...HARvAR D I " , srNEss I , . " Tt . W-rEr 5gor6ffi, TIMOTHY A. LUEHRMAN Stryker Corporation: In-sourci In late May 2003 executives in Stryker Corporation component of many of Stryker Instrument,s medica from a small number of contract manufacturers. more than 910 million in each of the next two Instruments business grew. In recent years, been unsatisfactory with respect to quali$ repeatedly found itself looking for new su bankruptcy, a financially weak suppl appearance of several current suppli Stryker Instruments' establish a Stryker was Stryker ucts. Currently, Stryker purchased ts had resolved to address the issue. nt basic sourcing policy for PCBs, but with important tect against future disruptions by acquiring safety stocks of rcing of all electronic assemblies. Option #2 would boost supplier of PCBs and ility for supplying them. The partnership and incriased business from the supplier, further boosting its reliability. Option #3 was for acture its own PCBs in its own facility near company headquarters in such a facility was up and running, as well. PCBs PCBs ments business anticipated spending an amount that would increase as the of some contract manufacfurers had /or responsiveness and Stryker had lly, contract manufacturers tended to were not uncommon/ and even without reliable. Given recent events and the shaky rs studied three options for improving the situation. Option #1...
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...AFIN328 Financial Risk Management Department of Applied Finance and Actuarial Studies Faculty of Business and Economics Unit Guide D2 Day; Offered in Session 2, North Ryde 2012 Table of Content Table of Content General Information Convenor and teaching staff Credit Points Prerequisites Corequisites Co-badged status Unit Description 2 3 3 3 3 3 3 3 Learning Outcomes Graduate Capabilities Problem Solving and Research Capability Creative and Innovative Effective Communication Commitment to Continuous Learning Discipline Specific Knowledge and Skills Critical, Analytical and Integrative Thinking Engaged and Ethical Local and Global citizens Capable of Professional and Personal Judgement and Initiative 4 5 5 5 6 6 7 7 8 8 Assessment Tasks Class Test 1 Class Test 2 Group assignment Final Examination 10 10 10 10 11 Unit Schedule Delivery and Resources Policies and Procedures Academic Honesty Grades Grading Appeals and Final Examination Script Viewing Special Consideration Policy Student Support Student Enquiry Service Equity Support IT Help 12 13 14 14 14 14 14 15 15 15 15 Research and Practice 16 Page 2 of 16 General Information Convenor and teaching staff Unit Convenor: Alan Rai Email: alan.rai@mq.edu.au Phone: 9850 1169 Office: E4A 228 Consultation Hours: 1-3pm Monday Lecturer: James McCulloch Email: james.mcculloch@mq.edu.au Consultation Hours: Consultation during tutorials or via email Credit Points 3 Prerequisites ACCG252...
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...us ed in a spreadsheet, or transmitted in any form or by any meanselectronic, mechani cal, photocopying, recording, or otherwisewithout the permission of Harvard Business School. TIMOTHY A. LUEHRMAN Stryker Corporation: In-sourcing PCBs In late May 2003 executives in Stryker Corp orations Instruments business were actively considering a change in their sourcing strategy fo r printed circuit boards (PCBs), a key electronic component of many of Stryker Instruments medi cal products. Currently, Stryker purchased PCBs from a small number of contract manufacturers. The Instrument s business anticipated spending more than $10 million in each of the next two years on PCBs, an amount that would increase as the Instruments business grew. In re cent years, the performance of some contract manufacturers had been unsatisfactory with respect to quality, delivery and/or responsiveness and Stryker had repeatedly found itself looking for new suppliers. More generally, contract manufacturers tended to operate on thin margins with scant capital. Ba nkruptcies were not uncommon, and even without bankruptcy, a financially weak supplier was simply less reliable. Given recent events and the shaky appearance of several current suppliers, Stryker Instruments had resolved to address the issue. Stryker Instruments manufacturing managers stud ied three options for improving the situation. Option #1 was to maintain the current basic...
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...Stryker Corporation: In-sourcing PCBs Stryker Corporation: In-sourcing PCBs Cerutti, Carolina Del Valle Repalde, Angie Samour, Diego Zambrano, Fátima Daniel Ariza Naranjo Evaluación financiera de proyectos UNIVERSIDAD DE LA SABANA ESCUELA INTERNACIONAL DE CIENCIAS ECONÓMICAS Y ADMINISTRATIVAS Chía, Noviembre de 2015 Stryker Case Questions 1. State the business case for option 3, the PCB InSourcing proposal. Option #3 was for Stryker Instruments to manufacture its own PCBs in its own facility near company headquarters in Kalamazoo, Michigan. Once such a facility was up and running, it might be expanded to supply PCBs to other Stryker businesses as well. The requierements to accept this option are the following: - the larget capital outlay of the 3 options - the largest increment in headcount and payroll - it would have to obtain numerous approvals - a new building - a growth in the production volume - new production costs: materials, variable and fixed costs - payment conditions of: 120 days Of all the options this one was the one that promised the highest degree of control over quality and delivery. 2.Use the projections provided in the case to compute incremental cash flows for the PCB project, as well as its NPV, IRR and payback period. The projections in the case shows Instruments’ expected expenditures on PCBs for the year 2004 to the year 2009 under the old sourcing strategy using contract manufacturers....
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...Stryker Corporation Deciding whether to keep outsourcing or in-source PCBs Stryker Corporation has 3 different options regarding the supply of needed PCBs. Option 1: contemplates the fact of keeping the same suppliers but with significant changes in order to assure continuous supply of PCBs and quality. No investment is needed. Option 2: establishing a partner with a single supplier. This way there would be a sole supplier for Stryker established in a new facility near them, this would give more certainty and control over continuous supply and quality standards. Again, no investment is needed. Option 3: in-source the PCB’s, there is a project for investing and owning a plant for producing their own PCB’s, this way they would assure a continuous supply and have 100% control over quality standards. In this case, there is a big amount of capital that should be invested, which is needed to be analyzed in order to see whether it is viable for the company or not. The case present several information regarding expected production costs for in-sourcing and expected purchases for outsourcing. Since there is no projected information of Income Statement, then the only cash flow analysis that can be made is by comparing the efficiency gained by in-sourcing the PCBS compared to the costs of keep buying the PCBs. The case contemplates the projected comparison from 2004 to 2009 of the costs of buying PCBs from an external supplier and the costs of making the PCBs. What we will analyze...
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...Case Study of Stryker Corporation 1. (1) Option #3 was for Stryker Instruments to manufacture its own PCBs in its own facility near company headquarters. (2)Benefits for option 3: ● Better control the quality, delivery and cost; ● Maintain the business stability; ● Supply PCBs to other Stryker businesses; ● Be able to implement cost shift and avoid tax; (3) Risks for option 3: ● Carry the inventory; ● Incur large capital outlay and sunk cost; ● Increase headcount, payroll and other expenditures (materials, infrastructure, R&D, maintenance, PP&E and depreciation) of Stryker; ●Bear the risk that the equipment may be outdated; (4) Compared with option #1: ●Benefit: no capital outlay; to some extent can protect future against disruptions with lower cost; flexibility; ●Risk: instability in quality, cost, delivery and responsiveness; Compared with option #2: ●Benefit: can improve quality of the supplies by increasing business with the supplier; ●Risk: the possibility of bankruptcy and weak financial performance of supplier; the sole supplier can strongly affect Stryker’s performance; coordination problem. 2. (1) Followings are the key assumptions of our write up: ● Stryker Instruments incurred all capital expenditures including (construction and improvements, furnishings and non-manufacturing equipment, communication equipment and IT infrastructure and capital equipment)...
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...Stryker corp case study Stryker choose to manufacture its own PCB in its own facility. ... cash flows for the PCB project, as well as its NPV, IRR, and payback period. ... Option #2 was to establish a partnership with one single company, which was one of . In 2003, the Stryker Corporation is contemplating a change in their sourcing strategy for printed circuit boards (PCBs), which are used in many of their instruments. Recently, Stryker's suppliers of PCBs have become less reliable. They want to eliminate this problem by building a PCB production facility and produce the boards in house. In other words, they want to in-source the production of PCBs. This would give the company a great control over the quality of their boards. This proposal will require a total capital outlay of $6,287,258. This includes $3,030,000 for building construction, $278,000 for architectural and engineering fees, $336,000 for furnishings and IT infrastructure, and $2,643,258 for equipment. Once this facility was up and running, Stryker would transition out of buying from suppliers into complete in house production. There will be savings from not having to pay suppliers, and an increase in manufacturing cost. In the long run, the savings will be greater than the increase in manufacturing costs. In order to figure out if this proposal makes financial sense, I calculated the Net Present Value, Internal Rate of Return, and the Payback Period for the years 2003 through 2009. So what...
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...noted) Title Author Product Number Publication Year Pages Teaching Note 1. Time Value of Money Introduction Buying Time (HBS online tutorial) Kaplan 104708 2005 -- -- Alternative: Introduction to Accumulated Value, Present Value, and Internal Rate of Return Hammond 173003 1972 10p -- Valuing Capital Investment Projects Kester 298092 1997 5p 204152 Alternative: Tree Value Ruback 201031 2000 3p 202018 Luehrman 207121 2007 6p 209156 Luehrman & Abelli 4212 2010 8p 4213 Piper & DeVolder 4021 2009 32p 4024 Stafford 202027 2001 6p 202029 2. Exercises 3. Net Present Value Stryker Corp.: In-sourcing PCBs Alternative: New Heritage Doll Company (HBP Brief case) 4. Cash Flow Forecasting Expansion and Risk at Hansson Private Label, Inc.: Evaluating Investment in the Goliath Facility (HBP Brief case) Alternative: Ocean Carriers 5....
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...Stryker Corporation: in-Sourcing Pcbs Stryker Corporation: In-sourcing PCB’s Conclusion: If Stryker consider option 1 and keep safety stock of the electronic board then it will not resolve the problem of quality of input material. It will also increase the cost of inventory which will affect the profitability. But this could resolve the problem of reliable delivery of goods. That is if the supplier is unable to deliver the material in timely manner then they would have enough inventory that they can continue production without any hurdles. If it considers option 2 that is to create partnership with their suppliers then they will be able to receive continuous delivery of goods as well as the supplier will ensure high quality of goods to be delivered. But relying on only one supplier is dangerous if the supplier will be unable to deliver goods due to uncontrollable factors or the partnership will break then they will be in great trouble. It Stryker consider option 3 to manufacture the electronic board internally. They will have a positive NPV of $18.97m due to huge saving in cost of purchasing from contractors. The IRR is far above the 15% discount rate which shows that in case the discount rate reaches at 72% then NPV will be equal to zero. And this is not possible that discount rate reach to 72%. The payback period shows that the investment made in the year 2004 will be recovered in 2 years and 0.6 months, so the return from investment is very high. But the problem is that...
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