Leveraging Knowledge Across the Value Chain – APQC’s latest KM Best-practice Report

[German title: Wissen quer über die Wertschöpfungskette verstärken]

Campos, K; Hopple, E. (Eds.): Leveraging Knowledge Across The Value Chain. Huston, TX: American Productivity and Quality Center, 2006. 170 p.; ISBN-10: 1-932546-64-2; ISBN-13: 978-1-932546-64-4

In APQC’s latest KM Best-practice Report, Leveraging Knowledge Across the Value Chain, we seek to uncover how leading organizations such as Buckman Laboratories International Inc., Caterpillar Inc., Raytheon Co., Tata Steel Ltd., and U.S. Air Force Materiel Command leverage their knowledge-sharing approaches to bolster their value chain and strengthen the flow of knowledge across internal and external members of that value chain including business partners, suppliers, customers, and more.

APQC’s project team discovered that in order to truly leverage knowledge across the value chain, these organizations have begun to integrate currently disparate knowledge management approaches, process improvement disciplines, and organizational learning programs into a seamless toolkit to enable their business processes. The figure below illustrates how these organizations leverage KM, process improvement, and organizational learning as a fulcrum to support business process performance.

The study team also discovered a total of 23 findings from the best-practice partners. Below are the findings from the first two chapters.

  1. Escape the commodity pricing trap through customer segmentation and intimacy developed through knowledge sharing.
  2. Build a sustainable, win-win value proposition all along the extended value chain.
  3. Build value chain initiatives on a foundation of competency in KM, process improvement, leadership development, and learning.
  4. Use relatively straightforward techniques for managing the potential legal and exposure risks in sharing knowledge across the extended value chain.
  5. Gain clear, visible, and sponsored executive support by tying knowledge sharing to business strategy and business value.
  6. Understand business processes so that knowledge-sharing practices can be built around them.
  7. Gain buy-in by involving the appropriate value chain partners in the design of the knowledge-sharing initiative.
  8. Use a communication strategy to spread the word about the initiatives and build and sustain buy-in.

View all 23 findings in the Executive Summary and purchase the book.


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