Download - ISM paper on Commodity Risk
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Session Code: BIHow to Identify Commodity Risks and
Implement a Corporate Hedging Program
Chris Sedor
Vice President, Strategic Sourcing
C&D Technologies,
Monday, May 4, 2009 9:20 – 10:20
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Abstract
• The workshop will help:
– identify financial and physical commodity risks
– evaluate options to hedge those risks, and
– formulate and implement a corporate
commodity strategy.
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Session Presentation
Slides
• Describe the framework I developed and
utilized to implement a corporate hedging
program
• Follow start to finish sequence in three
parts
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Part I
• Provide a working methodology to evaluate the risks to the company related to commodity purchases by addressing the following:
• categorizing spends;
• evaluating sales contracts;
• identifying financial risks;
• identifying supplier risks related to continuity of supply;
• benchmarking contracts;
• gaining market intelligence;
• contingency planning for future market conditions
• summarizing “risk position” for each commodity
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Categorizing spends
• Identify spends with a significant % of cost
related to a single raw material
• Document your direct and indirect spends
• A good example of an indirect commodity
spend - oil content in engineered plastics
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Evaluating sales contracts
• Understand how products are priced
related to material costs.
• If the sales price does not change with raw
material price changes, then the company
is at risk when underlying raw material
prices change.
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Evaluating sales contracts
• Document the sales price with the change in material cost for each of the raw material spends.
• The difference between the purchase price of the raw material and the cost of it reflected in your product’s sale price at the time of delivery is the basis of the company’s risk position.
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Identifying financial risks
• How effective sales price increases are in
recouping material cost increases is the
quantifiable risk
• Thoroughly understand how general price
increases are triggered and how well they
are accepted by customers.
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Identifying financial risks
• First, identify the effectiveness of the price
change clauses
• Next, compare the purchase price of the raw
material to the corresponding price basis at the
time of delivery
– i.e., buying steel at August prices and selling racks at
May steel prices.
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Identifying financial risks
• Raw material price sold vs delivered
• Overall ordering patterns and order
frequency for each type of sales contract
• Determine sales % associated with each
pricing basis - quantify the overall risk to
the company
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Hypothetical breakdown
• Commodity X –
– 20% sold on trailing 3 month average
– 50% sold on trailing one month average
– 15% sold on current month average or spot price
– 15% sold on fixed price, project basis
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% of Sales by Contract Type
36.8%
16.2%
42.8%
4.3%
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Hypothetical breakdown
• Commodity Y, Z, A – passed thru via general price increases
• Commodity B – 25% captured via surcharge mechanism
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Hypothetical breakdown
• The percentages are hypothetical, but the intent
is to develop an accurate distribution of the sale
price basis for each major commodity spend
• Next, determine manufacturing lead times for
your products and compare the expected
purchase price to the delivered price for each of
those products and their pricing mechanisms
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Hypothetical breakdown
• Purchase price relative to the delivery and
order dates.
• Lead times, delivery request times or
change orders
• A model of the purchases and deliveries is
essential to hedging.
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Figure 1 - Estimated % of Commodity X purchased in week relative to order placement
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
Estimated % of total Commodity X purchased
in week relative to order placement
3.7% 0.0% 0.0% 0.0% 1.0% 16.7
%
6.0% 28.2
%
12.9
%
8.2% 3.7% 3.7% 0.0% 0.0% 0.0% 0.0% 0.0% 15.2
%
-10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7
Action required to fix
commodity price to match
delivery dates for these
%'s
Action required to fix
commodity price to match
delivery dates for these
%'s
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Risks to delivery and supply
• Identify the risks to delivery and continuity
of supply
• For suppliers with significant raw material
content, identify their risks for that aspect
of their supply chain.
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Benchmarking contract methods
• Ask suppliers, customers and colleagues
• Identify best in class contracts
• Hire a consultant
• Document how the competition buys
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Gaining market intelligence
• Customers, suppliers and peers
• Hire a consultant from the raw material industry
• Hire to teach you what you don’t know
• Banks research department
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Contingency planning for future
market conditions
• Will there be enough supply available next
year, in five years?
• Will our suppliers still be in the market?
• Will the market price support continued
production or new production?
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Contingency planning for future
market conditions
• What external events or technologies are
likely to significantly change the supply
landscape?
• What risks do I believe really exist?
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Summarizing “risk position” for
each commodity
• Annual spend and quantity purchased directly and/or indirectly
• How purchase price is reflected in sale price and how price changes are recouped.
• The % of product delivered by pricing mechanism, lead times and mfg times
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Summarizing “risk position” for
each commodity
• The purchase date for the raw material used in
the delivery of the products
• The difference between actual raw material
purchase price and the price reflected in the
delivered product sale price
• An example is illustrated in Figure 2 for one
order, one commodity.
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Part II
• Focus on how to utilize this analysis to
focus management attention on available
options to hedge these risks and to allow a
method to properly evaluate the options.
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Identify physical purchase
hedges• Can pricing change on physical deliveries to offset the price risk.
• Identify feasible options.
• Negotiate with suppliers to align the purchase price with your delivered sales price
• Determine what other options are available– changing the underlying price basis
– fixing prices
– having your supplier hold inventory for you.
• Typically, the costs associated with physical hedging are less than those with financial hedging.
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Identify financial hedging
options
• Exhaust the physical hedging efforts
• Identify what financial hedging options are
available for each commodity
• Get the options from internal experts or
from professionals.
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Identify financial hedging
options
• Work with commodity brokers or traders to
understand options available.
• Most likely you will be limited by
accounting treatments.
• Typical hedges include future and options
contracts.
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Identify financial hedging
options
• A future contract is usually used in conjunction to offset your physical purchase contracts to hedge against the typical price risk when delivery and volume are defined.
• Options to buy or sell can be utilized to hold a position for an outstanding quote as well as to provide mitigation for potential price swings that cannot be recovered or to limit losses on forward contracts.
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Identify financial hedging
options
• Get Educated
• Hire a consultant
• Read a book or read on line
• Take a course
• Gauge the education level inside your
company, particularly the C-Level
executives.
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Hedging via sales contracts
• Imperative to align the sales contracts with commodity purchases when the risk is significant.
• It’s best to do this as a part of normal sales contract negotiations or pricing rollouts. However, if the timing does not support this, then the need to implement this should be balanced against the customers’ acceptance as well as legal implications.
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Financial accounting
considerations
• Typically, you will need to identify a financial
option and then solicit your finance organization
to determine if “hedge accounting” treatment can
be obtained.
• It is often easier to identify what commodities
and what types of options are available to you
from an accounting perspective prior to
exploring anything complex.
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Financial accounting
considerations
• There are numerous information sources on this, but go straight to your finance personnel or outside accounting firm because the final buyoff must come from them and they need to be comfortable.
• Often, the finance organization will take responsibility for hedging programs with the supply chain management function providing the data or analysis to develop the risk position and the day to day requirements.
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Competitive strategic analysis
• Know what your competition is doing and
how they are doing it.
• Sales people, customers and bankers
• Customer RFP’s
• Compare and document what you do vs
what they do.
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Cost associated with hedging
• Credit limit and/or collateral
• Forward contracts are marked to market on a daily basis
• Commissions are minimal (included in the price)
• Price differences exist between trading desks
• Shop around
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Risks involved with hedging
• In short, if you hedge to offset price risk,
then getting the analysis right is critical.
• Additionally, you may be hedging and your
competition isn’t, and the price drops –
what do you do?
• Discuss in advance and evaluate options
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Risks involved with hedging
• For additional money, you can procure calls or
puts that allow you to buy/sell at your option,
instead of being committed to a forward contract.
• One primary use of options is to limit losses on
forward contracts. Seriously consider using
options if your firm’s strategy results in
significant long positions.
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Part III
• Implement and maintain
• Set up a policy committee
• Establish corporate goals
• Agree on hedging strategy
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Implementation
• I recommend that you set up a policy
committee for hedging.
• If you need to convince the company that
you should hedge, I recommend that you
follow these steps to get approval:
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Implementation
1. Identify the risk position for the commodities in
question in dollar terms and cite recent
examples where the company was negatively or
positively impacted
• Booked order in May at average of Feb-March
price, delivered in July; commodity purchased in
June at May price
– bought at May sold at Ave Feb-March prices
– 20% of sales are like this
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Implementation
2. Document the purchase price and sale price
mechanisms to explain why there is a risk and
why it was not mitigated; Identify risks on the
order book and in existing contracts
• Feb – Mar average was $1.00/lb
• May price was $1.25/lb
• Risk – loss $0.25 per lb – 20% of sales have
similar time lag relationship
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Implementation
3. Determine the impact to the company if actions are not taken to mitigate the risks – calculate potential losses/gains if use typical pricing for commodities and price changes
• 1000 lbs would lose $250.00 – neg % GM impact
• Relate to typical qtr or annual impact
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Implementation
4. Prepare a presentation
• recommend a course of action
• develop a hedging program and
• setup a policy committee to
• develop and agree on a hedging strategy
5. Present to appropriate management
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Implementation
• If you are starting a hedging program or revising an existing one:
6.Set up a policy committee
• key executives - Top P&L and Finance executives.
• Outline the scope, determine a meeting schedule and agree on the first deliverable.
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Implementation
7. Establish corporate goals for hedging
• Soliciting committee members for goals
• Clearly define meaning for each goal
• Gaining consensus on wording
• Determine method to rank goals
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Goal 1
Goal 2
Goal 5
Goal 4
Goal 3
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Implementation
8. List the goals in a column and the hedging options in rows.
• Indicate how well the option would meet the intent of the goal, if implemented
• Use Fully Meets, Partially Meets, Does Not Meet.
• This is what you will review and discuss in detail.
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LTA
Physic
al H
edge
Physic
al H
edge
Physic
al H
edge
Physic
al H
edge
Fin
ancia
l Hedge
Fin
ancia
l Hedge
Fin
ancia
l Hedge
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
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Implementation
9. Get the committee together
• show the matrix and discuss
10.Agree on a hedging strategy
• Take the necessary time to investigate all issues and concerns
11.Document the strategy
• Put it in writing with signoff and date approved, etc.
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Implementation
12.Enact rules and metrics – how and when to execute; limits; change control procedures; decision making criteria; signoff responsibility and documentation requirements
13.Assign responsibilities for recurring activities as well as dates/milestones for execution.
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Implementation
14.Establish reporting requirements and publish charts/reports weekly
• performance measurement is key to initial success and ongoing evaluation of effectiveness
15.Gain board approval as required; closely monitor compliance to the board’s direction
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Implementation
16.Meet regularly – often in the beginning
(weekly) and then less regularly as the
program matures
• continue to publish weekly reports.
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Summary
Framework to:
– identify financial and physical commodity risks
– evaluate options to hedge those risks, and
– formulate and implement a corporate
commodity strategy.
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Questions
Thank you
Chris Sedor
215.619.7808