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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
Pendahuluan
Evolusi 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)

5
Supply Chain

6
Supply Chain Illustration
10-7
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 7. distributor garam
2. penghasil tebu 8. pabrik kaleng
3. penghasil garam 9. pabrik biskuit
4. penghasil aluminium 10. distributor biskuit
5. pabrik tepung terigu 11. supermarket
6. pabrik gula 12. perusahaan transportasi dan
pergudangan.
Supply chain
Skema hubungan yang bisa dibentuk adalah sebagai
berikut :
1 5 11
10

2 6 11
9
3 7 11
10

4 8 11
DALAM KENYATAANNYA KITA BERHADAPAN DENGAN
SEBUAH 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)
17
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 Melakukan riset pasar, merancang produk baru, melibatkan


Produk 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 Demand planning, peramalan permintaan, perencanaan
Pengendalian 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 chain1-28
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 time1-34horizon)
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 View
of 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
Procurement, Customer Order
Manufacturing and Cycle
Replenishment cycles

PUSH PROCESSES PULL PROCESSES

Customer
Order Arrives
1-38
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
1-41
Supply Chain Macro
Processes

Figure 1-8
Supply Chain Macro
Processes
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.

© 2001 by Prentice Hall, Inc., Upper


11-44
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 © 1995 Corel Corp.

• Delivery to receiving
PowerPoint presentation to accompany
dock
Operations
Render)
Management, 6E (Heizer &
© 2001 by Prentice Hall, Inc., Upper Saddle
11-45
River, N.J. 07458
Few Suppliers Strategy
• 1 or few sources per item
• Partnership (JIT)
• Long-term, stable
• On-site audits & visits
• Exclusive contracts
• Low prices (large orders) © 1995
Corel
Corp.
• Frequent, small lots
• Delivery to point of use
Purchasers Ties Themselves to
Suppliers
Results
Tactic • Average 20% reduction in 5
• 1. Reduce total years
number of suppliers • Almost 40% of all companies
surveyed were themselves
• Certify suppliers
currently certified
• Ask for JIT delivery • About 60% ask for this
from key suppliers • About 54% do this
• Involve key suppliers • Almost 80% claim to do this
in new product design • About 50% claim this; about
• Develop software 15% more than have EDI
links to suppliers
linkages to suppliers

11-47
Vertical Integration
Strategy
• Ability to produce Raw Material
goods previously (Suppliers)
purchased
– Setup operations
Backward
– Buy supplier Integration
• Make-buy issue Current
• Major financial Transformation
commitment Forward
• Hard to do all things Integration
well Finished Goods
(Customers)
Forms of Vertical
Integration
Iron Ore Silicon Farming Raw Material
(Suppliers)

Steel Flour Milling Backward


Integration

Integrated Current
Automobiles
Circuits Transformation

Distribution Forward
Circuit Boards
System Integration

Computers
Finished Goods
Dealers Watches Baked Goods
(Customers)
Calculators

© 2001 by Prentice Hall, Inc., Upper


Saddle River, N.J. 07458
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
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
© 1995 Corel Corp.
Achieving Strategic Fit
• Introduction
• How is strategic fit achieved?
• Other issues affecting strategic fit

2-52
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
2-53
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

2-54
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

2-55
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
2-56
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

2-57
Responsiveness Spectrum
(Figure 2.4)
Highly Somewhat Somewhat Highly
efficient efficient responsive responsive

Supply
Supply chain
chain responsiveness
responsiveness

Example: Example: Example: Example:

Custom-made
Noodles Underwear Automobiles PCs

Efficient supply chains Responsive supply chains

2-58
The implied demand uncertainty
spectrum
Certain Highly uncertain
(predictable) (unpredictable)
supply and demand supply and demand

Low
Low Implied
Implied demand
demand uncertainty
uncertainty High
High

Examples: Examples:
 Tomato soup  Trendy purses
 Noodles  High fashion
 Long lead time steel  Mobile phones
 Purely practical products  Entirely new products

Functional products Innovative products


Implied demand uncertainty is often
correlated with other characteristics
of demand
Functional products Innovative products
Attribute (low implied demand (high implied demand
uncertainty) 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


0% 10%-25%
markdown

Source: Fisher (1997)


Achieving Strategic Fit
• Understanding the Customer
– Lot size
– Response time Implied
– Service level Demand
– Product variety Uncertainty
– Price
– Innovation

2-61
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 Demand per product becomes more


increases 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
2-62
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

2-63
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

2-64
Understanding the Supply Chain: Cost-
Responsiveness Efficient Frontier
Responsiveness

High

Low
Cost
High Low
2-65
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

2-66
Achieving Strategic Fit Shown on the
Uncertainty/Responsiveness Map (Fig.
Responsive
2.5)
supply chain

Responsiveness e of it
n F
spectrum Zo egic
t
tra
S

Efficient
supply chain

Certain Implied Uncertain


demand uncertainty demand
2-67 spectrum
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

2-68
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 Aggressively reduce even if
of greater cost costs are significant
Supplier selection strategy Cost and low quality Speed, flexibility, quality

Transportation strategy Greater reliance on low cost Greater reliance on


modes responsive (fast) modes

2-69
Other Issues Affecting
Strategic Fit
• Multiple products and customer
segments
• Product life cycle
• Competitive changes over time

2-70
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

2-71
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

2-72
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

2-73
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
2-74
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
2-75
Different Scopes of Strategic Fit
Across a Supply Chain

Suppliers Manufacturer Distributor Retailer Customer

Competitive
Strategy
Product Intercompany
Development Interfunctional Intracompany
Strategy Intrafunctional
at Distributor
Supply Chain
Intracompany
Strategy Intracompany
Intraoperation
Interfunctional
at Distributor
Marketing at Distributor
Strategy

2-76
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?
2-77
Struktur Jaringan Supply Chain
(SC) -1
A. 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© 1995 Corel Corp.

sumber daya, pengetahuan, utilitas/aset bagi


anggota primer di SC.
Struktur Jaringan Supply Chain
(SC) -2
B. Dimensi Struktural Jaringan

1.Struktur Horisontal
Meliputi sejumlah tiers yang ada pada SC
(jaringan bisa panjang/pendek
2. Struktur Vertikal
Meliputi sejumlah supplier/pelanggan yang
mewakili tiap tingkat tier
3. Posisi Horisontal Perusahaan
Perusahaan 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) -3
C. Jenis Jaringan Proses Bisnis
1. Managed Process Links
Perusahaan focal merasa penting untuk bersatu dan
berkolaborasi dengan anggota lain dari SC
2. 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 Links
Non anggota tidak termasuk dalam struktur jaringan
© 1995 Corel Corp.

SC perusahaan focal namun dapat mempunyai


pengaruh pada perusahaan focal dan anggota lain SC
Struktur Jaringan Supply Chain

10-81
Proses Bisnis Supply Chain (SC)
-1
1. 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 Management
Menyeimbangkan kebutuhan pelanggan dengan
kemampuan supply perusahaan, menentukan apa
yang akan dibeli pelanggan dan kapan
4. Customer Order Fulfillment
Proses penyelesaian pesanan secara efektif melalui
© 1995 Corel Corp.

integrai rencana kerja antara produksi, distribusi dan


transportasi
Proses Bisnis Supply Chain (SC)
-2
5. Manufacturing Flow Management
Produk yang dihasilkan berdasarkan kebutuhan
pelanggan sehingga memerlukan kemampuan
produksi yang fleksibel dengan perubahan pasar
dan variasi kebutuhan massal.
6. Procurement
Membina 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. Retur © 1995 Corel Corp.

Penggantian produk, perlengkapan/peralatan dan


komponen
Peran informasi dalam SCM
Informasi 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 IT
1. 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 Internet
Internet 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

90
E-Procurement
Aplikasi 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-Fulfillment
Lebih pada bagian hilir supply chain
Beberapa 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

Cost of goods sold


Inventory turns =
Average aggregate value of inventory

Average aggregate value of inventory =


=
(average inventory for item i) X (unit value item i)

Average aggregate value of inventory


Days of supply =
(Costs of goods sold)/(365 days)

Copyright 2006 John Wiley & Sons, Inc. 10-94


Key Performance Indicators:
Example
1. Cost of goods sold: $425 million
2. Production materials and parts: $4,629,000
3. Work-in-process: $17,465,000
4. Finished goods: $12,322,000
5. Total average aggregate value of inventory (2+3+4): $34,416,000

$425, 000, 000


Inventory turns = = 12.3
$34,416,000

$34,416,000
Days of supply = = 29.6
($425,000,000)/(365)

Copyright 2006 John Wiley & Sons, Inc. 10-95


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

Plan Make Deliver


Source
Develop a course of Transform Provide products
Procure goods
action that best product to a to meet demand,
and services to
meets sourcing, finished state to including order
meet planned
production and meet planned management,
or actual
delivery or actual transportation
demand
requirements demand and distribution

Return
Return
products,
post-delivery
customer
support

Copyright 2006 John Wiley & Sons, Inc. 10-97


SCOR: Customer Facing
Performance Performance Definition
Attribute Metric
Supply Chain Delivery Percentage of orders delivered on time
Delivery performance and in full to the customer
Reliability Fill rate Percentage of orders shipped within24
hours of order receipt
Perfect order Percentage of orders delivered on time
fulfillment and in full, perfectly matched with order
with no errors
Supply Chain Order fulfillment Number of days from order receipt to
Responsivenes lead time customer delivery
s
Supply Chain Supply chain Number of days for supply chain to
Flexibility response time respond to an unplanned significant
change in demand without a cost penalty
Production Number of days to achieve an unplanned
flexibility 20% change in orders without a cost
penalty
Copyright 2006 John Wiley & Sons, Inc. 10-98
SCOR: Internal Facing
Performance Performance Definition
Attribute Metric
Supply Chain Supply chain Direct and indirect cost to plan, source and deliver
management cost products and services
Cost
Cost of goods Direct cost of material and labor to produce a
sold product or service
Value-added Direct material cost subtracted from revenue and
productivity divided by the number of employees, similar to
sales per employee
Warranty/returns Direct and indirect costs associated with returns
processing cost including defective, planned maintenance and
excess inventory
Supply Chain Cash-to-cash Number of days that cash is tied up as working
cycle time capital
Asset
Management Inventory days of Number of days that cash is tied up as inventory
supply
Efficiency
Asset turns Revenue divided by total assets including working
capital and fixed assets

Copyright 2006 John Wiley & Sons, Inc. 10-99


Pemilihan Vendor
Faktor-faktor pertimbangan
pemilihan
1. Kesesuaian strategis
2. Kemampuan penjual
3. Pengiriman
4. Kinerja berkualitas
Langkah Pemilihan
Vendor -1
1. 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 -2
2. 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 -3
3. 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
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
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 model
2. How to use the model to find the
appropriate purchasing strategy

Lindi 2007
Kraljic-portfolio

Lindi 2007
Appropriate strategy
Search for other options
Accept present situation (dependency), reduce risks

Bottleneck Strategic Build on existing relationship


9
1
High

8 Accept bad relationship


2
7 Search for new supplier
Supply risk

3
6
4
5
Routine Leverage
Low

Volume of purchasing
Low High

Reduce administration Make full use of own market position


Bundle purchases Develop supplier into a full partner

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

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8 strategic processes

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Example MSU Self
Assessment

Lindi 2007
Conclusion
MSU model of Monczka Kraljic’s portfolio
• Easy to use for a one time
• A more elaborate model,
purchase
which stimulates thought
and creativity • A strong communication
tool, to explain to non-
• It takes valuable time
purchasers
• Processes 2 and 3 from the • Model could tempt users to
MSU model cover the same
jump to conclusions
playing field as Kraljic
• A good tool for defining a
• A good tool to improve the
more simple purchasing
whole purchasing function
strategy

Lindi 2007

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