Professional Documents
Culture Documents
Stefan A. Seuring
Carl-von-Ossietzky Universität Oldenburg, Germany
< www.uni-oldenburg.de/produktion
* This paper presents work carried out in the research project EcoMTex: Ecological Mass Textiles
(Project FKZ 07 OWI 14/0) carried out at the University of Oldenburg, other research institutions and
companies (see www.uni-oldenburg.de/ecomtex). I am thankful to the German Ministry of Research
(BMBF) for the funding and to the GSF for administrative support.
I would also like to express my thanks to an anonymous reviewer for his comments on an earlier
version of this paper.
stefan a. seuring
O
ver the past few years, green products have been introduced into
various fields of consumption. While customers would prefer green products if their
prices were equal to those of ‘normal’ ones, they are not willing to pay considerably
more for green products. This has led to a situation where green products have regu-
larly remained within small niches mostly holding a market share below 5%. The
reasons for this are multiple, so various approaches are used to foster the further
development of these market niches towards mass markets. One of the most important
approaches centres on marketing activities that aim to find new ways to market the
products.1 A second approach attempts to improve cost management along the supply
chain; two issues are evident:
t The greening of products often drives up costs, as additional requirements have to
be met at each stage of the supply chain.
t No cost management is used in product design and manufacture.
Therefore, it is necessary to look at how the supply chain and, in particular, the costs
therein are managed.2
First, the paper examines the supply chain for polyester linings. The need to improve
the product ecologically beyond measures implemented at single production facilities
is emphasised. Even though the disposal of used textiles encounters enormous prob-
lems, only the supply chain from raw materials production to distribution will be covered
subsequently. This allows the design and production of the products to be addressed.
The description of the supply chain then leads to a short look at the issues covered in
supply chain management. The introduction of companies involved in the polyester
linings supply chain shows the measures used to lower the costs along the supply chain.
For this analysis, the framework of supply chain costing is used, where three cost
levels—single costs, activity-based costs and transaction costs—are analysed. Only the
three cost levels combined explain how the activities of one company influence costs of
other companies along the supply chain and how these costs can be managed jointly.
1 The marketing approaches taken are outside the scope of this paper (see e.g. Meyer and Hohmann
2000).
2 The discussion within this paper centres on supply chain issues. It should be mentioned that many
companies of the textile and clothing industry as well as their suppliers, which include diverse indus-
trial branches, have been and continue to be very active in the implementation of environmentally
improved production processes and products (see e.g. Myers and Stolton 1999).
green supply chain costing: joint cost management in the polyester linings supply chain
3 Due to confidentiality reasons, the single companies are not named. Furthermore, all information
on costs has been modified for this reason.
stefan a. seuring
Material flows
Fabric
Filament Clothing
weaving,
and yarn production
dyeing and
production and selling
finishing
Information flows
green supply chain costing: joint cost management in the polyester linings supply chain
Selling and distribution are of great importance as they are carried out by the compa-
nies in the chain that decide which fashion is produced in which style and quality. Hence,
this step has a major influence on all previous steps since product variety and quality
are defined at this level. Apart from transport, only limited environmental problems
occur. Selling and distribution can be carried out by a single company or within a tier
supplier system of varying depth.
As the direct costs of eco-polyester production are higher during polymerisation and
filament production, measures have to be found to reduce the total costs along the supply
chain. This will improve products still offered at the same price.
4 This terminology is taken from the concept of transaction costs, which plays an important part within
new institutional economics (Williamson 1988). Without referring to this concept in detail, the term
‘transaction costs’ within the concept of supply chain costing is applied in a simplistic way that
disregards the variables and explanations given by Williamson’s theoretical concept.
stefan a. seuring
Company A Company B
Activity-based costs Activity-based costs
Production
unit
Transaction costs
Supply chain
An analysis of the cost changes on the single steps of the supply chain is presented
below.
Interface 1: polyester and yarn production to fabric weaving, dyeing and finishing
Polyester can be produced either in batch or in continuous production lines. Continuous
flow production dominates the world market; it is cheaper because of the use of highly
specialised machinery, which can only be used for this single kind of production. As
very limited quantities of eco-polyester are needed so far, these are produced in batch
green supply chain costing: joint cost management in the polyester linings supply chain
facilities, where the production conditions can be altered almost from batch to batch.
The change in the production line between the conventional and the ecologically
improved catalyst creates additional direct costs, as the machinery has to be cleaned to
avoid spillages of antimony at the start of a new production run that is made up of various
batches. This switch between production modes increases costs. Furthermore, the eco-
polyester has to be stored in separate tanks. Hence, the major cost driver found is the
batch size for a single production run, which is a typical measure for cost allocation in
activity-based costing (Kaplan and Cooper 1997: 89). Still, the need for running the
batches to produce eco-polyester depends on the orders placed by the customers and the
amount of such polyester stored. If the orders placed can be controlled, the transaction
costs of dealing with customers might be reduced as well as the activity-based and direct
costs generated on-site. As a result, the company that runs the polymerisation has to
co-operate with the weaver to optimise the order quantities to allow the production of
cost-minimal batches. However, the eco-polyester yarn remains slightly more expensive
than conventional yarn.
stefan a. seuring
This ABC classification and the total amount of about 4 million metres ordered per
year formed the basis for a new contract between the two companies: namely, the weaver,
dyer and finisher and the clothing producer.
Some important issues in the contract are:
t All polyester linings in the eco-quality are ordered by the clothing producer from
one supplier only.
t For A and B colours, the supplier guarantees a delivery time of two days. This was
made possible by reviewing and forecasting the amounts needed each season (a six-
month period), which allows the supplier to produce the polyester linings in advance
and hold them in stock. Applying a ‘push’ approach in production scheduling and
knowing that the clothing company will buy the linings, these agreed amounts form
the basis of smoothing the production capacity used.
t The C colours are produced after an order is placed and stay at the typical delivery
time of about two weeks. This is comparable to the usual ‘pull’ production in the
industry. As a result, the target price of conventional polyester linings was almost
met for the eco-polyester linings.
Table 2 provides an overview of the cost savings at the different cost levels. The figures
in Table 1 are only representative due to the confidentiality requirements of the compa-
nies, but provide evidence of the effects of joint cost optimisation across partners in a
Table 2 cost savings at the three cost levels of supply chain costing
cost effects at
cost level cost effect at step of the supply chain
Activity-based costs Higher usage of capacity; lower Lower stocks; fewer deliveries;
stocks; reduced set-ups for colours; shortened delivery times; reduced
lower number of batches run risk of stock obsolescence
Transaction costs No search costs for new customer; No search costs for new supplier;
reduced contracting costs reduced contracting costs
green supply chain costing: joint cost management in the polyester linings supply chain
supply chain. However, this addresses only part of the costs; for example, the costs of
dealing with a certain number of suppliers or the risks of being dependent on just one
supplier are not included. Further investigations are necessary to incorporate these
costs.
Conclusion
SCM strives for a new method of co-operation for joint benefit along the supply chain.
The definition of SCM addresses this by taking into account both the management of
material and information flows and the management of the partnerships along the
supply chain. These definitions question traditional cost management techniques that
focus on only one company. Hence, the framework of supply chain costing introduces
a third cost level— namely, transaction costs—which allows the assessment of cost
drivers that can only be influenced within the supply chain.
The example of a new eco-polyester is used to explain how costs can be influenced
across a supply chain. The analysis of both the cost drivers at the production facilities
for polyester polymerisation and the cost of co-operation with suppliers and customers
provides the chance to look at cost savings beyond the influence of a single company.
The co-operation between the company that weaves, dyes and finishes the linings made
from the eco-polyester and the clothing producer that uses the eco-polyester linings in
its fashion products shows that measures at one company (i.e. the reduction of lining
colour ordered) can lead to reduced production (direct and activity-based) costs for the
supplier. These joint measures provided the basis to be able to introduce an ecologically
optimised product to the market.
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