presentasi distribusi 2

Name : Marcelano Brando Place and date of birth : Jakarta,29 april 1994 Address : Jl. Boulevard timur no.26 Kelapa Gading, Jakarta

Utara Gender : Male Religion : Christian Telephone : 081218043104 Email : [email protected]

Curiculum Vitae

SD Strada Santo Petrus : 2001-2006SMP 95 Jakarta : 2007-2009SMA 72 Jakarta : 2010-2012STMT Trisakti : 2012- Present

Education

Logistik Express Himpunan Mahasiswa Logistik 2013 Division Publication and Documentation

Ulang Tahun Logistik 2013 Division Publication and Documentation

Seminar Himpunan Mahasiswa Logistik 2013 division Publication and Documentation

Kunjungan Ilmiah Himpunan Mahasiswa Logistik 2013 division Publication and Documentation

Steering Committee Latihan Kepemimpinan 1 Himpunan Mahasiswa Logistik 2014

Badan Pengurus Harian HM Logistik Humas Internal

Organizational Experience

The next frontier for competitiveness

SUPPLY/DEMAND CHAIN MANAGEMENT

SUPPLY/DEMAND CHAIN MANAGEMENT

THE STARTING POINT

PERCEIVED CUSTOMER VALUE

THE EVOLUTION OF THE LOGISTICS CONCEPT

A NEW PERSPECTIVEE-LOGISTICSPROCESS

MANAGEMENT

SUPPLY CHAIN MANAGEMENT

DEMAND CHAIN MANAGEMENT

DEMAND/SUPPLY CHAIN LINKAGES

E-NETSCONCLUSIONS

‘Customer ecstasy – at a profit!’ A new battle-cry is replacing the old ‘Customer satisfaction!’ Customer expectations should not only be met – they should be exceeded. This is the way to be competitive in the digital economy.

Customer focus has been discussed as the starting point for competitive efforts in marketing ever since the 1940s.

THE STARTING POINT

The most difficult operational problem for logistics has always been to improve the level of service to the customer and at the same time to reduce costs (Ericsson, 1981)

THE STARTING POINT


The concept of value is customer-specific and essentially subjective to the customer. It represents the perceived benefits that customers believe theyreceive from ownership or consumption of a product or service

SUPPLIERS

FACTORIES

DISTRIBUTORS

CUSTOMERS

The foundation of the concept is the fact that the boundaries between physical products and accompanying services are blurring – and increasingly so in the digital economy (Davis and Meyer, 1998).


Logistic is the backbone and the origin of supply chain thinking. The evolution of Logistic Concept, therefore, is an important background to what is happening today. Efficiency in operation and effectiveness in fulfilling customers are the key phrases in designing total material flows (supply chains)

THE EVOLUTION OF LOGISTIC CONCEPT

In the late of 1960s the vision was to create an even, steady, uninterupted, and quality assured flow from raw material supplier to the ultimate user. (Ericsson 1969)

THE EVOLUTION OF LOGISTIC CONCEPT

In the 1980 and 1990 fast-changing market and decreased product lifetime and highlighted not only intra-but also inter-organizational coordination. These new challenges required managers to rethink the way they interacted to their suppliers

E-LOGISTICS

E-Logistic focuses on interfaces between process management, information and comunication technology (ICT), and traditonal logistics.

E-Logistics is a cornerstone in the creation of agile supply/demand chains

E-LOGISTICS

E-Logistics focusing on the interfaces between traditional Logistics, ICT, Process Management

It has been stated elsewhere that logistic in the caddle of process orientation in terms of approaches to intra and inter organizational relationship and flows. (Ericsson, 1996 )

PROCESS MANAGEMENT

The process management part of E-LOGISTICS focuses on Time To Market (TTM), Time To Crash (TTC) and Customer Creation Retention (CCR)

PROCESS MANAGEMENT

The development of Logistics from intra to inter organizational activities and processes and its focus on supply chain management, have significantly improved effectiveness and efficiency in the value chain


As Aristotle once said, “ it is most likely that something unlikely happen”. The question is ‘How we do plan when we cant predict?’ and the answer is ‘Replace forecasts with early, real-time information directly from the demand chain’


Supply chain management in its traditional form integrates purchasing, production and distribution; it addresses how to make the products that customers are supposed to buy.

The term ‘demand chain’ is not used simply as another word for demand-driven supply chains. It is used to denote the concept of a series of activities all the way from the final user to the focal customer – the one in direct contact with the supply chain


Demand chain management deals not only with how the customers make the purchase, but also with what drives the purchasing transaction



The supply chain may consist of several levels of cooperating companies, such as first- and second-tier suppliers, manufacturers, distributors and retailers.

SUPPLIERS

MANUFACTURERS

DISTRIBUTORS

RETAILERS

A supply chain may include purchasing/sourcing, manufacturing, housing and distribution/sales. This means that the contact with the customer can take place one at least four different levels.


The concept of collaboration in e-nets is fundamental for understanding the shift from value chains to value networks, and the accompanying move from supply/demand chains to supply/demand networks.

Relationships in complex supply/demand networks are very hard to describe and conceptualize

E-NETS

The Concept

The concept of the value chain is a simplification of reality. A company is not the part of just one single chain, but is simultaneously part of huge network of chain and relationship

The process and systems integration induced by supply/demand chain leads to increasingly complex networks of relations between a company and its environment

E-NETS

Process

The dual objective of value enhancement and cost reduction is the aim of emerging supply/demand chain best practices. Some of these practices increase the effectiveness of the chain, while others improve the efficiency of it.

The development of supply and demand chains, interwoven into a complex, continuously changing and evolving network of competitors, suppliers, customers, partners, intermediaries and complementers, is challenging and demanding

CONCLUSION