Comparar métodos

	System Dynamics Business Strategy Modeling	Strategic Value Chain Analysis
Campo	Dirección estratégica	Dirección estratégica
Familia	Process / pipeline	Process / pipeline
Año de origen	1961	1985
Autor original	Jay W. Forrester; John D. Sterman	Michael E. Porter
Tipo	Feedback-loop (stock-and-flow) simulation of business strategy	Activity-decomposition pipeline for competitive advantage
Fuente seminal	Forrester, J. W. (1961). Industrial Dynamics. Cambridge, MA: MIT Press. ISBN: 9780262060035	Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. ISBN: 9780029250907
Alias	Business Strategy System Dynamics, Feedback-Loop Strategy Simulation, Stock-and-Flow Business Modeling, Strategy Dynamics Simulation	Porter Value Chain Analysis, Value Chain Framework, Activity-Based Competitive Advantage Analysis, Value System Analysis
Relacionados	3	4
Resumen	System dynamics business strategy modeling represents a firm's strategy as a system of stocks, flows, and feedback loops with delays, then simulates the resulting nonlinear behavior to understand why strategies succeed, fail, or backfire over time. Jay Forrester's 1961 Industrial Dynamics founded the field, showing that the feedback structure of a business — orders, inventories, capacity, and the information links that govern them — generates dynamics like amplification and oscillation that no single decision creates. John Sterman's 2000 Business Dynamics turned this into a comprehensive modeling discipline for managers, complete with a structured process for building, testing, and using simulation models. The method gives strategists a way to see how policies ripple through reinforcing and balancing loops, often producing counterintuitive long-run consequences.	Strategic value chain analysis disaggregates a firm into the discrete activities through which it designs, produces, markets, delivers, and supports its product, in order to locate the sources of cost advantage and differentiation that underlie competitive advantage. The framework is Michael Porter's, introduced in his 1985 Competitive Advantage, where he divides the firm's activities into five primary categories — inbound logistics, operations, outbound logistics, marketing and sales, and service — and four support categories — firm infrastructure, human resource management, technology development, and procurement — with margin as the difference between total value created and total cost. Porter argued that competitive advantage cannot be understood by looking at the firm as a whole but must be traced to the way particular activities are performed and linked. The analysis extends outward to the value system linking suppliers, the firm, channels, and buyers.