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  • Stryker Case - Brief

    Diunggah oleh

    Corinne Williams
    693 tayangan4 halaman
    Stryker considered changing how it sourced printed circuit boards (PCBs) for its medical products in 2003. It currently purchased from a small number of contract manufacturers, but expenses were increasing by over $10 million annually as business grew. Reasons to change included the weak financial positions and low quality from contract manufacturers, along with delayed deliveries and bankruptcy risks. Options considered were to maintain the current sourcing policy with modifications, solely source from one contract manufacturer, or establish an in-house PCB manufacturing facility. Establishing an in-house facility would provide the highest control over quality and delivery but require a large initial investment and increase headcount.

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    stryker case- brief

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    Stryker considered changing how it sourced printed circuit boards (PCBs) for its medical products in 2003. It currently purchased from a small number of contract manufacturers, but expenses were increasing by over $10 million annually as business grew. Reasons to change included the weak financial positions and low quality from contract manufacturers, along with delayed deliveries and bankruptcy risks. Options considered were to maintain the current sourcing policy with modifications, solely source from one contract manufacturer, or establish an in-house PCB manufacturing facility. Establishing an in-house facility would provide the highest control over quality and delivery but require a large initial investment and increase headcount.

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    © All Rights Reserved
    Unduh sebagai XLSX, PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    693 tayangan4 halaman

    Stryker Case - Brief

    Diunggah oleh

    Corinne Williams
    Stryker considered changing how it sourced printed circuit boards (PCBs) for its medical products in 2003. It currently purchased from a small number of contract manufacturers, but expenses were increasing by over $10 million annually as business grew. Reasons to change included the weak financial positions and low quality from contract manufacturers, along with delayed deliveries and bankruptcy risks. Options considered were to maintain the current sourcing policy with modifications, solely source from one contract manufacturer, or establish an in-house PCB manufacturing facility. Establishing an in-house facility would provide the highest control over quality and delivery but require a large initial investment and increase headcount.

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    © All Rights Reserved
    Unduh sebagai XLSX, PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    dari 4

    considered a change in sourcing of pcb's in MEDICAL PRODUCTS in MAY 2003

    purchased from small no. of contract manufacturers


    expenses wud increase more than 10 mn in each yr for 2 years as business grows
    reasons to change the sourcing
    weak financial capital of cm (contract manufacturers)
    low quality
    bankruptcy chances
    bad services, delayed deliveries
    option 1
    maintain current basic sourcing policy for pcb's but with imp modifications
    have extra number of stocks as safety stocks
    option2
    pick 1 grp from cm and solely take all orders of pcbs from that cm
    option3
    manufacture its own pcbs in owned facility of 8 acres in kalamazoo MI
    once established stryker can supply pcb's to its other businesses as well.
    this option promises highest degree of control over quality & delivery
    disadvantage is high investment, headcount, increased payroll
    1-also it will manufactures various kinds of pcb's so many kinds of manufacturing equipments will be required worth $ 2643258 ( dep 7 yrs)
    2-construction of new bldg 30000 sq feet on 8 acres of strykers land
    depreciation 30 yrs straight line method
    3- site prep, construction charegs- 3030000
    4-architectural & engineering costs- 278000
    5-furnishing & non furnishing - 126000
    6- IT & communication - 210000
    depreciation for both 5&6 - 3years
    material cost = productsxactual costs
    fc beginning of year 2004
    v.c would begin from 3rd quarter of 2004
    FC+vc represented half of employee compensation n benefits (it this any of our reference while calculations, please re-check)
    end of option 3
    by 2006- total 56 employess for inhouse production of pcb's
    part in-house production will strt in last quarter of 2004 till end of 2005 and 100% in house prod from jan 2006
    part pcb production from last q 04 to last mnth of 2005 will be given to CM.
    Manufacturing will be 100% capacity in 2009 ( TIFFANY LAURA I hope I got this right please check in the case)
    TAX 36%
    COST OF CAPITAL 15%
    EXHIBIT 4 GIVES ALL INTEREST RATES BUT WE DONT HAVE THE INVESTMENT AMOUNTS SO HOW WILL WE FIGURE OUT THE INTERESTS ???
    ABOUT STRYKER
    2002 revenues 3 bn
    operating prt 507 bn
    multiple businesses like ortho implants, med & surg equip, rehab med services
    exhibit 1 gvs operating & fin data
    Med surg sales in 2002 1.1 bn (increase of 13% over 2001 sales)
    global revenues 430 mn in 2002 approx
    1-also it will manufactures various kinds of pcb's so many kinds of manufacturing equipments will be required worth $ 2643258 ( dep 7 yrs)
    FC+vc represented half of employee compensation n benefits (it this any of our reference while calculations, please re-check)
    part in-house production will strt in last quarter of 2004 till end of 2005 and 100% in house prod from jan 2006
    Manufacturing will be 100% capacity in 2009 ( TIFFANY LAURA I hope I got this right please check in the case)
    EXHIBIT 4 GIVES ALL INTEREST RATES BUT WE DONT HAVE THE INVESTMENT AMOUNTS SO HOW WILL WE FIGURE OUT THE INTERESTS ???

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