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Mitsubishi~? Rayon's Penetration Strategy, Balance and Profitability

机译:三菱〜?人造丝的渗透策略,平衡和盈利能力

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Socrates argued that virtue is knowledge. Ackoff (1981) concurs. System dynamicsmodeling for learning helps Mitsubishi Rayon compete by creating new knowledge about thesystem structure lurking behind its strategic situation. Creating new knowledge often requirescapturing unknown and unknowable aspects of system structure that may be neither easy toobserve nor easy to measure. The system dynamics model this essay presents reveals a lot aboutthis Japanese giant conglomerate's strategy design and implementation tactics. The model showsa tiny fragment of Mitsubishi Rayon's gigantic effort to re-perceive itself. The firm wants to seeits Keiretsu infrastructure transform into an agile virtual enterprise network (VEN) of activeagents that collaborate to achieve their transnational business goals. Although still flying lowunder the media's collective radar screen, VENs receive increased attention by strategicmanagers. By becoming a VEN, Mitsubishi Rayon is poised to bring the necessary people andproduction processes together to form autopoietic, i.e. self-organizing, customer-centric valuechains in the specialty chemicals industry. Many of its rivals are still fighting the last war overwhat they collectively call the bullwhip effect in their customer-supplier value chains. ButMitsubishi Rayon is using system dynamics to design efficient processes that satisfy the peculiarneeds of particular customers in specific marketspaces or niches within its industry. MitsubishiRayon's strategy of balanced marketing and production dynamics aims at sustainable profitabilitythrough superior performance that goes beyond the cross-shareholding of equity.
机译:苏格拉底认为美德就是知识。阿科夫(Ackoff,1981)对此表示赞同。系统动态 学习建模可通过创建有关以下方面的新知识来帮助三菱人造丝竞争 潜伏在其战略形势后面的系统结构。创造新知识通常需要 捕获可能既不容易也不知道的系统结构方面 观察也不容易测量。本文介绍的系统动力学模型揭示了很多有关 这家日本巨型企业集团的战略设计和实施策略。模型显示 三菱人造丝为重新认识自己所做的巨大努力的一小部分。该公司想看看 的Keiretsu基础架构转变为活动的敏捷虚拟企业网络(VEN) 协作以实现其跨国业务目标的代理商。虽然仍然飞得很低 在媒体的集体雷达屏幕下,VENs越来越受到战略关注 经理。通过成为VEN,三菱人造丝有望带动必要的人员和 生产过程一起形成自发的,即自组织的,以客户为中心的价值 特种化学品行业中的连锁店。它的许多竞争对手仍在为上一场战争而战 他们在客户-供应商价值链中统称为牛鞭效应。但 三菱丽阳利用系统动力学设计出满足特殊要求的高效流程 特定客户在其特定市场空间或行业内的利基市场的需求。三菱 人造丝的营销与生产动态平衡策略旨在实现可持续的盈利能力 通过超越股权交叉持股的卓越绩效。

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