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Managing Supply Chain Risk in Lean Times
Track 1 Session 8
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Mark CotteleerAssistant ProfessorMarquette University
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
AbstractThe business benefits of operating lean are well established. However, as lean principles continue to take hold through our supply chains, it is also important to consider the risks they introduce. This session takes a look at balancing the risks and rewards of lean as it applies to sourcing. Attendees will take away an understanding of how to define and maintain "optimal leanness" in their firms.
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
AgendaTradeoffs in Lean Procurement– Financial Example
How Much Risk?– How Realistic is the Threat?
Risk Mitigation Strategies– Proactive– Reactive
The Risk in Lean Procurement
Mark J. CotteleerMarquette University
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Lean Practice in SourcingFewer suppliersLong term relationships– Selection based on past relationships and
performanceSingle-sourcing of components “Tiering” of the supply base– Assignment of whole components to supplier– Design and production become responsibility of
supplier“Just in Time” Delivery
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Leanness
Benefits
Leanness Benefit
Leanness is expected to improve operations, profitability, and firm value.
Benefits of “Leanness” increase as policies are implemented– Supplier reduction– Supplier integration– Vendor-managed inventories
Tradeoffs in Lean Procurement
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
A (hopefully) clarifying example from Finance
Consider a simple business that purchases a single commodity from two suppliers. An analysis of the business yields the following forecast:
Net Profit (est. cash flow) = $1,000Total Years of Life = 20Cost of Capital = 8%
Then the value of the firm is estimated to be: NPV = $9818.15
∑= +
=N
nn
n
rCFNPV
1 )1(
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
A (hopefully) clarifying example from FinanceAssume the owner decides to increase supply chain “Leanness” by partnering with a single supplier:
Net Profit (est. cash flow) = $1000 $1,100Total Years of Life = 20Cost of Capital = 8%
As a result of the increased cash flow estimate, the revised estimate of firm value is:
NPV = $10,799.96 (vs. $9,818.15)
And it looks like “going lean” was a good decision.
XXX
∑= +
=N
nn
n
rCFNPV
1 )1(
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Leanness Benefit
Leanness
Benefits
Stability BenefitStability Losses Due To
GovernanceMismanagement
Life Cycle“Natural” Disruption
Hold Up
However, as the firm increases its “Leanness”, new kinds of risk arise from dependence on fewer, more critical suppliers– In short, becoming more “Lean” in procurement can lead to
reduced supply chain stability
Tradeoffs in Lean Procurement
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
A (hopefully) clarifying example from FinanceNeither supplier is well run. Therefore, although costs were reduced (improving expected profitability), uncertainty also increased, (thus increasing cost of capital). The newforecast changes as follows:
Net Profit (est. cash flow) = $1,100Total Years of Life = 20Cost of Capital = 8% 10%
As a result of the increased cash flow estimate, the revised estimate of firm value is:
NPV = $9,364.92
XX
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
A (hopefully) clarifying example from FinanceAn increase in “Leanness”:
– Increases cash flow (Leanness Benefit)– Increases firm risk (Decrease in “Stability Benefit”)
Pre-Lean Firm Value = $9,818.15Lean Firm Value = $9,364.92
The shift to “Lean” actually cost the firm $453.23 (4.6%) of its value!!!
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
How much risk can Lean Procurement add?A “Sole Sourcing” example…
Three firms producing identical products– Each purchases 50 essential components from 50 different suppliers– Each supplier has 99% chance of avoiding disruption in the next year– If a component is dual sourced and disruption of one supplier occurs, the other
supplier can meet demand
Only difference between firms is percentage of components they have sole vs. dual sourced– Firm 1 = 0% (100% dual sourced)– Firm 2 = 50%– Firm 3 = 100% (100% sole sourced)
What is the probability of supply (and therefore production) disruption for each of these firms?
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
How much risk can Lean Procurement add?
What is the probability of supply (and therefore production) disruption for each of these firms?
Firm 1 (100% dual sourced) probability of supply disruption during year– 0.50%
Firm 2 (50% sole sourced) probability of supply disruption during year– 22.41%
Firm 3 (100% sole sourced) probability of supply disruption during year– 39.50%
Probability of disruption is 79 times greater for the 100% sole source firm!!
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
How much risk can Lean Procurement add?Probability of supply chain induced disruption is a function of:– Number of critical components– Percent sole sourcing– Individual supplier stability
0%
25%
50%
75%
100%
100.00% 97.50% 95.00% 92.50% 90.00%
Individual Supplier Stability(% chance of non-disruption)
Ove
rall
Supp
ly C
hain
Sta
bilit
y
20 Components 40 Components 60 Components
Stability Probabilities for 50% Sole Sourced Firm
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
How realistic is this scenario?
Supply chain disruptions are associated with diminished operating performance (Hendricks & Sighal, 2005a)
– Operating Income– Return on Assets– Return on Investment
Supply chain disruptions are associated with diminished market performance (Hendricks & Sighal, 2005b)
– Stock Market Performance
Supply chain disruptions are associated with increased stock market risk premium (Hendricks & Sighal, 2005b)
– Beta
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Leanness BenefitStability Benefit
Leanness
Benefits
L*
Supply ChainManagement Benefit
Stability Losses Due ToGovernance
MismanagementLife Cycle
“Natural” DisruptionHold Up
The Lean/Stability tradeoff
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Managerial Take AwayLean Procurement is subject to diminishing returns– Firms need to seek “optimal” leanness
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Leanness BenefitStability Benefit
L*Leanness
Benefits
Supply ChainManagement Benefit
Stability Losses Due ToGovernance
MismanagementLife Cycle
“Natural” DisruptionHold Up
Influencing the Lean/Stability tradeoff
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Leanness Benefit
L*Leanness
Benefits
Stability Benefit**
L**
Supply ChainManagement Benefit**
Stability Losses Due ToGovernance
MismanagementLife Cycle
“Natural” DisruptionHold Up
Influencing the Lean/Stability tradeoff
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Lean Procurement is subject to diminishing returns– Firms need to seek “optimal” leanness
“Optimal Leanness” can be increased through supply chain risk management
Lean discourages diversification as a supply chain risk management strategy– Managers must, therefore, focus on mitigation
Managerial Take Away
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Lean-induced risk requires proactive and reactive management
ProactiveReciprocal Trust
IP ControlActive Assessment
ReactiveTit for Tat
Response Capability
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Proactive Risk Mitigation: Reciprocal Trust
Loss of “Trust” in the supplier relationship leads to costly behaviors (Rossetti & Choi, 2005)
– Suppliers as competitors– Parts, repairs, accessories
– Dispersion of Intellectual Property
Key trust issue from a stability perspective is supplier willingness/opportunity for “Hold Up”– Monopoly sources– Increased switching costs– Loss of flexibility
The only way to have a friend is to be one (R.W. Emerson)
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Proactive Risk Mitigation: IP Control
Retained ownership of design and associated intellectual property
Retained ownership of manufacturing process
Retained ownership of tooling
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Active, comprehensive assessment is critical– Financials may be a trailing indicator
– Governance continuity– Capital Investment– Percentage of business (not too high OR too low)
Proactive Risk Mitigation: Active Assessment
PreliminaryEvaluation
Model
RiskRanking Selected?
DeepDive
Model
Supply BaseData
MarketData
ActionRequired?
DevelopAction Plan
No No
Internal
Private Equity
Turnaround
“Surprise”
Consulting
Disseminateto Response
Network
Network
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Theoretically “best” strategy for achieving cooperative behavior among self-interested parties– Partners engage in repeated, long-term relationship– Always cooperate unless provoked – Always retaliate if provoked – Forgive quickly
Reactive Risk Mitigation: Tit for Tat
Repeated punishment and forgiveness eventually generate a payoff higher than any initial loss from rebuffed cooperation
Partner’s incentive to cheat rises as soon as they predict an end to the association– Must move quickly/decisively to end relationships
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Build reactive capacity– Process for intervening in troubled suppliers
– Internal– Response network
– Repeatable & Regularly Exercised Process
Reactive Risk Mitigation: Response Capability
When a friend is in trouble, don’t annoy him by asking if there is anything you can do. Think up something appropriate and do it. (E.W. Howe)
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
If You Cannot Manage It, You Must Diversify It
Sole source on components, not capabilities– Harley-Davidson locks in long-term commitments
with suppliers but retains redundant capabilities in supply chain (i.e., only you make castings for the FatBoy but someone else makes castings for the Road King).
2 0 0 6 M A T E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y H K S Y S T E M S
Key TakeawaysLean Procurement is subject to diminishing returns– Firms need to seek “optimal” leanness
“Optimal Leanness” can be increased through supply chain risk management
Lean discourages diversification as a supply chain risk management strategy– Managers must, therefore, focus on mitigation
Proactive and reactive risk mitigation represents a critical element of lean management
Questions?