FINAL SUBMISSION

Rolls Royce- E-

logistics

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Table of contentsPage 3 &4…………………………………………………………………………………..Executive Summery/Introduction

Page 5: ……………………………………………………………………………….Factors which drive Rolls Royce into the Singapore markets

Page 6:………………………………………………………………………………..Factors which drive Rolls Royce into the Singapore markets

Pages 7-11: ………….Risks and challenges to be considered in improving the supply chain management

Pages 12-14………….Recommendations for Rolls Royce to improve their supply chain management

Page 15……………………………………………………………………………………Conclusion

Pages 16,17 &18:……………………………………………………………………….. References

Pages 19,20,21,22, :………………………………………………………………… Bibliography

Page 23…………………………………………………………………………………… Appendix

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Executive summery

Rolls Royce operates in a highly turbulent, dynamic and capricious

environment in delivering their products to the Aerospace industry. Their

supply chain is imperative to the success and could also have devastating

consequences should management not be carried out in a competent manor.

It is evident that Rolls Royce is seeking ways in which they can save on costs

and become a more lucrative business. Singapore has proved to be a

promising supply base; it is very economically stable and business friendly as

it offers low corporate tax. Conversely the move into Singapore exposed risks

and flaws because Rolls Royce were shown to be too reliant Singapore for

their supply needs. Thus it was proposed that a more diverse supply base be

utilised, so that risk is mitigated and spread out essentially. In addition, given

the later proposition, it was suggested that Rolls Royce increase the number

of distributors and move them closer to the customer base, so that

environmental risks are evaded.

Introduction This report will primarily be concerned with the Aerospace manufacturing company,

Rolls Royce, specifically their supply chain and any issues or risks that become

apparent during research. Recommendations will be made for Roll’s Royce in

determining the most feasible strategies for mitigating their risks in an attempt to

become more cost efficient. Many academics assert the significance that supply-

chain management can have in increasing competitive advantage. Globalisation for

example, is prompting international companies to re-address their supply chain

strategy, as the environment becomes increasingly capricious, turbulent and un-

predictable. Further more, consumer’s needs are ever changing and are highly

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concerned with faster lead times. As one competitor reacts to such changes, others

must respond accordingly in order to sustain competitiveness.

Which factors drive Rolls‐Royce to choose Singapore as its manufacturing location for making sophisticated engines and parts?

This question of which factors drove Roll’s Royce into the Asian market,

specially Singapore, though subjective for Rolls Royce, could arguably be

applied universally from an objective standpoint, considering that the general

consensus or the primary driver in businesses in expanding their operations

and their resources, is to make use of resources that are unavailable or ‘too

expensive’ in the domestic market. Alexander, (2001) stated that a domestic

market would often venture into foreign markets to search for cheaper

resources, such as labor. Alternatively Hooley, Nicoulaud and Piercy, (2011)

asserted that the company will also look for further resources; or a more

innovative way to produce its products, which is more relevant in the case

presented for Rolls Royce. More contextually, Lynch, (2002) asserted that the

success of specialised resources has been dependent over Singapore’s

government’s willingness to invest heavily in this area. Thus the motive of

Roll’s Royce in expanding to Singapore for its manufacturing parts is very

much justified in this sense as specialised resources are of paramount

importance in complementing the differentiation strategy of Rolls Royce.

Porter, (2004) acclaimed that differentiation occurs when the organisation

provides a unique aspect or favorable, superior quality. Alternatively,

differentiation also falls into the same context of innovation. The article also

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“In Singapore, the supply of qualified workers has been

crucial. About 90 per cent of Rolls Royce’s

employees are locals.”(Grant, 2014)

made reference to Rolls Royce using locals from Singapore, which constitutes

a significant element of Rolls Royce’ resources, namely human resources.

This provides Rolls Royce with an advantageous position over competitors

because the employees are, in effect, ‘fresh’ and arguably contemporary in

their knowledge and their practical skills, with a promising premise for

establishing an entrepreneurial culture within Singapore’s manufacturing

base. In contrast, by hiring non-specialised personnel for the assembly of

products, Rolls Royce would be taking a risk, being that of un-certainty of

manufacturing quality and innovative parts. (Grant, 2014) provided further pull

factors that Singapore offers Rolls Royce, in that the country offers a low rate

on corporate tax. This is arguably significant. (Burmen L, 2011) stated that

lower corporate tax encourages risk taking and entrepreneurship; both of

which are two vital ingredients in encouraging innovation. Similarly, (Hamilton

and Webster, 2012) postulated that high tariffs/taxes are regarded as

“Barriers to trade”. This is evidently down to the economical implications.

The growth of the customer base in Asia was arguably a very attractive ‘pull

factor’- a factor that constitutes an attractive asset for Rolls Royce to enter the

Singapore market. (Alexander, 2009) The growing consumer market is

suggestive of increased opportunity for Roll’s Royce, which subsequently, in

theory, accumulates into increased revenue and profit. Similarly, a growing

saturation of the domestic market in the UK could have been responsible for

the investment into Asia by Rolls Royce. Kotler et al., (2012) similarly made

reference to the ‘Ansoff Matrix’ which essentially categorises four main

elements that make up an organisation’s growth strategy. The matrix argues

that growth into international markets is appealing because market

penetration is much more challenging in saturated markets. More specifically

Ridgway, K. et al, (2008) stated that Rolls Royce’s strategy is and has been

for the last 10 years, to essentially increase its out-sourcing.

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This helps to justify Rolls Royce’ motives into moving to

Singapore, as the implications of

out-sourcing will help the

company in saving on cost as

they are avoiding heavy export

charges and subsequently, tariffs

which would mean less revenue

and less money for R&D, of which the later is critical to their innovation.

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“Over the last decade RR has established major manufacturing centres of excellence and ‘dependable engineering’ in the US, Singapore and in Germany, and is investing in new overflow manufacturing facilities in both the US and Singapore.”

Ridgway, K. et al, (2008)

Potential challenges/risks to be considered in order

to improve Rolls‐Royce’s international supply chain

performance There are always going to be challenges/risks in any supply-chain, especially

in internationally operating companies. “Another trend that "stems from the globalization of supply chains involves "longer shipping distances and lead times, and the heightened complexity of trade.” DeAngelis, S (2007) A major risk/challenge that all businesses take is the cost implication of

trading internationally. Given this, it is arguably in favour to justify a firm’s

decision in cutting costs in their supply-chain within their supply chain

management strategy.

"Companies have undertaken a variety of business practices – including lean manufacturing, just-in-time delivery and supply-base reductions – that have served to increase risk.”

Cultural issues There is evidence of complacency and incompetence indicative of the

manufacturing of the ‘Trent engine’ within a manufacturing base in China. “A November 2010 incident when a fairly new Qantas A380 aircraft carrying over 400 passengers shortly after takeoff out of Singapore had to make an emergency landing as a result of an uncontrolled engine explosion that narrowly avoided what could have been a tragic outcome.” Ferrari

B, (2013) affirmed that the Trent series engine was originally made in Huknall,

a UK manufacturing facility but manufacturing of the engine was moved to

facilities within China. Financial Times (2013) interestingly found that there

were opportunities to fix the engine flaws of the Trent, however these were

neglected. In addition, it is acclaimed that inadequate quality control

procedures were put into place, but more interestingly and significantly, it is

indicated that specific plant culture at the manufacturing base was an

influential factor.

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“The safety agency also highlighted cultural flaws at the China plant, where it

was acceptable not to report so-called minor deviations in parts.” Rankin, J

(2013.)

In relation to this incident and to attempt to make sense of how these cultural

issues contributed to the disasters, it is worth assessing the work of Hosted,

who created the Hoftede cultural dimensions, evaluating various aspects of

countries cultures, including power distance, individualism and masculinity, to

analyse the variations between 40 countries. (Hofstede, Hofstede and Minkov,

2010) In the context of the Trent incident, consider the score in which China

was given for its power distance, the dimension that scores based on a

countries emphasis on power. 80. This is extremely high and is indicative of

their beliefs that inequalities amongst people are acceptable. The

subordinate-superior relationship tends to be polarized and there is no

defence against power abuse by superiors. It could be proposed that this

cultural difference may have lead to the failure to report minor deviations

because there is too much distance between the subordinates and higher

management, perhaps because the managers are reluctant to communicate

to their subordinates and communicate that only major deviations be reported.

Paradoxically, though, it was affirmed by FT (2014) that Rolls Royce intend on

decreasing their manufacturing and supply chain costs over the next few

years, i.e. to employ ‘lean manufacturing’ in an attempt to reduce their costs.

Evidently this would be contradictory to their intention of preventing future

engine failures, given that cutting costs would decrease the amount of

suppliers for Rolls Royce’s and their customer base. In effect, there is less

distribution of risk control and responsibility, of which the later lead to the

‘Trent incident’ as research evidently suggests. Hypothetically, in the instance

that another engine failure occurred (or another manufacturing defect), Rolls

Royce would have fewer amounts of inventory to use in the potential and

foreseeable repetition of this instance, given that their suppliers are fewer in

number and there is no back up. By cutting their supply chain and enforcing a

lean production system, Rolls Royce is conceivably risking their business,

especially if environmental disaster struck. In addition, given that Rolls Royce

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aim to grow as a business, how will cutting costs in the supply chain help this

goal? if their are more consumers, then there will be more demand for their

products. Conceivably Rolls Royce are in a position of not being able to meet

the needs of their customers, as there is less back up/inventory stock should

further manufacturing issues occur. (Farrington and Lysons, 2012)

The Toyota case Toyota, a world wide Japanese car manufacturer, is infamous for innovating

the concept of ‘lean manufacturing’. "Toyota Motor Corporation's vehicle production system is a way of "making things" that is sometimes

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referred to as a "lean manufacturing system" or a "Just-in-Time (JIT) system," and has come to be well known and studied worldwide."Womack, (2007)

Their infamous status stems from major flaws of the lean production system

when there was a fire at their Aisin Seiki plant, which consequently halted the

delivery of all break parts to Toyota. (Carty, 2012)This was a result of

environmental factors that were essentially out of Toyota’s control, however,

had there been more inventory in domestic centers, then customers would not

have been affected and such dramatic loss of sales would not have been

attained. (Vaghefi, Woods and Huellmantel, 2000) So despite this account

being on Toyota, the risk that it exposed, is quite likely to become a potential

risk for Rolls Royce in their bid to reduce supply-chain costs. On the contrary

and in defense of adopting a lean production system, Leach, A (2015)

research found that cutting its supply-chain might be the only way in which

Rolls Royce can effectively regain its pre-tax loss of 491 million pounds.

(Monaghan, 2015). By a similar account, Gembutsu (2013) stated that in

cutting costs in their supply chain and adopting lean manufacturing, Rolls

Royce will sustain a higher quality of manufacturing due to not batching and

storing a higher amount of inventory; there will not be copious amounts of

inventory to store, move or pick, thus reducing the chance of waste. In

addition, the lean-production system that Rolls Royce continually develops is

very complimentary to their overall business concept in providing very

innovative aero engines; Airbus A350 and the Boeing 787 Dreamliner are two

examples of which Rolls Royce has made engines for. (Rolls Royce, n.d.)

Given that innovation shortens the product-life cycle because it influences

continuous change, it is clear as to why RR might have adopted lean

manufacturing. For example, it will mean that they are in an advantageous

position to respond quickly to changing consumer demand, of which is the

main reason for innovating in the first place. (Innovation, LinkedIn and

#EYInnovation, n.d.) Similarly, Hamilton and Webster, (2012) asserted, that

globalisation is removing critical barriers that are required to trade overseas.

This therefore perpetuates the competitive nature of companies, which

subsequently leads to companies looking to increase their innovative

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capabilities. On the contrary, it might be assertend that Rolls Royce holds a

very favorable position within their market, given their highly reputable brand;

thus they will hold an advantage over many of their competitors. "By some estimates, Rolls holds 54 percent supplier market share among the combined wide-body engine provider programs according to a recent chart featured in The Financial Times. “Financial Times (2013.)

On the other hand, this would not prevent Rolls Royce from further innovation

as innovation is, in effect, what differentiates the company from many of their

competitors.

Further risks Newview, (2010) found that Rolls Royce manufactures just 30% of their gas

turbines and their external networks, constituted mainly of partners and

suppliers manufacture the rest. This presents an obvious risk in the sense that

it exemplifies the heavy reliance that Rolls Royce has for their suppliers.

“It weakens their control over costs, reduces their ability to stay on top of

technology developments and shifts in demand, and makes it difficult to

ensure that their suppliers are operating in a socially and environmentally

sustainable fashion.” Linton, (n.d.)

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"Our new Innovation Portal, Big Ideas Forums and Open Innovation challenge have been successful and each year we reward the most innovative ideas at our Sir Henry Royce Technology Award" Innovation & Technology (2014)

Similarly Porter, (2001) stated in his five forces model, that having a heavy

reliance on suppliers, means that the suppliers will be more powerful than the

business itself. In effect, they have a high bargaining power. The nature of the

products which Rolls Royce manufacture within Singapore, though not limited

to this country, are very differentiated, perpetuating further power for the

suppliers. This essentially means that the supplier will be able to manipulate

the costs over Rolls Royce, having potentially dire consequences for the

company. In addition, the quality control of product manufacturing could be

compromised. The Trent case, as mentioned earlier, is highly indicative of

this.

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Recommendations to propose to Rolls‐Royce to handle the potential challenges/risks in Rolls‐Royce’s international supply chain

This very problem is logically fallacious and ambiguous, as it assumes that

risks in the supply chain are all just probable, in using the word "potential". For

example, refer to Appendix A.) Where risks are categorised into four groups:

Environmental, Geopolitical, Economic and technological. It is observable that

there are indeed risks that are 'potential' in their nature, however there are

also some risks that are very probable, however the word 'potential' invokes a

somewhat modest definition of the risk in this context, especially in Rolls

Royce’ case were the supply chain is global. Environmental risks will always

be a risk to Rolls Royce in managing their supply-chain internationally, for

instance. Natural disasters (e.g. earthquakes) and extreme weather are within

this category, including potential sea level rises. Pandemics are also a

possibility, but their probability and mitigation remains uncertain. Natural

disasters, and other environmental occurrences will always be out of Rolls

Royce’ control. So it is confidently asserted that they should focus on supply-

chain risks that they can minimise. Interestingly, it could be proposed that

based on Rolls Royce’ target consumer, that they will be more immune to

economical risks, such as a lower GDP or high inflation in the context of their

car selling (not aerospace for this instance), simply because the target

customer is typically affluent with high disposable income, especially in their

car sector. However, it must be affirmed that even one weakness in a supply

chain element will have a significant impact on the supply chain at Rolls

Royce. Consider the fact that Rolls Royce has multiple networks within

various counties around the globe. Moreover consider the manufacturing base

in Singapore, which Rolls Royce very heavily relies on. Thus the

recommendation to the Chief procurement officer is to distribute the

manufacturing to other locations, in an attempt to diverse risk and provide

backup for inventories. This would also save on costs as Rolls Royce would

essentially have a higher bargaining power over their suppliers, thus cost

could be lowered from the supplier because additional suppliers have been

introduced. Conversely, just one supplier for a particular part would mean the

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https://people.hofstra.edu/geotrans/eng/ch9en/appl9en/ch9a3en.html

supplier could dictate cost more. In the context of un-met demand, distribution

of manufacturing would ensure a ‘back-up’ of supplier stock. However, this

would essentially mean that Rolls Royce would incur higher costs through

more sources of supply in the building of further plants; this in its self is a

financial risk and is contradictory to their lean manufacturing strategy.

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Given that Rolls Royce

intend on enforcing a

lean production

strategy, it is suggested

that to mitigate supply

chain risk associated

with this, that the use of

visibility tools be utilized

so that actions can be taken promptly and accurately. This will be significantly

complimentary to Rolls Royce’s lean principles. Leading firms use supply

chain event management technology to send alerts to key personnel when

action needs to be taken by someone, somewhere in the global supply chain

to address potential delays. However, even with a very innovative electronic

system or management of supply, it must be asserted that Rolls Royce will

not be immune from disruptive risks. (Christopher, 2011) The consensus

among academics is that disruptive risks are inclined to have a ‘domino

effect’ on the supply-chain. In context, in the situation where there is a fire at

a manufacturing plant, not only will this affect the plant in question, but also

the consequences will convey to all parts of the supply chain. In examining

the role of the distributors, who play a very important part in any supply chain

according to Farrington and Lysons, (2012); considering the Just in time

supply system in which Rolls Royce have in place, an environmental

disruption, such as a fire, would mean that the distributor would be unable to

carry out their role to achieve shorter lead times for Rolls Royce’ customers.

Further more, the ‘lean’ principle means that the distribution centers will hold

fewer inventories in a bid to save on costs. Conversely, to counter the very

possible scenario of environmental disruption, in order to address this risk,

Rolls Royce would arguably have to implement a contradictory strategy, in

holding more inventory, should such an event arise, meaning that there would

be substantial loss in cost efficiency in such a compromise. Therefore, the

recommendation here for mitigation, would be for Rolls Royce to set up their

distribution centers closer to their consumers. This strategic move will mean

that in the case of environmental disaster, the distributor will be able to deliver

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“Distributors can typically offer a greater level of flexibility than manufacturers. This includes quicker turnaround times on orders, often in as little as two hours. Most manufacturers today supply orders based on 7- to 30-day lead-times” MKenna, M (2008))

the product to the customer, quickly and efficiently, in the adversity of

disruption. MKenna, M (2008) also affirmed that because of their geographic

proximity, distributors could maintain close relationships with customers,

translating to potential competitive advantage for Rolls Royce over other

Aerospace organisations. Thus an emphasis needs to be made in

establishing further distribution centers, whilst minimizing the responsibility of

the manufacturer in delivering for Rolls Royce’s customers.

ConclusionThe aim of this report was predominately concerned with identifying risks and flaws

in the supply chain of the Aerospace Company, Rolls Royce. It must be stated that

the case study provided was not substantial enough to gain a comprehensive

perspective of the supply-chain issues at Rolls Royce. Thus further research was

carried out, in order to provide a more elaborate exposition of the supply chain risks

and how they could be mitigated. There was particular emphasis on increasing the

number of distributors to become more responsive to customer needs and to get a

more detailed understanding of the customer. In addition, it was proposed that Rolls

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Royce should improve their training of culture at Rolls Royce, so that it coincides

with their overall mission statement.

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Appendix

A.)

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B.)

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Documents

FINAL SUBMISSION