Professional Documents
Culture Documents
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Code:010117
STRATEGIC COST MANAGEMENT
TABLE OF CONTENTS
Page #
Exercises: 47-70
Appendix : 83-97
JIMMY ANKLESARIA
Jimmy Anklesaria, F.C.A., LL.B. is the founder of Anklesaria Group, Inc. He is a Fellow Member of the
Institute of Chartered Accountants, and holds a law degree and an M.B.A. Mr. Anklesaria is co-author of
Zero Base Pricing™: Achieving World-Class Competitiveness Through Reduced All-In-Cost with David
N. Burt and Warren E. Norquist. In January 1998 he founded Cost Management Solutions, LLC, which
brings solutions to his various cost management programs through the use of sophisticated software. Mr.
Anklesaria holds the international servicemark/patent for the AIM & DRIVE process. He has published
several articles and cases in leading purchasing and financial journals and texts in the United States and
abroad.
One of America's most sought-after speakers on cost management, Mr. Anklesaria conducts seminars and
workshops around the world. He has a unique ability to provide practical solutions to complex business
problems. Mr. Anklesaria has been the keynote speaker for a number of organizations and companies.
Mr. Anklesaria teaches a graduate level course in Strategic Cost Management at the University of San
Diego, where he has been named Outstanding Professor of the Year. He is also a faculty member of the
Certificate in International Business program in San Diego and is a guest lecturer at the University of
Chicago, Graduate School of Business.
SANJIT MENEZES
Sanjit Menezes, CMA holds a Master of International Business degree from the University of San Diego.
He is also a Certified Management Accountant. Mr. Menezes is currently the Anklesaria Group, Inc.
Executive-in-Residence at the University of San Diego, where he teaches the undergraduate course in
Strategic Cost Management/Contract Pricing. He was ranked among the top five instructors at the
University of San Diego’s School of Business.
Mr. Menezes has facilitated working sessions on cost management and conducted seminars for numerous
firms around the world. He has developed a number case studies used to teach Strategic Cost
Management and the AIM & DRIVE process.
An enthusiastic and dynamic instructor, Mr. Menezes thinks quickly on his feet and has a natural ability to
relate the material in the courses to real life situations.
Mr. Menezes is currently responsible for the AGI Knowledge Center where he helps client companies
bridge the knowing-doing gap. His expertise in "implementing" the Principles of Strategic Cost
Management has saved clients millions of dollars.
PHIL KELLER
Phil Keller was with DuPont for 29 years and held positions in R&D, Sales, Marketing and for the
past 20 years in many different line and management positions in procurement. His areas of expertise
include Chemical raw materials, Specialty Chemicals, Capital Equipment and MRO supplies. Dr.
Keller played a key role in developing DuPont's Strategic Sourcing Best Practice. He was
instrumental in bringing both Strategic Cost Management and Managing the Cost of the Supply Chain
into DuPont. For the past 5 years he has facilitated Strategic Cost Management and mentored teams
in applying cost management concepts.
Dr. Keller's education includes a Bachelors degree and Ph.D in Chemistry from Temple University.
JOSEPH SANDOR
Joe Sandor, CPM, CPIM is one of America’s most respected Procurement visionaries. Prior to
aligning with AGI, he was Chief Procurement Officer and Director of Corporate Purchasing and
Logistics for the Sara Lee Corporation. Mr. Sandor currently is an adjunct professor of Supply Chain
Management at the University of Chicago, Graduate School of Business. He brings over 24 years of
Supply Management experience with Sara Lee, General Motors, NL Industries and Beatrice. Prior to
joining Sara Lee, Mr. Sandor consulted for 3 years with companies such as, Sara Lee, RCA, Kraft,
TRW, Hallmark Cards and others with emphasis on Materials Management strategy development.
He holds an MBA from the University of Chicago, and is both a C.P.M. (Certified Purchasing
Manager) and a CPIM (Certified in Production and Inventory Management).
Sid Siddharth is an industrial marketing consultant specializing in competitive benchmarking, plant cost
analysis, customer and supplier evaluations. He has a wide range of experience in the marketing consulting
arena, including 10 years with Technomic Consultants, International. Providing in-depth analysis of supplier
costs before a negotiation is one of his areas of expertise. He has consulted with several Fortune 500 firms
in the areas of competitive cost analysis, new product introductions and acquisition/due diligence analyses.
Mr. Siddharth has a Bachelor’s degree in Civil Engineering from Indian Institute of Technology, Madras, a
Master’s in Civil Engineering from Vanderbilt University and an M.B.A. from Lehigh University.
JOHN STRIEBICH
John Striebich has extensive knowledge and experience in corporate finance and accounting through his
private and public sector work experience and academic preparation. He is an Adjunct Professor at
Rochester Institute of Technology (R.I.T.) and the State University of New York at Geneseo, where he
teaches courses in Finance and Economics. He has consulted with many small and medium-sized business
in areas such as business plan development, venture capital acquisition and financial projections. Mr.
Striebich holds an M.B.A. in Finance from R.I.T.
A partial list of firms that have participated in Anklesaria Group, Inc. programs
Abbot Laboratories Eaton Corp. Maytag Shell Oil Co.
Agilent Ebara Mayville Engineering Shinetsu
Air Liquide Ecoplast Medical Associates Shinkawa
Airborne Express Electrolux MEMC Shinko
Allen-Bradley Emery Worldwide Menlo Logistics Shipley
Allied Signal Faxon Mercury Aircraft Signamax
Amana Electronics Federal Express Mercury Marine Signet Systems
American Airlines FL Optics Mentor Graphics Soei (Japan)
American Express Flextronics Mercedes-Benz Solar Turbines
Amkor Electronics Florida Power Metalworks Incs. Solectron
Amoco Chemicals Fluor Daniel Metro Automation Sony Corp.
Apple Computers Fluorware Millenium Petrochem. Southeast Freight
Applied Materials FMC Corp. Milliken SEH (America)
Arizona Public Service Ford Motor Co. Mitsubishi Staples
ASM Int’l Gem City Mitsui Metal Star Manufacturing
AVX General Dynamics Monona Tube State of Illinois
Balzers General Electric Motorola Co. Steel Case
Beitzell Globe Machinery 3M Sumicarrier
Bell Atlantic Grede Foundry N.A.P.M. Sumitomo Chemical
Bersdoff Extruders Griffith Labs. Nalco Chemicals Superior Coffee
Bessin Corp. GTI Nationway Transport TDK
Bil Mar Foods Hanover Direct NMC Takaki
Blackhawk Foundry Hamilton Standard Nidec Tanaka
Border States Haraeus Nippon Tandem Computers
Burlington Air Exp. Harley Davidson Nitto Teepak
C-PAK Harris Corporation Novellus Tektronix
Cadmus Hashimoto Nikon Tennant Company
Capital One Financial Hedwin Corp. Norell Services Texas Instruments
Canon Herman Miller NTK Tillotson
Casio Hewlett-Packard NSC Toppan (Japan)
Celestica Hillshire Farm Occidental Chemical Tokyo Ohka
Compact Industries KLA-Tencor Octel Network Tokyo Seimitsu
Computer Task Group Kanto Ogilvy & Mather Tokyu
Conexant Hikari Photo Printing Oildyne Toshiba
Chisso (Japan) Hitachi Cable Panalpina (Mexico) Triangle Plastics
Chevron Hitachi Chemical Parker Hannifin TRW
Ciba-Geigy Hoechst Celanese Partnership Works UPS
Conrail Honeywell, Inc. Philips U.S. Marine
Columbia Gear Reliant Energy Playtex Ushio
Crenlo IBM Pratt & Whitney UTC
Cryovac Iida Co. Ltd. Praxair VDO Car Comm.
Daichiyu Denshi Co. Iomega Probe Technologies VWR
Dana Corporation Italtel PSEG Waste Management
Danzas Japan Energy Puget Plastics Watanabe
Deco Tool Supply Jimmy Dean Foods Qualcomm Watkins Johnson Co.
Deere & Co. Kanto Japan Quantum Weber Seats
Dewar Kelly Services Rolls-Royce Weyerhaeuser
Dewco KSK (Japan) Rockwell Wisconsin Label
Dexter Electronics Kuroda Electric Co. Rohm Co., Ltd. Xilinx
DHL Kuwano (Japan) Samsung Xyratex
Dickey-John Kyocera Sandvik Yamadsa
DISCO (Japan) Lam Research Sauer Sundstrand Yamashita Electric
Dow Chemical Litton Sara Lee Yasuda Warehouse
DNS Lockheed Schenker Eurocargo York International
DuPont Lucent Scott Paper Young & Rubicam
EAC Plexus Maersk Sears Z.F.Industries
Eastman Chemical Manpower Sequent Computer Zytec
Eastman Kodak Matheson/Semi Gas Sharp Corp.
AGENDA
Day 1
u Introductions
u Strategic Cost Management: The Concept
u Anklesaria’s AIM & DRIVE® Process
Ø Case 1: Zero Base Pricing™
u Product Should Cost Models
Ø Case 2: Product Should Cost Model
u Service Should Cost Models
Ø Case 3: Service Should Cost Model
AGENDA
Day 2
u Cost Model: Percentage of Sales
u Cost Model: Price Discipline™
Ø Case 4: Applying Price Discipline™
u Cost Model: Total Cost of Ownership (TCO)
Ø Case 5: Applying TCO
u Profit Management
u Implementing SCM
John Ruskin
(1819-1900)
Acquisition Price
GS&A & Profit
Acquisition Price
Conversion
Conversion
Revenue
Revenue
+ + = + + =
$
Money enters
Drivers Drivers the chain
only once
Benchmark Competitor
Time
Data
Understand
the numbers Discussion
COST ANALYSIS
u Initially evaluates each cost element that makes
up the purchase price, including profit
u Later, extends to all other elements included in
the “Total Cost of Ownership”
u Requires cost information from:
Ø Supplier provided data (RFI/RFP/RFQ/survey)
Ø Absolute Competitiveness Studies (benchmark
comparison)
Ø Cost Models
u Can be used in single source or in competitive
situations
*Note: The “Product Should Cost” approach was developed by Mark Cohen of Pacific Bell
+ Profit Before Tax Profit before deduction of federal and state taxes
Element
= GROSS PROFIT
Application:
u Calculate a fair price for a product or service
purchased
u Compare suppliers’ quotes to industry
averages and to one another
u Extract cost information from suppliers
u Identify key cost element/s for detailed
analysis
u Estimate a target cost of a final product or
service
Economic Census-
Direct Labor 3.38 13.3 Manufacturing Series
Manufacturing
5.92 23.3 Pacific Bell Study
Overhead
RMA, Annual Statement
Cost of Goods Sold 19.30 76.0 Studies
RMA, Annual Statement
Operating & Other Exp. 5.03 19.8 Studies
RMA, Annual Statement
Profit Before Taxes 1.06 4.2 Studies
Manufacturing
5.92 2.04 Direct Labor * 3
Overhead
Cost of Goods Sold 19.30 12.72 Sub-total
Assumptions:
US Census Bureau,
Data sources for Labor costs Economic Census, BLS
1.2
(See examples on pages 86, 57 & 89) Industry Occupation
Matrix, Wageweb.com,
3.3
Estimate percent of time billed out and 80%, interview with
document the source of this information ABC Co., T-Tech Inc.
Adjust Direct Labor cost for down-time = 77,481 / 0.8
3.4
(Direct Labor Cost / Billed time) = $96,851
Application:
u To understand the break-down of a supplier’s
Assumptions:
Manufacturing
54.25 21.7 COGS – (DM = DL)
Overhead
RMA, Annual Statement
Cost of Goods Sold 185.75 74.3 Studies
RMA, Annual Statement
Operating & Oth. Exp. 53.50 21.4 Studies
RMA, Annual Statement
Profit Before Taxes 10.75 4.3 Studies
ØRisk
Profit ØValue added
Yr Price Vol..
1.2 Compare current quote with base year quote 00 250 10,000
01 245 15,000
Build a Percentage of Sales model for the See Percentage of Sales
1.3
base year price model
2.4
Adjust for changes in material price using the Producer Price Index
and a take-down rate (TDR) of 3%
# Element Wt. %r Wt * % r
1. Book paper, uncoated free sheet 0.70 4.45 3.12
2. Plates 0.15 0.00 0.00
3. Lithographic and offset ink 0.06 0.74 0.04
4. Miscellaneous supplies 0.09 3.00 0.27
Net % Price Change 1.00 3.43
Calculate Price Adjustment Factor = 1 + 0.0343 - 0.03
2.5
(1 + Net % Price Change – TDR) = 1.0043
Estimate avg. productivity factor = 3%
2.6 improvement over the given period Factor = 1 – 0.03
(Prod. factor = 1 – prod. improvement) = 0.97
Calculate Adjusted Material Cost = 86.50 * 1.0043 * 0.97
2.7
(Base yr Mat’1* Price/TDR adj*Prod. adj) = $84.27
3.1
costs over the given period. Identify and Wage rate BLS
document the sources to calculate
changes in the factors (see page 98) Productivity BLS
Determine changes in wage rates and = 1.8%
3.2
calculate the Labor Rate Factor (LRF) LRF = 1+ 0.018 = 1.018
Determine changes is productivity and = 7%
3.3
calculate Labor Productivity Factor (LPF) LPF = 1 – 0.07 = 0.93
Calculate adjusted Labor cost = 45.00 * 1.018 * 0.93
3.4
(Base yr Direct Labor * LRF * LPF) = $42.60
Manufacturing OH Adjustment
Fixed 80% Inflation adj. Volume (BV/CV)*
54.25 +
Variable 20% Inflation adj No volume adj
* BV = Base Volume
CV = Current Volume Adjusted Factory OH = 40.98
53.50 +
Variable 10% Inflation adj No volume adj
* BV = Base Volume
CV = Current Volume Adjusted O & O Exp. = 38.57
MAGNIFICATION OF COST
No change in material cost
MOH = 200% of Direct Labor
Assumptions: O&O Exp. = 25% of COGS
Profit = 10% of Total Cost
Wage Rate = $15 per hour
Application:
u Evaluate purchase options
Assumptions:
u Product Purchased: Desktop PC’s
u Product Life Cycle: 3 years
u Volume: 1,000 PC’s
u Cost of Capital: 12%
USAGE COSTS:
Ø Opportunity Cost
Ø Lost Productivity
Ø Lost Sales
Ø Installation
Ø Equip. support
Ø Network support
Ø Warranty
PURCHASE PRICE:
Sourcing 42,500
Administration 630 480 480 480
USAGE COSTS:
Installation 700,000
Equip. support 1,440,000 1,440,000 1,440,000
Network support 1,200,000 1,200,000 1,200,000
Warranty 120,000
END OF LIFE COSTS:
Step 6:
Calculate Present Values $2,513,130 $2,759,799 $2,463,113 $2,174,790
(Total * PVIF)
Step 7:
Calculate Total Cost of Ownership
(Sum of Present Values in Step 6) $9,910,832
Usage 8,242K
Present
values
Purchase
Price 1,650K
Acquisition
44K EOL (26K)
PROFITABILITY:
THE KEY TO COMPETITIVENESS
u Acknowledge the need for suppliers to make a
reasonable profit early in the process
u Profit should be discussed when it becomes a
“critical” cost
u Profit should be based on risk and value added
u Select appropriate profit option:
Ø Current supplier profit margin
Ø Industry margin
Ø Industry margin plus premium
Ø Current absolute per unit dollars
Ø Current total dollars (ROIC)
AND FINALLY…
A year ago, you entered into an indefinite quantity contract for coated plastic made to your specification.
With experience you are now able to estimate, fairly accurately, that your requirement per month will be 4
million feet. The product that uses the plastic you are buying is doing very well in the market and is
expected to have a life of at least three more years. However, customers are applying a lot of pressure on
your salespeople to reduce the market price of the finished product to less than $275. This plastic is the
main raw material used in the product and constitutes about 27 percent of the total selling price of $325.
Hence the pressure is on the purchasing department to find ways to reduce the cost of raw material.
You requested the current supplier to quote, together with supporting cost data, for a 12 month extension.
The initial cost breakdown and data for the extension is shown below. The sales rep has pointed out that
while costs have gone up in most cases, only $0.21, or 0.24%, has been passed on to you.
Team Activity: Step - 1: Develop a list of the key issues you would bring up in your next meeting with this
supplier (e.g., Do you need to have 2 operators to run this job?)
ISSUES RAISED
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Team Activity: Step - 2: Nominate 2 members in your group to prepare for a short negotiation with the
“supplier” (represented by 2 members from another group). Observe the simulated negotiations and note
your comments regarding the performance of the “customer” players. List what they did well and what
you would do differently.
2.
3.
4.
5.
Tom Mazzone is a senior contract manager of Advanced Telecommunications. He had recently sent out a
request for quotation for special connectorized cable. The cables are to be used in a very expensive and
sophisticated switching system for a major telephone company. Success on this program could well mean
many more such jobs for the company internationally. The selected supplier would need to be capable of
meeting the increase in demand overseas as well as the inherent nuances of international business. Key
points of the requirements are summarized below.
Materials Cable A: 24.75 million feet, averaging 150 feet per length
Male connector: one per length of cable
Total number of connectors: 165,000
A week later, Tom received the following quotes, which are summarized below.
* Supplier E quoted only a total cost per length. No breakdown was provided.
In order to process the proposals, Tom decided to do a little homework. He first called one of the major
suppliers of male connectors in Chicago and asked for a price based on 200,000 standard male
connectors. The price quoted to him was $2.61 each on quantities below 100,000 pieces; $2.10 on
quantities between 100,000 and 200,000; and $1.71 each on quantities of 200,000 or more. Tom
realized that these prices could be further negotiated if he were a serious buyer. Besides, Tom feels that
suppliers would purchase similar connectors for projects with other customers.
Next, Tom called ICC, the country's leading manufacturer of this kind of cable. The prices provided were
$0.1832 per foot. These prices were available to Advanced Telecommunication only because of the special
relationship between the two companies. ICC usually charges a premium of 10 to 20 percent more to other
companies, who in turn further add a markup of 2-15%, depending on the value added. Tom tried to get ICC to
quote on the entire job, but was told that the company did not wish to take on that type of contract. ICC was
willing to sell the cable to a selected supplier of Advanced at the preferred rate of $0.1832 per foot. However, the
suppliers are not aware of this.
In order to understand the labor contribution to cost, Tom called the engineer at Advanced, Margaret
Teacher, who was familiar with the connectorization process. After reviewing the specifications, Margaret
indicated that she knew of some studies that had been performed to evaluate the time standards for similar
requirements. Her feeling was that the maximum time to connectorize 25 pair cable would be 15 minutes
per cable (4 cables per hour). She pointed out that by using an automated system, the output could be
improved to 1.5 minutes per cable (40 cables per hour). Referring to the Department of Labor Area
Wage Surveys for the skill level required, Tom determined the labor to be $10.00 per hour.
Next, Tom pulled out the files of the respective suppliers. In the past, all of them had dealt with Advanced
Telecommunications without any major problem. Companies B, C and D were all large companies
(between $40-50 million in asset size with around 750 to 1,000 production workers), while A and E, both
between $15 and $20 million companies, had only recently diversified into cable assembly. These
companies employed less than 250 production workers.
Tom called Supplier E to verify if it really understood the requirement, and also to provide a cost
breakdown. The sales representative said that she believed the quote was correct and that it was against
company policy to share cost data. No samples were available to the customer for inspection. However,
if Tom wished, he could purchase a minimum of 5,000 cable lengths at a price of $40 per length. If the full
order of 165,000 cables were placed within 15 days, the $200,000 paid for the 5,000 cables would be
adjusted against the full contract price of $22.81 per length.
The hardware and software for the switching system is nearly complete and the cabling will have to be
done within the next five weeks. An order would have to be placed fairly soon and the selected supplier
would be given no more than three weeks to deliver the entire quantity.
Worksheet - 1
Based on the information above, develop a Should Cost model for special connectorized cable. The
information provided below the worksheet will help you in your calculations. Please note that this is a
service should cost, so material costs have been calculated separately.
$ per length
# Cost Element
Manual Automated
1 Direct Labor (Hourly wage rate ÷ # of cables per hr)
2 Overhead {see information (a) below}
3 Sub-total: Loaded labor Cost
4 GS&A {see information (b) below}
5 Sub-total: Total Cost (Loaded labor + GS&A)
6 Profit {see information (c) below}
7 Cost excluding mat’l (Total Cost + Profit)
The following information has been obtained for SIC Code 3496 (misc. fabricated wire products):
Using the data from your Should Cost Worksheet-1, complete Worksheet-2 and discuss the questions that follow.
Allocate the material markup, if any, between the Cable Cost per length and Connector:
Worksheet - 2
1. Can Tom eliminate any of the suppliers? If so, which suppliers and why?
3. What strategy should Tom use when negotiating with the selected supplier/s?
Dave Matthews had recently joined Power Machine Corp., New York, as Senior Procurement Manager
and was faced with a daunting task. He had been requested by Sandra Palmer, the Director of Marketing
Operations, to help her obtain the services of a consultant to evaluate and re-engineer the company’s
logistics department. There had been a significant reshuffle at the top and the incoming management team
had established a 20% company-wide cost reduction target.
Over the years Power had utilized the services of several consultants for various projects ranging from
benchmarking studies to process re-engineering . Consulting contracts were traditionally put out to bid.
On several occasions, Apollo Consulting, a large established management consulting firm headquartered in
Chicago, IL had won the bid.
Jan Thompson, Dave's predecessor had sent out several RFQ for the project prior to leaving. The
responses Dave received were as follows:
This was the first time Henderson, Carney and Aquarius had bid on a Power contract. Dave called Henry
Dawson, the account manager at Henderson. Henry informed him that it would be impossible for him to
lower the contract amount any further. He said that the project would involve a significant initial scope
study. This would take about 6 days. It would involve a detailed evaluation of the company's existing
organizational structure and operations, and would entail a round of in-depth interviews with several key
business managers. Since this was the first time Henderson was involved with Power this would have to be
done in great detail. Dave verified this with the account managers at Carney and Aquarius. Apollo had
recently completed a large project for Power's manufacturing operation, which included a scope study and
may not have to conduct another one.
Dave then contacted Steve Lindsey, the Account Executive at Apollo. Steve provided him with the
following breakdown team profiles:
Project time – 30 days
Resource requirements – 2 Senior Consultants, 5 Junior Consultants.
Fee Structure:
2 Senior Consultants @ $4,000/day each = $240,000
5 Junior Consultants @ 2,400/day each = $360,000
TOTAL FEE: = $600,000
Dave obtained the profiles of the consultants from Apollo and categorized them into 2 levels:
Team Profiles:
Senior Consultants:
• Bil Luther, MS Industrial Engineering, MBA: Had over 10 years consulting experience and had
managed several re-engineering projects with various Apollo clients.
• Lisa Holmes, BS Mechanical Engineering, MBA: Had held several marketing roles in 2 large computer
equipment manufacturers prior to joining Apollo 6 years ago. Also managed several re-engineering
projects with the company.
Junior Consultants:
• Sheri Gilmore, Tyrone Jackson and Jeff Chang: Each had a BS, Planning & Logistics, and an MBA.
They had joined Apollo 2 years ago with no prior experience.
• Julie Watters, BS Computer Science: Joined Apollo 1 year ago and was currently enrolled in an MBA
program with an emphasis in finance.
• Corey Smith, BS Accounting, CPA: Had joined Apollo 1 year ago.
Dave believed that if he were to begin any discussion on cost he would first have to develop a model on his
own. He began by logging onto the Anklesaria Group, Inc. web site at www.anklesaria.com to search for
some data sources. To find out consulting labor rates he browsed through several on-line job banks where
employers advertised job opportunities. He discovered that on average, Senior Consultants were being
offered between $120K-150K per year plus bonuses. Salaries of Junior Consultants ranged between
50K-70K per year plus bonuses. He also found that bonuses averaged about 20%.
He contacted Enrique Bernal, the Director of Business Strategy at Power. Enrique had recently joined the
company from Delphi Consulting Group, a large consulting company. Enrique informed him that normally,
Junior Consultants were billed out about 75% of the time. Senior Consultants were billed out about 60%
of the time.
Equipped with this information and some data that he gathered from other sources (Exhibits 1 and 2) Dave
felt that he had enough to build a cost model.
Exhibit 1:
Source: Dun & Bradstreet Key Norms and Financial Ratios (1999-00):
SIC 8742, Management Consulting Services
Item $ %
Net Sales 1,500,000 100
Gross Profit 636,000 45.4
Net Profit After Tax 105,000 7.3
Exhibit 2:
Source: U.S. Bureau of Census, 1997 Economic Census – Professional, Scientific & Tech. Services
Geographical Area Series – Chicago, Illinois
NAICS 541614 Process, physical distribution and logistics consulting services
Exhibit 3:
Using the industry statistics in Exhibits 1, 2 and 3, complete the following worksheets:
5. Calculate Overhead %
(COS% – DL%)
Senior Consultant
Junior Consultant
Contract Amount
Questions:
1. What strategy should Dave use to negotiate the contract with Apollo?
2. Nominate two members from your team to participate in a negotiation with Apollo (two members from
another team). Note your observations on the negotiations below.
You are a procurement specialist for Ace Incorporated, a manufacturer and marketer of consumer
products. You are concerned that one of your major suppliers of C-Flute Kraft boxes, Asia-Pacific
Container Company, has been unreasonably increasing its price by about 10 percent each year. Asia-
Pacific is a subsidiary of Transglobal Paper Products, a paper conglomerate based in Terra Haute, Indiana.
You do not believe the salesperson's explanation that "our costs have been increasing each year." Asia-
Pacific has been unwilling to give you any cost breakdowns, despite repeated efforts on your part. Since
this supplier is essential to your firm, you realize that you need to build some sort of cost model to get an
idea of its costs and prepare for your meeting with the salesperson next week. You decided to start with
the base year and work your way to the current proposal using the Price Discipline approach.
Asia-Pacific Container Co.’s basic operation: Manufacturer of Paperboard containers and boxes
The increase in volume has utilized the unused capacity of Asia-Pacific. No extra investment in machinery
or personnel was necessary to fulfill your orders.
DATA FOR SIC /NAICS CODE 2653 / 322211 (Corrugated and Solid Fiber Boxes)
6 Profit
7 TOTAL $480.00 4+5 +6
Based on the results of the above worksheet, please answer the following questions:
2. Assume Asia-Pacific has spare capacity over the short run and you have bought and paid for the 3
million units. You need 250,000 extra units, what price would you be willing to offer per extra unit?
Explain. (Since prices are quoted to you per thousand units, do all calculations per thousand units.)
3. What price would you negotiate in case Asia-Pacific had to run the extra 250,000 units using
overtime? Assume that the firm operates only one shift and there is no spare capacity on that shift.
Also, running overtime to fill your order will not affect the production schedule on regular runs in the
near future.
Liz Cooper sat at her desk gazing at the mounds of paper that had accumulated around her. She was the
Capital Equipment buyer for Techno Inc.’s (TI) semiconductor division. The papers on her desk were all
related to the responses she received to an RFP that was sent out to three of Techno’s capital equipment
suppliers SeeMos, Inc., Applied Technologies and Trax Inc.
A decision had been made to upgrade the Beam Tools that were used in the production of Techno’s highly
successful Quasar product line. Sales had greatly exceeded initial expectations and were projected to
grow rapidly over the next 5 years. The equipment that was currently being used was almost 5 years old
and would not be able to sustain the expected market growth. Also this step of the production process
was the one with the longest cycle time. The new machines had much faster throughput rates, which in turn
would translate into increased production and sales.
The RFP that was sent out to the three suppliers contained a detailed spec. Engineering had already
examined the responses for functionality and were satisfied that all three suppliers met the stated
requirements. It was now up to Liz to work the numbers out and determine the best option for Techno.
This is where her problems began. She did not know how to proceed. She began by putting together a
summary of the information she had. Her summary is below:
No. of machines 10
Machine Throughput 67 units per hour
Uptime 85%
Current Total Annual Production 5,000,000 units
Production time (maximum capacity) 24/7 (8760 hours a year)
Disposal Costs $50,000 per machine
Costs of Use:
Disposal of current equip.
Installation
Training
Operating costs
Service/maintenance
Extended warranty
Opportunity costs (if any)
TOTAL
(sub-total of Acq costs, Cost of use, and EOL)
Present Value
(enter the Present Value of each year’s total
in the appropriate box)
TCO:
(Sum of all Present Values)
Anklesaria Group, Inc. 2001
Case Study # 5, page 4
Costs of Use:
Disposal of current equip.
Installation
Training
Operating costs
Service/maintenance
Extended warranty
Opportunity costs (if any)
TOTAL
(sub-total of Acq costs, Cost of use, and EOL)
Present Value
(enter the Present Value of each year’s total
in the appropriate box)
TCO:
(Sum of all Present Values)
Costs of Use:
Disposal of current equip.
Installation
Training
Operating costs
Service/maintenance
Extended warranty
Opportunity costs (if any)
TOTAL
(sub-total of Acq costs, Cost of use, and EOL)
Present Value
(enter the Present Value of each year’s total
in the appropriate box)
TCO:
(Sum of all Present Values)
Questions:
1. Based on your TCO models, which supplier/s would you suggest Liz select? Explain your reasons
2. What points would you raise in your negotiations with the selected supplier?
Three years ago you entered into a contract with Fluid Air, Inc. for the construction of a custom
designed plant to manufacture Fluro dioxide. Fluro dioxide is used as a cleaning agent in the
manufacture of integrated circuits (IC’s). The market for IC’s is currently exploding and is expected to
continue to grow rapidly.
The Fluro dioxide plant was constructed at a cost of $3.5 million and became operational a year after
construction began. At that time, a 2-year maintenance contract was drawn up, whereby for a monthly
fee of $60,000, Fluid Air would make sure that the plant remained fully operational.
Fluid’s performance so far has met your expectations. The maintenance contract is now coming up for
review. Fluid proposes to raise the maintenance fee to $65,800. You are aware that over the past
two years, material prices have increased by 6% and labor rates have gone up by 10%. When
reviewing Fluid’s cost breakdown for the current contract you notice that it had budgeted the labor
hours for the 8 maintenance workers and 3 engineers based on routine maintenance, plus a 20%
contingency factor for emergence repairs. There were no emergencies last year.
Below is a comparison of the breakdowns for the current and proposed contracts.
Team Activity: Step - 1: Develop a list of the key issues you would bring up in your next meeting with
this supplier (e.g., Do you need to have 3 engineers on this contract?)
ISSUES RAISED
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Team Activity: Step - 2: Nominate 2 members in your group to prepare for a short negotiation with
the “supplier” (represented by 2 members from another group). Observe the simulated negotiations
and note your comments regarding the performance of the “customer” players. List what they did well
and what you would do differently.
2.
3.
4.
5.
Robin Murphy had recently joined Standard Financial, a multi-billion dollar investment-banking firm, as
Senior Procurement Manager, with responsibility for Marketing and Communications (Marcom)
purchases. Her commodities included, among others, a variety of printed materials including brochures,
prospectuses, and annual and quarterly reports. This was a new post created to bring some supply
management expertise into the department. Most Marcom purchases had traditionally been handled
within the department through an informal competitive bid process.
Robin was currently evaluating the contract for one Standard's prospectuses. This was a high quality
48-page document that was distributed annually to current and prospective customers. The contract
had been put out to bid every year for the past three years. On every occasion, Creative Creations
(CCI) had been the lowest bidder and won the contract. CCI's was headquartered in Chicago, and last
year had sales of $37 million. This year the requirement was for 300,000 sets. The bids over the last 3
years were as follows:
Robin first called in a favor from a former colleague, Rufus Abrams at Clone Printing. She sent Rufus a
sample of the previous years prospectus. While there were several alterations in the content this year,
no changes were being made to the prospectus design. After taking a look at it, Rufus indicated that it
was high quality for a prospectus. The cover stock was Kromekote which, according to the catalog,
cost $0.10 per sheet (the prospectus had a front and back cover). The paper stock was a high quality
uncoated paper that was listed at $0.02 per sheet (the prospectus has 24 sheets). A normal yield loss
of 1% was anticipated on both the cover and paper stock.
Rufus also informed Robin that a job of this nature would involve an initial set-up cost. She called Susan
Roby at Kings Printing to verify this. Susan confirmed that there was, indeed, a set-up cost, and
mentioned that three years ago when Kings first bid on the contract, the set-up had been budgeted at
$200,000. Today however that cost had increased by about 20%. This cost would have to be
amortized over one year.
Before approaching CCI, Robin decided to develop a cost model. The price she arrived at was
significantly lower than CCI's quote. She suddenly felt that Standard had been overcharged.
Use the information provided at the end of the case to complete the worksheets below and answer the
questions that follows:
WORKSHEET 1
Questions:
1. Was Standard overcharged (gouged) in the past? If so, should Robin continue to do business with
CCI ?
2. What strategy should Robin use in negotiating the contract with CCI?
You are a procurement specialist for Star Corp., a large multi-national manufacturer of Telecommunications
equipment based in Torrance, CA. You have recently been given responsibility for the procurement of
Administrative services for the company’s headquarters. You are currently reviewing the contract with Rossi
Employment Services for supplying Star with temporary administrative personnel (excluding Executive
Secretaries).
Rossi has been a supplier for the past 3 years. While the company has been performing extremely well, you
are concerned that it has been unreasonably increasing its prices each year. Whenever you approach Rossi’s
salesperson you get the same reply; “costs have been increasing”.
Rossi has been unwilling to give you any cost breakdowns despite repeated efforts on your part. You realize
that you need to develop some sort of cost model to get an idea of Rossi’s costs and prepare for your meeting
with the salesperson next week.
d) All individuals provided are employees of Rossi. However, these individuals do not remain on Rossi’s
payroll if there is no vacancy to fill.
f) The latest BLS Industry Occupation Matrix indicated that Direct Labor was 94.9% of Annual Payroll.
Source: Dun & Bradstreet Key Norms and Financial Ratios (1998):
SIC Code – 7363 Help Supply Services
Item $ %
Net Sales 5,552,155 100
Gross Profit 1,410,247 25.4
Net Profit After Tax 364,204 3.5
1997 Economic Census: Admin. & support & Waste Mgt. & Remed Svcs
5. Calculate Overhead %
(COS% – DL%)
B Overhead
C Cost of Sales (A+B)
Calculate a "fair price" for the 2001 Rossi contract. Use the data given at the end of the case to
calculate changes in Labor cost. It is estimated that overhead is 70% fixed and 30% variable.
Operating and other expenses are 90% fixed and 10% variable. The overhead pool (fixed and
variable) has grown by 3 percent per year to cover inflation.
E Profit
Step 3: Using the information you now have, how will you negotiate the 2001
contract with Rossi?
Step 4: Assume you have contracted for the 160,000 hours for the year 2001. There is
suddenly a need for 15,000 extra hours of help, what rate would you be willing
to offer per extra hour? Explain.
Step 5: What rate would you negotiate in case Rossi had to perform the extra hours
using overtime?
“The Economic Census is indispensable to understanding America's economy. It insures the accuracy of the
statistics we rely on for sound economic policy and for successful business planning." --Alan Greenspan,
Chairman of the Federal Reserve Board of Governors
Economic Census 1997: The Economic Census profiles the US economy every 5 years, from the
national to the local level. Data is published primarily on the basis of the new North American
Industry Classification System (NAICS). Limited data is published according to the old Standard
Industrial Classification (SIC) system.
Census results are available on the Internet and on CD-ROM. Only highlights are published in
paper reports. However, software on both CD-ROM and the Internet include the ability to print out
any of the detailed data.
All information is annualized (based on 2080 hours in a year) and in U.S. dollars.
http://www.wageweb.com/eng1.htm
APPENDIX - D
INDUSTRY FINANCIAL INFORMATION
Source
Robert Morris Associates
1 Liberty Place, 1650 Market Street, 23rd Floor
Philadelphia, PA 19103.
Telephone: (800) 677-7621 Website: www.rmahq.org
Description
The volume is published annually. It consists of composite balance sheet and income statement information,
sorted by industry 4 digit SIC codes. The data is categorized by company size (assets and sales).
Information Breakdown: By asset size (0-500M, 500M-2MM, 2-10MM, 10-50MM, 100-250MM, and
ALL), or by sales size (0-1MM, 1-3MM, 3-5MM, 5-10MM, 10-25MM, 25+MM and ALL). Ratio
information is further broken down into three quartiles (upper or good, median or average, lower or bad).
It also contains 16 financial ratios as well as 5 years of comparative historical data. Data incorporates
financial information for fiscal year ends through March.
Source
Dun & Bradstreet One Diamond Hill Road
Murray Hill, NJ 07974
Phone: 908-665-5000 Main Switchboard Customer Service - U.S. 800-234-3867
Website: www.dnb.com
Description
The volume is published annually. It contains information very similar to the RMA, Annual
Statement Studies. It is a better sources of data for developing Service Cost Models. Information
is sorted by 4 digit SIC Code. It also provides 14-key business ratios covering the critical areas of
solvency, efficiency and profitability.
APPENDIX - D (continued)
SAMPLE RMA PAGE: SIC 3089 -MISC. PLASTIC PRODUCTS (SORTED BY ASSETS)
Source
Description
The Producer Price Index is a monthly report on producer price movements including text, tables and
technical notes. An annual supplement contains monthly data for the calendar year as well as annual
averages. The information is useful for price trend analysis, cost modeling and benchmarking. For sample,
please see next page.
Contents
Notes
Bureau of Labor Statistics, US Dept. of Labor, Room 4110, 2 Massachusetts Avenue NW,
Washington DC 20212
Telephone: (202) 606-5900 Home page (URL): http://stats.bls.gov/
Also available on the Anklesaria Group, Inc. website at www.anklesaria.com
The Bureau of Labor Statistics (BLS) is the principal fact finding agency for the federal government
in the broad field of labor, economics and statistics. It collects, processes, analyzes and
disseminates sensitive economic and statistical data to the American public, Congress, other federal
agencies, state and local governments, business, and labor.
Most BLS data is available on-line at the above URL. The data is presented in various form-based
query applications, tables and news releases:
Most Requested Series is a form-based application which allows you to quickly obtain BLS time
series by selecting from lists of the most commonly requested timeseries.
Selective Access is a form-based query application which allows you to selectively obtain BLS
timeseries data based on search criteria you formulate and execute.
News Releases are the most current news releases produced by BLS programs and surveys.
Series Report is a form-based application which uses BLS timeseries identifiers as input in
extracting data from each survey-specific database according to a specified set of date ranges and
output options.
Economy at a Glance is a table which contains current data on various economic indicators.
The BLS web site also directs users to various national and international statistical agencies. The
following are the other statistical sites one can access through the BLS home page:
Principal Federal Statistical Agencies International Statistical Agencies
Census Bureau Statistics Canada
Bureau of Economic Analysis British Columbia, Canada
Statistics of Income Statistics Norway
National Agricultural Statistics Service Statistics Finland
Economic Research Service Statistics Sweden
Energy Information Administration EUROSTAT
National Center for Health Statistics Statistics New Zealand
National Center for Education Statistics Statistics Singapore
Bureau of Justice Statistics IBGE - Brazil
Bureau of Transportation Statistics Australian Bureau of Statistics
INDEC - Argentina
Statistics Netherlands
Office of National Statistics (UK)
Institut National de la Statistique (France)
Landesamt fur Datenverarbeitung (Germany)
National Institute of Statistics of Italy
Statistics Bureau of Japan
Statistic s from the OECD
Spanish Statistical Office
APPENDIX - F (continued)
Labor Productivity:
The Bureau of Labor Statistics provides reports on Labor Productivity in the US. These reports are listed
under the section “Productivity and Costs” and fall into three broad categories:
Both annual and quarterly data are provided. Users can browse through reports, tables and matrices
classified by sector and industry.
Contents:
Technical note
Table 1: Business sector: Productivity, hourly compensation, unit labor costs and prices
Table 2: Nonfarm business sector: Productivity, hourly compensation, unit labor costs and prices
Table 3: Manufacturing sector: Productivity, hourly compensation and unit labor costs
Table 4: Durable manufacturing sector: Productivity, hourly compensation and unit labor costs
Table 5: Nondurable manufacturing sector: Productivity, hourly compensation and unit labor costs
Table 6: Nonfinancial corporations: Productivity, hourly compensation, unit labor costs, unit profits and
prices
Sources and footnotes for tables 1-6
APPENDIX - F (continued)
SAMPLE BLS PAGE - PRODUCTIVITY AND HOURLY COMPENSATION
GALE RESEARCH:
Data is presented in 9 tables, Trend Graphics, General Statistics, Indices of Change, Selected
Ratios, Leading Companies, Materials Consumed, Product Share Details, Inputs and Outputs
Table, Occupations Employed, Maps and Industry Data by State.
Service Industries USA: Industry Analyses, Statistics and Leading Organizations (SUSA):
This is a comprehensive presentation of statistical data on the US service sector. It combines federal
statistics from various sources. It contains information on 2,100 services, grouped into 151
industries. It presents data on 288 occupational categories employed by the service sector. Data is
sorted by SIC code.
For specific country statistics contact the respective government agencies responsible for the
collection of industrial and economic data.
The publication “Produzierendes Gewerbe” contains production and financial data similar to
information provided in the Annual Survey of Manufacturers (ASM) and Robert Morris Associates,
Annual Statement Studies (RMA). (See Sample that follows).
You can find access to various statistical websites for the following countries at the
Anklesaria Group, Inc. website: www.anklesaria.com
Americas Europe Asia/Pacific
Canada Office of the EC Hong Kong, PRC
Mexico Germany Indonesia
Brazil UK Singapore
Argentina Ireland Japan
Peru France Malaysia
Ecuador Italy South Korea
Bolivia The Netherlands Taiwan
Spain Israel
Switzerland
Finland Australia
Sweden New Zealand
Austria
Denmark
Other Eastern European countries
APPENDIX - H (continued)
SAMPLE PAGE - PRODUZIERENDES GEWERBE - SECTION 4
APPENDIX - I
PRESENT VALUE INTEREST FACTOR TABLE
COURSE EVALUATION