
As most of the companies outsource the manufacturing to overseas, operation sounds like an unattractive topic for MBA. But the fact is: how to secure, deal with OEM, make sure the quality being safe guard and the finished goods to be delivered on schedule is a very complicated task. Use outsourcing approach sometimes is just like how to deal with bank / lender on determining the timing you want to cash out the equity: you will never get the capacity to build the products at the time you feel most, but instead during the down turn subcons provide more than enough capacity when you don't need to leverage anymore. How to deal with subcons is what we call Supply Chain Management.
To determine whether to open an operation line is related to the profit margin and risk management. Keep in mind that the subcons charge you at least 30% or more per their manufacturing cost. This is the threshold to consider whether to open a production line. Of course case is not that simple, because most of companies are afraid of shipment cycle time delinquency that could cause the lost the business opportunities. Therefore, they prefer to outsource certain portions of business to subcons and mean while keep maximizing the utilization rate of their own facilities to drive the highest profit. Besides, how to sign the legal agreement with subons and make sure the company trade secrets will not leak out and to be used by the other competitors also need to well consider.
Operation involves 6 M’s of Capacity. My prefer order are:
Manpower (without good talent staffs nothing can be executed)
Method (only good forecast, schedule and calculation can run the line with best efficiency)
Message (Good coordination and team build before start the line)
Money (Capital need to be ready before open the line)
Machinery & Materials (fine tuning the equipments for pilot run and order materials for mass production)


