21st Century Supply Chain_kelompok 1_zu 2014

7/23/2019 21st Century Supply Chain_kelompok 1_zu 2014

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21stCentury SupplyChains

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1. Nova Cahaya Putri 2241140162. Cintya Di !"#tari 224114102$. %van &u'i Fa(ar 224114141

4. &)*ah T"#+a,ia T 2241142-4. &u,ya Pu#/ita#ari 224114$6

C!& OF U 2014


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1.

Th" u//,yChain R"vo,ution

2. G"n"ra,i"'u//,y Chain

Mo'",

$.

%nt"3rat"'Mana3"+"nt

4.

R"#/on#iv"

n"##

.

Finan5ia,o/hi#ti5ation

6.

G,oa,iation

-.

%##u"# in u//,yChain

Mana3"+"nt

21#tC"nturyu//,yChain#


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The Supply Chain Revolution

u//,y 5hain 7#o+"ti+"# 5a,,"' th" value chain or demand chain)management 5on#i#t# o* frms collaborating to leverage strategic

positioning and to improve operating efciency. For "a5h )r+invo,v"'8 th" #u//,y 5hain r",ation#hi/ r"9"5t# #trat"3i5 5hoi5". & #u//,y

5hain #trat"3y i# a 5hann", arran3"+"nt a#"' on a5:no,"'3"'

'"/"n'"n5y an' r",ation#hi/ +ana3"+"nt. u//,y 5hain o/"ration#r";uir" +ana3"ria, /ro5"##"# that #/an a5ro## *un5tiona, ar"a# ithin

in'ivi'ua, )r+# an' ,in: tra'in3 /artn"r# an' 5u#to+"r# a5ro##or3aniationa, oun'ari"#.

Durin3 th" ,a#t '"5a'" o* th" 20th 5"ntury8 5hann", #trat"3y an' #tru5tur""3an to #hi*t ra'i5a,,y. Tra'itiona, 'i#triution 5hann", arran3"+"nt#

+ov"' toar' +or" 5o,,aorativ" /ra5ti5" that "3an ith th" ra/i'a'van5"+"nt o* 5o+/ut"r# an' in*or+ation tran#*"r t"5hno,o3y an' th"n

a55","rat"' ith th" %nt"rn"t an'


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Generalized Supply Chain Model


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Generalized Supply Chain Model

The context of an integrated supply chain is multifirm relationship management

within a framework characterized by capacity limitations, information, core competencies,

capital, and human resource constraints. Within this context, supply chain structure

and strategy results from efforts to operationally link an enterprise with customers

as well as the supporting distributive and supplier networks to gain competitive

advantage.Business operations are therefore integrated from initial material purchase to delivery

of products and services to end customers.

Value results from the synergy among firms comprising the supply chain with respect

to five critical flows information, product, service, financial, and knowledge

!see the bidirectional arrow at the top of the figure". #ogistics is the primary conduit ofproduct and service flow within a supply chain arrangement. $ach firm engaged in a

supply chain is involved in performing logistics. %uch logistical activity may or may

not be integrated within that firm and within overall supply chain performance.

&chievement of logistical integration is the focus of this text.


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%nt"3rat"' Mana3"+"nt

&5ro## a,, a#/"5t# o* u#in"## o/"ration#8 att"ntion i# *o5u#"'on a5hi"vin3 int"3rat"' +ana3"+"nt. Th" 5ha,,"n3" toa5hi"vin3 int"3rat"' +ana3"+"nt r"#u,t# *ro+ th" ,on3#tan'in3 tra'ition o* /"r*or+in3 an' +"a#urin3 or: on a

*un5tiona, a#i#. in5" th" in'u#tria, r"vo,ution8 a5hi"vin3 "#t/ra5ti5" ha# *o5u#"' +ana3"ria, att"ntion on *un5tiona,#/"5ia,iation. Th" /r"vai,in3 ",i"* a# th" "tt"r th"

/"r*or+an5" o* a #/"5i)5 *un5tion8 th" 3r"at"r th" ">5i"n5yo* th" ov"ra,, /ro5"##. For ",, ov"r a 5"ntury8 thi#

*un'a+"nta, 5o++it+"nt to *un5tiona, ">5i"n5y 'rov" "#t

/ra5ti5" in or3aniation #tru5tur"8 /"r*or+an5" +"a#ur"+"nt8an' a55ountai,ity.

Thr"" i+/ortant *a5"t# o* #u//,y 5hain ,o3i5 r"#u,t"' *ro+in5r"a#"' att"ntion to int"3rat"' +ana3"+"nt?

71@5o,,aoration8


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1. Co,,aoration

'i#5u##"' "ar,i"r8 th" hi#tory o* u#in"## ha# ""n 'o+inat"' y a'"#ir" to 5oo/"rat" ut a,ay# 5ou5h"' ithin a 5o+/"titiv"

*ra+"or:.


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2. Ent"r/ri#" E=t"n#ion

Th" 5"ntra, thru#t o* enterprise extension "=/an'"'+ana3"ria, in9u"n5" an' 5ontro, "yon' th" on"r#hi/

oun'ari"# o* a #in3," "nt"r/ri#" to *a5i,itat" (oint /,annin3 an'o/"ration# ith 5u#to+"r# an' #u//,i"r#. Th" *un'a+"nta, ",i"*

i# that 5o,,aorativ" "havior "t""n )r+# that int"3rat"

/ro5"##"# i,, +a=i+i" 5u#to+"r i+/a5t8 r"'u5" ov"ra,, ri#:8 an'3r"at,y i+/rov" ">5i"n5y. Ent"r/ri#" "=t"n#ion ui,'# on to

a#i5 /ara'i3+#? in*or+ation #harin3 an' /ro5"## #/"5ia,iation.

Fir+# /arti5i/atin3 in a #u//,y 5hain hav" #/"5i)5 ro,"# an' #har"#trat"3i5 3oa,#. harin3 in*or+ation an' (oint /,annin3 5an r"'u5"

ri#: r",at"' to inv"ntory /o#itionin3 an' in5r"a#" +ov"+"ntv",o5ity. Co,,aoration 5an ",i+inat" 'u/,i5ativ" or r"'un'antor:8 #u5h a# r"/"titiv" ;ua,ity in#/"5tion8 y '"#i3natin3 an'"+/o"rin3 a #/"5i)"' +"+"r o* th" #u//,y 5hain to " *u,,y

r"#/on#i," an' a55ounta,"


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$. %nt"3rat"' "rvi5" Provi'"r#

not"' "ar,i"r8 th" ori3in# o* 5ont"+/orary u#in"## "r" 3roun'"'in *un5tiona, #/"5ia,iation. %t i# not #ur/ri#in3 that )r+# '"v",o/"'

th" /ra5ti5" o* out#our5in3 or: to u#in"##"# that ar" #/"5ia,i#t# inth" /"r*or+an5" o* #/"5i)5 *un5tion#. Th" to tra'itiona, ,o3i#ti5##"rvi5" /rovi'"r# ar" tran#/ortation an' ar"hou#in3 #/"5ia,i#t#.

Th" *orhir" tran#/ortation in'u#try 5on#i#t# o* thou#an'# o* 5arri"r#ho #/"5ia,i" in /ro'u5t +ov"+"nt "t""n 3"o3ra/hi5 ,o5ation#.

Th" va,u" /ro/o#ition o* *orhir" tran#/ortation i# a#"' on#/"5ia,iation8 ">5i"n5y8 an' #5a," "5ono+i"#.

Tra'itiona,,y 5a,,"'public warehouses, th"#" )r+# /rovi'" /ro'u5t#tora3" #u//,"+"nt"' ith oth"r #/"5ia,i"' #"rvi5"#. To #i3ni)5ant

"n")t# ar" 3ain"' h"n #hi//"r# u#" /u,i5 ar"hou#"#. Fir#t i#",i+ination o* 5a/ita, inv"#t+"nt in ar"hou#" ui,'in3#. Th" #"5on'

i# th" ai,ity to 5on#o,i'at" #+a,, #hi/+"nt# *or 5o+in"' '",iv"ryith /ro'u5t# o* oth"r )r+# ho u#" th" #a+" /u,i5 ar"hou#".


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R"#/on#iv"n"##

On" 5ou,' ar3u" that th" 5ha,,"n3"# an' "n")t# o*int"3rativ" +ana3"+"nt o"r"' #u>5i"nt r"a#on *or th"#u//,y 5hain r"vo,ution. Ho"v"r8 oth"r a#i5 'riv"r#5ontinu" to +a:" #u//,y 5hain arran3"+"nt#8"v"n +or"a//"a,in3.

o8 r"#/on#iv"n"## i# aout tryin3 to i'"nti)5ation th"5han3"# a# *a#t a# " 5an 3iv" th" r"#/on.

To ",aorat" th" *arr"a5hin3 i+/,i5ation# o* thi# +a(or'"v",o/+"nt8 it i# u#"*u, to 5ontra#t tra'itiona, anticipatoryu#in"## /ra5ti5" to th" "+"r3in3 ti+"a#"'responsiveness u#in"## +o'",.


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&nti5i/atory Ba#"' Bu#in"## Mo'",

%n in'u#tria, r"vo,ution " /rovi'" hat 5u#to+"r ant# orth" 5u#to+"r r";uir"+"nt#. o8 a#i5a,,y " anti5i/at" hat5u#to+"r ant#. B"5au#" th" in*or+ation o* /ur5ha#" "havioura#nt r"a'i,y avai,a,"8 u#in"## o/"ration# "r" 'riv"n y*or"5a#t.

H"r" 5o+"# trou,"8 in *or"5a#tin3 " a,, :no it# hi3h in

ri#: an' 5o#t "5au#" #o +any varia,"# th"r".

1. For"5a#tin3 i# th" +ain thin3 in &nti5i/atoryBa#"' Bu#in"##Mo'", "5au#" it h",/# you to /,an hat i,, you 'o ""5tiv",y an'">5i"nt,y.2. &*t"r " /,an aout hat i,, " 'o8 " hav" to uy5o+/on"nt# an' th" +at"ria, " n""'.$. Th"n " Manu*a5tur" th" /ro'u5t *ro+ th" +at"ria, "ou3ht.

4. Fina,,y th" /ro'u5t i# 'on"8 " #tor" it in th" ar"hou#" an' iti,, " '",iv"r"' to th" 5u#to+"r y th" or'"r.


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R"#/on#" Ba#"' Bu#in"## Mo'",

" :no in th" &nti5i/atorya#"' u#in"## +o'", th"+ain a5tivity i# in *or"5a#tin3. &n' in R"#/on#"a#"' u#in"##+o'", " ont u#" *or"5a#tin3 a# a +ain a5tivity. B"5au#" itant# to r"'u5" th" ti+" an' 5o#t

1. ",, 8 th" a5tivity in thi# to/i5 i# o"rin3 th" #"rvi5"# to+a:" a '"a, ith th" 5u#to+"r.

2. &*t"r '"a,in3 i# +a'"8 th" 5o+/any "3in# to uy5o+/on"nt# an' +at"ria,# an' th"n +anu*a5tur" an' #tart to'",iv"r it to 5u#to+"r.

o " 5an 5on5,u'" that a5tivity i,, "3in i* th" 5u#to+"r an'th" 5o+/any +a:" a '"a,.


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Po#t/on"+"nt

Po#t/on"+"nt i# a 5on5"/t in #u//,y 5hain+ana3"+"nt h"r" th" +anu*a5tur"r /ro'u5"# a3"n"ri5 /ro'u5t8 hi5h 5an " +o'i)"' at th"

,at"r #ta3"# "*or" th" )na, tran#/ort to th"5u#to+"r.

Th"r" ar" to ty/"# o* /o#t/on"+"nt?

Th"y ar" (1) manufaturing or orm postponement!and(2) geographi or logisticspostponement"


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1" Manufaturing or form postponement

Th" vi#ion o* manufaturing or formpostponement i# on" o* /ro'u5t# "in3+anu*a5tur"' ith no /r"/aratory or: or5o+/on"nt /ro5ur"+"nt unti, "=a5t 5u#to+"r

#/"5i)5ation# ar" *u,,y :non an' 5u#to+"r5o++it+"nt i# r"5"iv"'.Th" 5o+/any i# *r""' *ro+ *or"5a#t'riv"n

anti5i/atory o/"ration#.

E=a+/,"? ?Th" u+r",,a 5o+/any /ro'u5t th" #a+" 5o,or )r#t8th"n th" 5o+/any r"#"ar5h hat 5u#to+"r# ant an' a*t"rth" 5u#to+"r #/"5i)5ation ar" *u,,y :non 7"=a+/," th"5u#to+"r ,i:"# /o,:a'ot /att"rn@.

o8 th" 5o+/any #tart to 5ontinu" /ro'u5" /o,:a'ot /att"rn a#a 5u#to+"r ant.


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2" Geographi #ostponement

%n +any ay# geographi or logistis

postponement i# th" "=a5t o//o#it" o*+anu*a5turin3 /o#t/on"+"nt.

Th" a#i5 notion o* 3"o3ra/hi5 /o#t/on"+"nt i# toui,' an' #to5: a *u,,,in" inv"ntory at on" or a *"

#trat"3i5 ,o5ation#.

E=a+/," ?& *urnitur" 5o+/any ha# to r"tai, #tor"# ,o5at"' in

Tan3"ran3 an' Ci/inan3. %t /ro'u5" a *u,,,in" inv"ntory o*/ro'u5t &. Th" 5o+/any #to5:# it at #trat"3i5 ,o5ation #tor"7*or "=a+/,"@ in Tan3"ran3. But on5" in Ci/inan38 /ro'u5t &ha# +any or'"r# *ro+ 5u#to+"r8 th" 5o+/any tran#*"r# th"/ro'u5t *ro+ #tor" in Tan3"ran3 to 5u#to+"r in Ci/inan3.


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Barri"r# an' th" Futur"

A barrier to adopting response based arrangements is the need for publicly help

corporation to maintain expected quarterly profits.

A second barrier to implementing response-based operations is the need toestablish collaborative relationships.

For th" *or"#""a," *utur"8 +o#t )r+# i,, 5ontinu" toi+/,"+"nt #trat"3i"# that 5o+in" anti5i/atory an' r"#/on#"

a#"' #u//,y 5hain arran3"+"nt#. Th" tr"n' toar' in5r"a#"'invo,v"+"nt in r"#/on#"a#"' arran3"+"nt# ith #/"5i)55u#to+"r# an' #u//,i"r# i,, 5ontinu" to "=/an'.


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Finan5ia, o/hi#ti5ation

The %nanial &ene%ts of timely response are

straightfor'ard" ast diret delivery translates to lessinventory and redued need for distri&ution failities"

aster to ustomers means less 'oring apital isre*uired to support supply hain operations" Three

aspets of %nanial sophistiation are ash+to+ashonversion, d'ell time minimization,and ash spin"


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Ca#h to Ca#h Conv"r#ion

'ash(to(cash conversion refers to the time re)uired

to convert raw material or inventory purchases into sales

revenue. 'ash conversion is generally related toinventory turn the higher the inventory turn, the )uicker

the cash conversion. & goal of supply chain design is to

reduce and control order receipt(to(delivery time in an

effort to accelerate inventory turns.


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D",, Ti+" Mini+iation

*well time is the ratio of time that an asset sits idle to the time re)uired to

satisfy its designated supply chain mission. +or example, dwell time would

be the ratio of the time a unit of inventory is in storage to the time that it is

moving or otherwise contributing to achieving a supply chains ob-ectives.

To reduce dwell time, firms collaborating in a supply chain need to be willing

to eliminate duplicate and non(value(adding work. +or example, if three

different tirms perform identical processes as a product flows along a

supply chain, dwell times will accumulate. *esignating a specific firm to

perform and be accountable for the valueadded work can serve to reduceoverall dwell.


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Ca#h /in

& popular term for describing the potential benefits of reducing

assets across a supply chain is cash spin, sometimes referred to as

free cash spin. The concept is to reduce overall assets committed

to supply chain performance. Thus, a dollar of inventory or the

investment in a warehouse, if eliminated by a reengineered supplychain, spins cash for redeployment. %uch free capital can be

reinvested in pro-ects that might otherwise have been considered

too risky.

The potential to spin cash applies to all areas of a firm. What

makes the potential of supply chain cash spin so attractive is the

opportunity to collaborate between firms.


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Glo&alization

The logistics of internationalization involves four

significant differences in comparison

to national or even regional operations


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The logistics of internationalization involves four significant

differences in comparison to national or even regional

operations. The distance of typical order(to delivery operations is

significantly longer in international as contrasted to domestic

business.

/. To accommodate the law and regulations of allgoverning bodies. The re)uired documentation of business

transaction is significantly more complex.

0. 1nternational logistics operations must be designed to

deal with significant diversity in work practices and localoperating environment.

2. &ccommodation in cultural variation in how consumer

demand product and services is essential for successful

logistical operation.


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-ssues in SupplyChain Management

1ssues and risks that have been identified

by those critical of supply chain

arrangements are based on

implementation and social challenges.


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o5ia,Cha,,"n3"#

&ntitru#tCon5"rn

#

Con#u+"ra,u"

Con5"rn#

!i+it"' u55"##


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1" -mplementation Challenges u5h 5han3"' "havior r";uir"# n" /ra5ti5"# r",at"' to int"rna,int"3ration a# ",, a# 'ir"5tion o* o/"ration# a5ro## th" #u//,y 5hain. To+a:" int"3rat"' #u//,y 5hain /ra5ti5" a r"a,ity8 at ,"a#t *our o/"rationa,5ha,,"n3"# +u#t " r"#o,v"' ?a. !"a'"r#hi/

!"a'"r#hi/ i# a /ro5"## that 5an " ""5t y th" ,"a'"r# to th"*o,,o"r# to 3ot th" 3oa,# o* th" or3aniation.

. !oya,ty an' Con)'"ntia,,y Th" i##u"# o* ho to +aintain *o5u#"' ,oya,ty an' 5on)'"ntia,ity in

or3aniation#. that #i+u,tan"ou#,y /arti5i/at" in 5o+/"titiv"#u//,y 5hain# ar" o* 5riti5a, i+/ortan5".

5. M"a#ur"+"nt%t i# 5,"ar that th" +"a#ur"+"nt o* #u//,y 5hain o/"ration# r";uir"# a

uni;u" #"t o* +"tri5# that i'"nti)"# an' #har"# /"r*or+an5" an' 5o#tin*or+ation "t""n /arti5i/atin3 +"+"r#.

'. Ri#: R"ar' harin3Th" 5ha,,"n3" in #u55"## or *ai,ur" i# ho to #har" th" "n")t# or

-ssues in Supply ChainManagement


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2" .imited Suess

Th" +"5hani5# o* ho to +a:" #u5h 5o+/,"= r",ation#hi/# or: on a 'ay

to'ay a#i# ar" not ",, un'"r#too'.

/" Soial Challenges

Th" 5riti5# o* #u//,y 5hain 5o,,aoration o"r at ,"a#t to ,in"# o* atta5:antitru#t an' 5on#u+"r va,u".

a. &ntitru#t Con5"rn

Th" antitru#t 5ha,,"n3" to #u//,y 5hain 5o,,aoration r"#t# on th" 'o5trin"#

o* *r"" +ar:"t 5o+/"tition.

. Con#u+"r a,u" Con5"rn

%n t"r+# o* "5ono+i5 3roth8 initiativ"# ai+"' at r"'u5in3 5o#t# y

",i+ination o* a#t"8 r"'un'an5y8 an' nonva,u"a''in3 "ort# r"+aina//"a,in3 "5au#" th"y o"r th" /ot"ntia, to i+/rov" ">5i"n5y. Th" +o#t#"riou# 5on5"rn +ay " th" inai,ity to ""5tiv",y i+/,"+"nt an' +ana3"5o+/r"h"n#iv" #u//,y 5hain initiativ"#.


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&NIJUET%ONK


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0uestions .ist

1#t"##ion

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21st Century Supply Chain_kelompok 1_zu 2014