I just gave myself a "dope slap"--competition is of course a key factor in pricing. Thanks readers and Ken! Most components do have a healthy competitive environment. Which brings me to my next thought: DRAM. As players exit the market and/or go out of business, pricing fluctuates. Does anyone see DRAM prices increasing and stablizing as we see more Elipdas?
Barbara, Many of your readers partially answered the question you posed about explaining the huge discrepancy in price. I think I will make this topic of my next blog and address it in more detail but the term competitive explains a lot. Competitive environments have better pricing. Things that make markets less competitive tend to enable higher prices. Things that diminish competitiveness like single sourcing, industry regulations (like in medical) making component substitution difficult and military approvals lead to higher price environments. I remember examples of very expensive hammers and toilet seat lids being sold to the military. Also when companies focus on cost, they also get better pricing.
When we benchmark in Freebechmarking.com, we try to set conditions so that we are doing as best as possible apples for apples comparisons and not including other value added services. We see wide discrepancies in price for essentially the same things.
I think competition is quite high in the components industry, we have a good number of major players, all manufacturing the same of similar products, so i don't think it is the major determining factor in component pricing.
I see prices set firstly by the competitive landscape. If there is no competition then it is set by the price the customer can bear. After that is is the GM requirement of the supplier. I do tend to agree that the prive-volume relationship is not a hard and fast one.
@Barbara: I concur with you. It is difficult to comprehend this new concept. But it is nice to know that they do work in real world. 90% of time volume/price works. In 10% special opportunity, you get much better deal and you can grab it if you have money power. But in geenral it sholud be volume Vs price.
I'll admit I'm having a tough time separating myself from the volume/pricing mindset. As you point out, transparency is key. Now, when auto shopping, you don't even go to the dealer until you have researched everything about the car online. That has been a huge value to customers.
Just curious: If you eliminate the volume-pricing equation, how do companies explain huge discrepancies in price? I'm sure there are services involved, but what are some of the other factors?
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.