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2010 ACADEMIC CASE STUDY SERIES Innovative Distribution Company A Total Cost Approach to Understanding Supply Chain Risk An Academic Learning Case...

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A total cost to understanding supply chain risk case study. 13 questions. Answer as brief as possible and upload in Microsoft word.
Supply Chain Risk Case Study.pdf

2010 ACADEMIC CASE STUDY SERIES
Innovative Distribution Company
A Total Cost Approach to Understanding Supply Chain Risk An Academic Learning Case Study written for the
Council of Supply Chain Management Professionals Dr. Ted Farris
University of North Texas
[email protected]
(940) 565-4368
Dr. Ila Manuj
University of North Texas
[email protected]
(940) 565-3131 Council of Supply Chain Management Professionals
333 East Butterfield Road, Suite 140
Lombard, Illinois 60148 USA
+ 1 630.574.0985
[email protected]
cscmp.org
This document is available from our site and provided for your personal use only and may not be retransmitted or redistributed without written permission from the
Council of Supply Chain Management Professionals (CSCMP). You may not upload any of this site's material to any public server, online service, network, or bulletin board
without prior written permission from CSCMP. Innovative Distribution Company
A Total Cost Approach to Understanding Supply Chain Risk
CASE OVERVIEW:
This case illustrates the use of the total cost of ownership concept to analyze two supply chains, one
international and one domestic. Students must calculate economic order quantity and safety stock
quantities, then combine purchase price, shipping costs, and inventory carrying costs to quantify the
differences between the two supply chains.
The domestic vs. international aspects of the case allow the instructor latitude in discussing:
1)
2)
3)
4)
5)
6)
7)
8) Differences in labor rates driving outsourcing
Use of exchange rates
Contrast INCO terms versus FOB terms
Understand the economic development of inland China and their developing infrastructure
In-transit carrying costs and on-site inventory carrying cost
Economic order quantity
Safety stock
Total cost of ownership Learning Objective and Appropriate Audience
The case addresses many activities in supply chain management that may be quantified to help assist a
lowest total cost of ownership decision. It has been effectively used with the intermediate to advanced
student in a senior-level capstone course to synthesize the many trade-offs which should be considered
in supply chain management. It may also be effectively utilized within a junior-level international
logistics course. “Arrrgh!” exclaimed James L. Heskett, President of Innovative Distribution Company (IDC). “Pirates
have struck again off the coast of Somalia. It seems like every time we turn around there is another
piracy on the High Seas.”
“Unfortunately that is nothing new,” replied John L. Hazard, VP of Supply Chain Excellence. “Piracy
has been going on for centuries and is still going on today. Did you know piracy has been dramatically
increasing? In 2005 there were 276 piracy incidents 1 and in 2009 there were 406 incidents
worldwide?” 2
“Wow! That has got to cost someone a bundle. Who pays for that?” asked Heskett.
“I read a segment on MSN about that,” 3 responded Hazard, “the cost of insuring ships has gone up.
Insurance premiums increased by 10 times in 2009. Some companies are spending more time training
their crews, others are avoiding the area altogether — taking long trips around Africa’s southern tip
adds 2,700 miles to each trip and increases fuel costs by $3.5 million annually—and, since the ships can
only make 5 round trips per year instead of 6, delivery capacity has dropped by 26%. Who pays? The
customer!” This document is available from our site and provided for your personal use only and may not be retransmitted or redistributed without written permission from the
Council of Supply Chain Management Professionals (CSCMP). You may not upload any of this site's material to any public server, online service, network, or bulletin board
without prior written permission from CSCMP. “Gee, I never thought of those costs. The supply chain really takes a hit. It is a good thing we do not
ship anywhere around Somalia,” exclaimed Heskett.
“But there is risk everywhere,” challenged Hazard, “Piracy occurs around the world. They have piracy
problems in Malaysia and off the coast of Brazil as well. And there are lots of other risks in the supply
chain that need to be mitigated. We have embraced off-sourcing because of lower unit prices but we
need to consider the total cost of ownership of the supply chain. Longer transit times, fluctuating
exchange rates, uncertain delivery schedules, disruptive weather patterns, multi-language requirements,
political turmoil, unique tariffs and duties, all add to the cost of doing business internationally. I’m not
sure we understand the true cost of our supply chain.”
“You have a great point. We ought to take a look at all the costs of sourcing IDC’s next new product,
Schachtel Schmuggel Bannware, and consider the entire supply chain costs,” pondered Heskett. “See
what numbers you can gather and we’ll take an all-in look at the numbers.”
A few days later Hazard and Heskett met to review all of the information they had gathered about the
new product.
New Product Sourcing Details
“What did you find?” asked Heskett.
“There are only two possible sources of supply for IDC’s new product. We cannot buy or hold
fractional units of a product and we have a projected annual demand (based on a 365-day year) of
21,500 units with a deviation in daily sales of 11 units. Our goal is to maintain an in-stock probability of
97.7% for our customers” replied Hazard.
“All product (regardless of supplier) will be shipped by rail utilizing twenty-foot equivalent units
(TEUs) to IDC’s distribution center in Alliance Fort Worth (AFW) where we will service all of IDC’s
customer’s needs. A single TEU container can hold up to 600 units of Schachtel Schmuggel Bannware.
Due to the nature of the product, no other product may be loaded into the same container. IDC’s
inventory carrying cost throughout the supply chain is 32.2%.”
Hazard and Heskett recognize it will cost $105 to place each order with the domestic supplier, and due
to the complexity of international trade, will cost $182 to place each order with the foreign supplier.
Domestic Supplier Details
One of the possible sources of supply is CousinsAg, located in Wahoo, Nebraska. The US Department
of Labor reported that in 2002, 88,000 of Nebraska’s wage and salary workers are members of unions. 4
CousinsAg is a union shop with an average labor rate in their facility of $25.30 per hour. In responding
to IDC’s Request for Quote (RFQ), CousinsAg’s price is $85.00 per unit. This document is available from our site and provided for your personal use only and may not be retransmitted or redistributed without written permission from the
Council of Supply Chain Management Professionals (CSCMP). You may not upload any of this site's material to any public server, online service, network, or bulletin board
without prior written permission from CSCMP. Figure One
Domestic Supply Chain As shown in Figure One, when an order is placed with CousinsAg it will take 10 days for them to
process and manufacture the order, and an additional 5 days to ship it FOB Origin Prepaid to IDC’s
Alliance Fort Worth (AFW) Distribution Center. Rail shipping cost from CousinsAg to AFW is $1,850.
Based on similar rail shipments from that part of the country, Hazard assumes the standard deviation of
the shipping time from Wahoo will be 1.14 days.
Global Supplier Details
The other possible source of supply is Dong Hai Supply, in Chengdu, Sichuan, China. Over the past
decade, China aggressively developed their transportation and logistics infrastructure inland from the
coast. As shown in Figure Two, the Chinese government is now actively promoting trade in areas such
as Chengdu. Located 2,107 kilometers from the port of Shanghai, the Sichuan Administration of Price
Control, Sichuan Department of Finance, and the Sichuan Labor Department have maintained strict
wage controls to help develop manufacturing for export. The average labor rate in Chengdu
is 10.36 Yuan per hour. The current exchange rate is 1 CNY China Yuan Renminbi (¥) = 0.14646 US
Dollar. 5 In responding to IDC’s Request for Quote (RFQ), Dong Hai Supply’s price is 547 ¥ per unit. This document is available from our site and provided for your personal use only and may not be retransmitted or redistributed without written permission from the
Council of Supply Chain Management Professionals (CSCMP). You may not upload any of this site's material to any public server, online service, network, or bulletin board
without prior written permission from CSCMP. Figure Two
Chengdu Trade Promotion This document is available from our site and provided for your personal use only and may not be retransmitted or redistributed without written permission from the
Council of Supply Chain Management Professionals (CSCMP). You may not upload any of this site's material to any public server, online service, network, or bulletin board
without prior written permission from CSCMP. Figure Three
Global Supply Chain The global supply chain is shown in Figure Three. When an order is placed with Dong Hai Supply
(EXW Chengdu, China) it will take 15 days for them to process, manufacture, and stuff the order into a
TEU container. Dong Hai Supply will use the Interface Exporting Company (IEC) to ship the container
FCA Long Beach.
As a part of China’s aggressive development in infrastructure, the high-speed Shanghai-Chengdu
Railroad has recently been completed, 6 and will take IEC one day to move the container by rail from
Chengdu to Shanghai. It will wait four days at the Port of Shanghai waiting to be loaded onto a ship, 16
days to cross the Pacific Ocean to the Port of Long Beach, and three days waiting to clear customs and
be unloaded onto a dockside rail spur in Long Beach.
IEC charges ¥ 12,414.5 for each TEU shipped. Import tariffs and duties are $325 per TEU are incurred
at Long Beach U.S. Customs and charged separately to IDC on a monthly basis. Once the shipment
clears customs and is offloaded to railcar in Long Beach it will take an additional 4 days to ship it FOB
Origin Prepaid to IDC’s Alliance Fort Worth Distribution Center. Rail shipping cost from Long Beach
to AFW is $2,250. Based on similar mini-landbridge shipments from inland China, Hazard assumes the
standard deviation of the shipping time will be 3.45 days.
Faced with this information Heskett has asked Hazard the following questions.
QUESTIONS:
Q1: Using the current exchange rate, what is the INITIAL PURCHASE COST PER UNIT (in US
Dollars) paid to Dong Hai Supply? (Do not include transportation costs).
Q2: What is the AVERAGE TIME for an order filling a TEU container to come from Dong Hai
Supply in Chengdu, China to IDC’s Alliance Fort Worth Distribution Center? From CousinsAg
in Wahoo, Nebraska to IDC’s Alliance Fort Worth Distribution Center?
Q3: Using the current exchange rate, what is the COST (in US Dollars) to ship a TEU container from
Dong Hai Supply in Chengdu, China to IDC’s Alliance Fort Worth Distribution Center?
Q4: What is the ECONOMIC ORDER QUANTITY (use unit price only, do not include
transportation costs) if we purchase everything from CousinsAg? From Dong Hai Supply?
Q5: How many units of SAFETY STOCK will we need to hold if we purchase everything from
Dong Hai Supply? From CousinsAg?
Q6: Inventory Carrying Costs are based on the value of the product at the time it is held in inventory.
This document is available from our site and provided for your personal use only and may not be retransmitted or redistributed without written permission from the
Council of Supply Chain Management Professionals (CSCMP). You may not upload any of this site's material to any public server, online service, network, or bulletin board
without prior written permission from CSCMP. What is the IN-TRANSIT CARRYING COST PER UNIT (in dollars and cents) if we purchase
everything from Dong Hai Supply? From CousinsAg?
Q7: What AVERAGE INVENTORY LEVEL (in units) will we hold at the IDC’s Alliance Fort
Worth Distribution Center if we purchase everything from Dong Hai Supply? (Be sure to
consider both safety stock and cycle stock) From CousinsAg?
Q8: Inventory Carrying Costs are based on the value of the product at the time it is held in inventory.
When the product is sitting in the IDC Alliance Fort Worth Distribution Center, its value is a
combination of purchase price plus any transportation costs to get it from the supplier to the DC
plus in-transit carrying costs. What is the TOTAL ANNUAL INVENTORY CARRYING COST
(in dollars) for the safety stock and cycle stock inventory held at the Alliance Fort Worth
Distribution Center if we purchase everything from Dong Hai Supply? From CousinsAg?
Q9: Inventory Carrying Costs are based on the value of the product at the time it is held in inventory.
When the product is sitting at IDC’s Alliance Fort Worth Distribution Center, its value is a
combination of purchase price plus any transportation costs to get it from the supplier to the DC
plus in-transit carrying costs. ON A PER-UNIT BASIS (in dollars) what is the total inventory
carrying cost for the safety stock and cycle stock inventory held at IDC’s Alliance Fort Worth
Distribution Center if we purchase everything from Dong Hai Supply? From CousinsAg?
Q10: Let’s put it all together to determine the total cost of ownership. We have determined the unit
price, the in-transit carrying cost, the transportation costs, and the IDC Alliance Fort Worth
Distribution Center’s inventory carrying cost. If we also consider the Annual Ordering Cost,
what is the TOTAL COST OF OWNERSHIP PER UNIT (in dollars) if we purchase everything
from Dong Hai Supply? From CousinsAg?
Q11: After you incorporate all the risk costs, which supplier is the LEAST TOTAL COST
PROVIDER of Schachtel Schmuggel Bannware?
Q12: There are additional risks which must be considered to better evaluate IDC’s decision for the two
supply chain choices, CousinsAg, and Dong Hai Supply.
1. Identify two additional risks which should be considered, and
2. Provide at least two realistic quantitative measures for each risk that you would use to
evaluate that risk
Q13: Recommend improvements to the supply chain process to reduce total landed cost.
1 “Modern High Seas Piracy,” 20 November 2000 presentation by Michael S. McDaniel to the Propeller Club of
the United States At Port of Chicago with November 2005 update.
www.cargolaw.com/presentations_pirates.html accessed 8 February 2010.
2
International Chamber of Commerce International Maritime Bureau (IMB) Piracy and Armed Robbery Against
Ships Annual Report 1 January – 31 December 2009. p. 6.
3
“Pirate attacks drive up the cost of shipping: Companies face higher insurance rates or taking longer, expensive
routes,” April 12, 2009, www.msnbc.msn.com/id/30180080/ accessed 8 February 2010.
4
www.city-data.com/states/Nebraska-Labor.html accessed 8 February 2010.
5
Exchange rate as of 8 February 2010. The instructor may wish to update the rate by accessing www.xe.com/
6
www.chinapage.com/road/shanghai-chengdu-railroad.htm accessed 8 February 2010.
This document is available from our site and provided for your personal use only and may not be retransmitted or redistributed without written permission from the
Council of Supply Chain Management Professionals (CSCMP). You may not upload any of this site's material to any public server, online service, network, or bulletin board
without prior written permission from CSCMP.

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Top Answer

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Answer 1.docx

1) Initial purchase cost per unit = Per unit price* exchange rate = 547*0.14646 =
$80.11362 answer
2) Average time for an order filling a TEU container to come from Dong Hai Supply in
Chengdu,...

This question was asked on Jan 24, 2013 and answered on Jan 25, 2013.

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