Case Study Managing a Merger at Lightning Networks After receiving regulatory approval from the European Union, Lightning Networks, a major wireless carrier, and SatTV, the largest satellite TV provider in Europe, completed their 50 billion euro merger in 2016. After initial skepticism when the deal was first announced, analysts had warmed to the idea of synergies in the merger. Lightning expected to benefit from the large customer base of SatTV and the company announced that it expected significant annual cost savings within three years of the merger. Simone Durand, senior VP of supply chain at Lightning, was charged with identifying some cost reduction opportunities. She decided to focus her initial attention on the distribution networks the two companies used to fulfill demand for installation and repair products. The merger offered an opportunity to combine the two distribution networks. The Current Distribution Network Any new installation or repair by Lightning or SatTV required a set of products for the technician to complete the job. Rather than carrying these products with technicians, both companies had decided to centralize product inventories in a few locations. Annual product demand for the two companies across six regions in Europe was as shown in Table 1. Table 1 Annual Demand in Europe for Lightning Networks (wireless) and SatTV (satellite) Wireless Satellite Zone Demand Demand 140,000 Zone Northwest 100,000 Southwest Middle Middle South 1500,00 110,000 Northeast 220,000 100,000 Southeast Wireless Satellite Demand Demand 130,000 105,000 140,000 125,000 100,000 110,000 North Case Study Managing a Merger at Lightning Networks After receiving regulatory approval from the European Union, Lightning Networks, a major wireless carrier, and SatTV, the largest satellite TV provider in Europe, completed their 50 billion euro merger in 2016. After initial skepticism when the deal was first announced, analysts had warmed to the idea of synergies in the merger. Lightning expected to benefit from the large customer base of SatTV and the company announced that it expected significant annual cost savings within three years of the merger. Simone Durand, senior VP of supply chain at Lightning, was charged with identifying some cost reduction opportunities. She decided to focus her initial attention on the distribution networks the two companies used to fulfill demand for installation and repair products. The merger offered an opportunity to combine the two distribution networks. The Current Distribution Network Any new installation or repair by Lightning or SatTV required a set of products for the technician to complete the job. Rather than carrying these products with technicians, both companies had decided to centralize product inventories in a few locations. Annual product demand for the two companies across six regions in Europe was as shown in Table 1. Lightning had served its product needs from three warehouses located in Madrid, Spain; Rotterdam, Netherlands; and Krakow, Poland. SatTV had served its product needs from three warehouses located in Toulouse, France; Munich, Germany; and Budapest, Hungary. Each facility was specialized to handle either wireless or satellite products because of the historical focus of the company it belonged to. The specialization, capacity, and annual fixed cost for each facility were as shown in Table 2. The capacity of each warehouse is given in terms of how much annual demand it can handle. From Table 2, observe that the Madrid warehouse can serve demand of up to 350,000 units. The variable cost of shipping one unit (either wireless or satellite) from each warehouse location to each market is shown in Table 3. Get Help D Tavit & Warehouse Specranization, Capacities, and TTACH CUSTS Location Specialization Capacity Fixed Cost (euro/year) Madrid Wireless 350,000 550,000 Rotterdam Wireless 400,000 580,000 Krakow Wireless 350,000 670,000 Toulouse Satellite 260,000 500,000 Munich Satellite 270,000 463,000 Budapest Satellite 290,000 425,000 Table 3 Variable Distribution Cost per Unit in Euro Northwest Southwest Middle Middle Northeast Southeast North South Madrid 5 2 1 4 5 6 Rotterdam 6 5 8 3 6 4 Krakow 2 4 8 6 2 4 Toulouse 7 5 7 2 3 1 Munich 1 6 7 3 2 2 Budapest 6 8 7 2 6 3 The Network Options Simone had a short term and a long term decision to make. In the short term, she had to decide whether to make all the warehouses flexible or not. Making all warehouses flexible required an investment equivalent to an additional annual cost of 300,000 euro. Flexible warehouses, however, could be used to serve demand for both wireless and satellite products. In the longer term, Simone had to decide whether to restructure the distribution network. She could choose to close some warehouses, leave others open as they were, or double the capacity of some warehouses. Doubling the capacity of a warehouse would increase its annual fixed cost by 60 percent. Closing a warehouse would also incur some cost, thus reducing the annual fixed cost that could be saved. Simone's team estimated that closing a warehouse would save 90 percent of the annual fixed cost. Questions 1. What is the annual cost if Lightning uses the current network (with warehouses specialized as in Table 2) optimally to meet European demand? 2. Should Simone make all warehouses flexible given the additional cost of 300,000 euro per year? 3. What supply chain network configuration do you recommend for the long term if demand is as in Table 1? Should any warehouses be closed? Should any warehouses see their capacity doubled? 4. What supply chain network configuration do you recommend for the long term if the Northeast and Southeast demand is expected to increase by 30 percent while all other demands remain as in Table 1? Should any warehouses be closed? Should any warehouses see their capacity doubled?