or difficult parts of the world have always been a concern for many countries. Although the price volatility over the past few years has softened some of these concerns, they continue to exist. Terrorism in particular has become a top priority since September 11 20011. Consequently, Bp has taken steps in securing all activities along its value chain. Additionally, it is quite evident that BPs commitment towards safety and climate change is constantly growing.

Experimental Estimating Deflection of a Simple Beam Bridge Model Using Grating Eddy Current Sensors

Abstract: A novel three-point method using a grating eddy current absolute position sensor (GECS) for bridge deflection estimation is proposed in this paper. Real spatial positions of the measuring points along the span axis are directly used as relative reference points of each other rather than using any other auxiliary static reference points for measuring devices in a conventional method. Every three adjacent measuring points are defined as a measuring unit and a straight connecting bar with a GECS fixed on the center section of it links the two endpoints. In each measuring unit, the displacement of the mid-measuring point relative to the connecting bar measured by the GECS is defined as the relative deflection. Absolute deflections of each measuring point can be calculated from the relative deflections of all the measuring units directly without any correcting approaches. Principles of the three-point method and displacement measurement of the GECS are introduced in detail. Both static and dynamic experiments have been carried out on a simple beam bridge model, which demonstrate that the three-point deflection estimation method using the GECS is effective and offers a reliable way for bridge deflection estimation, especially for long-term monitoring. Keywords: three-point method; deflection estimation; relative deflection; absolute deflection; grating eddy current sensor (GECS) OPEN ACCESS Sensors 2012, 12 9988 1. Introduction. After a bridge is put into use, gradual deterioration is inevitable because of loading, temperature changes or other environmental factors. In order to guarantee the safety and durability of those bridges which are expensive and closely related with people’s livelihood, long-term and continuous structural health monitoring is an essential part of the maintenance management. Among the various structural performance evaluations, vertical deflection is an important parameter that can directly and effectively indicate a bridge ’s behavior. In terms of instrumentation for deflection estimation, there are contact and non-contact deflection estimation methods. Traditional displacement sensors such as mechanical dial gauges or linear variable differential transducers (LVDTs) are used in contact measurement, through which static or real-time displacement values can be obtained directly or fed into a computer for processing and displaying via a data cable. This method, however, requires access under the bridge and installation of a temporary supporting system to mount sensors, which is time consuming and not very efficienct. In addition, it might even be unavailable when bridges are over rivers, highways or have high clearance. Another contact sensor is the fiber optic Bragg-grating (FBG) sensor through which the deflection is calculated from the measured strain data and displacement-strain relationship [1,2]. In this way, however, the calculated displacement from strain data is sensitive to noise, and the sensors are expensive and must be embedded into the structure, which to a certain degree is difficult for bridges in service. To cope with those inconveniences in contact measuring methods, various non-contact approaches have been proposed. Based on the detection of the Doppler shift of the laser light, a laser Doppler vibrometer (LDV) equipped with displacement and velocity signal decoders can measure both bridge deflection and vibration simultaneously [3]. In this way, a static reference point (usually underneath the bridge) is needed for device mounting, and the device should be attended, which limits it’s usability for long-term monitoring. Among image methods, dynamic deflection with high resolution of the bridge can be obtained through using digital image processing techniques [4], while deflection distribution from the images of the bridge girder surface recorded by a digital camera before and after deformation can be evaluated by digital image correlation techniques [5], and digital close-range terrestrial photogrammetry (DCRTP) can measure the spatial coordination in three-dimensions [6,7]. Like the LDV, devices such as video cameras used in image methods cannot be left unattended and they are easily affected by weather conditions. Use of a Global Positioning System (GPS) can provide spatial locations of the measuring points on the bridge in real-time by comparing with a continuing operational reference station (CROS). It offers a long-term monitoring approach without being affected by climatic factors [8,9], but due to its relatively low accuracy, it is only applied to those bridges with significant deformations. All the non-contact methods mentioned above, although they differ in instrumentation, have one thing in common, a static reference point or CROS that is kept a certain distance away from the bridge is selected for installation of the measuring device, otherwise measurements cannot be carried out. Another method is using inclinometers which can be installed on the bridge directly along a line paralleling the bridge span axis [10,11], and both static and dynamic deflection time history curves can be calculated through curve-fitting technology based on the accurate angle records of the inclinometers. An outstanding feature of the inclinometer is that static reference Sensors 2012, 12 9989 points mentioned above are no longer needed. This approach reduces the dependence on environmental conditions and it is suitable for long-term monitoring. To avoid those deficiencies in conventional estimating deflection methods mentioned above, a novel three-point deflection estimation method is presented in this paper. Measuring points along lines paralleling the bridge span axis are chosen equidistantly. Among these measuring points, every three adjacent measuring points are defined as a measuring unit in which a straight connecting bar linking the two endpoints is taken as a relative reference line. Relative deflection of the mid-measuring point relative to the intermediate point of the connecting bar on which a displacement sensor is fixed can be measured, and thus the absolute deflection of each measuring point can be calculated from the relative deflections of all the measuring units. Compared with the contact and non-contact methods mentioned above, only real spatial positions of the measuring points are taken as relative references without any other static reference points. Moreover, the selected displacement sensor is the grating eddy current absolute position sensor (GECS) which is different from traditional eddy current sensors based on vertical characteristics [12,13]. Since the structure of grating reflective conductors is adopted, the measurement range is extended but without compromising the accuracy. In addition, as an inductive sensor, the GECS is waterproof and dustproof in principle, thus it can work under bad weather conditions, which makes it ideal for long-term monitoring. In this paper, both the principles of the three-point method and displacement measurement of the GECS are presented. Then, this three-point method for deflection estimation is verified in a simply supported girder bridge model in the laboratory. Comprehensive static and dynamic experiment results on the laboratory tests demonstrate this method is effective and offers an alternative way for bridge deflection estimation.

Mba Internship Report Ufone - 7776 Words

ACKNOWLEDGEMENTS I’m grateful to All Mighty ALLAH for giving me strength to put together this report and I would like to thank my parents for their throughout support, my teachers for instilling in my enough knowledge to be able to carry myself efficiently during my internship and last but not least the staff of Accounts Payable Department especially Mr. Awais Khan, Mr. Waqas Ali, Mr. Saboor , Mr. Akhtar, Mr.Muhammad Farhan., who were extremely helpful during the internship and for the compilation of this report too. Executive Summary This report has been written to fulfill my MBA degree requirement. The contents of this report are based on my 6 weeks internship, starting from 22nd July 2009 till the 6thof August 2009, at Ufone GSM. This†¦show more content†¦Today this telecom sector is providing Job opportunities to many people. Especially this sector has increased the pay scales and reward systems for employees. Earlier people tried to find government jobs but with the introduction of companies like Telenor, Warid and Mobilink the private sector has progressed massively and people now earn a much higher income. At present there is a tough competition between Ufone, Telenor and Mobilink. Each company has its distinct advantages. Mobilink on one hand is the Market leader; Telenor on the other hand is renowned for attracting the employees of these 2 companies towards itself by offering them better monetary rewards. Ufone on the other hand is now experiencing a Rapid Growth. Company Background Ufone PTML is a wholly owned subsidiary of PTCL established to operate cellular telephony. The company commenced its operations, under the brand name of Ufone, from Islamabad on January 29, 2001. As a consequence of PTCL’s privatization, 26% of its shares were acquired by Emirates Telecommunication Corporation (Etisalat). Being part of PTCL, the management of Ufone has also been handed over to Etisalat. During the year July 2005 to June 2006, Ufone continued on the path to success. The Company further expanded its coverage and has added new cities and highways. Ufone hasShow MoreRelatedInternship Report on Mcb20087 Words   |  81 Pagesin the organizational environment which is dramatically different from the educational environment. That two months period called â€Å"Internship Period†, if spent properly and sincerely, enables the students to be more confident, more knowledgeable, more responsible and, above all, more committed to its work in the  practical field. I have also been assigned to do internship of six weeks period in MCB Allama Iqbal Town Branch Lahore. It has enabled me to understand the practical scenario and sharpen our

Cultural Challenges Facing Military Operations in Pan Arab...

For this assignment the cultural manifestations I selected to discuss as being important to our Unit’s success are Wasta, Deference to authority, and Tendency to seek compromise. Of course understanding all of the cultural manifestations are important to our unit’s success, but each region within the Middle East-North African (MENA) region will have their own variations based upon which branch of Islam is dominant in the region, what that region’s experience has been with the U.S. or a Western presence in general and numerous other factors such as the prevailing socio-economic factors of the region. By way of back ground, I thought it would be helpful to point out that the MENA region is a pretty diverse area comprised of â€Å"have’s† and†¦show more content†¦The bottom line for our team however, is to understand that the widespread practice of wasta in the Middle East is assumed, it is a given. So we must learn the nuances of the practice and use it to our advantage to be successful in our mission. That means finding the right Wasta to curry influence with the particular elders you are working with. Originally based upon family loyalty, the family is still the primary wasta channel, but that familial relationship has expanded to include friends and acquaintances, as well as private agreements whereby services are provided in exchange for gifts or specific fees. In the words of one observer, â€Å"Todays wasta is too often a middle-man, seeking fame and fortune by doing favors. Our job is to find that Middle Man and enter into that relationship with our eyes wide-open, knowing it isn’t going to be a cheap date, but that it will be worth the lives it will save down the road. Incidentally, the IMF, World Bank and regional economic leaders consider the â€Å"taming† or conversion of wasta as necessary to the MENA Region ultimately becoming an emerging market leader and engine of world growth, its effect in the regional economy is that debilitating. So let’s do our part to keep it that way! Where’s my Wasta!?! Here wasta wasta! Deference to Authority: As LTC Wunderle describes, Arab culture favorsShow MoreRelatedInternational Management67196 Words   |  269 PagesInc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. 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