The roles of purchasing and

supply management in increasing

speed and efficiency

Prof. Ir. I Nyoman Pujawan, M.Eng, Ph.D, CSCP Professor of Supply Chain Engineering

Kepala Laboratorium Logistics & Supply Chain Management

Institut Teknologi Sepuluh Nopember E-mail: pujawan@gmail.com

Supply Chain Summit, Bali 24 Juni 2014

NAPM (National Association of Purchasing

Management) founded in 1915, with about 50000

members. In 2001, the name changes to Institute

for Supply Management ™ (ISM) (www.ism.ws)

In Europe, International Federation of Purchasing

and Materials Management (IFPMM) changed its

name to International Federation of Purchasing and

Supply Management (IFPSM) in 2004.

(www.ifpsm.org)

Purchasing Management

Procurement Management

Supply Management

Semakin strategis perannya

Posisi CPO Relatif Terhadap CEO: Supply Management is becoming more strategic

0

57,14

23,81

9,52

9,52

0 10 20 30 40 50 60

1 level

2 levels

3 levels

4 levels

5 levels

21 respondents of American Utility Industry, 2009

Rata-rata 2.71 level di bawah CEO, dan rata-rata 3.9 level dari layer terbawah SME ke CPO. Di industri aerospace dan defense (26 sample), angka pertama adalah 2.23

From Tactical to Strategic Buying: Bethlehem Steel’s Evolution

Market knowledge Supply base management Commodity strategy Risk management Sourcing strategy Supplier capability assessment Strategic negotiation Supplier selection Supplier development Establish performance metrics Commercial (tactical) negotiation Supplier performance evaluation/reporting Order processing

Tactical

Strategic

Almost 50% SME perform strategic functions (CAPS Survey, 2009)

Industry SME as % of

Total Employees

Strategic

SME (%)

Operational

SME (%)

Aerospace / Defense 3.53 21.43 78.57

Chemical 1.56 45.52 54.48

Computer Software 0.61 58.96 41.04

Beverage & Foods 0.42 77.90 22.1

Electronics 2.89 34.19 65.81

Engineering / Construction 4.06 25.96 74.04

Industrial Manufacturing 0.95 45.85 54.15

Metals / Mining 1.54 40.12 59.88

Petroleum 2.93 32.00 68

Pharmaceutical 0.90 50.90 49.1

Semiconductor 0.92 36.58 63.42

Avarage 1.85 42.67 57.33

At Chevron, there will be a focus on an increased emphasis on the strategic rather than the tactical aspects of procurement (procurement transaction processes will be automated and/or outsourced).

Increased integration of suppliers into the business (integrated work processes, standardized

specifications, shared equity arrangements) is a goal of ours. ...........

(Helmut F. Porkert is chief procurement officer of the global procurement organization at Chevron

Corporation – Interview with Journal of SCM).

Procurement Strategies

Typical Supplier Portfolio Model

Strategi Pengadaan

• Gunakan waktu lebih banyak untuk yang strategis

• Minimalkan waktu / simplifikasi proses untuk yang non-critical (p-card, blanket order, etc.)

• Pelihara bargaining position untuk leverage

• Geser posisi untuk bottleneck (misalnya melalui kolaborasi horizontal)

Petroleum Industry Benchmark (Involving 22 global companies, CAPS 2010)

• Percent of managed spend through stand alone purchase orders 28.81% (Max. 67.81%)

• Percent of managed spend through blanket agreements / long-term contracts 59.45% (max. 95.41%)

• Percent of spend through procurement cards 0.97% (Max. 4.97%)

• Percent of active suppliers that account for 80% of spend 4.64%

Trend toward decreased supply base, Case of Petroleum industry

CAPS Report, 2010

Relationships with Suppliers

• During the past 5 years, percent of long-term contracts that were awarded to single-source suppliers 24.83% (max. 70%)

• During the past 5 years, percent of long-term contracts that were awarded to sole-source suppliers 21.42% (max. 70%)

• During the past 5 years, percent of long-term contracts that were competitively bid 60.84% (max. 100%)

Pembelian Kuas, 2011

Part No Deskripsi Supplier Nilai (Rp) # PO 1 KUAS -- KUAS-CAT-3IN -- GENERAL 21.900.510 104

2 KUAS -- KUAS-CAT-2IN -- GENERAL

5.318.550 46

3 KUAS ROLL -- KUAS-ROLL-5IN -- GENERAL

10.896.660 45

4

KUAS -- KUAS-CAT-4IN. PROSES SPPBC --

GENERAL

4.179.280 40

5 KUAS ROLL -- KUAS-ROLL-7IN -- GENERAL

9.271.550 36

6 KUAS -- KUAS-CAT-2,5IN -- GENERAL

2.057.680 17

7 KUAS -- KUAS-CAT-1,5IN -- GENERAL

1.294.820 12

8 KUAS ROLL -- KUAS-ROLL-4IN -- GENERAL

2.136.600 10

9

KUAS -- KUAS-CAT-1IN **** SPPBC **** --

GENTOOL

1.392.300 9

10 KUAS -- KUAS-CAT-5IN -- GENTOOL

351.400 3

58.799.350 322 13

Jumlah Item per PO: Kasus 1 PT A

7075

1147

445 285 169 148 113 94 79 77 229

JUM

LAH

1

JUM

LAH

2

JUM

LAH

3

JUM

LAH

4

JUM

LAH

5

JUM

LAH

6

JUM

LAH

7

JUM

LAH

8

JUM

LAH

9

JUM

LAH

10

JUM

LAH

>10

Grafik di samping menunjukkan jumlah item per PO untuk tahun 2011. Sekitar 72% PO hanya memuat satu item. Perlu upaya meningkatkan jumlah item per PO. Single item

72% (7,075)

Multi item 28% (2,786)

Total PO 2011 (9,861 PO)

14

Level Konsolidasi Pengadaan yang Bagus: PT B

0

100

200

300

400

500

600

700

1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 62 66 69 73 76 80 84 90 99 106 116 128 136 156 184 335

Sampel diambil dari data tahun 2011. Hanya sekitar 26% dari PO yang ada hanya

mengandung satu item. Bahkan ada sekitar 4% PO yang mengandung lebih dari 50 item.

Rata-rata 11,3 item per PO

Internal Integration

Aliran Barang & Informasi dalam Kegiatan Perawatan

OPERATIONS

KEGIATAN MAINTENANCE

MAINTENANCE PLANNING

MATERIALS PLANNING

PROCUREMENT

SUPPLIER / AGENT

GUDANG

OEM

Beberapa Pendekatan Supply Chain

OPERATIONS

KEGIATAN MAINTENANCE

MAINTENANCE PLANNING

MATERIALS PLANNING

PROCUREMENT

SUPPLIER / AGENT

GUDANG

OEM

Pemahaman yang lebih baik tentang perilaku peralatan

Integrasi antar fungsi lebih solid

Penggunaan data lebih efektif untuk perencanaan

Pengembangan supplier lokal

Hubungan dengan supplier lebih kolaboratif

Memperpendek siklus dari PR ke PO

Pemahaman tentang interchangeability

Integrasi data gudang untuk rutin, shutdown, maupun ex-project

Data recording usage dan lead time lebih akurat

Upaya pemendekan lead time pengiriman

Beberapa Data Benchmark

No Metrics Average value

1 Average PO processing cost $ 217

2 Average cycle time (from requisition approval to

PO placement) of direct goods

9.35 days

3 Average cycle time (from requisition approval to

PO placement) of indirect goods

5.79 days

4 Percent of active suppliers that account for 80%

of spend

6.09

5 Professional training hours completed per SME 18.06

6 Annual spend per SME on professional training $ 907

7 Percent of spend via pCard 1.61

8 Total spend as % of sales dollars 44.99

Sumber: CAPS Research on Cross Industry Standards, data 2008, released 2009

Komparasi dengan Beberapa Perusahaan

Benchmark 1 Benchmark 2 Benchmark 3 Best Practice

Internasional

PR – PO (Barang) • 30.1 hari

(non PNK)

• 12.5 hari

(PNK)

• 23.58 hari

(keseluruhan

jenis barang

dan jasa)

• 50.6 hari (tanpa

klarifikasi)

• 92.1 hari

(dengan

klarifikasi)

• 9.35 hari (Direct

goods)

• 5.79 hari

(indirect goods)

PR – PO (Jasa) 111 hari (CA)

67 hari (CB)

Jumlah Item

Barang per PO

11.3 item 2.1 item 3.69 item

Response Rate

(vendor barang)

38.9%

42% (barang dan

jasa keseluruhan)

Response Rate

(vendor jasa)

64%

Terima Kasih