Arti Penting Supply Chain Terhadap Strategi. Dampak...

PERT 02 Supply Chain ManagementSupply Chain ManagementSupply Chain ManagementSupply Chain Management

� Supply chain management

� Arti Penting Supply Chain Terhadap Strategi.

� Dampak ekonomis dari SCM

� Outsourcing

� Strategi Supply Chain (SC)

� Pengelolaan SC

� E-procurement

� Vendor Selection

� Logistic Management

Agus Prayitno, Dr. Fakultas Ekonomi Udinus.

Supply Chains

� All facilities, functions, and activities

associated with flow and transformation

of goods and services from raw materials

to customer, as well as the associated

information flows

� An integrated group of processes to

“source,” “make,” and “deliver” products


The Supply Chain

Supplier

Supplier

Supplier

Inventory

Inventory

Distributor

Inventory Inventory

Manufacturer

Customer

Customer

Customer

Market research data

scheduling information

Engineering and design data

Order flow and cash flow

Ideas and design to

satisfy end customer

Material flow

Credit flow


� Planning, organizing, directing, & controlling flows of materials – Begins with raw materials

– Continues through internal operations

– Ends with distribution of finished goods

� Involves everyone in supply-chain– Example: Your supplier’s supplier

� Objective: Maximize value & lower waste

Supply-Chain Management


Supply Chain Management (SCM)

�Managing flow of information through supply chain

in order to attain the level of synchronization that

will make it more responsive to customer needs

while lowering costs

�Keys to effective SCM

– information

– communication

– cooperation

– trust

��1010--55


Supply Chain for Service

� More difficult than manufacturing

� Does not focus on the flow of physical

goods

� Focuses on human resources and support

services

� More compact and less extended


Supply-Chain Support for Overall Strategy

Supplier’s

goal

Primary Selection Criteria

Supply demand at lowest possible cost

Select primarily for cost

Low Cost

Respond quickly to changing requirements and demand to minimize stockouts

Select primarily for capacity, speed, and flexibility

Response

Share market research; jointly develop products and options

Select primarily for product development skills

Differentiation


Supply-Chain Support for Overall Strategy - continued

Process

Characteristics

Maintain high average utilization

Low Cost

Invest in excess capacity and flexible processes

Response

Modular processes to lend themselves to mass customization

Inventory Characteristics

Minimize inventory throughout the chain to hold down costs

Develop responsive system, with buffer stocks positioned to ensure supply

Minimize inventory in the chain to avoid obsolescence

Differentiation


Supply-Chain Support for Overall Strategy - continued

Lead-time

Characteristics

Shorten lead-time as long as it does not increase costs

Low Cost

Invest aggressively to reduce production lead-time

Response

Invest aggressively to reduce development lead-time

Differentiation

Product-design

Characteristics

Maximize

performance

and minimize

cost

Use product

designs that

lead to low set-

up time and

rapid

production

ramp-up

Use modular

design to

postpone

product

differentiation

for as long as

possible


� Acquisition of goods & services

� Activities– Help decide whether to make or buy

– Identify sources of supply

– Select suppliers & negotiate contracts

– Control vendor performance

� Importance– Major cost center

– Affects quality of final product

Purchasing


Dampak ekonomis dari SCM

Purchasing Costs as a Percent of Sales

�All industry

�Automobile

� Food

�Lumber

� Paper

� Petroleum

�Transportation

� 52%

� 61%

� 60%

� 61%

� 55%

� 74%

� 63%

Industry Percent of Sales


Dollars of Additional Sales Needed to Equal 1$ Saved Through Purchasing

Percent of Sales Spent for Purchases

Firm'sPercentNetProfit

30% 40% 50% 60% 70% 80% 90%

2 $2.78 $3.23 $3.85 $4.76 $6.25 $9.09 $16.67

4 $2.70 $3.13 $3.70 $4.55 $5.88 $8.33 $14.29

6 $2.63 $3.03 $3.57 $4.35 $5.56 $7.69 $12.50

8 $2.56 $2.94 $3.45 $4.17 $5.26 $7.14 $11.11

10 $2.50 $2.86 $3.33 $4.00 $5.00 $6.67 $10.11


Objectives of the Purchasing Function

� Help identify the products and services

that can be best obtained externally;

and

� Develop, evaluate, and determine the

best supplier, price, and delivery for

those products and services


Receiving

Dock

PurchaseOrder

PackingList

Order

Processing

Invoice

Receivable

s Report

Check Accounts

Receivable

Accounts

Payable

Mail

MailReconcile

Mail

CustomerCustomer SupplierSupplier

Traditional Purchasing Process


Purchasing Techniques

� Drop shipping and special packaging

� Blanket orders

� Invoiceless purchasing

� Electronic ordering and funds transfer

� Electronic data interchange (EDI)

� Stockless purchasing

� Standardization


Make/Buy Considerations

� lower production cost

� unsuitable suppliers

� assure adequate supply

� utilize surplus labor and make a marginal contribution

� obtain desired quantity

� remove supplier collusion

� obtain a unique item that would entail a prohibitive commitment from the supplier

� lower acquisition cost

� preserve supplier commitment

� obtain technical or management ability

� inadequate capacity

� reduce inventory costs

� ensure flexibility and alternate source of supply

� reciprocity

Reasons for Making Reasons for Buying


Make/Buy Considerations (Cont)

� maintain organizational

talent

� protect proprietary

design or quality

� increase/maintain size

of company

� item is protected by

patent or trade secret

� frees management to

deal with its primary

business

Reasons for Making Reasons for Buying


Outsourcing

� Sourcing

– selection of suppliers

� Outsourcing

– purchase of goods and services from an outside

supplier

� Core competencies

– what a company does best

� Single sourcing

– a company purchases goods and services from only a

few (or one) suppliers


� Plans to help achieve company mission

� Affect long-term competitive position

� Strategic options

– Many suppliers

– Few suppliers

– Keiretsu network

– Vertical integration

– Virtual companyPlan

© 1995 Corel Corp.

Purchasing Strategies


Supply-Chain Strategies

�Negotiate with many suppliers; play one supplier against another

�Develop long-term “partnering” arrangements with a few suppliers who will work with you to satisfy the end customer

�Vertically integrate; buy the actual supplier

�Keiretsu - have your suppliers become part of a company coalition

�Create a virtual company that uses suppliers on an as-needed basis.


� Many sources per item

� Adversarial relationship

� Short-term

� Little openness

� Negotiated, sporadic PO’s

� High prices

� Infrequent, large lots

� Delivery to receiving dock© 1995 Corel Corp.

Many Suppliers Strategy


� 1 or few sources per item

� Partnership (JIT)

� Long-term, stable

� On-site audits & visits

� Exclusive contracts

� Low prices (large orders)

� Frequent, small lots

� Delivery to point of use

© 1995

Corel

Corp.

Few Suppliers Strategy


Raw Material

(Suppliers)

BackwardBackward

IntegrationIntegration

CurrentCurrent

TransformationTransformation

ForwardForward

IntegrationIntegration

Finished GoodsFinished Goods

(Customers)(Customers)

�Ability to produce

goods previously

purchased• Setup operations

• Buy supplier

�Make-buy issue

�Major financial

commitment

�Hard to do all things

well

Vertical Integration Strategy


Forms of Vertical Integration

Iron Ore

Steel

Automobiles

Distribution

System

Dealers

Silicon

Integrated

Circuits

Circuit Boards

Computers

Watches

Calculators

Farming

Flour Milling

Raw Material

(Suppliers)

Backward

Integration

Current

Transformation

Forward

Integration

Finished Goods

(Customers)Baked Goods


�Japanese word for ‘affiliated chain’

�System of mutual alliances and

cross-ownership– Company stock is held by allied firms

• Lowers need for short-term profits

�Links manufacturers, suppliers,

distributors, & lenders– ‘Partnerships’ extend across entire supply chain

Keiretsu Network Strategy


Virtual Company Strategy

�Network of independent companies

– Linked by technology

• PC’s, faxes, Internet etc.

– Each contributes core competencies

– Typically provide services

• Payroll, editing, designing

�May be long or short-term

– Usually, only until opportunity is met


�Vendor evaluation– Identifying & selecting potential vendors

�Vendor development– Integrating buyer & supplier

• Example: Electronic data exchange

�Negotiations– Results in contract

– Specifies period of agreement, price, delivery

terms etc.

Vendor Selection Steps


Vendor Selection Rating Form


�Company

– Financial stability

– Management

– Location

�Product

– Quality

– Price

�Service

– Delivery on time

– Condition on arrival

– Technical support

– Training

Supplier Selection Criteria


Negotiation Strategies

�Three types:

– cost-based price model - supplier opens its

books to purchaser; price based upon fixed cost

plus escalation clause for materials and labor

– market-based price model - published price or

index

– competitive bidding - potential suppliers bid for

contract


Managing the Supply-Chain

� Options:

– Postponement

– Channel assembly

– Drop shipping

– Blanket orders

– Invoiceless purchasing

– Electronic ordering and funds transfer

– Stockless purchasing

– Standardization

– Internet purchasing (e-procurement)


Managing the Supply-Chain - Other Options

� Establishing lines of credit for suppliers

� Reducing bank “float”

� Coordinating production and shipping

schedules with suppliers and distributors

� Sharing market research

� Making optimal use of warehouse space


Materials Management

� Integrates all materials functions– Purchasing

– Inventory management

– Production control

– Inbound traffic

– Warehousing and stores

– Incoming quality control

� Objective: Efficient, low cost operations


Goods Movement Options

�Trucking

�Railways

�Airfreight

�Waterways

�Pipelines


Supply-Chain Performance Compared

Number of suppliers perpurchasing agent

34 5

Purchasing costs as percent ofpurchases

3.3% 0.8%

Lead time (weeks) 15 8

Time spent in placing order 42 minutes 15 minutes

Percentage of late deliveries 33% 2%

Percentage of rejected material 1.5% .0001%

Number of shortages per year 400 4

Typical FirmsBenchmark

Firms

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