Curriculum Vitae Name : Wahyu Syarif Hidayat NIM : 2244-11-127 Address : Jl. Gadang Terusan No. 76 A RT 001/RW 07 Kel. Sungai Bambu Kec. Tanjung Priok Jakarta Utara Place, Date of Birth : Jakarta, May 15, 1994 Nationality : Indonesian Religion : Moslem Sex : Male Email : wahyusyarif127@yahoo.com Education : - SD Negeri Sungai Bambu 02 Jakarta Utara - SMP Negeri 129 Jakarta Utara - SMA Negeri 18 Jakarta Utara

THE ROLE OF DISTRIBUTION CENTRES ANDWAREHOUSES

TOOLS & Techniques

TOOLS AND TECHNIQUESThere are a number of different tools and techniques that can be used to help with logistics process redesign. Some of these techniques have been adopted inmanufacturing under the umbrella known as 'Six Sigma'. Someof the main alternatives are:

Pareto analysis. Sometimes known as the 80/20 rule, this is a crucial method used in logistics for identifying the major elements of any business or operation. By identifying these main elements it is possible to ensure that, for analytical purposes, any assessment is based specifically on the key aspects and is not taken up with the peripheral detail

Sumber : Handbook Logistic and Distribution hal 127

In this example, which is common to most companies, 20 per cent of the product lines or SKUs (stock keeping units) are responsible for 80 per cent of the sales in value of the company's products. This type of relationship holds true for many relationships in logistics and distribution – the most important customers, the most important suppliers, etc. Thus, it is possible to identify a limited number of key elements that are representative of the main business and to concentrate any major analysis on this important 20 per cent. Another useful result of Pareto analysis is to identify the items (customers, products or whatever) that make up the final 50 per cent of the 'tail' of the curve. These are often uneconomic to the company and should be considered for rationalization or elimination

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A' class products represent 20 per cent of the range of products, but account for 80 per cent of sales, 'B' class products represent 30 per cent of the range of products, but account for 15 per cent of sales, and 'C‘ class products represent 50 per cent of the range of products, but account for just 5 per cent of sales.

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Market or Costumer Segmentation. One of the main objectives of the design of suitable logistics processes is to ensure that they are ‘costumer –facing’ and to align them in such a way that all custmer’s needs are met. Clearly, not all customers are the same an therefore not all customer requirements are the same. It is important to be able to identify different types of customers and different types of market and to adopt the appropriate service requirement to take account of these differences

Sumber : Handbook Logistic and Distribution hal 127

Customer service studies. A customer service study should be used as the basis for identifying key service requirements on which to design suitable logistics processes

Relationship mapping. This is used at an early stage of logistics process design to identify the main departments within a company (or across the broader supply chain if this is possible) that are specifically involved in a particular process. As well as identifying these key departments, so that they can be brought into the design process, this will help to pinpoint the major relationships and will highlight the complexity within any particular process, thus indicating its need for redesign

Sumber : Handbook Logistic and Distribution hal 128

Process charts. These can be represented in a variety of different guises, whether by straightforward flowcharts or by a matrix. The flowchart approach can be based on traditional flowcharting techniques. This is useful because standard shapes are used to represent different types of activity (storage, movement, action, etc), and the importance of flows can be highlighted in terms of the number of movements along a flow. The matrix chart provides a more systematic way of representation and can be beneficial where time is to be represented.

Sumber : Handbook Logistic and Distribution hal 128

Value/time analysis. This type of analysis can be used to identify where in a process value is actually added to the product. The aim is to highlight those parts of the operation that provide a cost but add no value. Traditionally, for most manufactured products, value is added when a process changes the nature of the product (such as production, which alters the physical attributes, or transport, which alters the physical location).

Time-based process mapping. This is another method of identifying and eliminating wasted time in a process. The idea is to understand and record a process in detail and to be able to identify what is active or useful time and what is wasted time. The output from such an exercise is the opportunity to engineer the wasted time out of the process so that service is improved and cost is reduced through a reduction in the overall time taken to complete the process

Sumber : Handbook Logistic and Distribution hal 129 -131

THE ROLE OF DISTRIBUTION CENTRES AND WAREHOUSESThere are a number of reasons why DCs and warehouses are required. These vary in importance depending on the nature of a company's business. In general, the main reasons are: To hold the inventory that is produced from

long production runs. Long production runs reduce production costs by minimizing the time spent for machine set-up and changeover, enabling 'lean' manufacturing.

Sumber : Handbook Logistic and Distribution hal 136

To hold inventory and decouple demand requirements from production capabilities.This helps to smooth the flow of products in the supply chain and assists in operational efficiency, enabling an 'agile' response to customer demands.Note that many supply chains have strategic inventory located at several different points, whereas this buffer only needs to be held at what is known as the decoupling point: the point at which discrete product orders are received.

Sumber : Handbook Logistic and Distribution hal 136

To hold inventory to enable large seasonal demands to be catered for more economically.

To hold inventory to help provide good customer service.

To enable cost trade-offs with the transport system by allowing full vehicle loads to be used.

To facilitate order assembly

Sumber : Handbook Logistic and Distribution hal 136

it should be noted that there are a number of different types of DC,each of which might be considered in the planning of a suitable physical distribution structure. These might include: finished goods DCs/warehouses — these hold the stock

from factories; distribution centres, which might be central, regional (RDC),

national (NDC) or local DCs— all of these will hold stock to a greater or lesser extent;

trans-shipment sites or stockless, transit or cross-docking DCs — by and large,these do not hold stock, but act as intermediate points in the distributionoperation for the transfer of goods and picked orders to customers;

seasonal stock-holding sites; overflow sites.

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