presentasi manajemen distribusi

1.  Name : Marcelano Brando
 Place and date of birth : Jakarta,29 april 1994
 Address : Jl. Boulevard timur no.26 Kelapa Gading, Jakarta Utara
 Gender : Male
 Religion : Christian
 Telephone : 081218043104
 Email : marcelano.2904@gmail.com

2.  SD Strada Santo Petrus : 2001-2006
 SMP 95 Jakarta : 2007-2009
 SMA 72 Jakarta : 2010-2012
 STMT Trisakti : 2012- Present

3.  Logistik Express Himpunan Mahasiswa Logistik 2013
Division Publication and Documentation
 Ulang Tahun Logistik 2013 Division Publication and
Documentation
 Seminar Himpunan Mahasiswa Logistik 2013 division
Publication and Documentation
 Kunjungan Ilmiah Himpunan Mahasiswa Logistik 2013
division Publication and Documentation
 Steering Committee Latihan Kepemimpinan 1
Himpunan Mahasiswa Logistik 2014
 Badan Pengurus Harian HM Logistik Humas Internal

4. The next frontier for competitiveness

5.  THE STARTING POINT
 PERCEIVED
CUSTOMER VALUE
 THE EVOLUTION OF
THE LOGISTICS
CONCEPT
 A NEW PERSPECTIVE
 E-LOGISTICS
 PROCESS
MANAGEMENT
 SUPPLY CHAIN
MANAGEMENT
 DEMAND CHAIN
MANAGEMENT
 DEMAND/SUPPLY
CHAIN LINKAGES
 E-NETS
 CONCLUSIONS

6. ‘Customer ecstasy – at a profit!’ A new battle-cry
is replacing the old ‘Customer satisfaction!’ Customer
expectations should not only be met – they should be
exceeded. This is the way to be competitive in the
digital economy.
Customer focus has been discussed as the starting
point for competitive efforts in marketing ever since
the 1940s.

7. The most difficult operational problem for
logistics has always been to improve the
level of service to the customer and at the
same time to reduce costs (Ericsson, 1981)

8.  The concept of value is
customer-specific and
essentially subjective to
the customer. It
represents the perceived
benefits that customers
believe theyreceive from
ownership or
consumption of a
product or service

9. The foundation of the concept is the fact that
the boundaries between physical products and
accompanying services are blurring – and
increasingly so in the digital economy (Davis and
Meyer, 1998).

10.  Logistic is the backbone and the origin of
supply chain thinking. The evolution of
Logistic Concept, therefore, is an important
background to what is happening today.
Efficiency in operation and effectiveness in
fulfilling customers are the key phrases in
designing total material flows (supply
chains)

11.  In the late of 1960s the vision was to
create an even, steady, uninterupted,
and quality assured flow from raw
material supplier to the ultimate user.
(Ericsson 1969)

12.  In the 1980 and 1990 fast-changing market
and decreased product lifetime and
highlighted not only intra-but also inter-organizational
coordination. These new
challenges required managers to rethink the
way they interacted to their suppliers

13. E-Logistic focuses on interfaces between
process management, information and
comunication technology (ICT), and
traditonal logistics.
E-Logistics is a cornerstone in the creation of
agile supply/demand chains

14. Process
Management
E-LOGISTICS
International and
Comunication
echnology
Traditional
Logistics
E-Logistics focusing on the interfaces between traditional
Logistics, ICT, Process Management

15. It has been stated elsewhere that logistic in
the caddle of process orientation in terms of
approaches to intra and inter organizational
relationship and flows. (Ericsson, 1996 )

16.  The process management part of E-LOGISTICS
focuses on Time To Market
(TTM), Time To Crash (TTC) and Customer
Creation Retention (CCR)

17. The development of Logistics from intra to
inter organizational activities and processes
and its focus on supply chain management,
have significantly improved effectiveness
and efficiency in the value chain

18.  As Aristotle once said, “ it is most likely that
something unlikely happen”. The question is
‘How we do plan when we cant predict?’ and
the answer is ‘Replace forecasts with early,
real-time information directly from the
demand chain’

19. Supply chain management in its traditional form
integrates purchasing, production and distribution; it
addresses how to make the products that customers are
supposed to buy.
The term ‘demand chain’ is not used simply as another
word for demand-driven supply chains. It is used to
denote the concept of a series of activities all the way
from the final user to the focal customer – the one in
direct contact with the supply chain

20.  Demand chain management deals not only
with how the customers make the purchase,
but also with what drives the purchasing
transaction

21.  The supply chain may
consist of several levels of
cooperating companies,
such as first- and second-tier
suppliers,
manufacturers,
distributors and retailers.
SUPPLIERS
MANUFACTURERS
DISTRIBUTORS
RETAILERS

22.  A supply chain may include
purchasing/sourcing, manufacturing,
housing and distribution/sales. This means
that the contact with the customer can take
place one at least four different levels.

23. The concept of collaboration in e-nets is fundamental
for understanding the shift from value chains to value
networks, and the accompanying move from
supply/demand chains to supply/demand networks.
Relationships in complex supply/demand networks are
very hard to describe and conceptualize

24. The Concept Process

25. The dual objective of value enhancement and cost
reduction is the aim of emerging supply/demand chain
best practices. Some of these practices increase the
effectiveness of the chain, while others improve the
efficiency of it.
The development of supply and demand chains,
interwoven into a complex, continuously changing and
evolving network of competitors, suppliers, customers,
partners, intermediaries and complementers, is
challenging and demanding