Student ID No. 13033380 Module Code: UMSCQV-15-M Strategy analysis of Siemens Wind Power 1. Introduction
Siemens Wind Power, (formerly Danregn Vindkraft A/S and Bonus Energy A/S) is a wind turbine manufacturer established in 1980 as Danregn Vindkraft. Bonus Energy was acquired by Siemens of Germany in 2004. The organisation became a separate division of Siemens in 2011, with headquarters established in Hamburg, Germany. Siemens wind power has a history of more than 30 years and is the world’s oldest wind turbine manufacturer (Siemens Wind Power, 2013). In 2011, Siemens Wind Power had 6.3% share of the world wind turbine market (Ben, 2012). In 2009 it had a market share of nearly 75% of European offshore wind turbines by capacity and …show more content…
Siemens is capable to exploit the valuable, rare and imitable resources can achieve sustained competitive advantage as number 37 World's Most Valuable Brands on Forbes Lists (Forbes, 2014) 3.3 Value chain analysis of Siemens Wind Power
A value chain is a chain of activities for a firm operating in a specific industry. A value chain typically consists of inbound distribution or logistics, manufacturing operations, outbound distribution or logistics, marketing and selling, and after-sales service.
We used the Value Chain framework of Michael Porter because it breaks down the activities of the organisation into its many parts. Contribution of each part can be analysed for its contribution to the total value added by the organisation. Afterwards this can be used to see where to put in the effort and make improvements.
3.3.1 Inbound Logistics :
Includes receiving, storing, inventory control, transportation scheduling. In USA they have the safety stock in Huston and consists 10 pieces of each component. The safety stocks are enough to cover demand of 35 days according to their forecast. Production capacity is 30 turbines a week of the 2.3 and 4 a week of 3.6 and they have 60.000 components (Siemens, 2011).
3.3.2 Outbound …show more content…
For example, resourced-based view (RBV) focus on company's resources, and also consider the resource value chain analysis. Certainly, it is not said that there is wrong with these kind of frameworks. However, there is no easy way to distinguish one from another. The most important is that it seems inevitable when repeated problems discussed.
Secondly, the scale and scope of a value chain analysis can be intimidating. It take a lot of work to finish a full value chain analysis for Siemens wind power so that I can identify and understand the key differences and strategy drivers. In addition, many people are familiar with the value chain but few are experts in its use. Thus, it is difficult to find professional advice.
Finally, we believe that all the frameworks should be treated as described in the descriptive tools. Because they are designed to list and present situations that a company faced. However, there is no relevant solutions that can solve these problems or enhance these capabilities. In this case, there is expected to be more systematic and comprehensive framework
Siemens Wind Power, (formerly Danregn Vindkraft A/S and Bonus Energy A/S) is a wind turbine manufacturer established in 1980 as Danregn Vindkraft. Bonus Energy was acquired by Siemens of Germany in 2004. The organisation became a separate division of Siemens in 2011, with headquarters established in Hamburg, Germany. Siemens wind power has a history of more than 30 years and is the world’s oldest wind turbine manufacturer (Siemens Wind Power, 2013). In 2011, Siemens Wind Power had 6.3% share of the world wind turbine market (Ben, 2012). In 2009 it had a market share of nearly 75% of European offshore wind turbines by capacity and …show more content…
Siemens is capable to exploit the valuable, rare and imitable resources can achieve sustained competitive advantage as number 37 World's Most Valuable Brands on Forbes Lists (Forbes, 2014) 3.3 Value chain analysis of Siemens Wind Power
A value chain is a chain of activities for a firm operating in a specific industry. A value chain typically consists of inbound distribution or logistics, manufacturing operations, outbound distribution or logistics, marketing and selling, and after-sales service.
We used the Value Chain framework of Michael Porter because it breaks down the activities of the organisation into its many parts. Contribution of each part can be analysed for its contribution to the total value added by the organisation. Afterwards this can be used to see where to put in the effort and make improvements.
3.3.1 Inbound Logistics :
Includes receiving, storing, inventory control, transportation scheduling. In USA they have the safety stock in Huston and consists 10 pieces of each component. The safety stocks are enough to cover demand of 35 days according to their forecast. Production capacity is 30 turbines a week of the 2.3 and 4 a week of 3.6 and they have 60.000 components (Siemens, 2011).
3.3.2 Outbound …show more content…
For example, resourced-based view (RBV) focus on company's resources, and also consider the resource value chain analysis. Certainly, it is not said that there is wrong with these kind of frameworks. However, there is no easy way to distinguish one from another. The most important is that it seems inevitable when repeated problems discussed.
Secondly, the scale and scope of a value chain analysis can be intimidating. It take a lot of work to finish a full value chain analysis for Siemens wind power so that I can identify and understand the key differences and strategy drivers. In addition, many people are familiar with the value chain but few are experts in its use. Thus, it is difficult to find professional advice.
Finally, we believe that all the frameworks should be treated as described in the descriptive tools. Because they are designed to list and present situations that a company faced. However, there is no relevant solutions that can solve these problems or enhance these capabilities. In this case, there is expected to be more systematic and comprehensive framework