Browsing by Subject "value creation"
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(2018)The popularity of wooden multi-storey construction (WMC) has increased in Finland during the recent years. Reasons for this could be the favorable changes in the legislation, the action plans of government agencies endorsing the WMC, and the developing business models of the construction industry. The business ecosystem (BE) concept has become a topical research subject and recent research suggests that the BE concept could be a useful tool in analyzing the value creation in the construction industry. This qualitative case study examined the applicability of the BE concept for the field of wood construc-tion. Semi-structured interviews were used to elicit the experiences of people involved in a specific wood construction project and thematization was used in the analysis of the data. The case construction project was a two-storey wooden loft. The aims of this thesis included the exploration of the functioning of the case BE, and identifying the roles of the BE participants, the benefits of belonging in a BE, and the key factors for the success of the BE. The study also aimed in examining the end-user involvement and the innovation detection and communication in the case BE. The interviews revealed that the core companies of the case construction project have cooperated for years before the case project took place. Some coevolutive efforts were revealed between some of the project participants, such as attempts to cut the turnaround time of the projects by focusing on process enhancements, and addressing to varying service demands by offering the services of a partner company among own services. The results suggest that a BE exists around the main contractor, which also acts as a keystone player, leading the BE. The other core companies act as niche players, bringing specialized expertise and skills that complement the inputs of others. According to the interviewees, the co-opera-tion and the construction project created benefits, such as reference value and value for the research and development. The interviewees also thought the familiarity of the project participants creates trust, and leads to better understanding of the working habits of the other participants, and thus increasing project efficiency. In addition, well-functioning communication and cooperation, and the high quality of plan-ning were seen as some of the essential factors for the success of the construction project. The residents were involved in the project only after the construction had already started, but they could nevertheless affect interior materials and could make change requests. The building project itself was perceived as relatively traditional one by the interviewees, although some innovativeness was identified in the pro-cesses and components of the project. In the future, business ecosystems in the WMC could be studied further, for example, by also examining larger scale WMC projects.
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(2017)Supplier relationship management is a multiyear strategic supply chain management practice and a planning tool, which aims to value creation by managing the sourcing operations in a systematic way. Typically, a company can create value from an SRM by utilizing its systematic processes for collaboration or supplier development schemes with key / strategic suppliers. However, an SRM does not exclude the usage of competitive sourcing methods for value claiming from commodity supplier relationships, for example. An SRM program can also create value by organizing the supply chain processes in a more functioning way leading to an improved operational excellence and elimination of unnecessary processes. Therefore, most of the typical SRM benefits can be considered non-financial, which will result in monetary value in time. By comparing existing statistics which kind of benefits companies have gain or seek by implementing the SRM program it seems that the cost reduction, risk management and operational improvements are the top three benefits. This research aimed for the researching and creation of an SRM model for Ahlstrom (currently Ahlstrom-Munksjö) as a recommendation how to go forward with the implementation of the SRM program. The suggested SRM model contains seven sections or themes of an SRM (Value proposition and measurement, Supplier segmentation, SRM Governance structure, Supplier performance management, Supplier development, SRM IT Systems and Supplier collaboration). The sections / themes worked as a basis for research questions in this research. The research questions were studied via theoretical and semi-structured interview analysis. In addition, some of the hypotheses were also investigated empirically as case studies resulting in empirical findings regarding the functional method for supplier segmentation, “Case: KPI Reporting tool” and risk management value analysis. “Case: KPI Reporting tool” can be seen as a good example of how technology (SAP) can create value for SRM / supply chain management processes. Based on the findings of this research, this thesis concludes that a company can create value from its supply base by identifying its strategic and core suppliers, developing appropriate actions per segment or supplier and organizing the SRM program systematically by the SRM section. An SRM is a continuous development program, which means that processes by the SRM section should be revised, reflected and analyzed as the SRM program matures.
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