Supply Chain Scenario:
BlueJay Manufacturing was at a crossroads in its growth. It was late Friday afternoon and BlueJay's director of supply chain management, Fred Butler, was in his office contemplating the next steps for his department and company. As the business expanded, the company was faced with a good problem: too much business. BlueJay's recently introduced products are more in demand than had been expected by the senior leadership team (SLT), and as a result, the company was scrambling to find ways to meet that higher demand. Up until this stage in the company's growth, BlueJay's senior leadership team employed the strategy of keeping all aspects of manufacturing in-house. BlueJay worked hard in recent years to improve its once tarnished quality image, and the SLT felt that particular approach was the best way to maintain adequate control of both cost and quality; however, with product demand now increasing dramatically, a different tact must be considered. In strategizing to meet the unexpected level of customer demand, the SLT has asked the supply chain team to explore outsourcing portions of its in-house manufacturing. Although Butler and his supply chain team are already working long hours to support the new product launches, they only have 30 days to make those recommendations.
To address the company's outsourcing options, Butler must consider many things. First, what portions of the in-house manufacturing are outside suppliers capable of taking over, and what are the associated risks? Second, what can be outsourced? Butler knows that establishing the type of long-term partnership with suppliers that the company is looking for will require a deep understanding of the in-house costs for each of the outsourcing initiatives. Butler also knows that to make a rational decision, he and his supply chain management team must thoroughly understand the financial aspects of these potential outsourcing activities.
Beyond incorporating the risks of outsourcing into the evaluation, compare the in-house costs to the supplier proposals BlueJay needs to fully capture the total life cycle costs for completing the work in house so the outsourcing decision is not made on purchase price alone. Although BlueJay does want to keep the work inside, the project requires the company to make a significant capital investment. Because of the size of the capital investment for BlueJay, Butler not only needs to understand the strategic side of the outsourcing initiatives, he also needs to understand the payback on the investments that BlueJay would be required to make. Unless Butler can rationally compare and demonstrate the total ownership costs of keeping the work in house as compared to the supplier pricing to the SLT, he suspects that getting authorization to move forward will be difficult.
Butler knows he cannot make these critical decisions for the company alone, especially in regard to understanding the overall financial ramifications of the various possible scenarios. Butler has decided that he needs a cross-functional team with representation from the other departments in the company. Butler feels he especially needs the finance group and all those skilled in financial analysis for evaluating the make versus buy decision for the proposal to be given to the SLT. Your assignment is to assist Butler and the supply chain management team with the tasks that follow.
Please refer to the attached file for the response.
OUTSOURCING VS. INHOUSE PRODUCTION: ANALYSIS GUIDE
The company at hand is faced with a significant business opportunity or a chance to earn greater revenues and consequently, higher profits. This is a result of an increase in the demand for a recently introduced product.
The opportunity of greater business and a chance for higher profits would mean a need for higher level of production. This must be done within a short period of time to take advantage of this opportunity. Otherwise, it may be foregone, in favour of competitors.
With the current level of productivity as to the number of employees, their skills and the equipment, facilities, and other resources available, the company may not be able to meet the demand, both in quantity and in quality. Hence, there is a possibility of resorting to a new option - outsourcing or more specifically, micro-outsourcing because of the need to outsource some of the tasks that may be costly to produce in-house. Further, these may be produced in-house but with a lesser degree of quality.
Should the company outsource or completely perform the tasks in-house?
The following discussions may help in coming up with the decisions:
This option would have the following consequences:
1. The company will have a better control in the use of its resources and in the quality of outputs produced. This could further help the company recover from the tarnished image on product quality.
2. Existing labor force will be maintained. With the increased volume of tasks to be performed, the need to reduce or cut down workers is ...
Micro costs and acquisition costs are examined for supply chain scenarios.
Be able to apply various cost estimation models and methodologies at both the macro and micro levels of the work breakdown structure
Butler and his team are particularly excited about the potential of one of the options proposed by a particular supplier. To help Butler prepare for the meeting with the senior leadership team, prepare a report that calculates and explains the following:
Use both the TLC and WLC estimation methods to create what you estimate to be the microcosts in the evaluation of the supplier proposal.
Aggregate those microcosts into the generic macrolevel stages of ownership.
To head off potential questions in the meeting, go ahead and explain why we did not include the LLC estimation method into this evaluation process.
1000 - 1800 words, Please include references.View Full Posting Details