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单击此处编辑母版标题样式,编辑母版文本样式,第二级,第三级,第四级,第五级,2016/5/24,#,managing a lean supply chain,CASE STUDY on,JENNYS CYCLE COMPONENTS,Team Number,HB1454224587,ima,JCC,OEM,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,WEIDING&,CUT TUBING,DEGREASE&,WELD CLEAN,POWDER,COATING,FORK,ASSEMBLY,TIRE,BALANCING,TRANSPORT&QUEUE,DELIVERY,HANDLABAR MOUNTING,WHEEL,ASSEMBLY,1.Several-Tire Slowdown on Income,2.JIT Strategy,3.Special Order,4.Limited Profitability,5.Product Quality,？,1/Why shall we use several-tier suppliers?,2/Wh,at,about,JIT strategy,?,3/Shall we accept the new orders?,1,1,Several Tires Supplier,JIT Strategy,Special Order,1/OEM Advantages,2/JCC Challenge,1/Benefit,2/Limitation,1/Financial Impact,2/Non-financial Impact,STATUS ANALYSIS,Q1,1/Why shall we use several-tier suppliers?,STATUS ANALYSIS,01,02,03,04,Keep core competitiveness,Reduce Cost,Transfer risks to JCC,Increase efficiency,Focus on manufacturing process,Keep variety and innovation of product,Pay the loss of unpunctual delivery,OEM only controls the first-tier-JCC,Variable cost,Lower cost by the scale production,Fixed cost,Reduce inventory administration cost,We should continue to keep this method,1/STATUS ANALYSIS,1.1/Several-Tire Supplier,Benefits of several-tire-supplier,01,02,Affected by the upper and,lower Suppliers,An aexclusive contract,An error of any tire will affect JCC,JCC only has one customer-OEM,We should seizetheopportunity,1/STATUS ANALYSIS,1.1/Several-Tire Supplier,Challenge of several-tire supplier,Q2,2/Wh,at,about,JIT strategy,?,1/STATUS ANALYSIS,Less setup time,Strong supplier relationships,Obvious production priorities,Lower inventory cost and fixed cost,High efficiency,Zero inventory,Higher revenues based on the lower price and flexibility for satisfying incremental orders,No buffer inventory,Highly rely on the supply chain,Potential stock outs at suppliers,Potential overtime expenses from unanticipated orders,General Benefit,Limitation,JIT,JCC,Benefits that JCC cannot,All of these cannot be avoid by JCC!,Advantagesoutweighthedisadvantages,，,we should continue,1/STATUS ANALYSIS,1.2/JIT Strategy,Q3,3/Shall we accept the new orders?,Financial Impact,Non-financial Impact,1/STATUS ANALYSIS,Although the profitability still declines,the pace of decrease slows down.,Net Profit Margin,Return on Assets,Benchmark,1/STATUS ANALYSIS,1.3/Special Order Financial Aspects,1.Profitability,Accepting the order can turn the falling trend of JCCs operating capacity,Operating Capacity,Inventory Turnover,Benchmark,1/STATUS ANALYSIS,1.3/Special Order Financial Aspects,2.Operating Capacity,2014,2013,2012,Special order,Expand production can continue to keep our good debt paying ability,From financial aspect,we suppose that accepting is sensible,Short Term,Solvency-Current Ratio,Long Term,Solvency-Debt to Assets Ratio,1/STATUS ANALYSIS,1.3/Special Order Financial Aspects,2.Debt Paying Ability,Long-term and stable cooperation with OEM,Enhance JCCs bargain power with OEM,A new opportunity of expanding production and turning the difficult business dilemma,Mitigate shareholders concern over JCCs declining profitability,Non,Financial,From non-financial aspect,we suppose that accepting is sensible,1/STATUS ANALYSIS,1.3/Special Order-Non-financial Aspects,Yellow 2014,White 2013,ROE,57.24%,85.31%,Return on assets,10.51%,14.63%,Equity multiplier,5.4467,5.8312,Assets,80,475,000,75,135,000,Long term liabilities,31,000,000,31,000,000,Current liabilities,34,700,000,31,250,000,Liabilities,65,700,000,62,250,000,Sales,111,000,000,113,100,000,Total assets turnover,1.3793,1.5053,Current assets,44,965,000,38,125,000,Assets,80,475,000,75,135,000,Long term assets,35,510,000,37,010,000,Cash and cash equivalents,15,000,000,13,900,000,Trade receivables,net,13,500,000,9,300,000,Others,6,765,000,7,725,000,Inventory,9,700,000,7,200,000,Net Income,8,454,225,10,988,825,Net profit margin on sales,7.62%,9.72%,Sales,111,000,000,113,100,0,00,Cost of goods sold,81,025,000,79,025,000,Freight-out,4,900,000,4,500,000,Other operating expenses,11,300,000,12,000,000,Provision for income taxes,4,220,775,5,486,175,Non-operating expenses interest,1,100,000,1,100,000,Cost&Expenses,102,545,775,102,111,175,Cost&Expenses,102,545,775,102,111,175,Inventory,9,700,000,7,200,000,1/STATUS ANALYSIS,1.4/Financial Analysis DuPont Analysis,2,2,IMPROVEMENT,OEM,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,WEIDING&,CUT TUBING,DEGREASE&,WELD CLEAN,POWDER,COATING,FORK,ASSEMBLY,TIRE,BALANCING,TRANSPORT&QUEUE,DELIVERY,HANDLABAR MOUNTING,WHEEL,ASSEMBLY,JCC,Supplying,Delivering,Manufacturing,2.1 Quality Management,2.2 Supplier Evolution System,2.3 Transfer price,2.4 Bargain,2.5 JIT Information Sharing Platform,2.6 Manufacturing Process Re-engineering,OEM,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,WEIDING&,CUT TUBING,DEGREASE&,WELD CLEAN,POWDER,COATING,FORK,ASSEMBLY,TIRE,BALANCING,TRANSPORT&QUEUE,DELIVERY,HANDLABAR MOUNTING,WHEEL,ASSEMBLY,JCC,2/I,MPROVEMENT,Overview of Further Actions,Tires,Wheels,OEM,Fron
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