Introduction: The
Value Chain model, originally developed by Michael Porter (1985), has
traditionally focused on linear production, cost efficiency, and competitive
advantage. However, modern businesses are shifting toward dynamic,
service-integrated ecosystems emphasising digital transformation,
sustainability, and customer-driven innovation. Aim: This study examines the
continuing relevance and evolution of Porter’s Value Chain model in the context
of contemporary organisational needs. It explores how the traditional framework
has been adapted or expanded in response to technological, environmental, and
strategic shifts. Method: A systematic literature review and comparative
analysis were conducted on peer- reviewed academic publications that featured
the term "value chain" in their titles and referenced Porter in their
abstracts, limited to articles published after 2019. This approach enabled the
study to trace theoretical developments and practical applications of the model
in recent years. Findings: Twelve articles met the inclusion criteria. The
analysis reveals that Porter’s Value Chain remains a foundational framework,
but its relevance today lies in how it has evolved. Contemporary adaptations
emphasise interconnectivity, digital integration, and service differentiation.
Technological tools such as AI, automation, and data analytics have
repositioned technology as a central activity rather than a support function,
while sustainability has emerged as a strategic imperative in value chain
design and execution. Contribution: This study affirms that Porter’s Value
Chain model is still highly relevant but must be applied in updated, flexible
forms to remain impactful. By mapping its transformation, the study bridges
traditional theory with current organisational realities, highlighting how
foundational concepts endure when aligned with emerging strategic priorities.
