Financial Management is one of the Supporting Functions in the overall IT Value Chain and has impacts on core functions and data objects which have been updated to more effectively support this capability.
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In order to reduce its environmental impact, the Plant employs the energy-efficient combined cycle method , which combines a gas turbine and a steam turbine.
The use of biomass is expected to curb CO 2 emissions significantly compared to conventional coal-fired power plants. Procedures for environmental assessment have started in line with the Environmental Impact Assessment Act regarding the proposed construction of a new power station in Nishiokinoyama, Yamaguchi Prefecture, tentatively called Nishiokinoyama Power Plant.
The project envisages adopting the most advanced and highly energy-efficient coal-fired power-generation facilities to bring the business into harmony with the environment. Similar environmental assessment procedures are also under way in line with the Environmental Impact Assessment Act for a new natural gas-based power generation project, tentatively called "Himeji Natural Gas Power Plant Project," undertaken by Himeji Natural Gas Generation Co.
The project plans to introduce the highly energy efficient gas turbine-combined cycle method. Furthermore, the Daigas Group owns a large number of electricity sources that have less impact on the environment, including renewable energy sources such as wind power and solar power, and cogeneration systems. The Group resolves to help the realization of a low-carbon society by diffusing power generated by such power sources which has less environmental impact.
When undertaking electricity business, the Daigas Group makes efforts to grasp its possible effects not only on the environment but also on society, and take these factors into account.
The Group is prepared to fulfill its accountability to customers regarding their concern over the reliability of its power supply service and product quality. Specifically, we reply to customers' questions and requests through a help desk set up at our customer center while striving to solve their troubles or problems via a customer desk operated using a chat function. We have also opened a user-friendly website page dedicated to our electricity business. To help our employees acquire professional expertise in comprehensive energy services, including the electricity business, we are holding educational seminars and trainings for them.
In preparation for tapping into new business fields, we are also working on improving our business flows and operational manuals, which are part of the Group's efforts as a comprehensive energy service provider to respond to customer needs and requests in a responsible manner.
The Daigas Group presents new value to customers through the electricity business. The Group has unified the customer contacts for gas and electricity services into one, realizing a one-stop energy service for its customers. Our exclusive website "My Osaka Gas" provides a service that enables its members to confirm their gas and power consumption through display in a graph, as well as the fees charged thereon.
The online membership site is designed to help consumers live a comfortable life while promoting energy saving. Provision of such equipment enables Osaka Gas to contribute to CO2 emission reduction in Japan, support the central government's policy of diversifying power sources and promoting the distribution of power sources, and ease peak power demand. To become a company to which customers increasingly turn as a comprehensive energy service operator, Osaka Gas launched a housing support service called "Sumikata Service Home Services " in May to offer a wider range of housing-related services.
Aiming for furthering energy-saving at customers, the Group also launched information and communication technology ICT -based services. Stable procurement of LNG from eight countries Unlike oil resources, which are unevenly concentrated in the Middle East, natural gas resources are spread worldwide.
Stepped-up efforts to expand business fields Other than midstream businesses such as gas imports and receipts, gasification at LNG terminals and the provision of gas to end-consumers through pipelines , Osaka Gas' value chain includes upstream business such as the development of overseas gas fields and downstream business such as operation of LNG extraction terminals and power plants.
Gas Supply to about 7. Preparation against possible accidents We have adopted a variety of anti-earthquake measures in the past, including the installation of various safety devices at LNG terminals, the adoption of gas pipelines made from durable and quake-resistant polyethylene, and the spread of the use of a gas meter that can automatically stop gas supply in response to a quake.
Possession of Diverse Power Sources The Daigas Group undertakes power generation business with diverse power sources, including fossil energy sources, cogeneration systems and renewable energy sources of its own. One is power generation based on natural gas fossil fuel , which is clean and weighs less on the environment. Power Supply Areas and Power Supply Mechanism The Daigas Group began supplying electricity to households and business operators such as restaurants and merchandise shops in April following full liberalization of the retail power market.
Flow of Electricity Supply. Effects of Power Generation Business on the Environment The Daigas Group, as a comprehensive energy service provider, recognizes that it is an extremely important mission for the utility to bring its electricity business operations into harmony with the environment. Effects of the Power Generation Business on Society When undertaking electricity business, the Daigas Group makes efforts to grasp its possible effects not only on the environment but also on society, and take these factors into account.
Procurement Stage Safety and Security 2: Processing Stage Safety and Security 3: Distribution Stage Safety and Security 4: In an industrial development context, the concepts of global value chain analysis were first introduced in the s Gereffi et al. Value chain analysis has also been employed in the development sector as a means of identifying poverty reduction strategies by upgrading along the value chain.
Its aim in doing so was to provide a sustainable means of making ethanol that would increase the incomes of the rural poor, without sacrificing food and fodder security, while protecting the environment. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning.
The simpler concept of value streams , a cross-functional process which was developed over the next decade,  had some success in the early s. The value-chain concept has been extended beyond individual firms. It can apply to whole supply chains and distribution networks.
The delivery of a mix of products and services to the end customer will mobilize different economic factors, each managing its own value chain. The industry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Porter terms this larger interconnected system of value chains the "value system". A value system includes the value chains of a firm's supplier and their suppliers all the way back , the firm itself, the firm distribution channels, and the firm's buyers and presumably extended to the buyers of their products, and so on.
Capturing the value generated along the chain is the new approach taken by many management strategists. For example, a manufacturer might require its parts suppliers to be located nearby its assembly plant to minimize the cost of transportation.
By exploiting the upstream and downstream information flowing along the value chain, the firms may try to bypass the intermediaries creating new business models , or in other ways create improvements in its value system. Value chain analysis has also been successfully used in large petrochemical plant maintenance organizations to show how work selection, work planning, work scheduling and finally work execution can when considered as elements of chains help drive lean approaches to maintenance.
The Maintenance Value Chain approach is particularly successful when used as a tool for helping change management as it is seen as more user-friendly than other business process tools. A value chain approach could also offer a meaningful alternative to evaluate private or public companies when there is a lack of publicly known data from direct competition, where the subject company is compared with, for example, a known downstream industry to have a good feel of its value by building useful correlations with its downstream companies.
Once value has been analysed and the contributing parts of the organisation have been identified, other models can be used in conjunction with the value chain to assess how these areas can either be improved or capitalised upon. For example, a SWOT analysis can be used within the "outbound logistics" function to understand what its strengths and weaknesses are, and what opportunities there may be to improve that area, or identify the threats to what may be a critical part of the value delivery system.
Equally, other models can be used to assess performance, risk, market potential, environmental waste, etc. The SCOR framework has been adopted by hundreds of companies as well as national entities as a standard for business excellence, and the U.
Department of Defense has adopted the newly launched Design-Chain Operations Reference DCOR framework for product design as a standard to use for managing their development processes. In addition to process elements, these reference frameworks also maintain a vast database of standard process metrics aligned to the Porter model, as well as a large and constantly researched database of prescriptive universal best practices for process execution.
Under the value chain analysis , a typical a industry value chain incorporates three things. Human Resource value chain is to help improve business performance by applying the full capabilities of people. From Wikipedia, the free encyclopedia. Part of a series on Strategy Major dimensions. Competitive advantage cannot be understood by looking at a firm as a whole. It stems from the many discrete activities a firm performs in designing, producing, marketing, delivering and supporting its product.
Each of these activities can contribute to a firm's relative cost position and create a basis for differentiation. This section does not cite any sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. September Learn how and when to remove this template message.
Retrieved 9 September Institute for Manufacturing IfM. Archived from the original on 29 October Archived from the original PDF on 29 October The Emergence of Global Value Chains: What Do They Mean for Business. G20 Trade and Investment Promotion Summit.
Retrieved 7 September Porter Competitive advantage:
Supplier Evaluation & Performance Excellence
Companies need more than simple answers or a formulaic “tools” approach to solving complex value chain and supplier performance problems. Value Chain Group provides effective, proven improvement, execution and sustainment strategies to reduce costs, compress lead . The Value Chain Group defines, deploys and maintains the Business Process Transformation Framework: a robust library of business process reference dictionaries, value chain models and continuous improvement methods contained in a unified business framework architecture. The Open Group IT4IT™ Reference Architecture is a standard reference architecture for managing the business of IT. It uses a value chain approach to create a model of the functions that IT performs to help organizations identify the activities that contribute to business competitiveness.