scm 03 decision phase of scm

SUPPLY CHAIN MANAGEMENT

(SCM)

2 –Process of Supply Chainsyurfah@gmail.com

Today! :

Tujuan Pembelajaran :

Mahasiswa Mampu Memahami, Menjelaskan dan Menyatakan

pendapat mengenai prinsip dasar Supply Chain dan Supply Chain Management

Rantai Pasok Tujuan dari Supply Chain Fase Keputusan dalam SCM Proses View of Supply Chain Push/Pull View of Supply Chain

SCM Semua tahapan dilibatkan baik secara langsung

dan tak langsung untuk memenuhi customer request- Tahapan manufacturers, suppliers, transporters,

warehouses, retailers, customers Semua fungsi pada masing-masing perusahaan

dilibatkan dalam fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service)

Semua tahapan tidak semuanya terlibat dalam supply chains(e.g., no retailer or distributor for Dell)

What is SCM Supply chain : serangkaian supplier,

manufacturer, distributor dan retailer yang bekerja sama untuk mensuply produk tertentu

Pihak yg terlibat : Customer Supplier Distributor Pabrik Toko atau ritel Perusahaan pendukung seperti jasa logistik,

transportasi, gudang

Chain 1

Awal mula jaringan, yang merupakan sumber penyedia bahan pertama.

Bentuk: bahan baku, bahan mentah, bahan penolong, bahan penjualan, sub-assemblies, suku cadang, dll.

Sumber pertama disebut dengan suppliers, termasuk di dalamnya: suppliers’ suppliers atau sub-suppliers yang biasanya jumlahnya banyak.

Supplier

Chain 1 – 2

Rantai pertama dihubungkan dengan rantai ke dua yaitu manufacturer atau plants atau assembler atau fabricator atau bentuk lain yang melakukan pekerjaan membuat, memfabrikasi, merakit, mengkonversikan atau menyelesaikan barang (finishing).

Supplier Manufacturer

Chain 1 – 2 – 3

Barang yang sudah jadi mulai disalurkan oleh manufacturer ke pelanggan.

Barang dari pabrik disalurkan melalui gudang ke gudang distributor atau wholesaler atau pedagang besar dalam jumlah besar.

Supplier Manufacturer

Distribution

Chain 1 – 2 – 3 – 4

Pedagang besar biasanya mempunyai gudang sendiri atau menyewa gudang dari pihak lain.

Gudang dipakai untuk menimbun barang sebelum disalurkan ke pihak pengecer.

Disini dapat dilakukan penghematan dalam bentuk jumlah inventory dan biaya gudang, dengan cara melakukan desain kembali pola pengiriman barang baik dari manufacturer maupun ke pengecer.

Supplier Manufacturer

Distribution

Retail Outlets

Chain 1 – 2 – 3 – 4 – 5

Barang ditawarkan oleh pengecer atau retailers langsung ke pelanggan atau pengguna barang tersebut.

Yang termasuk outlet adalah tempat dimana pembeli akhir melakukan pembelian : toko, warung, dept store, supermarket, koperasi,dll.

Walau merupakan rantai terakhir, tetapi sebetulnya masih ada satu mata rantai lagi yaitu pembeli yang mendatangi retail outlet ke real customers atau real user.

Mata rantai benar-benar berhenti jika barang telah sampai ke pemakai yang sebenarnya.

Supplier Manufacturer

Distribution

Retail Outlets

Customers

Stage of a Detergent Supply Chain

Customer wantsdetergent and goes

to Wal MartWal Mart StoreWal Mart or third

party DCP&G or othermanufacturer

PlasticProducer

Chemicalmanufacturer

TennecoPackaging

Paper Manufacturer

TimberIndustry

Chemicalmanufacturer

(e.g. Oil Company)

Dell Computer Supply Chain Ketika customer membeli secara online dari Dell

Computer, supply chain yang terlibat; Customers Dell web site takes the customer’s order Dell assembly plant Dell’s suppliers

Setelah mendapatkan produk yang dipilih, customer memasukan orders information dan membayar. Customers dapat melihat pada Web site untuk menge-check status order

Dell’s assembly plant memenuhi customer’s order Dell Computer menerima komponen dari beberapa

suplier dan mensuplay produk melalui beberapa freight transportations

Dell computer tidak memiliki retailer, wholesaler and distributor

Tujuan dari Supply Chain Sumber pendapatan (revenue) supply

chain : the customer Sumber biaya (cost) supply chain : aliran

informasi, produk, dan uang antara masing-masing tahapan the supply chain

Supply chain management adalah manajemen terhadap aliran antar dan diantara tahapan supply chain untuk maximize total supply chain profitability

Tujuan dari Supply Chain Example: Dell menerima $ 2.000 dari pelanggan untuk

komputer (pendapatan) Supply chain menimbulkan biaya (informasi,

penyimpanan, transportasi, komponen, perakitan, dll)

Perbedaan antara $ 2000 dan jumlah dari semua biaya ini adalah keuntungan rantai pasokan

Supply chain profitabilitas total keuntungan yang akan dibagi di semua tahap rantai pasokan

Keberhasilan rantai suplai harus diukur dengan jumlah rantai pasokan profitabilitas, bukan keuntungan pada tahap individu

Fase Keputusan Supply Chain

Supply Chain Strategy or Design

Supply Chain Planning

Supply Chain Operation

Keputusan tentang struktur supply chain dan bentuk proses masing-masing tahapan

Keputusan strategi supply chain Locations and capacities of facilities Products to be made or stored at various locations Modes of transportation Information systems

Perancangan Supply chain harus mensupport strategic objectives

Keputusan perancangan Supply chain design adalah lama dan mahal untuk di-reverse.

Contoh; Keputusan Dell Computer Location and capacity of its manufacturing facilities Lacation warehouses Supply resources

Supply Chain Strategy or Design

Perencanaan keputusan: Pasar mana yang akan disuplay dan dari

lokasi mana Perencanaan membangun inventori Subcontracting, backup locations Kebijakan persediaan Timing dan ukuran promosi pasar

Harus dipertimbangkan pula kondisi demand uncertainty, exchange rates, competition over the time horizon

Supply Chain Planning

Time horizon mingguan atau harian Keputusan penyetujuan individual customer orders Konfigurasi Supply chain adalah tetap, dan

kebijakan operasi yang disesuaikan Tujuan implementasi kebijakan operasi harus

efektif Pengalokasian order terhadap inventory atau

produksi, set order due dates, membuat daftar pengambilan produk pada warehouse, pengalokasian order terhadap shipment dari luar, set delivery schedules, place replenishment orders

Supply Chain Operation

Process View of Supply Chain Cycle view: proses pada supply chain yang

ditentukan ke dalam kumpulan siklus (series of cycles), masing-masing dibentuk untuk menghubungkan dua tahapan supply chain yang berurutan

Push/pull view: proses dalam supply chain yang ditentukan kedalam dua katagori: Melakukan untuk merespon customer order

(response to a customer order), disebut sebagai Pull View

Melakukan untuk mengantisipasi terhadap customer order (anticipation of a customer order), disebut sebagai Push View

Cycle View of Supply Chain

Customer Order Cycle

Replenishment Cycle

Manufacturing Cycle

Procurement Cycle

Customer

Retailer

Distributor

Manufacturer

Supplier

Customer Order Cycles

Customer Order Cycle

Customer

Retailer

CustomerArrival

CustomerOrder Entry

CustomerOrder Receiving

CustomerOrder Fulfillment

Replenishment Cycles

Replenishment CycleRetailer

Distributor

Retail OrderTrigger

Retail OrderEntry

Retail OrderReceiving

Retail OrderFulfillment

Manufacturing Cycle

Order Arrival

ProductionScheduling

Receiving

Manufacturing andShipping

Manufacturing Cycle

Distributor

Manufacturer

Procurement

Procurement Cycle

Manufacturer

Supplier

OrderArrival

SupplierProduction Scheduling

Receiving

Component Manufacturing And Shipping

Push/Pull View of Supply Chain Processes Proses Supply chain masuk pada salah

satu dari dua kategori tergantung dari waktu pelaksanaan terhadap customer demand Pull: pelaksanaan berdasarkan respon

customer order (reactive) Push: pelaksanaan berdasarkan antisipasi

terhadap customer orders (speculative) Push/pull boundary separates push

processes from pull processes

Push/Pull View of Supply Chain Processes

Pertimbangan keputusan strategi dikaitkan dengan perancangan supply chain design-secara pandangan umum, bagaimana proses supplay chain berjalan, akan dikaitkan dengan customer orders

Kombinasi push/pull and cycle views L.L. Bean (Figure 1.8) Dell (Figures 1.9)

Proporsi relatif proses push dan pulldapat mempengaruhi supply chain performance

Push/Pull View of Supply ChainsProcurement,Manufacturing andReplenishment cycles

Customer OrderCycle

CustomerOrder Arrives

PUSH PROCESSES PULL PROCESSES

Push/Pull Process for The SC L.L Bean (Figure 1.8)

CustomerOrder Cycle

Procurement,Manufacturing,Replenishment Cycle

Customer Order Cycle

Replenishment andManufacturing Cycle

Procurement Cycle

Customer

L.L. Bean

Manufacturer

Supplier

Pull Process

Push Process

Customer orderarrives

Push/Pull Process for Dell (Figure 1.9)

CustomerOrder andManufacturing Cycle

ProcurementCycle

Customer Order andManufacturing Cycle

Procurenment Cycle

Customer

L.L. Bean

Supplier

Pull Process

Push Process

Customer orderarrives

SC Macro Process in a Firm

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SRM ISCM CRM

Supplier Firm Customer

SourceNegotiateBuyDesign CollaborationSupply Collaboration

Strategic PlanningDemand PlanningSupply PlanningFulfillmentField Service

marketSellCall CenterOrder Management

SC Macro Process in a Firm Customer Relationship Management (CRM); Semua

proses yang berfokus pada hubungan antara perusahaan dan costumers Market, sell, call center, order management

Internal Supply Chain Management (ISCM); Semua proses pada internal perusahaan Strategic planning, demand planning, supply planning,

fullfilment, field service Supplier Relationship Management (SRM); Semua

proses yang berfokus pada hubungan antara perusahaan dengan para suppliers-nya Source, negotiate, buy, design collaboration, supply

collaboration

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Contoh Supply Chain

Gateway Toyota Amazon

ZARA 7 Eleven W.W. Grainger and McMaster

Carr

Gateway Why did Gateway have multiple production facilities in

the US? What advantages or disadvantages does this strategy offer relative to Dell, which has one facility?

What factors did Gateway consider when deciding which plants to close?

Why does Gateway not carry any finished goods inventory at its retail stores?

Should a firm with an investment in retail stores carry any finished goods inventory?

Is the Dell model of selling directly without any retail stores always less expensive than a supply chain with retail stores?

What are the supply chain implications of Gateway’s decision to offer fewer configurations?

Toyota Where should plants be located, what degree

of flexibility should each have, and what capacity should each have?

Should plants be able to produce for all markets?

How should markets be allocated to plants? What kind of flexibility should be built into

the distribution system? How should this flexible investment be

valued? What actions may be taken during product

design to facilitate this flexibility?

Amazon Why is Amazon building more warehouses as it grows?

How many warehouses should it have and where should they be located?

What advantages does selling books via the Internet provide? Are there disadvantages?

Why does Amazon stock bestsellers while buying other titles from distributors?

Does an Internet channel provide greater value to a bookseller like Borders or to an Internet-only company like Amazon?

Should traditional booksellers like Borders integrate e-commerce into their current supply?

For what products does the e-commerce channel offer the greatest benefits? What characterizes these products?

7 Eleven What factors influence decisions of opening and closing

stores? Location of stores? Why has 7-Eleven chosen off-site preparation of fresh

food? Why does 7-Eleven discourage direct store delivery

from vendors? Where are distribution centers located and how many

stores does each center serve? How are stores assigned to distribution centers?

Why does 7-Eleven combine fresh food shipments by temperature?

What point of sale data does 7-Eleven gather and what information is made available to store managers? How should information systems be structured?

W.W. Grainger and McMaster Carr How many DCs should there be and where

should they be located? How should product stocking be managed at the

DCs? Should all DCs carry all products? What products should be carried in inventory and

what products should be left at the supplier? What products should Grainger carry at a store? How should markets be allocated to DCs? How should replenishment of inventory be

managed at various stocking locations? How should Web orders be handled? What transportation modes should be used?

Model Jaringan SCM

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