rantai pasok.pptx
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Manajemen Rantai PAsokTRANSCRIPT
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WORKPLACELOGISTICS
FACILITYLOGISTICS
CORPORATELOGISTICS
SUPPLYCHAIN
LOGISTICS
GLOBALLOGISTICS
1990 s1980 s1970 s1960 s1950 s
SC
OP
E &
IN
FL
UE
NC
ETHE EVOLUTION OF LOGISTICS
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Workplace Logistics “Aliran material pada sebuah stasiun kerja tunggal“Tujuan : meminimasi perpindahan seorang pekerja individual pada sebuah mesin atau sepanjang lini perakitan.Facility Logistics ”Aliran material antara stasiun kerja di dalam fasiltas (yaitu, inter-stasiun kerja dan intra-fasilitas). Fasilitas dapat berupa pabrik, stasiun, gudang, atau pusat distribusi.” Tujuan : penanganan material (material handling).
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Corporate Logistik ”Aliran material dan informasi antar fasilitas dan proses-proses pada sebuah perusahaan (inter-stasiun kerja, inter-fasilitas, dan intra-perusahaan)”Tujuan : mencapai dan mempertahankan kebijakan pelayanan konsumen yang menguntungkan dan mengurangi biaya total logistik.Supply Chain Logistics“Aliran material, informasi, dan uang antar perusahaan antar-stasiun kerja, antar fasilitas, antar perusahaan, dan antar chain)”Logisitik adalah kejadian dalam supply chain.
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Logistik Global„Aliran material, informasi, dan keuangan antar negara“Logistik global menghubungkan supliernya suplier kita dengan konsumen akhir di seluruh dunia.
Logistik Generasi MendatangKolaborasi logistik : optimasi real-time serta komunikasi antara semua rekanan pada seluruh mata rantai supply.Logistik virtual (fourth-party logistics) : seluruh aktivitas logistik dan manajemen akan di outsourced ke provider-provider third-party logistics.
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Merupakan bagian dari proses Rantai Pasok yang direncanakan, dilaksanakan, dan dikendalikan dengan efisien, mengefektifkan aliran dan penyimpanan barang, pelayanan,
dan informasi terkait dari titik-titik pengumpulan/asal (point of origin) ke titik-titik konsumsi/tujuan (point of consumption) untuk memenuhi kebutuhan konsumen.
Missi Logistik menurut Ballou (1999) :Menyampaikan barang atau jasa yang tepat, pada tempat yang tepat, pada waktu yang tepat, dan pada kualitas
yang diinginkan, sehingga memberikan kontribusi terbesar bagi
perusahaan.
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Tujuan Logistik menurut Ballou (1999) :Menyampaikan barang jadi dan
bermacam-macam material dalam jumlah yang tepat, pada waktu yang
dibutuhkan, dalam keadaan yang dapat dipakai, ke lokasi dimana ia dibutuhkan
dan dengan total biaya terendah.Sasaran Logistik menurut Ballou (1999) :
Mencapai level sokongan manufacturing-pemasaran yang telah ditentukan sebelumnya dengan total
biaya yang serendah mungkin.
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Physical distribution
(outbound logistics)
Physical supply
(Materials management /Inbound Logistics)
Business logistics
Sources ofsupply
Plants/operations Customers
• Transportation• Inventory maintenance• Order processing• Acquisition/purchasing/procurement• Protective packaging• Warehousing• Materials handling• Information maintenance
• Transportation• Inventory maintenance• Order processing• Product scheduling• Protective packaging• Warehousing• Materials handling• Information maintenance
Focus firm’s internal supply chain
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Demand forecasting
Purchasing
Requirements planning
Production planning
Manufacturing inventory
Warehousing
Materials handling
Industrial package
Finished goods inventory
Distribution planning
Order processing
Transportation
Customer service
Materials Management
Distribution Management
Logistics supplychain
Fragmentation1960
Evolvingintegration
1980
Totalintegration
2000
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PurchasingMaterialControl
Production Sales Distribution
Stage 1: baseline
Materials Management
ManufacturingManagement Distribution
Stage 2: functional integration
Materials Management
ManufacturingManagement Distribution
Stage 3: internal integration (logistics)
SuppliersInternal supply
chain Customers
Stage 4: external integration(supply chain)
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What Is the Supply Chain?
• Juga disebut sebagai jaringan logistik• Suppliers, manufacturers, warehouses, distribution centers and
retail outlets – “facilities”dan • Raw materials , Work-in-process (WIP) inventory, Finished
products, yang mengalir antara fasilitas
Semua fasilitas, fungsi, kegiatan, terkait dengan aliran dan transformasi barang dan jasa dari bahan baku kepada pelanggan, serta arus informasi yang terkait
Sebuah kelompok yang terintegrasi untuk memproses : "sumber (source)," "membuat (make)," dan “mengirim (deliver)" produk
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The Supply ChainSuppliers Manufacturers Warehouses &
Distribution CentersCustomers
Material Costs
TransportationCosts
TransportationCosts
TransportationCostsInventory CostsManufacturing Costs
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Consumer
Retailer
Manufacturing
Material Flow
VISA®
Credit Flow
Supplier
Supplier Wholesaler
Retailer
CashFlow
OrderFlow
Schedules
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Supply Chain
for Denim
Jeans
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Supply Chain
for Denim Jeans (cont.)
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Supply Chain Processes
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Supply Chain for Service Providers
• Lebih sulit dari manufacturing• Fokusnya bukan pada aliran physical goods• Fokusnya pada human resources & support services
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The Supply Chain – Another View
Suppliers Manufacturers Warehouses &Distribution Centers
Customers
Material Costs
TransportationCosts
TransportationCosts Transportation
CostsInventory CostsManufacturing Costs
PlanPlan Source Source Make Make Deliver Deliver Buy Buy
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What Is Supply Chain Management (SCM)? • Satu set pendekatan yang digunakan untuk efisiensi
pengintegrasian :– Suppliers– Manufacturers– Warehouses– Distribution centers
• Sehingga produk ini diproduksi dan didistribusikan– In the right quantities– To the right locations– at the right time– at the low cost
• Memenuhi service level yang ditentukan• Keys to effective SCM :
– information– communication– cooperation– trust
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Pengarang Definisi Manajemen Supply ChainOliver and Webber (1982)
Aliran barang-barang mulai dari pemasok melalui pabrikan dan saluran distribusi ke pemakai akhir.
Christopher (1992)
Manajemen jejaring organisasi yang menghubungkan upstream dan downstream, dalam proses & aktivitas yang berbeda untuk memproduksi nilai suatu produk/jasa ke konsumen akhir
David Simchi-Levi et al. (2000)
Sekumpulan pendekatan yang digunakan untuk mengefisienkan integrasi pemasok-pabrikan-gudang-distributor-pengecer dalam memproduksi dan distribusi pada kuantitas yang tepat, lokasi yang tepat, dan waktu yang tepat, untuk meminimasi seluruh ongkos dan memenuhi kebutuhan tingkat pelayanan
Ayers (2001) Perancangan, pemeliharaan dan operasi proses supply chain untuk memuaskan pengguna akhir
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History of Supply Chain Management
• 1960’s - Inventory Management Focus, Cost Control• 1970’s - MRP & BOM - Operations Planning• 1980’s - MRPII, JIT - Materials Management, Logistics• 1990’s - SCM - ERP - “Integrated” Purchasing,
Financials, Manufacturing, Order Entry• 2000’s - Optimized “Value Network” with Real-Time
Decision Support; Synchronized & Collaborative Extended Network
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Physical distribution
(outbound logistics)
Physical supply
(Materials management /Inbound Logistics)
Business logistics
Sources ofsupply
Plants/operations Customers
• Transportation• Inventory maintenance• Order processing• Acquisition/purchasing/procurement• Protective packaging• Warehousing• Materials handling• Information maintenance
• Transportation• Inventory maintenance• Order processing• Product scheduling• Protective packaging• Warehousing• Materials handling• Information maintenance
Focus firm’s internal supply chain
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PurchasingMaterialControl
Production Sales Distribution
Stage 1: baseline
Materials Management
ManufacturingManagement Distribution
Stage 2: functional integration
Materials Management
ManufacturingManagement Distribution
Stage 3: internal integration (logistics)
SuppliersInternal supply
chain Customers
Stage 4: external integration(supply chain)
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Demand forecasting
Purchasing
Requirements planning
Production planning
Manufacturing inventory
Warehousing
Materials handling
Industrial package
Finished goods inventory
Distribution planning
Order processing
Transportation
Customer service
Materials Management
Distribution Management
Logistics supplychain
Fragmentation1960
Evolvingintegration
1980
Totalintegration
2000
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SCM System Among Others
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Information Technology for Supply Chain Management
• Software Systems– Electronic Data Interchange (EDI)– Material Requirements Planning (MRP)– Manufacturing Resource Planning (MRP II)– Enterprise Resource Planning (ERP)– Supply Chain Management Systems (SCM)– Customer Relationship Management (CRM)– Internet-based Software
• Network Infrastructure– Wide Area Network– Internet (for E-commerce: B2B, B2C) 27
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Why Is SCM Difficult?
• Ketidakpastian yang melekat di setiap supply– Travel times– Breakdowns of machines and vehicles– Cuaca, bencana alam, perang– Local politics, labor conditions, border issues
• Kompleksitas masalah dalam mengoptimalkan supply chain :– Minimize internal costs– Minimize uncertainty
Plan Source Make Deliver Buy
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The Importance of Supply Chain Management
• Berurusan dengan lingkungan yang tidak menentu - matching supply and demand
• Singkatnya siklus hidup produk berteknologi tinggi- Kurang kesempatan untuk mengumpulkan data historis pada permintaan pelanggan- Luasnya pilihan produk dalam bersaing membuatnya sulit untuk memprediksi permintaan
• Perkembangan teknologi seperti Internet memungkinkan kolaborasi lebih besar antara mitra dagang supply chain
• Ketersediaan teknologi SCM di pasar– Perusahaan dapat mengakses berbagai tipe produk
(e.g., SAP, Baan, Oracle, JD Edwards) yang mengintegrasi proses internal
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Product Life Cycle, Sales, Cost, and ProfitS
ale
s,
Cost
& P
rofi
t .
Introduction Maturity DeclineGrowth
Cost ofDevelopment
& ManufactureSales Revenue
Time
Cash flowLoss
Profit
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Supply Chain Uncertainty
• One goal in SCM:– respond to uncertainty in
customer demand without creating costly excess inventory
• Negative effects of uncertainty– lateness– incomplete orders
• Inventory– insurance against supply
chain uncertainty
• Factors that contribute to uncertainty– inaccurate demand forecasting– long variable lead times– late deliveries– incomplete shipments– product changes batch ordering – price fluctuations and discounts– inflated orders
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Supply Chain Management and Uncertainty
• Inventory dan tingkat back-order berfluktuasi di seluruh supply chain bahkan ketika permintaan konsumen tidak bervariasi
• Variabilitas memburuk (meningkat)• Forecasting doesn’t help!
Manufacturer
Wholesale Distributor
sConsume
rs
Multi-tier
SuppliersRetailer
s
Time
Sale
s
Sale
sTime
Sale
s
Time
Sale
s
Time
Bullwhip Effect
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Bullwhip Effect O
rder
Q
uan t
ity
Time
Retailer’s Orders
Ord
er
Qua
n tit
y
Time
Wholesaler’s Orders
Ord
er
Qua
n tit
y
Time
Manufacturer’s Orders
Pembesaran variabilitas dalam pesanan di supply-chain. Fluktuasi pesanan meningkat ke arah hulu supply chain dari retailers (pengecer) ke grosir ke produsen dan ke pemasok
Pembesaran variabilitas dalam pesanan di supply-chain. Fluktuasi pesanan meningkat ke arah hulu supply chain dari retailers (pengecer) ke grosir ke produsen dan ke pemasok
Banyak pengecer dengan masing-masing sedikit variabilitas pesanan mereka ….
Banyak pengecer dengan masing-masing sedikit variabilitas pesanan mereka ….
…dapat menyebabkan variabilitas yang lebih besar untuk beberapa pedagang besar (wholesalers), dan …
…dapat menyebabkan variabilitas yang lebih besar untuk beberapa pedagang besar (wholesalers), dan …
…dapat menyebabkan variabilitas yang lebih besar lagi bagi produsen tunggal.
…dapat menyebabkan variabilitas yang lebih besar lagi bagi produsen tunggal.
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Bullwhip Effect
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Today’s Marketplace Requires:
• Personalized : konten dan pelayanan bagi pelanggan
mereka
• Collaborative : perencanaan dengan design
partners, distributors, and suppliers
• Real-time : commitments for design, production,
inventory, and transportation capacity
• Flexible : pilihan logistik untuk memastikan
pemenuhan tepat waktu
• Order tracking & pelaporan melalaui multiple
vendors and carriers
Shared visibility for trading partners
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Supply Chain Management – Key Issues
• Forecasts are never right– Sangat tidak mungkin bahwa permintaan aktual akan sama dengan
peramalan
• The longer the forecast horizon, the worse the forecast– Ramalan selama satu tahun dari sekarang tidak akan pernah
seakurat ramalan selama 3 bulan dari sekarang
• Aggregate forecasts are more accurate
Namun demikian, metode peramalan adalah alat manajemen yang penting untuk mengurangi ketidakpastian permintaan
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Supply Chain Management – Key Issues
• Mengatasi fungsi-fungsi dalam organisasi yang tujuan-tujuannya saling bertentangan
Purchasing Manufacturing Distribution Customer Service/Sales
Few change- overs
Stable schedules
Long run lengths
High inventories
High service levels
Regional stocks
SOURCE MAKE DELIVER SELL
Low pur-chase price
Multiple vendors
Low invent-ories
Low trans-portation
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Supply Chain Management – Key Issues
ISSUE CONSIDERATIONS
Network Planning • Warehouse locations and capacities• Plant locations and production levels• Transportation flows between facilities to minimize cost and time
Inventory Control • How should inventory be managed?• Why does inventory fluctuate and what strategies minimize this?
Supply Contracts • Impact of volume discount and revenue sharing• Pricing strategies to reduce order-shipment variability
Distribution Strategies • Selection of distribution strategies (e.g., direct ship vs. cross-docking)• How many cross-dock points are needed?• Cost/Benefits of different strategies
Integration and Strategic Partnering
• How can integration with partners be achieved?• What level of integration is best?• What information and processes can be shared?• What partnerships should be implemented and in which situations?
Outsourcing & Procurement Strategies
• What are our core supply chain capabilities and which are not?• Does our product design mandate different outsourcing approaches?• Risk management
Product Design • How are inventory holding and transportation costs affected by product design?• How does product design enable mass customization?
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Supply Chain Management Operations Strategies
STRATEGY WHEN TO CHOOSE
BENEFITS
Make to Stock standardized products, relatively predictable demand
Low manufacturing costs; meet customer demands quickly
Make to Order customized products, many variations
Customization; reduced inventory; improved service levels
Configure to Order many variations on finished product; infrequent demand
Low inventory levels; wide range of product offerings; simplified planning
Engineer to Order complex products, unique customer specifications
Enables response to specific customer requirements
Source: Simchi-Levi
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Supply Chain Management – Benefits
• Tahun 2009, PRTM Integrated Supply Chain Benchmarking Survey of 331 firms found significant benefits to integrating the supply chain
Delivery Performance 16%-28% Improvement
Inventory Reduction 25%-60% Improvement
Fulfillment Cycle Time 30%-50% Improvement
Forecast Accuracy 25%-80% Improvement
Overall Productivity 10%-16% Improvement
Lower Supply-Chain Costs 25%-50% Improvement
Fill Rates 20%-30% Improvement
Improved Capacity Realization 10%-20% Improvement
Source: Cohen & Roussel
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Supply Chain Imperatives for Success
• Melihat supply chain sebagai aset strategis dan pembeda (diferensiasi)– Wal-Mart’s partnership with Proctor & Gamble to automatically
replenish inventory– Dell’s innovative direct-to-consumer sales and build-to-order
manufacturing• Ciptakan konfigurasi supply chain yang unik yang sesuai
dengan tujuan strategis perusahaan– Operations strategy– Outsourcing strategy– Channel strategy– Customer service strategy– Asset network
• Reduksi uncertainty (ketidakpastian), dengan :– Forecasting– Collaboration– Integration
Supply chain configuration components
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Information In The Supply Chain
Source Source Make Make Deliver Deliver Sell Sell
Suppliers Manufacturers Warehouses &Distribution Centers
Retailer
Order Lead Time
Delivery Lead Time
Production Lead Time
• Setiap fasilitas yang makin jauh dari permintaan pelanggan aktual harus membuat forecasts of demand
• Kurangnya data aktual pembelian pelanggan, setiap fasilitas hanya berdasarkan ramalan pada order ‘downstream’, yang lebih bervariasi dari pada permintaan aktual
• Untuk mengakomodasi variabilitas, tingkat persediaan overstocked sehingga meningkatkan biaya persediaan.
Diperkirakan supply chain perusahaan farmasi menyiapkan persediaan untuk 100 hari guna mengakomodasi ketidakpastian
Plan
Value of Information and SCM
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Taming (menjinakkan) the Bullwhip
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Methods for Improving Forecasts
AccurateForecasts
Panels of Experts
• Internal experts• External experts• Domain experts• Delphi technique
• Moving average• Exponential smoothing• Trend analysis• Seasonality analysis
Judgment Methods
Time-Series Methods
Causal Analysis
Market Research Analysis
• Relies on data other than that being predicted
• Economic data, commodity data, etc.
• Market testing• Market surveys• Focus groups