FINAL SUBMISSION

2
Table of contents
Page 3 &4…………………………………………………………………………………..Executive
Summery/Introduction
Page 5: ……………………………………………………………………………….Factors which drive Rolls Royce
into the Singapore markets
Page 6:………………………………………………………………………………..Factors which drive Rolls Royce
into the Singapore markets
Pages 7-11: ………….Risks and challenges to be considered in improving the supply chain
management
Pages 12-14………….Recommendations for Rolls Royce to improve their supply chain
management
Page 15……………………………………………………………………………………Conclusion
Pages 16,17 &18:……………………………………………………………………….. References
Pages 19,20,21,22, :………………………………………………………………… Bibliography
Page 23…………………………………………………………………………………… Appendix

3
Executive summery
Rolls Royce operates in a highly turbulent, dynamic and capricious
environment in delivering their products to the Aerospace industry. Their
supply chain is imperative to the success and could also have devastating
consequences should management not be carried out in a competent manor.
It is evident that Rolls Royce is seeking ways in which they can save on costs
and become a more lucrative business. Singapore has proved to be a
promising supply base; it is very economically stable and business friendly as
it offers low corporate tax. Conversely the move into Singapore exposed risks
and flaws because Rolls Royce were shown to be too reliant Singapore for
their supply needs. Thus it was proposed that a more diverse supply base be
utilised, so that risk is mitigated and spread out essentially. In addition, given
the later proposition, it was suggested that Rolls Royce increase the number
of distributors and move them closer to the customer base, so that
environmental risks are evaded.
Introduction
This report will primarily be concerned with the Aerospace manufacturing company,
Rolls Royce, specifically their supply chain and any issues or risks that become

4
apparent during research. Recommendations will be made for Roll’s Royce in
determining the most feasible strategies for mitigating their risks in an attempt to
become more cost efficient. Many academics assert the significance that supply-
chain management can have in increasing competitive advantage. Globalisation for
example, is prompting international companies to re-address their supply chain
strategy, as the environment becomes increasingly capricious, turbulent and un-
predictable. Further more, consumer’s needs are ever changing and are highly
concerned with faster lead times. As one competitor reacts to such changes, others
must respond accordingly in order to sustain competitiveness.
Which factors drive Rolls‐ Royce to choose
Singapore as its manufacturing location for
making sophisticated engines and parts?
This question of which factors drove Roll’s Royce into the Asian market,
specially Singapore, though subjective for Rolls Royce, could arguably be
applied universally from an objective standpoint, considering that the general
consensus or the primary driver in businesses in expanding their operations
and their resources, is to make use of resources that are unavailable or ‘too
expensive’ in the domestic market. Alexander, (2001) stated that a domestic
market would often venture into foreign markets to search for cheaper
resources, such as labor. Alternatively Hooley, Nicoulaud and Piercy, (2011)
asserted that the company will also look for further resources; or a more
innovative way to produce its products, which is more relevant in the case
“In Singapore, the
supply of qualified
workers has been
crucial. About 90 per
cent of Rolls Royce’s
employees are
locals.”(Grant, 2014)

5
presented for Rolls Royce. More contextually, Lynch, (2002) asserted that the
success of specialised resources has been dependent over Singapore’s
government’s willingness to invest heavily in this area. Thus the motive of
Roll’s Royce in expanding to Singapore for its manufacturing parts is very
much justified in this sense as specialised resources are of paramount
importance in complementing the differentiation strategy of Rolls Royce.
Porter, (2004) acclaimed that differentiation occurs when the organisation
provides a unique aspect or favorable, superior quality. Alternatively,
differentiation also falls into the same context of innovation. The article also
made reference to Rolls Royce using locals from Singapore, which constitutes
a significant element of Rolls Royce’ resources, namely human resources.
This provides Rolls Royce with an advantageous position over competitors
because the employees are, in effect, ‘fresh’ and arguably contemporary in
their knowledge and their practical skills, with a promising premise for
establishing an entrepreneurial culture within Singapore’s manufacturing
base. In contrast, by hiring non-specialised personnel for the assembly of
products, Rolls Royce would be taking a risk, being that of un-certainty of
manufacturing quality and innovative parts. (Grant, 2014) provided further pull
factors that Singapore offers Rolls Royce, in that the country offers a low rate
on corporate tax. This is arguably significant. (Burmen L, 2011) stated that
lower corporate tax encourages risk taking and entrepreneurship; both of
which are two vital ingredients in encouraging innovation. Similarly, (Hamilton
and Webster, 2012) postulated that high tariffs/taxes are regarded as
“Barriers to trade”. This is evidently down to the economical implications.
The growth of the customer base in Asia was arguably a very attractive ‘pull
factor’- a factor that constitutes an attractive asset for Rolls Royce to enter the
Singapore market. (Alexander, 2009) The growing consumer market is
suggestive of increased opportunity for Roll’s Royce, which subsequently, in
theory, accumulates into increased revenue and profit. Similarly, a growing
saturation of the domestic market in the UK could have been responsible for
the investment into Asia by Rolls Royce. Kotler et al., (2012) similarly made
reference to the ‘Ansoff Matrix’ which essentially categorises four main

6
elements that make up an
organisation’s growth strategy.
The matrix argues that growth
into international markets is
appealing because market
penetration is much more
challenging in saturated markets.
More specifically Ridgway, K. et
al, (2008) stated that Rolls Royce’s strategy is and has been for the last 10
years, to essentially increase its out-sourcing.
This helps to justify Rolls Royce’ motives into moving to Singapore, as the
implications of out-sourcing will help the company in saving on cost as they
are avoiding heavy export charges and subsequently, tariffs which would
mean less revenue and less money for R&D, of which the later is critical to
their innovation.
“Over the last decade RR has
established major
manufacturing centres of
excellence and ‘dependable
engineering’ in the US,
Singapore and in Germany,
and is investing in new
overflow manufacturing
facilities in both the US and
Singapore.” Ridgway, K. et al,
(2008)

7
Potential challenges/risks to be considered in order
to improve Rolls‐ Royce’s international supply chain
performance
There are always going to be challenges/risks in any supply-chain, especially
in internationally operating companies. “Another trend that "stems from the
globalization of supply chains involves "longer shipping distances and
lead times, and the heightened complexity of trade.” DeAngelis, S (2007)
A major risk/challenge that all businesses take is the cost implication of
trading internationally. Given this, it is arguably in favour to justify a firm’s
decision in cutting costs in their supply-chain within their supply chain
management strategy.
"Companies have undertaken a variety of business practices – including
lean manufacturing, just-in-time delivery and supply-base reductions –
that have served to increase risk.”

8
Cultural issues
There is evidence of complacency and incompetence indicative of the
manufacturing of the ‘Trent engine’ within a manufacturing base in China. “A
November 2010 incident when a fairly new Qantas A380 aircraft carrying
over 400 passengers shortly after takeoff out of Singapore had to make
an emergency landing as a result of an uncontrolled engine explosion
that narrowly avoided what could have been a tragic outcome.” Ferrari B,
(2013) affirmed that the Trent series engine was originally made in Huknall, a
UK manufacturing facility but manufacturing of the engine was moved to
facilities within China. Financial Times (2013) interestingly found that there
were opportunities to fix the engine flaws of the Trent, however these were
neglected. In addition, it is acclaimed that inadequate quality control
procedures were put into place, but more interestingly and significantly, it is
indicated that specific plant culture at the manufacturing base was an
influential factor.
“The safety agency also highlighted cultural flaws at the China plant, where it
was acceptable not to report so-called minor deviations in parts.” Rankin, J
(2013.)
In relation to this incident and to attempt to make sense of how these cultural
issues contributed to the disasters, it is worth assessing the work of Hosted,
who created the Hoftede cultural dimensions, evaluating various aspects of
countries cultures, including power distance, individualism and masculinity, to
analyse the variations between 40 countries. (Hofstede, Hofstede and Minkov,
2010) In the context of the Trent incident, consider the score in which China
was given for its power distance, the dimension that scores based on a
countries emphasis on power. 80. This is extremely high and is indicative of
their beliefs that inequalities amongst people are acceptable. The
subordinate-superior relationship tends to be polarized and there is no
defence against power abuse by superiors. It could be proposed that this
cultural difference may have lead to the failure to report minor deviations
because there is too much distance between the subordinates and higher

9
management, perhaps because the managers are reluctant to communicate
to their subordinates and communicate that only major deviations be reported.
Paradoxically, though, it was affirmed by FT (2014) that Rolls Royce intend on
decreasing their manufacturing and supply chain costs over the next few
years, i.e. to employ ‘lean manufacturing’ in an attempt to reduce their costs.
Evidently this would be contradictory to their intention of preventing future
engine failures, given that cutting costs would decrease the amount of
suppliers for Rolls Royce’s and their customer base. In effect, there is less
distribution of risk control and responsibility, of which the later lead to the
‘Trent incident’ as research evidently suggests. Hypothetically, in the instance
that another engine failure occurred (or another manufacturing defect), Rolls
Royce would have fewer amounts of inventory to use in the potential and
foreseeable repetition of this instance, given that their suppliers are fewer in
number and there is no back up. By cutting their supply chain and enforcing a
lean production system, Rolls Royce is conceivably risking their business,
especially if environmental disaster struck. In addition, given that Rolls Royce
aim to grow as a business, how will cutting costs in the supply chain help this
goal? if their are more consumers, then there will be more demand for their
products. Conceivably Rolls Royce are in a position of not being able to meet
the needs of their customers, as there is less back up/inventory stock should
further manufacturing issues occur. (Farrington and Lysons, 2012)
“The safety agency also highlighted cultural flaws at the
Hucknall plant, where it was acceptable not to report so-called
minor deviations in parts.” Rankin, J (2013)

10
The Toyota case
Toyota, a world wide Japanese car manufacturer, is infamous for innovating
the concept of ‘lean manufacturing’. "Toyota Motor Corporation's vehicle
production system is a way of "making things" that is sometimes
referred to as a "lean manufacturing system" or a "Just-in-Time (JIT)
system," and has come to be well known and studied
worldwide."Womack, (2007)
Their infamous status stems from major flaws of the lean production system
when there was a fire at their Aisin Seiki plant, which consequently halted the
delivery of all break parts to Toyota. (Carty, 2012)This was a result of
environmental factors that were essentially out of Toyota’s control, however,
had there been more inventory in domestic centers, then customers would not
have been affected and such dramatic loss of sales would not have been
attained. (Vaghefi, Woods and Huellmantel, 2000) So despite this account

11
being on Toyota, the risk that it exposed, is quite likely to become a potential
risk for Rolls Royce in their bid to reduce supply-chain costs. On the contrary
and in defense of adopting a lean production system, Leach, A (2015)
research found that cutting its supply-chain might be the only way in which
Rolls Royce can effectively regain its pre-tax loss of 491 million pounds.
(Monaghan, 2015). By a similar account, Gembutsu (2013) stated that in
cutting costs in their supply chain and adopting lean manufacturing, Rolls
Royce will sustain a higher quality of manufacturing due to not batching and
storing a higher amount of inventory; there will not be copious amounts of
inventory to store, move or pick, thus reducing the chance of waste. In
addition, the lean-production system that Rolls Royce continually develops is
very complimentary to their overall business concept in providing very
innovative aero engines; Airbus A350 and the Boeing 787 Dreamliner are two
examples of which Rolls Royce has made engines for. (Rolls Royce, n.d.)
Given that innovation shortens the product-life cycle because it influences
continuous change, it is clear as to why RR might have adopted lean
manufacturing. For example, it will mean that they are in an advantageous
position to respond quickly to changing consumer demand, of which is the
main reason for innovating in the first place. (Innovation, LinkedIn and
#EYInnovation, n.d.) Similarly, Hamilton and Webster, (2012) asserted, that
globalisation is removing critical barriers that are required to trade overseas.
This therefore perpetuates the competitive nature of companies, which
subsequently leads to companies looking to increase their innovative
capabilities. On the contrary, it might be assertend that Rolls Royce holds a
very favorable position within their market, given their highly reputable brand;
thus they will hold an advantage over many of their competitors. "By some
estimates, Rolls holds 54 percent supplier market share among the
combined wide-body engine provider programs according to a recent
chart featured in The Financial Times. “Financial Times (2013.)
On the other hand, this would not prevent Rolls Royce from further innovation
as innovation is, in effect, what differentiates the company from many of their
competitors.
"Our new Innovation Portal, Big Ideas
Forums and Open Innovation challenge
have been successful and each year we

12
Further risks
Newview, (2010) found that Rolls Royce manufactures just 30% of their gas
turbines and their external networks, constituted mainly of partners and
suppliers manufacture the rest. This presents an obvious risk in the sense that
it exemplifies the heavy reliance that Rolls Royce has for their suppliers.
“It weakens their control over costs, reduces their ability to stay on top of
technology developments and shifts in demand, and makes it difficult to
ensure that their suppliers are operating in a socially and environmentally
sustainable fashion.” Linton, (n.d.)
Similarly Porter, (2001) stated in his five forces model, that having a heavy
reliance on suppliers, means that the suppliers will be more powerful than the
business itself. In effect, they have a high bargaining power. The nature of the
products which Rolls Royce manufacture within Singapore, though not limited
to this country, are very differentiated, perpetuating further power for the
suppliers. This essentially means that the supplier will be able to manipulate
the costs over Rolls Royce, having potentially dire consequences for the

13
company. In addition, the quality control of product manufacturing could be
compromised. The Trent case, as mentioned earlier, is highly indicative of
this.

14
Recommendations to propose to Rolls‐ Royce to handle the
potential challenges/risks in Rolls‐ Royce’s international supply
chain
This very problem is logically fallacious and ambiguous, as it assumes that
risks in the supply chain are all just probable, in using the word "potential". For
example, refer to Appendix A.) Where risks are categorised into four groups:
Environmental, Geopolitical, Economic and technological. It is observable that
there are indeed risks that are 'potential' in their nature, however there are
also some risks that are very probable, however the word 'potential' invokes a
somewhat modest definition of the risk in this context, especially in Rolls
Royce’ case were the supply chain is global. Environmental risks will always
be a risk to Rolls Royce in managing their supply-chain internationally, for
instance. Natural disasters (e.g. earthquakes) and extreme weather are within
this category, including potential sea level rises. Pandemics are also a
possibility, but their probability and mitigation remains uncertain. Natural
disasters, and other environmental occurrences will always be out of Rolls
Royce’ control. So it is confidently asserted that they should focus on supply-
chain risks that they can minimise. Interestingly, it could be proposed that
based on Rolls Royce’ target consumer, that they will be more immune to
economical risks, such as a lower GDP or high inflation in the context of their
car selling (not aerospace for this instance), simply because the target
customer is typically affluent with high disposable income, especially in their
car sector. However, it must be affirmed that even one weakness in a supply
chain element will have a significant impact on the supply chain at Rolls
Royce. Consider the fact that Rolls Royce has multiple networks within
various counties around the globe. Moreover consider the manufacturing base
in Singapore, which Rolls Royce very heavily relies on. Thus the
recommendation to the Chief procurement officer is to distribute the

15
manufacturing to other locations, in an attempt to diverse risk and provide
backup for inventories. This would also save on costs as Rolls Royce would
essentially have a higher bargaining power over their suppliers, thus cost
could be lowered from the supplier because additional suppliers have been
introduced. Conversely, just one supplier for a particular part would mean the
supplier could dictate cost more. In the context of un-met demand, distribution
of manufacturing would ensure a ‘back-up’ of supplier stock. However, this
would essentially mean that Rolls Royce would incur higher costs through
more sources of supply in the building of further plants; this in its self is a
financial risk and is contradictory to their lean manufacturing strategy.
Given that Rolls Royce intend on enforcing a lean production strategy, it is
suggested that to mitigate supply chain risk associated with this, that the use
of visibility tools be utilized so that actions can be taken promptly and
accurately. This will be significantly complimentary to Rolls Royce’s lean
principles. Leading firms use supply chain event management technology to
send alerts to key personnel when action needs to be taken by someone,
somewhere in the global supply chain to address potential delays. However,
even with a very innovative electronic system or management of supply, it
must be asserted that Rolls Royce will not be immune from disruptive risks.
(Christopher, 2011) The consensus among academics is that disruptive risks
are inclined to have a ‘domino effect’ on the supply-chain. In context, in the
situation where there is a fire at a manufacturing plant, not only will this affect
the plant in question, but also the consequences will convey to all parts of the
supply chain. In examining the role of the distributors, who play a very
important part in any supply chain according to Farrington and Lysons,
(2012); considering the Just in time supply system in which Rolls Royce have
in place, an environmental disruption, such as a fire, would mean that the
distributor would be unable to carry out their role to achieve shorter lead times
for Rolls Royce’ customers. Further more, the ‘lean’ principle means that the
distribution centers will hold fewer inventories in a bid to save on costs.
Conversely, to counter the very possible scenario of environmental disruption,
in order to address this risk, Rolls Royce would arguably have to implement a

16
contradictory strategy,
in holding more
inventory, should such
an event arise, meaning
that there would be
substantial loss in cost
efficiency in such a
compromise. Therefore,
the recommendation here for mitigation, would be for Rolls Royce to set up
their distribution centers closer to their consumers. This strategic move will
mean that in the case of environmental disaster, the distributor will be able to
deliver the product to the customer, quickly and efficiently, in the adversity of
disruption. MKenna, M (2008) also affirmed that because of their geographic
proximity, distributors could maintain close relationships with customers,
translating to potential competitive advantage for Rolls Royce over other
Aerospace organisations. Thus an emphasis needs to be made in
establishing further distribution centers, whilst minimizing the responsibility of
the manufacturer in delivering for Rolls Royce’s customers.
“Distributorscan typically offer a
greater levelof flexibility than
manufacturers. This includes
quicker turnaroundtimes on
orders, often in as little as two
hours. Mostmanufacturers today
supply orders based on 7- to 30-
day lead-times” MKenna, M (2008))

17
Conclusion
The aim of this report was predominately concerned with identifying risks and flaws
in the supply chain of the Aerospace Company, Rolls Royce. It must be stated that
the case study provided was not substantial enough to gain a comprehensive
perspective of the supply-chain issues at Rolls Royce. Thus further research was
carried out, in order to provide a more elaborate exposition of the supply chain risks
and how they could be mitigated. There was particular emphasis on increasing the
number of distributors to become more responsive to customer needs and to get a
more detailed understanding of the customer. In addition, it was proposed that Rolls
Royce should improve their training of culture at Rolls Royce, so that it coincides
with their overall mission statement.

18
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2015).

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