The impact of the product mix on the value of flexibility

Product-mix flexibility is one of the major types of manufacturing flexibility, referring to the ability to produce a broad range of products or variants with presumed low changeover costs. The value of such a capability is important to establish for an industrial firm in order to ensure that the flexibility provided will be at the right level and used profitably rather than in excess of market requirements and consequently costly. We use option-pricing theory to analyse the impact of various product-mix issues on the value of flexibility. The real options model we use incorporates multiple products, capacity constraints as well as set-up costs. The issues treated here include the number of products, demand variability, correlation between products, and the relative demand distribution within the product mix. Thus, we are interested in the nature of the input data to analyse its effect on the value of flexibility. We also check the impact at different capacity levels. The results suggest that the value of flexibility (i) increases with an increasing number of products, (ii) decreases with increasing volatility of product demand, (iii) decreases the more positively correlated the demand is, and (iv) reduces for marginal capacity with increasing levels of capacity. Of these, the impact of positively correlated demand seems to be a major issue. However, the joint impact of the number of products and demand correlation showed some non-intuitive results.

[1]  B. Kogut,et al.  Operating flexibility, global manufacturing, and the option value of a multinational network , 1994 .

[2]  Stefano Tonchia,et al.  Manufacturing flexibility: A literature review , 1998 .

[3]  Jan Olhager,et al.  The house of flexibility: using the QFD approach to deploy manufacturing flexibility , 2002 .

[4]  Alexander J. Triantis,et al.  Valuing Flexibility as a Complex Option , 1990 .

[5]  L. Trigeorgis Real Options in Capital Investment: Models, Strategies, and Applications , 1995 .

[6]  R. McDonald,et al.  Investment and the Valuation of Firms When There Is an Option to Shut Down , 1985 .

[7]  Arnd Huchzermeier,et al.  Valuing Operational Flexibility Under Exchange Rate Risk , 1996, Oper. Res..

[8]  Christopher A. Voss,et al.  Manufacturing strategy : process and content , 1995 .

[9]  Suresh P. Sethi,et al.  Flexibility in manufacturing: A survey , 1990 .

[10]  Jan Olhager,et al.  Valuation of product-mix flexibility using real options , 2002 .

[11]  D. Upton The Management of Manufacturing Flexibility , 1994 .

[12]  S. Vickery,et al.  Dimensions of manufacturing strength in the furniture industry , 1997 .

[13]  Jan Olhager Manufacturing flexibility and profitability , 1993 .

[14]  Lode Li,et al.  Optimal operating policies in the presence of exchange rate variability , 1997 .

[15]  L. Trigeorgis Real Options: Managerial Flexibility and Strategy in Resource Allocation , 1996 .

[16]  Nalin Kulatilaka,et al.  Valuing the flexibility of flexible manufacturing systems , 1988 .

[17]  Xavier de Groote,et al.  The flexibility of production processes: a general framework , 1994 .

[18]  Jan Olhager,et al.  Productivity and flexibility: Fundamental relations between two major properties and performance measures of the production system , 1997 .

[19]  Paul M. Swamidass,et al.  Manufacturing strategy, environmental uncertainty and performance: a path analytic model , 1987 .

[20]  Jens Bengtsson,et al.  Manufacturing flexibility and real options: A review , 2001 .

[21]  Derrick E. D'Souza,et al.  Toward a taxonomy of manufacturing flexibility dimensions , 2000 .

[22]  R. Sanchez Strategic flexibility in product competition , 1995 .