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SUBMISSION AND REVIEW PROCESS

The following steps describe the paper submission and review process.

  1. Author initially submits his or her paper to info@value-eng.org.

  2. Author receives an acknowledgement of receipt of the manuscript. The receipt informs the author of the submission reference number and indicates an expected timeline for the review and submission process.

  3. The paper is forwarded to the Value World editor, who then executes the peer review process. Referee identities will remain anonymous.

  4. The editor accepts the majority recommendation for the paper. At this stage, a paper may be:
    1. Recommended for publication in its current form,
    2. Recommended for publication after revision to address referees’ comments, or
    3. Rejected outright.

  5. The author is informed of the editor’s decision.
    1. If the paper is rejected, the author receives a copy of the review comments. The author will be provided, upon request, with additional guidance to improve the likelihood of future submissions being accepted.
    2. If the paper is recommended for publication after revision to address referees’ comments, the author will be invited to revise the paper accordingly and to resubmit it. Once the revised paper is received, it will undergo a second review for approval.
    3. If the paper is recommended for publication in its current form, the author will be informed and the paper will be forwarded for publication.

  6. After a paper has been accepted for publication, a Copyright Transfer Form will be sent to the author at this time. The form must be completed and returned before the paper can be published.
  7. SAVE International may request that grammar, spelling, and citation errors be corrected before publication. The author is completely responsible for ensuring that the manuscript is free of grammatical, spelling, and citation errors. SAVE International takes no responsibility for incorrect or inaccurate language, misspellings, punctuation, references, and so forth.
Fall 2007 Vol 30, Issue 3
THE IMPORTANCE OF “VALUE” FOR BUSINESS STRATEGIC MANAGEMENT
By Manuel Teles Fernandes

The Alignments and Paradoxes Model (MAP) comprises six matrixes: the Market; the Value; the Effort; the Product Margin; the Potential Profi t; and, the Strategy. The intra-relation between all of them provides an integrated view of any business. The model allows managers to understand the market potential and the product potential by analysing the perceived value by the consumer, the needed effort to produce the product or service and the potential volume of the business. It also allows managers to create scenarios and evaluate different potential solutions for any business proposition.
HOW TO DESIGN AND IMPLEMENT A GLOBAL VALUE MANAGEMENT PROGRAM TO DRIVE ORGANIC GROWTH
By Jonas Klang, Per Lindstedt, and Jan Burenius

ITT Industries is a $7.4 billion diversifi ed manufacturer with approximately 40,000 employees globally. The company’s Management System is built around several value-based tools, all designed to help the company make decisions, improvements and products that directly support its business goals. One of these value-based tools is Value-Based Product Development (VBPD). The goal of VBPD is to drive organic growth through new product offerings with unrivalled customer value. VBPD was launched in 2000 and has helped ITT move up the list of premier multi-industry companies in terms of new product sales measured as a percentage of overall sales.
INCREASING VALUE OF CAPITAL PROJECTS THROUGH COMBINATION OF CONVERGING AND DIVERGING VALUE EXERCISES
By Garance Bundel and Marc Maeseele

Within Shell there is a drive for increased capital effectiveness. To improve the capital effectiveness it is crucial to assess the project value at several milestones during its development. At these milestones key decisions are made based on the health of the project. On the one hand these key decisions comprise of whether or not it is the right time to develop a project looking at both the market conditions and inter-company competing projects. On the other hand the assessment is made whether or not the project is developed in the right way, by challenging the project (content) deliverables. The company focus is to do the right projects at the right time.
HOW TO MEASURE THE VALUE FROM A SUSTAINABLE POINT OF VIEW
By Jorge Alexandre, Anabela Maia, David Camocho, Fátima Rodrigues, João Henriques and Justina Catarino

Entrepreneurial activities must change when taking into account Sustainable Development paradigm. A new way of evaluating enterprises’ performance which incorporates economical, environmental and social criteria is necessary.