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
Figure 1-2
The Objective of a Supply
Chain
• Maximize overall value created
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
Customer
Order Arrives
1-38
Push/Pull View of
Supply Chain Processes
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.
• 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)
Integrated Current
Automobiles
Circuits Transformation
Distribution Forward
Circuit Boards
System Integration
Computers
Finished Goods
Dealers Watches Baked Goods
(Customers)
Calculators
11-50
Virtual Company Strategy
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
Custom-made
Noodles Underwear Automobiles PCs
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
Product life cycle Long (more than 2 years) Short (3 month to 1 year)
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
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
2-68
Comparison of Efficient and
Responsive Supply Chains (Table
2.4)
Efficient Responsive
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
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
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.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.
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.
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
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
$34,416,000
Days of supply = = 29.6
($425,000,000)/(365)
• 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
Return
Return
products,
post-delivery
customer
support
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
3
6
4
5
Routine Leverage
Low
Volume of purchasing
Low High
Lindi 2007
MSU model of Monczka
Lindi 2007
8 strategic processes
Lindi 2007
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