McCormick+Schmitz Handbook for value chain research on - PACA

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unwieldy but unavoidable notion of “competitiveness”. Disaggregating helps to show that, <strong>for</strong> example, your region might be competitive in terms of price but per<strong>for</strong>m poorly in terms of speed of response and punctuality. Table 11.1 : Weaknesses and strengths of manufactures on a scale of 1 to 5 Weakness Strength 1 2 3 4 5 Regular and reliable product quality India Italy Brazil China Price Italy Brazil India China Response time (from order to delivery) India China Brazil Italy Punctual delivery India Italy Brazil China Flexibility: coping with small and large orders China India Italy Brazil Innovative Design Brazil China India Italy 69
Such differences emerge clearly if you ask your respondent to use a five-point-scale <strong>for</strong> each of the above criteria. Give him or her a blank copy of Table 11.1 and ask them to place your country (region) and the other relevant countries (regions) in the relevant boxes. This table and the related figures use actual findings from the footwear industries in China, India, Brazil and Italy, but the same techniques can be used in the garment industry. The resulting in<strong>for</strong>mation can then be entered into a star diagram (see Figures 11.1 and 11.2) in which each arm represents one of our criteria. (Note that you can reduce or increase the number of criteria.) Linking up the scores then gives you a radar chart of each region. The combinations in which these charts can be used and compared are many. For example, you can compare how US versus European buyers assess your region, using in each case the average score of the respective group of buyers. The key step, however, lies usually in putting the radar chart of your region on that of the directly competing region. It reveals at a glance – to you and your audience – the respective strengths and weaknesses. Figure 11.1, <strong>for</strong> example, compares the per<strong>for</strong>mance of India and China showing that India’s main deficiency lies in quality and punctuality. Or take Figure 11.2 which shows that Brazilian producers out-compete Italian producers in terms of price (no surprise) and punctuality (small surprise), that they can match Italy in terms of product quality (big surprise) but are far behind in terms of innovative design (no surprise). These examples are taken from Schmitz and Knorringa’s (2000) paper ‘Learning from Global Buyers’. An early version of this paper, including the questionnaire, can be downloaded from www.ids.ac.uk/ids/global/valchn.html. The paper also stresses the limitations of using buyers as a source of comparative in<strong>for</strong>mation on producers. The use of this simple and effective technique has been simplified further – with regard to data processing – by recent versions of the software programme Excel. Go to Insert → Chart → Radar. 70
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MANUAL FOR VALUE CHAIN RESEARCH ON
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10.1 Mapping homeworkers 57 10.2 Ma
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List of Boxes Box 1.1: Maria: A hom
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Introduction In developed and devel
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to understand the situation of home
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Part I. Homeworkers in Value Chains
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Box 1.2: Agnes: A homeworker moving
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no contact with the main contractor
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A value ch
Page 19 and 20: dominate certain value</str
Page 21 and 22: • Finding leverage points <strong
Page 23 and 24: Figure 4.1: Triangle manufacturing
Page 25 and 26: Table 4.1: Types of buyers, quality
Page 27 and 28: 5. The new retailing and its implic
Page 29 and 30: ut more frequent orders. Manufactur
Page 31 and 32: which demand limited skills and are
Page 33 and 34: In this manual, we are dealing main
Page 35 and 36: Part II. Methodology This third par
Page 37 and 38: 8.2 Initial and final map Mapping a
Page 39 and 40: kinds of connections between the va
Page 41 and 42: • directed network: firms <strong
Page 43 and 44: local hotel these suppliers and buy
Page 45 and 46: the designs in the various stages?
Page 47 and 48: Figure 9.1: Chain map - workers' ho
Page 49 and 50: you prefer, you can double count, t
Page 51 and 52: If a significant percentage of the
Page 53 and 54: garment industry according to the i
Page 55 and 56: Figure 9.3: Chain map - share of fe
Page 57 and 58: Indicators of directed network: Ma
Page 59 and 60: Figure 10.1 : Network of homeworker
Page 61 and 62: for the executive
Page 63 and 64: Figure 10.3 : Producer services <st
Page 65 and 66: Figure 10.4 : Wages and skill short
Page 67 and 68: producers all over the world. This
Page 69: Long-term, quality growth has alway
Page 73 and 74: it may well be worth recording them
Page 75 and 76: it is useful to present the results
Page 77 and 78: Figure 12.3 : Sub-contractor networ
Page 79 and 80: 13.2 Observing Here are some of the
Page 81 and 82: A good research de
Page 83 and 84: A major concern in the protection o
Page 85 and 86: Buyers’ expectations Producers’
Page 87 and 88: 15. Working with public agencies Th
Page 89 and 90: useful source of infor</str
Page 91 and 92: In order to assess the impact of su
Page 93 and 94: The first step is to gather basic i
Page 95 and 96: In step one, the research</
Page 97 and 98: is to examine how such differences
Page 99 and 100: Let us start with the latter, askin
Page 101 and 102: You may want to investigate what ty
Page 103 and 104: Given that home-workers are often c
Page 105 and 106: usiness schools and technology inst
Page 107 and 108: A second reason for</strong
Page 109 and 110: individuals can also be ordinary pe
Page 111 and 112: In answering the first question, th
Page 113 and 114: Obtaining or creating the sampling
Page 115 and 116: selection of a few illustrative cas
Page 117 and 118: The coding of open-ended questions
Page 119 and 120: You will also need to analyse the q
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The third step is data collection.
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the society. Neilson (1990: 20) cla
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Casson, Mark, and Robert Price. 198
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Kaplinsky, Raphael. 1998. “Global
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Wilson, Fiona. 1991. Sweaters: Gend
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Business forums de
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