Against this current trend of low growth and high uncertainty,
business directors must work with their shareholders to set
strategic objectives and define business models. The great number
of possible strategies makes this type of management very complex,
and the actual deployment of strategic choices is often limited by
a lack of overall coherence within the organization. This problem
calls for an appropriate and renewed response. In strategic
management today, a closer, permanent dialogue is needed between
operational and financial performance. Based on a supply chain
approach, the Value Added Supply Chain (VASC) model focuses on
driving operational performance, but aims to achieve a greater and
more dynamic integration between these two dimensions of the
company's value creation.
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