My approach to manufacturing has always been to try and keep several streams of work on the go at once. This ranges from long lead time activities such as Capital ships, where it takes days to produce, down to quick and easy things like weapons upgrades and drones. I fill in many gaps inbetween also.
One of the main reasons I do this is to try and keep a constant flow of ISK. Obviously I have spikes when I sell large ticket items such as Capital Ships, but those spikes are then used to fund buying more materials for the next project, or for capital investments such as new blueprints etc.
How has Burn Jita affected me? To be honest it didn’t really have an effect at all. It did, however, disrupt my ISK cycle meaning that the reserves I had were mostly used to fund material purchases. However, this will be quickly corrected as I now sell the material and restore my buffer, and based on the current market prices add a bit to my profit margins also.
Have I taken a lesson from this exercise? Certainly – I had an adequate buffer to cover the small bump that was the Burn Jita event. As this is now likely to be an annual thing at least, then I can plan to cover over minor disruptions like this. The lesson, though, is that maybe my buffer wasn’t quite of the size I’d have liked.
Although nothing has really been affected, and I’m continuing to keep my logistics operations “just in time” for efficiency, it has raised the question in my mind as to whether instead of investing in the next capital blueprint I want, I should perhaps invest in increasing the buffer instead.
Clearly, the attraction of the next new blueprint eagerly awaiting research in a POS lab is overwhelming, but perhaps I need to consider the scale of operation, and adjust the buffer upwards a bit to allow for more complex disruptions.