Sistem Manajemen Rantai Pasok Digital di Masa Kenormalan Baru Membahas tentang Sistem Manajemen Rantai Pasok Digital dan bagaimana sistem dapat dikembangkan untuk memasuki masa kenormalan baru. Webinar Asosiasi Sistem Manajemen (ASM): “Reformulasi Sistem Manajemen dalam Menghadapi Tatanan Kenormalan Baru” pada hari Kamis 25 Juni 2020

1. Sistem Manajemen Rantai Pasok
Digital di Masa Kenormalan Baru
Togar M. Simatupang
Institut Teknologi Bandung dan Institut Teknologi Del
Webinar Asosiasi Sistem Manajemen (ASM)
“Reformulasi Sistem Manajemen dalam Menghadapi Tatanan Kenormalan Baru”
Kamis 25 Juni 2020

2. Kilasan
1. Logistik – Rantai Pasok – Rantai Nilai
2. Perubahan Kebutuhan Pelanggan
3. Kerangka Inovasi Rantai Pasok 4.0
4. Apa itu manajemen rantai pasok digital?
5. Kerangka Rantai Pasok Digital (DSC)
6. Kerangka Inovasi Rantai Pasok Digital
7. Bagaimana Covid-19 membentuk ulang rantai pasok?
8. Kasus: Kopi Kenangan
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3. Logistik – Rantai Pasok – Rantai Nilai
Bahan Baku Produksi Distribusi Ritel Pelanggan Sampah
DAUR HIDUP
LOGISTIK = UTILITAS WAKTU, TEMPAT, VOLUME
RANTAI PASOK
RANTAI NILAI = NILAI EKONOMI/SOSIAL
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4. Nilai Tambah, Rantai Transpor, Rantai Pasok
Sumber: “Supply Chains, Transport Chains and Added Value” https://transportgeography.org/?page_id=4270 4

5. Jenis Integrasi Rantai Pasok
Sumber: “Geographical and Functional Integration in Value Chains” https://transportgeography.org/?page_id=4311 dan “Elements of Supply Chain Connectivity,
Integration and Coordination” https://transportgeography.org/?page_id=4557
Intermodal Integration
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6. Kebangkitan Pelanggan Digital
Sumber: Accenture Analysis (2015) 6

7. Kerangka Inovasi Rantai Pasok 4.0
2. Corporate (internal) or Value
Chain (extended)?
3. Startup or Ongoing Business?
1. Physical or Digital Sphere?
Information, Sharing, Relationship
Big Data + Cloud Service
Thing, Ownership, Resource, Spatial
❶ Data
Collection
❷ Storage and
Analysis
❸ Value
Creation
❹ Optimization
Big Data
Keputusan
Data
IoT - IoB
Cyber-Physical
System
Cyber Space
(On-line, Virtual)
Physical Space
(Off-line, Reality)
Dimensi Konten Inovasi:
Inovasi
Korporasi
Inovasi
Rantai Pasok
Inovasi
Rantai Nilai
Digital Value
Chain
Digital Supply
Chain
Digital Enterprise
(logistics) System
The Digital Network
The Analog Network
Analog Value
Chain
Analog Supply
Chain
Analog Enterprise
(logistics) System
Fokus
Pembahasan
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8. Sumber: Gülçin Büyüközkan and Fethullah Göçer (2018), "Digital Supply Chain: Literature review
and a proposed framework for future research", Computers in Industry, Vol. 97, pp. 157-177
Digital Supply Chain (DSC)
• A DSC is a smart, value-driven, efficient
process to generate new forms of
revenue and business value for
organizations and to leverage new
approaches with novel technological and
analytical methods .
• DSC is not about whether goods and
services are digital or physical, it is about
the way how supply chain processes are
managed with a wide variety of
innovative technologies, e.g. unmanned
aerial vehicles, cloud computing, and
internet of things, among others.
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9. Kerangka Rantai Pasok Digital (DSC)
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10. Lanskap Manajemen Rantai Pasok Digital
Sumber: “Three Paths to Advantage with Digital Supply Chains” by Stefan Gstettner , Robert Roesgen , Amit Ganeriwalla , Libor Kotlik ,
and Gideon Walter (February 1, 2016) https://www.bcg.com/publications/2016/three-paths-to-advantage-with-digital-supply-chains.aspx
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11. A Series of Digital Scenarios Across the Supply Chain
Sumber: Srai J.S., Christodoulou P., and Settanni E.,
Next generation supply chains: making the right
decisions about digitalisation. University of
Cambridge Institute for Manufacturing, Cambridge,
UK. Available at:
https://www.ifm.eng.cam.ac.uk/insights/global-
supply-chains/nextgensc/
The Digital Supply Chain is the
result of the application of
electronic technologies to every
aspect of the end to end Supply
Chain.
An Analog Supply Chain is one
in which the tasks are
performed in some physical,
non-electronic fashion.
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12. Digital supply chain
risk analytics
framework
Sumber: Ripple Effect in the Supply Chain: Definitions,
Frameworks and Future Research Perspectives January 2019
DOI: 10.1007/978-3-030-14302-2_1
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13. Sumber: “How Blockchain Can Shape Sustainable Global Value Chains: An Evidence, Verifiability, and Enforceability (EVE) Framework” by William
Nikolakis, Lijo John, and Harish Krishnan, Sustainability 2018, 10(11), 3926; https://doi.org/10.3390/su10113926
An Evidence, Verifiability, and Enforceability (EVE) Framework
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14. Kerangka Inovasi Rantai Pasok Digital*
Service Blueprints (Service Touch
Points)
Customer Journey Mapping: a list
of touchpoints to consider along a
customer journey
(Digital) Business Model
Mapping
(pemetaan)
Ideation —Generate new service
ideas by identifying technology,
data, and analytics that improve
insights into customer buying
behavior
Rapid Prototyping —Design a high-
fidelity prototype of the new
service by defining new Customer
Journey Maps, Service Blue Prints,
and Degree of Digitization
Required**
Validation —Validate the new
service for feasibility, desirability,
and viability
Roadmap —Define improvement
roadmap and initiatives
Digital
Touchpoints
Implementing touchpoints
Improving touchpoints
Evaluating improvement
Optimizing
the
Customer
Journey
Catatan:
1. * Dapat dikembangkan lebih lanjut dengan mengacu pada ISO 56002:2019 Innovation Management System Guidance
2. ** Useful frameworks: Digitisation Piano (Wade, 2015), Digital Orchestra (Wade et al., 2017), Digital Reinvention (Berman et al., 2016), Digital Innovation
Strategy (Nylén & Holmström, 2015), Digital Business Transformation (Corver and Elkhuizen, 2014), Digital Transformation (Matt et al., 2015)
3. Alat bantu pemetaan dan analisis lainnya dapat dilihat pada “Service Design Tools” di https://servicedesigntools.org/ 14

15. The Order Journey
Order to Delivery Level One
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16. Sumber:
• Shostack, G. Lynn (1984), ‘Designing
Services That Deliver’, Harvard Business
Review, p. 132-139.
• “Grantmaking service blueprints: Aligning
people, process, and tech for impact” by
Maggie Cheung and James Lawon,
December 5, 2019
https://www.grantbook.org/blog/service-
blueprints-grantmaking
Service blueprints come from the
world of service design, a human-
centered practise that looks at the
whole system behind an organization’s
services to improve service delivery, in
line with the organization's values.
This holistic analysis offers clarity
into how people, process, and
technology work together to
create the overall service
experience.
Two basic questions:
1. How can we design process
without knowing what tech
can do?
2. How can we select tech
without knowing what our
process is?
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17. Sumber: “Digital Customer Journey Mapping: Improving the Customer Experience” https://www.synegys.com/digital-customer-journey-and-touchpoints/
Digital Customer Journey Mapping
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18. Sumber: “Digital Business Transformation A Conceptual Framework” by Michael Wade (2015), Global
Center for Digital Business Transformation, Lausanne, Switzerland.
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19. Sumber: “McDonald's Drive Thru” http://gwensia.com/mcdonalds-drive-thru/
https://www.nngroup.com/articles/service-blueprints-definition/
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20. Sumber: “McDonald's Drive Thru” http://gwensia.com/mcdonalds-drive-thru/
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21. IMS = Innovation Management System
Set of interrelated or interacting elements of an
organization to establish innovation policies and
objectives, and processes to achieve those objectives.
ISO 56002:2019 Innovation Management System
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22. Pertanyaan: bagaimana Covid-19 membentuk ulang rantai pasok?
Covid-19 impact on the supply chain during Phase 1 to Phase 3
Sumber: “Logistics & Supply Chain: spurred automation and reverse globalization?” by Raphaëlle Martin-Neuville, May 4, 2020
https://medium.com/@AsterCapital/logistics-supply-chain-spurred-automation-and-reverse-globalization-6b94eb1c322f
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23. Main Challenges for Retailers during the Epidemic
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24. Kopi Kenangan
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25. Kopi Kenangan
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26. Quick and dirty valuations
Sumber: “Milk coffee will give birth to a new unicorn in Indonesia” 24 Jan 2020 https://www.techinasia.com/milk-coffee-give-birth-unicorn
https://medium.com/@dong_jeffrey/the-new-wave-of-coffee-in-indonesia-e750abe8cb24
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27. Proses Pendukung
Tindakan di Balik Layar
Tindakan di Lapangan
Tindakan Pelanggan
Tampilan Fisik
Cetak Biru Layanan Kopi Kenangan
Garis interaksi internal
Garis visibilitas
Garis interaksi
TeknologiKaryawan
Gerai Kafe
Minimalis
Menu Produk Promosi Kasir Penyajian Pengambilan Pengantaran Konsumsi
Tiba di gerai
kafe
Antri dan
menentukan
pesanan
Melakukan
pemesanan
Melakukan
pembayaran
Menunggu
Mengampil
pesanan
Menikmati dan
membuang
sampah
Meninggalkan
gerai
Menyambut dan
menerima
pesanan
Memproses
pembayaran
dan cetak faktur
Mengantar ke
titik
pengambilan
Cetak perintah
kerja ke dapur
Sistem POS
Memasak sesuai
menu pesanan
Memberikan
pesanan
Perawatan
Mesin Kopi
Ruang
Penyimpanan
Pemasok
(vendor)
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28. Kunci Sukses Kopi Kenangan
1. Kopi Kenangan, cafe coffee kekinian yang sering disambangi kaum millennial dan
menyediakan kopi dengan harga terjangkau. Penyuka kopi dapat menikmati kopi lebih
sering.
2. Kopi Kenangan menyediakan aplikasi yang memungkinkan pengguna memesan lebih
dulu (pre-order) sebelum datang ke kedai.
• Fokus pada online delivery.
• Pelanggan membeli segala sesuatu secara online dengan aplikasi yang menyediakan layanan
pembelian, pembayaran, dan pencarian kedai kopi terdekat.
3. Strategi pemasaran digital yang efektif dan edukasi pasar mengenai cara transaksi yang
aman dan memilih platform belanja online yang terpercaya.
• Pemilihan kanal pemasaran digital disesuaikan dengan jenis produk yang dijual dan posisi
duduk di pasar saat ini.
• Tracking dan monitoring strategi pemasaran digital sangat penting untuk memastikan upaya
pemasaran digital yang dilakukan sudah dilakukan tepat sasaran.
• Pemilihan partner yang tepat sangat penting untuk keberhasilan pemasaran digital.
4. Kampanye SENANG (Sehat Bareng Kenangan) yang secara efektif telah dimulai pada 9
Maret 2020.
• Melalui kampanye ini, Kopi Kenangan memastikan kebersihan dan keamanan produk dan
layanan yang diberikan oleh Baperista (barista Kopi Kenangan) kepada pelanggan serta mitra
pesan antar.
• Mulai dari pemastian kesehatan melalui Senang Care Card dan stiker “Aku Sehat”, hingga
instalasi 300 Upang UV Waterless Sterilizer yang menjadikan Kopi Kenangan sebagai peritel
minuman pertama di Indonesia dan Asia Tenggara dengan sistem sterilisasi ini.
• Mengalokasikan bujet hingga US$1 juta untuk membeli hand sanitizer dan sebagainya.
5. Memiliki kecukupan likuiditas sebab efek dari pandemi terhadap penjualan diperkirakan
masih akan berlangsung hingga Desember.
• Mendapatkan suntikan dana sebesar US$109 juta untuk yang rencananya akan digunakan
untuk meluncurkan produk baru, ekspansi, dan berinvestasi dalam bidang teknologi, serta
melindungi karyawan di tengah Pandemi Covid-19.
6. Melakukan efisiensi dengan mengadopsi berbagai teknologi di jaringan kafenya, seperti
menggunakan otomatisasi, inventory management, ataupun demand balancing.28

29. Kopi Kenangan
Sumber: https://www.facebook.com/kopikenangan.id
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30. Terima Kasih
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