By. José Ariel Giraldo López
“The new forces of digitization, globalization and deregulation are destroying the value chains of longstanding companies. In industries as varied as banking, insurance, and utilities, competitive advantage is being erased by new and sometimes unexpected competitors, using digital technology as a deadly weapon to radically alter the equation. To respond effectively, threatened companies today must completely rethink their value chains rather than optimize them ”(Larry Downes and Chunka Mui, Unleashing the Killer App in 1998). The value chain technique aims to identify the activities carried out in an institution, which are immersed within a system called the value system,which is made up of the suppliers' value chain, the value chain of other business units, the value chain of distribution channels, the value chain of customers. Competitive advantage is achieved when the company develops and integrates the activities of its value chain in a less expensive and better differentiated way than its rivals. Consequently, the value chain of a company is made up of all its activities that generate added value and the margins that these provide for customer satisfaction.Competitive advantage is achieved when the company develops and integrates the activities of its value chain in a less expensive and better differentiated way than its rivals. Consequently, the value chain of a company is made up of all its activities that generate added value and the margins that these provide for customer satisfaction.Competitive advantage is achieved when the company develops and integrates the activities of its value chain in a less expensive and better differentiated way than its rivals. Consequently, the value chain of a company is made up of all its activities that generate added value and the margins that these provide for customer satisfaction.
A virtual company differs from another in that it implies knowledge of the characteristics of technology and its application to business. Furthermore, it must know the characteristics of the basic business, it must change the way of promoting and offering its products regardless of the geographical location of your customers and suppliers can telework and use electronic document exchange. If the company is to be physically successful, it must grow and generate cash flow.
This paper presents some ideas about the importance of knowledge management, intellectual capital and its influence on the value chain, aspects of great importance, such as e-business and new logistics, technology, the ability to learning, managerial knowledge, creativity and innovation that are important aspects of the new competitive advantage
KNOWLEDGE MANAGEMENT IN THE VALUE CHAIN
The supply chain is the set of processes to position and exchange materials, services, semi-finished products, finished products, after-sales and reverse logistics, as well as information, in integrated logistics that ranges from procurement and acquisition of raw materials. until the delivery and commissioning of finished products to the final consumer. Today the most difficult logistics challenges have to do with integration processes inside and outside the company. Any logistical integration process reveals that the difficulties for cross-functional integration lie in the organizational structures themselves, in the effective responsibility for inventories, in the practices of sharing information, and in the nature of performance measurement systems.Every day we face a changing environment to a world without certainties, waiting for new beliefs and guides to move before so much change, so fast and so discontinuous. The situations of change, generating complexity, can and should be managed. The current economy is characterized by the simultaneous impact of different factors of change: technological, competitive, spatial, cultural and organizational. A new reality that forces business management to know how to manage the three spheres or structures in which it is configured (Bueno, 2000) “The real economy, based on transactions with tangible assets in conventional markets; The financial economy, based on transactions with financial assets,both to facilitate previous operations and to develop their own and specific activities in the financial markets. The information and knowledge economy, based on transactions with intangible assets derived from "knowledge in action" and the use of new technologies, whose greatest exponent is the network. It is a fact that many companies, in a foreboding way, are destroying their value chains. They recognize that the change has already arrived and that it will make their infrastructures obsolete, which is the end of the old model. These companies are using digital technology to break the rules, implicit or explicit, that said how goods and services were bought or sold.based on transactions with intangible assets derived from “knowledge in action” and the use of new technologies, whose greatest exponent is the network. It is a fact that many companies, in a foreboding way, are destroying their value chains. They recognize that the change has already arrived and that it will make their infrastructures obsolete, which is the end of the old model. These companies are using digital technology to break the rules, implicit or explicit, that said how goods and services were bought or sold.based on transactions with intangible assets derived from “knowledge in action” and the use of new technologies, whose greatest exponent is the network. It is a fact that many companies, in a foreboding way, are destroying their value chains. They recognize that the change has already arrived and that it will make their infrastructures obsolete, which is the end of the old model. These companies are using digital technology to break the rules, implicit or explicit, that said how goods and services were bought or sold.These companies are using digital technology to break the rules, implicit or explicit, that said how goods and services were bought or sold.These companies are using digital technology to break the rules, implicit or explicit, that said how goods and services were bought or sold.
To meet the new performance objectives, the logistics process must integrate all the necessary work and obviously avoid unnecessary work. The internal work related to the logistics of the company, on the one hand, must be coordinated, and on the other hand, it must be integrated operationally throughout the supply chain. Supply chain logistics management is the science and practice of controlling these exchanges, monitored by associated information, in this logistics process. The challenge of the change in logistics management is to “reinvent” the logistics process that is currently applied in the company. The flow of product-service value represents the “movement” of value added from the supplier of raw materials to final consumers.The value of the product is increased through physical modifications, packaging, physical proximity to the market, an adaptation of the product to the consumer, sales and after-sales support service and other activities that increase the "desirability" of the product from the point of view of the final consumers.
Knowledge Management is the management of intangible assets that generate value for the organization, it has to do with processes related in one way or another to the acquisition, structuring and transmission of knowledge. (Lorenz, 1993). “The knowledge society in a global economy, a complex society, difficult to manage, to predict, full of contradictions and uncertainties; reasons that excessively open the possible ends of the initiated social processes, a characteristic situation and one that studies chaos theory, as a scientific movement related to the dimensions of complexity. Therefore, knowledge management has organizational learning as its main tool. Knowledge management is a dynamic or flow concept ”. For this we will see what is the difference between data,information and knowledge. A first approach could be the following:
The data is located in the world and the knowledge is located in agents; (people and organizations). In short, the data, once associated with an object and structured, becomes information. While information takes a mediating role. The information associated with a context and an experience becomes knowledge. The knowledge associated with a person and a series of personal skills becomes wisdom, and finally the knowledge associated with an organization and a series of organizational capacities becomes Intellectual Capital.
Between both concepts, it must be recognized that in reality, what flows between different agents is never knowledge as such, but data (information). It is possible to approximate the knowledge of two agents who share the same data, but due to their experiences and the differences in the way of processing the data (mental models, organizational models), they will never have the same tendencies for action, nor identical states of action. knowledge. We can only get approximations, since the internal and external context of one agent is always different from another. This is so, because knowledge is information placed within a context (experience). Information flow is the two-way exchange of transaction data and inventory status between actors / partners in the supply chain (For example:sales / purchase forecasts, promotional plans, purchase orders, order validation, order acceptance / credit, inventory information, shipping information -tracking & tracing, invoices, payments and assortment requirements). Currently this flow is less and less paper based and more electronic in nature.
Intellectual Capital: Well, what is Intellectual Capital? Steward (1997) “defines Intellectual Capital as intellectual material, knowledge, information, intellectual property, experience, which can be used to create value. It is collective brain power. " It is difficult to identify and even more to distribute effectively. Intellectual Capital is an almost accounting concept; The idea is to implement measurement models for intangible assets, commonly called Intellectual Capital measurement models. In short, Intellectual Capital can be defined as the set of Intangible Assets of an organization that, despite not being reflected in traditional financial statements, currently generates value or has the potential to generate it in the future.The interesting thing is to determine if our intangibles improve or not (positive trend, generate value). The objective is to determine which intangibles add value to the organization and subsequently monitor them.
Once the concept of Intellectual Capital is understood, we can define the concept of Knowledge Management again, Koontz and Weihrich (cited by Pavez, 2000) “defines the term as the process by which a variety of resources are obtained, deployed or used basic to support the objectives of the organization. Knowledge Management in a more precise way: set of processes and systems that allow the Intellectual Capital of an organization to increase significantly, by managing its problem-solving capabilities efficiently, with the ultimate goal of generating advantages competitive sustainable over time ”. Knowledge management, from a conceptual point of view, has also been definedby Rodríguez (2006) “as a set of systematic processes (identification and capture of intellectual capital; treatment, development and sharing of knowledge; and its use) aimed at organizational and / or personal development and, consequently, at generating an advantage competitive for the organization and / or the individual ”. (Capó et al., 2005 ”Knowledge management in an inter-organizational environment focuses on horizontal alliances between two or more partners, while few authors focus on vertical alliances between providers and customers, that is, in the supply chain. In any case, most of the results obtained for horizontal-type relationships are perfectly applicable in the case of vertical-type ones. "The importance of alliances and business cooperation, as a key that adds value to the simple process of business concentration or company mergers, can facilitate the creation and exchange of knowledge between competing companies or those belonging to other sectors, apparently unrelated, with what to cooperate and learn through the creation of "communities of best practices". “Knowledge management at an inter-organizational level is carried out by Levy et al. (2003), in which the term “co-operation is introduced to indicate the simultaneity between cooperation and competition, which happens for example in clustered small and medium-sized enterprises (SMEs)” which are a series of related industries and industries of support (process, articulation and market niche).The production chain refers to how input suppliers, processors, and distributors are organized for the production of a good. Clusters are the sum of industries that are organized around common end uses and mutually reinforce their competitive advantages.
The old competitive advantages consisted of cheap labor, the current ones by technology, information, knowledge and managerial creativity that are shaped by technological innovation, managerial innovation, the qualification of people, the ability to learn and value added activities. The 1990s raised great promises and uncertainties with great opportunities around it, the end of the cold war freed forces to recover equipment and infrastructure in Eastern Europe taking advantage of the economic opening and the globalization of the markets. Similar situation occurred in Latin American countries such as Mexico, Chile and Colombia, given these changes; the Internet makes it possible to conduct electronic commerce,making the most of the existing network infrastructure and technologies. As business transactions get closer to the web, the world will see the emergence of a true global network economy.
Electronic commerce is not limited to the Internet, video-text and television broadcasting make tele-shopping possible, catalogs can be edited electronically, in reserve as well as on CD-ROOM, and telebank services are already running through private networks. Specialized entities such as VISA, CYBERCASH etc. can take place in e-commerce processes for the promotion of offers, orders, deliveries and payments. The new trade is an opportunity for goods and services that by their nature can be provided on the Internet. Suppliers will be able to enjoy a global presence at a low cost, consumers will have greater alternatives within an extensive offer that has no geographical limits.The distribution chain is shortened and with it the deadlines and response times (orders and responses almost instantaneously, having a quick knowledge of availability or prices). The shortening of the purchase cycle implies a decrease in costs, due to a smaller number of intermediaries since it can automate a large number of processes. The shortening of the response cycle allows improving the quality of the service, improving competitiveness by having mechanisms that provide direct feedback to the merchant with information about the acceptance of products or the profile and preferences of their customers.by a smaller number of intermediaries, as they can automate a large number of processes. The shortening of the response cycle allows improving the quality of the service, improving competitiveness by having mechanisms that provide direct feedback to the merchant with information about the acceptance of products or the profile and preferences of their customers.by a smaller number of intermediaries, as they can automate a large number of processes. The shortening of the response cycle allows improving the quality of the service, improving competitiveness by having mechanisms that provide direct feedback to the merchant with information about the acceptance of products or the profile and preferences of their customers.
E-commerce and its impact on retailers, the supply chain has been a function of accelerating the cycle of different links, in some cases when it does not add value between the manufacturer and the marketing company and between it and the retailer. Direct marketing via the Internet, integrated with logistics along with more mature forms of direct marketing such as mail order and telephone catalog sales. With integrated logistics, direct marketers can obtain their products directly from manufacturers and send them in the same way to customers through a distribution point that allows the customized assembly of products according to each customer, the basis for the massive customization of the clients.
Electronic commerce linked to the barcode and electronic document exchange are the fundamental pillar of the entire process that allows companies to be more efficient and flexible in their internal operations, working more closely with their suppliers, to offer greater benefits to Your customers, as can be seen with e-commerce, all win. Thanks to the advantages of electronic commerce, companies can be more competitive in a global market that does not wait. Thanks to the Internet the scenario has changed, now commerce is carried out through the network, which allows greater benefits with a better cost-benefit ratio for doing business.Companies do electronic business by installing virtual stores on the Internet and the development of electronic price catalogs that facilitate the exchange of information on business processes. Virtual stores are points of sale where they are open twenty-four hours a day, regardless of place or distance.
(Giraldo López 2004) “New logistics has become the foundation of the commercial company, a success today. The benefits of logistics are reduced inventory costs and companies become more productive and competitive from the global marketplace. Organizations will increasingly be in business design, packaging and promotion. The Internet has made the job easier by providing a standard communication platform. Advances in telecommunications and computer technologies have allowed the integration of different logistics functions ranging from the supply chain, customer service, transportation, warehousing, inventory management, order processing, information systems,production planning The vertical integration in which the production and assembly process was controlled until marketing was reached, allowed a competitive advantage based on economy of scale ”. It is being replaced by virtual integration. Where leading value-for-value companies focus on a limited set of distinctive skills and get almost every other feature out, they can manage components and services anywhere in the world and market their products where there is demand. Benetton the Italian fashion retailer operates in 100 nations. Peugeot Citroen assembles two million inventories with 60% parts from external suppliers and reduced its inventory figures to five days. GE Aircraft Engines reduced its purchase order cycle from 30 to 15 days,decreased purchase order costs from $ 100 to $ 5.
The logistics function is the foundation of outsourcing, activities that are carried out outside the company, much of the physical distribution is carried out with external elements. As physical distribution is outsourced, more and more companies are using this method as part of their strategy. Outsourcing logistics management is evolving, its growth potential is enormous due to savings and advances in marketing.
Finally The challenges and opportunities for the management of companies and their value chain in the new millennium, refer to the importance of the development or management of knowledge and talent, as a key to the creation of new organizational knowledge, The importance of organizational learning and transorganizational, as a key to incorporate and develop the necessary knowledge and talent, without which organizations will not evolve towards the new requirements of cyber business, e-business and e-commerce, as a key that is revolutionizing the way of acting in the markets, of relating the agents that integrate them and how, The importance of the internationalization of the company, as a key that interprets the new reality of a global economy,integrating global markets together with other local (national and regional). The importance of the internationalization and transculturality of management, as a key that marks one of the greatest challenges of the new era, since it is not enough to develop businesses transnationally, but you must learn to act, understand and live all the cultural wealth of the countries, regions and regions in which the company can operate.
CONCLUSIONS
Organizational learning, knowledge management and Intellectual Capital Measurement are related and complementary concepts, organizational learning is the basis of good knowledge management and Knowledge Management is the basis for the generation of Intellectual Capital and organizational capabilities.. Hence, companies must adopt a new "style of thinking", in the construction of new managerial thinking that leads them to "best practices", looking to the future, but reflecting on the knowledge of the past, making their processes more innovative.
The growth of the economy no longer occurs only around services but around the computer, software and telecommunications industry. Using information technology, businesses are redesigned to make them more competitive.
Organizational changes take great steps through information technology, this implies many layoffs, but at the same time, the possibility of creating other companies and new businesses that are more agile and flexible that adapt to the needs of their clients.
High technology is an important and strategic tool to manage the company, so it is important to learn how to use it because it has positively invaded many aspects of our environments and daily life. Empowerment brings together the technology that must start with the division of systems as a requirement to implement any change
Technology plays an important role in the competition to obtain more clients, making sales processes more agile with the installation of more modern cash registers, barcodes, electronic payments, and self-payment systems through which the client registers the products you buy, New technologies through databases allow you to know detailed information of each client you are looking for, make more effective sales by making targeted promotions that reach your main clients in a personalized way.
BIBLIOGRAPHY
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Logistics Instructor SENA Regional Valle, Business Administrator, Public Accounting, Management Specialist, Marketing Specialist, Master in Logistics. Diplomas in Strategic Marketing Management, Sales Management, Supply Chain Management, Integral Logistics Management, Value Chain Management, International Logistics Management, SENA Professor, University professor, experience in Administrative, Financial Management, Marketing and Logistics Supervision. At Coosmeval, Comfenalco, Honda S, A. Nabisco Royal.
It is the ability of an organization to systematically obtain and maintain competitive advantages over its competitors, using organizational skills and abilities in the market, achieving access to the national or international market with a product that can compete globally. To the extent that the company carries out a better activity than that of its competitors, it will be able to achieve a competitive advantage, all based on the processes of the organization's object. Competitiveness requires anticipation, adaptation, flexibility, efficiency, market segmentation, professional management and innovation integrates all the organization's processes and makes the most of all the resources, gives a clear vision and formulates an organizational strategy.
The value chain describes all the processes and variables that are involved in the production of a good or service until it is brought to the final customer. It is used as a tool for the company to assess costs and returns in each activity that creates value, as well as the costs and returns of competitors, as benchmarks and seek improvements. Immersed in the value system; from suppliers, business units, distributors and consumers. The value chain is essentially a form of analysis of business activity through which we decompose a company into its constituent parts, seeking to identify sources of competitive advantage in those activities that generate value.
. Value is the amount that buyers are willing to pay for what a company provides them. Value is defined as the sum of the perceived benefits that the customer receives less the costs perceived by him when acquiring and using a product or service.
In interorganizational knowledge management, a company may find it necessary to ally or deal with organizations with experience, languages and contexts very different from its own. This will imply the need for new organizational forms for companies, at the same time that deduces that an environment in which companies have a high level of trust and collaboration
It aims to guide towards a better inter-business strategy in competitive market environments. Its main postulate defends that relationships between companies are not necessarily subject to zero-sum game theory, where when one wins the other must lose, since it is possible to reach win-win agreements (non-zero sum) between companies. based on competitive cooperation.
A cluster is part of the competitive diamond as one of its essential axes, they are groups of economic agents that participate directly or indirectly in the production of final goods, it is something like a cluster of companies, but its composition refers to the articulation of a series of productive units around the positioning of a final product in the market. It is a transversal term that incorporates around a specific productive chain.
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