Rantai Pasokan (Supply Chain)

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1 Rantai Pasokan (Supply Chain)
Rangkaian hubungan aliran material, jasa, informasi, dan uang mulai dari pemasok, produsen, distributor,gudang, pengecer, sampai kepada pelanggan akhir untuk mempermudah transfomasi dari bahan baku hingga produk akhir. E–Supply Chain : Rantai pasokan yang dikelola secara elektronik (otomasi) dan difasilitasi dengan software berbasis web T I yang diimplementasikan harus dapat menunjang penuh infrastruktur dasar dan koordinasi yang diperlukan agar supply chain berfungsi optimal. Pengampu: Taufik Hidayat, S.Kom, MMSI, Lektor Kepala

2 Supply Chain Aliran Supply Chain
Supply chain merujuk pada aliran materials, information, payments, dan services dari pemasok-2 bahan baku , melalui pabrik/factory dan gudang-2 (Value Chain), sampai ke konsumen akhir (Demand Chain). Mencakup tugas-2 seperti pembelian/ purchasing, payment flow, materials handling, production planning & control, logistics & warehousing, inventory control, dan distribution. Ketika hal itu dimanage secara elektronis maka hal itu dikenal dengan e-supply chain. Aliran Supply Chain Material flows adalah semua aliran phisik produk , new materials, dan supplies yang mengalir sepanjang chain. Information flows terkait dengan semua data yang berhubungan dengan permintaan, pengiriman, pemesanan, pengembalian dan penjadwalan. Financial flows termasuk semua transfer uang, payments, credit card information, payment schedules, e-payments dan data credit. Supply Chains memberikan konstribusi pada peningkatan profitability dan competitiveness

3 Essentials of Management Information Systems
Chapter 3 Information Systems , Organizations, Management, and Strategy INFORMATION SYSTEMS AND BUSINESS STRATEGY Enhancing Core Competencies Figure 3-14

4 Supply Chain Automotive Supply Chain

5 Supply Chain – Toy Industry

6 Klasifikasi Supply Chains
Value Chain “Supply” Chain Demand Chain

7 Supply Chain Management

8 SUPPLY CHAIN MANAGEMENT
Pengelolaan aliran sumber daya material, jasa, informasi, dan keuangan melalui rantai pasokan untuk memastikan bahwa Aliran tersebut berjalan dengan efektif dan efisien. Aktivitas Manajemen Rantai Pasokan: * Meramalkan permintaan pelanggan * Membuat jadwal produksi * Menyiapkan jaringan transportasi * Memesan persediaan pengganti dari para pemasok * Mengelola persediaan: bahan mentah, barang dalam proses dan barang jadi * Menjalankan produksi * Menjamin kelancaran transportasi sumber daya kepada pelanggan * Melacak aliran sumber daya material, jasa, informasi, dan keuangan dari pemasok, di dalam perusahaan, dan kepada pelanggan.

9 Implementasi SI pada tiap tahap SCM
Setiap tindakan harus tercatat dan terlacak secara rinci pada terminal komputer dengan SCM Software yang diimplementasikan pada : Lokasi pemasok Internal Supply Chain : Area penerimaan perusahaan Area persediaan / warehouse / inventory control Area produksi / manufacturing Area pengiriman / delivery / dispatch Dalam kendaraan transportir Lokasi pelanggan. Biaya implementasi SI relatif tinggi dan ditanggung oleh masing-masing perusahaan yang berpartisipasi (business partners), umumnya anggota terkuat akan menekan anggota lainnya untuk bersinergi memfasilitasi perpindahan data antar anggota dalam menggunakan IOS (Interorganizational System). + Software for scheduling

10 VALUE CHAIN ( Rantai Nilai )
Oleh Professor dari Harvard University: Michael E. Porter. Rangkaian aktivitas nilai (value activities) menyeluruh suatu perusahaan dalam melaksanakan supply chain untuk meningkatkan margin agar tercipta competitive advantage. Macam aktivitas nilai: * Ativitas Nilai Utama (Primary Value Activities): Aktivitas logistik input persediaan bahan baku dari pemasok, operasi produksi, logistik output, operasi pemasaran dan penjualan, perolehan pesanan, dan pembinaan hubungan baik dengan pelanggan pasca penjualan. * Aktivitas Nilai Pendukung (Support Value Activities): 1. Infrastruktur Perusahaan ( bentuk Organisasi ) 2. Manajemen SDM, Pengembangan teknologi, dan manajemen pengadaan / pembelian.

11 Porter’s Value Chains Porter argued that firm’s opportunities to create competitive advantage occur at different steps in the value chain (Figure 2.3) The Margin is the value of the firm’s products and services less their costs, as perceived by the firm’s customers The value chain is made of the primary and support activities that contribute to a firm’s margin value. Increasing that marginal value is the objective of the chain model Firms can create value by performing activities, which Porter calls value activities

12 Expanding the Scope of the Value Chain (Figure 2.4)
Additional advantages that can be achieved by linking the firm’s value chain to those of other organizations creating an inter-organizational system (IOS) The participating firms (business partners) work as a coordinated unit, creating a synergy that cannot be achieved by working alone Porter termed this the value system

13 SISTEM NILAI ( Value System )
MARGIN : Nilai dari produk dan jasa perusahaan setelah dikurangi harga pokoknya, seperti yang diterima oleh pelanggan. + Value Chain : Primary Value Act. Support Value Act. + I O S Supply Chain Competitive Advantage Margin MARGIN : SISTEM NILAI ( Value System ) Rantai Nilai Pemasok Rantai Nilai Perusahaan Rantai Nilai Pelanggan

14 Komponen Supply Chains
The supply chain melibatkan tiga egments: Upstream, dimana sourcing atau procurement dari external supplier terjadi Internal, dimana packaging, assembly,atau manufacturing dilaksanakan Downstream, dimana distribusi atau dispersal dilaksanakan , kebanyakan oleh external distributors. Juga termasuk pergerakan informasi dan uang dan prosedure yang mendukung pergerakan product atau jasa/service. Organizations dan individuals adalah bagian dari chain juga.

15 Essentials of Management Information Systems
Chapter 3 Information Systems , Organizations, Management, and Strategy INFORMATION SYSTEMS AND BUSINESS STRATEGY Firm Value Chain Figure 3-11

16 Value Chain & Strategic IT
The Value Chain of a Firm Administrative Coordination & Support Services COMPETITIVE ADVANTAGE Collaborative Workflow Intranet Human Resources Management PROCESSES SUPPORT Employee Benefits Intranet Technology Development Product Development Extranet with Partners Procurement of Resources E-Commerce Web Portals for Suppliers Inbound Logistics Outbound Logistics Marketing & Sales Customer Service PATIENTLY ALLOW TIME FOR ANIMATIONS TO WORK The Value Chain Concept views a firm as a series of basic activities (the "chain") that add value to its products and services that support a profit margin for the firm. For each activity, the role of strategic information systems (SIS) can contribute significantly to that activity's contribution to the value chain: Support Processes. Support activities create the internal infrastructure that provides direction to and support for the specialized work of primary activities: Management and Administrative Services. The key role of SIS here is in automated office systems. Human Resources Management. SIS role: Employee Skills Database. Technology Development. SIS role: Computer-Aided Design. Procurement of Resources. SIS role: EDI with suppliers. Primary Business Processes. These activities directly contribute to the transformation process of the organization. Inbound Logistics. SIS role: Automated Warehousing, JIT. Operations. SIS role: Computer-Aided Manufacturing. Outbound Logistics. SIS role: Online Data Entry. Marketing and Sales. SIS role: Market Analysis. Service. SIS role: Diagnostic Expert System. Operations PRIMARY BUSINESS PROCESSES Computer- Aided Flexible Manufactu- ring Customer Relation- ship Manage- ment Online Point-of-Sale And Order Processing Automated Just-in-Time Warehousing Target Marketing

17 Computerized Supply Chains
Proses supply chain dijalin dengan komputerisasi untuk setiap aktivitasnya. Alasan mengotomatisaikan proses-2 sepanjang value chain adalah untuk reduce cost, expedite processing, dan reduce errors. Material requirements planning (MRP) mengintegrasikan production, purchasing, dan inventory management untuk produk-2.. Manufacturing resource planning (MRP II), meningkatkan metodolgi MRP dengan manambahkan kebutuhan tenaga kerja dan financial planning. Enterprise resource planning (ERP) mengintegrasikan lebih jauh dengan transaction processing seperti aktivitas routine yang lain dalam lingkungan perusahaan . Integrasi berlanjut ke banyak saluran : functional areas Kombinasikan transaction processing dan decision support Business intelligence CRM software

18 Computerized Supply Chains
Continued

19 E-Commerce and Supply Chains
E-commerce is emerging as a superb tool for providing solutions to problems along the supply chain. Many supply chain activities, from taking customers' orders to procurement, can be conducted electronically. E-commerce can digitize some products can replace all paper documents can replace faxes and telephone calls with electronic messaging Enhances collaboration and information sharing typically shortens the supply chain and minimizes inventories facilitates customer service introduces efficiencies into buying and selling enables faster, cheaper, and better communication, collaboration, and discovery of information Bina Nusantara University 19 19

20 E-Commerce and Supply Chains (Continued)
A major role of EC is to facilitate buying and selling along all segments of the supply chain. Upstream Activities improve the upstream supply chain through e-procurement Internal Supply Activities from entering purchase orders, to recording sales, to order fulfillment, to tracking shipments, are usually conducted over a corporate intranet Downstream Activities enhance the activity downstream activities by providing online ordering Vertical exchanges combine upstream and downstream EC supply chain activities. These B2B exchanges, provide a medium where buyers and sellers can meet. Bina Nusantara University 20 20

21 E-Commerce dan Supply Chains
Peran utama dari E_Commerce adalah memfasilitasi pembelian dan penjualan ke seluruh segmen dari supply chain. Upstream Activities memperbaiki upstream supply chain melalui e-procurement Internal Supply Activities dari memasukkan purchase orders, ke recording sales, ke order fulfillment, ke tracking shipments, biasanya dilakukan melalui intranet perusahaan Downstream Activities meningkatkan aktivitas downstream dengan menyediakan online ordering Vertical exchanges menggabungkan aktivitas-2 upstream dan downstream E_Commerce supply chain . B2B exchanges ini , menyediakan satu media dimana buyers dan sellers dapat bertemu.

22 E-Commerce dan Supply Chains
E-commerce berkembang menjadi alat untuk menyediakan solusi dari masalah-2 sepanjang supply chain. Banyak aktivitas supply chain, dari mulai pengambilan customers' orders sampai ke procurement, dapat dilakukan secara elektronis. E-commerce Dapat mendigitalisasi produk tertentu Dapat menggantikan semua dokumen kertass Dapat menggantikan faxes dan telephone calls dengan electronic messaging Meningkatkan collaboration dan information sharing Memperpendek supply chain dan minimalisasi persediaan Memfasilitasi customer service Menawarakan efficiencies dalam pembelian dan penjualan faster, cheaper, dan better communication, collaboration, dan discovery dari informasi

23 E-Commerce dan Supply Chains
Continued

24 ESSENTIALS OF ENTERPRISE SYSTEMS AND SUPPLY CHAINS
ERP and Supply Chains ERP or enterprise systems control all major business processes with a single software architecture in real time. It is comprised of a set of applications that automate routine back-end operations such as: financial management inventory management scheduling order fulfillment cost control accounts payable and receivable It includes front-end operations such as: POS Field Sales Service It also increases efficiency, improves quality, productivity, and profitability.

25 Example: Sales and Distribution with ERP
Sales Order Processing Pre-Sales Activities Inventory Sourcing Payment Billing Delivery

26 Supply Chain Collaboration Management
Every company that has business partners has to manage the relationships with them. Information needs to flow between the firms and must be constantly updated and shared. Manual methods include: phone, fax, and mail EDI is typically used by large corporations EC PRM functions include: partner profiles partner communications lead management (of clients) targeted information distribution connecting the extended enterprise partner planning centralized forecasting group planning price lists

27 Global supply chains biasanya lebih panjang dari pada domestik , dan lebih kompleks. Sehingga muncul tambahan ketidak pastian. Global Supply Chains Supply chains yang melibatkan suppliers dan/atau customers di negara lain dikenal dengan global supply chains. Perusahaan masuk ke global (disperse the value chain) dengan alasan . lower costs dari materials, products, services dan labor availability dari produk karena tidak tersedia secara domestik global strategy dari Perusahaan technology available di negara lain high quality dari produk intensification dari global competition Kebutuhan untuk mengembangkan foreign presence untuk meningkatkan penjualan. fulfillment dari perlawanan

28 Supply Chains Benefits
There are many benefits to integrating functional systems. Tangible benefits: Inventory reduction Personnel reduction Productivity improvement Order management improvement Financial-close cycle improvements IT cost reduction Procurement cost reduction Cash management improvements Revenue/profit increases Transportation logistics cost reduction Maintenance reduction On-time delivery improvement. Bina Nusantara University 28 28

29 Benefits of Supply Chains Continued
Intangible benefits: Information visibility New/improved processes Customer responsiveness Standardization Flexibility Globalization Business performance Reduction in duplication of entries controls and reconciliation are enhanced rapid assimilation of data into the organization Systems dapat diitegrasikan secara internal dan external. Internal integration adalah integrasi antara applikasi-2 didalam satu perusahaan, sementara external integration adalah integrasi dari applikasi-2 diantara patner bisnis .

30 Ancaman (masalah) pada Supply Chain
Perusahaan tidak mampu memenuhi permintaan Pelayanan yang buruk kepada pelanggan Mutu produk yang buruk Biaya manajemen pergudangan yang tinggi Pendapatan perusahaan yang menurun Biaya ekstra manajemen pengapalan Sumber masalah pada Supply Chain Ketidakpastian Koordinasi yang buruk

31 Masalah Supply Chain Penambahan nilai/value sepanjang chain menjadi penting untuk keunggulan bersaing atau competitiveness, masalahnya muncul khususnya dalam chain yang panjang dan kompleks dalam hal banyak rekan bisnis yang terlibat. Masalah ini disebabkan karena ketidak pastian dan kebutuhan untuk kordinasi beberapa aktivitas , internal units, dan patner bisnis. Demand forecasts adalah suber masalah yang utama dari ketidak pastian Competition Prices Weather conditions Technological development Customer confidence Ketidak pastian muncul pada waktu serahan Machine failures Road conditions Shipments Masalah Kualitas dapat juga menciptakan tertudanya produksi

32 Supply Chain Problems (Continued)
The bullwhip effect refers to erratic shifts in orders up and down the supply chain because of poor demand forecasting, price fluctuation, order batching, and rationing within the chain. Even slight demand uncertainties and variability become magnified if each distinct entity, on the chain, makes ordering and inventory decisions with respect to its own interest above those of the chain. Distorted information can lead to tremendous inefficiencies, excessive inventories, poor customer service, lost revenues, ineffective shipments, and missed production schedules. A common way to solve the bullwhip problem is by sharing information along the supply chain through EDI, extranets, and groupware technologies. For example employing a vendor-managed inventory (VMI) strategy, the vendor monitors inventory levels and when it falls below the threshold for each product this automatically triggers an immediate shipment.

33 Faktor-faktor pemicu masalah pada Supply Chain
Faktor pengaruh permintaan: kegagalan peramalan & perencanaan supply & demand, persaingan, harga, kondisi cuaca, perkembangan teknologi, kepercayaan pelanggan. Faktor pengaruh waktu pengiriman: kegagalan mesin produksi, kondisi jalan, kemacetan lalu-lintas, permasalahan pengapalan. Faktor keterlambatan produksi: kualitas bahan baku, mutu materi penunjang Bullwhip Effect. Kepercayaan dan kolaborasi yang menipis yang disebabkan oleh penyebaran informasi yang kurang lancar atau kurang transparan antar unit dalam rantai pasokan, kelemahan suatu unit yang terprediksi oleh unit yang lain, ketidakseimbangan pembagian keuntungan dan resiko, kegagalan menepati butir-butir kesepakatan dan kewajiban. International Supply Chain dapat memiliki masalah yang lebih kompleks karena melibatkan pula perbedaan kebijakan politik, risiko nilai tukar, perbedaan kebijakan pemerintah, kualitas produk, dan masalah-masalah infrastruktur (birokrasi dalam struktur organisasi, fasilitas, teknologi,dsb) Cost of Reverse Logistics merupakan biaya khusus daur ulang yang dibebankan kepada perusahaan dan menimbulkan kesulitan dalam manajemen siklus hidup rantai pasokan.

34 Supply Chain Solutions
Information sharing among supply chain partners (c-commerce) sometimes referred to as the collaboration supply chain is one method to overcome problems in the flow. Others are: Optimal Inventory Levels Supply Chain Coordination and Collaboration Supply Chain Teams Performance Measurement and Metrics Various IT-Assisted Solutions wireless technology optimal shipping plans strategic partnerships with suppliers just-in-time

35 Alternatif strategi pemecahan masalah: Outsourcing
Many-Supplier Strategy Vendor Selection Supply Chain Opportunities : * Managing Information through Master Data Management (MDM), e.g.: Wal-Mart and its supplier P&G * Managing E-Business * Managing Logistics * Managing Inventory * Managing E-Procurement * Managing Collaboration

36 Solusi Supply Chain (lanjutan)

37 SESI-9 SELESAI The END THE END