Manajemen Operasi

KONSEP SCM & STRATEGI

1. Evolution of SCM
2. Supply Chain & SCM
3. Supply Chain Metrics
4. Bullwhip Effect
5. Outsourcing
6. Supply Chain Strategies

Kuliah ke 4:

Kamis, 15 Okt 2010

 Illustration: The Immediate Supply Chain
for an Individual Firm

Transportation Transportation
Warehousing Customers

Information
flows
Factory

Transportation

Vendors/plants/ports
Warehousing Transportation
Contoh: Supply Chain
 Skema Value Chain Management
(VCM) - Porter

Firm infrastructure
Support Human resource management
Activities

Ma
Technology development

rgi
n
Procurement

Ma
Inbound Operations Outbound Marketing Service

rgin
logistics logistics and sales

Primary Activities
I. The Evolution of Supply Chain
Management
The Evolution of Supply Chain Management
(cont’d)
 II. Supply Chain & SCM
ƒ Supply chain:
“All facilities, functions, activities, associated
with flow and transformation of goods and
services from raw materials to customer, as
well as the associated information flows”.
ƒ SC is a sequence of business processes and
activities from suppliers through customers that
provide products, services, and information to
achieve customer satisfaction.
ƒ An integrated group of processes to “source,”
“make,” and “deliver” products.
 Supply Chain

•Supply Chain includes tasks or processes

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

•When it is managed electronically it is

referred to as an e-supply chain.
Contoh: Designing A Supply Chain
for Beer Products
 Ciri-ciri Supply Chain

1. Supply chain terdiri dari banyak kegiatan dan banyak proses

yang mensupply produk dan jasa untuk pelanggan akhir
2. Terdiri dari banyak perusahaan yang terhubung dalam suatu
supply chain
3. Pelanggan bisa menjadi pemasok (supplier) bagi pelanggan
(customer) lain sehingga supply chain akan terdiri dari
sejumlah 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.
What is Supply Chain Management (SCM)?

Supply-chain management (SCM)

is a total system approach to managing
the entire flow of information, materials,
and services from raw-material suppliers
through factories and warehouses to the
end customer
 Supply Chain Management (cont’)

Mengelola supply chain tidak hanya

membutuhkan pemahaman tentang jaringan
supplier dan customer, tapi juga
merencanakan material dan aliran informasi
sepanjang supply chain sehingga dapat
memaksimumkan efisiensi biaya, efektivitas,
delivery dan flexibility.
III. Supply Chain Metrics

ƒ Turnover
ƒ Landed cost
ƒ Service level
ƒ Stockout costs
ƒ Inventory carrying costs
ƒ Inventory levels
ƒ Cycle times
ƒ Returns
ƒ Other costs?
 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)
 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)
 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
 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
Responsiveness lead time customer delivery

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
 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
 IV. Bullwhip Effect

Variabilitas pada supply-chain.

Retailer’s Orders Wholesaler’s Orders Manufacturer’s Orders

Quantity

Quantity
Quantity

Order

Order
Order

Time Time Time

Banyak retailer …Variabilitas order …Menjadikan

masing-masing menjadi lebih besar variabilitas lebih
dengan variabilitas pada wholesalers besar, karena hanya
pesanan yang yang lebih sedikit, satu manufacturer.
kecil…. dan…
Bullwhip Effect
 Apa yang terjadi pada Bullwhip Effect ?

ƒ Bullwhip effect - terjadi karena peningkatan inventory

ke hulu (upstream) pada supply chain, karena distorsi
informasi pada rantai tsb.
ƒ Bullwhip effect - Variabilitas demand yang membesar
mulai dari pembeli ke produser didalam supply chain.
ƒ 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.
 V. Outsourcing

Outsourcing: ”Tindakan pemindahan kegiatan

internal dan tanggung jawab keputusan

perusahaan kepada pihak luar (outside

providers)”.
 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
that companies tend to outsource

Original Equipment Maintenance

Manufacturer Repair and Corporate
(OEM) Operation (MPO) Services
 Alasan Outsourcing

1. Organizationally-driven

2. Improvement-driven

3. Financially-driven

4. Revenue-driven

5. Cost-driven

6. Employee-driven
VI. Supply Chain Strategies

1. Negosiasi dengan banyak pemasok

(konvensional)
2. Mitra jangka panjang (sedikit pemasok)
3. Integrasi vertikal
4. Kombinasi sedikit pemasok & integrasi
vertikal (contoh: keiretsu)
5. Virtual Company.
 Strategi 1: Banyak pemasok

ƒ Pemasok harus merespons permintaan

dengan spek’s yang sesuai request for
quotation (RFQ) untuk tender.
ƒ Dipilih yang paling murah (low bidder).
ƒ Mungkin ada negosiasi, tapi untuk ‘long-
term partnering relationship’, bukan
GOAL.
ƒ Pendekatan ini menuntut tanggung
jawab pemasok:
• Menyediakan teknologi yang
dibutuhkan
• Menyediakan expertise
• Kemampuan dalam estimasi cost,
quality dan delivery competencies.
 Strategi 2: Mitra jangka panjang (sedikit
pemasok)

ƒ Mitra jangka panjang lebih mengerti tujuan perusahaan

pembeli dan pemakai akhir.
ƒ Integrasi dari pemasok, produksi, dan distribusi,
membutuhkan kelincahan dalam operasi.
ƒ Perusahaan yang menempuh strategi ini:
- Daimler Chrysler, memilih pemasok bahkan
sebelum 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.
 Strategi 3: Integrasi vertikal

ƒ “Membuat sendiri produk yang selama ini dibeli

(backward), atau secara langsung membeli pemasok atau
distributor”.
ƒ Backward integration: Ford membuat sendiri radio mobil
ƒ Forward integration: Texas Instruments, produsen IC yang
juga membuat kalkulator dan komputer dengan IC.
ƒ Integrasi vertikal - mengurangi cost, quality, dan timely
delivery.
ƒ Backward integration OK untuk organisasi dengan market
share besar, dan kemampuan mengelola vendor yang
dibeli.
ƒ Backward integration berbahaya, karena teknologi
berubah cepat, dan butuh investasi besar untuk
merespons gelombang teknologi baru mendatang.
 Strategi 4: Keiretsu (kombinasi sedikit
pemasok & integrasi vertikal)

ƒ Keiretsu: Jaringan yang diterapkan di

Jepang, yang menjadikan pemasok
bagian dari koalisi perusahaan.
ƒ Anggota keiretsu mendapat jaminan
jangka panjang, mitra, menyediakan
expertise teknis, dan kualitas produksi
yang stabil.
ƒ Anggota keiretsu, juga punya anggota
suppliers lapis ke-2, 3, dst.
 Strategi 5: Virtual Company

ƒ Virtual company (VC): menggunakan banyak

pemasok.
ƒ Hubungan: “bebas” (bisa jangka pendek bisa
panjang, bisa mitra sebenarnya, kolaborasi, dll).
ƒ VC bisa mengerjakan: desain produk, jasa
konsultan, test produk, distribusi. Atau kegiatan
apa saja yang bernilai.
ƒ VC: cair, bergerak menerobos batas,
menciptakan perusahaan yang unik untuk
memenuhi demand yang berubah cepat, dst.
ƒ Keuntungan VC: spesialisasi keahlian
manajemen, investasi rendah, fleksibel, dan
cepat.
ƒ Kelemahan ……..?
 VII. E-Business

SC Enabler: Information Technology

z SC Enabler:
Information links all aspects
• Internet:
Allows companies to communicate
of supply chain with suppliers, customers,
z E-business: shippers and other businesses
around the world, instantaneously
Replacement of physical
business processes with • Bar code and point-of-sale:
electronic ones Data creates an instantaneous
computer record of a sale
• Radio frequency identification
(RFID):
Technology can send product data
from an item to a reader via radio
waves
214800 232087768
• Electronic data interchange
(EDI):
A computer-to-computer exchange
of business documents
Illustration: RFID Capabilities
Illustration: RFID Capabilities (cont.)
Contoh: Build-to-Order Cars
Contoh: Relationship between Facilities and Functions
along the Wal-Mart Supply Chain

Keyword: process integration, real time, share database,

 E-Procurement

• Direct purchase from suppliers over the Internet

• Direct products go directly into production process a
product, indirect products not
• E-marketplaces
“web sites where companies and suppliers conduct
business-to-business activities”
• Reverse auction
“a company posts orders on the Internet for suppliers to bid
on”.
Contoh E- Procurement: Online
Sourcing/Procurement Process
Online Sourcing/ Procurement Process
(cont.)
Online Sourcing/ Procurement Process
(cont.)
THE END