1. 1 Supply Chain Disruptions and Corporate Performance Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu May 2, 2013 Presented in the MOT Program at Sogang University Seoul, South Korea

2. 2 Primary risk factors Survey done by Harris Interactive in 2005.

3. 3 70% of executives indicate that supply chain risks has increased in the past three years (McKinsey 2010) 68% of executives indicate that supply chain risk will increase in the next 5 years (McKinsey 2010) 48% of executives indicate that the frequency of supply chain risk events with negative outcomes have increased in the last three years (Deloitte 2013) 64% of executives claim to have supply chain risk management programs but only 55% think that these are effective (Deloitte 2013) Other surveys about supply chain risks

4. 4 Obstacles to addressing risks Survey done by Harris Interactive in 2005.

5. 5 Supply chain risks causes demand-supply mismatches -Supply is less than demand (undersupply or disruptions) -Supply is greater than demand (oversupply or excess inventory) -Product introduction delays Supply chain risks

6. 6 Effect of disruptions on shareholder value Effect of disruptions on profitability – growth in operating income, sales, and cost Issues examined

7. 7 Lower Revenues Higher costs Poor asset utilization Excess inventory, inventory write-offs, stockouts Higher cost of capital/borrowing Shareholder lawsuits Management and personnel turnover Loss of reputation and credibility, negative publicity Consequences of disruptions

8. 8 1100+ announcements of supply chain disruptions (production or shipment delays) from Wall Street Journal and Dow Jones News - Sun Microsystems delays shipments of workstations and servers, Dow Jones News Service, December, 14, 2000. - Sony Sees Shortage of Playstation 2s for Holiday Season”, The Wall Street Journal, September 28, 2000. -Hershey will miss earnings estimate by as much as 10% because of problems in delivering order, Wall Street Journal, September 14, 1999. Recent product recalls by Toyota Boeing Dreamliner problems Recent labor strikes in Shenzen, China Sample

9. 9 Responsibility for disruptions

10. 10 Reasons for disruptions

11. 11 Short-term stock price effects of disruption announcements - the day before and day of the announcement Long-term effects on (typically 3 years) -Stock prices -Profitability Performance impacts estimated after adjusting for the performance of benchmarks Estimating the performance implications

12. 12 Average stock returns on disruption announcements

13. 13 Comparison with stock market reaction to other corporate events Financial events Stock splits 3.3% Open market share repurchase 3.5% Proxy contest 4.2% Increasing financial leverage 7.6% Decreasing financial leverage -5.4% Seasoned equity offerings -3.0% Marketing events Change in firm name0.7% Brand leveraging 0.3% Celebrity endorsement0.2% New product introduction0.7% Affirmative actionawards 1.6% Information technology events IT Investments1.0% IT problems -1.7% Operational events Increase in capital expenditure 1.0% Increase in R&D expenditure 1.4% Effective TQM implementation 0.7% Internal corporate restructuring 1.0% Decrease in capital expenditure -1.8% Plant closing -0.7% Automotive recalls (US) -0.4% Automotive recalls (Japanese) -0.62

14. 14 Average stock returns over different intervals

15. 15 Average stock returns over three years

16. 16 S&P 500 has returned about 12% annually over the last 15 years Major disruptions are associated with 35% underperformance in stock returns One major disruption every 10 years – average return of 9% Broader perspectives

17. 17 Profitability impacts in the year before the disruption

18. 18 Profitability impacts in the year before the disruption

19. 19 Profitability impacts in the year after the disruption

20. 20 Profitability impacts in the 2 nd year after the disruption

21. 21 Disruptions cause significant destruction in corporate performance It does not matter who or what caused the disruption – you still pay Small firms suffer more from disruptions Firms do not quickly recover from disruptions Summary

22. 22 Globalization of supply chains Increased reliance on outsourcing and partnerships Single sourcing Over-concentration of operations Little slack in the supply chain – focus on efficiency Tightly coupled Competition Are supply chains more prone to disruptions today?

23. 23 Consequences are not known Low frequency events Resource shortages Requires cross-functional effort Short tenure of managers You don’t get credit for fixing problems that never happened You have not experienced one Why enough attention is not paid to the possibility of disruptions?

24. 24 Can you afford the occurrence of a major supply chain risk event? Supply chain risk management is like buying insurance - Insurance is often most worth having when it seems least necessary. Insurance is often hard to cost justify. What is the easiest way to create shareholder value or make money? Stop losing it! Summary