Stores 1728 1800 96% 4320 1800 240% 6768 1800 376%
Dairy/Juicer 1296 5400 24% 2880 2890 100% 3600 2890 125%
Converter 318 830 38% 318 830 38% 30 830 4%
Extruder -22 190 -12% -22 190 -12% -22 190 -12%
Mill 59 2800 2% 59 2800 2% 59 2800 2%
Total 3379 11020 31% 7555 8510 89% 10435 8510 123%
Choice of market segments
A Commodity Dairies
Opportunities ?
1 The total market declinin 3% a year but had been always their main customer
2 Uncertain supply of plastics. (by-product for the oil companies
3 Environmental indignation over plastics
4 Nutritionally , paper is better than plastics
5 Potential to realise price premium for cartons by working with dairies to create
differtiated milk just like branded OJ
B Branded OJ segment
1 Low mkt share in differentiated segment , reflected status as a "backup" supplier
2 Technologically obsolescent manufacturing
Most plant and equipment had been bought in the 1960's
nagging problems with the quality of the board, caused by lack of up-to date m/c
$43m needed to upgrade its primary manu facility to improve board strength, printing
and smoothness.$17m needed to add new extruder to compete in multilayered coating
application
3 Lack of rotogravure printing in the conversion plants.
$1.5m rqrd to purchase a rotogravure printing m/c. It seems operating costs also
will go up with the new tech.
C Export Market
How about spending $1.75m to participate in 180,000 tons of new potential business?
Convetional Capital Investment Analysis for DairyPak Projects
(Per Internal Documents)
Differentiated Segment
Ability to backward Nil. Do not buy volume Nil. do not buy in volume
integrate
paperboard into for a scale efficient plant for a scale efficient plant
Champion’s ROA 9% 2%
Strategic Analysis - A value Chain Perspective
· There are few buyers in the differentiated segment—fewer than ten versus .
more than 1,000 in the commodity segment.
· Buyers are very large.
· The average order size tends to be quite large.
· Differentiators typically keep two or more sources of supply. Poor service,
quality or uncompetitive prices are punished by cuts in order size.
· Plastic has several attractive features as a packaging material—break resistance,
design versatility, eye-appeal, printability. Plastic poses a more significant threat
to coated board in the differentiated segment since this segment values more highly
the marketing appeal of the package. This substitution threat sets a cap on paperboard
carton prices and a corresponding cap on investment returns, once the overwhelming
buyer power is factored into the analysis.
Summary
It appears to be an industry where the closer one gets to the end-use customer and the more
one creates product differentiation , the more money will be made. Dairy Pak seems to lose
on both counts. They lack the ability to forward integrate into the processor and supermarket
segment. Further they lack the product quality to successfully compete as a supplier to
the differentiated processor segment.
They need to understand the structural and executional drivers of cost behavior for the major
cost items in the mill, extruder, and converter operations. They then need to manager these drivers
better than the competitors. Staying in the commodity segment is the only logical choice.
The attractiveness of this option is further enhanced by possible significant growth in commodity
carton demand in export markets. Their manufacturing system is geared to this market, and
their reputation has been made in this market. They have low investment baseto support this
business , sinsce most plant and equipment were bought before 1970. Major new investment are
not required to compete here.
Looking at the economics of the mill, extruder, and converting operations, DairyPak is currently
destroying value (rather than creating value) by selling in the differentiated segment. Also, the
profitability at the mill is well below satisfactory levels. A cost driver analysis at the mill and
extruder stages might go a long way in identifying profit improvement opportunities. Such
analysis is beyond the scope of this case.
The SMC-value chain perspective thus extends our ability to achieve meaningful cost analysis.
Traditional Value Chain Analysis
Management Accounting in the SCM Framework
• Applied too often, only at • Each value activity has a set of unique
the overall firm level cost drivers
• “spend to save”
Insights for None are readily apparent. • Identify cost drivers at the individual
Strategic This
is a major reason why the activity level: develop cost
Decisions strategic consulting firms differentiation
advantage either by controlling those
typically throw away the drivers better than competitors or by
conventional reports as the reconfiguring the value chain (examples:
begin
their cost analyses Federal Express in mail delivery, MCI in
long distance telephone)