Professional Documents
Culture Documents
Management
Chapter 8
Location Strategies
PowerPoint presentation to accompany
Heizer/Render
Principles of Operations Management, 7e
Operations Management, 9e
2008 Prentice Hall, Inc.
81
Outline
Global Company Profile:
FedEx
The Strategic Importance of
Location
82
Outline Continued
Factors That Affect Location
Decisions
Labor Productivity
Exchange Rates and Currency Risks
Costs
Political Risk, Values, and Culture
Proximity to Markets
Proximity to Suppliers
Proximity to Competitors (Clustering)
2008 Prentice Hall, Inc.
83
Outline Continued
Methods of Evaluating Location
Alternatives
The Factor-Rating Method
Locational Break-Even Analysis
Center-of-Gravity Method
Transportation Model
84
Outline Continued
Service Location Strategy
How Hotel Chains Select Sites
The Call Center Industry
Geographic Information Systems
85
Learning Objectives
When you complete this chapter you
should be able to:
1. Identify and explain seven major factors
that effect location decisions
2. Compute labor productivity
3. Apply the factor-rating method
4. Complete a locational break-even
analysis graphically and mathematically
5. Use the center-of-gravity method
2008 Prentice Hall, Inc.
86
Federal Express
Central hub concept
Enables service to more locations with
fewer aircraft
Enables matching of aircraft flights with
package loads
Reduces mishandling and delay in transit
because there is total control of
packages from pickup to delivery
87
Location Strategy
One of the most important decisions a
firm makes
Increasingly global in nature
Significant impact on fixed and
variable costs
Decisions made relatively infrequently
The objective is to maximize the
benefit of location to the firm
2008 Prentice Hall, Inc.
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89
8 10
Location Decisions
Long-term decisions
Decisions made infrequently
Decision greatly affects both fixed
and variable costs
Once committed to a location,
many resource and cost issues
are difficult to change
2008 Prentice Hall, Inc.
8 11
Location Decisions
Country Decision
Figure 8.1
2008 Prentice Hall, Inc.
Location Decisions
Region/
Community
Decision
MN
WI
MI
IL
IN
OH
Figure 8.1
2008 Prentice Hall, Inc.
8.
Corporate desires
Attractiveness of region
Labor availability, costs,
attitudes towards unions
Costs and availability of utilities
Environmental regulations
Government incentives and
fiscal policies
Proximity to raw materials and
customers
Land/construction costs
8 13
Location Decisions
Site Decision
Figure 8.1
2008 Prentice Hall, Inc.
8 14
Growth Competitiveness
Index of Countries
Country
Switzerland
USA
Japan
Germany
UK
Israel
Canada
New Zealand
Italy
China
Mexico
Russia
2006-2007 Rank
1
6
7
8
10
15
16
23
42
54
58
62
2005 Rank
4
1
10
6
9
23
13
22
38
48
59
Table 8.1
53
8 15
Juarez
$70
= $1.17 per unit
60 units
$25
= $1.25 per unit
20 units
8 16
Costs
Tangible - easily measured costs such as
utilities, labor, materials, taxes
Intangible - less easy to quantify and
include education, public transportation,
community, quality-of-life
2008 Prentice Hall, Inc.
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on
costs
alone
Costs
can create
Tangible - easily measured costs such as
difficult
ethical
utilities, labor, materials, taxes
situations
8 18
8 19
Ranking Corruption
Rank
1
1
1
5
7
11
14
15
16
17
20
34
70
121
Country
2006 CPI Score (out of 10)
Finland
9.6
Least
Iceland
9.6
Corrupt
New Zealand
9.6
Singapore
9.4
Switzerland
9.1
UK
8.6
Canada
8.5
Hong Kong
8.3
Germany
8.0
Japan
7.6
USA, Belgium
7.3
Israel, Taiwan
5.9
Brazil, China, Mexico
3.3
Most
Corrupt
Russia
2.5
Table 8.2
8 20
Proximity to suppliers
Perishable goods, high transportation
costs, bulky products
8 21
8 22
Clustering of Companies
Industry
Locations
Wine making
Natural resources of
land and climate
Software firms
Silicon Valley,
Boston, Bangalore
(India)
Talent resources of
bright graduates in
scientific/technical
areas, venture
capitalists nearby
Race car
builders
Huntington/North
Hampton region
(England)
Table 8.3
8 23
Clustering of Companies
Industry
Locations
Theme parks
(Disney World,
Universal
Studios)
Orlando, Florida
Electronics
firms
Northern Mexico
Computer
hardware
manufacturers
Singapore, Taiwan
High technological
penetration rate and
per capita GDP,
skilled/educated
workforce with large
pool of engineers
Table 8.3
8 24
Clustering of Companies
Industry
Locations
Fast food
chains
(Wendys,
McDonalds,
Burger King,
and Pizza Hut)
General
Wichita, Kansas
aviation aircraft
(Cessna,
Learjet, Boeing)
Orthopedic
devices
Warsaw, Indiana
Table 8.3
8 25
Factor-Rating Method
Popular because a wide variety of factors
can be included in the analysis
Six steps in the method
1. Develop a list of relevant factors called
critical success factors
2. Assign a weight to each factor
3. Develop a scale for each factor
4. Score each location for each factor
5. Multiply score by weights for each factor for
each location
6. Recommend the location with the highest
point score
2008 Prentice Hall, Inc.
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Factor-Rating Example
Critical
Success
Factor
Labor
availability
and attitude
People-tocar ratio
Per capita
income
Tax structure
Education
and health
Totals
Scores
(out of 100)
Weight France Denmark
Weighted Scores
France
Denmark
.25
70
60
.05
50
60
.10
.39
85
75
80
70
.21
60
70
1.00
70.4
(.05)(60) = 3.0
68.0
Table 8.4
8 27
Locational
Break-Even Analysis
Method of cost-volume analysis used for
industrial locations
Three steps in the method
1. Determine fixed and variable costs for
each location
2. Plot the cost for each location
3. Select location with lowest total cost for
expected production volume
8 28
Locational Break-Even
Analysis Example
Three locations:
Selling price = $120
Expected volume = 2,000 units
City
Akron
Bowling Green
Chicago
Fixed Variable
Cost
Cost
$30,000
$75
$60,000
$45
$110,000
$25
Total
Cost
$180,000
$150,000
$160,000
8 29
Annual cost
Locational Break-Even
Analysis Example
Figure 8.2
2008 Prentice Hall, Inc.
$180,000
$160,000
$150,000
e
curv
t
s
$130,000
o co
g
a
c
i
Ch
$110,000
n
ee
r
G e
ingcurv
l
ow t
$80,000 B cos t
s
co
$60,000 ron ve
r
Ak cu
Akron
$30,000
Bowling Green
lowest
lowest cost
cost
$10,000
|
|
|
|
|
0
500
1,000
1,500
2,000
Volume
Chicago
lowest
cost
|
2,500
3,000
8 30
Center-of-Gravity Method
Finds location of distribution
center that minimizes distribution
costs
Considers
Location of markets
Volume of goods shipped to those
markets
Shipping cost (or distance)
2008 Prentice Hall, Inc.
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Center-of-Gravity Method
Place existing locations on a
coordinate grid
Grid origin and scale is arbitrary
Maintain relative distances
8 32
Center-of-Gravity Method
dixQi
x - coordinate =
Qi
i
diyQi
y - coordinate =
Qi
i
where
dix =
x-coordinate of
location i
diy =
y-coordinate of
location i
8 33
Center-of-Gravity Method
North-South
120
30
Arbitrary
origin
2008 Prentice Hall, Inc.
60
90
120
150
East-West
Figure 8.3
8 34
Center-of-Gravity Method
Number of Containers
Store Location
Shipped per Month
Chicago (30, 120)
2,000
Pittsburgh (90, 110)
1,000
New York (130, 130)
1,000
Atlanta (60, 40)
2,000
(30)(2000) + (90)(1000) + (130)(1000) + (60)(2000)
x-coordinate =
2000 + 1000 + 1000 + 2000
= 66.7
(120)(2000) + (110)(1000) + (130)(1000) + (40)(2000)
y-coordinate =
2000 + 1000 + 1000 + 2000
= 93.3
2008 Prentice Hall, Inc.
8 35
Center-of-Gravity Method
North-South
120
90
60
30
30
Arbitrary
origin
2008 Prentice Hall, Inc.
60
90
120
150
East-West
Figure 8.3
8 36
Transportation Model
Finds amount to be shipped from
several points of supply to several
points of demand
Solution will minimize total
production and shipping costs
A special class of linear
programming problems
8 37
Worldwide Distribution of
Volkswagens and Parts
Figure 8.4
2008 Prentice Hall, Inc.
8 38
8 39
Location Strategies
Service/Retail/Professional Location
Revenue Focus
Goods-Producing Location
Cost Focus
Volume/revenue
Drawing area; purchasing power
Competition; advertising/pricing
Tangible costs
Transportation cost of raw
material
Shipment cost of finished goods
Energy and utility cost; labor; raw
material; taxes, and so on
Physical quality
Parking/access; security/lighting;
appearance/image
Cost determinants
Rent
Management caliber
Operations policies (hours, wage
rates)
Table 8.6
2008 Prentice Hall, Inc.
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Location Strategies
Service/Retail/Professional Location
Techniques
Regression models to determine
importance of various factors
Factor-rating method
Traffic counts
Demographic analysis of drawing area
Purchasing power analysis of area
Center-of-gravity method
Geographic information systems
Goods-Producing Location
Techniques
Transportation method
Factor-rating method
Locational break-even analysis
Crossover charts
Table 8.6
2008 Prentice Hall, Inc.
8 41
Location Strategies
Service/Retail/Professional Location
Assumptions
Location is a major determinant of
revenue
High customer-contact issues are
critical
Costs are relatively constant for a
given area; therefore, the revenue
function is critical
Goods-Producing Location
Assumptions
Location is a major determinant of
cost
Most major costs can be identified
explicitly for each site
Low customer contact allows focus
on the identifiable costs
Intangible costs can be evaluated
Table 8.6
2008 Prentice Hall, Inc.
8 42
r2 = .51
51% of the
profitability is
predicted by
just these four
variables!
8 43
8 44
Geographic Information
Systems (GIS)
Important tool to help in location analysis
Enables more complex demographic
analysis
Available data bases include
Detailed census data
Detailed maps
Utilities
Geographic features
Locations of major services
2008 Prentice Hall, Inc.
8 45
Geographic Information
Systems (GIS)
8 46