nsw 571 (1) manajemen rantai pasok

7/26/2019 NSW 571 (1) Manajemen Rantai Pasok

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Carles Sitompul

NSW 571 Manajemen Rantai Pasok


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SilabusMinggu Topik Pengajar

1 Pengantar Manajemen Rantai Pasok CS

2 Manajemen Logistik CS

3 Jaringan Logistik CS

4 Manajemen Persediaan CS

5 Manajemen Distribusi CS

6 Kontrak Pasokan CS7 Pergudangan CS

MID TERM EXAM

8 Pengemasan dan Penanganan Material CS

9 Manajemen Transportasi CS

10 Manajemen Transportasi CS

11 Teknologi Informasi dalam Rantai Pasok CS12 Pelayanan Pelanggan dan Logistik CS

13 Performansi Rantai Pasok CS

14 Presentasi CS

15 Presentasi (2) CS

FINAL TERM EXAM


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Referensi

1. Bowersox, D.J., Closs, D.J., Cooper, M.B., 2002, Supply Chain

Logistics Management,Michigan State University, McGraw Hill.

2. Simchi-Levi, D., 2002. Designing and Managing Supply Chain:

Concepts, Strategis, and Case Studies, Mc-Graw Hill

3. Chopra, S., and Meindl, P., 2010. Supply Chain Management:

Strategy, Planning, and Operation, 4th edition, Pearson

education.


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Penilaian

UTS : 35%

UAS : 35%

Tugas/Kuis : 30%


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Carles Sitompul

Pengantar Manajemen Rantai Pasok


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Industrial Engineering

is concerned with the design, improvement andinstallation of integrated systems of people,

materials, information, equipment and energy. It

draws upon specialized knowledge and skill in the

mathematical, physical, and social sciences together with

the principles and methods of engineering analysis and

design, to specify, predict, and evaluate the results to be

obtained from such systems---Institute of Industrial Engineers---


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Perkembangan sistem

SistemKerja

SistemProduksi

Korporasi

RantaiPasok


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Definition

A supply chain consists of a number of facilities where rawmaterials, semi finished products or finished products areacquired, transformed, stored or sold and transportation links thatconnect those facilities (Shapiro, 2001).

A supply chain consists of all parties involved, directly or

indirectly, in fulfilling a customer request. The supply chainincludes not only the manufacturer and suppliers, but alsotransporters, warehouses, retailers, and even customersthemselves. (Chopra & Meindl, 2007) .

Supply chain (sometimes called the value chain or demand chain)

management consists of firms collaborating to leverage strategicpositioning and to improve operating efficiency. For each firminvolved, the supply chain relationship reflects strategic choice(Bowersox et al., 2010).


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A detergent supply chain

Sumber: Chopra & Meindl (2007)


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Why supply chain?

The dawning of the information or digital age.

The need forintegration creating value

Economic value: e.g. total cost

Market value: e.g. assortment, presentation

Relevancy value: customization; diversity

Paradigm changing: Anticipatory business model

Responsive business model


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Sumber: Bowersox et al. (2010)


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Supply chain model



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Processes in a firm

Customer relationship management (CRM)

Internal supply chain management (ISCM)

Supplier relationship management (SRM)

Sumber: Chopra &Meindl (2007)


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Cycle view of a supply chain


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Push/pull view


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L.L. Bean

Dell


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Logistics

Refers to the responsibility to design and administer systemsto control movement and geographical positioning of raw

materials, work in process, and finished inventories at the

lowest total cost (Bowersox, et al., 2010).

Negara Biaya logistik

(% PDB)

Indonesia 26,4

Korea Selatan 16,3Malaysia 15

Jepang 10,6

AmerikaSerikat 9,9

Sumber: Asosiasi

Logistik Indonesia


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Customer accommodation

Transactional versus relationship marketing

Supply chain service outputs:

1. Spatial convenience

2. Lot size3. Waiting time

4. Product variety and assortment


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Customer service

AvailabilityStockout frequency

Fill rate

Orders shipped complete

Operational Performance

Speed

Consistency

Flexibility

Malfunction recovery


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Market distribution strategy



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Principles of minimum transactions



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Principles of separation



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Generic channel distribution



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Dependency



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Procurement

Continuous supply

Minimize inventory investment

Quality improvement

Supplier development

Lowest total cost of ownership


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Manufacturing

Brand powerVolume

Variety

ConstraintsLead times


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Sumber: APICS workbook (2013)


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Strategic integration



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Transportation mode



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Zara is a chain of fashion stores owned by Inditex, Spain's largestapparel manufacturer and retailer. In 2004, Inditex reported salesof 13 billion euros from more than2,200 retail outlets in 56countries. The company opened a new store for each day in2004.In an industry in which customer demand is fickle, Zara has grownrapidly with a strategy to be highly responsive to changing trendswith affordable prices. Whereas design-to-sales cycle times in theapparel industry have traditionally averaged more than six months,Zara has achieved cycle times of five to six weeks. This speedallows Zara to introduce new designs every week and to change 75percent of its merchandise display every three to four weeks. Thus,

Zara's products on display match customer preferences muchmore closely than the competition. The result is that Zara sellsmost of its products at full price and has about half the markdownsin its stores compared tothe competition.


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Zara manufactures its apparel using a combination of flexible and quicksources in Europe (mostly Portugal and Spain) and low-cost sources inAsia. This contrasts with most apparel manufacturers, who have movedmost of their manufacturing to Asia. About 40 percent of themanufacturing capacity is owned by Inditex, with the rest outsourced.Products with highly uncertain demand are sourced out of Europe,

whereas products that are more predictable are sourced from its Asianlocations. More than 40 percent of its finished-goods purchases andmost of its in-house production occur after the sales season starts. Thiscompares with less than 20 percent production after the start of a salesseason for a typical retailer. This responsiveness and the postponement ofdecisions until after trends are known allow Zara to reduce inventories

and forecast error. Zara has also invested heavily in informationtechnology to ensure that the latest sales data are available to drivereplenishment and production decisions.


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Until 2002, Zara centralized all its European distribution andsome of its global distribution through a single distribution

center (DC) in Spain. It also had some smaller satellite DCs

in Latin American countries. Shipments from the DCs to

stores were made twice a week. This allowed store inventoryto closely match customer demand. As Zara has grown, it has

built another distribution center in Spain.


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1. What advantage does Zara gain against the competition by having a veryresponsive supply chain?

2. Why has Inditex chosen to have both in-house manufacturing and outsourcedmanufacturing? Why has Inditex maintained manufacturing capacity inEurope even though manufacturing in Asia is much cheaper?

3. Why does Zara source products with uncertain demand from local

manufacturers and products with predictable demand from Asianmanufacturers?

4. Why is Zarabuilding a new distribution center as its sales grow? Is it better tohave the new distribution center near the existing one, or at a completelydifferent location?

5. What advantage does Zara gain from replenishing its stores twice a week

compared to a less frequent schedule? How does the frequency ofreplenishment affect the design of its distribution system?

6. What information infrastructure does Zara need in order to operate itsproduction, distribution, and retail network effectively?


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nsw 571 (1) manajemen rantai pasok

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