Scm 03 decision phase of scm

1. SUPPLY CHAIN
MANAGEMENT
(SCM)
2 –Process of Supply Chain

2. 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

3. 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)

4. 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

5. 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.

6. 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).

7. 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.

8. 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.

9. 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.

10. Stage of a Detergent Supply
Chain
Customer wants
detergent and goes
to Wal Mart
Wal Mart Store
Wal Mart or third
party DC
P&G or other
manufacturer
Plastic
Producer
Chemical
manufacturer
Tenneco
Packaging
Paper
Manufacturer
Timber
Industry
Chemical
manufacturer
(e.g. Oil Company)

11. 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

12. 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

13. 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

14. Fase Keputusan Supply Chain
Supply Chain Strategy or
Design
Supply Chain Planning
Supply Chain Operation

15.  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

16.  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

17.  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
Supply Chain Operation

18. 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

19. Cycle View of Supply Chain
Customer Order Cycle
Replenishment Cycle
Manufacturing Cycle
Procurement Cycle
Customer
Retailer
Distributor
Manufacturer
Supplier

20. Customer Order Cycles
Customer Order Cycle
Customer
Retailer
Customer
Arrival
Customer
Order Entry
Customer
Order Receiving
Customer
Order Fulfillment

21. Replenishment Cycles
Replenishment Cycle
Retailer
Distributor
Retail Order
Trigger
Retail Order
Entry
Retail Order
Receiving
Retail Order
Fulfillment

22. Manufacturing Cycle
Order
Arrival
Production
Scheduling
Receiving
Manufacturing and
Shipping
Manufacturing Cycle
Distributor
Manufacturer

23. Procurement
Procurement Cycle
Manufacturer
Supplier
Order
Arrival
Supplier
Production Scheduling
Receiving
Component Manufacturing
And Shipping

24. 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

25. 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

26. Push/Pull View of Supply
Chains
Procurement,
Manufacturing and
Replenishment cycles
Customer Order
Cycle
Customer
Order Arrives
PUSH PROCESSES PULL PROCESSES

27. Push/Pull Process for The SC L.L Bean (Figure
1.8)
Customer
Order Cycle
Procurement,
Manufacturing,
Replenishment
Cycle
Customer Order Cycle
Replenishment and
Manufacturing Cycle
Procurement Cycle
Customer
L.L. Bean
Manufacturer
Supplier
Pull
Process
Push
Process
Customer order
arrives

28. Push/Pull Process for Dell (Figure 1.9)
Customer
Order and
Manufacturing
Cycle
Procurement
Cycle
Customer Order and
Manufacturing Cycle
Procurenment Cycle
Customer
L.L. Bean
Supplier
Pull
Process
Push
Process
Customer order
arrives

29. SC Macro Process in a Firm
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29
SRM ISCM CRM
Supplier Firm Customer
Source
Negotiate
Buy
Design Collaboration
Supply Collaboration
Strategic Planning
Demand Planning
Supply Planning
Fulfillment
Field Service
market
Sell
Call Center
Order Management

30. 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
6/25/2016SUPPLY CHAIN MANAGEMENT
30

31. Contoh Supply Chain
Gateway Toyota Amazon
ZARA 7 Eleven W.W. Grainger and
McMaster Carr

32. 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?

33. 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?

34. 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?

35. 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?

36. 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?

37. Model Jaringan SCM
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