supply chain management-3.pptx
TRANSCRIPT
Manajemen Rantai Pasok Pada Sektor Privat
(Supply Chain Management)
Oleh : Dr. Hery Suliantoro, ST, MT
Buku Teks
1. Chopra, S., and Meindl, P. (2001). Supply chain management: Strategy, planning, and operations. New Jersey - Prentice-Hall.
2. Heizer, J (2008). Operation Management, 9th ed, Perason Education, Inc
3. Pujawan, I N. (2005). Supply chain management. Guna Widya.
4. Widjaja, Amin (2011). Dasar-dasar Integrated Supply Chain Management, Harvarindo
PendahuluanEvolusi tantangan yang dihadapi perusahaan manufaktur
1. 1970 Manufacturing, Mass production
2. 1980 Quality SQC, TQM
3. 1990 SCM dan e-SCM
Sekarang, batas persaingan yang baru adalah memanfaatkan kesempatan melalui koordinasi, kooperasi dan kolaborasi.
Sebuah produk melewati proses yang panjang sebelum sampai ke tangan konsumen :
Supply Chain
semua bagian yang terkait baik secara langsung maupun tidak langsung dalam memenuhi keinginan konsumen (Chopra dan Meindl, 2004).
Jaringan perusahaan-perusahaan yang secara bersama-sama bekerja untuk menciptakan dan menghantarkan suatu produk ke tangan pemakai akhir (Pujawan, 2010)
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Supply Chain
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Supply Chain Illustration10-7
Supply chain• Ada 3 macam hal yang harus dikelola dalam
supply chain yaitu :– Pertama, aliran barang dari hulu ke hilir.
contohnya bahan baku yang dikirim dari supplier ke pabrik, setelah produksi selesai dikirim ke distributor, pengecer, kemudian ke pemakai akhir.
– Kedua, aliran uang dan sejenisnya yang mengalir dari hilir ke hulu dan
– Ketiga adalah aliran informasi yang bisa terjadi dari hulu ke hilir atau sebaliknya.
Supply chain• Dalam kondisi nyata tidak sesederhana
sebagaimana diatas, contoh sebuah produk sederhana yaitu biskuit kaleng.
• Pihak yang terlibat dalam supply chain biskuit kaleng tersebut adalah : 1. penghasil gandum 2. penghasil tebu 3. penghasil garam 4. penghasil aluminium 5. pabrik tepung terigu 6. pabrik gula
7. distributor garam8. pabrik kaleng 9. pabrik biskuit 10. distributor biskuit 11. supermarket 12. perusahaan transportasi dan
pergudangan.
Supply chainSkema hubungan yang bisa dibentuk adalah sebagai
berikut :
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DALAM KENYATAANNYA KITA BERHADAPAN DENGANSEBUAH NETWORK (JARINGAN) BUKAN SEBUAH RANTAI(Chopra & Meindl Meindl, 2001)
Supply chain• Kalau supply chain adalah jaringan fisiknya,
yakni perusahaan-perusahaan yang terlibat dalam memasok bahan baku, memproduksi barang maupun mengirimkannya ke pemakai akhir, SCM adalah metode, alat atau pendekatan pengelolaannya.
Supply chain• Pendekatan yang ditekankan dalam SCM
adalah terintegrasi dengan semangat kolaborasi.
• Supply chain management tidak hanya berorientasi pada urusan internal melainkan juga eksternal perusahaan yang menyangkut hubungan dengan perusahaan-perusahaan partner.
Supply Chain Management• Supply Chain Management adalah koordinasi
yang sistematis dan strategis dari fungsi bisnis tradisional dalam suatu perusahaan dan lintas bisnis dalam supply chain untuk keperluan meningkatkan kinerja jangka panjang dari perusahaan dan supply chain secara keseluruhan.
• Manajemen terhadap aliran antar dan diantara tahapan supply chain untuk memaksimalkan profitabilitas keseluruhan supply chain.
Supply Chain Management• Perusahaan yang berada dalam supply chain
pada intinya ingin memuaskan konsumen dengan bekerja sama membuat produk yang murah, mengirimkan tepat waktu dan dengan kualitas yang bagus.
ELEMENTS OF SUPPLY CHAIN MANAGEMENT
• DEMAND MANAGEMENET ( Planning, specifying, analysis, research)
• ACQUISITION MANAGEMENT (Management, compliance, bid documents, criteria for evaluation and adj.)
• LOGISTICS (Stock/ inventory management, warehousing, transport, supplier payment, vendor, performance
• DISPOSAL ( Obsolescence planning, disposal strategy)
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Lingkup SCM
Proses Inti Supply Chain
Supply Chain Processes
Copyright 2006 John Wiley & Sons, Inc.
SCM dalam kaitan dengan Fungsi Perusahaan Manufaktur
Bagian Lingkup kegiatan antara lain
Pengembangan Produk
Melakukan riset pasar, merancang produk baru, melibatkan supplier dalam perancangan produk baru
Pengadaan Memilih supplier mengevaluasi kinerja supplier, melakukan pembelian bahan baku dan komponen, memonitor supply risk, membina dan memelihara hubungan dengan supplier
Perencanaan dan Pengendalian
Demand planning, peramalan permintaan, perencanaan kapasitas, perencanaan produksi dan persediaan
Produksi Eksekusi produksi, pengendalian kualitas
Distribusi Perencanaan jaringan distribusi, penjadwalan pengiriman, mencari dan memelihara hubungan dengan perusahaan jasa pengiriman, memonitor service level di tiap pusat distribusi
Pengembangan Produk• Sangat penting terutama bagi industri inovatif
seperti industri garmen, komputer, elektronik, packaging, dsb. Hal ini dikarenakan product life cycle-nya pendek.
• Menghasilkan sebuah rancangan produk bisa memakan waktu dan biaya yang sangat besar, padahal disisi lain perusahaan dituntut untuk bisa menghasilkan rancangan dalam waktu cepat dan biaya yang murah.
Pengembangan Produk
Pengembangan Produk• Dalam merancang perusahaan harus
mempertimbangkan beberapa hal :• Pertama, aspirasi atau keinginan pelanggan,
oleh karena itu dibutuhkan riset pasar yang memadai.
• Kedua, produk yang dirancang harus mencerminkan ketersediaan dan sifat-sifat bahan baku. Dalam praktek SCM modern, melibatkan supplier adalah kunci dalam proses perancangan produk baru.
Flows in a Supply Chain (Chopra)
Figure 1-2
The Objective of a Supply Chain
• Maximize overall value created
Supply Chain Surplus = Customer Value – Supply Chain Cost
The Objective of a Supply Chain• Supply chain value: difference between what
the final product is worth to the customer and the effort the supply chain expends in filling the customer’s request
• Value is correlated to supply chain profitability (difference between revenue generated from the customer and the overall cost across the supply chain)
1-27
The Objective of a Supply Chain• Example: Dell receives $2000 from a customer for
a computer (revenue)• Supply chain incurs costs (information, storage,
transportation, components, assembly, etc.)• Difference between $2000 and the sum of all of
these costs is the supply chain profit• Supply chain profitability is total profit to be
shared across all stages of the supply chain• Supply chain success should be measured by total
supply chain profitability, not profits at an individual stage
1-28
The Objective of a Supply Chain• Sources of supply chain revenue: the
customer• Sources of supply chain cost: flows of
information, products, or funds between stages of the supply chain
• Supply chain management is the management of flows between and among supply chain stages to maximize total supply chain profitability
1-29
Decision Phases of a Supply Chain• Supply chain strategy or design• Supply chain planning• Supply chain operation
1-30
Supply Chain Strategy or Design• Decisions about the structure of the supply chain and
what processes each stage will perform• Strategic supply chain decisions
– Locations and capacities of facilities– Products to be made or stored at various locations– Modes of transportation– Information systems
• Supply chain design must support strategic objectives• Supply chain design decisions are long-term and
expensive to reverse – must take into account market uncertainty
1-31
Supply Chain Planning• Definition of a set of policies that govern
short-term operations• Fixed by the supply configuration from
previous phase• Starts with a forecast of demand in the
coming year
1-32
Supply Chain Planning• Planning decisions:
– Which markets will be supplied from which locations
– Planned buildup of inventories– Subcontracting, backup locations– Inventory policies– Timing and size of market promotions
• Must consider in planning decisions demand uncertainty, exchange rates, competition over the time horizon
1-33
Supply Chain Operation• Time horizon is weekly or daily• Decisions regarding individual customer orders• Supply chain configuration is fixed and operating
policies are determined• Goal is to implement the operating policies as
effectively as possible• Allocate orders to inventory or production, set order
due dates, generate pick lists at a warehouse, allocate an order to a particular shipment, set delivery schedules, place replenishment orders
• Much less uncertainty (short time horizon)
1-34
Process View of a Supply Chain• Cycle view: processes in a supply chain are
divided into a series of cycles, each performed at the interfaces between two successive supply chain stages
• Push/pull view: processes in a supply chain are divided into two categories depending on whether they are executed in response to a customer order (pull) or in anticipation of a customer order (push)
1-35
Cycle Viewof Supply Chain Processes
Figure 1-3
Cycle View of a Supply Chain• Each cycle occurs at the interface between two successive
stages• Customer order cycle (customer-retailer)• Replenishment cycle (retailer-distributor)• Manufacturing cycle (distributor-manufacturer)• Procurement cycle (manufacturer-supplier)• Cycle view clearly defines processes involved and the
owners of each process. Specifies the roles and responsibilities of each member and the desired outcome of each process.
1-37
Push/Pull View of Supply Chains
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Procurement,Manufacturing andReplenishment cycles
Customer OrderCycle
CustomerOrder Arrives
PUSH PROCESSES PULL PROCESSES
Push/Pull View of Supply Chain Processes
• Supply chain processes fall into one of two categories depending on the timing of their execution relative to customer demand
• Pull: execution is initiated in response to a customer order (reactive)
• Push: execution is initiated in anticipation of customer orders (speculative)
• Push/pull boundary separates push processes from pull processes
1-39
Push/Pull View of Supply Chain Processes
• Useful in considering strategic decisions relating to supply chain design – more global view of how supply chain processes relate to customer orders
• Can combine the push/pull and cycle views– L.L. Bean (Figure 1.6)– Dell (Figure 1.7)
• The relative proportion of push and pull processes can have an impact on supply chain performance
1-40
Supply Chain Macro Processes in a Firm
• Supply chain processes discussed in the two views can be classified into (Figure 1.8):– Customer Relationship Management (CRM)– Internal Supply Chain Management (ISCM)– Supplier Relationship Management (SRM)
• Integration among the above three macro processes is critical for effective and successful supply chain management
1-41
Supply Chain Macro Processes
Figure 1-8
Supply Chain Macro Processes
© 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458
Supply-Chain Strategies• Negotiate with many suppliers; play one supplier against
another• Develop long-term “partnering” arrangements with a
few suppliers who will work with you to satisfy the end customer
• Vertically integrate; buy the actual supplier• Keiretsu - have your suppliers become part of a
company coalition• Create a virtual company that uses suppliers on an as-
needed basis.
11-44
© 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458
Many Suppliers Strategy
• Many sources per item• Adversarial relationship• Short-term• Little openness• Negotiated, sporadic PO’s• High prices• Infrequent, large lots• Delivery to receiving dock
PowerPoint presentation to accompany Operations Management, 6E (Heizer & Render) 11-45
© 1995 Corel Corp.
Few Suppliers Strategy
• 1 or few sources per item• Partnership (JIT)• Long-term, stable• On-site audits & visits• Exclusive contracts• Low prices (large orders)• Frequent, small lots• Delivery to point of use
© 1995 Corel Corp.
Purchasers Ties Themselves to Suppliers
Tactic• 1. Reduce total number of
suppliers• Certify suppliers• Ask for JIT delivery from
key suppliers• Involve key suppliers in
new product design• Develop software linkages
to suppliers
Results• Average 20% reduction in 5 years• Almost 40% of all companies
surveyed were themselves currently certified
• About 60% ask for this• About 54% do this• Almost 80% claim to do this• About 50% claim this; about 15%
more than have EDI links to suppliers
11-47
Raw Material(Suppliers)
BackwardIntegration
CurrentTransformation
ForwardIntegration
Finished Goods(Customers)
Vertical Integration Strategy
• Ability to produce goods previously purchased– Setup operations– Buy supplier
• Make-buy issue• Major financial
commitment• Hard to do all things well
© 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458
Forms of Vertical Integration
Iron Ore
Steel
Automobiles
DistributionSystem
Dealers
Silicon
IntegratedCircuits
Circuit Boards
ComputersWatches
Calculators
Farming
Flour Milling
Raw Material(Suppliers)
BackwardIntegration
CurrentTransformation
ForwardIntegration
Finished Goods(Customers)
Baked Goods
Keiretsu Network Strategy• Japanese word for ‘affiliated chain’• System of mutual alliances and
cross-ownership– Company stock is held by allied firms
• Lowers need for short-term profits
• Links manufacturers, suppliers, distributors, & lenders– ‘Partnerships’ extend across entire supply chain
11-50
© 1995 Corel Corp.
Virtual Company Strategy
• Network of independent companies– Linked by technology
• PC’s, faxes, Internet etc.
– Each contributes core competencies– Typically provide services
• Payroll, editing, designing
• May be long or short-term– Usually, only until opportunity is met
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Achieving Strategic Fit
• Introduction• How is strategic fit achieved?• Other issues affecting strategic fit
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Achieving Strategic Fit
• Strategic fit: – Consistency between customer priorities of competitive
strategy and supply chain capabilities specified by the supply chain strategy
– Competitive and supply chain strategies have the same goals
• A company may fail because of a lack of strategic fit or because its processes and resources do not provide the capabilities to execute the desired strategy
• Example of strategic fit -- Dell
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How is Strategic Fit Achieved?
• Step 1: Understanding the customer and supply chain uncertainty
• Step 2: Understanding the supply chain• Step 3: Achieving strategic fit
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Step 1: Understanding the Customer and Supply Chain Uncertainty
• Identify the needs of the customer segment being served
• Quantity of product needed in each lot• Response time customers will tolerate• Variety of products needed• Service level required• Price of the product• Desired rate of innovation in the product
2-56
Step 1: Understanding the Customer and Supply Chain Uncertainty
• Overall attribute of customer demand• Demand uncertainty: uncertainty of customer
demand for a product• Implied demand uncertainty: resulting
uncertainty for the supply chain given the portion of the demand the supply chain must handle and attributes the customer desires
2-57
Step 1: Understanding the Customer and Supply Chain Uncertainty
• Implied demand uncertainty also related to customer needs and product attributes
• First step to strategic fit is to understand customers by mapping their demand on the implied uncertainty spectrum
2-58
Responsiveness Spectrum (Figure 2.4)
Example: Example:
Efficient supply chains Responsive supply chains
Highlyefficient
Highlyresponsive
Somewhatefficient
Somewhatresponsive
Supply chain responsivenessSupply chain responsiveness
Example: Example:
Noodles Underwear AutomobilesCustom-made
PCs
The implied demand uncertainty spectrum
Implied demand uncertaintyImplied demand uncertainty
Examples: Tomato soup Noodles Long lead time steel Purely practical products
Examples: Trendy purses High fashion Mobile phones Entirely new products
Certain(predictable)supply and demand
Highly uncertain(unpredictable)
supply and demand
Functional products Innovative products
LowLow HighHigh
Implied demand uncertainty is often correlated with other characteristics of demand
Source: Fisher (1997)
AttributeFunctional products(low implied demand
uncertainty)
Innovative products(high implied demand
uncertainty)
Product margin Low (5-20%) High (20-60%)
Product life cycle Long (more than 2 years) Short (3 month to 1 year)
Avg. forecast error 10% 40%-100%
Avg. stock out rate 1%-2% 10%-40%
Avg. forced season-end markdown
0% 10%-25%
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Achieving Strategic Fit
• Understanding the Customer– Lot size– Response time– Service level– Product variety– Price– Innovation
ImpliedDemand
Uncertainty
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Impact of Customer Needs on Implied Demand Uncertainty (Table 2.1)
Customer Need Causes implied demand uncertainty to increase because …
Range of quantity increases Wider range of quantity implies greater variance in demand
Lead time decreases Less time to react to orders
Variety of products required increases
Demand per product becomes more disaggregated
Number of channels increases Total customer demand is now disaggregated over more channels
Rate of innovation increases New products tend to have more uncertain demand
Required service level increases Firm now has to handle unusual surges in demand
2-63
Step 2: Understanding the Supply Chain
• How does the firm best meet demand?• Dimension describing the supply chain is
supply chain responsiveness• Supply chain responsiveness -- ability to
– respond to wide ranges of quantities demanded– meet short lead times– handle a large variety of products– build highly innovative products– meet a very high service level
2-64
Step 2: Understanding the Supply Chain
• There is a cost to achieving responsiveness• Supply chain efficiency: cost of making and
delivering the product to the customer• Increasing responsiveness results in higher costs
that lower efficiency• Figure 2.3: cost-responsiveness efficient frontier• Figure 2.4: supply chain responsiveness spectrum• Second step to achieving strategic fit is to map the
supply chain on the responsiveness spectrum
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Understanding the Supply Chain: Cost-Responsiveness Efficient Frontier
High Low
Low
High
Responsiveness
Cost
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Step 3: Achieving Strategic Fit
• Step is to ensure that what the supply chain does well is consistent with target customer’s needs
• Fig. 2.5: Uncertainty/Responsiveness map• Fig. 2.6: Zone of strategic fit
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Achieving Strategic Fit Shown on the Uncertainty/Responsiveness Map (Fig. 2.5)
Implied uncertainty spectrum
Responsive supply chain
Efficient supply chain
Certain demand
Uncertain demand
Responsiveness spectrum Zone o
f
Strateg
ic Fit
2-68
Step 3: Achieving Strategic Fit
• All functions in the value chain must support the competitive strategy to achieve strategic fit
• Two extremes: Efficient supply chains (Barilla) and responsive supply chains (Dell)
• Two key points– there is no right supply chain strategy independent
of competitive strategy– there is a right supply chain strategy for a given
competitive strategy
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Comparison of Efficient and Responsive Supply Chains (Table 2.4)
Efficient Responsive
Primary goal Lowest cost Quick response
Product design strategy Min product cost Modularity to allow postponement
Pricing strategy Lower margins Higher margins
Mfg strategy High utilization Capacity flexibility
Inventory strategy Minimize inventory Buffer inventory
Lead time strategy Reduce but not at expense of greater cost
Aggressively reduce even if costs are significant
Supplier selection strategy Cost and low quality Speed, flexibility, quality
Transportation strategy Greater reliance on low cost modes
Greater reliance on responsive (fast) modes
2-70
Other Issues Affecting Strategic Fit
• Multiple products and customer segments• Product life cycle• Competitive changes over time
2-71
Multiple Products and Customer Segments
• Firms sell different products to different customer segments (with different implied demand uncertainty)
• The supply chain has to be able to balance efficiency and responsiveness given its portfolio of products and customer segments
• Two approaches:– Different supply chains– Tailor supply chain to best meet the needs of each
product’s demand
2-72
Product Life Cycle
• The demand characteristics of a product and the needs of a customer segment change as a product goes through its life cycle
• Supply chain strategy must evolve throughout the life cycle
• Early: uncertain demand, high margins (time is important), product availability is most important, cost is secondary
• Late: predictable demand, lower margins, price is important
2-73
Product Life Cycle
• Examples: pharmaceutical firms, Intel• As the product goes through the life cycle, the
supply chain changes from one emphasizing responsiveness to one emphasizing efficiency
2-74
Competitive Changes Over Time
• Competitive pressures can change over time• More competitors may result in an increased
emphasis on variety at a reasonable price• The Internet makes it easier to offer a wide
variety of products• The supply chain must change to meet these
changing competitive conditions
2-75
Expanding Strategic Scope• Scope of strategic fit
– The functions and stages within a supply chain that devise an integrated strategy with a shared objective
– One extreme: each function at each stage develops its own strategy
– Other extreme: all functions in all stages devise a strategy jointly• Five categories:
– Intracompany intraoperation scope– Intracompany intrafunctional scope– Intracompany interfunctional scope– Intercompany interfunctional scope– Flexible interfunctional scope
2-76
Different Scopes of Strategic Fit Across a Supply Chain
Suppliers Manufacturer Distributor Retailer Customer
Competitive Strategy
Product Development
Strategy
Supply Chain Strategy
Marketing Strategy
IntracompanyIntraoperationat Distributor
IntracompanyIntrafunctionalat Distributor
IntracompanyInterfunctional
at Distributor
IntercompanyInterfunctional
2-77
Summary of Learning Objectives
• Why is achieving strategic fit critical to a company’s overall success?
• How does a company achieve strategic fit between its supply chain strategy and its competitive strategy?
• What is the importance of expanding the scope of strategic fit across the supply chain?
© 1995 Corel Corp.
Struktur Jaringan Supply Chain (SC) -1A. Identifikasi Anggota SC
Anggota SC meliputi semua perusahaan dan organisasi yang berhubungan dengan perusahaan focal baik secara langsung maupun tidak langsung melalui supplier atau pelanggannya dari point of origin hingga point of consumption.
1.Anggota Primer (primary members)Semua perusahaan/unit strategik yang benar-benar
menjalankan aktifitas operasional dan manajerial dalam proses bisnis yang dirancang.
2. Anggota Sekunder (secondary members)Semua perusahaan yang menyediakan sumber daya,
pengetahuan, utilitas/aset bagi anggota primer di SC.
© 1995 Corel Corp.
Struktur Jaringan Supply Chain (SC) -2B. Dimensi Struktural Jaringan
1.Struktur HorisontalMeliputi sejumlah tiers yang ada pada SC (jaringan bisa
panjang/pendek2. Struktur Vertikal
Meliputi sejumlah supplier/pelanggan yang mewakili tiap tingkat tier
3. Posisi Horisontal PerusahaanPerusahaan dapat diposisikan berada atau dekat
dengan sumber supply/pelanggan akhir atau di suatu tempat antara poin-poin akhir dari SC
© 1995 Corel Corp.
Struktur Jaringan Supply Chain (SC) -3C. Jenis Jaringan Proses Bisnis
1. Managed Process LinksPerusahaan focal merasa penting untuk bersatu dan
berkolaborasi dengan anggota lain dari SC2. Monitored Process Links
Perusahaan focal tidak begitu aktif terlibat, hanya secara berkala meninjau dan mengaudit anggota lain di SC
3. Not-Managed Process Links Perusahaan focal tidak begitu aktif terlibat, dan
meninjau/mengaudit secara berkala, tapi mempercayakan anggota lain yang mengatur
4. Non Member Process LinksNon anggota tidak termasuk dalam struktur jaringan SC
perusahaan focal namun dapat mempunyai pengaruh pada perusahaan focal dan anggota lain SC
Struktur Jaringan Supply Chain
10-81
© 1995 Corel Corp.
Proses Bisnis Supply Chain (SC) -11. Customer Relationship Management (CRM)
Mengidentifikasi dan menjalin hubungan dengan pelanggan kritis, mengembangkan komunikasi dan prediksi yang baik atas demand pelanggan
2. Customer Service Management (CSM)Pelayanan pada pelanggan berupa informasi pengiriman,
ketersediaan produk yang berkaitan bagian produksi dan distribusi
3. Demand ManagementMenyeimbangkan kebutuhan pelanggan dengan
kemampuan supply perusahaan, menentukan apa yang akan dibeli pelanggan dan kapan
4. Customer Order FulfillmentProses penyelesaian pesanan secara efektif melalui
integrai rencana kerja antara produksi, distribusi dan transportasi
© 1995 Corel Corp.
Proses Bisnis Supply Chain (SC) -25. Manufacturing Flow Management
Produk yang dihasilkan berdasarkan kebutuhan pelanggan sehingga memerlukan kemampuan produksi yang fleksibel dengan perubahan pasar dan variasi kebutuhan massal.
6. ProcurementMembina hubungan jangka panjang dengan sekelompok supplier, melibatkan supplier sejak tahap desain. Dapat menggunakan fasilitias EDI
7. Pengembangan Produk dan Komersialisasi Mengembangkan produk dan melakukan pengenalan (launching) dalam waktu singkat dan tepat untuk memperkuat daya saing.
8. ReturPenggantian produk, perlengkapan/peralatan dan komponen
Peran informasi dalam SCMInformasi penting karena menyediakan fakta yang digunakan oleh manajer supply chain untuk membuat keputusan memberikan manajer visibility
Pengembangan IT dalam SCM
Information Technology :
Berupa perangkat– hardware & software – yang
digunakan baik untuk meningkatkan kesadaran
informasi (awareness of the information) dan
untuk menganalisis informasi untuk membuat
keputusan yang tepat mengenai supply chain.
Pengembangan IT dalam SCM
Goal dari IT1. Mengumpulkan informasi dari tiap-tiap produk dari
mulai pembuatan sampai pengiriman atau pembelian dan menyediakan gambaran yang lengkap untuk semua pihak dalam rantai pasok.
2. Mengakses semua data dalam sistem dari single-point-of-contact
3. Menganalisa, perencanaan aktifitas dan membuat trade offs berdasarkan pada informasi dari seluruh rantai pasok
Peranan InternetInternet memungkinkan kolaborasi, koordinasi, dan integrasi dalam praktek di lapangan.1. Berbagi informasi serta melakukan transaksi dengan
lebih cepat, murah dan akurat.2. Informasi penjualan di supermarket atau ritel akan
mudah bisa dibagi dengan pihak-pihak yang berada di sebelah hulu supply chain dengan menggunakan Internet.
Aplikasi internet dalam konteks SCM :– Electronic procurement (e-procurement)– Electronic fulfilment (e-fulfilment)
E-business dan Supply Chain• Menghemat biaya dan mengurangi harga• Mengurangi atau menghilangkan peran
intermediasi• Memperpendek respon rantai pasok dan waktu
transaksi• Meningkatkan keberadaaan dan jangkauan
perusahaan • Memperbanyak pilihan dan informasi bagi
pelanggan
E-business dan Supply Chain (cont.)
• Meningkatkan pelayanan sebagai hasil dari kemampuan akses yang cepat terhadap pelayanan
• Mengumpulkan dan menganalisis data dan pilihan dalam jumlah yang besar dari
• Menciptakan perusahaan virtual• Meningkatkan peranan usaha kecil• Meningkatkan akses global ke pasar, pemasok
dan saluran distribusi
Copyright 2006 John Wiley & Sons, Inc. 10-89
Supply chain dalam lingkungan e-bisnis
http://www.worldscibooks.com/business/6273.html
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E-ProcurementAplikasi internet untuk mendukung proses pengadaan untuk:• Proses pengadaan bahan baku dan komponen• Item-item yang masuk dalam kelompok MRO
(maintenance, repair, and operations) seperti suku cadang, peralatan tulis kantor, dan sebagainya.
Dapat digunakan untuk mendukung:– Hubungan jangka pendek: e-Auction– Hubungan jangka panjang (kemitraan)
E-FulfillmentLebih pada bagian hilir supply chainBeberapa kegiatan yang termasuk dalam proses fulfilment adalah:• Menerima order dari pelanggan melalui telepon, fax,
e-mail, atau webbased ordering.• Mengelola transaksi termasuk proses pembayaran.• Manajemen gudang • Manajemen transportasi (keputusan mode dan rute
transportasi termasuk di dalamnya)• Komunikasi dengan pelanggan untuk memberikan
informasi status pesanan, dukungan teknis, dan sebagainya
Measuring Supply Chain Performance
• Key performance indicators– inventory turnover
• cost of annual sales per inventory unit
– inventory days of supply• total value of all items being held in inventory
– fill rate• fraction of orders filled by a distribution center within a
specific time period
Copyright 2006 John Wiley & Sons, Inc. 10-93
Key Performance Indicators
Copyright 2006 John Wiley & Sons, Inc. 10-94
Inventory turns =Average aggregate value of inventory
Cost of goods sold
Average aggregate value of inventory =
=(average inventory for item i) X (unit value item i)
Days of supply =(Costs of goods sold)/(365 days)
Average aggregate value of inventory
Key Performance Indicators: Example
Copyright 2006 John Wiley & Sons, Inc. 10-95
Inventory turns =$34,416,000
$425, 000, 000
Days of supply =($425,000,000)/(365)
$34,416,000
= 12.3
= 29.6
1. Cost of goods sold: $425 million2. Production materials and parts: $4,629,0003. Work-in-process: $17,465,0004. Finished goods: $12,322,0005. Total average aggregate value of inventory (2+3+4): $34,416,000
Other Measures of Supply Chain Performance
• Process Control– used to monitor and control any process
in supply chain• Supply Chain Operations Reference
(SCOR)– establish targets to achieve “best in class”
performance
Copyright 2006 John Wiley & Sons, Inc. 10-96
SCOR Model Processes
Copyright 2006 John Wiley & Sons, Inc. 10-97
PlanDevelop a course of action that best meets sourcing, production and delivery requirements
SourceProcure goodsand services tomeet plannedor actualdemand
MakeTransformproduct to a finished state to meet planned or actualdemand
DeliverProvide products to meet demand, including ordermanagement, transportation and distribution
ReturnReturnproducts,post-deliverycustomersupport
Copyright 2006 John Wiley & Sons, Inc. 10-98
Number of days to achieve an unplanned 20% change in orders without a cost penalty
Production flexibility
Number of days for supply chain to respond to an unplanned significant change in demand without a cost penalty
Supply chain response time
Supply Chain Flexibility
Number of days from order receipt to customer delivery
Order fulfillment lead time
Supply Chain Responsiveness
Percentage of orders delivered on time and in full, perfectly matched with order with no errors
Perfect order fulfillment
Percentage of orders shipped within24 hours of order receipt
Fill rate
Percentage of orders delivered on time and in full to the customer
Delivery performance
Supply Chain Delivery Reliability
DefinitionPerformance Metric
Performance Attribute
SCOR: Customer Facing
Copyright 2006 John Wiley & Sons, Inc. 10-99
DefinitionPerformance Metric
Performance Attribute
SCOR: Internal Facing
Revenue divided by total assets including working capital and fixed assets
Asset turns
Number of days that cash is tied up as inventoryInventory days of supply
Number of days that cash is tied up as working capital
Cash-to-cash cycle time
Supply Chain Asset Management Efficiency
Direct and indirect costs associated with returns including defective, planned maintenance and excess inventory
Warranty/returns processing cost
Direct material cost subtracted from revenue and divided by the number of employees, similar to sales per employee
Value-added productivity
Direct cost of material and labor to produce a product or service
Cost of goods sold
Direct and indirect cost to plan, source and deliver products and services
Supply chain management cost
Supply Chain Cost
Pemilihan VendorFaktor-faktor pertimbangan pemilihan 1. Kesesuaian strategis2. Kemampuan penjual3. Pengiriman4. Kinerja berkualitas
Langkah Pemilihan Vendor -11. Evaluasi Vendor
Menentukan kriteria dan bobot evaluasi berdasarkan strategi rantai pasok yang ingin dicapai : • Keahlian rekayasa• Kemampuan proses produksi• Kemampuan distribusi• Sistem mutu• Fasilitas/lokasi• Kekuatan keuangan dan pengelolaan• Kemampuan sistem informasi• Integritas
Langkah Pemilihan Vendor -22. Pengembangan Vendor
Cara perusahaan memadukan pemasok ke dalam sistem . Pihak pembeli memastikan vendor tersebut menghargai persyaratan kualitas, perubahan teknis, jadual dan pengiriman, sistem pembayaran dan kebijakan pengadaan.Pengembangan vendor dapat dilakukan melalui :• Pelatihan• Bantuan teknis dan produksi• Prosedur perpindahan informasi
Langkah Pemilihan Vendor -33. Negosiasi
Negosiasi dilakukan terhadap kualitas, pengiriman, pembayaran dan biaya. Strategi negosiasi melalui :• Model harga berdasarkan kualitas (cost based
price model); pemasok membuka catatan keuangan, harga kontrak didasarkan atas waktu, bahan bahku atau biaya tetap
• Model harga berdasarkan pasar (market based price model); harga didasarkan pada harga yang diumumkan, lelang atau indeks
• Penawaran yang kompetitif (competitive bidding); pemasok tidak membahas biaya atau tidak terdapat pasar yang nyaris sempurna
Manajemen Rantai Pasok Pada Sektor Publik
Definisi :The supply chain is the combination of all parties (e.g. external suppliers, partner organisations, internal corporate services units) both inside and outside the organisation, involved in delivering the inputs, outputs or outcomes that will meet a specified public sector requirement.
Purchasing Portfolio Models
Lindi 2007
Changing role of purchasing
• Shorter product life cycle• Increase change in technology• Improved infrastructure and falling distribution costs• Improved data communication• Lowering of trading barriers
– EU (European Union)– WTO (World Trade Organisation)
Lindi 2007
Kraljic portfolio
1. Explanation of the model2. How to use the model to find the appropriate
purchasing strategy
Lindi 2007
Kraljic-portfolio
Lindi 2007
Appropriate strategy
Bottleneck Strategic
Routine Leverage
Volume of purchasing
Sup
ply
risk
Low
H
igh
Low High
1
2
3
4
7
5
6
8
9
Search for new supplier
Accept bad relationship
Build on existing relationship
Make full use of own market position
Develop supplier into a full partner
Reduce administration
Bundle purchases
Search for other options
Accept present situation (dependency), reduce risks
Lindi 2007
MSU model of Monczka
• MSU stands for Michigan State University• Robert Monczka constructed the model on results of a benchmark
research in the USA• Step-by step approach to improve purchasing processes
– 8 strategic processes– 6 enabling processes
For each proces there are elaborate checklists to analyse the current situation
Lindi 2007
8 strategic processes
Lindi 2007
Example MSU Self Assessment
Lindi 2007
ConclusionMSU model of Monczka • A more elaborate model, which
stimulates thought and creativity • It takes valuable time• Processes 2 and 3 from the MSU
model cover the same playing field as Kraljic
• A good tool to improve the whole purchasing function
Kraljic’s portfolio • Easy to use for a one time purchase• A strong communication tool, to
explain to non-purchasers• Model could tempt users to jump to
conclusions • A good tool for defining a more
simple purchasing strategy