Metric                        Prepared by:       Andi Ilham Said, Ph.D            PPM Manajemen              November 2010...
Agenda   SC Decision Making Framework   Metric and Logistic Drivers   Metric and Cross Functional Drivers   SC strateg...
SC Decision Making Framework                      Competitive Strategy:                    Vision– Mission - Strategy     ...
SC yang sejalan dengan Strategi Utama   Strategi SC        Kunci               Titik            Kunci Sukses     Utama    ...
Strategi Utama                          Strategi SCM                    Jaringan SC yang singkat dan cepatInovasi        ...
Contoh Perusahaan dengan Strategi SCM   Perusahaan        Biaya      Inovasi   Layanan     Mutu ZARA DELL YAMAHA ACEHARDWA...
Logistic Drivers:                                                           FacilitiesRole in the SC   Where of the SC: Ma...
Logistic Drivers:                                                      InventoryRole in the SC         To match supply and...
Logistic Drivers:                                                  TransportationRole in the SC         To move product be...
Logistic Drivers:                                                    InformationRole in the SC         To connect between ...
Logistic Drivers:                                                          SourcingRole in the SC         To make or to bu...
Logistic Drivers:                                                           PricingRole in the SC         How much to char...
SC Strategy and SC Drivers                 Innovation                            Cost                          Services Qu...
SC Scorecard                                                     Performance Vs Comparison                                ...
Seven Eleven Japan Co                 Service (Should)   Now     Gap     SolutionFacilitiesInventoryTransportationInformat...
Seven Eleven Japan Co                 Cost (Should)                 Now                      Gap   SolutionFacilities     ...
CONTACT    PPM Manajemen      PT. Binaman Utama      Jln. Menteng Raya 9         Jakarta 10340.      Telp.: (021) 2303157 ...
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Scm wm63-metric ismud maul

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Scm wm63-metric ismud maul

  1. 1. Metric Prepared by: Andi Ilham Said, Ph.D PPM Manajemen November 2010 For:Wijawiyata Management 62 Jl. Menteng Raya No. 9 Jakarta 10340 INDONESIA Telp. +62 21 230 0313 Fax +62 21 230 2051 www.lppm.ac.id
  2. 2. Agenda SC Decision Making Framework Metric and Logistic Drivers Metric and Cross Functional Drivers SC strategy and Drivers Case: 711
  3. 3. SC Decision Making Framework Competitive Strategy: Vision– Mission - Strategy SUPPLY CHAIN STRATEGY 1. Innovation 2. Cost 3. Service 4. Quality Logistic Drivers Facilities Inventory Transportation Cross Functional Drivers Information Sourcing Pricing
  4. 4. SC yang sejalan dengan Strategi Utama Strategi SC Kunci Titik Kunci Sukses Utama Keberhasilan Persaingan SCBiaya Operasi yang Harga termurah di Infrasutruktur dan paling efisien konsumen sistem SC yang biaya rendahInovasi Keunikan Pembaharuan Masuk Pasar pada Teknologi dan Produk saat dan jumlah Daya tarik Merek yang tepatLayanan Layanan Prima Pas dengan Rancang SC dari kebutuhan spesifik sudut pandang konsumen konsumenMutu Keandalan dan Produk dengan SC unggul dengan keamanan Produk mutu terbaik pengendalian mutu tinggi
  5. 5. Strategi Utama Strategi SCM  Jaringan SC yang singkat dan cepatInovasi  Kolaborasi dalam jaringan mendorong inovasi  Kordinasi kuat pada saat introduksi produk baru  Integrasi rencana dan jadwal produksiBiaya  Standarisasi proses produksi dan bahan baku  Penyederhanaan semua sistem konversi mulai dari pengadaan, penerimaan, penyimpanan, sampai pengiriman ke konsumen.  Bangun kolaborasi dengan konsumen secara terencanaLayanan  Lakukan segmentasi konsumen dengan baik dan sesuaikan layanan per segmen  Postponement (tunda penyelesaian produk sampai konsumen menerima)  Dapat memantau mutu produk secara cepat dan akuratMutu sebelum sampai ke konsumen.  Layanan purna jual yang prima dan unggul
  6. 6. Contoh Perusahaan dengan Strategi SCM Perusahaan Biaya Inovasi Layanan Mutu ZARA DELL YAMAHA ACEHARDWARE INDEX KRISBOW INDO POS COCA COLA PIZZA HUT SEMEN GRESIK Unggul Dari Pesaing Sama Dengan Pesaing
  7. 7. Logistic Drivers: FacilitiesRole in the SC Where of the SC: Manufacturing or WarehousingRole in the Centralization Close to customerCompetitive Close to suppliersStrategyDecision Role: Manufacture: Flexible or Dedicated Product focus or Functional Focus Warehouse: Cross-Docking or Storage Facilities Location To Centralize: to gain economic scale To Decentralize: to be more responsive Capacity Large amount of excess capacity Little excess capacityMetrics Capacity Volume contribution of top 20% SKU Utilization Processing time Theoretical Cycle time Set up time Actual average cycle time Down time Flow time efficiency Idle time Product variety Production batch size Production service level
  8. 8. Logistic Drivers: InventoryRole in the SC To match supply and demand To reduce cost by exploiting economic of scaleRole in the Centralized stocking: more efficient to reduced cost Locating Close to customer: high level of responsivenessCompetitive StrategyDecision Cycle Inventory Average number of inventory used to satisfy demand between receipts of supplier shipment Safety Inventory Inventory held in case demand exceeds expectations Seasonal Inventory Built up inventory in periods of low demand and store it for periods of high demand Level of Product Availability Demand that is served in time from product held in inventoryMetrics Average inventory Average safety inventory Products with more than Seasonal inventory specified number of days of Fill rate inventory Fraction of time out of stock Average replenishment batch size
  9. 9. Logistic Drivers: TransportationRole in the SC To move product between different stages in a SCRole in the Can be used to support Prime SC strategyCompetitive StrategyDecision Design of transportation network Collection of transportation modes, location and routes Direct or go to intermediate consolidation point Single or multiple suppliers Choice of transportation modes Air, truck, rail, sea or pipelineMetrics Average inbound Average outbound transportation transportation cost cost Average incoming shipment Average outbound shipment size size Average outbound transportation Average inbound cost per shipment transportation cost per Fraction transported by mode shipment
  10. 10. Logistic Drivers: InformationRole in the SC To connect between various stage of SC Crucial to daily operations of each stages in a SCRole in the Can be used to support SC Prime StrategyCompetitive StrategyDecision Push versus Pull MRP (push system) or JIT (pull system) Coordination and information sharing To maximizing total SC profitability Forecasting and aggregate planning Forecasting Is making projections about future demand Aggregate planning is plan to act on the forecast Enabling technology EDI (Electronic Data Interchange), Internet, ERP (Enterprise Resources Planning, SCM Software, RFID (Radio Frequency Identification)Metrics Forecast Horizon Variance from plan Frequency of update Rate of demand variability to order Forecast Error variability Seasonal Factor
  11. 11. Logistic Drivers: SourcingRole in the SC To make or to buy Single or portfolio suppliers Criteria to select suppliersRole in the Can be used to support SC Prime StrategyCompetitive StrategyDecision In-house of Outsource Consider the total SC profit Supplier selection Number of supplier, criteria to select, direct negotiation, bidding Procurement Structure of procurement materialsMetrics Days payable outstanding Fraction on-time delivery Average purchase price Supply quality Range of purchase price Supply lead time Average purchase quantity
  12. 12. Logistic Drivers: PricingRole in the SC How much to charge customersRole in the Can be used to support SC Prime StrategyCompetitive StrategyDecision Pricing and economic scale Small productions run more expensive per unit Quantity discount should be consistent with the economic of scale Everyday Low Pricing versus high-low pricing Keeping price steady over time or offer steep discount Fixed price versus menu pricingMetrics Profit margin Average sales prices Days sale outstanding Average order size Incremental fixed cost per Range of sales prices order Range of periodic sales Incremental variable cost per order
  13. 13. SC Strategy and SC Drivers Innovation Cost Services QualitiesFacilities Flexible Dedicated Functional focus Product Focus Cross docking Cross-Docking Decentralize Centralize Large amount of excess capacity Little Excess CapacityInventory Locating closed to customer Centralize Stocking High inventory during launching High Cycle Inventory High level of product availability Low Product Availability during launchingTransportation Direct to customer Intermediate Consolidating Air mode Point Truck or RailInformation Push Pull Higher error forecasting Forecast based on act Research based IS Internet, SCM Software InternetSourcing In-house Outsource Single supplier Multiple SupplierPricing Small production Economic of Scale No Discount during Launching High-Low Pricing High-Low pricing Menu Pricing Menu pricingMetrics Product variety Flow Time Efficiency Production service level Production Batch Size Fill rate specified number of days of Fraction transported by mode inventory Fraction on-time delivery transportation cost per Days sale outstanding shipment
  14. 14. SC Scorecard Performance Vs Comparison Population 0-20% 20-40% 40-60% 60-80% 80-100% Your KeyPerspecti Metric Major Disadvant Median Advantage Best-in-Class Organi zation Opportunity age veCustomer On-Time Delivery to Request (%) 82,1% 97,3% 96,3%FacingMetrics On-Time Delivery to Commit (%) 91,1% 99,2% 92,8% Order Fulfillment Lead Time: 7,9 2,4 11,0 Primary Manufacturing Strategy (days) Upside production Flexibility: 49,0 5,5 25,0 Principal Constraint (days)Internal Total Supply Chain Management 10,3% 4,7% 6,9%Facing Cost (% of revenue)Metrics Total Return Processing Cost (% 0,9% 0,2% 6,6% of revenue) Inventory Days of Supply 64,2 23,6 39,0 Cash to cash Cycle Time (Days) 76,3 22,3 43,6 Net Asset Turns 2,0 9,1 5,9 Your Organization
  15. 15. Seven Eleven Japan Co Service (Should) Now Gap SolutionFacilitiesInventoryTransportationInformationSourcingPricingMetrics
  16. 16. Seven Eleven Japan Co Cost (Should) Now Gap SolutionFacilities Dedicated Dedicated Product Focus Functional Focus Cross-Docking Storage Facility Centralize Centralize Little Excess Capacity Little Excess CapacityInventory Centralize Stocking Centralize Stocking High Cycle Inventory High Cycle Inventory Low Product Availability High Product AvailabilityTransportation Intermediate Consolidating Intermediate Point Consolidating Point Truck or Rail TruckInformation Pull Point-of-Sales (POS) Forecast based on act Internet, SCM SoftwareSourcing Outsource Multiple SupplierPricing Economic of Scale High-Low Pricing Menu PricingMetrics Flow Time Efficiency Production Batch Size specified number of days of inventory
  17. 17. CONTACT PPM Manajemen PT. Binaman Utama Jln. Menteng Raya 9 Jakarta 10340. Telp.: (021) 2303157 Direct-line: (021) 230 3157 HP: 08161405818 E-mail : ais@ppm-manajemen.ac.id

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