Joseph, a buyer at Taggart & Smith, a Georgia-based purveyor of custom stereos for auto enthusiasts, was doing some number crunching. Taggart & Smith was reevaluating its suppliers for a key component of the custom stereo, the sub-woofer. After some extensive evaluation, Joseph had narrowed it down to two suppliers and he was comparing them. PeachTree SpeakerWorks was a regional company and China Sound was based in Guangdong Province, China. Given the following information that Joseph compiled, use total cost analysis to determine which supplier is more cost-effective for Taggart & Smith. Late delivery of the sub-woofer results in either a lost sale (thus lost profit) or a customer backorder (each time there is a backorder, it costs $275). Assume for the cost comparison that the company orders 12 times per year, the order quantity is 6,833 units, and that the annual requirement (forecast) is 82,000 units. Each time that he orders from a domestic supplier, Joseph estimates that it costs the company $ 593 and each time he orders from international suppliers, it costs about $1,413. For purposes of calculating quality problems and declaring the value for customs and insurance, Joseph uses the expected invoice amount (purchase cost + packing/packaging) as a base. Joseph also knows that additional factory inspection trips will need to be made to the China facility to support the company’s environmental, social, and quality goals.
What should Joseph do? Taking in consideration procurement rules of thumb regarding international sourcing and based on the analysis below, should he source globally or domestically?
Enter Global or Domestic.
| Product Weight | 8 | pounds |
| Cost of working capital | 9% | per year |
| Profit margin | 12% | annual |
| Price of finished stereo | $1,500 | per unit |
| Percent of late deliveries that result in backorders | 30% | of late deliveries |
| Percent of late deliveries that result in lost sales | 70% | of late deliveries |
| PeachTree SpeakerWorks | China Sound | |
| Quoted unit price | $54.00 | $41.00 |
| Packing cost (+ packing for international shipping) | $2.16 | $4.75 |
| Tooling cost | $3,000 | $5,000 |
| Invoice Terms | 2/10, net 30 | 2/15, net 30 |
| Domestic delivery distance (in miles) | 110 | 300 |
| Supplier quality rating (% problems) | 1.00% | 3.00% |
| Supplier delivery rating (% problems) | 2.00% | 3.00% |
| Number of forty-foot equivalents (FEU) per order | 1 | |
| China inland freight and freight forwarding (per FEU) | $364 | |
| Ocean transport (per FEU) | $2,501 | |
| Marine cargo insurance (% declared value) | 1.3% | |
| U.S. Customs duty and fees (% declared value) | 5.6% | |
| U.S. port handling and brokerage fees (per FEU) | $1,358 | |
| Factory inspection trips to China | $25,000 | |
| Domestic U.S. Transportation Costs | ||
| Full truckload (TL>40,000 lbs.) | $0.89 | per ton-mile |
| Less-than-truckload (LTL) | $1.14 | per ton-mile |
| Note: per ton mile = 2,000 pounds per mile |
| Purchase Cost | $ 4,428,000 | $ |
| Packing Cost | 177,120 | |
| Effective Invoice Amount | $ 4,605,120 | $ 3,751,500 |
| Effect of Discount Terms | ||
| Cash Discount | -92,102 | |
| Cost of Capital Savings | -11,513 | |
| Tooling Cost | 3,000 | |
| Ordering Cost | 7,116 | |
| Domestic Transportation Cost | 32,111 | |
| China Inland Freight and Freight Forwarding | ||
| Ocean Transport | ||
| Marine Cargo Insurance | ||
| U.S. Customs Duty and Fees | ||
| U.S. Port Handling and Brokerage Fees | ||
| Quality Cost | 46,051 | |
| Cost of Late Delivery | ||
| Backorders | 135,300 | |
| Lost sales | 206,640 | |
| China Factory Inspection Trips | ||
| TOTAL COST | $ 4,931,723 | $ 4,731,919 |
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