Core Discipline 1:View Your Supply

Chain as a Strategic Asset

Presented by:Harry Mollan Swarday (122131040)Indra Petrus Ambarita (122131049)

Dosen :Dr. Dadang Surjasa

CORE DISICIPLINE 1:VIEW YOUR SUPPLY CHAIN AS A STRATEGIC

ASSET

Key Configuration Components

• Operations Strategy

• Outsourcing Strategy

• Channel Strategy

• Customer Service Strategy

• Asset Network

Good Supply Chain Criteria

• Aligned With Bussiness Strategy

• Aligned With Customers’ Needs

• Aligned With Power Position

• Adaptive

Next Generation Strategy

AUTOLIV PROFILE

Supply Chain

Competitive Advantage

Strategic Weapon

Strategic Differentiat

or

Key Configuration Components

Operation Strategy

Outsourcing Strategy

Channel Strategy

Customer Service Strategy

Asset Network

Your decisions around these components and how they play together define your supply chain strategy.

OPERATIONS STRATEGY CHANNEL STRATEGY OUTSOURCING STRATEGY

CUSTOMER SERVICE STRATEGY ASSET NETWORK

Strategi dalam menghasilkan barang dan jasa

• Mempengaruhi bentuk rantai pasokan dan investasi

• Menentukan bagaimana cara kerja perusahaan, gudang, dan staf

OPERATIONS STRATEGY CHANNEL STRATEGY OUTSOURCING STRATEGY

CUSTOMER SERVICE STRATEGY ASSET NETWORK

Pilihlah strategi yang berbeda untuk kategori produk dan segmen pasar yang berbeda

Strategi bersifat dinamis. Kuncinya adalah daur hidup produk. Pada saat produk sudah mencapai peak dan mulai decline, strategi bdapat berubah dari make to stock menjadi make to order

OPERATIONS STRATEGY CHANNEL STRATEGY OUTSOURCING STRATEGY

CUSTOMER SERVICE STRATEGY ASSET NETWORK

• Strategi dalam menyampaikan barang atau jasa kepada pembeli atau konsumen akhir:– Direct selling (Internet/Sales Forces)– Indirect selling (Distributor/ Retailer)

• Pertimbangan terhadap segmen pasar dan faktor geografis.

• Penggunaan channel mix yang optimal untuk meningkatkan profit margin.

Keuntungan Outsourcing: ◆ Scale—menawarkan biaya yang lebih murah dan dapat

membantu meningkatkan produksi dengan cepat tanpa perlu investasi pabrik/mesin/peralatan yang baru.

◆ Scope—menyediakan akses untuk beroperasi di pasar atau area yang baru sehingga biaya lebih ekonomis.

◆ Technology expertise—kemungkinan memiliki keahlian pada bidang atau produk tertentu sehinggan perusahaan tidak perlu berinvestasi besar dalam pengembangan produk.

OPERATIONS STRATEGY CHANNEL STRATEGY OUTSOURCING STRATEGY

CUSTOMER SERVICE STRATEGY ASSET NETWORK

OPERATIONS STRATEGY CHANNEL STRATEGY OUTSOURCING STRATEGY

CUSTOMER SERVICE STRATEGY ASSET NETWORK

Pertimbangan sebelum melakukan Outsorcing Strategy:1. Kenali bagaimana cara perusahaan berdifferensiasi. Contoh: mesin jam

Rolex.

2. Bandingkan skala operasional internal dengan kebutuhan. Bila skala internal berada pada atau mendekati full capacity, tidak perlu melakukan outsorcing. Namun bagi perusahaan kecil yang ingin berekspansi dapat menggunakan outsorcing untuk memperkecil biaya. Contoh: Tellabs

3. Kenali karakteristik perusahaan atau produk. Jangan meng-outsorce sesuatu yang menjadi ciri khas produk atau perusahaan.

4. Pertimbangkan besarnya kekuatan antara perusahaan kita dengan outsorcing

OPERATIONS STRATEGY CHANNEL STRATEGY OUTSOURCING STRATEGY

CUSTOMER SERVICE STRATEGY ASSET NETWORK

• Strategi berdasarkan pada 2 hal:1. Volume produksi keseluruhan dan keuntungan

dari konsumen.2. Pengertian tentang apa yang diinginkan

pelanggan.• Penting untuk mengetahui konsumen yang

high-value untuk dipertahankan.

• Strategi yang berkenaan dengan aset jaringan perusahaan. • Bentuk model jaringan:

1. Model Global-pembuatan suatu produk untuk kebutuhan global dilakukan pada satu tempat, dengan tujuan agar berdekatan dengan sumber R&D, mengurangi biaya produksi, atau untuk mengontrol keahlian SDM.

2. Model Regional-pembuatan dilakukan di area regional dimana produk tersebut dijual.

3. Model Negara-pembuatan dilakukan di negara dimana produk tersebut di jual.• Pertimbangan:

1. Biaya produksi2. Corporate Tax rate3. Biaya ekspor4. Infrastruktur5. Tenaga terampil

• Daur hidup produk mempengaruhi strategi yang akan dilakukan. Pada awal mula produk dapat dilakukan model Global , selanjutnya bertransisi ke model Regional untuk meningkatkan customer service. Pada akhir daur hidup produk, dapat kembali lagi ke model Global untuk mengurangi biaya produksi.

OPERATIONS STRATEGY CHANNEL STRATEGY OUTSOURCING STRATEGY

CUSTOMER SERVICE STRATEGY ASSET NETWORK

ALIGNED WITH

BUSSINESS STRATEGY

CRITERIA OF GOOD SUPPLY CHAIN STRATEGY

Strategi bisnis yang efektif dimulai dari Visi (Core Strategic Vision)

Core Strategic Vision menjawab berbagai pertanyaan mendasar tentang sasaran strategis, value yang ditawarkan kepada customer, dan differensiasi produk atau perusahaan

ALIGNED WITH

BUSSINESS STRATEGY

CRITERIA OF GOOD SUPPLY CHAIN STRATEGY

Leading companies FOCUS ON ONE of these as a primary strategy—their basis of competition for winning in a chosen market. From a supply chain perspective, each basis of competition requires distinct structure, processes, information systems, and skills.

Aligned with

Bussiness Strategy

ALIGNED WITH

CUSTOMER NEEDS

CRITERIA OF GOOD SUPPLY CHAIN STRATEGY

Voice of the customer• Membantu untuk mendengarkan keinginan

customer dan memahami kondisi lingkungan. • Membantu menyingkapkan dan menerjemahkan

kebutuhan customer ke dalam suatu produk baru

• A good supply chain strategy is understanding your power and influence relative to customers and suppliers.

• Why is this so important? Your relative power determines what can be achieved to meet your overall strategic objectives.

• Scale matters• Brand power

CRITERIA OF GOOD SUPPLY CHAIN STRATEGY

Aligned with

Bussiness Strategy

Aligned with

Customer Needs

ALIGNED WITH

POWER POSITION

• Change is a given. Market conditions shift, business strategies evolve, and new technologies emerge. If you’re not paying attention, your supply chain can get out of sync. Your supply chain strategy, just like your business strategy, has to adapt.

• Factors: ◆ A new technology

- Internet ◆ A change in the scope of your business.

- expand your manufacturing capacity - add new distribution capabilities- develop new channels- find new supplier- rethink your supply chain strategy overall.

◆ A change in your basis of competition. - New competitor emerged with a stronger value proposition- change the type of service to increase market share-compete in a new market

◆ The need to assimilate a new acquisition. - Mergers and acquisitions

CRITERIA OF GOOD SUPPLY CHAIN STRATEGY

Aligned with

BussinessStrategy

Aligned with

Customer Needs

Aligned with

Power Position

ADAPTIVE

Next Generation Strategies

Case

Study

:

Autoliv

Profile

Applying Rocket Scienceto the Supply Chain

ALV-/v1.0 2011/General Presentation2011 - 18

AUTO Lindblad In Vårgårda

Autoliv - was founded in Vårgårda, Sweden, in 1953

Autoliv’s History

Supply Chain Management Trisakti

Profile Autoliv:

Supply Chain Management Trisakti

We Care

Supply Chain Management Trisakti 2-20

Our Mission

10-22Supply Chain Management Trisakti

10-23Supply Chain Management Trisakti

10-24Supply Chain Management Trisakti

10-25Supply Chain Management Trisakti

Copyright 2006 John Wiley & Sons, Inc. 10-26

10-27Supply Chain Management Trisakti

10-28Supply Chain Management Trisakti

10-29Supply Chain Management Trisakti

10-30Supply Chain Management Trisakti

10-31Supply Chain Management Trisakti

Copyright 2006 John Wiley & Sons, Inc. 10-32

10-33Supply Chain Management Trisakti

10-34Supply Chain Management Trisakti

10-35Supply Chain Management Trisakti

Copyright 2006 John Wiley & Sons, Inc. 10-36

ACTUALLY, IT IS ROCKET SCIENCE

ALV-/v1.0 2011/General Presentation2011 - 41

Integrated Safety

ASSISTANCE

Night vision

Cross traffic assist

Adaptive cruise control

Queue assist

WARNING

Pedestrian warning

Lane departure warning

Collision warning

Blind spot warning

EMERGENCY

Crash mitigationby braking

Crash avoidance

Stability control

Active bumpers

PRE-CRASH

Early sensing

Active seatbelts

Active structures

Active knee bolster

IN-CRASH

Pedestrian protection

Adaptive seatbelts

Adaptive airbags

Anti-whiplash

POST-CRASH

Black-box function (Event data recorder)

Point of no return, one

third of a second

ACTIVE SAFETY PASSIVE SAFETY

Technology

ALV-AuthorInitials/MmmYYYY/Filename - 42 Copyright Autoliv Inc., All Rights Reserved

Northern Utah Pull System

Total Inventory Reduction : $5 Million

Tremonton

90 min.

Annual Labor Savings : $300,000

4 hr.Brigham

4 hr.

PromontoryOgden

ALV-AuthorInitials/MmmYYYY/Filename - 43 Copyright Autoliv Inc., All Rights Reserved

How does it work?

Inflator Consumed Electronic Order ShipmentKanban Card sent to Line

Line ConsumesElectronic Order Shipment

Part Flow Information Flow

Ogden Brigham

Brigham

Brigham

Tremonton

CONCLUSION CASE STUDY : AUTOLIV

Key Configuration Components

• Operations Strategy (v)

• Outsourcing Strategy (x)

• Channel Strategy (v)

• Customer Service Strategy (v)

• Asset Network (v)

Good Supply Chain Criteria

• Aligned With Bussiness Strategy (v)

• Aligned With Customers’ Needs (v)

• Aligned With Power Position (v)

• Adaptive (v)

Next Generation Strategy (v)

CHOPPING UP THE ASSEMBLY LINES

“Our goal is tominimize what’sspecial and increasewhat’sstandardized,” saysNorm Markert,president of AutolivNorth America.