Instead of simply buying parts and products from suppliers, manufacturers should reserve those suppliers' capacity. By doing so they'll gain more flexibility, better cost control, and higher product quality.
Bob Parker is a group vice president at
the IDC research and analysis firm
Industry Insights. There he’s responsible
for the research direction of the
Manufacturing Insights and Global
Retail Insights units. Parker, a
CSCMP member, previously was a
vice president covering emerging
technology, enterprise software, and
information technology strategies at
AMR Research.
Although the classic model for manufacturing firms relied on vertical integration, modern industrial organizations are built on their supply chains. Take Ford Motor Company, for example. Ford used to bring raw rubber and iron ore in one end of its River Rouge, Michigan, USA, manufacturing plant and push completed vehicles out the other end. Today, however, Ford procures more than 60 percent of the value of an automobile from suppliers.
Ford is hardly alone in doing so; most global manufacturers obtain a significant percentage of their products' components from external suppliers. There are many reasons for this change. Many companies have shed production assets in favor of supplier relationships in order to support geography-based revenue growth, control profit margins, and maximize their return on assets. Moreover, manufacturers' focus on core competencies, enabled by information technology and plenty of capital, led them to shift their emphasis from internal production operations to external supply chain coordination.
Article Figures
[Figure 1] Manufacturing financial performance (2002-2007)Enlarge this image
This shift in focus is one reason why manufacturing firms enjoyed a period of robust growth after the "tech bubble" burst in 2001. Figure 1 summarizes information from IDC Manufacturing Insights' global performance index, which is based on data for 850 of the largest global manufacturers. The chart shows that, in the five-year period that includes 2003 through 2007, revenue improved cumulatively by more than 40 percent, and profit margins doubled from just above 2 percent in 2002 to 4.5 percent in 2007.
Now the good times are over. Last year started with a great deal of uncertainty that was largely fueled by the rising costs of resources such as petroleum, chemicals, and metals. The worldwide economic expansion had created inflationary raw material markets, and supply chain captains worried about their effect on growth and profitability. By the end of the year, raw material costs were off their peaks?—but for the wrong reasons. A global credit crunch had slammed the door on consumer spending in mature markets and had dried up business borrowing everywhere.
The 850 companies tracked by the IDC Manufacturing Insights index are, for the most part, well-positioned to weather the storm. Their strong financial performance between 2003 and 2007 allowed them to build up large cash reserves, and these war chests will help them survive. However, many manufacturers worry about key suppliers that have been unable to build a cash buffer and are very dependent on short-term borrowing facilities, which now are hard to come by, or at least are much more expensive than they were. Those supply chain captains know that they will have to become more involved in financing the commercial activity in their supply chains, and they are trying to find ways to mitigate their financial and supply risks. This need to change the way they interact with suppliers has created interest in a different approach to procurement?—capabilities-based sourcing (CBS).
What is capabilities-based sourcing?
Capabilities-based sourcing is not a concept that was born of the current economic troubles; it actually has been discussed for some time. But it has not been widely implemented because few companies have been able to justify the tremendous effort that would be required to change from traditional practices to CBS.
Traditional sourcing and procurement is based on a familiar path. An engineering parts list is translated to a bill of material. Since many of the items are not standard (that is, they can't simply be bought out of a vendor's catalog), the procurement organization sends out drawings to a group of potential vendors, who then bid on producing the specific stock-keeping unit (SKU). The lowest bid from a qualified vendor usually gets the production job.
With the CBS approach, the buying company reserves capacity for specific capabilities?—precision machining, welding, or injection molding, for example. It then issues new requirements to those vendors, consuming that capacity. The capacity reservation may be in the form of a cash payment, or it may be in the form of a binding guarantee that the supplier can use as collateral when it borrows money. The process may be extended such that the supply chain captain furnishes those vendors with raw materials (such as steel, plastic, or even energy), allowing it to utilize its buying power and better hedge price volatility. The CBS approach is attractive in this capital-constrained environment because suppliers that receive contract guarantees have some level of assured capacity consumption and therefore can better finance their operations.
Consider this example. Figure 2 shows a very simple bill of material (BOM) for three end products. All of the parts that comprise those products (assumed to be nonstandard) must be produced by suppliers. Each of the parts would be sent out for bid to qualified suppliers, and the contracts would be awarded to the lowest bidders. If the customer orders two of product 123, one of product 456, and three of product 789, then new purchase orders would be let to those vendors for seven of part A, two of part B, two of part C, four of part D, one of part E, nine of part F, and three of part G, using a simple BOM explosion. (A BOM explosion breaks down each assembly or subassembly into its component parts.)
Figure 3 examines the same set of parts but considers the number of hours needed for certain production capabilities. In this scenario, the capabilities of the vendors are understood and capacity has been purchased in advance. For the same order discussed in the previous paragraph, purchasing would release the following consumption of hours: 23 hours of precision machining (7 x 3 = 21 for Part A, plus 1 x 2 = 2 for Part E); 29 hours of robotic welding; and 29 hours of injection molding.
In this example, capacity that has been reserved is assigned to produce a specific part. The buyer gets greater flexibility in meeting customer demand, and the suppliers finance their working capital needs with the buyer's balance sheet.
The business benefits of CBS
The most prominent reason for supply chain captains to adopt capabilities-based sourcing is to mitigate supply risk. By reserving capacity in advance, buyers can provide suppliers the working capital they need without having to become their lender of record.
CBS offers manufacturers a number of other key benefits, including:
Flexibility. Because they no longer have a one-to-one relationship between supplier and purchased part (that is, they are not buying a single part from a single supplier), companies using CBS can adjust and calibrate their supply capabilities to demand. Using "lean" parlance, the traditional inventory kanban (buffer inventory) with suppliers becomes a capacity kanban. Hence the whole supply network, not just the factory, can be balanced to demand. In addition, CBS's ability to match supply capabilities with demand ensures a high order-fill rate and thus allows supply chain captains to raise the level of service they provide to their customers.
Cost control. Hourly rates for capacity consumption typically differ depending on the level of factory automation. The higher the level of automation, the more costly the labor, but those plants operate more efficiently. Conversely, less automated plants may take longer to produce parts but will carry lower hourly rates. Supply chain captains who recognize these differences can better understand their suppliers' cost structures and ultimately exert more control over the profitability of their product portfolios.
Raw materials. Supply chain captains can also take on the sourcing of key base materials like metals, plastics, and chemicals. By assuming control of sourcing, buying organizations can further mitigate the working capital needs of their suppliers and allow the buying organizations to leverage their buying power.
Quality. Not only does buying capacity in advance give supply chain captains more responsibility for monitoring production yields, it also gets them involved in quality improvement from the start. This is true, for example, in the semiconductor industry, where prebuying capacity at foundries is a common practice. While it requires additional investment on the part of the buying organization, such diligence should translate to higher overall product quality.
Through these benefits, capacity-based sourcing can enhance the overall effectiveness of the supply network, resulting in higher service levels, lower costs, and improved quality.
Effecting the transformation
CBS offers significant benefits, but companies that shift to this approach will have to overcome some noteworthy challenges. For one thing, there is always the risk that reserved capacity will go unused and that the need for costly, nonrecurring tooling?—a special mold for a specific part, for instance?—will further complicate the situation.
The biggest challenge for companies that are considering this sourcing approach remains the considerable effort required to transform an organization from individual part sourcing to CBS. Organizations are structured around commodity buying, processes are geared to event-based contract awards (requests for proposals and requests for quotations), and information technology is based on conventional material planning. To implement CBS, companies will have to completely re-examine their supply organizations, processes, and supporting information technology.
Let's look first at reorganization. Traditional procurement organizations are structured around commodity managers or teams. These purchasing professionals are responsible for negotiating contracts for items that share attributes such as raw material or function. Commodity managers have an understanding of the item's functional engineering (what it is intended to do) so that they can evaluate alternative sources for those items.
In a CBS approach, the key title is not commodity manager but "capability manager." The role is very similar to that of the commodity manager, except the most important piece of knowledge isn't the functional requirement of the part being purchased. Rather, it is a process-oriented understanding of how the part is produced. There will be some overlap between the two. Just as the commodity manager will have some understanding of the production process, the capability manager will also understand the part's function. Such organizational changes will be the easiest part of the transformation; changing the purchasing mindset from a primary focus on function to a focus on process could prove more difficult.
Along with a new way of thinking, the implementation of CBS will necessitate substantial changes to all aspects of the procurement function, including:
Planning. Strategic sourcing?—the aggregation of spending based on common attributes?—will transition to sourcing that is based on the aggregation of capabilities that are needed in the supply network. Thanks to the benefits of CBS discussed earlier, this change should lead to more effective network design, more accurate advanced planning, and more effective sales and operations coordination. The planning process will develop recommendations for what percentage of the estimated required capacity should be reserved and how far in advance this should be done. IDC Manufacturing Insights expects most companies will reserve 60 to 70 percent of their estimated required capacity in the longer term (six months to a year), adjust with additional buys in the middle term (one or two quarters), and spot-buy in the near term. This approach will help to mitigate the aforementioned risk of failing to consume reserved capacity.
Buying. The traditional process of sending drawings and requests for quotes to approved vendors will also change. Instead, complex capacity-reservation contracts will have to be signed and executed before a company receives a bid for production of a part. Instead of calculating pricing for specified quantities of those items, vendors will estimate the amount of capacity hours that will be consumed per unit. The current process is only loosely coupled with planning (the strategic sourcing function works with a list of approved vendors, from which a bid list is composed), but CBS will require tighter coordination between the required-capacity forecast and the actual consumption queue (what is currently in line for production). Purchase order releases will reflect hours, not dollars.
Execution. Material planners will move from managing on the basis of shipment dates within specified time windows to managing based on near real-time status of production at the supplier. Throughput, yield, and shipment information will be closely tied. Planners will work with the supplier's production personnel to determine lot quantities and sequences based on current need. Kanbans for capacity, not inventory, will be established.
For companies moving toward CBS, making the necessary process changes will be the most complex undertaking. They must develop process blueprints that reflect the state they desire to achieve, and they must devise a transformation plan. It is widely recommended that they engage consulting firms that are well-versed in process re-engineering to assist them in this critical transition.
Information technology considerations
Unfortunately, data models and process applications in the procurement area are built for the traditional approach rather than for CBS. However, this doesn't mean that companies will be required to create new, custom applications. Rather, they will have to build tighter connections between existing product lifecycle management (PLM) and supply chain management (SCM) applications.
In some industries, as much as 80 percent of the product cost is locked in the initial design stages, when critical decisions are made about key components and how they should be produced. This makes the design stage an ideal time to identify what capabilities will be needed to manufacture those components and to estimate the "should take" time (as opposed to "should cost" pricing). These estimates can then be vetted with suppliers where the supply chain captain has reserved capacity.
Because the vendors in essence are providing manufacturing services, not parts, companies using the CBS approach should apply procurement software that is adept at services purchasing to the actual orders. Resource planning software should consider vendors' work centers as if they were their own and run capacity planning (rather than material planning) against the requirements. Thus, instead of being vertically integrated, the supply chain captain becomes "virtually integrated."
The new reality
Although capacity-based sourcing has long been discussed in theory, the concept has always seemed too daunting to put into practice. The new realities presented by the current global recession, however, have generated renewed interest in CBS because of the compelling benefits it offers in the areas of flexibility, cost control, and risk mitigation.
If you believe this purchasing approach would benefit your company, start the transition with a single spend category (for example, metals processing, plastic parts, Application-Specific Integrated Circuits [ASICs], and so forth) to test the process. Be sure to take advantage of the sourcing capabilities offered by your product lifecycle management software vendors, and work with consulting firms that are versed in the purchasing process, risk analysis, and process re-engineering.
The impetus for the transformation from a traditional purchasing model to capacity-based sourcing may be the current economic malaise. But a CBS approach will continue to yield substantial long-term benefits long after the inevitable recovery begins.
Container imports at U.S. ports are seeing another busy month as retailers and manufacturers hustle to get their orders into the country ahead of a potential labor strike that could stop operations at East Coast and Gulf Coast ports as soon as October 1.
Less than two weeks from now, the existing contract between the International Longshoremen’s Association (ILA) and the United States Maritime Alliance covering East and Gulf Coast ports is set to expire. With negotiations hung up on issues like wages and automation, the ILA has threatened to put its 85,000 members on strike if a new contract is not reached by then, prompting business groups like the National Retail Federation (NRF) to call for both sides to reach an agreement.
But until such an agreement is reached, importers are playing it safe and accelerating their plans. “Import levels are being impacted by concerns about the potential East and Gulf Coast port strike,” Hackett Associates Founder Ben Hackett said in a release. “This has caused some cargo owners to bring forward shipments, bumping up June-through-September imports. In addition, some importers are weighing the decision to bring forward some goods, particularly from China, that could be impacted by rising tariffs following the election.”
The stakes are high, since a potential strike would come at a sensitive time when businesses are already facing other global supply chain disruptions, according to FourKites’ Mike DeAngelis, senior director of international solutions. “We're facing a perfect storm — with the Red Sea disruptions preventing normal access to the Suez Canal and the Panama Canal’s still-reduced capacity, an ILA strike would effectively choke off major arteries of global trade,” DeAngelis said in a statement.
Although West Coast and Canadian ports would see a surge in traffic if the strike occurs, they cannot absorb all the volume from the East and Gulf Coast ports. And the influx of freight there could cause weeks, if not months-long backlogs, even after the strikes end, reshaping shipping patterns well into 2025, DeAngelis said.
With an eye on those consequences, importers are also looking at more creative contingency plans, such as turning to air freight, west coast ports, or intermodal combinations of rail and truck modes, according to less than truckload (LTL) carrier Averitt Express.
“While some importers and exporters have already rerouted shipments to West Coast ports or delayed shipping altogether, there are still significant volumes of cargo en route to the East and Gulf Coast ports that cannot be rerouted. Unfortunately, once cargo is on a vessel, it becomes virtually impossible to change its destination, leaving shippers with limited options for those shipments,” Averitt said in a release.
However, one silver lining for coping with a potential strike is that prevailing global supply chain turbulence has already prompted many U.S. companies to stock up for bad weather, said Christian Roeloffs, co-founder and CEO of Container xChange.
"While the threat of strikes looms large, it’s important to note that U.S. inventories are currently strong due to the pulling forward of orders earlier this year to avoid existing disruptions. This stockpile will act as an essential buffer, mitigating the risk of container rates spiking dramatically due to the strikes,” Roeloffs said.
In addition, forecasts for a fairly modest winter peak shopping season could take the edge off the impact of a strike. “With no significant signs of peak season demand strengthening, these strikes might not have as intense an impact as historically seen. However, the overall impact will largely depend on the duration of the strikes, with prolonged disruptions having the potential to intensify the implications for supply chains, leading to more pronounced bottlenecks and greater challenges in container availability, " he said.
A coalition of freight transport and cargo handling organizations is calling on countries to honor their existing resolutions to report the results of national container inspection programs, and for the International Maritime Organization (IMO) to publish those results.
Those two steps would help improve safety in the carriage of goods by sea, according to the Cargo Integrity Group (CIG), which is a is a partnership of industry associations seeking to raise awareness and greater uptake of the IMO/ILO/UNECE Code of Practice for Packing of Cargo Transport Units (2014) – often referred to as CTU Code.
According to the Cargo Integrity Group, member governments of the IMO adopted resolutions more than 20 years ago agreeing to conduct routine inspections of freight containers and the cargoes packed in them. But less than 5% of 167 national administrations covered by the agreement are regularly submitting the results of their inspections to IMO in publicly available form.
The low numbers of reports means that insufficient data is available for IMO or industry to draw reliable conclusions, fundamentally undermining their efforts to improve the safety and sustainability of shipments by sea, CIG said.
Meanwhile, the dangers posed by poorly packed, mis-handled, or mis-declared containerized shipments has been demonstrated again recently in a series of fires and explosions aboard container ships. Whilst the precise circumstances of those incidents remain under investigation, the Cargo Integrity Group says it is concerned that measures already in place to help identify possible weaknesses are not being fully implemented and that opportunities for improving compliance standards are being missed.
By the numbers, overall retail sales in August were up 0.1% seasonally adjusted month over month and up 2.1% unadjusted year over year. That compared with increases of 1.1% month over month and 2.9% year over year in July.
August’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were up 0.3% seasonally adjusted month over month and up 3.3% unadjusted year over year. Core retail sales were up 3.4% year over year for the first eight months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023.
“These numbers show the continued resiliency of the American consumer,” NRF Chief Economist Jack Kleinhenz said in a release. “While sales growth decelerated from last month’s pace, there is little hint of consumer spending unraveling. Households have the underpinnings to spend as recent wage gains have outpaced inflation even though payroll growth saw a slowdown in July and August. Easing inflation is providing added spending capacity to cost-weary shoppers and the interest rate cuts expected to come from the Fed should help create a more positive environment for consumers in the future.”
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
A new survey finds a disconnect in organizations’ approach to maintenance, repair, and operations (MRO), as specialists call for greater focus than executives are providing, according to a report from Verusen, a provider of inventory optimization software.
Nearly three-quarters (71%) of the 250 procurement and operations leaders surveyed think MRO procurement/operations should be treated as a strategic initiative for continuous improvement and a potential innovation source. However, just over half (58%) of respondents note that MRO procurement/operations are treated as strategic organizational initiatives.
That result comes from “Future Strategies for MRO Inventory Optimization,” a survey produced by Atlanta-based Verusen along with WBR Insights and ProcureCon MRO.
Balancing MRO working capital and risk has become increasingly important as large asset-intensive industries such as oil and gas, mining, energy and utilities, resources, and heavy manufacturing seek solutions to optimize their MRO inventories, spend, and risk with deeper intelligence. Roughly half of organizations need to take a risk-based approach, as the survey found that 46% of organizations do not include asset criticality (spare parts deemed the most critical to continuous operations) in their materials planning process.
“Rather than merely seeing the MRO function as a necessary project or cost, businesses now see it as a mission-critical deliverable, and companies are more apt to explore new methods and technologies, including AI, to enhance this capability and drive innovation,” Scott Matthews, CEO of Verusen, said in a release. “This is because improving MRO, while addressing asset criticality, delivers tangible results by removing risk and expense from procurement initiatives.”
Survey respondents expressed specific challenges with product data inconsistencies and inaccuracies from different systems and sources. A lack of standardized data formats and incomplete information hampers efficient inventory management. The problem is further compounded by the complexity of integrating legacy systems with modern data management, leading to fragmented/siloed data. Centralizing inventory management and optimizing procurement without standardized product data is especially challenging.
In fact, only 39% of survey respondents report full data uniformity across all materials, and many respondents do not regularly review asset criticality, which adds to the challenges.