Sustainable Production Enhancement of Valuable Products Via Operational Rectification

2021 ◽  
Author(s):  
Margono Agung ◽  
Wawan Heryadi ◽  
SanthoshKumar Selladurai ◽  
Ramesh Ventkataraman ◽  
Ahmed Al Qubati ◽  
...  
Keyword(s):  
Value Chain ◽  
Growth Strategy ◽  
Chain Process ◽  
Quality Improvements ◽  
Market Competitiveness ◽  
Middle Stream ◽  
Trial Basis ◽  
Added Benefit ◽  
Minimum Constraints ◽  
Performance Trial

Abstract ADNOC LNG lies in the middle stream of the value chain, receiving and processing LP and HP gases from ADNOC Offshore. Supporting ADNOC Upstream's current oil production and future growth strategy while reducing its associated emissions of the process by delivering the associated gases to ADNOC LNG battery limit ADNOC LNG processes associated and non-associated gases to produce LNG (Liquefied Natural Gas), Propane, Butane, Paraffinic Naphtha (P. Naphtha) and Sulfur. LNG constitutes Methane, Ethane and a little Propane and butane, with minimum constraints on GHV and density. In order to deal with market competitiveness in the context of a potentially prolonged low-price environment, ADNOC LNG has embarked on various initiatives to maximize its production by driving agility and efficiency throughout the value chain process. Delivering upon efficiency improvements, one of the contributing studies included optimizing the propane content i.e. reducing the C3 content, in LNG Propane content in LNG has been varied, within operational limits, to maximize production of propane, which is more valuable/profitable when compared to LNG, whilst maintaining minimum LNG specification. In addition, slighting higher feed gas has been processed, to maintain LNG production rate. This has been achieved without hampering the plant stability. The extensive review and analysis of the rectification units has been conducted as well as optimization in terms of temperature profiles and reflux flow rates was able to generate overall better product purification, thereby increasing production of desired and more valuable products. This study has driven the investigation of additional benefits in production enhancement and quality improvements as the market value of Propane is relatively higher than that of LNG and thus yielding greater benefits. The overall performance trial basis deduced a total added benefit equivalent to 9 MMUSD/year YTD for train 3.

MAPPING VALUE CHAIN SEBAGAI OPTIMALISASI PENGEMBANGAN KAMPUNG BATIK TULIS DI SURABAYA

2019 ◽  
Vol 17 (3) ◽  
pp. 488
Author(s):  
Sujani Sujani ◽  
M S Arif ◽  
Agus Sarwo Edi
Keyword(s):  
Value Chain ◽  
Growth Strategy ◽  
City Government ◽  
Creative Industry ◽  
Chain Process ◽  
Network Marketing ◽  
Market Expansion ◽  
The Matrix ◽  
Strategic Factors ◽  
Internal And External Factors

            The creative industry which is one of Indonesia's valuable cultural heritages and has been known throughout the world is Batik. The culture of making batik has also been occupied by some residents of Surabaya, but only its presence has not been widely exposed. However, its existence is still not developed optimally, the Surabaya city government initiated the Putat Batik House as the center handmade Batik Village in Surabaya. The purpose of this research is to obtain the formulation of strategies that can be applied to maximize the utilization of potential effort to develop the Medium Creative Industry (IKM) of handmade batik in Surabaya. The value chain mapping is carried out as a basis of information on value formation in a creative industry which can be seen from the aspects of creation, production, distribution and commercialization. Information of value chain mapping is valuable for an input to determine the strategic factors of batik industry village. The results of the study were obtained, that a value chain process of the IKM handmade batik activities began from material planning to network marketing. The total internal matrix value of 4.013 is classified as "Strong" and the total external matrix value of 4,286 shows the response to the external environment is classified as "High". If the total score of internal and external factors is mapped in the matrix, then the position of the company in the "First" quadrant is a growth strategy, namely: concentration on human resources, skills, target markets,  market expansion and networking and product development.

Dainik Jagran: sustaining leadership in the newspaper industry

2017 ◽  
Vol 7 (1) ◽  
pp. 1-36
Author(s):  
Tirthankar Nag ◽  
Rituparna Basu ◽  
Buroshiva Dasgupta
Keyword(s):  
Value Chain ◽  
Smart Phone ◽  
Subject Area ◽  
Online News ◽  
Growth Strategy ◽  
Product Diversification ◽  
Sustainable Growth ◽  
Media Management ◽  
Content Type ◽  
Independence Era

Subject area The subject area is strategy and business. Study level/applicability The case can be used for MBA students. This is equally effective in short courses meant for low-to-mid-level working executives. The case is suited for classes in strategy, general marketing, media management and family business courses. Case overview Dainik Jagran – a vernacular daily – is the most read newspaper in India. Under the banner of Jagran Prakashan Ltd.; which is one of the leading media houses in India, the success of Dainik Jagran has been an outcome of the strategic marketing decisions taken by its founder and his successors in the post-independence era. With extensive circulation, it created a large readership base and took bold decisions to launch multi editions to its daily through a series of acquisitions, mergers and consolidations from 1975 to 2010, enabling it to step into product diversification. Readership surveys, investments in technology, advertising, regular branding events and smart phone applications are a few tools that helped. While the group has diversified into other industries, there is an underlying anxiety about the future prospects of its newspaper business. With the onslaught of online news dailies, will Dainik Jagran be able to expand and maintain its readership base using its previous business and marketing strategies? Or is it time to change strategies for businesses in the newspaper and allied media industry in India? Expected learning outcomes The study has the following outcomes: application of value chain concept in businesses serving two-sided markets; application of environmental analysis, Porter’s five forces analysis and related strategy concepts; and learning to critically approach and develop a sustainable growth strategy framework for a successful family-run newspaper business in India. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals Agri-Food Globalisation and Rural Transformation in Chile: Smallholder Livelihoods in the Global Value Chain for Raspberries

2021 ◽  
Author(s):  
◽  
Edward R. T. Challies
Keyword(s):  
Value Chain ◽  
Food System ◽  
Rural Livelihoods ◽  
Global Scale ◽  
Growth Strategy ◽  
Small Scale ◽  
Global Value Chain ◽  
Major Barrier ◽  
Public And Private Sector

<p>As transnational capital continues to penetrate the agricultural sectors of developing countries, agri-food production-consumption is increasingly organised at the global scale. This has profound implications for small-scale farmers in the global South, who are being integrated into a globalising agri-food system geared towards the provision of agricultural commodities to meet the demands of wealthy consumers in Northern markets. Chile is one country that has purposefully inserted itself into the world trading system as an agri-exporter - a strategy that has fundamentally transformed Chilean agriculture. Framed within an examination of agrarian transformations in Chile and a world-historical account of agri-food globalisation, this thesis critically examines local-global linkages engendered by agri-food globalisation through a case study of export-oriented Chilean smallholder raspberry growers. The study aims to understand the structure and dynamics of the global value chain for raspberries, and to determine the livelihood implications of smallholder growers' participation in it. A detailed, locality case study was conducted in Yerbas Buenas - an important site of raspberry production within Chile - combining analysis of the raspberry value chain, and an in-depth survey of grower livelihoods. The value chain component focuses on key chain actors and functions within Chile, examining the role of public and private sector organisations governing and coordinating activities along the chain. The livelihoods component examines the significance of raspberry production within diversified household livelihood strategies, considering key assets, capabilities and mediating factors shaping smallholders' access to the value chain. Additionally, the research seeks to explore synergies and tensions between global value chain and sustainable rural livelihoods approaches, and to consider their integrative potential. The thesis finds that increasing competitive pressures, particularly arising from the evolving quality requirements of key overseas buyers, are seriously undermining the capacity of smallholder growers to participate in the chain. While existing private and public sector support is necessary for the participation of the smallest growers, it is not sufficient to secure their survival. It is argued that the neoliberal macroeconomic model represents a major barrier to smallholder participation, as the modernising agri-export-led growth strategy that it underpins can not accommodate the degree of intervention or the redistribution of resources required to address socio-economic inequality in the Chilean countryside.</p>

scholarly journals Mapping Strategic and Sustainable Relevant Actors of Poultry Production and Business Using Stakeholder Network Analysis

2020 ◽  
Vol 20 (2) ◽  
Author(s):  
Desni Triana Ruly Saragih ◽  
Meky Sagrim ◽  
Hendrik Fatem ◽  
Stepanus Pakage ◽  
Yosina Waromi ◽  
...  
Keyword(s):  
Network Analysis ◽  
Value Chain ◽  
Pearson Correlation ◽  
Group Discussion ◽  
Farming Systems ◽  
Chain Process ◽  
Poultry Production ◽  
Shared Resources ◽  
Stakeholder Network ◽  
Relationship Of

ABSTRACT. Stakeholders and their network place top rank of value chain business and ruled prominent roles in the livestock development sector particularly poultry commodity. The involvement of many stakeholders and other parties is questionable because they perform and shape the market and business chain. The study was done in Manokwari using focus group discussion towards twenty-four various represented individuals, groups and mass organizations. The key queries discussed concerning the introduced background of the organization, shared resources, inter-connectivity amongst actors, intervention and innovation preferences and shared by actors. Stakeholder Network Analysis was employed to run the network and relationship between actors using the Pearson Correlation Coefficient and Hierarchical Clustering Analysis. The finding is that the stakeholders in the poultry farming systems are dominated by private group actors who are working in groups to manage the farms and its value chain process and officially have been under laws. These actors commonly act like positive important stakeholders, who ruled the farms. The threats are real and exist and should be lowering as much as possible to mitigate the turn-back effect. The top five shared resources are access, spaces, time, policy, knowledge and skills. Those resources will stay longer to sustain the strong needs of poultry farms. The relationship of actors is dominated by the ranges of correlation are varying in between negative, neutral to positive. Actors are not delivering the intervention and innovation yet. Actors with low interest and low power should then be promoted to high interest and high power by using aids, guidance, and services from each actor from its value chain and cooperation and farming business.  (Pemetaan Pemangku Produksi dan Bisnis Unggas Strategis dan Berkelanjutan Dengan Aplikasi Analisis Jaringan Stakeholder) ABSTRAK. Pemangku kepentingan dan jaringannya menempati peringkat teratas dalam bisnis rantai nilai dan memegang peran penting dalam sektor pengembangan peternakan khususnya komoditas unggas. Keterlibatan banyak pemangku kepentingan dan pihak lain patut dipertanyakan. Penelitian dilakukan di Manokwari dengan menggunakan FGD terhadap dua puluh empat perwakilan individu, kelompok dan ormas. Pertanyaan utama membahas tentang latar belakang organisasi yang diperkenalkan, sumber daya bersama, interkoneksi antar aktor, preferensi intervensi dan inovasi dan dibagikan oleh aktor. Analisis Jaringan Pemangku Kepentingan digunakan untuk menjalankan jaringan dan hubungan dengan menggunakan Koefisien Korelasi Pearson dan Analisis Pengelompokan Hirarkis. Temuannya adalah bahwa para pemangku kepentingan dalam sistem peternakan unggas didominasi oleh pelaku kelompok swasta yang bekerja dalam kelompok untuk mengelola peternakan dan proses rantai nilainya dan secara resmi berada di bawah undang-undang. Aktor ini biasanya bertindak seperti pemangku kepentingan penting yang positif, yang mengatur pertanian. Ancaman itu nyata dan ada dan harus diturunkan sebanyak mungkin untuk mengurangi efek balik. Lima sumber daya bersama teratas adalah akses, ruang, waktu, kebijakan, pengetahuan, dan keterampilan. Sumber daya tersebut akan bertahan lebih lama untuk menopang kebutuhan kuat peternakan unggas. Hubungan antar aktor didominasi oleh rentang korelasi yang bervariasi antara negatif, netral hingga positif. Para pelaku belum melakukan intervensi dan inovasi. Pelaku dengan kepentingan rendah dan kekuasaan rendah kemudian harus dipromosikan menjadi kepentingan tinggi dan kekuasaan tinggi dengan menggunakan bantuan, bimbingan, dan layanan dari masing-masing pelaku dari rantai nilai dan koperasi dan usaha tani.

scholarly journals Editorial: Identifying agri-food research priorities for Spain - 2017 results

2018 ◽  
Vol 16 (3) ◽  
pp. e0001 ◽  
Author(s):  
Marta García ◽  
Ángeles Alonso ◽  
María Luisa Tello ◽  
Marta De la Poza ◽  
Natalia Villalobos ◽  
...  
Keyword(s):  
Value Chain ◽  
Environmental Sustainability ◽  
Rural Areas ◽  
Production Systems ◽  
New Technology ◽  
Research Priorities ◽  
Production Costs ◽  
Chain Process ◽  
Food Research ◽  
Forestry Production

Among other functions, the INIA is involved in national and international cooperation in the field of agri-food research. The process of identifying and classifying gaps in our knowledge forms an essential part of this effort. This article describes that process, the tools and the materials used to achieve the final objective, namely, the identification of research priorities in the Spanish agri-food sector in order to deal with the societal challenges posed by society and the stakeholders involved. These challenges, within the context of the bioeconomy, are the sustainability of primary and forestry production systems, the safety and quality of food and bioproducts as well as the competitiveness of farmers and companies in this sector. It is necessary to optimize resource management and means of production along with improved efficiency to guarantee sustainability throughout the value chain process. The main goal, under the current scenario of climate change, is to develop models which lead to a balance between food quality and production costs (competitiveness and economic sustainability), ecosystem conservation and mitigation of the environmental impacts (environmental sustainability) while maintaining the population in rural areas (social sustainability). These models will be based on new technology in both intensive and extensive production systems. They should support the improvement and valuation of traditional products together with the formulation and development of foods with new functionalities and quality while at the same time ensuring safety. As well as satisfying consumer demand, improved knowledge must lead to a more efficient use of our own resources and by-products within the framework of a circular economy, including the development of bioproducts, eco-innovation and eco-design.

Transformation Management Office as a Vehicle to Accelerate Digital Transformation

2021 ◽  
Author(s):  
Khaled Al Blooshi ◽  
Hassan Mohammed ◽  
Khalid Yousef Al Awadhi ◽  
Pedro Carreiras ◽  
Maitha Harahish Al Mansoori ◽  
...  
Keyword(s):  
Value Chain ◽  
Smart Growth ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Growth Strategy ◽  
New Ways Of Working ◽  
Sustainable Value ◽  
New Energy ◽  
Company Culture ◽  
Reduce Risk

Abstract ADNOC has identified digital technology as a key enabler of sustainable value creation as it delivers its 2030 smart growth strategy. The Transformation Management Office (TMO) has been established to accelerate delivery of ADNOC's digital transformation, actively manage its digital portfolio, build digital capabilities, lead the digital empowerment of local talent and institute a ‘new way to operate’. By doing so, it supports ADNOC's ambition to be a data-driven organization, adopting new ways of working, and delivering greater value, while adapting swiftly to competitive threats to its core business. ADNOC's digital transformation is changing the way the organization operates. The adoption of digital technologies, including big data, Artificial Intelligence and Machine Learning and robotics will optimize production, improve efficiency, reduce risk and de-risk multibillion dollar projects. To achieve this requires a change of company culture across the full value chain. The decision to establish the Transformation Management Office was a recognition that ADNOC must evolve to meet the realities of the new energy era by adopting advanced digital technologies to ensure we remain resilient and agile, by making the most of our resources, enhancing our performance, empowering our people and delivering greater value for our shareholders, Abu Dhabi and the UAE.

scholarly journals Critical assessment on business strategy from aviation to retail industry during COVID-19 Pandemic

2020 ◽  
Vol 2 (2) ◽  
pp. 8-14
Author(s):  
Nilufer Nilufer
Keyword(s):  
Value Chain ◽  
Business Strategy ◽  
Management Practices ◽  
Continuous Process ◽  
Aviation Industry ◽  
Chain Process ◽  
Cost Leadership ◽  
Chain System ◽  
Leadership Strategy ◽  
Cost Leadership Strategy

Covid-19 has deeper effects on our current understanding of business strategy and its implementation. Strategic management practices became more mandatory. In fact, it is a continuous process exploiting the opportunities for the sake of competitive advantages. From the aviation industry to retail, the new normal will continue to affect the value chain process of traditional companies. As a case in this study, Walmart is a well-known company with its cost leadership strategy. Cost is controlled by its most efficient value chain system, which includes all the activities from the buying of raw material to sending a product to the market. This efficient working approach and cost leadership strategy of the organization make it competitive across the globe. The company has a hand on to deal with the challenges from the internal and external environment due to changing technology and people demand. This literature-based study tries to cover the business strategy of Walmart, especially the low-cost leadership strategy and management activities in the value chain system.

Knowledge management practices of an IT company

2014 ◽  
Vol 4 (2) ◽  
pp. 1-27 ◽  
Author(s):  
Sanjay Mohapatra ◽  
Rahul Thakurta
Keyword(s):  
Knowledge Management ◽  
Value Chain ◽  
Management Practices ◽  
Subject Area ◽  
Growth Strategy ◽  
Online Information ◽  
Content Type ◽  
Computing Platform ◽  
Km Strategy ◽  
Business Goals

Subject area – Knowledge management strategy. Study level/applicability – Small and medium organizations providing technology solutions. Case overview – This case presents the developments in BATOI, as it intends to proliferate its services and offerings. BATOI offers an enterprise-class cloud computing platform along with a set of software applications, a business social network and different online information and service portals catering to large audience at the global level. The organization focuses on customer satisfaction as an integral part of the value chain. The case presents the knowledge management (KM) initiatives that were introduced in BATOI as a part of the organization's strategy for growth and acquiring new customers. Based on the business goals of BATOI, the KM-related goals were identified as part of designing the KM strategy. Designing of the KM strategy further assisted BATOI to retain competent employees, and along the way, addressed the major concern of attrition that plagues many established organizations. To conclude, some of the future concerns of BATOI are indicated at the end of the case. The analysis of the case takes into account the KM challenges faced by BATOI and the necessary steps in successfully implementing a KM strategy in an organization. Expected learning outcomes – The objective of this teaching case is as follows: to understand how KM is central to an organization's growth strategy; to appreciate the importance of KM in technology-intensive organizations; to understand the process of deriving the KM goals from the over arching business goals of an organization; and to comprehend the challenges associated with implementing KM strategy for the first time in an organization. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: [email protected] to request teaching notes.

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