手法を比較

	System Dynamics Business Strategy Modeling	Strategic Value Chain Analysis
分野	経営戦略論	経営戦略論
系統	Process / pipeline	Process / pipeline
提唱年	1961	1985
提唱者	Jay W. Forrester; John D. Sterman	Michael E. Porter
種類	Feedback-loop (stock-and-flow) simulation of business strategy	Activity-decomposition pipeline for competitive advantage
原典	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
別名	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
関連	3	4
概要	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.