Enterprise Risk Management at Posco
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Case Details:
Case Code : ERMT-011
Case Length : 11 Pages
Period : 2003
Pub Date : 2003
Teaching Note :Not Available Organization : Posco
Industry : Steel
Countries : Global
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Excerpts
Marketing Risks
Developments that adversely affected Korea's economic recovery were likely to
decrease the demand for Posco's products. Korea was Posco's most important
market, accounting for 70.6 % of Posco's total net sales in 2001.
Economic difficulties in Asia, including Japan, Indonesia, Thailand and
Malaysia, had led to a general reduction in demand for Posco's products in the
region. Posco's export sales accounted for 26.7 % of its total sales volume for
steel products in 2001. Posco's sales to Asia, other than Korea, accounted for
70.7 % of its total export sales volume for steel products in 2001. Posco
expected that sales to these countries might remain relatively weak until
significant recovery occurred in these economies...
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Political Risks
Traditionally, relations between South and North Korea had been
tense.
The level of tension between the two Koreas had fluctuated and might
increase or change abruptly as a result of current events, including
progress of discussions at the highest levels of the governments of
Korea and North Korea, and future events that could not be foreseen
at this time...
Operational Risks
In July 2001, Posco completed phase one of a process innovation initiative
designed to enhance the efficiency of operations and launched POSPIA, its
integrated management program. Posco reoriented its business transaction
processes, including purchase of raw materials and sale of goods, to focus on
customers...
Anti-Trust Risks
Korean fair trade laws provided for various regulations and restrictions on
large business groups. Previously, Posco was not regulated as a large business
group under fair trade laws as it was a public corporation...
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Financial Risks
Posco believed that its conservative financial management policies
and access to multiple sources of financing both in local and
international markets had contributed to its satisfactory operating
performance, despite the challenging economic environment in Korea
and Asia since 1997. Posco reduced its total debt outstanding from
W8, 731 billion as of December 31,1997 to W6,357 billion as of
December 31, 2001. Posco had significantly reduced the amount of
long-term foreign currency loans from W4, 523 billion as of December
31, 1997, (representing 51.8 % of total debt) to W3088 billion as of
December 31, 2001, (representing 48.6 % of total debt)... |
Exhibits
IExhibit I: Posco Major Products
Exhibit II: Posco Geographical Segment Information
Exhibit III: Profile of Korean Market for Steel Products
Exhibit IV: Posco Geographical Breakup of Exports
Exhibit V: Posco Product Wise break up of Exports
Exhibit VI: Posco Currency Forward Contracts
Exhibit VII: Posco Cross-Currency Interest Rate Swaps
Exhibit VIII: Posco Financial Highlights
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