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RICHARD DE NEUFVILLE: There are
two main reasons why we might

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not want to delay decisions.

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The main one is, perhaps,
economies of scale.

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And the second one is
competitive gaming.

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So let me address
the first one next.

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But the answer is
there are reasons

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why you don't want flexibility.

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And here is an economic one.

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So what are economies of scale?

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The basic idea is
that for many systems,

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larger units of capacity--
that's what's meant by greater

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scale--

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can deliver lower cost
economies per unit of production

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than smaller units.

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One big electric plant is
cheaper than two smaller plants

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with a same total capacity.

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So first of all, let's think
about what's the intuition?

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The common driver for the
existence of economies of scale

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is that the cost
of unit capacity

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is a function of its area.

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And the production is a
function of this volume.

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Now there are many more
subtle aspects of it.

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But think about it in terms
of, say, thermal power

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plants, where the whole
idea is you boil water,

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and you use the steam
to drive engines on.

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The same thing as
for catalytic tracker

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plans, for all
kinds of processing,

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where you're dealing
with vats and so forth

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because the capacity is the
volume that's inside this,

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and the material used to contain
it is a function of the area.

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It's the same thing
also for ships,

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for example, that the capacity
is a function of the volume,

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but the resistance to
it's forward motion

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is a function of it's surface
and so and the same kind

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of thing with reasoning
with aircrafts and so on.

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So there's a fundamental
reason that in a lot of things

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that we do, units of production,
that we have the possibility

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of economies of scale.

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Now there's all kinds of
subtle ways of going into that.

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But what I would like
to leave you with

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is there is a reason
for this for which there

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is a simple, intuitive
initial driver.

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And so it's a prevailing
observation in many industries

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that this is the case.

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Now to understand
this better, I want

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to introduce the notion
of a cost function.

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Now, the cost function is not
just the cost of any design.

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They said, OK, I'm going
to design a steel plant,

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or I'm going to
design a supply chain.

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I'll add up all the
things I put together.

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That's the cost.

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No.

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The cost function is
an economic concept

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of the most efficient design
as a function of capacity.

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Now, there's two elements of it.

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One is that as you change
from a small capacity

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to a larger capacity,
another larger capacity,

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the design changes.

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That is, you don't scale
everything up exactly the same.

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You do different things.

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If you're building a
building, if you're

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correcting a building
or a warehouse something

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like that, what you do
for design for one story

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is not the same thing as you
do for design of 20 stories.

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You have different
elements of it

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that allow you to do that
so that the design changes

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with capacity.

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And the second
aspect of it is it's

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the cost of economically
efficient design.

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What that implies is that
the cost of the economically

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efficient design may be
different in the United States,

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Europe, Asia, South
America, wherever.

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Why is that?

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Because to produce
something, you

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want to put various
things together.

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You want to have machines.

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You have the cost of labor.

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You have the cost of land,
the cost of building,

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all these things, the
cost of the raw materials

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so that the cost really
depends upon the local economy

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and how it's working.

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Steel may be very
expensive in places

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far from the steel mills, and
therefore, they don't use steel

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as much as elsewhere.

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So the economically
efficient design

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is associated not only with the
time and place where you are,

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but also with the size.

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So we're talking about not
the cost of any design.

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We're talking about the cost
of an economically efficient

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design with the idea that
your design is among that set.

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So we can then talk about this
cost function as a concept.

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Now to move on, the
economy of scale

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is a characteristic
of the cost function.

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So they exist if costs increase
slower than the product.

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So if we look at the function
of down on the third line here,

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of C(Y), the cost function
as a function of product,

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as it relates to product,

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I've put this in the standard
notation an alpha here,

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again standard notation--

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the Greeks very
often are honored

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by the exponents for them--

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so that if alpha is
less than 1, that

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is if we double the
amount of capacity

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here, going from one unit
to two units, that the cost,

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if the exponent is
less than 1, the cost

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doesn't go from $1
million to $2 million,

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it goes from $1 million to
$1.9 million or $1.8 million,

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something like that.

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Now, it is a way of
expressing the notion

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of the economies of scale.

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And one can make studies
of different industries

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at different times
and different places.

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I can refer you to some of
them if you're interested in.

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But this is a common
way of expressing

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the economy of scale.

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Now, it's not a
yes/no situation.

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It is some industry
to some products have

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a higher or greater
economies of scale

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or lower economies of scale.

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It depends on the
value of this alpha.

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And as a benchmark, for
a variety of reasons,

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the alpha is generally
greater than 0.6,

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which is about the
threshold about how

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low economies of scale can go.

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So a common exponent in various
industries is about 0.8, 0.9.

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It's clearly significant
economically.

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But it's a range.

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It's not yes, it has
it, or no, it doesn't.

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Now the existence of this
says that from the definition

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of the cost function in
relation to capacity,

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is economies of
scale imply it's more

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efficient to build large
plants and smaller plants.

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And this is in many ways a
mantra of engineering design.

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It prevails in design
of power plants,

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in designs of platforms, and
design of processing plants

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of all kinds.

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And that's why I call it a
mantra of engineering design.

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It's common.

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It say's, OK, we're going to
do it right, boys and girls.

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We're going to have
a big efficient plan.

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We're not going to mess around
with these smaller ones.

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But the large plants, it is
also it's assumption built

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into the notion of
economies of scale

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is that they're
operating at capacity.

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Now, the fact is that
if you're in an area

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and you are, say,
building power plants

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and you just don't build
for the minimum amount,

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but you say, well,
we're going to build it.

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We're going to build
for what we need

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over the next 5 or
10 years, you build

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it larger than you need now.

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So generally speaking, very
often a large capacity plant

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isn't fully utilized
from the start.

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And therefore, it's
operating inefficiently

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for quite some period.

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So take a look at this simple
example I've shown below.

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I have a a plant of 1 million
or 2 million of widgets.

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I have an economies of
scale factor, alpha.

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I have the plant
cost is $1 million

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for the for the smaller one.

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If I double the size and I
multiply this by 2 to the 0.7,

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instead of doubling
the cost from going

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from $1 million to
$2, million goes

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to $1 million to $1.6 million.

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That's very good.

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Now let's look at the unit
cost for the production.

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If I produce 2 million
units, I'm getting it at 0.8.

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So that looks good
compared to the cost

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I have from a small unit.

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But if I only needed half a
million units or a million

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units, and I was
operating a big plant--

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I've paid for this big
plant, but I'm running it

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at half speed, and I've
got all this big stuff

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that I'm not using, the cost per
unit then becomes much greater.

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And if the actual need is only
half of what I had anticipated,

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the cost per unit of the
smaller plant goes from 1 to 2.

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The cost per unit or the other
one goes from 1.6 to 3.25.

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So the plants, which
are big plants, which

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are designed to produce
efficiently for their intended

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capacity, note that
its intended capacity,

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not the demand of the use
that actually happens.

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That is they can seem
to be very efficient.

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But if the demand isn't
there or they aren't using it

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for whatever reason, then
the cost per unit produced,

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as opposed to capacity,
can be very much greater.

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Now, this particular example
is a very simple illustration

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to suggest the point that
I'm trying to make here.

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But in detail, there's
a lot more factors

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that will go in to than
this toy example here.

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But the basic idea is
that plans designed

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around the notion of
economies of scale

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don't necessarily
make it cheaper

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when, as can happen, either
because it's a growth market

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or because of a
demand is not there,

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may in fact be much
more expensive.

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That is what I would
like to leave you

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with at this particular moment.

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