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Accurate Inventory PlanningAccurate Inventory Planning
ococ on roon ro
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TrainerProfile Ir.Imanadi Lulusdari ITSTeknik Mesin di tahun 1993
perusahaan nasional dan MultiNationalCompanyuntuk fokus bisnis:SoftSkill,procurement/purchasing,warehouse&logistic,PPICdan Qualitysejak
tahun 2008.
Imanadi mempunyai pengalaman selama 15tahun dalam bidang
manufacturing,
Warehouse
&
Inventory
Control,
Quality
Management
S stem ContinuousIm rovementPro ram De artmentIm rovement
Program,Training&PeopleDevelopment di beberapa perusahaan MNC
seperti AT&T(USA),Sinoca Electronics(Taiwan)PirelliCables(Italia)&
Geomed (Jerman).
Selain sebagai publicspeaker/trainer,Imanadi juga merupakan anggota teamtrainerdari BBMI BrainBoosterManagementIndonesia,sebuah institusi
yangfokus dalam pengembangan &peningkatan kinerja otak yangberpusat
di Jakarta.
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Peserta diharapkan akan memahami:
Inventory
costMengukur performanceinventory
Berapa banyak inventoryyangdiperlukan?
Forecastingdemand
Menentukan Safetystock
C cle countin
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Menurut APICS(AssociationforOperation
Stockatau itemyangdigunakan untukmendukung productiondan customer
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DefinisiInventor
mendukungproduksi(rawmaterials&
WIPitems),mendukungaktifitas
(maintenance,re air&o eratin supplies)&customerservice(FG&
.
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nce
ntoryBala
Inve
Waktu
ungs nven ory a an menurun era an engan
waktu 7
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Untuk antisipasi:demandyangnaik turun,faktor musiman,promosi,keterlambatan supplierdll
Safetystock:bila terjadi deviasi/penyimpangan antara forecast
Lotsizeinventory:lotsizeuntuk produksi maupun minimumorder t dari su lier
Transportationinventory:inventoryintransit
Hed e inventor : untuk meneta kan har a an fluktuasi
Buffer:cadangan bila demandnya naik sedangkan kapasitastetap
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Biaya Inventory
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Inventor Costs.
2. Carryingcosts/biaya menyimpan
3. Orderingcosts/biaya mengorder
.
5. Capacityrelatedcosts/biaya kapasitas
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Item
Costs9
pabrikgudang.
er r ar :9 Productcost/harga barang
9 Customsdutiescost/bea masuk
9 Directmaterial,directlabor,andfactoryoverhead/biaya material,
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Carr in
Costs/Bia a Men im an
Capitalcosts:uang yg mati dlm stock
Storagecosts:Ruang,karyawan &peralatan
Riskcosts risiko:Obsolescence usan damage/rusak,expired,insurance/asuransi,
Makinban ak inventor costn a akan
meningkat
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Hitunglah costpertahun,
1,000,000,capitalcost6%,
biaya risiko 10%
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Costyg muncul untuk memesan ke vendor
meliputi: Productioncontrol(PPIC&purchasing)
Setupandteardown/biaya setup
Lostcapacity/kehilangan kapasitas Purchaseorder
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on oHitun lah rata2 bia a utk memesan satu order
bila :
. , ,
rata2costpersetupRp 200,000
jumlah order20,000xperthn
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stock
Bila kebutuhan selama leadtimemelebihistock,terjadilah stockoutyang
menyebabkan:
Backordercosts/biaya penundaan Lostsalescosts/biaya kehilangan sales
Lostcustomercosts/bia a kehilan an
customers
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Ca acitRelated
Costs
Biaya krn perubahan schedule&qtypro u si
Overtime/undertime
Hiring/rekrut
LayoffTraining
Shiftpremiums/tunjangan shift
Dpt dihindari dengan menyamakan qtyprod.perhari
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InventoryHoldingCosts
CategoryCost as a
% of Inventory Value
Housingcosts(buildingrent,depreciation,
operatingcost,taxes,insurance)6%
(3 - 10%)
Materialhandlingcosts(equipment,lease
ordepreciation,power,operatingcost)(1 - 3.5%)
3%
Investmentcosts(borrowingcosts,taxes,
(3 - 5%)
11%(6 - 24%)
Pilferage,scrap,andobsolescence
3%
(2 - 5%)
Overall carrying cost 26%18
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Surplus/ObsoleteInventory
Bila inventory yang disiapkan bagi customer/produksimelebihi demand akan ter adi sur lus
Pada satu saat surplus tidak dipakai lagi karena demand tidakada, kondisi ini disebut obsolete
Inventory
Demand
urpus
obsolete
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Quarter 1 Quarter 2 Quarter 3 Quarter 4
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Sur lus Obsolete
apa a as engan me a u an:
9Preventive: pencegahan penambahan kembali stockyang sudah surplus, monitor dengan ketat master
scheduling & MRP
9Identifikasi transaksi barangbarang surplus
9Disposal, kalau sudah tidak bisa dipakai lagi
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1021
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Profitdapat ditingkatkan dengan:
Meningkatkan customerservice
Menurunkan roductioncosts
Menurunkan inventoryinvestment
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Materials
Management
&Profits
Direct a or
Bervariasi dengan volumeyangdijual Overhead
Tidak bervariasi dengan qtyyangdijual
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Dollars %ofSales
Sales
Revenue $1,000,000 100
CostofGoodsSold
DirectMaterial $500,000 50
DirectLabour $200,000 20
Overhead 200,000 20
TotalCostofGoodsSold $900,000 90
GrossProfit $100,000 10
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Dollars %ofSales
Sales
Revenue $1,000,000 100
CostofGoodsSold
DirectMaterial $500,000 50
DirectLabour $200,000 20
Overhead 200,000 20
TotalCostofGoodsSold $900,000 90
GrossProfit $100,000 10
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Men uran i Materials10%&Laborsebesar 5%Dollars %ofSales
SalesRevenue $1,000,000 100
DirectMaterial $450,000 45
DirectLabour $190,000 19
,
TotalCostofGoodsSold $840,000 84
GrossProfit $160,000 16
Profittelah meningkat 60%
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MaterialsManagement
ro ts
Dollars %
of
Sales
SalesRevenue $1,200,000 100
DirectMaterial $600,000 50
DirectLabour $240,000 20
,
TotalCostofGoodsSold $1,040,000 87
,
Salesharus meningkat 20%
Bagaimana Menurut anda Situasi ini ?
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. .
Directlabor=$700,000 ,
Factoryoverhead=$700,000
enera a m n s ra veexpense=
$300,000
Berapa GrossMargin&NetIncome?
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Inventor
Turnover Bagaimana mengukur performanceinventory? engan meg tung turnoverrat onya ya tu:
InventoryTurnsRatio=Harga pokok penjualan setahun/rata2inventorydalam setahun
Contoh:Jika COGS(harga pokok penjualan )sebesar $1juta dollars, ,
InventoryTurnovernya =$1,000,000/$500,000 = 2 Bisa juga dengan cara:sales/rata2inventory
Atau jumlah hari atau minggu inventoryave inv/cogs(intimebasis) Makinpanjang jumlah hari inventory,putarannya makin kecil,
artin a uan kita terbenam dalam inventor
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latihan Inventor
Turns
$24juta &rata2inventorysebesar $6juta?.
inventoryturnsditingkatkan menjadi 12kaliper
c.Jika biaya menyimpan inventorysebesar 25%dari
,
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inventory$2juta:
berapa inventoryturnover?
berapa inventoryrata2bila inventory
turnovernya ditingkatkan menjadi 10x
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Ri ht uantit
Righttime
Rightplace
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HighLevelEnterpriseResourcePlanningModelHighLevelEnterpriseResourcePlanningModel
CCFF
StrategicStrategic
PlanningPlanning
22--10 Years10 Years
Forecast OnlyForecast Only
AA
PPAA
RR
EE
CC
BusinessBusinessPlanningPlanning
AnnuallyAnnually
Forecast OnlyForecast Only
Sales&OperationsSales&Operations
II
TT
YY
AA
SS
TT
II
MonthlyMonthly
Forecast OnlyForecast Only
ResourceResource
PlanningPlanning
MasterMaster
PP
LL
AA
NN
GG
&&WeeklyWeekly RoughRough--cutcut
CapacityCapacity
Sc e u ingSc e u ingNNNN
II
NN
DD
EE
MM DailyDaily
OrdersOrders
ann nann n
CapacityCapacity
RequirementsRequirements
&Scheduling&Scheduling GGAA
NNDD
Orders OnlyOrders Only PlanningPlanning
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mendatang , ,
market
,
besarnyainventory,servicelevelcustomer,
budgetuntukmasing2departmentdalam
menunjangsalesforecast,rencanainvestasimesin,mould,dies,tambahankaryawan
(permanen outsource)
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utama untuk merencanakan inventoryuntukroduksi urchasin & ersia an roduk s are
partmaupun subassembly
S&OPdilakukan untuk roduct rou in .Karenaforecastingdalam groupingakan lebih akurat
dibandingkan masing2SKU/item
OutputS&OPadalah productionplan,inventoryplan&salesplan
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PrePre--S&OP andS&OP and
may be combinedmay be combined
into one meetinginto one meeting
Output S&OP:Output S&OP:1.1.Sales planSales plan
2.2.Inventory planInventory plan3.3.Production PlanProduction Plan
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T eBas c P rT eBas c P r
pastplanpastplantotoactualactual
performanceperformance
InventoryPlan=PlannedOpening
Inventory+PlannedProduction
PlannedSales
ActualInventory =Opening
Inventory+ActualProduction
ActualSales
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S&OP i CS&OP i C F ti l PF ti l P
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S&OPisaCrossS&OPisaCrossFunctionalProcessFunctionalProcess
Marketing &Marketing &EngineeringEngineering
S&OP ProcessS&OP Process
DefinitionDefinitionuu
DemandDemand
ap aap a
MasterMaster
AvailabilityAvailability
FinanceFinanceHumanHuman
ResourcesResources
c e uec e ueBusinessBusiness
PlanPlan
MaterialsMaterialsOperationsOperations
Must champion the processMust champion the process
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ApaYangDijawabS&OP?
S&OPmenyeimbangkan demand&capacitydenganmenjawab 6pertanyaan penting sbb:
1.Bera a ban ak demanduntuk roductfamil ?
2.Berapa banyak inventoryyangkita miliki?
3.Berapa banyak inventoryyangharus ditambahkan?
4.Kapan inventorydibutuhkan?
5. Apakahkapasitas tersedia untuk mendapatkan inventorytambahan?
6.Apakahrencana dalam S&OPsesuai dengan sasaran businessplan?
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Masterschedulingadalah proses
proses S&OPmenjadi jadwal untuk
prioritas &qty
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Material
Re uirement
Plan
MRP
Menentukankebutuhanmaterialuntukmenunjang
MPS(masterproductionschedule)
Berapabanyak
qty,
kapan
dibutuhkan,
kapan
PO
di
release
Inputnya:BOM(billofmaterial),MPS,planningdata
supp ier,minimum
or er
qty,
ea
time,
scrap
ratio
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InputMRP
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Contoh Bill
of
Material
BOMSinglelevelBOM
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ContohMRP
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Kunci Sukses MRP
Inventoryakurasi:harus 98 100%agartidak terjadie urangan e e an mater a yangmen ng at an cost
BOM (billofmaterial)akurasi:harus ada yangmengauditBOM(designengineer)agarselalu update
Manufacturin & urchasin leadtimeakurasi:leadtimeyangtidak akurat meningkatkan cost(kapasitas,material/ekses inventory,expeditingcost,freightcost)
Standardlotsize:harus di updatekarena berpengaruhterhadap inventory.Lotsizemanufacturingsangatber antun ada setu time.Karena itu ban ak com an membuat leanprogram
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InventoryPlanningZone
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Perubahan Planning
5 Customersmembatalkan orders.
ustomersmenam a mengurang qtyor er
5 Customersmengubah tanggal pengiriman lebih awal kadang2
5 Customersmeminta produk yangberbeda dari yangdi order
SKU berbeda
5 Produksi mengalami masalah kualitas atau qtyproduksi tidaktercapai
5 Mesin produksi mengalami masalah/kerusakan
pera or produksi a sen
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Inventory
stock
records
tidak akurat
Supplier
shortages.
Supplierterlambat kirim material
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,
sudahfirm.Perubahandalamperiodeiniakanmeningkatkancost.Biasanyazone1adalah1minggu
Zone2:informasiyangmasukberupacustomerorder
danforecast.Perubahandalamzoneinida atdilakukandengantradeoffdenganSKUyanglain
.
Perubahandalamperiodeinitidakakanmeningkatkancost
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Adalah suatu teknik optimisasi inventory
Dengan adanya visibilitydari levelinventory,
su liersda at memelihara &men isikembali (replenish)inventorysecara siklus.
Kepemilikan inventoryberada di supplierwalaupun materialberada di cusomter
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Setelah customermen unakan
inventorytsb,baru akan ditagihkan
Kondisi VMIdapat diterapkan
asalkan ada winwinsituationbagi
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Mengurangi levelinventory
inventory(carryingcost)
engurang stoc outs
Mengurangi overheadcost
mengelola inventory
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Meningkatkan cashtocashcycle
(pembayaran materialsmendekati
tanggal pemakaian)
Menin katkan o ortunit cost uaninventorydapat digunakan untuk
kesem atan an lain
Mengurangi kerusakan inventory
,
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Mengurangi gangguan urgent
Mendapatkan kontrak jangka panjang
Demandyangdapat diprediksi
engan aProfitmarginmeningkat
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OrderPoint Penting untuk diingat:
r er q y e ap
9Order intervals (waktunya) bervariasi9Jika demand atau lead time berubah order pointharus diubah
Order Pointh
and
Safety StockUnits
o
LeadTime
Time
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Contoh OrderPointFormulaeman = un s per wee
Lead time = 4 weeks Safet stock = 100 units
OP = DDLT + SS
= 100 (4) + 100
= 500
80
OrderPoint
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= crew ar o.
Re-Order point = 100 units
On On
01 500 500
02 500 400 100
04 400 100 0 100
05 500 600 600
81
Demand Forecastin
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DemandForecastin
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Adalah perkiraan kebutuhan dimasa depan
Dapat ditentukan secara matematis melalui
a au me a u u
informal atau melalui kedua teknik tsb.
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Sia a an membuat
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Sia a an membuat
ForecastDemand?
Ataukah
Marketing
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ForecastDemand
Itsonlastsession
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group,groupofexperts,thinktanks,research.
Quant tat ve: er asar an per tungan
matematis datahistoris.Eg;movingaverage,
seasona
n exes
exponent a
smoot ng.
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m rm r f r inf r in
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m rm r f r inf r in
Intrinsic:berdasarkan datainternalperusahaan
bunga bank,pertumbuhan ekonomi dll
Umumnya companybanyak menggunakan
gabungan kedua sumber tsb
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Demanddapat datang dari berbagai
sumber spt:
Consumers
Customers
Referrers
Dealers
Distributors
Interplant Service arts
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Trend(keatas/kebawah,linear/nonlinear)
Cyclicality/adanya siklus
Seasonality/musiman
Randomvariations
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Demand vs waktu14:39 67
Pola Demand
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Pola Demand
Stableversusd namic
Stabledemandmemiliki bentuk/trendyang
Dynamicdemandcenderung erratic
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Prinsi dasar Forecastin
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Prinsi dasar Forecastin
Forecastsbiasanyasalah demandsangat
bergantungpadabanyakvarabel.Sulituntuk
Forecastsakanlebihakuratuntuk:
Family/groupproduct
Tiapforecastharusadaestimasierrornya
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TeknikTeknik uantitativeuantitative
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TeknikTeknik uantitativeuantitative
ExponentialsmoothingExponentialsmoothing RegressionanalysisRegressionanalysis
AdaptivesmoothingAdaptivesmoothing
GraphicalmethodsGraphicalmethods
LifecyclemodelingLifecyclemodeling
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Akan mempengaruhi kemampuan customeruntukmembeli roduk asa an kita tawarkan.E :bun a
bankberpengaruh pada kemampuan membeli
rumah,kendaraan
Pyramidforecasting:makin tinggi suatu itemdalam
hirarki,akurasi nya akan semakin tinggi pula.
Tingkatforecast
yang
paling
efektif adalah padalevelproductfamilyatau productsubfamilylevel.
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Manfaatnya
Teknik sederhana &mudah dihitung
Dapat digunakan untuk filteroutrandomvariation
Periode yanglebih panjang akan memberikan gambaranyang e i a us
Keterbatasan
Jika terjadi trend,agak sulit mendeteksi
Movingaveragesterlambat mengikuti trend
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forecastlama
updatingitemforecasts.
Al haadalah bobot an diberikan ada actualdemand
Cukup baik bekerja untuk demandyangcukup konstan
Cukup baik untuk forecastjangka pendek
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Newforecast= xactualdemand+(1 )xoldforecast=oldforecast+ (actualdemand
oldforecast)
Oldforecast=160,actual=200, =0.1
New
forecast
=
160+(0.1x(200
160))=164 Oldforecast=160,actual=200, =0.8 = =.
Makindekat dengan 1.0,makin responsiveforecastn a den an demandterakhir.
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Pengaruhnilai
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Figure 8.5 Exponential forecast where trend exists
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latihansmoothin forecast
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Month Actual demand Forecast demand
1 260
3 225
4 245
5 250
6
Hitunglah forecast untuk bulan 1 sampai 6, bila alfa adalah 0,2 dan forecast padabulan ke 1 sebesar 240
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QualitativeTechni ues
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Expertopinion
FocusgroupHistoricalanalogy Panelconsensus
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ExternalFactors(Extrinsic)
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Competition
Newcustomers
Plansofmajorcustomers
Governmentpolicies
Regulatoryconcerns
Economicconditions
Environmentalissues
WeatherconditionsGlobaltrends
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(seasonal),kita dapat menghitung seasonal
SeasonalIndex=(rata2demandutk
per o e s verage eman u semuaperiode)
Indexdapat digunakan sebagai pengali
untuk forecastke depan
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contoh Seasonalit
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contoh Seasonalit
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Darigambar tsb:tidak ada trendtapi ada faktor
musiman.
Rata2demandtiap quarter/kwartal adalah 100unit
Maka seasonalindexmasing2kwartal sbb:
Kwartal 1=128/100=1.28
Kwartal 2=102/100=1.02
Kwartal 3=
75/100
=
0.75
Kwartal 4=95/100=0.95
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contoh Seasonalit
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tahunkedepansebesar420unit
Jawab:forecastrata2perkwartalditahundepan=
420 4=
105
Forecastkwartal1=1.28x105=134.4unit
= =
Forecastkwartal3=0.75x105=78.75unit . .
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latihanseasonalindex
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Month Average Demand Seasonal index
J anuary 30
e ruary
March 85
April 110
May 125
J une 245
August 135
September 110
cto e
November 60
Desember 30
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forecast error
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Adalahperbedaanantaraacutaldemand&.
Errorterjadidalam2hal:Bias&random
variation
Bias ter adi bila kumulative actual demand
bervariasidarikumulativeforecast
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14:39 85
F r ca t tan a ia ran m variati n
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14:39 86
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14:39 87
ABCInventoryControl
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pengawasan.
price/unit
Berdasarkan Pareto:
Kelas A,20%dari itemtotal,kontribusi nilai uangnya sebesar 80%.
Kelas B,30%dari itemtotal,kontribusi nilai uangnya sebesar 15%dari Rp pemakaian.
Kelas C,50%dari itemtotal,kontribusi nilai uangnya sebesar 5%dariRp pemakaian.
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Nilai Item dalam
Rp
,Usage x price/unitUsage x price/unit
L M N O P Q R S T UInventory Items
14:39 89
ABCAnalysis PenerapanPrinsipParetos80/20
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Nilai Item
dalam Rp
Nilai item disusundari yang terbesar
hingga terkecil
O S L N R Q M P U T
Inventory Items14:39 90
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-100
-90-
dalam Rp
Value-70
-60
-50-40
-30
-20
-10
O S L N R Q M P U T
Inventory Items14:39 91
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a ue o
Items % of total-100-a ue
-80-70
-60
Class A 20%Class A 20%
of items 80%of items 80% -50-40-30
of valueof value Class C 50%of items; 5% of
value
-20
-10Class B 30%
of items; 15%of value
O S L N R Q M P U T
Inventory Items14:39 92
No Item Unit dipakai/bulan Harga (Rp)
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No Item Unit dipakai/bulan Harga (Rp)
1 1100 2
2 600 40
3 100 4
4 1300 1
5 100 60
6 10 25
7 100 2
8 1500 2
9 200 2
10 500 1
14:39 93
ContohContoh ABCABC
dipakai/bulan
harga
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dipakai/bulan harga
1 1100 2 2200
2 600 40 24000
3 100 4 400
4 1300 1 1300
5 100 60 6000
6 10 25 250
7 100 2 200
9 200 2 400
10 500 1 500
Total 5510 38250
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NoItem Unit Harga (Rp) Pemakaian x Akumulasi Persentase Kelas
n
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n
2 600 40 24000 24000 62.75% A
5 100 60 6000 30000 78.43% A
8 1500 2 3000 33000 86.27% B
1 1100 2 2200 35200 92.03% B
4 1300 1 1300 36500 95.42% B
10 500 1 500 37000 96.73% C
3 100 4 400 37400 97.78% C
.
6 10 25 250 38050 99.48% C
Total 5510 3825014:39 95
ClassAItems
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Itemini umumnya memiliki nilai strategis dalam perusahaan.Karena valuen a tin i
Penting untuk menjaga informasi itemini:
Berapa yangkita miliki
Dimana ada dalam sistem
Apa yg sedang di order&kapan deliverynya.
Forecastingsales
Akurasi stockdi gudang
Berapa inventoryturnovernya?
Berapa safetystocknya?
Contoh di perusahaan anda??
3396
14:39 96
ClassCitems
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Slowmovingitem
Nilainya rendah,komoditi denganvolumebesar &menyita tempat
Dasarnya adalah jangan sampaikehabisan stock
Biasanya stockdihitung tahunan,kadang2dengan cara menimbang
untuk mengontrol stockminimum&pengisian kembali (vendormanagednventory ons nyas
3497
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Biasanya pembelian langsung ditangani
perusahaan
Biasanya stocktakedilakukan 24x/thn
98
14:39 98
Metode Mengawasi Inventory
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Class A Class B Class C
High consumption Moderate value Low value
Very strict control Medium control Loose control
Nil Safety Stock Low safety stocks High safety stock
Daily Deliveries Weekly/ Monthly Bulk/ Quarterl
Multi-sources Few sources Max.- 2 sources
Accurate forecasts Estimates Guestimmates
Central storage Storage in each plant Site storage
. .
99
ABCuntuk sparepart
V E D C t l ABC VED combine control
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V E D Control: ABC VEDcombinecontrol
V: Vital items
E: Essential/penting items
D: Desirable/diinginkan items
The basis of control is the criticality of the item
Vital - indicating that m/c cant run without V Item.
Essential - m/c can run but without parameters as such efficiency,,.
Desirable- m/c can run but factor of safety, industrial formalities cantbe satisfied (e.g. - wearing ear protection aid)
100
ABCuntuk sparepart
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ABC VEDcombine control
ABCClassification
VED Classification
V items E items D items
A itemsRegular stocks with
constant controlMedium stock No Stock
B items Medium Stock Medium Stock Very low Stocks
C items High Stock Medium Stock Low Stock
101
u u v
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F:FastmovingItems
N:NormalmovingItemsS:SlowmovingItems
D:Deaditems
ThebasisofcontrolistheUsa erate
102
SummaryofSelectiveControlTechniques
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Selective ControlTechnique
Basis of classification Chief Use
ABC Consumption value Controlling RM, WIP and components
Determinin the inventor level of s arer ca y o em
parts
XYZ Value of item in storage Reviewing the inventories & other uses
FNSD Consumption rate of item Controlling obsolescence
103
IRA Pernahkah anda Mendengarnya
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14:39:30 104
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a a arus a ura
Caramana yangterbaik dalammelakukan auditrecords
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ar e nven ory
No. Count Record
2 99 100
3 101 100
Total 295 300 Accuracy=295/300Or98.3%
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Part Shelf Inventor Accurac
No. Count Record Calculation
1 95 100 95%
2 99 100 99%
3 101 100 99%
Total 295 300Accuracy=Avg.ofthethree
.
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.
2. Planning(Unitswithtolerances)3. Production(Unitsw/otolerances)
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No. Cost Count Record Unit $$$$
1 $10 95 100 5 50
2 $ 30 99 100 1 30
3 $ 80 101 100 + 1 + 80
Total 295 300 0NoFinancial
Ad ustment
100%Accurate
P t T l Sh lf I t Withi O t id
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Part Toler Shelf Inventory Within Outside
No. ance Count Record Tolerance Tolerance
1 7% 95 100 X2 3% 99 100 X
3 0% 101 100 X
Accuracy=2/3
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Part S e Inventory
No.
Count Record
2 99 100
3 101 100
WrongWrong
WrongWrong
Total 295 300
Accuracy=0/3
Or0%
CaraMengukurInventoryRecordAccuracy
measurementMaximum+/ 5%
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Inventory
inventory
12004 100 90 +/- 5% Miss
17809 200 202 +/- 1% Hit
19876 100 99 +/- 0% Miss
+- ss
98706 100 104 +- 5% Hi
14:39:31 113
Ph i l I t C ti h
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Ph sicalInventor Countin han amembetulkan recordssaja
Masalah!
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FINANCIAL!
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Menghabiskan
Melelahkan
en m u an etidakakuratan
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Sample Counts
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SampleCounts
Investigasi Penyebab
Causecodesassi ned Dilakuan oleh personel yang
terlatih
Correctiveactionim lemented
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.
2. Longlastingaccuracy
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,
Tidak membetulkan recordyangada Tidak mengidentifikasi masalah
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a a pen e a an
yangspesifik untukmen ng a an
Sebuah metoda
berbasis 5Langkah
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InvestigateCauses
4 RootCauseAnalysis
SustaintheImprovement
MeasureandRecordAccuracy3BeBrutallyHonest
CountSample2CounteachweekUntilperfect
SelectControlSample1
degreeofproblems;
NoTolerances
ControlGroupCounting
Tentukan itemdalam grupSejumlah kecil iteminventory
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j y
Yangmewakili keseluruhan inventory
Purchased/manufacturedpartsemyang esar ec
Rawmaterial,components,finishedgoods
A B dan C items
Fastmaupun slowmoving
Posisi negatif dalam sistem
Posisi nol dalam sistem
Saat menerima barang (orderpoint)
123
2914:39:31
Betulkan ika IRA < 95
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Betulkan ika IRA < 95
Controlsample
Lakukan secara berkala Temukan penyebab masalah,betulkan
perbedaannya &Tetapkan programuntukperbaikan dan peningkatan IRA
Dilakukan oleh personel yangberpengalaman Tidak berarti menghilangkan physicalinventories
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Accuracymaintenance
A=12 Perencanaan/
= C=2
pen a wa an yc eCount
Conto CounterWor s eet
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Jikasesuaiden ansistemterimahasilperhitungan
a a sesua a errorpo cyJika tidak sesuai lihat transaksi
dengankemungkinansalahdancari
127 3514:39:31
a sys emcoun ac ua coun
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a sys em coun ac ua coun ,
periksalah: engeuaran tap e um a a transa s
Shipments tanpa transaksi
Backflush pending
Under issues in the s stem to WIP
shipping, etc.)
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J ika system count < actual count,per sa a :
Receipts tanpa transaksi
Over issues dalam systemScrap tidak dilaporkan
129 3714:39:31
RekonsiliasihasilCount
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Periksa juga:Kesalahan counting
dengan O (o)
Item terdapat pada lokasi lain
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13181
3914:39:31
semuapartyangmasuk(artinyastockbertambah)akanmasukkolomminus
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minus
semuapartyangkeluarakanmasukkolomplus
tambahkanactualqty(hasilcyclecounting)denganqtydikolompluslalukurangidengansemuadikolomminus
inilahnetqty
bandingkannetqtydenganyangadadisystem
bilamasihterjadiperbedaanartinyaitulahselisihakhiryangbisadi
writeoffataudicarilagipenyebabnya
13214:39:31
LatihanRekonsiliasins ru s
Anda diminta melakukan rekonsiliasi setelah cyclecountBacalah tiap baris dengan baik dan isilah pada kolom yangcocok " "
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Partnumber12345dan isilah kolom berikut:
Computeronhandquantity(qtysystem)=498 Actualpartsditemukan di storeroom=675 Initialerror=177pieces
25piecessudah dikirim ke productionuntuk digunakan assemblytapi materialyangdiambil belum di entryke sistem 15piecestelah dikirim customershippingpapermenunggu entry 225partsyangtelah diterima dari vendorsudah masuk dalamstoreroombelum dibuat transaksi
Workorder12345utk 10piecestelah lengkap dan telah dipindahkanke lokasi untuk workorderyangtelah siap tapi belum ada transaksi
133 4114:39:31
FormatRekonsiliasi
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Total
Actual Part counted dalam inventory
Tambahkan semua lus
Kurangi semua minus
Net
134
System Count
Kurangi Net dari aktual = Aktual error
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FormatRekonsiliasi
Part yang dibeli diterima di gudang menunggu transaksiPart yang dibeli dimasukkan dalamstock menunggu putaway
Material di indahkan ke work order menun u transaksi keluar
Material dipindahkan ke work order menunggu backflush
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Material dipindahkan ke work order menunggu backflush
Part untuk work order diterima di stock menunggu transaksi
Part untuk work order di transfer ke stock menunggu putaway
Part dipindahkan dari stock ke produksi tanpa transaksi
Item dikirimkan (shipping)menunggu shipping document
Item yang dijual di transaksikan sebagai shipped, masih dalamstock
Total
Actual Part counted dalam inventory
Tambahkan semua lus
Kurangi semua minus
Net
135
System Count
Kurangi Net dari aktual = Aktual error
14:39:31
JawabRekonsiliasiPlus Qty Minus Qty
Part yang dibeli diterima di gudangmenunggutransaksi 225
Part yang dibeli dimasukkan dalamstock menungguputaway
Material dipindahkanke work order menunggutransaksi keluar 25
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Material dipindahkan ke work order menunggubackflush
Part untukwork order diterima di stock menunggutransaksi 10
Part untukwork order di transfer ke stock menungguputaway
Part dipindahkandari stock ke produksi tanpa transaksi
Item dikirimkan (shipping)menunggu shipping document 15
tem yang ua transa s an se aga s ppe , mas a am stoc
Total 50 225
c ua ar coun e aam nven ory
Tambahkan semua plus + 50
Kurangi semua minus -225
136
System Count 498
Kurangi Net dari aktual = Aktual error 214:39:31
LaporanBerdasarkanPenyebab
Dapatdigunakan
untuk
dasar
perbaikan
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13714:39:31
Shortcuts/jalanpintas
Beberapa jalan pintas untuk mengurangi
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Waktu menghitung Saat Qtydi sistem negatif ()
Saat Qtydi sistem =0
Saat orderditerima
Multiplelocations.Hitunglah hanya pada
lokasi yangaktif
Reasonableness:lihat labelyangtertulis atau estimasi
138
jumlahnya untuk itemyangberada pada lokasi slow
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CycleCounting PhysicalInventory Investigasi penyebab &
membetulkannya
Tidak melakukan analisapenyebab
terusmenerus
Memerlukan personel
analysis
Memerlukan biaya besaryangterlatih tapi dampaknya sebentar
Semua orang terlibat
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Perhatian pada detail Memahami physicalstock(eg:
identifikasi produk,satuan dsb)
Ingin sempurna
14:39:31 140
Kualifikasi Investigator
Perhatian pada detail ,
Sherlock Holmes mentality
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SherlockHolmes mentality
Memahami sistem komputer logs(urutan historiskeluar masuk data)
Kemampuan Interpersonalskill
Memahami perpetualinventorysystemdesign
membuat laporan
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SafetyStock
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disiapkan untuk proteksi terhadap
u uas e u u an eman dan/atau supply(leadtime).
14:39 143
Reorder
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point
a b c
LT
,B: stock out terjadi pas saat barang datang dari vendor
C: tidak terjadi stock out
7214:39 144
SafetyStocktergantung
pada
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Variasi kebutuhan selama leadtime Servicelevel
Leadtime.Makin an an leadtime makin
besar safetystockyangdibutuhkan
7314:39 145
Kebutuhan bervariasi dengan
QQ
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ve
l
entory
le
Reorderpoint,R
In
LTLTTime
LTLT
00
7414:39 146
ReorderPointdengan
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ve
l
ve
l
ReorderReorder
QQ
entory
l
entory
l
point,point,RRIn
I
n
00
SafetyStock
TimeTime7514:39 147
ReorderPointforaServ ceLeve Pro a ty
Probabilityofmeeting demand during
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meetingdemandduringleadtime=servicelevel
Probabilityof
a
stockout
zd L
RRDemandDemand
7714:39 148
Untuk menghitung safety stock perlu
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Untukmenghitungsafetystockperlu
pemakaian
Standarddeviationadalahselisihforecastvsactualkemudiandi
kwadratkandandicariakarnya
14:39 149
Contoh
Mingu Actual Pemakaian Forecast Deviasi
dua
1 4900 5000 -100 10000
2 5000 5000 0 0
3 5100 5000 100 10000
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3 5100 5000 100 10000
4 5400 5000 400 160000
5 5300 5000 300 90000
6 4800 5000 -200 40000
7 5200 5000 200 40000
8 5000 5000 0 0
-
10 5200 5000 200 40000
Total 50,800 50000 1600 400000
Std deviation = (400,000/no. of period-1) =
= (400,000/ (10-1) = 211
8014:39 150
nn--
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N digunakan bila ada lebih dari 30 periode N-1 digunakan bila N lebih kecil dari 30 periode
Dari contoh sebelumnya : std deviation(400,000/(10-1))
= 211
8114:39 151
Safetystock=safetyfactorxstandard
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y y
Safetyfactorditentukan oleh servicelevel
on o a a ng n serv ce
eve
ma asafetyfactornya adalah 0.84
Kemudian 0.84dikalikan dengan standard
deviationuntuk mendapatkan safetystock
14:39 152
ContohServiceLevel
Berapa servicelevelutk suatu itemdimana
kebutuhan tahunannya 25,000units&order
tit 5 000 it ? M t h
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quantity5,000units?Managementhanya
mem er o erans a s oc ou per a un.
N=25,000/5,000=5
S.L.=5 1x100%=80%
Bagaimana jika
orderQuantitynya
menjadi 1,000?
15314:39 153
Table of service level
Desiredservice level Safety Facto
50 0
80 0 84
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80 0.84
.
90 1.28
95 1.65
97.72 2
98 2.05
99 2.33
99.87 3
99.93 3.2.
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Desired servicelevel
Safety stock = safety factor X std deviation
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50% 0 0 211x
95% 349 1.65 211
99% 492 2.33 211
8414:39 155
contoh: management policy, 1 stock out per tahun
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kebutuhan/thn: 52,000 & order qty: 2,600. Std deviasi 100, lead time 1minggu
Hitunglah:
1. jumlah order / thn
2. service level
3. safety stock
4. reorder point
1. j
14:39 156
1. jumlah order/thn =52,000/2,600=20x/thn
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= . 1)/20=95%
=. , . .
stock=1.65x100(stddeviasi)=165unit
= = =. , , .
x1000=1000.ROP=DDLT+SS=1000+165=1165
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leadtimemeningkat,safetystockakan meningkat
meningkat tidak proporsional
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dilakukan ad ustment bila lead time menin kat
Newsafetystock=oldsafetystockx (newinterval/oldinterval)
contoh:safetystock150&leadtime2minggu.Bila leadtimejadi 3minggu berapaSSnya?
NewSS=150x =150x1.22=183unit
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managementmemberikan toleransi 1xstockout/thn
Kebutuhan/thn 100,000&orderqty10,000
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Leadtime2minggu,datahistoris 10mingguterlampir
2. Servicelevelnya
3. Safetystockuntuk serviceleveltsb
4. Reorder ointn a
14:39 159
Latihan 1
Hitun lah Standar Deviasi
Actual DeviasiMinggu Pemakaian Forecast Deviation pangkat dua
1 2100 2000
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1 2100 2000
3 2600 2000
4 1400 2000
5 1800 2000
6 2300 2000
7 2200 2000
8 1600 2000
10 2200 200014:39 160
Latihan 1
Hitun lah Standar Deviasi
Actual DeviasiMinggu Pemakaian Forecast Deviation pangkat dua
1 2500 2000
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3 2800 2000
4 1300 2000
5 1800 2000
6 2200 2000
7 2100 2000
8 1600 2000
10 1200 200014:39 161
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Imanadi085225019360
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