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Donald Rosenfield and Daniel E. Whitney. Morita, Mark, M.B.A. Massachusetts Institute of Technology Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Department of Mechanical Engineering Sloan School of Management 2007-12-07T16:06:43Z 2007-12-07T16:06:43Z 2007 2007 http://hdl.handle.net/1721.1/39683 175303323 Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2007. Includes bibliographical references (p. 75). This thesis develops a total cost model based on the work done during a six month internship with ABB. In order to help ABB better focus on low cost country sourcing, a total cost model was developed for sourcing decisions. Because the products that ABB manufactures have a high material cost component, effective sourcing is critical to overall profitability. The model presented in this thesis is loosely based on financial statement projections, and uses that framework to help capture all of the relevant hidden costs. This model does not consider absolute cost, but instead analyzes the change in cash flows over time. The net present value of the future marginal cash flows is calculated to determine if changing suppliers will create value or destroy it. The incentive issues surrounding supplier selection are discussed. Using this model can help to mitigate some of the incentive issues; however some managers may be incentivized to reject the model. A case study that analyzes the benefit of sourcing a copper pin from China is presented to illustrate how the model works. by Mark Morita. S.M. M.B.A. 75 p. eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Mechanical Engineering. Leaders for Manufacturing Program. Total cost model for making sourcing decisions Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="01275040-6d0e-475d-b0f6-83677646eef3"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Total cost model for making sourcing decisions</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2007</PublicationDate> <Authors> <Author> <DisplayName>Morita, Mark, M.B.A. Massachusetts Institute of Technology</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Mechanical Engineering.</Keyword> <Keyword>Leaders for Manufacturing Program.</Keyword> <Abstract>This thesis develops a total cost model based on the work done during a six month internship with ABB. In order to help ABB better focus on low cost country sourcing, a total cost model was developed for sourcing decisions. Because the products that ABB manufactures have a high material cost component, effective sourcing is critical to overall profitability. The model presented in this thesis is loosely based on financial statement projections, and uses that framework to help capture all of the relevant hidden costs. This model does not consider absolute cost, but instead analyzes the change in cash flows over time. The net present value of the future marginal cash flows is calculated to determine if changing suppliers will create value or destroy it. The incentive issues surrounding supplier selection are discussed. Using this model can help to mitigate some of the incentive issues; however some managers may be incentivized to reject the model. A case study that analyzes the benefit of sourcing a copper pin from China is presented to illustrate how the model works.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>