财务管理案例LAURENTIANBAKERIESWord文件下载.docx
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财务管理案例LAURENTIANBAKERIESWord文件下载.docx
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InlateMay,1995,DanielleKnowles,vice-presidentofoperationsforLaurentianBakeriesInc.,waspreparingacapitalexpenditureproposaltoexpandthepany’sfrozenpizzaplantinWinnipegManitoba.IftheopportunitytoexpandintotheU.S.frozenpizzamarketwastaken,thepanywouldneedextracapacity.Adetailedanalysis,includinganetpresentvaluecalculation,wasrequiredbythepany’sCapitalAllocationPolicyforallcapitalexpendituresinordertoensurethatprojectswerebothprofitableandconsistentwithcorporatestrategies.
PANYBACKGROUHD
Establishedin1984,LaurentianBakeriesInc.(Laurentian)manufacturedavarietyoffrozenbakedfoodproductsatplantsinWinnipeg(pizzas),Toronto(cakes)andMontreal(pies).Whileeachplantoperatedasaprofitcenter,theysharedamonsalesforcelocatedatthepany’headofficeinMontreal.AlthoughtheTorontoplantwasresponsibleforover40%ofcorporaterevenuesinfiscal1994,andtheotherplantswasaccountedforabout30%each,allthreedivisionscontributedequallytoprofits.Thepanyenjoyedstrongpetitivepositionsinallthreemarketsanditwasthelowcostproducerinthepizzamarket.IneStatementsandBalanceSheetsforthe1993to1995fiscalyearsareinExhibits1and2,respectively.
Laurentiansoldmostofitsproductstolargegrocerychains,andinfact,supplyingseveralCanadianchainswithprivatelabelbrandpizzasgeneratedmuchofthesalesgrowth.Othersalesweremadetoinstitutionalfoodservices.
Thepany’ssuccesswas,inpart,theproductofitsmanagement’sphilosophies.ThecornerstoneofLaurentian’soperationswasitsincludingamitmenttoabusinessstrategypromotingcontinuousimprovement;
forexampleallemployeeswereempoweredtothinkaboutandmakesuggestionsforwaysofreducingwaste.AsDanielleKnowlessawit:
“ContinuousimprovementisawayoflifeatLauremtian.”Also,thepanywasknownforitsabove–averageconsiderationforthehumanresourceandenvironmentalimpactofitsbusinessdecisions.Thesephilosophiesdroveallpolicy-making,includingthosepoliciesgoverningcapitalallocation.
DanielleKnowles
DanielleKnowles’scareer,whichspanned13yearsinthefoodindustry,hadincludedpositionsinotherfunctionalareassuchasmarketingandfinance.ShehadreceivedanundergraduatedegreeinmechanicalengineeringfromQueen’sUniversityinKingston,Ontario,andamasterofbusinessadministrationfromtheWesternBusinessSchool.
THEPIZZAINDUSTRY
Majorsegmentsinthepizzamarketwerefrozenpizza,deli-freshchilledpizza,restaurantpizzaandtake-outpizza.Ofthesefour,restaurantandtake-outwerethelargest.Whilethesesegmentsconsistedofthousandsofsmall-ownedestablishments,afewlargeNorthAmericanchains,whichincludedDomino’s,PizzaHutandLittleCaesar’s,dominated.
Although12firmsmanufacturedfrozenpizzasinCanada,thefivelargestfirms,includingLaurentian,accountedfor95%ofproduction.McCainFoodswasthemarketleaderwith44%marketshare,whileLaurentianhad21%.PercapitaconsumptionoffrozenproductsinCanadawasone-thirdofthelevelinU.S.whereretailpriceswerelower.
ECONOMICCONDITIONS
TheNorthAmericaneconomyhadenjoyedstronggrowthsince1993,afterhavingsufferedasevererecessionforthetwopreviousyears.Interestratesbottomed-outinmid-1994,afterwhichtheU.S.FederalReserveslowlyincreasedratesuntilearly1995inanattempttofightinflationarypressures.Nevertheless,NorthAmericaninflationwasexpectedtoaverage3%to5%annuallyfortheforeseeablefuture.TheBankofCanadafollowedtheU.S.FederalReserve’sleadandincreasedinterestrates,inparttoprotecttheCanadiandollar’svaluerelativetothevalueoftheU.S.dollar.TheresultwasaNorthAmericangrowthrateofgrossdomesticproductthatwasshowingsignsofslowingdown.
LAURRENTIAN’SPROJECTREVIEWPROCESS
AllcapitalprojectsatLaurentianweresubjecttoreviewbasedonthepany’sCapitalAllocationPolicy.Thelatestpolicy,whichhadbeendevelopedin1989whenthepanybeganconsideringfactorsotherthansimplythecalculatednetpresentvalueforprojectevaluation,wasstrictlyenforcedandmanagersevaluatedeachyearpartiallybytheirdivision’sreturnoninvestment.Thepurposeofthepolicywastoreinforcethemanagementphilosophiesbyachievingcertainobjectives:
thatallprojectsbeconsistentwithbusinessstrategies,supportcontinuousimprovement,considerthehumanresourceandenvironmentalimpact,andprovideasufficientreturnoninvestment.
Priortotheapprovalofanycapitalallocation,eachoperatingdivisionwasrequiredtodevelopbothaStrategicandanOperatingPlan.TheStrategicPlanhadtoidentifyandquantifyeitherinefficienciesorlostopportunitiesandestablishtargetsfortheirelimination,includeathree-yearplanofcapitalrequirements,linkcapitalspendingtobusinessstrategiesandcontinuousimprovementeffort,andachievethepany-widehurdlerates.
ThefirstyearoftheStrategicPlanbecametheAnnualOperatingPlan.Thiswassupportedbyadetailedlistofproposedcapitalprojectswhichbecamethebasisforcapitalallocation.InadditiontomeetingallStrategicPlancriteria,theOperatingPlanhadtoidentifymajorcontinuousimprovementinitiativesandbudgetfortheassociatedbenefits,aswellasdevelopatrainingplanidentifyingspecifictrainingobjectivesfortheyear.
Thesecriteriawereusedbyheadofficetokeepthebehaviorofdivisionalmanagersconsistentwithcorporateobjectives.Forexample,therequirementtodevelopatrainingplanaspartoftheoperationalplanforcedmanagerstobeefficientwithemployeetrainingandtokeepcontinuousimprovementastheultimateobjective.
AllproposedprojectsweresubmittedonanAuthorizationforExpenditure(AFE)Formforreviewandapproval(seeExhibit3).TheAFEhadtopresenttheproject’slinkagetothebusinessstrategies.Inaddition,ithadtoincludespecificdetailsofeconomicsandengineering,involvementandempowerment,humanresource,andtheenvironment.Thisrequirementensuredthatprojectshadbeencarefullythoughtthroughbyforcingmanagerstolisttheitemspurchased,theemployeesinvolvedintheproject,theemployeesadverselyaffectedbytheproject,andtheeffectoftheprojectontheenvironment.
ApprovalofacapitalexpenditureproposalwascontingentonthreerequirementswhichareillustratedinExhibit4.Thefirstoftheserequirementswastheoperatingdivision’sdemonstratedmitmenttocontinuousimprovement(C.I.),thecriteriaofwhicharedescribedinExhibit5.Thesecondrequirementwasthatallprojectsofmorethan$300,000beincludedintheStrategicPlan.Thefinalrequirementwasthatforprojectsgreaterthan$1million,theoperatingdivisionhadtoachieveitsprofittarget.However,ifaprojectfailedtomeetanyoftheserequirements,therewasamechanismthroughwhichemergencyfundsmightbeallocatedsubjecttothecorporateexecutivemittee’sreviewandapproval.Iftheprojectwaslessthan$1millionanditmetallthreerequirements,onlydivisionalreviewandapprovalwasnecessary.Otherwise,approvalwasneededfromtheexecutivemittee.
TheproposedWinnipegplantprojectwasconsideredaclass2projectastheexpendituresweremeanttoincreasecapacityforexistingproductsortoestablishafacilityfornewproducts.Capitalprojectscouldfallintooneofthreeotherclasses:
costreduction(Class1);
equipmentorfacilityreplacement(Class3);
orothernecessaryexpendituresforR&
D,productimprovements,qualitycontrolandconcurrencewithlegal,government,health,safetyorinsurancerequirementsincludingpollutioncontrol(Class4).Aprojectspendingauditwasrequiredforallexpenditures;
however,asavingsauditwasalsoneedediftheprojectwasconsideredeither1or2.Eachclassofprojecthadadifferenthurdleratereflectingdifferentlevelsofrisk.Class1projectswereconsideredthemostriskyandhadahurdlerateof20%.Class2andClass3projectshadhurdleratesof18%and15%,respectively.
KnowleswasresponsiblefordevelopingtheWinnipegdivision’sCapitalPlanandpletingallAFEforms.
WINNIPEGPLANT’SEXPANSIONOPTIONS
LaurentianhadmanufacturedfrozenpizzasattheTorontoplantuntil1992.However,afterthepanybecamethesolesupplierofprivate-labelfrozenpizzasforalargegrocerychainandwasforcedtosecureadditionalcapacity,itacquiredtheWinnipegfrozenpizzaplantfromapetitor.Aprogramofregularmaintenanceandequipmentreplacementmadethenewplantthelowcostproducerintheindustry,withanoperatingmarginthataveraged15%.
Theplan,withitsprovenmitmenttocontinuousimprovement,hadsuccessfullymetitsprofitobjectiveforthepastthreeyears.Aftertheshortageofcapacityhadbeenidentifiedastheplant’slargestsourceoflostopportunity,managementwaseagertorectifythisproblemastargetedforintheStrategicPlan.BecausethefacilityhadalsoincludedtheproposedplantexpansioninitsStrategicPlan,itmetallthreerequirementsforconsiderationofapprovalforacapitalproject.
Annualsaleshadmatchedplantcapacityof10.9millionfrozenpizzaswhenLauentianconcludedthatopportunitiessimilartothoseinCanadaexistedintheU.S.AnopportunitysurfacedwherebyLaurentiancouldhaveanexclusivearrangementtosupplyalargeU.S.-basedgrocerychainwithitsprivate-label-brandfrozenpizzasbeginninginApril,1996.Asaresultofthisarrangement,frozenpizzasaleswouldincreaserapidly,adding2.2millionunitsinfiscal19
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