Manajemen Rantai Pasok

(Supply Chain Management)

TKI- 460 (2 SKS)

Oleh :
Ir. Nofi Erni, MM

Jurusan Teknik Industri

Universitas Indonusa Esa Unggul
 Pustaka

Course Textbook:
Simchi-Levi, D., P. Kaminsky, and E. Simchi-Levi., 2003.
Designing and Managing the Supply Chain: Concepts,
Strategies, and Case Studies, 2nd ed., McGraw-Hill,

References:
Vollmann, T.E., W.L. Berry, D.C. 2005. Whybark & F.R.
Jacobs, Manufacturing Planning & Control for Supply Chain
Management, 5th ed., McGraw-Hill, New York

Frazelle EH. 2001. Supply Chain Strategy. Mc. Graw Hill,

New York
PENILAIAN
 Kriteria dan bobot penilaian
 Kehadiran : 5 - 10%
 Mid Semester Test (UTS) : 30-35%
 Final Test (UAS): 35 - 40%
 Tugas : 15- 25%
Group & individu

 POKOK BAHASAN PERKULIAHAN

Minggu 1: Introduction to Supply Chain Management

Minggu 2: Key Issues in Supply Chain Management
Minggu 3: Logistics Network Configuration
Minggu 4: Inventory Management
Minggu 5: Risk Pooling
Minggu 6: Case Study
Minggu 7: The value of Information
Minggu 8: Supply Chain Integration
Minggu 9: Strategic Alliances & Procurement/Outsourcing Strategy
Minggu 10: Coordinated Product & Supply Chain Design
Minggu 11: Case Study
Minggu 12: Customer Value & Supply Chain Management
Minggu 13: Case Study
Minggu 14: Information Tech & Decision Support Systems for SCM
 Introduction to SCM
 What is Supply Chain ?
1. Chopra & Meindl (2004) Supply Chain adalah
jaringan pihak-pihak yang secara langsung atau tidak
langsung terlibat dalam pemenuhan kebutuhan
konsumen.
2. Levi et al. (2002) Supply Chain adalah jaringan
perusahaan-perusahaan yang terlibat secara
langsung dan bersama-sama bekerja dari hulu ke
hilir mengelola aliran barang, aliran uang dan aliran
informasi untuk menciptakan dan mengantarkan
produk ke tangan pemakai akhir (end costumer)
 Introduction to SCM
What is Supply Chain Management?
 Istilah SCM pertama kali dikemukakan oleh Oliver &
Weber pada tahun 1982
 SCM perluasan dan kosep baru dalam memandang
manajemen logistik.
 Manajemen logistik lebih terfokus pada pengaturan
aliran barang dalam suatu perusahaan

 SCM mengutamakan tercapainya integrasi aktivitas

untuk seluruh mata rantai pengadaan barang mulai
dari hulu ke hilir sampai pengiriman pada konsumen
akhir.
Definisi SCM
• The Council of Logistic Management
“ SCM is the systematic, strategic coordination of the
traditional business functions within a particular company and
across businesses within the supply chain for the purpose of
improving the long term performance of the individual company
and the supply chain as a whole

• Simchi Levi
“ SCM is a set of approaches utilized to efficiently
integrate suppliers, manufacturers, warehouses, and stores,
so that merchandise is produced and distributed at the right
quantities, to the right locations, and at the right time, in order
to minimize system-wide costs while satisfying service level
requirements.
 External SC Configuration

internet

Warehouses and
Suppliers Manufacturers
Distribution Centers
Retailers
Internal SC Configuration
MARKETING PRODUCTION
& SALES PLANNING

CUSTOMER
CUSTOMERS

PROCUREMENT
SERVICE

INTRANET

ACCOUNTING & INVENTORY

FINANCE

SHIPPING & PRODUCTION &

DISTRIBUTION MANUFACTURING
A Key Concept: Integration
 Systems Approach:
 SCM takes into account every facility that has an impact on cost
and customer service
 The objective of SCM is to be cost-effective across the entire
system (total costs: distribution (from supplier to manufacturers,
from manufacturers to warehouses, from warehouses to retailers),
inventories (raw material, WIP, finished goods), manufacturing
costs)
 In other courses the focus is on local minimization (inventory costs
at a single location, distribution costs from one location to another).
Here we should think in terms of the system-wide costs and service
levels.
Integration (continued)
 Integrated planning involves:
 Functional Integration (of purchasing, manufacturing,
transportation, warehousing)
 Spatial Integration (across geographically dispersed vendors,
facilities, markets)
 Hierarchical Planning (coherence and consistency among
overlapping supply chain decisions at various levels of planning)

 Integrated Planning does not necessarily

require centralized control
What makes SCM difficult?
 Global optimization
To design and operate a supply chain so that
total systemwide costs are minimized, and
systemwide service levels are maintained
 Uncertainty
Such as : Customer demand, travel times,
machines & vehicles
Global Optimization
 Facilities in the chain have different,
conflicting objectives
 Manufacturers need to adjust to customer demand (flexibility)
 Suppliers would like to ship larger-steady quantities
 Warehouses and distribution centers would like to see smaller
batches to reduce inventory
 Dynamic nature of the supply chain
 Customer demand and supplier capabilities change over time
 Relations in the chain evolve over time (highly specific, low volume
production through customization)
Global Optimization (cont.)
 The supply chain is a complex network
Facilities dispersed over a large geography
or all over the globe

 Systems variation over time

Demand and cost paremeters varying
overtime due to the impact of : seasonal
fluctuations, trends, advertising &
promotions, competitors’ pricing strategy.
Where is the complexity ?
Although successful applications of SCM
concepts are widely available they can not be
replicated easily to other organizational
settings.
 MANAGING UNCERTAINTY
• The supply chain is a complex network (facilities and
organizations with different conflicting objectives)
• Matching supply and demand (manufacturers have to
plan for production levels months before the demand is
realized)
• System variations over time (seasonal fluctuations,
trends, advertising, promotions, competitors’ pricing)
• Many SC problems are new (high-tech life cycles-one
order opportunity-no historical data)