Feb 10, 2020
sometimes i open my mouth and my mother's silences come / tumbling out of me
Rita Wong, from “value chain,” Forage
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sometimes i open my mouth and my mother's silences come / tumbling out of me
Rita Wong, from “value chain,” Forage
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On Understanding the Dynamics that Drive a Company: Value Chain and System Dynamics
This is a short preview of the article: In this article, we will be understanding the dynamics that drive a company. In particular, I will introduce two different types of models for investigating these dynamics: the Value Chain ad System Dynamics. The first concept is particularly handy when you are seeking to design continuous small
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Hashtags: #Company, #Dynamics, #Feedback, #Firm, #Flow, #HumanResourcesManagement, #InboundLogistics, #Infrastructure, #MarketingAndSales, #Operations, #OutboundLogistics, #Porter, #Procurement, #Service, #Stock, #SystemDynamics, #TableFunction, #TechnologicalDevelopment, #TimeDelay, #ValueChain
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On Understanding the Dynamics that Drive a Company: Value Chain and System Dynamics is available at the following link: https://francescolelli.info/bpi/on-understanding-the-dynamics-that-drive-a-company-value-chain-and-system-dynamics/ You will find more information, stories, examples, data, opinions and scientific papers as part of a collection of articles about Information Management, Computer Science, Economics, Finance and More.
The title of the full article is: On Understanding the Dynamics that Drive a Company: Value Chain and System Dynamics
It belong to the following categories: BPI, Economics
The most relevant keywords are: company, dynamics, Feedback, firm, Flow, Human resources management, Inbound logistics, Infrastructure, Marketing and sales, Operations, Outbound logistics, Porter, Procurement, Service, Stock, System Dynamics, Table function, Technological development, Time delay, value chain
It has been published by Francesco Lelli at Francesco Lelli a blog about Information Management, Computer Science, Finance, Economics and nearby ideas and opinions
In this article, we will be understanding the dynamics that drive a company. In particular, I will introduce two different types of models for investigating these dynamics: the Value Chain ad System Dynamics. The first concept is particularly handy when you are seeking to design continuous small
Hope you will find it interesting and that it will help you in your journey
In this article, we will be understanding the dynamics that drive a company. In particular, I will introduce two different types of models for investigating these dynamics: the Value Chain ad System Dynamics. The first concept is particularly handy when you are seeking to design continuous small improvements, the second will be helpful when you…
StePac Launches Lean and Fully Recyclable Top Seal Solution
StePac Launches Lean and Fully Recyclable Top Seal Solution
Attractive top-seals extend shelf life of fresh fruits and ready-to-eat salads. Tefen, Israel – Fresh produce packaging innovators, StePac Ltd. has expanded its range of top seals with new solutions to boost the retail fresh produce packaging sector. Its newly upgraded portfolio includes lean and fully recyclable easy peel film structures designed to be sealed onto trays or containers housing…
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Shaping the Future of the U.S. Vegan Food Market
The U.S. Vegan Food Market is witnessing a transition from early adoption to long-term normalization, with a market size reaching USD 8.9 billion in 2025. With a growth path aiming for USD 17.8 billion by 2033, the market is moving past the hype phase and into a period of sustainable, efficiency-led expansion. The key to this transition has been the industry's ability to lower prices and enhance the availability of quality items. As consumers increasingly view plant-based options as a normal part of their weekly grocery list, the market is moving toward a highly efficient, high-volume retail landscape where accessibility is the primary driver of adoption.
Meeting the U.S. Flexitarian Vegan Products Demand
Success in the current climate is largely determined by an organization’s ability to satisfy the high U.S. flexitarian vegan products demand. These shoppers are pragmatic—they want products that cook like meat, taste like dairy, and fit seamlessly into their existing recipe books. Manufacturers are responding by focusing on "culinary versatility," ensuring that their plant-based crumbles, slices, and milks perform well in high-heat cooking, baking, and blending. This functional approach is vital for catering to the average American home cook, who prioritizes reliability and performance above all other factors when preparing meals for their family.
Integrating Sustainability into the Value Chain
Sustainability is no longer a marketing claim but an operational requirement. Consumers are increasingly demanding transparency regarding the carbon and water footprint of their food, forcing companies to adopt more rigorous tracking and reporting standards. This focus on "green" credentials is helping to build deeper trust and loyalty, particularly among younger demographics who are more likely to align their spending with their values. By integrating sustainable practices across the entire supply chain—from crop sourcing to packaging—the industry is not only meeting regulatory expectations but also building a stronger, more resilient brand identity that stands out in a crowded market.
Resilience and Growth in a Shifting Economy
The industry's ability to adapt to economic shifts and fluctuating raw material costs will be the defining feature of the next decade. By leveraging diversified supply chains and investing in smarter logistics, companies are finding ways to keep plant-based foods competitive against conventional animal proteins. This economic resilience is crucial for maintaining the interest of price-sensitive shoppers, who may otherwise default to cheaper, traditional animal products. As the industry continues to refine its approach, the promise of affordable, accessible, and high-quality vegan food will remain the guiding vision for sustainable growth through 2033 and beyond.
Thomas, Large & Singer: North America’s Leading CPG Value Chain Partner
Thomas, Large & Singer (TLS) is a leading North American provider of end-to-end value chain solutions for Consumer Packaged Goods (CPG) companies. Since 1912, TLS has helped brands grow through its integrated services in logistics, warehousing, financial operations, supply chain management, and sales execution. Their Value Chain Distribution covers transportation, warehousing, order-to-cash, invoicing, and trade fund management, supported by advanced ERP, EDI, and BI tools. Through CPG Supply Chain Solutions, TLS optimizes inventory, demand planning, and distribution networks for efficiency and scale. Their Sales Solutions span e-commerce management, broker partnerships, and private label development, helping brands expand across Canada and the U.S. At the core is ValueStream, TLS’s unified platform combining logistics, finance, and sales with real-time analytics. With over a century of expertise, TLS empowers CPG brands to reduce costs, increase speed to market, and achieve sustainable growth.
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Malaysia’s RM63b Chip Strategy Gains Traction, But MBSB Says More Time Needed to Climb Value Chain
MBSB Research is maintaining a neutral outlook on Malaysia’s technology sector despite notable progress under the National Semiconductor Strategy (NSS), announced in May 2024. Following the ASEAN Semiconductor Summit 2025, Malaysia has secured RM63 billion in semiconductor investments—RM59 billion from foreign investors and RM5 billion domestically. Key projects include Infineon’s SiC power fab…
In developing countries there are different factors which limit capacity of farmers in the marketing of their produce and earn little market margins while other actors along the chain have the power to determine prices paid and thus extract marketing margins. The study was aimed at analysing value chain of wheat the case of selected woreda of Hadiya zone with objectives of identifying wheat value chain actors and defining their roles, analysing market margin of actors, and constraints in the chain. The cross sectional survey design and multi-stage sampling techniques were implemented. The data were collected from both primary and secondary sources. The primary data were collected from randomly selected 180 producers’ farmers. The results indicate that the main value chain actors are input suppliers, farmers, collectors, wholesalers, processors, retailers and consumers. The producer’s share of the consumer price was found to be the highest in channel-III, with share of 78.9% and lowest total gross market margin was 21.1%. This reflects that channel-III provide producers with better share of value created. Constraints at the production level were shortage of improved seed, weak extension service, prevalence of pest and disease, unseasonal rainfall. The major wheat marketing constraints were weak market linkage, low price during harvesting time, insufficient handling, poor quality wheat and lack of modern storage canters in the production area.
In developing countries there are different factors which limit capacity of farmers in the marketing of their produce and earn little market margins while other actors along the chain have the power to determine prices paid and thus extract marketing margins. The study was aimed at analysing value chain of wheat the case of selected woreda of Hadiya zone with objectives of identifying wheat value chain actors and defining their roles, analysing market margin of actors, and constraints in the chain. The cross sectional survey design and multi-stage sampling techniques were implemented. The data were collected from both primary and secondary sources. The primary data were collected from randomly selected 180 producers’ farmers. The results indicate that the main value chain actors are input suppliers, farmers, collectors, wholesalers, processors, retailers and consumers. The producer’s share of the consumer price was found to be the highest in channel-III, with share of 78.9% and lowest total gross market margin was 21.1%. This reflects that channel-III provide producers with better share of value created. Constraints at the production level were shortage of improved seed, weak extension service, prevalence of pest and disease, unseasonal rainfall. The major wheat marketing constraints were weak market linkage, low price during harvesting time, insufficient handling, poor quality wheat and lack of modern storage canters in the production area.