NSW 571 Manajemen Rantai Pasok

Carles Sitompul

Silabus
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Topik
Pengantar Manajemen Rantai Pasok
Manajemen Logistik
Jaringan Logistik
Manajemen Persediaan
Manajemen Distribusi
Kontrak Pasokan
Pergudangan
MID TERM EXAM
Pengemasan dan Penanganan Material
Manajemen Transportasi
Manajemen Transportasi
Teknologi Informasi dalam Rantai Pasok
Pelayanan Pelanggan dan Logistik
Performansi Rantai Pasok
Presentasi
Presentasi (2)
FINAL TERM EXAM

Pengajar
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS
CS

Referensi
1.
2.
3.

Bowersox, D.J., Closs, D.J., Cooper, M.B., 2002, Supply Chain

Logistics Management, Michigan State University, McGraw Hill.
Simchi-Levi, D., 2002. Designing and Managing Supply Chain:
Concepts, Strategis, and Case Studies, Mc-Graw Hill
Chopra, S., and Meindl, P., 2010. Supply Chain Management:
Strategy, Planning, and Operation, 4th edition, Pearson
education.

Penilaian
UTS

: 35%
UAS
: 35%
Tugas/Kuis : 30%

Pengantar Manajemen Rantai Pasok

Carles Sitompul

Industrial Engineering
is concerned with the design, improvement and

installation of integrated systems of people,

materials, information, equipment and energy. It
draws upon specialized knowledge and skill in the
mathematical, physical, and social sciences together with
the principles and methods of engineering analysis and
design, to specify, predict, and evaluate the results to be
obtained from such systems
---Institute of Industrial Engineers---

Perkembangan sistem
RantaiPasok
Korporasi
SistemProduksi
SistemKerja

Definition
A supply chain consists of a number of facilities where raw

materials, semi finished products or finished products are

acquired, transformed, stored or sold and transportation links that
connect those facilities (Shapiro, 2001).
A supply chain consists of all parties involved, directly or
indirectly, in fulfilling a customer request. The supply chain
includes not only the manufacturer and suppliers, but also
transporters, warehouses, retailers, and even customers
themselves. (Chopra & Meindl, 2007) .
Supply chain (sometimes called the value chain or demand chain)
management consists of firms collaborating to leverage strategic
positioning and to improve operating efficiency. For each firm
involved, the supply chain relationship reflects strategic choice
(Bowersox et al., 2010).

A detergent supply chain

Sumber: Chopra & Meindl (2007)

Why supply chain?

The dawning of the information or digital age.
The need for integration creating value
Economic value: e.g. total cost
Market value: e.g. assortment, presentation
Relevancy value: customization; diversity
Paradigm changing: Anticipatory business model

Responsive business model

Sumber: Bowersox et al. (2010)

Beberapa catatan
Keterampilan manajemen integrasi (keilmuanTeknik Industri)
Kolaborasi intensif antar perusahaan dari hulu ke hilir sebuah

rantai pasok tidak diperbolehkan dalam sistem pasar bebas

(UU anti monopoli)
Integrasi rantai pasok bukan tujuan akhir, tetapi alat untuk
meningkatkan profitabilitas dan pertumbuhan
Rantai pasok harus dipandang sebagai hal yang dinamis dan
kontinu agar keuntungan kompetitif berkelanjutan.

Supply chain model

Sumber: Bowersox et al. (2010)

Processes in a firm
Customer relationship management (CRM)
Internal supply chain management (ISCM)
Supplier relationship management (SRM)

Sumber: Chopra &Meindl (2007)

Cycle view of a supply chain

Push/pull view

L.L. Bean

Dell

Logistics
Refers to the responsibility to design and administer systems

to control movement and geographical positioning of raw

materials, work in process, and finished inventories at the
lowest total cost (Bowersox, et al., 2010).
Negara
Indonesia
Korea Selatan
Malaysia
Jepang
AmerikaSerikat

Biaya logistik
(% PDB)
26,4
16,3
15
10,6
9,9

Sumber: Asosiasi
Logistik Indonesia

Sumber: Bowersox et al. (2010)

Customer accommodation
Transactional versus relationship marketing
Supply chain service outputs:
1. Spatial convenience
2. Lot size
3. Waiting time
4. Product variety and assortment

Customer service
Availability
Stockout frequency
Fill rate
Orders shipped complete

Operational Performance
Speed
Consistency
Flexibility
Malfunction recovery

Market distribution strategy

Sumber: Bowersox et al. (2010)

Principles of minimum transactions

Sumber: Bowersox et al. (2010)

Principles of separation

Sumber: Bowersox et al. (2010)

Generic channel distribution

Sumber: Bowersox et al. (2010)

Dependency

Sumber: Bowersox et al. (2010)

Procurement
Continuous supply
Minimize inventory investment
Quality improvement
Supplier development
Lowest total cost of ownership

Sumber: Bowersox et al. (2010)

Manufacturing
Brand power
Volume
Variety
Constraints
Lead times

Sumber: APICS workbook (2013)

Strategic integration

Sumber: Bowersox et al. (2010)

Transportation mode

Sumber: Bowersox et al. (2010)

 Zara is a chain of fashion stores owned by Inditex, Spain's largest

apparel manufacturer and retailer. In 2004, Inditex reported sales

of 13 billion euros from more than2,200 retail outlets in 56
countries. The company opened a new store for each day in2004.
In an industry in which customer demand is fickle, Zara has grown
rapidly with a strategy to be highly responsive to changing trends
with affordable prices. Whereas design-to-sales cycle times in the
apparel industry have traditionally averaged more than six months,
Zara has achieved cycle times of five to six weeks. This speed
allows Zara to introduce new designs every week and to change 75
percent of its merchandise display every three to four weeks. Thus,
Zara's products on display match customer preferences much
more closely than the competition. The result is that Zara sells
most of its products at full price and has about half the markdowns
in its stores compared tothe competition.

 Zara manufactures its apparel using a combination of flexible and quick

sources in Europe (mostly Portugal and Spain) and low-cost sources in

Asia. This contrasts with most apparel manufacturers, who have moved
most of their manufacturing to Asia. About 40 percent of the
manufacturing capacity is owned by Inditex, with the rest outsourced.
Products with highly uncertain demand are sourced out of Europe,
whereas products that are more predictable are sourced from its Asian
locations. More than 40 percent of its finished-goods purchases and
most of its in-house production occur after the sales season starts. This
compares with less than 20 percent production after the start of a sales
season for a typical retailer. This responsiveness and the postponement of
decisions until after trends are known allow Zara to reduce inventories
and forecast error. Zara has also invested heavily in information
technology to ensure that the latest sales data are available to drive
replenishment and production decisions.

 Until 2002, Zara centralized all its European distribution and

some of its global distribution through a single distribution

center (DC) in Spain. It also had some smaller satellite DCs
in Latin American countries. Shipments from the DCs to
stores were made twice a week. This allowed store inventory
to closely match customer demand. As Zara has grown, it has
built another distribution center in Spain.

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6.

What advantage does Zara gain against the competition by having a very
responsive supply chain?
Why has Inditex chosen to have both in-house manufacturing and outsourced
manufacturing? Why has Inditex maintained manufacturing capacity in
Europe even though manufacturing in Asia is much cheaper?
Why does Zara source products with uncertain demand from local
manufacturers and products with predictable demand from Asian
manufacturers?
Why is Zarabuilding a new distribution center as its sales grow? Is it better to
have the new distribution center near the existing one, or at a completely
different location?
What advantage does Zara gain from replenishing its stores twice a week
compared to a less frequent schedule? How does the frequency of
replenishment affect the design of its distribution system?
What information infrastructure does Zara need in order to operate its
production, distribution, and retail network effectively?