...School 9-200-036 Rev. July 12, 2000 Honeywell, Inc. and Integrated Risk Management In one week, on July 10, 1997, the Finance Committee members of Honeywell Inc.’s board of directors would vote on whether to proceed with a new risk management program. For the past two years, members of Honeywell’s Treasury Management Team, in conjunction with insurance specialists J&H Marsh & McLennan (now Marsh Inc.), auditor Deloitte & Touche, and later with insurance underwriter American International Group (AIG) had worked to create a new, more costefficient method for managing some of Honeywell’s risks. Their proposal, the first of its kind, provided combined protection against Honeywell’s currency risks along with other, more traditionally-insurable risks, in a multiyear, insurance-based, integrated risk management program. Honeywell had a long history of product innovation; this new proposal would extend its innovation to the financial arena. While a significant amount of time and effort had been invested in developing this new concept and in simulating program results, the absence of a precedent was a source of concern. The Finance Committee’s vote depended, in part, on whether the anticipated savings of the program would be realized, and whether the coverage provided by the new contract would be adequate. Because Honeywell viewed the proposed plan as a first step in a firm-wide integrated (sometimes referred to as enterprise) risk management program that would extend...
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...Analysis of Honeywell’s Current Risk Management Program Honeywell is a multi-billion dollar international corporation, managing operations in 95 countries. It was the largest producer of control systems and products used to regulate heating and air conditioning in commercial buildings. It was also a leading supplier of commercial, military and space avionics. Presently, active hedging or insuring of risks occurred only for currency, interest rate, liquidity risk, credit risk, pension fund and traditionally insured risk. Other risks were managed operationally. The Treasury group was composed of the following: 1. Capital Markets Unit: managed risks associated with the firm’s capital structure, including liquidity risk 2. Cash Management Unit 3. Financial Risk Management Unit: managed currency risk, interest rate risk and credit risk 4. Insurance Risk Management Unit: responsible for general liability, product liability, ocean marine transit etc. Each policy had a specified deductible in the range of zero to $6 million. Honeywell would absorb losses up to the retention level before it received any insurance payment. The Currency unit handled Transaction risks which were risks due to specific exposure on entering into a contact with a future payoff. A basket of 20 currencies was used which represented 85% of Honeywell’s foreign profits. Corporate headquarters received long-range estimates of the foreign-currency exposure from each operating unit. Features of the...
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...Honeywell, Inc. and Integrated Risk Management Case Analysis Submitted to: Prof. A. Kanagaraj By Vivek Gupta Section C, 944 Executive Summary: Honeywell was a multibillion-dollar, International Corporation employing 53000 people and managing operations in 95 countries. It was the largest producer of control systems and products used to regulate heating and air conditioning in commercial buildings and of systems in avionics systems. Carrying out business in 95 countries firm faced a number of risks. Honeywell’s risk management activities were dispersed throughout the firm as shown in the table. Other risks were managed operationally. [pic] The committee voting for this new program depends on whether the anticipated savings of the program would be realized, and whether the coverage provided by the new contract would be adequate. The proposed plan is a first step in a firm wide integrated risk management program that would extend to cover all of Honeywell’s financial and operational risks, the finance committee’s decision would establish Honeywell’s risk management strategy for some years to come. Honeywell’s existing strategy was consistent with its risk management objective of minimizing earnings volatility and its cost of risk. The team wondered about the applicability of the relatively new concept of enterprise risk management, which is grouping many risks together into a portfolio of risks, rather than managing each risk separately. The team thought...
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...Most managers treat risk management as a series of unrelated tasks best delegated to specialized experts. If a company needs to insure its plant and equipment, an insurance team in the treasury department runs the numbers and negotiates a contract. If it starts exporting to Japan, another team of foreign exchange specialists will hedge the company’s exposure to currency movements using futures and options. Yet these two very different tasks share one goal—trying to control the company’s exposure to financial distress. On the face of it, then, unifying the management of a company’s diverse risks would seem a ripe source of efficiency gains and cost savings. But until recently that hasn’t really been a practical option, since no insurers offered coverage for a company’s consolidated risk exposure. A Brave Pioneer A few companies have now begun to work with insurers to develop more comprehensive risk-management agreements. And they’re finding that such policies not only save them money but bring wider organizational and strategic benefits as well. One of these is the U.S. engineering giant Honeywell. Through an innovative insurance contract it developed in partnership with its main insurer, American International Group (AIG), Honeywell has successfully integrated its management of several different kinds of risks. Under this single policy, Honeywell now groups together not only traditionally insurable risks—product liability, property, employee crime, and so on—but...
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...Introduction Honeywell is a Multibillion dollar company, operating in 95 countries and is a pioneer in the field of control system and industrial appliances. With revenue over $7.3 Billion and income above $400 Million (December 1996), the company was exposed to several types of risk as it operated in a global territory. Previously, the company had a much compartmentalised approach to risk management, with individual departments managing individual risks pertaining to them. For instance, currency risks were hedged using futures contracts and under the supervision of the Financial Risk Management Unit while traditional (hazard) risks were insured by its treasury – Insurance Risk Management Unit. However, this individualistic approach did not serve the intent of the company well and hence in consultation with insurance specialists Marsh Inc., auditor Deloitte & Touché and insurance Underwriter AIG, a new cost efficient method for managing Honeywell’s risk was created. Thus, Integrated Risk Management Program was born that combined protection against Honeywell’s currency risk and other traditionally insurable risks. Decision to be made A decision has to be taken on the adoption of the new Enterprise Risk Management Program considering its cost implication and savings offered in perspective of adequate coverage of all risks. This decision could well lead on to establishing long term Risk policy for Honeywell as well as whether this integration approach would be suitable...
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...Class of: 2013 Course Title: Financial Risk Management (FRM) Semester: III Credits: 3 Course Objective & Learning Outcome: This course gives students a working knowledge of derivative instruments and their applications in managing various types of financial risks. While doing so, students would understand the organizational aspects of those risk functions and their roles & responsibilities. The emphasis is on mechanics, properties and valuation of forwards, futures, options and swap instruments. In covering these instruments, cases, examples and notes would be sought from markets so as to provide a holistic view of the financial market structure i.e., currency, fixed income, equity and money markets. Cases discussed in the class would be contemporary in nature drawn from international experience. Pre-requisites: Students are advised to be through with Financial Management I, Financial Management II and Quantitative Methods. Students are expected to go through all the reading prescribed before every class and make a meaningful contribution through active class participation. The course is delivered through a combination of case discussions, problem solving, real life risk reports and simulation. The course would have an analytical and numerical flavor and hence students are required to bring their calculators/laptops to every class. Text Book: 1. Hull, John C. & Basu, S., Options, Futures, and Other Derivatives, 7th Edison, Prentice-Hall...
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... R O U N D TA B L E C O M M E N TA R Y Transatlantic Divergence in GE/Honeywell: Causes and Lessons BY DONNA E. PATTERSON AND CARL SHAPIRO welcome, even when they are predicted to cause leading firms to gain market share. Second, the procedures in place in Europe contributed to the ability of the Competition Commissioner to block the proposed merger of GE and Honeywell based on dubious economic grounds and very weak evidence. In particular, the absence of timely and independent judicial review of the Commissioner’s decision that a combination is incompatible with the Common Market gives enormous discretion to the Competition Commissioner and to the Commission’s Merger Task Force. We discuss below how the interplay of these two trans-Atlantic differences led to the divergent results in GE/Honeywell. The EU’s Conglomerate Case A key driver of the proposed merger was the desire of GE and Honeywell to combine their complementary product lines in the civil aerospace industry.2 GE makes, sells, and services large aircraft engines. Honeywell, itself the result of a 1999 merger between Allied Signal and Honeywell, makes small aircraft engines, various avionics components, and other “non-avionics” components, such as environmental control systems, wheels and brakes, and auxiliary power units. At its heart, the merger was neither horizontal nor vertical, but conglomerate. In fact, the GE/Honeywell merger was remarkably “clean” in terms of horizontal overlaps, given the magnitude...
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...CurriculumVitae Instrumentation Engineer Jeevanand Subramaniam Mob: +91 9725066151 Email: jeeva21289@gmail.com Objective Instrumentation Engineer with total experience of 2.9 years+ in Refining and Petrochemical sector seeking a challenging position in an organization which can provide constructive and innovative ambiance to implement acquired technical knowledge as well as managerial skills to establish myself as an asset to the organization in the field of Automation, Process Instrumentation. Professional Summary • Engineering graduate in Instrumentation working at Hydrogen Manufacturing Unit of World’s Largest Grassroot Refinery, Reliance Jamnagar as Maintenance Engineer, Instrumentation. • Versatile, accomplished engineering management professional with expertise managing maintenance operations in a wide range of Instrumentation Systems and Equipment • Applies continuous improvement principles to increase process and maintenance efficiency. Exhibits a strong and firm approach to sustaining and encouraging safe work environments Career Accomplishments Organization – Reliance Industries Limited, Refinery Division, Jamnagar • Working as a team member for implementation and monitoring of Process Safety Management elements in HMU. • Involved in routine maintenance activities, commissioning and development co-ordination of instruments and control systems in Hydrogen Manufacturing Unit (Oil & Gas Refinery). • Configuring...
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...THE RESILIENCY CHALLENGE: CONSTRUCTING THE AGILE SUPPLY CHAIN FOR HEAVY INDUSTRY June 2014 By Lisa Harrington, President, lharrington group LLC and Associate Director, Supply Chain Management Center, Robert H. Smith School of Business, University of Maryland 2 The resiliency challenge The engineering and manufacturing sector (E&M) is the definition of diversity. The companies that make up the sector manufacture everything from jet engines and drilling rigs to simple fasteners and filters. Broadly speaking, though, E&M firms fall into a number of sub-sectors including Aerospace and Aviation and Industrial and Construction Equipment. The overall sector, like all industries, faces a myriad of issues around volatility, including dealing with natural disasters and supplier disruptions. But these issues aren’t the only ones that keep sector executives up at night. E&M CEOs also worry about how to transform their frequently large and conservative companies into agile enterprises capable of meeting new competition and opportunity head on with faster, leaner and more resilient operations. Global market dynamics are driving the need for transformation. As emerging markets grow and new markets emerge, demand is dispersing geographically. Demand is also fragmenting as a result of increasingly complex requirements from customers both for new product customization and post-sale support and service. Customers want – and expect – more choice on configuration...
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...Title: The Fall of IBM Date: September 20, 2013 I. Executive Summary The purpose of this case study analysis is to analyze the situation of IBM in the 1990s, to come up with possible mutually exclusive alternatives for IBM’s management and ultimately, to recommend a possible strategy to regain back IBM’s throne in the industry. The problem of the case study is all about the survival of IBM in a much more competitive market ever encountered by the company. And also, overcoming new challenges brought about IBM’s new management and the dynamic technological environment. The methods of analysis used for this case study are the Porter’s Five Forces Model and the ANSOFF matrix analysis. Brief explanations were provided in each of the methods used for analysis. After analyzing the case study, the following three mutually exclusive alternative course of action were developed: 1. Decentralize Management; 2. Invest heavily on research and development and; 3. Partner with suppliers From the alternatives, I recommend that IBM should partner with its suppliers. Collaboration with suppliers will increase business flexibility and executive level business decision support. This will surely bring the most benefit for the company among the other alternatives course of action. The suppliers play a great role in the industry and having strong connections with them can help the company survive and even excel in the industry. Outline and Implementation: ...
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...Research Paper ITK 463 TSP (Team Software Process) Index I. Introduction II. What is TSP II. A. The TSP launch process III. Why is TSP used? III. A. TSP improves Quality III B. TSP makes the company work professionally III C. TSP and CMM. IV Overheads due to TSP. V Risks Associated. VI. Does TSP actually work ? VII. Recommendation for the company IV. Annotated Bibliography V. Company Assumptions Introduction As quoted by the CIO journal December 2003 issue, “By the numbers available, the software quality stinks.” The Standish Group reported in 1999 that 74% of all projects were not successful.6 According to a survey by Standish Group in 2002, only 34 % of the software development is successful. Around 38 billion US dollars are lost every annum due to software failure [2] and one of the major reasons for this high failure rate is poor software quality. Typical software projects are often late, over budget, of poor quality, and difficult to track. Engineers often have unrealistic schedules dictated to them and are kept in the dark as to the business objectives and customer needs. They are required to use imposed processes, tools, and standards, and often take shortcuts to meet schedule pressures. Very few teams can consistently be successful in this environment. As software systems get larger and more complex, these problems only get worse. The best projects are an...
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...Solectron Supply Chain Management Best Practice Background Solectron was founded in 1977 as the as the “Solar Energy Company”, and originally produced solar energy products. Today it is a worldwide provider of electronics manufacturing services to original equipment manufacturers (OEM’s). The company provides customized, integrated manufacturing services that span all three stages of the product life cycle, including pre-manufacturing, manufacturing, and post-manufacturing (see Table 1). These servies are now integrated to the point where Solectron is now responsible for all supply chain processes associated with sourcing parts, building, and distribution of electronics and systems for almost every major OEM customer in the industry. A list of primary OEM customers is shown in Table 2, which spans the telecommunication, networking, computer systems, peripherals, semiconductors, consumer electronics, industrial equipment, medical electronics, avionics, and automotive electronics industries. These industries are in different stages of maturity, with network manufacturers fairly new, and computer systems fairly mature. The diversity of major customers in this list is testimony to their success. In 1991, Solectron won the Malcolm Baldrige National Quality Award, reflecting the high level of performance achieved within this company. The company has also been honored with more than 100 recognition awards, 25 of which were received this year (see Table 3). The...
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...and NBER ABSTRACT This paper describes the International Finance course at Harvard Business School for instructors considering adopting the associated material. The paper begins by arguing that the forces of globalization have fundamentally changed the scope and activities of firms thereby altering the practice of finance within these firms. As a consequence of an increasing reliance on tightly-integrated foreign operations, a parallel world of finance has been opened within every multinational firm and this world has, heretofore, been overlooked. The course materials are designed to address the many aspects of financial decision making within global firms prompted by these changes that are not addressed in traditional materials. The paper provides an overview of the structure of the course and its seven modules with particular emphasis on the three modules that constitute the core of the course. The paper also describes an analytical framework that has been developed through the creation of the course materials to guide critical financial decisions on financing, investment, risk management and incentive management within a multinational firm. This framework emphasizes the need to reconcile conflicting forces in order for multinational firms to gain competitive advantage from their internal capital markets. The paper concludes with a discussion of the course's pedagogical approach and detailed descriptions of all the course materials, including 19 case studies, corresponding...
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...Solectron Supply Chain Management Best Practice Background Solectron was founded in 1977 as the as the “Solar Energy Company”, and originally produced solar energy products. Today it is a worldwide provider of electronics manufacturing services to original equipment manufacturers (OEM’s). The company provides customized, integrated manufacturing services that span all three stages of the product life cycle, including pre-manufacturing, manufacturing, and post-manufacturing (see Table 1). These servies are now integrated to the point where Solectron is now responsible for all supply chain processes associated with sourcing parts, building, and distribution of electronics and systems for almost every major OEM customer in the industry. A list of primary OEM customers is shown in Table 2, which spans the telecommunication, networking, computer systems, peripherals, semiconductors, consumer electronics, industrial equipment, medical electronics, avionics, and automotive electronics industries. These industries are in different stages of maturity, with network manufacturers fairly new, and computer systems fairly mature. The diversity of major customers in this list is testimony to their success. In 1991, Solectron won the Malcolm Baldrige National Quality Award, reflecting the high level of performance achieved within this company. The company has also been honored with more than 100 recognition awards, 25 of which were received this year (see Table 3). The...
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...companies have adopted a wide variety of lean tools and techniques and gained many performance improvements. Findings also identified the business challenges that drive the companies to practice lean as well as the areas where changes have been made. It concludes with suggestions for further work. Introduction Today’s global supply chains are, in effect, highly complex networks. They are increasingly vulnerable to disruption which can have significant impact on profitability and shareholder value. Recent research at Cranfield School of Management has highlighted where the sources of risk in supply chains might lie and how that risk might be mitigated and managed by the application of ‘Six Sigma’ philosophies and procedures. [pic] As Supply Chain networks increase in complexity as a result of market volatility, outsourcing, globalization and single point sourcing, so too has the risk of disruption. Networks are becoming more vulnerable as supply chains become longer and leaner. Cost-reduction and efficiency are now key business goals and, as a result, networks become increasingly vulnerable to events that previously may have caused only...
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