Feasibility Assessment for Relocating a Food Supplement Factory

Feasibility Assessment for Relocating a Food Supplement Factory

Case Study Summery


  • Manufacturing plant operates one sift from a 40,000 SF area with a few buildings
  • Business level strategy: High production cost and new business opportunities brought the need to look into relocation of the facility


  • Determine if relocation can self-finance through the buy and sell process
  • Understand and define 3 years demand planning of existing and future potential products
  • Translate business plan into capacity in terms of equipment and people
  • Understand investment required to move facility
  • No key performance indicators or performance measurement tracking
  • Little data on standard times for people and machinery available
  • Current layout is not conducive to efficient production processes
  • Due to space constraints warehouses are spread out across many different places making supply chain management complex and creating a bottleneck in quality testing of raw materials

Tools & Methodologies:

  • Interviewed operational staff to understand estimated times for hands-on work and machinery and understand production lead-time
  • Built capacity model to understand utilization rates for people and machinery
  • Designed current and future value stream maps to identify waste and bottlenecks and streamline value flows
  • Conducted financial analysis and built financial model to understand profitability of project under different staffing and demand scenarios
  • Created current state and future state supply chain flow diagrams to demonstrate efficiency improvements

demand planning of existing and future potential products

Value Stream Mapping


  • Relocation is financially feasible and will produce operational savings
  • Facility is equipped to satisfy increased demand and production lines with regards to equipment and people
  • Selection of new facility will be critical to improving process efficiencies
  • Relocation costs estimated at $4M-$4.2M
  • Based on potential real-estate difference of selling vs.  Buying of $3.5M an investment of $0.5M-$0.7M is required
  • Annual operational savings of $750K are expected as a result of the move
  • ROI of 150%-$480
  • NPV of $1.7M-$4M
  • Current machinery capacity is less than 60%, facing few capacity constraints
  • Current staff capacity is 10-60%, also facing few capacity constraints

For further information on the Theory of Constraints (TOC) - click here.


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