Oh C'mon, Terrell. I know that their finances have improved. The point, as you well know, was that Nintendo are in a position where they need to be very financially conservative these days. Even more so than their usual, which was already quite conservative. They are not making the "Nintendo-like profits" that they strive for, and until they are, neither their management nor their investors will be satisfied. Our disagreement is on how they get there.
They're still incredibly liquid. Just not as liquid as they have been in the past.
The major financial investments that they will likely need to make to build theme park attractions for Universal doesn't strike me as being as "conservative" as you believe them to be. There's been a LOT of business expenditures that they've been making to help grow their business, which have been what compounded their financial performance in prior years. And those expenditures aren't likely to stop, considering the projects they've been discussing as being in the pipeline.
They know that, just like any other business, you only get as much out of your investments as you put into them. But that means you have to put something into them.
I'm afraid I'm going to have to ask for a little bit more than just your work history. Even a personal anecdote could shed some light on the subject for many of us, I am sure. In my experience, Nintendo cannot even manage to fill up the shelves which they are still holding on to at retail. There are still Wii and DS games on there as well as multiple slots for the same game (and they're not filled to the back). Hopefully, NX marks a huge turnaround for this, but that may be wishful thinking, especially if their focus is on more indie and mobile type digital software.
Logistics/supply chain management is a difficult proposal for every corporate entity. You want just enough stock to meet the demand, with the right amount left over for any sudden upticks and seasonality.
Since you wanted me to explain myself, I will do so, but considering how long the post is going to be, you (and everyone else in the thread) will wish I had continued going without the detailed analysis. But since there's a LOT of bullshit spouted about distribution on GAF, now is as good a time as any.
Performance in procurement and distribution is typically measured by the amount of inventory turns you get in a year, or how often you have had to replenish your estimated stock levels at your intended destinations. Too many turns and you're over-spending in logistics and have underestimated demand. Too few and you have risked overspending your warehousing costs or may end up with dead stock at destination retailers, which will cause you to again overspend in logistics to re-distribute to regions that have higher sell-through of the product. That being said, items with high sell-through are generally preferred to have the lowest inventory turn you can get, depending on what your warehousing capacity is.
There are 3 major shipping methods for logistics: ocean, air and truck. Nintendo almost definitely uses a combination of all 3 methods. Each has very different pallet size and container weight restrictions. If your pallet is too heavy, you're charged for it. If your pallet is too tall/wide, you're charged for it. You have to strike the right balance, which is nigh impossible, at times. You almost always leave money on the ground, no matter which way you do it. The difference is in how much money that is.
And you have to maximize the usage of each shipping container, as any unused space basically leads to you paying for cargo space that you aren't using, so you avoid shipping pallets that you can't stack, so part of your pallet space is wasted in packing materials to ensure that your merchandise isn't going to be crushed by the pallet you stack on top of it. And you typically have to standardize this packing procedure, as uniquely packing pallets is a huge time-sink for a warehouse to deal with.
Then factor in where your stock has to go once it lands at its destination point, where it enters the rail and road intermodal networks to distribute them to retailers.
With 2 SKUs for each game, you have to make those calculations twice, with an order of magnitude more complexity, as the handheld SKU may have a higher demand in some regions and with some retailers, while others will not.
Since I don't know what the freight/pallet restrictions are for electronics (I mainly moved raw materials to be manufactured in-house), I'm going to have to use rough numbers and a reasonable facsimile of what their actual logistics scenarios could be.
Let's say Nintendo has a game that's launching in about a month. It's just left manufacturing and is ready to ship.
A disc-based SKU is a standard disc in a standard clamshell case, $1.50 to manufacture a piece. In order to ship these, because they can't be stacked loose, they're packaged in boxes that hold about 100 at a time. Of those boxes, in order to meet the size and weight mandates of each shipping method and to pack it with sufficient cushioning, you can only fit 14 boxes on a single pallet. So each pallet holds 1400 copies of a single game. Packing this pallet would cost an extra $2 in materials (pallet, boxes, padding, shrink wrap for the pallet, etc) per box, as a really rough number.
You can load 10 pallets in a 20ft shipping container while still meeting the weight and dimensional restrictions, totalling 14,000 copies per container. You're loading 50 containers to go by ocean freight (as most freight liners ship goods from multiple sources to the same port and that's the most you can allot to the freight liner), totalling 700,000 copies. According to estimates provided by the US government, the cost to ship via ocean from Japan to California, including import/export fees, is $4150 per container, a number that can decrease the more volume you can achieve in a single ocean liner. As a rough number, for 50 containers, let's say their volume shaves that number down to $4000 per container, or $200,000 for the total transportation cost to the port.
Now, you have to collect those containers from the port and send them to a warehouse for re-distribution. Warehouses have limited inventory space. Warehousing costs can vary greatly, depending on if you subcontract or own your own, but let's say the warehousing costs and collection from the port per pallet are averaged to $300.
Next, you have to re-distribute those pallets. To grossly over-simplify, let's say Nintendo only has to send them to one retail chain, who asks to have them sent directly to each of the retailer's distribution centres in 5 US regions. Shipping costs vary depending on origin/destination, but using rail (the slowest method) and assuming these distribution centres are at the railway hubs, let's say all 50 containers cost them $15,000 to ship. This is all assuming that you're sending WHOLE containers and not sending them via smaller amounts.
Let's say every retailer allots the same amount of shelving space. That shelving space is not free. Let's estimate that a 6'x12' dedicated shelf in all their retail outlets costs them a $2,000,000 annual slotting fee (yes, that's totally a thing and typically how places like Walmart actually make their money) and the retailer expects to sell through all 700,000 copies you gave them a month as part of that arrangement..
Nintendo expects to sell 8.4 million copies in the year and keep an extra month of the retailer's inventory needs per month for seasonal sales protection, meaning that they will be required to repeat these costs 13 times in the year. That is your preliminary inventory turn ratio. Meaning the total logistics cost per year for this one SKU is:
Total pallatization costs annually: 500 pallets per shipment x $28 per pallet x 13 =
$182,000
Total ocean freight costs annually: $200,000 x 13 =
$2,600,000
Total warehousing costs annually: 500 pallets x $300 per pallet x 13 =
$1,950,000
Total re-distribution costs annually: $15,000 x 13 =
$195,000
Annual slotting fees:
$2,000,000
Grand total for yearly logistics:
$6.745 million
Grand total for manufacturing:
$13.65 million
Total cost per unit annually: $2.24 (74 cents a unit in logistics)
Next you have a cartridge SKU. Assuming they'd be packaged similarly to 3DS games, cartridge plus plastic clamshell case could cost $4 to manufacture in the bulk volume and contract discounts Nintendo would get (but considering that is the presumed estimate for 3DS games using ROM chips, I'd say it's probably lower... but whatever). Because of the smaller size, they can pack them 175 per the same size of box and achieve a similar weight. This nearly doubles the amount of copies you can ship. Let's assume we'll ship the same amount of containers across the ocean and achieve 1.225 million copies for the initial shipment. The retailer now requires less than you can ship, so the warehouse cost will be adjusted up to $450 per pallet. Applying all the same calculations per unit:
Prelim inventory turn ratio - 7.43
Total pallatization costs annually: 500 pallets per shipment x $28 per pallet x 7.43 =
$104,020
Total ocean freight costs annually: $200,000 x 7.43 =
$1,486,000
Total warehousing costs annually: 500 pallets x $450 per pallet x 7.43 =
$1,671,750
Total re-distribution costs annually: $15,000 x 7.43 =
$111,450
Annual slotting fees:
$2,000,000
Grand total for yearly logistics:
$5.37 million
Grand total for manufacturing:
$36.4 million
Total cost per unit annually: $4.59 (59 cents per unit in logistics)
You've trimmed your logistics costs by nearly 25% for the entire year on that single SKU and require fewer shipments to achieve the same stocking targets. And that's without me recalculating to shave even more savings by trimming down the packaging.
Let's take that same cartridge and put it in a thinner and smaller clamshell container made of a cheaper to produce plastic (why do you think they did it with Blu-Rays?), cutting that material cost to $3.50 per unit. Now that it's twice as thin and smaller, let's say I can package 300 per box, totalling 4200 per pallet, 42,000 per container and 2.1 million units in a 50-container shipment and the warehousing costs increase to $600 per pallet, as you're now storing the merchandise for much longer than you were originally before it's redistributed to the retailer.
Prelim Inventory turn rate - 3.27
Total pallatization costs annually: 500 pallets per shipment x $28 per pallet x 3.27 =
$45,780
Total ocean freight costs annually: $200,000 x 3.27 =
$654,000
Total warehousing costs annually: 500 pallets x $600 per pallet x 3.27 =
$981,000
Total re-distribution costs annually: $15,000 x 3.27 =
$49,050
Annual slotting fees:
$2,000,000
Grand total for yearly logistics:
$3.73 million
Grand total for manufacturing:
$31.85 million
Total cost per unit annually: $3.91 (41 cents per unit in logistics)
Puts it within spitting distance of a disc cost per unit, and all I had to do was trim the fat on product packaging.
Now try managing these numbers for 2 SKUs of essentially the same game and paying the manufacturing costs to have both media types on a shelf. It's messier, harder to manage possible demand and overall less cost-effective. It took me most of my evening to get these calculations done, and that's when I'm spit-balling numbers. With one SKU, that's one set of shipments, one consumer/retailer demand to account for, 1 less SKU that could be left to languish if accidentally over-stocked, which also costs money.
TL
R (which is actually appropriate in this case): YES, a simple thing like trimming your packaging can bridge the cost gap between cartridges and discs in a very significant way.
We talked about the bargain bin before. I remember walking in to my local Walmart every week last year or the year before and seeing what must have amounted to at least 40 copies of Lego: Ninjago on the bargain shelves. They still weren't selling. I wonder what happened to them, because they are not there anymore.
They're sold to a liquidation retail outlet, more often than not. Most major retailers use them to off-load inventory they can't sell. And it's still more money than they'd get by tossing them. It's something I used to do all the time, when I could get away with it, because it was cheaper than re-shipping stock elsewhere.