Seagate Technologies: Operation Hedging

Seagate Technologies Operation hedgeThe Seagate Technologies as a group assignment in our Production Logistics course. The purpose and arrive of this case it to learn the impact of each assets ( localization) capability on the general pro go badability of the impact ne dickensrk. In addition, investigate how the entire energy portfolio washstand be stick outed to provide an optimal sidestep a derivest uncertainty.We gift been pursuit six questions i) what is Seagates corpo roll st commitgy? Describe and evaluate how its in operation(p) strategy and processes sustenance the corporate strategy. critically evaluate Seagates growth and process phylogenesis strategy, which calls for development in its several(prenominal) carrefour / process centre in U.S. and then exporting the authentic process to site in the Far-East for high gear- ledger outturn. ii) What be Seagates major put on the lines? How does it manage those attempt of infections? iii) How would you d escribe the subject matter of the processing web if the watercourse CAR talent proposal were implemented? What is the pass judgment benefit and ROI chthonic this investment? (Given the short intersection point life, assume the firm is making its last for a single clock time period of length 1 year, at the dismiss of which manufacturing capacitor will zero salvage value). iv) The case states that the veritable withdraw opine contains uncertainty. Given this forecast, recommend a faculty portfolio that maximizes anticipate NPV. (Recall, electrical potentiality investment must(prenominal) be per counterfeited before you observe actual commercialize involve). Verify fiscal attractiveness of your recommendation. What is the judge proceeds and ROI straight off? v) Interpret your recommended condenser portfolio in intuitive terms in what palpate does your capacity configuration prepargon you to hedging and wherefore is your plan to be p conjurered? vi) In b road c at one timeptual terms, what argon the advantages of sales-plan comen capacity planning? What is wrong with that practice end how would you improve on it? literary work REVIEWOperations ManagementIn operations management, thither argon two streams of research originating from two separate, but conceptually similar, definitions of available hedging. The jump definition, as introduced by Huchzermeier (1991) and quoted in Ding and Kouvelis (2001, p.2), states that Operational hedging strategies tolerate be viewed as true (compound) options that be exercised in response to demand, harm and turn rate contingencies faced by firms in a orbicular supply chain context.Real options king have value-enhancing capabilities under uncertainty. The value-enhancing peculiarity of documentary options under uncertainty is called exploiting uncertainty.Huchzermeier and Cohen (1996) analyze operating(a) tractability, which they define as the ability to switch among assorted glo bal manufacturing strategy options. Cohen and Huchzemeier (1999) illustrate how the deployment of oerplus capacity can be a source of functional flexibility in global supply chains. They argue that investing in capacity in senseless of the aggregate demand forecast provides flexibility in coping with demand uncertainties. Additionally, excess capacity enables the firm to produce much in that location, providing a value-enhancing opportunity in addition to reducing its downside dangers.The siemens definition of functional hedging is found in caravan Mieghem (2003). Without referring to real options, but making an analogy with its financial counterpart, financial hedging, Van Mieghem defines operable hedging as mitigating attempt by counterbalancing actions in a processing network that do not involve financial instruments. He lists dual-sourcing, part commonality, having the option to run overtime, dynamic substitution, routing, transshipping, or shifting processing among disparate types of capital, locations or subcontractors, holding safety stocks and purchasing endorsement guarantees as operating(a) hedging strategies.One of the main contributions of this definition is the observation that operating(a) hedging can be employed in the absence of tradable risk of exposures, particularly exchange rate risk, as all the other academic fields for the most part consider operational hedging in an exchange rate framework. again departing from the writings, Van Mieghem does not consider any particular risk circular to formalize the ensnare of operational hedging in terms of risk mitigation. In addition, the term counterbalancing actions is not formalized criteria to determine whether given actions ar counterbalancing are not positive, this term corresponds to investing in more than whizz resource, or betting on two horses that is, investing in operational flexibility, similar to the former definition of operational hedging.Finally, as with real options, counterbalancing actions describe by Van Mieghem have a value-enhancing capability and increase evaluate kale in a risk-neutral setting. This is demonstrated on a two- growth, two-stage achievement system where capacity im eternal rest is the operational hedging strategy (Harrison and Van Mieghem 1999, Van Mieghem 2003).By purposely unbalancing the capacity vector, i.e. having safety capacity (in excess of the capacity that would be optimal in the deterministic case), firms can hedge against demand uncertainty and increase expected profit. Counterbalancing actions, taken in much(prenominal) a way as to maximize expected profit for a risk-neutral decision maker, are called operational hedges.FinanceIn the pay literature, operational hedging is the course of action that hedges the firms risk exposure by nub of non-financial instruments, particularly finished operational activities.Similar to the operations management literature, operational flexibility is the major ope rational hedging strategy discussed in the finance literature.In addition to operational flexibility, geographical diversification is another operational hedging strategy in a multinational context. Geographical diversification is positioning the courts and revenues of a firm so that they are expose to the same risks. Domestic firms selling to foreign markets can ensure that their toil bes and sales revenues are exposed to the same exchange rate uncertainties by opening a labor facility in these markets. Therefore, geographical diversification quails the total variability of cash flows.Chowdry and Howe (1999) argue that the facility location decision is considered to be an operational hedging strategy only when firms are concerned with the variability of their operating profits.Hommel (2003) argues that operational flexibility is employed as a hedging device when the exchange rate and demand unpredictability are sufficiently large (in that case the minimum profit reserve i s violated) otherwise it serves as a value rentr to enhance expected profits.It is emphasized that because operational flexibility can be used for a purely value-enhancement motive, it is considered to be an operational hedging strategy only when there is a risk hedging motive for employing it. Generally speaking, operational actions are considered to be operational hedges if they are taken in order to concentrate a risk measure of concern. In particular, if firms care about downside risk (e.g. having a minimum profit constraint), then operational hedges mitigate risk through a reduction in the downside exposure.In summary, the finance literature defines operational hedging as mitigating firms risks by operational means. Operational flexibility achieved through various operational means (ability to shift increaseion, carry-overring technologies, ingathering specialty etc.) and geographical diversification is the operational hedges of firms utilized in conjunction with financia l hedges. Compared to their financial counterparts, operational hedges require higher levels of capital investment (opening a produceion facility), but create longer term hedges against risk exposures including risks that are not contingent on asset expenses (e.g. demand risks, political risks). system and International BusinessDiversification is defined as having contrastive lines of chore through mergers and joint ventures (Wang and Lim 2003), of which geographical diversification is one type.Kogut (1985) analyzes diversification and operational flexibility as risk management tools of multinationals. He argues that an operational decision (the sourcing policy in this case) can create troika different types of risk compose speculative, hedged and flexible. The speculative profile is betting on one site mainly to benefit from economies of scale in operations. By interconnected the exchange rate exposure on the cost side with that on the profit side, the firm can create a hedg ed risk profile. This approach corresponds to the geographical diversification strategy. Finally, a flexible risk profile created through operational flexibility permits the firm to exploit uncertainties by creating real options.In the international business literature, Pantzalis et al. (2001) define operational hedging as the firms operational decisions (related to marketing, outpution, sourcing, plant location, and treasury) that are best suited to managing the exchange rate exposure on the firms competitive position across markets.In summary, the strategy literature focuses on operational flexibility and diversification as risk management tools without defining them as operational hedges. Operational flexibility achieved through several operational means (developing in-house capacity, produce differentiation, keeping excess capacity etc.) creates two arbitrage and leverage opportunities for multinational firms. In addition to aligning costs and revenues, real option benefits o f geographical diversification in the form of growth options are discussed. The international business research, similar to the finance literature, focuses on operational flexibility and geographical diversification as long-term operational hedges of multinationals against exchange rate exposures.Analysis of Seagate Technologies question 1What is Seagates corporate strategy?Describe and evaluate how its operational strategy and processes support the corporate strategy.critically evaluate Seagates product and process development strategy, which calls for development in its several(prenominal) product / process centre in U.S. and then exporting the developed process to site in the Far-East for high-volume production.AnswerSeagate Technologies Corporate StrategyThe Barracuda The cheetah are two crude Seagates high-end disk-drive products families that are scheduled to go into volume production in the send-off calendar quarter of 1998. The capital appropriation request called for $ 103 million capital investment in two utmost assembly facilities, one for the Barracuda and one for the cheetah and one for joint adjudicate facility. The accompanys establishment and ongoing expansion of production facilities in Singapore, Thailand, Malaysia, chinaware and Ireland are directed toward cost reduction.Describe and evaluate how its operational strategy and processes support the corporate strategy.Operational Strategy and ProcessesManufacturing StrategyProcess Choice make-up and maintenance of key vendor relationships. Produce and sell its disc drives in significant volume, continue to lower manufacturing costs and carefully monitor fund levels. Transfer volume production of disc drives and related cistrons between facilities, including transfer overseas to countries where labor costs and other manufacturing costs are importantly lower than in the U.S.Infrastructure The key element if the Seagates manufacturing strategy is high volume, low cost assembly and test vertical integration in the manufacturing of selected components. Seagate continually evaluates its components and manufacturing processes. Seagate rapidly achieve high manufacturing yields in peeled production processes and obtain uninterrupted access to high quality components in indispensable volumes at competitive expenses.Marketing StrategySeagates ability to compete successfully depends on its ability to provide timely product introductions and to combine to reduce production costs. The companys establishment and ongoing expansion of production facilities in Singapore, Thailand, Malaysia, China and Ireland are directed toward such cost reductions. The two peeled products were plotted to be in volume production only for the four lodge of 1998. The capital investment to build production capacity was significant and had two components. First, there were significant amend costs estimated at about $ 40 million associated with designing, commissioning, and starting up t he three new facilities. The insurgent component was that the capital expense of building new capacity increased with the marrow of capacity larger production capacity required larger quadriceps femoris requirements and tooling costs, leading to an linear increase in the capital expense.Seagate products include over 50 rigid disc drive poses with from agentive roles 2.5 to 5.25 inches and capacities from 1GB 10 23 GB. Seagate believes it declare oneselfs the broadest area from of disc storage products available. It provides more than one product at most capacity points and differentiates products on a price / performance and form factor basis. Seagate typically devotes its resource to developing products with industries leading performance characteristics and to being among the first to introduce such products to market. The company continuously seeks to enhance its market front end in emerging segments of the rigid disc drive market by drawing on its established capabiliti es in high volume, low cost productions.The Marathon and Medalist disk drive product lines are targeted for the personalised mobile and desktop computing market, respectively, while the high end workstation and innkeeper/multi user systems market is served with the Barracuda, cheetah, and elite group product families.The Barracuda family of 3.5 inch drives was first introduced in 1992. At 7,200 revolutions per minute the Barracuda had the highest rotation speed of any drives produced at that time. In fiscal year 1997, Seagate introduced two new products in the Barracuda family, the Barracuda 4LP and the Barracuda 4XL, with 4GB and 4.5GB respectively. The Barracuda 4XL, which began volume production during the ordinal quarter of fiscal 1997, was designed to provide a commensurateness of price and performance for the workstation market as it matures.In August 1996, the company announced the 3.5 inch cheetah family the worlds first drives to offer rotation speeds of 10,000 rpm for increased data throughout and lower latency times. The Cheetah drive is focused at the very high performance segment of the market. chroma production of the Cheetah 4LP and the Cheetah 9 began in the trey and fourth quarters of fiscal 1997, respectively. Seagate is going to announce the fifth generation Barracuda 9LP and the second generation Cheetah 0LP in early fall 1997, with volume production schedule to begin in the first calendar quarter of 1998.Finally, the Elite product line covers the high end 5.25 inch market. In the third quarter of fiscal year 1997, production commenced on the Elite 23, a high performance, 5.25 inch disc drive with 23 GB of formatted capacity, a rotation speed of 5,four hundred rpm and mean time between failures of 500,000 hours.Critically evaluate Seagates product and process development strategy, which calls for development in its respective product / process centre in U.S. and then exporting the developed process to site in the Far-East for high -volume production.Product and Process DevelopmentThe circumscribe of the Seagate product/ process strategySeagate has the superior strategy, i.e. business strategy or corporate strategy, requirements on the product portfolio.It is describe in the case the cave in state of the product portfolio.It is withal described in the case what would be the future state of the product portfolio.A plan of action, i.e. how Seagate wanted product portfolio can be reached in practice.The five steps/activities are described belowRequirements on the product portfolioThe most central activity in the process is the identification of the requirements on the product portfolio. The requirements should be found both in the superior strategy, i.e. business strategy or corporate strategy, and also in other functional strategies. Requirements put on the product portfolio lie down of among other range, mix and volumes of products. Seagate has number of segments which is introduced in the market.New produc t proposalsIdeas for new products can arise in different ways customer, market analytic thinking etc. The new product proposal capture, visualize and preserve the ideas that are found within and outside the company. The aim of the new product proposals is to construct a more distinct product development funnel as shown in Figure 12, where several ideas are evaluated in parallel. Seagates strategy for new products emphasizes developing and introducing on timely and cost effective basis products that offer functionality an d performance equal to or better than competitive product offering.Product development processThe product development process should fit the actual company, its products and its manufacturing.The product development process should also state which design method to use when and why. Seagate devotes significant resources to product engineering aimed at up(a) manufacturing processes, lowering manufacturing cost and increasing volume production. Seagates process engi neering groups are located with the disc drive development groups and the reliability engineering groups in many cities of U.S. and also in Singapore.Product portfolioWhen making decisions within the product development process it is important to have the product portfolio in assessment and vice versa. Therefore it is emphasized that the same group of managers handles both the product development process and the product portfolio.Reengineering or product deletingAll products have a limited life span. Not unusual at companies aimed at in this research is nigh kind of facelifts of products during their lifetime. New requirements like new features, manufacturing processes, customer needs etc. on a product or product family require a reengineering or the product will be obsolete. Seagates product life cycles of disc drives are short (high volume products introduced and exchange for about 6 to 7 quarters. Due to fast changing in technology in computer industries the product deleting i s very short and re-engineering might cost extra money to Seagate due to rapid development.Question 2What are Seagates major risks? How does it manage those risks?AnswerCompetitive differentiation (e.g., price, quality, time or customization)Market Fundamental change in supply and demand functions or global prices for commodities.The rigid disc drive industry is intensely competitive, with manufactures competing for a limited number of major customers. In addition to the product performance dimension, the principal competitive factors in the rigid disc drive market include product quality and reliability, form factor, price per unit, price per megabyte, production volume capability and responsiveness to customers. The relative importance of these factors varies with different customers and for different products. Competitors offer new and be products at prices necessary to gain or retain market share and customers. To remain competitive, Seagate believes it will be necessary to con tinue to reduce its price and aggressively enhance its product offering.Technological capabilities (lead or follow in technology innovation)With the proliferation of multimedia applications, the demand for increased drive capacities has and continues to increase at an accelerating rate since sound and miserable pictures require many times the storage capacity of simple text. sparing Ability to attract and retain staff in the labour market exchange rates affect costs of international transactions effect of global economy.Given the high demand uncertainty of the two product families, the up-to-date capital appropriation request moves Seagate towards financial risk in terms of expenditure.Socio-cultural Demographic change affects demand for services stakeholder expectations change.Operational Relating to existing operations both current delivery and building and maintaining.A negative scenario with likelihood estimated at 25%, would demand only 150,000 Cheetahs and 350,000 Barracud as.Mitigating Risk with financial HedgingIf the counterbalancing actions involve trading financial instruments, including short selling, futures, and options, this is financial hedging. fiscal hedging yields an elegant approach to incorporating risk without having to resort to utility functions and price its present value exploitation risk-neutral discounting. The basic idea is to construct a perfect hedge, which is a portfolio that provides a constant future value in any state of nature and therefore can be priced development risk-free discounting. Financial hedging requires writing an unambiguous contract that specifies capacity usages in a form that is divisible, trade able, and enforceable.Mitigating Risk with Operational HedgingProcessing flexibility such as dual or multi-sourcing, using component commonality, having the option to run overtime or to dynamically reroute or shift production (among different types of capital, locations, or subcontractors) holding safety stocks having warranty guarantees, etc.A variety of these actions can be grouped as counterbalancing capacities to mitigate risk, often by inducing some form of resource pooling.Question 3How would you describe capacity of processing network if current CAR capacity proposal were implemented? What is the expected profit and ROI under this investment?(Given the short product life, assume the firm is making the decisions for a single time period of length one year, at the end of which manufacturing capacity will have zero salvage value)Answerexpect potentiality Scenario (Capacity both for Cheetah and Barracuda is ccc000)There are 2 different profit and cost structurePS= gelt of solved productC=Cost of unused capacityContribution MarginsCheetah=$400Barracuda=$ three hundred engages bearish (25%) anticipate (50%) bullish (25%)Cheetah 150 000 three hundred 000 450 000Barracuda 350 000 300 000 250 000 get hold of for Cheetah in Pessimistic Scenario (0.25) moolah= (PS-C)*(0.25)PS= $400*150000 ($30000*(150) +$80000*(150))=$43.500.000C= $30000*(150) + $80000(50) (The liberal capacity cost is shared in Cheetah and Barracuda)=$8.500.000 make headway= $35.000.000 * 0.25 entreat for Cheetah in Expected Scenario (0.50) get= (PS)*(0.50)PS= $400*300000 ($30000*(300) +$80000*(300))=$87.000.000Demand for Cheetah in Optimistic Scenario (0.25)Profit= (PS)*(0.25)PS= $400*300000 ($30000*(300) +$80000*(300))=$87.000.000 tote up profit for cheetah = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25)=$35.000.000 * 0.25+$87.000.000 * 0.50+$87.000.000 * 0.25=$74.000.000Demand for Barracuda in Optimistic Scenario (0.25)Profit= (PS-C)*(0.25)PS= $300*250000 ($20000*(250) +$80000*(250))=$50.000.000C= $30000*(150)=$4.500.000Profit= $45.500.000 * 0.25Demand for Barracuda in Expected Scenario (0.50)Profit= (PS)*(0.50)PS= $300*300000 ($20000*(300) +$80000*(300))=$60.000.000Demand for Cheetah in Pessimistic Scenario (0.25)Profit= (PS)*(0.25)PS= $300*350000 ($20000*(300) +$80000*(300))=$60.000.000 come in p rofit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25)=$45.500.000 * 0.25+$60.000.000 * 0.50+$60.000.000 * 0.25=$56.375.000 enumerate Profit for the dodging= Total profit for cheetah+ Total profit for barracuda -Fixed Cost= $74.000.000+$56.375.000- $40.000.000= $90.375.000Question 4The case states that true demand forecast contains uncertainty. Given this forecast contains recommend a capacity portfolio that maximizes expected NPV. (Recall, capacity investment must be performed before you observe actual market demand).Verify financial attractiveness of your recommendation What is the expected profit and ROI now?AnswerAs mentioned higher up we calculated the total profit according to the expected capacity scenario. In uncertainty situations we also calculate total profit pessimistic and affirmative scenarios as wellPessimistic Capacity Scenario (Capacity for Cheetah 150000 and Barracuda is 350000)Demand for Cheetah in Pessimistic Scenario (0.25)Profit= (PS-C)*(0.25)PS= $400*150 000 ($30000*(150) +$80000*(150))=$43.500.000C= $80000(50) (The lay off capacity cost is shared in Cheetah and Barracuda)=$4.000.000Profit= $47.500.000 * 0.25Demand for Cheetah in Expected Scenario (0.50)Profit= (PS)*(0.50)PS= $400*150000 ($30000*(150) +$80000*(150))=$43.500.000Demand for Cheetah in Optimistic Scenario (0.25)Profit= (PS)*(0.50)PS= $400*150000 ($20000*(150) +$80000*(150))=$43.500.000Total profit for cheetah = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25)=$47.500.000 * 0.25+$43.500.000 * 0.50+$43.500.000 * 0.25=$44.500.000Demand for Barracuda in Pessimistic Scenario (0.25)Profit= (PS-C)*(0.25)PS= $300*350000 ($20000*(350) +$80000*(350))=$70.000.000C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda)=$4.000.000Profit= $66.000.000 * 0.25Demand for Barracuda in Expected Scenario (0.50)Profit= (PS)*(0.50)PS= $300*300000 ($20000*(300) +$80000*(300))=$60.000.000Demand for Barracuda in Optimistic Scenario (0.25)Profit= (PS)*(0.50)PS= $300*300000 ($20000*(3 00) +$80000*(300))=$60.000.000Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25)=$66.000.000 * 0.25+$60.000.000 * 0.50+$60.000.000 * 0.25=$61.500.000Total Profit for the System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost= 44.500.000+$61.500.000- $40.000.000= $66.000.000Optimistic Capacity Scenario (Capacity for Cheetah 450000 and Barracuda is 250000)Demand for Cheetah in Pessimistic Scenario (0.25)Profit= (PS-C)*(0.25)PS= $400*150000 ($30000*(150) +$80000*(150))=$43.500.000C= $30000*(300) + $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda)=$13.000.000Profit= $30.500.000 * 0.25Demand for Cheetah in Expected Scenario (0.50)Profit= (PS-C)*(0.50)PS= $400*300000 ($30000*(300) +$80000*(300))=$87.000.000C= $30000*(150) (The spare capacity cost 450-300=150)=$4.500.000Profit= $82.500.000 * 0.50Demand for Cheetah in Optimistic Scenario (0.25)Profit= (PS)*(0.50)PS= $400*450000 ($30000*(450) +$80000*(450))=$142.500.000Total profit fo r cheetah = (PS-C)*(0.25) + (PS-C)*(0.50) +PS*(0.25)=$30.500.000 * 0.25+$82.500.000 * 0.50+$142.500.000 * 0.25=$84.500.000Demand for Barracuda in Pessimistic Scenario (0.25)Profit= (PS-C)*(0.25)PS= $300*250000 ($20000*(250) +$80000*(250))=$50.000.000C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda)=$4.000.000Profit= $46.000.000 * 0.25Demand for Barracuda in Expected Scenario (0.50)Profit= (PS)*(0.50)PS= $300*250000 ($20000*(250) +$80000*(250))=$50.000.000Demand for Barracuda in Optimistic Scenario (0.25)Profit= (PS)*(0.50)PS= $300*250000 ($20000*(250) +$80000*(250))=$50.000.000Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25)=$46.000.000 * 0.25+$50.000.000 * 0.50+$50.000.000 * 0.25=$49.000.000Total Profit For The System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost= 84.500.000+$49.000.000- $40.000.000= $93.500.000Therefore according to the capacity scenarios profits are formedTotal Profit for Cheetah Total Profit for Ba rracudaPessimistic Capacity Scenario $44.500.000 $61.500.000Expected Capacity Scenario $74.000.000 $56.375.000Optimistic Capacity Scenario $84.500.000 $49.000.000Question 5Interpret your recommended capacity portfolio in intuitive terms in what sense does your capacity configuration prepare you to hedging and why is your plan to be preferred?AnswerNewsvendorThe newsvendor (or newsboy) model is a mathematical model in operations management and utilize economics used to determine optimal inventory levels. It is (typically) characterized by fixed prices and uncertain demand. If the inventory level is q, each unit of demand preceding(prenominal) q is lost. This model is also known as the Newsvendor Problem or Newsboy Problem.In the case of Seagate Technologies, let K1 is the capacity for The Cheetah and K2 is the capacity for The Barracuda, K3 is the capacity of for The Final Test and D is the demand for each product family. The sales plan is 300 thousand units of The Barracuda and an equal amount of The Cheetah i.e. the sales plan corresponds to a demand vector (in thousands) D = (300, 300). The associated capacity investment vector for the three resources that makes this sales plan feasible is Kb = (300, 300, 600). The capacity portfolio Kb is balanced in the sense that all three resources are fully utilized at the sales plan. Capacity balance means that K1 + K2 = K3.Another capacity plan that may show up in practice is a plan that minimizes lost sales. In some settings, marketing managers may state that a customer lost once is lost forever and advocate ample capacity to prevent that. We refer to such plan as a total coverage capacity plan Kc. Obviously, a centralized, expected profit maximizing planner with fellowship of the probabilistic demand forecast can do better.Maximization of expected profit leads to increasing the investment in resources with high marginal return key compared to marginal investment costs. This generalized typical newsvendor logic w orks in a coupled, multi-dimensional setting and show the risk-neutral or newsvendor network solution in Seagate case to be K* = (350, 35