1. 7 Robert Uberman, Korporacje międzynarodowe

2. Oil & Gas business „Value chain” PetroStrategies Inc. Robert Uberman, Multinational Corporations (MNCs)

3. „Value chain” of gasoline sold at petrol stations Robert Uberman, Multinational Corporations (MNCs)

4. „Value chain” of gasoline sold at petrol stations (data in USD) Robert Uberman, Multinational Corporations (MNCs) Lifting (Quwait) Freight to Rotterdam Refining (Rotterdam) WholesaleRetail Raw materials223 300246 400355 0001 155 000 Processing7 70015 40061 600 180 000 Excise tax0600 0000 Gross marigin (overheads + profit)215 6007 70047 000138 400465 000

5. Gasoline Value chain (real data from the US market) PetroStrategies Inc., dane dla rynku USA,2007 PetroStrategies Inc., dane dla największych korporacji naftowych, 2007 Robert Uberman, Multinational Corporations (MNCs)

6. MNCs’ drilled down– „Value chain” A value chain is a chain of activities for a firm operating in a specific industry. The value chain categorizes the generic value-adding activities of an organization. (Porter Michael E.: Competitive Advantage: Creating and Sustaining Superior Performance, pp. 33-51) The key function of a value chain analysis as identification of each activity’s value for a customer The value chain concept allows for a comparison of various activities between MNCs Robert Uberman, Multinational Corporations (MNCs)

7. Value of a MNC as whole and drilled down – „Value (creation) chain” Robert Uberman, Multinational Corporations (MNCs)

8. Outsourcing- areas outsourced most willingly Customer service Logistics (warehousing, packaging, distribution) Production Service (non-specialised, linked to R&D)) Training Administration (Burt,Dobler,Starling, „World Class Management. The Key to Supply Chain Management”, McGrawHill, 2003, p. 309) Robert Uberman, Multinational Corporations (MNCs)

9. Outsourcing- areas outsourced least willingly Research and Development Sales Specialised production Procurement Specialised service (Burt, Dobler, Starling, „World Class Management. The Key to Supply Chain Management”, McGrawHill, 2003, p. 309 Robert Uberman, Multinational Corporations (MNCs)

10. „Value chain”- an improvement tool optimisation of basic activities –focus on „core competences” –lean management better co-ordination between processes external co-ordination –expanding value chain towards suppliers and customers At present there’s no competition between MNCs but between value chains Robert Uberman, Multinational Corporations (MNCs)

11. „Value chain” and benchmarking - application in practice 27 % companies in USA use a value chain concept and 47% considers it (Ernst &Young, 2003 Survey see: Atrill, Laney, p. 371) 53 % companies in USA use a benchmarking concept and 36% considers it (Ernst &Young, 2003 Survey see Atrill, Laney, p. 373) Robert Uberman, Multinational Corporations (MNCs)