Rantai pasok.pptx

WORKPLACELOGISTICS

FACILITYLOGISTICS

CORPORATELOGISTICS

SUPPLYCHAIN

LOGISTICS

GLOBALLOGISTICS

1990 s1980 s1970 s1960 s1950 s

SC

OP

E &

IN

FL

UE

NC

ETHE EVOLUTION OF LOGISTICS

Workplace Logistics “Aliran material pada sebuah stasiun kerja tunggal“Tujuan : meminimasi perpindahan seorang pekerja individual pada sebuah mesin atau sepanjang lini perakitan.Facility Logistics ”Aliran material antara stasiun kerja di dalam fasiltas (yaitu, inter-stasiun kerja dan intra-fasilitas). Fasilitas dapat berupa pabrik, stasiun, gudang, atau pusat distribusi.” Tujuan : penanganan material (material handling).

Corporate Logistik ”Aliran material dan informasi antar fasilitas dan proses-proses pada sebuah perusahaan (inter-stasiun kerja, inter-fasilitas, dan intra-perusahaan)”Tujuan : mencapai dan mempertahankan kebijakan pelayanan konsumen yang menguntungkan dan mengurangi biaya total logistik.Supply Chain Logistics“Aliran material, informasi, dan uang antar perusahaan antar-stasiun kerja, antar fasilitas, antar perusahaan, dan antar chain)”Logisitik adalah kejadian dalam supply chain.

Logistik Global„Aliran material, informasi, dan keuangan antar negara“Logistik global menghubungkan supliernya suplier kita dengan konsumen akhir di seluruh dunia.

Logistik Generasi MendatangKolaborasi logistik : optimasi real-time serta komunikasi antara semua rekanan pada seluruh mata rantai supply.Logistik virtual (fourth-party logistics) : seluruh aktivitas logistik dan manajemen akan di outsourced ke provider-provider third-party logistics.

Merupakan bagian dari proses Rantai Pasok yang direncanakan, dilaksanakan, dan dikendalikan dengan efisien, mengefektifkan aliran dan penyimpanan barang, pelayanan,

dan informasi terkait dari titik-titik pengumpulan/asal (point of origin) ke titik-titik konsumsi/tujuan (point of consumption) untuk memenuhi kebutuhan konsumen.

Missi Logistik menurut Ballou (1999) :Menyampaikan barang atau jasa yang tepat, pada tempat yang tepat, pada waktu yang tepat, dan pada kualitas

yang diinginkan, sehingga memberikan kontribusi terbesar bagi

perusahaan.

Tujuan Logistik menurut Ballou (1999) :Menyampaikan barang jadi dan

bermacam-macam material dalam jumlah yang tepat, pada waktu yang

dibutuhkan, dalam keadaan yang dapat dipakai, ke lokasi dimana ia dibutuhkan

dan dengan total biaya terendah.Sasaran Logistik menurut Ballou (1999) :

Mencapai level sokongan manufacturing-pemasaran yang telah ditentukan sebelumnya dengan total

biaya yang serendah mungkin.

Physical distribution

(outbound logistics)

Physical supply

(Materials management /Inbound Logistics)

Business logistics

Sources ofsupply

Plants/operations Customers

• Transportation• Inventory maintenance• Order processing• Acquisition/purchasing/procurement• Protective packaging• Warehousing• Materials handling• Information maintenance

• Transportation• Inventory maintenance• Order processing• Product scheduling• Protective packaging• Warehousing• Materials handling• Information maintenance

Focus firm’s internal supply chain

Demand forecasting

Purchasing

Requirements planning

Production planning

Manufacturing inventory

Warehousing

Materials handling

Industrial package

Finished goods inventory

Distribution planning

Order processing

Transportation

Customer service

Materials Management

Distribution Management

Logistics supplychain

Fragmentation1960

Evolvingintegration

1980

Totalintegration

2000

PurchasingMaterialControl

Production Sales Distribution

Stage 1: baseline

Materials Management

ManufacturingManagement Distribution

Stage 2: functional integration

Materials Management

ManufacturingManagement Distribution

Stage 3: internal integration (logistics)

SuppliersInternal supply

chain Customers

Stage 4: external integration(supply chain)

What Is the Supply Chain?

• Juga disebut sebagai jaringan logistik• Suppliers, manufacturers, warehouses, distribution centers and

retail outlets – “facilities”dan • Raw materials , Work-in-process (WIP) inventory, Finished

products, yang mengalir antara fasilitas

Semua fasilitas, fungsi, kegiatan, terkait dengan aliran dan transformasi barang dan jasa dari bahan baku kepada pelanggan, serta arus informasi yang terkait

Sebuah kelompok yang terintegrasi untuk memproses : "sumber (source)," "membuat (make)," dan “mengirim (deliver)" produk

The Supply ChainSuppliers Manufacturers Warehouses &

Distribution CentersCustomers

Material Costs

TransportationCosts

TransportationCosts

TransportationCostsInventory CostsManufacturing Costs

Consumer

Retailer

Manufacturing

Material Flow

VISA®

Credit Flow

Supplier

Supplier Wholesaler

Retailer

CashFlow

OrderFlow

Schedules

Supply Chain

for Denim

Jeans

Supply Chain

for Denim Jeans (cont.)

Supply Chain Processes

Supply Chain for Service Providers

• Lebih sulit dari manufacturing• Fokusnya bukan pada aliran physical goods• Fokusnya pada human resources & support services

The Supply Chain – Another View

Suppliers Manufacturers Warehouses &Distribution Centers

Customers

Material Costs

TransportationCosts

TransportationCosts Transportation

CostsInventory CostsManufacturing Costs

PlanPlan Source Source Make Make Deliver Deliver Buy Buy

What Is Supply Chain Management (SCM)? • Satu set pendekatan yang digunakan untuk efisiensi

pengintegrasian :– Suppliers– Manufacturers– Warehouses– Distribution centers

• Sehingga produk ini diproduksi dan didistribusikan– In the right quantities– To the right locations– at the right time– at the low cost

• Memenuhi service level yang ditentukan• Keys to effective SCM :

– information– communication– cooperation– trust

Pengarang Definisi Manajemen Supply ChainOliver and Webber (1982)

Aliran barang-barang mulai dari pemasok melalui pabrikan dan saluran distribusi ke pemakai akhir.

Christopher (1992)

Manajemen jejaring organisasi yang menghubungkan upstream dan downstream, dalam proses & aktivitas yang berbeda untuk memproduksi nilai suatu produk/jasa ke konsumen akhir

David Simchi-Levi et al. (2000)

Sekumpulan pendekatan yang digunakan untuk mengefisienkan integrasi pemasok-pabrikan-gudang-distributor-pengecer dalam memproduksi dan distribusi pada kuantitas yang tepat, lokasi yang tepat, dan waktu yang tepat, untuk meminimasi seluruh ongkos dan memenuhi kebutuhan tingkat pelayanan

Ayers (2001) Perancangan, pemeliharaan dan operasi proses supply chain untuk memuaskan pengguna akhir

22

History of Supply Chain Management

• 1960’s - Inventory Management Focus, Cost Control• 1970’s - MRP & BOM - Operations Planning• 1980’s - MRPII, JIT - Materials Management, Logistics• 1990’s - SCM - ERP - “Integrated” Purchasing,

Financials, Manufacturing, Order Entry• 2000’s - Optimized “Value Network” with Real-Time

Decision Support; Synchronized & Collaborative Extended Network

Physical distribution

(outbound logistics)

Physical supply

(Materials management /Inbound Logistics)

Business logistics

Sources ofsupply

Plants/operations Customers

• Transportation• Inventory maintenance• Order processing• Acquisition/purchasing/procurement• Protective packaging• Warehousing• Materials handling• Information maintenance

• Transportation• Inventory maintenance• Order processing• Product scheduling• Protective packaging• Warehousing• Materials handling• Information maintenance

Focus firm’s internal supply chain

PurchasingMaterialControl

Production Sales Distribution

Stage 1: baseline

Materials Management

ManufacturingManagement Distribution

Stage 2: functional integration

Materials Management

ManufacturingManagement Distribution

Stage 3: internal integration (logistics)

SuppliersInternal supply

chain Customers

Stage 4: external integration(supply chain)

Demand forecasting

Purchasing

Requirements planning

Production planning

Manufacturing inventory

Warehousing

Materials handling

Industrial package

Finished goods inventory

Distribution planning

Order processing

Transportation

Customer service

Materials Management

Distribution Management

Logistics supplychain

Fragmentation1960

Evolvingintegration

1980

Totalintegration

2000

SCM System Among Others

Information Technology for Supply Chain Management

• Software Systems– Electronic Data Interchange (EDI)– Material Requirements Planning (MRP)– Manufacturing Resource Planning (MRP II)– Enterprise Resource Planning (ERP)– Supply Chain Management Systems (SCM)– Customer Relationship Management (CRM)– Internet-based Software

• Network Infrastructure– Wide Area Network– Internet (for E-commerce: B2B, B2C) 27

28

Why Is SCM Difficult?

• Ketidakpastian yang melekat di setiap supply– Travel times– Breakdowns of machines and vehicles– Cuaca, bencana alam, perang– Local politics, labor conditions, border issues

• Kompleksitas masalah dalam mengoptimalkan supply chain :– Minimize internal costs– Minimize uncertainty

Plan Source Make Deliver Buy

29

The Importance of Supply Chain Management

• Berurusan dengan lingkungan yang tidak menentu - matching supply and demand

• Singkatnya siklus hidup produk berteknologi tinggi- Kurang kesempatan untuk mengumpulkan data historis pada permintaan pelanggan- Luasnya pilihan produk dalam bersaing membuatnya sulit untuk memprediksi permintaan

• Perkembangan teknologi seperti Internet memungkinkan kolaborasi lebih besar antara mitra dagang supply chain

• Ketersediaan teknologi SCM di pasar– Perusahaan dapat mengakses berbagai tipe produk

(e.g., SAP, Baan, Oracle, JD Edwards) yang mengintegrasi proses internal

Product Life Cycle, Sales, Cost, and ProfitS

ale

s,

Cost

& P

rofi

t .

Introduction Maturity DeclineGrowth

Cost ofDevelopment

& ManufactureSales Revenue

Time

Cash flowLoss

Profit

Supply Chain Uncertainty

• One goal in SCM:– respond to uncertainty in

customer demand without creating costly excess inventory

• Negative effects of uncertainty– lateness– incomplete orders

• Inventory– insurance against supply

chain uncertainty

• Factors that contribute to uncertainty– inaccurate demand forecasting– long variable lead times– late deliveries– incomplete shipments– product changes batch ordering – price fluctuations and discounts– inflated orders

32

Supply Chain Management and Uncertainty

• Inventory dan tingkat back-order berfluktuasi di seluruh supply chain bahkan ketika permintaan konsumen tidak bervariasi

• Variabilitas memburuk (meningkat)• Forecasting doesn’t help!

Manufacturer

Wholesale Distributor

sConsume

rs

Multi-tier

SuppliersRetailer

s

Time

Sale

s

Sale

sTime

Sale

s

Time

Sale

s

Time

Bullwhip Effect

Bullwhip Effect O

rder

Q

uan t

ity

Time

Retailer’s Orders

Ord

er

Qua

n tit

y

Time

Wholesaler’s Orders

Ord

er

Qua

n tit

y

Time

Manufacturer’s Orders

Pembesaran variabilitas dalam pesanan di supply-chain. Fluktuasi pesanan meningkat ke arah hulu supply chain dari retailers (pengecer) ke grosir ke produsen dan ke pemasok

Pembesaran variabilitas dalam pesanan di supply-chain. Fluktuasi pesanan meningkat ke arah hulu supply chain dari retailers (pengecer) ke grosir ke produsen dan ke pemasok

Banyak pengecer dengan masing-masing sedikit variabilitas pesanan mereka ….

Banyak pengecer dengan masing-masing sedikit variabilitas pesanan mereka ….

…dapat menyebabkan variabilitas yang lebih besar untuk beberapa pedagang besar (wholesalers), dan …

…dapat menyebabkan variabilitas yang lebih besar untuk beberapa pedagang besar (wholesalers), dan …

…dapat menyebabkan variabilitas yang lebih besar lagi bagi produsen tunggal.

…dapat menyebabkan variabilitas yang lebih besar lagi bagi produsen tunggal.

Bullwhip Effect

35

Today’s Marketplace Requires:

• Personalized : konten dan pelayanan bagi pelanggan

mereka

• Collaborative : perencanaan dengan design

partners, distributors, and suppliers

• Real-time : commitments for design, production,

inventory, and transportation capacity

• Flexible : pilihan logistik untuk memastikan

pemenuhan tepat waktu

• Order tracking & pelaporan melalaui multiple

vendors and carriers

Shared visibility for trading partners

36

Supply Chain Management – Key Issues

• Forecasts are never right– Sangat tidak mungkin bahwa permintaan aktual akan sama dengan

peramalan

• The longer the forecast horizon, the worse the forecast– Ramalan selama satu tahun dari sekarang tidak akan pernah

seakurat ramalan selama 3 bulan dari sekarang

• Aggregate forecasts are more accurate

Namun demikian, metode peramalan adalah alat manajemen yang penting untuk mengurangi ketidakpastian permintaan

37

Supply Chain Management – Key Issues

• Mengatasi fungsi-fungsi dalam organisasi yang tujuan-tujuannya saling bertentangan

Purchasing Manufacturing Distribution Customer Service/Sales

Few change- overs

Stable schedules

Long run lengths

High inventories

High service levels

Regional stocks

SOURCE MAKE DELIVER SELL

Low pur-chase price

Multiple vendors

Low invent-ories

Low trans-portation

Supply Chain Management – Key Issues

ISSUE CONSIDERATIONS

Network Planning • Warehouse locations and capacities• Plant locations and production levels• Transportation flows between facilities to minimize cost and time

Inventory Control • How should inventory be managed?• Why does inventory fluctuate and what strategies minimize this?

Supply Contracts • Impact of volume discount and revenue sharing• Pricing strategies to reduce order-shipment variability

Distribution Strategies • Selection of distribution strategies (e.g., direct ship vs. cross-docking)• How many cross-dock points are needed?• Cost/Benefits of different strategies

Integration and Strategic Partnering

• How can integration with partners be achieved?• What level of integration is best?• What information and processes can be shared?• What partnerships should be implemented and in which situations?

Outsourcing & Procurement Strategies

• What are our core supply chain capabilities and which are not?• Does our product design mandate different outsourcing approaches?• Risk management

Product Design • How are inventory holding and transportation costs affected by product design?• How does product design enable mass customization?

39

Supply Chain Management Operations Strategies

STRATEGY WHEN TO CHOOSE

BENEFITS

Make to Stock standardized products, relatively predictable demand

Low manufacturing costs; meet customer demands quickly

Make to Order customized products, many variations

Customization; reduced inventory; improved service levels

Configure to Order many variations on finished product; infrequent demand

Low inventory levels; wide range of product offerings; simplified planning

Engineer to Order complex products, unique customer specifications

Enables response to specific customer requirements

Source: Simchi-Levi

40

Supply Chain Management – Benefits

• Tahun 2009, PRTM Integrated Supply Chain Benchmarking Survey of 331 firms found significant benefits to integrating the supply chain

Delivery Performance 16%-28% Improvement

Inventory Reduction 25%-60% Improvement

Fulfillment Cycle Time 30%-50% Improvement

Forecast Accuracy 25%-80% Improvement

Overall Productivity 10%-16% Improvement

Lower Supply-Chain Costs 25%-50% Improvement

Fill Rates 20%-30% Improvement

Improved Capacity Realization 10%-20% Improvement

Source: Cohen & Roussel

Supply Chain Imperatives for Success

• Melihat supply chain sebagai aset strategis dan pembeda (diferensiasi)– Wal-Mart’s partnership with Proctor & Gamble to automatically

replenish inventory– Dell’s innovative direct-to-consumer sales and build-to-order

manufacturing• Ciptakan konfigurasi supply chain yang unik yang sesuai

dengan tujuan strategis perusahaan– Operations strategy– Outsourcing strategy– Channel strategy– Customer service strategy– Asset network

• Reduksi uncertainty (ketidakpastian), dengan :– Forecasting– Collaboration– Integration

Supply chain configuration components

Information In The Supply Chain

Source Source Make Make Deliver Deliver Sell Sell

Suppliers Manufacturers Warehouses &Distribution Centers

Retailer

Order Lead Time

Delivery Lead Time

Production Lead Time

• Setiap fasilitas yang makin jauh dari permintaan pelanggan aktual harus membuat forecasts of demand

• Kurangnya data aktual pembelian pelanggan, setiap fasilitas hanya berdasarkan ramalan pada order ‘downstream’, yang lebih bervariasi dari pada permintaan aktual

• Untuk mengakomodasi variabilitas, tingkat persediaan overstocked sehingga meningkatkan biaya persediaan.

Diperkirakan supply chain perusahaan farmasi menyiapkan persediaan untuk 100 hari guna mengakomodasi ketidakpastian

Plan

Value of Information and SCM

Taming (menjinakkan) the Bullwhip

45

Methods for Improving Forecasts

AccurateForecasts

Panels of Experts

• Internal experts• External experts• Domain experts• Delphi technique

• Moving average• Exponential smoothing• Trend analysis• Seasonality analysis

Judgment Methods

Time-Series Methods

Causal Analysis

Market Research Analysis

• Relies on data other than that being predicted

• Economic data, commodity data, etc.

• Market testing• Market surveys• Focus groups