osm 4 supply chain management concept 2010

8/8/2019 OSM 4 Supply Chain Management Concept 2010

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KONSEP SCM & STRATEGI

1. Evolution of SCM2. Supply Chain & SCM3. Supply Chain Metrics4. Bullwhip Effect

5. Outsourcing6. Supply Chain Strategies

Kuliah ke 4:

Kamis, 15 Okt 2010

Manajemen Operasi


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Warehousing

Warehousing

Transportation

Transportation

Vendors/plants/ports

Transportation

Factory

Transportation Customers

Information

flows

Illustration: The Immediate Supply Chain

for an Individual Firm


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Contoh: Supply Chain


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Firm infrastructure

Human resource management

Technology development

Procurement

Inboundlogistics Operations Outboundlogistics Marketingand sales Service

Support

Activities

Primary Activities

Margin

M

argin

Skema Value Chain Management

(VCM) - Porter


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I. The Evolution of Supply Chain

Management


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The Evolution of Supply Chain Management

(contd)


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II. Supply Chain & SCM

Supply chain:Supply chain:

All facilities, functions, activities, associatedAll facilities, functions, activities, associatedwith flow and transformation of goods andwith flow and transformation of goods and

services from raw materials to customer, asservices from raw materials to customer, as

well as the associated information flowswell as the associated information flows.. SC is aSC is a sequencesequenceof business processes andof business processes and

activities from suppliers through customers thatactivities from suppliers through customers that

provide products, services, and information toprovide products, services, and information toachieve customer satisfaction.achieve customer satisfaction.

An integrated group of processes toAn integrated group of processes to sourcesource,,makemake,, andand deliverdeliver products.products.


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Supply Chain

Supply Chain includes tasks or processes

such as purchasing, payment flow, materialshandling, production planning & control,logistics & warehousing, inventory control,and distribution.

When it is managed electronically it isreferred to as an e-supply chain.


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Contoh: Designing A Supply Chain

for Beer Products


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Ciri-ciri Supply Chain

1. Supply chain terdiri dari banyak kegiatan dan banyak prosesyang mensupply produk dan jasa untuk pelanggan akhir

2. Terdiri dari banyak perusahaan yang terhubung dalam suatusupply chain

3. Pelanggan bisa menjadi pemasok (supplier) bagi pelanggan(customer) lain sehingga supply chain akan terdiri darisejumlah supplier/customer relationship

4. Supply chain terdiri dari banyak distributor, seperti wholesaler,warehouses dan retailer

5. Produk atau jasa mengalir dari supplier ke customer,sedangkan informasi mengalir ke arah sebaliknya.


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What is Supply Chain Management (SCM)?

Supply-chain management (SCM)is a total system approach to managingthe entire flow of information, materials,

and services from raw-material suppliersthrough factories and warehouses to theend customer


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Supply Chain Management (cont)

Mengelola supply chain tidak hanyamembutuhkan pemahaman tentang jaringansupplier dan customer, tapi juga

merencanakan material dan aliran informasisepanjang supply chain sehingga dapatmemaksimumkan efisiensi biaya, efektivitas,

delivery dan flexibility.


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III . Supply Chain Metrics

Turnover

Landed cost Service level

Stockout costs

Inventory carrying costs Inventory levels

Cycle times

Returns Other costs?


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Inventory turns =Inventory turns =Average aggregate value of inventoryAverage aggregate value of inventory

Cost of goods soldCost of goods sold

Average aggregate value of inventory =Average aggregate value of inventory =

==(average inventory for item(average inventory for item ii)) X (unit value itemX (unit value item ii))

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

Average aggregate value of inventoryAverage aggregate value of inventory

Key Performance Indicators


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Key Performance Indicators: Example

Inventory turns =Inventory turns =

$34,416,000$34,416,000

$425, 000, 000$425, 000, 000

Days of supply =Days of supply =

($425,000,000)/(365)($425,000,000)/(365)

$34,416,000$34,416,000

= 12.3= 12.3

= 29.6= 29.6

1. Cost of goods sold: $425 million

2. Production materials and parts: $4,629,000

3. Work-in-process: $17,465,0004. Finished goods: $12,322,000

5. Total average aggregate value of inventory (2+3+4): $34,416,000


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Other Measures of Supply Chain

Performance

Process Control

used to monitor and control any process insupply chain

Supply Chain Operations Reference (SCOR) establish targets to achieve best in class

performance


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Number of days to achieve an unplanned

20% change in orders without a costpenalty

Production

flexibility

Number of days for supply chain torespond to an unplanned significantchange in demand without a cost penalty

Supply chainresponse time

Supply ChainFlexibility

Number of days from order receipt tocustomer delivery

Order fulfillmentlead time

Supply ChainResponsiveness

Percentage of orders delivered on timeand in full, perfectly matched with order

with no errors

Perfect orderfulfillment

Percentage of orders shipped within24hours of order receiptFill rate

Percentage of orders delivered on timeand in full to the customer

Deliveryperformance

Supply ChainDeliveryReliability

DefinitionPerformance

Metric

Performance

Attribute

SCOR: Customer FacingSCOR: Customer Facing


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DefinitionPerformance

Metric

Performance

Attribute

SCOR: Internal FacingSCOR: 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

AssetManagement

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 aproduct or serviceCost of goodssold

Direct and indirect cost to plan, source and deliver

products and services

Supply chain

management costSupply Chain

Cost


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IV. Bullwhip Effect

Order

Quantity

Time

Retailers Orders

Ord

er

Quantity

Time

Wholesalers Orders

Ord

er

Quantity

Time

Manufacturers Orders

Variabilitas pada supply-chain.

Banyak retailermasing-masingdengan variabilitas

pesanan yangkecil.

Variabilitas ordermenjadi lebih besarpada wholesalers

yang lebih sedikit,dan

Menjadikanvariabilitas lebihbesar, karena hanya

satu manufacturer.


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Bullwhip Effect


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Apa yang terjadi pada Bullwhip Effect ?

Bullwhip effect - terjadi karena peningkatan inventoryke hulu (upstream) pada supply chain, karena distorsi

informasi pada rantai tsb. Bullwhip effect - Variabilitas demand yang membesar

mulai dari pembeli ke produser didalam supply chain. Distorsi informasi menjadi penyebab utama

ketidakpastian (uncertainty): Inventory yang berlebihan Jadwal produksi (MPS) terganggu

Rencana kapasitas salah Angkutan barang (transportasi) kurang efektif Pelayanan pelanggan yang buruk

Pendapatan berkurang Biaya tinggi.


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Outsourcing: Tindakan pemindahan kegiatan

internal dan tanggung jawab keputusan

perusahaan kepada pihak luar (outside

providers).

V. Outsourcing


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Contoh Outsourcing

EDS (Electronic Data System) -Teknologi informasi

ADP (Automatic Data Processing) -

Payroll services Solectron Assembly for electronic

products; such as IBM, HP, etc

Three major categories of goods and services


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Original EquipmentManufacturer

(OEM)

Maintenance

Repair and

Operation (MPO)

Corporate

Services

Three major categories of goods and servicesthat companies tend to outsource


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Alasan Outsourcing

1. Organizationally-driven

2. Improvement-driven

3. Financially-driven4. Revenue-driven

5. Cost-driven

6. Employee-driven


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VI . Supply Chain Strategies

1. Negosiasi dengan banyak pemasok

(konvensional)2. Mitra jangka panjang (sedikit pemasok)

3.Integrasi vertikal

4. Kombinasi sedikit pemasok & integrasivertikal (contoh: keiretsu)

5. Virtual Company.


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Strategi 1: Banyak pemasok

Pemasok harus merespons permintaandengan speks yang sesuai request for

quotation (RFQ) untuk tender.

Dipilih yang paling murah (low bidder).

Mungkin ada negosiasi, tapi untuk long-

term partnering relationship, bukanGOAL.

Pendekatan ini menuntut tanggungjawab pemasok:

Menyediakan teknologi yangdibutuhkan

Menyediakan expertise

Kemampuan dalam estimasi cost,quality dan delivery competencies.


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Strategi 2: Mitra jangka panjang (sedikit

pemasok)

Mitra jangka panjang lebih mengerti tujuan perusahaan

pembeli dan pemakai akhir. Integrasi dari pemasok, produksi, dan distribusi,

membutuhkan kelincahan dalam operasi.

Perusahaan yang menempuh strategi ini:

- Daimler Chrysler, memilih pemasok bahkansebelum parts dirancang.

- Motorola, mengevaluasi pemasok dengan ketat,

tapi menghindari tender (mencari quality dan

reliability).- Mark & Spencer, kerja sama dengan pemasok

untuk cost savings dan develop new products.


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Strategi 3: Integrasi vertikal

Membuat sendiri produk yang selama ini dibeli(backward), atau secara langsung membeli pemasok ataudistributor.

Backward integration: Ford membuat sendiri radio mobil

Forward integration: Texas Instruments, produsen IC yangjuga membuat kalkulator dan komputer dengan IC.

Integrasi vertikal - mengurangi cost, quality, dan timelydelivery.

Backward integration OK untuk organisasi dengan marketshare besar, dan kemampuan mengelola vendor yang

dibeli. Backward integration berbahaya, karena teknologi

berubah cepat, dan butuh investasi besar untukmerespons gelombang teknologi baru mendatang.


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Strategi 4: Keiretsu (kombinasi sedikit

pemasok & integrasi vertikal)

Keiretsu: Jaringan yang diterapkan diJepang, yang menjadikan pemasokbagian dari koalisi perusahaan.

Anggota keiretsu mendapat jaminan

jangka panjang, mitra, menyediakanexpertise teknis, dan kualitas produksiyang stabil.

Anggota keiretsu, juga punya anggota

suppliers lapis ke-2, 3, dst.


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Strategi 5: Virtual Company

Virtual company (VC): menggunakan banyakpemasok.

Hubungan: bebas (bisa jangka pendek bisapanjang, bisa mitra sebenarnya, kolaborasi, dll).

VC bisa mengerjakan: desain produk, jasakonsultan, test produk, distribusi. Atau kegiatanapa saja yang bernilai.

VC: cair, bergerak menerobos batas,menciptakan perusahaan yang unik untuk

memenuhi demand yang berubah cepat, dst. Keuntungan VC: spesialisasi keahlian

manajemen, investasi rendah, fleksibel, dan

cepat. Kelemahan ..?


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SC Enabler: Information Technology

SC Enabler:Information links all aspectsof supply chain

E-business:

Replacement of physicalbusiness processes withelectronic ones

Internet:Allows companies to communicatewith suppliers, customers,shippers and other businessesaround the world, instantaneously

Bar code and point-of-sale:Data creates an instantaneouscomputer record of a sale

Radio frequency identification(RFID):Technology can send product datafrom an item to a reader via radiowaves

Electronic data interchange(EDI):

A computer-to-computer exchangeof business documents

214800 232087768

VII. E-Business


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Illustration: RFID Capabilities


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Illustration: RFID Capabilities (cont.)

Contoh: Build-to-Order Cars


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E-Procurement

Direct purchase from suppliers over the Internet Direct products go directly into production process aproduct, indirect products not E-marketplaces

web sites where companies and suppliers conductbusiness-to-business activities

Reverse auctiona company posts orders on the Internet for suppliers to bid

on.

C t h E P t O li


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Contoh E- Procurement: Online

Sourcing/Procurement Process

Online Sourcing/ Procurement Process


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(cont.)



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(cont.)


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THE END

osm 4 supply chain management concept 2010

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