scm 03 decision phase of scm
TRANSCRIPT
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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