10/15/2015

1

Proses Bisnis dan Informasi

Suryo Widiantoro, ST, MMSI, M.Com(IS)

1

Topics covered1. Components of typical supply chain

2. IT and supply chain

3. Successful supply chain management system

4. SCM planning and strategy

2

10/15/2015

2

3

The average company spends nearly half of every dollar that it earns on production

In the past, companies focused primarily on manufacturing and quality improvements to influence their supply chains

4

10/15/2015

3

A supply chain consists of all parties involved, directly or indirectly, in the procurement of a product or raw material

A supply chain is a collection of companies and processes moving a product:

suppliers of raw materials

suppliers of intermediate components

final production

to the customer

5

Supply Chain Management (SCM) involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability

6

10/15/2015

4

Supply chain management helps a company:

Get the right products

To the right place

At the right time

In the proper quantity

At an acceptable cost

7

Goals of SCM

8

Forecast demand

Enhance relationshipswith customers,

suppliers, distributors,and others

Receive feedback onthe status of everylink in the supply

Control inventory

10/15/2015

5

BASICS OF SUPPLY CHAINThe supply chain has three main links:

1. Materials flow from suppliers and their “upstream” suppliers at all levels.

2. Transformation of materials into semi-finished and finished products through the organization’s own production process.

3. Distribution of products to customers and their “downstream” customers at all levels.

9

10

10/15/2015

6

Upstream—flow from sources of raw materials and components.

Downstream—flow to customers.

Suppliers have their own supply chain.

A better name: supply network.

11

Supply Chain for Apple’s iPhone

12

10/15/2015

7

Benefits and Problems with Supply Chains Potential benefits

Process innovations

Just-In-time Production (JIT)

Vendor-Managed Inventory (VMI)

Potential problems

Distorted information

Excessive inventories

Inaccurate capacity plans

Missed product schedules

13

Just-in-Time Production (JIT) Keeping inventory is costly (storage, capital, missed

production schedules).

JIT optimizes ordering quantities. Parts and raw materials arrive when needed for production.

As orders arriver in smaller quantities, but at higher frequency) investment

in storage space and inventory is minimized.

The approach was pioneered by Toyota.

It is used extensively by computer manufacturers to avoid component obsolescence (Moore’s law). Example: Dell keeps only two hours of inventory in stock

JIT requires tight cooperation between all partners in the supply network.

14

10/15/2015

8

Vendor-Managed Inventory (VMI) Business model in which the suppliers to a manufacturer

(or retailer) manage the manufacturer’s (or retailer’s) inventory levels based on preestablished service levels.

Under a VMI model, the manufacturer or retailer shares real-time sales data with their suppliers, who maintain inventory levels based on preestablished agreements.

Help to reduce the manufacturer’s (or retailer’s) inventory, both saving costs and minimizing stockout situations.

Helps supplier to produce more accurate forecasts, reduces ordering errors, and helps prioritize the shipment of goods.

15

16

10/15/2015

9

17

INFORMATION TECHNOLOGY’S ROLE IN THE SUPPLY CHAIN Information Technology’s primary role is to create

integrations or tight process and information linkages between functions within a firm

Information Technology integrates planning, decision-making processes, business operating processes, and information sharing for business performance management

18

10/15/2015

10

19

20

10/15/2015

11

21

1# VISIBILITY Supply Chain Visibility—The ability to view all areas up

and down the supply chain

Bullwhip Effect—Occurs when distorted product demand information passes from one entity to the next throughout the supply chain

To make a supply chain work most effectively, organizations must create visibility in real time

22

10/15/2015

12

The Bullwhip Effect

Ripple effects in which forecast errors and safety stocks multiply when moving up the supply chain

Happens when businesses include safety buffer to prevent stock-outs

Small end-product demand fluctuations cause large fluctuations further up the supply chain.

Small forecasting errors at end of supply chain cause large errors further up the supply chain.

Integrated business processes help mitigate the bullwhip effect.

23

2# CONSUMER BEHAVIOR Companies can respond faster and more effectively to

consumer demands through supply chain enhancements

Demand Planning Software—Generates demand forecasts using statistical tools and forecasting techniques

One study found that companies managing demand in supply chains can average 50% reduction in inventory and a 40% increase in timely deliveries

24

10/15/2015

13

3# COMPETITION Supply Chain Planning (SCP) Software—Uses advanced

mathematical algorithms to improve the flow and efficiency of the supply chain

Supply Chain Execution (SCE) Software—Automates the different steps and stages of the supply chain

25

26

10/15/2015

14

4# SPEED Three factors fostering speed

27

Emerging SCM Trends Key trends

Supplier portals

Customer portals

Business-to-business (B2B) marketplaces

All of these provide an alternative to proprietary supply linkages

Key enabling technologies Extensible Markup Language (XML)

Radio Frequency Identification (RFID)

28

10/15/2015

15

Radio Frequency Identification (RFID) RFID tags will soon replace standard bar

codes. RFID is the use of electromagnetic energy to

transit energy between a reader (transceiver) and the tag (antenna).

Line-of-sight reading is not necessary.

RFID tags can contain more information than bar codes.

Tags are programmable, so there is a vast array of potential uses.

Scanning can be done from greater distance. Passive tags—inexpensive, range of few feet.

Active tags—more expensive, range of hundreds of feet.

29

Source: METRO AG.

30

10/15/2015

16

31

SUPPLY CHAIN SUCCESS FACTORSSCM industry best practices include:

1. Make the sale to suppliers.

2. Wean employees off traditional business practices.

3. Ensure the SCM system supports the organizational goals.

4. Deploy in incremental phases and measure and communicate success.

5. Be future oriented.

32

10/15/2015

17

SCM Success StoriesTop reasons why more and more executives are turning to

SCM to manage their extended enterprises

33

Numerous decision support systems (DSSs) are being built to assist decision makers in the design and operation of integrated supply chains

DSSs allow managers to examine performance and relationships over the supply chain and among: Suppliers

Manufacturers

Distributors

Other factors that optimize supply chain performance

34

10/15/2015

18

35

36

10/15/2015

19

Supply Chain Planning (SCP)Four types of plans are developed:

1. Demand planning and forecastingo Examination of historic data

2. Distribution planningo Delivering products to consumers

o Warehousing, delivering, invoicing, and payment collection

3. Production schedulingo Coordination of activities needed to create the

product/service

o Optimization of the use of materials, equipment, and labor

4. Inventory and safety stock planningo Development of inventory estimates

37

Supply chain visibility—the ability to track products as they move through the supply chain but also to foresee external events.

Supply chain analytics—the use of key performance indicators to monitor performance of the entire supply chain, including sourcing, planning, production, and distribution.

38

10/15/2015

20

Developing an SCM StrategySCM efficiency and effectiveness need to be balanced.

Efficiency—cost minimization.

Effectiveness—customer service maximization.

Tradeoffs—Supply chain strategy should match overall competitive strategy.

39

40