Supply Chain Survey Please note that for the purposes of this survey, ‘off-shoring’ includes: offshore operations; subcontracting to offshore factories; and purchasing from offshore suppliers.
CONFIDENTIALITY The data provided is to be treated as confidential and will be used for research purposes only. It is understood that my name and that of the company which I represent, and any other information that can uniquely identify me or the company will not be disclosed. The results from this questionnaire will be aggregated and analysed to draw general trends. This generalised and anonymised data may be used in subsequent presentations and publications in their fully anonymised form.
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NAME & SIGNATURE
PLACE
DATE
This questionnaire was received (please specify as appropriate); from
........................
during workshop
........................
via e-mail
........................
Company name: Contact Name (1): Position: Contact Name (2): Position: Address:
Telephone No: Fax No: E-mail: Web Site:
1/9
GENERAL INFORMATION Q1
Q2
Q3
How would you classify your industrial sector? PLEASE SELECT ONE OPTION ONLY THAT COVERS YOUR MAJOR ACTIVITIES •
Chemicals (Including Petrochemicals)
•
Electronics
•
Textiles and advanced flexible materials
•
Business and Professional services
•
Consumer goods (PLEASE SPECIFY)
•
Mining, minerals or natural resources
•
Construction
•
Engineering / aero / auto
•
Transport and distribution
•
Digital and creative industries
•
Biomedical
•
Food and drink
•
Energy and environment
•
Other (PLEASE SPECIFY)
What is your estimate of the cost breakdown for your main product(s) in terms of: PLEASE INDICATE A PERCENTAGE FOR EACH FACTOR •
Raw material
%
•
Labour
%
•
Manufacture
%
•
Utilities
%
a) What were your most recent global revenues? PLEASE SELECT ONE OPTION ONLY •
Under £1m
•
£1m to under £10m
•
£10m to under £100m
•
£100m to under £1bn
•
£1bn to under £10bn
•
£10bn and over
b) What % of this total revenue is generated from UK operations?
%
c) What % of UK turnover is exported?
%
2/9
Q4
Q5
Q6
Q7
a) How many employees are there in your base country (UK or other)? b) How many employees are there in your global operations (including base country)? a) Base Country b) Global •• 1 – 99 •
100 – 999
•
1000 – 9,999
•
10,000 – 49,999
•
50,000 and over
Are you planning to relocate some of your activities offshore? PLEASE SELECT ONE OPTION ONLY •
Yes (high priority)
•
Possibly (Medium priority)
•
Unlikely (low priority)
•
No
How have these off-shoring plans changed over the past 2 years? PLEASE SELECT ONE OPTION ONLY •
Significant increase in priority
•
Minor increase in priority
•
Unchanged priority
•
Minor decrease in priority
•
Significant decrease in priority
Have you already off-shored any activities in recent years? PLEASE SELECT ONE OPTION ONLY •
No, not currently IF NO, PLEASE INDICATE YOUR REASONS FOR NOT OFF-SHORING BY SELECTING AS MANY OPTIONS AS APPLICABLE FROM THE LIST BELOW. THE REMAINDER OF THE QUESTIONNAIRE IS NOT APPLICABLE TO YOU. •
Have outsourced locally
•
Risk of supply disruption
•
Difficult to find suitable offshore subcontractors / suppliers
•
Negative impact on organisation
•
Inappropriate for nature of business
•
Fear of political risk / security / corruption
•
Other (PLEASE SPECIFY)
•
Yes – have off-shored previously PLEASE ANSWER Q8 – Q30
•
Yes – am off-shoring at present or considering off-shoring
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Q8
PLEASE ANSWER Q8 – Q30 Answer the questions as they apply to your off-shoring plans and expectations Please list the main countries where you have offshore operations / subcontractors / suppliers • • • •
• • • •
DRIVERS FOR OFF-SHORING Q9
Please score the following factors in your off-shoring decision-making process? PLEASE SCORE EACH ITEM FROM 1 TO 5 Low
Q10
1
2
• ••
Social environment (including human rights abuses) •
•
•
•• ••
Economic and financial performance (including investment risk) • • Environmental sustainability and regulations
•
•
•
•
••
Political stability
•
•
•
Technical competence (including quality standards)
High 3
Q12
5
Please score the following drivers in your off-shoring decision PLEASE SCORE EACH ITEM FROM 1 TO 5 Low
Q11
4
High
1
2
3
4
• ••
Cost saving Market access
•
•
•
•
•
••
Technical capabilities and skills
•
•
•
•
•
What was the financial impact of off-shoring? PLEASE SELECT ONE OPTION ONLY •
Realised a better than expected increase in profits / cost saving
•
Realised expected increase in profits / cost saving
•
Realised a less than expected increase in profits / cost saving
•
No financial impact
•
Experienced a loss / cost increase
What impact did off-shoring have on the quality of your product? PLEASE SELECT ONE OPTION ONLY •
Realised better than expected quality
•
Realised expected quality
4/9
5
•
No impact on quality
•
Experienced a drop in quality
OFFSHORE LOCATION Q13
Q14
What impact did off-shoring have on your market penetration? PLEASE SELECT ONE OPTION ONLY (LOCAL = OFF-SHORING LOCATION)
•
Increased local market penetration
•
Unchanged local market penetration
•
Decreased local market share
Was your decision to select a particular location influenced by any of the following factors? PLEASE SCORE EACH APPLICABLE FACTOR FROM 1 TO 5 Low 1
Q15
Q16
• ••
Proximity to suppliers or contract manufacturers
•• ••
Availability of transportation companies
••
Availability of equipment manufacturers and services (physical capital)
••
Influence of Investment Promotion Agencies, local communication links and support (organisational capital)
2
High 3
4
Proximity to customers Availability of skilled labour, R&D and educational and training facilities (human capital)
How would you describe the location of your offshore operations / subcontractor / supplier? PLEASE SELECT ONE OPTION ONLY •
Single factory in an isolated area
•
Factory with similar industries and suppliers around it (same town / city)
•
Factory in a related-industries “regional cluster” (neighbouring counties / provinces)
How would you describe your manufacturing network? PLEASE SELECT ONE OPTION ONLY •
Home country manufacturing for the local market
•
Home country manufacturing for the international market
•
Multi-domestic manufacturing network serving their local markets
•
Globally integrated manufacturing network serving international markets
5/9
5
Q17
How critical and easy is it for you to change your offshore operations / subcontractors / suppliers? PLEASE SELECT ONE OPTION ONLY, PROVIDING A REASON FOR YOUR CHOICE Critical and Easy Critical and Difficult
Not critical OFF-SHORING ACTIVITIES Q18
Q19
Q20
Q21
What percentage value of your final product(s) globally are sourced from offshore operations / subcontractors / suppliers? PLEASE SELECT ONE OPTION ONLY •
Less than 20%
•
20% to 39%
•
40% to 59%
•
60% to 79%
•
80% to 100%
Which part of your operation is off-shored? PLEASE SELECT AS MANY OPTIONS AS APPLICABLE •
Design of individual components
•
Design of final product
•
Sourcing of raw material
•
Manufacture of individual components
•
Sub-assembly of parts
•
Assembly of final product i.e. finished goods
How would you describe the production from your offshore operation / subcontractor / supplier in terms of order quantity and product variety? PLEASE SELECT ONE OPTION ONLY •
Low volume, low product variety
•
Low volume, high product variety
•
High volume, low product variety
•
High volume, high product variety
Which one of the following best describes the dominant production method of your offshore operation / subcontractor / supplier? PLEASE SELECT ONE OPTION ONLY •
Job shop
•
Low volume batch production
•
High volume batch production
•
Repetitive manufacture
•
Mass production 6/9
Q22
What is the focus of your offshore operations / subcontractor / supplier? PLEASE SELECT ONE OPTION ONLY •
Market Access
•
Technology Access
•
Cost Reduction
SUPPLY CHAIN MANAGEMENT Q23
Q24
How would you describe your supply chain management approach to managing uncertainty? PLEASE SELECT ONE OPTION ONLY •
Pool and share resources with suppliers / customers to reduce risks (risk-hedging)
•
Aim at highest cost efficiencies (cost minimisation)
•
Assemble-to-order flexibility based on demand (responsiveness)
•
Combination of risk-hedging and responsiveness (agility)
How would you characterise a) your supply variability?
PLEASE SELECT ONE OPTION ONLY
•
Low
•
Medium (greater than 10% and less than 40% over a 3-month period)
•
High
(less than or equal to 10% over a 3-month period) (greater than or equal to 40% over a 3-month period)
b) your demand variability? PLEASE SELECT ONE OPTION ONLY •
Low
•
Medium (greater than 10% and less than 40% over a 3-month period)
•
High
(less than or equal to 10% over a 3-month period) (greater than or equal to 40% over a 3-month period)
RELATIONSHIP MANAGEMENT Q25
Q26
How would you describe the length and nature of your relationships with your key offshore operations / subcontractors / suppliers? PLEASE SELECT ONE OPTION ONLY •
Short term contract
•
Long term contract
•
Potential for strategic alliance, joint venture or possible acquisition
•
Long term strategic alliance / joint venture / subsidiary
Given the length of these relationships with your off-shore operations / sub-contractor / supplier, how would you describe the relationships in terms of the following measures? PLEASE SELECT ONE OPTION ONLY FOR EACH MEASURE •
Interaction:
Transactional cost based 7/9
Trusting co-development of products
•
Strength:
Strong
Weak
•
Trust:
High
Low
•
Exclusivity
Exclusive
Unconstrained
8/9
Q27
Q28
Q29
How would you describe the purchasing agreement with your main offshore operations / subcontractor / supplier? PLEASE SELECT ONE OPTION ONLY •
You purchase from only one supplier
•
The supplier only supplies your organisation
•
Special agreement for the two companies to work only with each other
•
No special agreements
•
Agreement for you to purchase from (or supplier to supply to) the group of companies within the area (network)
How would you describe your integration with your offshore operations / subcontractor / supplier? PLEASE SELECT ONE OPTION ONLY •
Functional with separate, independent and uncoordinated operations
•
Limited co-ordination between operations
•
Process optimisation of operations through central support teams
•
Full synchronisation of operations where the offshore operation / subcontractor / supplier is automatically informed of product types and quantities required (JIT)
What is the nature of the supply contracts a) with your offshore supplier? PLEASE SELECT ONE OPTION ONLY •
Fixed, long term supply contracts
•
Variable, short term orders
a) received from your customers? PLEASE SELECT ONE OPTION ONLY
Q30
•
Fixed, long term orders (make for stock)
•
Variable, short term orders (make to order)
a) Of the five developing emerging markets listed which region would you invest in? b) Within Africa, which country/region would you choose to invest? Provide a reason for your choice. a)
Africa China Eastern Europe India Latin America
b)
Egypt South Africa East Africa West Africa
9/9