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Understanding Supply Chain, Managing

Forecasting and Procurement

ARYA PALGUNA

MANAGEMENT TRAINEE
Jakarta, 25 November 2015
Agenda Pembahasan

Pendahuluan

Memahami Supply Chain Management

Forecasting & Demand Planning in Supply Chain

Procurement Management

Kesimpulan

2
1
PENDAHULUAN

3
Perception About Logistics & SCM :
2008 & 2009 Global Survey of Supply Chain

4 *) Source :SCM Review (2008,2009)


GLOBAL PROFILE
Logistics is an important industry globally

Global European Union Asia P.a cific

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10/o {. )
13.8 /o 13.3 /o 19..21/o (Chins)1

2.0 - 3.4tn $900-1 015bn 730 - $1200bn 346 24bn

13-15o/o.

Source: Accenture (2007)


Why we choose SCM ?

6
Kinerja Logistics Cost
Bbrp Negara

Negara Logistics Sumber Data


Cost (%
dari GDP)
Amerika 10,0 % Supply Chain Strategy, Mc
Serikat Graw Hill
Jepang 10,8 % JILS
Korea 16,3 % Korea Logistics
Selatan
China 20,0 % President of China Merchant
Group
India 13,0 % www.pwcglobal.com
Thailand 22,0 % www.logisticsberau.com
Indonesia 27,0 % Clocs ITB

7 *) Kompilasi beberapa sumber data


Indonesia di Mata Dunia ... (1)
No. Jenis Peringkat Peringkat Peringkat Sumber
(2011) (2012)
1. World Competitiveness 37 dari 59 42 dari 59 IMD
Scoreboard
2. Global Competitiveness 46 dari 142 50 dari 144 World Economic
Index Forum
3. Human Development 124 dari 179 124 dari 141 UNDP
Index
4. Global Connectedness 99 dari 125 n.d. DHL
Index
5. Global Innovation Index 99 dari 125 100 dari 141 INSEAD

6. Logistics Performance 75 dari 155 59 dari 155 World Bank


Index
8
Indonesia di Mata Dunia (2)... *)

Move Over, BRICs. Here Come the MISTs...


(Bloomberg Businessweek, 9 August 2012)

From BRICS To MIST


(Brazil, Russia, India, China & South of Africa) (Mexico, Indonesia, South of Korea & Turkey)
2009 2012 2012 Forward

*). Sumber : Goldman Sachs Asset Management (2012)


9
Logistics Service Classification *)
based on the UN Provisional CPC Systems

Service Classification
Maritime Cargo Handling Services
Storage and Warehousing Services
Freight Transport Agency Services
Other Auxiliary Services
Courier Services
Packaging Services
Custom Clearance Services
International freight transportation (excluding cabotage)

Air freight services


Rail freight services
Road Freight Services

10 *) Source :AEC Blue Print (2008)


Indikator Biaya Logistik

Negara % dari PDB % dari Biaya Logistik(%)


Penjualan
66,8
70
60
AS 9,9% 9,4% 50
40
27,56
Jepang 10,6% 5,9% 30 Kontribusi
20
5,64
Korsel 16,3% 12,5% 10
0
Ongkos Ongkos Ongkos
Indonesia 27,02% *) 14,08 %**) Transportasi Penanganan Administrasi
Persediaan

*) Pusat Pengkajian Logistik dan Rantai Pasok ITB


**) of Prod Cost (UI)

11
Transportation & Logistics market in Indonesia:
The Evolution

Transportation & Logistics Market Size, 2006 - 2011


20.8 27.8 (5.8) 14.2 13.4 Growth (%)
150151050 1381.23183.82.2

150 1211.92112.19.9 138.2


1131.41 31.34.4
Billion US $

1061.70160.67.7 121.9
120121020 113.4
120 88.78 8.87.7 106.7
1101.71101.07.7
90 9090 73.47 37.34.4 88.7
94.19 49.41.1 98.19 89.81.1 110.7
90 73.4 86.48 68.64.4 98.1
94.1
60 6060 71.87 17.18.8 86.4
60 57.45 75.74.4 71.8
30 3030 57.4
30 16.01 61.60.0 16.81 61.68.8 19.21 91.92.2 20.42 02.04.4 23.82 32.38.8 27.52 72.75.5
0 00 16.0 16.8 19.2 20.4 27.5
23.8
0 200260200606 200270200707 200280200808 200290200909 201200210010 201210210111
Years
2006 2007 2008 2009 2010 2011

L
Hoidg
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sng
L toilocigsgsitisicC co
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ssC ostsotst trantrsTtarpn
aonsrpspt,oprsrottar,ottios,rna
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ocgao,e
re gu
e,crio
cnieuoGrruDierPirer T&T LTT
oM
& aLlaL
t& rak
tM Mnae tkorSekrtitaeztS
sra
p te
ioS
inzie
&
zelogistics market
Logistics Cost transport, storage, courier NoteT
s:&
BaLseM d oan rckureretnS t pirz ice (2011), estimated by Frost & Sullivan
Source: Various sources, analysis by Frost & Sullivan

Transportation & Logistics market in Indonesia has grown by a Compound Annual Growth Rate (CAGR)
of 13.5 percent between 2006 to 2011

12
ASIAs Infrastructure Innitiatives :
will aid logistics growth in ASIA
CHINA Road and Rail :
Add 23% move in the next five years
4 lane highway from Hanoi to Kunming
Construction of 100.000 Km of new rail lines one third being high speed
passanger line
HONG KONG Air :
World busiest airport for international cargo since 1996
In 2006, Air Cargo reached 3.6mil Tonnes and express air cargo is to grow
13% annually for the next decade
INDIA Road and Rail :
Highways and road development project worth USD12b being
implemented through National Highway Authority of India
Moves to augment rail infrastructure through private sector being
implemented
KOREA Sea :
Development of Gwangyang and Busan Ports Air
Incheon international airport (IIA) is currently the 4th largest air freight
handler worldwide
The freight terminal will be expanded from the current 132,000 to 429,000
square meters by 2020
13
ASIAs Infrastructure Innitiatives :
will aid logistics growth in ASIA
MALAYSIA Air and Sea :
Senai Airport Terminal Services aims to invest Ringgit 1b over the next 10
years to upgrade the airports infrastructure with plans to increase its
throuhgput to around 328,000 Tons
Develop Port Klang & Tanjung Pelepas Ports
Develop Shah Alam Logistics Park
PHILIPINA Road and Air :
US430m project will put in place all enabling component of the logistics
hub as part of the Luzon Urban Beltway super regions blue print of
President Gloria Macapgal Arroyo
SINGAPORE Sea :
Singapore is already home to the worlds largest container port,
connecting to 123 countries and more than 600 ports
Economic Development Board (EDB) has been developing a full range of
logistics and supply chain management capabilities
TAIWAN Logistics industry saw business revenues of NTD791,9b in 2006
Government policies have also been revised to streamline trading,
customs clearance and shipping procedures, eliminating the need for long
and tedious paper work
14
ASIAs Infrastructure Innitiatives :
will aid logistics growth in ASIA
THAILAND Upgrading the logistics facilities and technology infrastructure to increase
the nations freight handling capacilty and assure faster, more efficient
cargo movements
Road and Rail :
East-West Economic Corridor, a road project
North-South Economic Corridor, a transport project focusing on a rail
system
Sea :
Proliferation of e-logistics and RFID electronics container and seal systems
to achieve paperless free zone operations by 2008
INDONESIA Policies :
Preparation of national logistics blue print by 2009
Build a National Logistics Council by 2010
Breakdown of the BLUE PRINT into :
Commodities Distribution System
Improving international hub ports
Developing railways for container-based transportation
Regrouping SOEs that are based on logistics activities and functions

15
Evolusi Persaingan
Internasionalisasi
Within country pasar Inter country

Country X Country Y

Product A1 vs Product A2 Product B1 vs Product B2


(Made in Country X) (Made in Country Y)

Internasionalisasi Proses Produksi


Jaringan Logistik Global Pendukung Proses Produksi dan Pemasaran
Borderless nation

Saat ini
Inter Network
Region P Region Q
Country 1 Country 1
Country 2 Country 2
.. Product C1 vs Product C2 ..
Country N Country N

16
Pola Hubungan Perdagangan Global dan Domestik

Coy C di Negara Negara Tetangga berhasil


Asia C
(inventory)
mengambil manfaat ekonomi
Coy B di Negara atas pola perdagangan
Asia B
(inventory)
nasional RI

Coy A di Negara
Asia A
(inventory)

Coy Y / Buyer
Indonesia

PERTANYAAN:
Coy X / Seller, Jasa Logistik apa yang perlu kita
Negara Pemasok kembangkan untuk merebut
(USA, EU, JPN)
peluang tsb. ?

17
Source: Anggadinata, research funded by World Bank, 2009.
Anatomi Pola Perdagangan Global Vs Kegiatan Logistik

Contract
Coy X (USA, EU, JPN, Others) shipment order/contract
Coy A / Negara
Destination Destination Negara Pemegang Merek Dagang Pemasok
(Market) (Market) (stock)

Shipment Contract Coy B / Negara


of goods (Supply) Pemasok
Contract (stock)
(Production)
Coy D / di Coy C / Negara
Indonesia
Shipping Pemasok Pemasok
Coy Y / di Indonesia (stock)
Lines
Kontraktor
shipment of raw materials

shipment of raw materials


Coy E / di Indonesia
Foreign LSP / 3PL shipment of raw materials

Admin/Order Processing Coordination on shipment scheduling


(PO, ship ord Invoice)
PERTANYAAN:
Coy F / di Mumbai, India
LSP / 3PL
Jasa Logistik apa yang perlu kita
kembangkan untuk merebut
Contract
peluang dari rantai pasok global ?
Goods
18
Information /Coordination
Source: Anggadinata, research funded by World Bank, 2009.
2
MEMAHAMI SUPPLY CHAIN MANAGEMENT

19
Current Issues in Operations and Supply Management

1. Coordinating the relationship between mutually


supportive but separate organizations
2. Optimizing global suppliers, production, and
distribution networks
3. Managing customer touch points
4. Raising senior management awareness of operations
as a significant competitive weapon
5. Sustainability and the triple bottom line (growth,
profit and efficient)
29
Why Study Operations Management?

A transformation process
is defined as a user of
Systematic Approach
resources to transform
to Org. Processes inputs into some desired
outputs

Career
Business Education Operations
Opportunities
Management

Cross-Functional
Applications
Source : Jacobs et al (2009)
21
Operations Management is

The systematic design, direction and control of


processes that transform inputs into services
and products for internal, as well as external,
customers.

Transformation Processes
Inputs (Adding value) Outputs

Source : Krajewski (2007)


22
The Operations Strategy Matrix

Resource Usage

Quality
Performance objectives

Competitiveness
Speed
Operations

Market
Dependability
strategy
Flexibility

Cost

Supply Process Development


Capacity Technology and Organisation
Network

Decision areas

23 Source : Jacobs et al (2009)


Performance Objectives & Operations Function

Quality Being RIGHT

Speed Being FAST

Market Competitiveness
Dependability Being ONTIME

Flexibility BeingABLETO

CHANGE
Cost Being PRODUCTIVE

THE OPERATIONS FUNCTION can provide a competitive advantage


through its performance at the five competitive objectives

24
EVOLUSI LOGISTIK & SCM

Global
Logistics
Supply Chain
Scope & Influence

Logistics
Corporate
Logistics
Facility
Logistics
Workplace
Logistics

1950 1960 1970 1980 1990

25
Pohon Keilmuan Logistik
Fragmentation
1960

Demand Forecasting - - - - - - - ,
P u r c h a s i n g ---
-------')
Requirements
Production Planning
Planning----, Materia ls Management
Manufacturing Inventory _:_ L-...L_.l..-f------------
Warehousing - - - - - - . . .
Logistics
Materials Handling - - - - - - - - r - - - - < . .
lndu#:rial Packaging - - -
Finished Goods Inventory ------r-r--r+ P:;h-y-:-s:-::ic a 1;-;D::-:i:stir-b;:-;-u;f;,:lo:-;'n Supply
Distribution Planning - - - - - ' Chain
Order Processing , Management

:Transportation
I
- - - - - - - - '
Customer Service - - - - - - -
Strategic Planning - - - - - - - - - - _ --_- _-_-_-_-_-_-_-_-_-_-/ - -,
Information Technology-- - - - - - - - - - - - - - 1

Marketing/Sa les - - - - - - - - - - - - - - - - - - ---------


I
1
I
I
Finance - - - - - - - - - - - - - - - - - - ----------- ----
What is Supply Chain Management (SCM) ?

Supply-chain management is a
total system approach to
managing the entire flow of
SCM information, materials, and
services from raw-material
suppliers through factories and
warehouses to the end
customers
27
Supply Chain ...
Supply chain: The network of services, material, and
information flows that link a firms customer
relationship, order fulfillment, and supplier
relationship processes to those of its supplier and
customers.
Supply chain management: Developing a strategy to
organize, control, and motivate the resources involved
in the flow of services and materials within the supply
chain.
Supply chain strategy: Designing a firms supply chain
to meet the competitive priorities of the firms
operations strategy.
28
SCM Evolution
......
E v o l u t i o n of S C M i i

1993 Advance
Actual P l a n n i ng .
1980 Web
SCM
JIT enabl

Material
r e q u ir e m e n t
Pianning
In b o u n d J
outbound
Inventory
flow
LOGISTICS Vs SCM

Logistics is that PART of the SUPPLY CHAIN


PROCESS that plans, implements, and controls the
efficient, effective flow and storage of goods,
services, and related information from the point-
of-origin to the point-of-consumption in order to
meet customers requirements (Council of
Logistics Management)
Lambert, 4th Edition

30
Logistics Vs Supply Chain Management :
a conceptual perspectives
Four Conceptual Perspectives

Logistics Logistics

SCM SCM

Traditionalist Re-labeling

SCM
Logistics SCM
Logistics

Unionist Inter-sectionist
31 Soource : Larson & Halldorsson (2004)
Logistics Vs SCM
a flow of goods perspective

{ SCM = F (Logistics Activities) }


Supplier

Logistic activities Logistic activities

Distribution
Manufacturing Wholesaler
Center

Logistic activities Logistic activities

Retailer End User

Logistic activities

Flow of goods, cost and information


32
SUPPLY CHAIN STRUCTURE
a network perspective

Upstream Downstream

Second Tier First Tier First Tier Second Tier


Suppliers Suppliers Customers Customers
manufacturers

End customers
Focal
Firm
Primary

BUY SIDE INSIDE SELL SIDE

SUPPLY CHAIN MANAGEMENT

Source: Christopher (1992)


33
Conventional and
Contemporary Arrangement of Goods Flow
Conventional
Raw Materials & Parts Manufacturing Distribution

Customers
Raw National Regional Local Retailers
Storage
Materials Distribution Storage Distribution

Contemporary
Supply Chain Management

Customers
Raw Manufacturing Distribution Retailers
Materials Center

Material flow (delivery)


Core component
Information flow (order)

34
Generalized Supply Chain Model
Relationship Management
Information, product, service, financial and knowledge flows

Material Flow
Supplier Network Information Flow

Integrated
Enterprise
Distribution
Network

End Consumers
Market
Materials

Procurement Distribution

LOGISTICS
Manufacturing

35
Capacity, information, core competencies, capital, and human resource
35
constraints
Supply Chain Stages

suppliers manufacturer distributors retailers customers

R C
supplier
U
DC R
S
R T
O
supplier plant
R
M
E
DC R R
supplier S
R

36
Supply Chain Structure : a network (2)

Supply-chain is a term that describes how organizations (suppliers,


manufacturers, distributors, and customers) are linked together
37
Supply Chain Structure (1)

Customer Customer Customer Customer

Distribution Distribution
center center

Manufacturer

Tier 1

Tier 2

Tier 3

38 Supplier of services Supplier of materials


Supply Chain for Manufacturing
Raw materials (RM): The inventories needed for the
production of services or goods.

Work-in-process (WIP): Items, such as components or


assemblies, needed to produce a final product in
manufacturing.

Finished goods (FG): The items in manufacturing


plants, warehouses, and retail outlets that are sold to
the firms customers.
39
Supply Chain for Services

Supply chain design for a service provider is


driven by the need to provide support for the
essential elements of the various service
packages it delivers.
A service package consists of
supporting facilities
facilitating goods
explicit services
implicit services
49
Supply Chain for a Florist

Home Commercial
customers customers

Required for facilitating goods Required for implicit services

Required for explicit services Florist Required for supporting


facilities

Packaging Local Arrangement Maintenance


deliver materials services
y
service

FedEx Flowers Internet


deliver local/ services
y international
service
41
Logistics Activities
A general views

Transport
Sources Customers
of Supply Transportation Transportation
Inventory maintenance Inventory maintenance
Order processing Order processing
Acquisition Product scheduling
Protective packaging Protective packaging
Warehousing Warehousing
Materials handling Materials handling
Inbound Logistics
Information maintenance Information maintenance Outbound Logistics
Supply scheduling

Physical Supply
(material management) Physical Distribution

Logistics Business
Source: Ballou (2004)
42
INTEGRATED LOGISTICS

CUSTOMER
ACCOMODATION

FACILITIES &
TRANSPORTATION
NETWORK

INVENTORY WAREHOUSE

43
3
MENGELOLA DAN MERAMAL PERMINTAAN
DALAM SUPPLY CHAIN MANAGEMENT

44
Operation & SC Decision Area
Resource usage

Quality

competitiveness
Speed

Market
Performance
objectives

Dependability

Flexibility

Cost

Capacity Supply ProcessTechnology Development


network definition and And
characteristics Organisation
Decision areas

45
Capacity Strategy....

NUMBER
OF SITES

Costs
What
CAPACITY LOCATION performance
OF EACH OF EACH Revenues
measures will all
SITE SITE these decisions
have a major Cash
impact on? requirements
LONG-TERM
ALLOCATION CAPACITY
OFTASKS Service levels
CHANGE
TO SITES STRATEGY

46
The three options ..

Demand

Capacity

Time Time

Demand
Capacity

Time

Demand

Capacity

Time

47
Role of Forecasting in a Supply Chain

The basis for all strategic and planning decisions in a


supply chain
Used for both push and pull processes
Examples:
Production: scheduling, inventory, aggregate planning
Marketing: sales force allocation, promotions, new
production introduction
Finance: plant/equipment investment, budgetary planning
Personnel: workforce planning, hiring, layoffs
All of these decisions are interrelated

48
Characteristics of Forecasts

Forecasts are always wrong. Should include


expected value and measure of error.
Long-term forecasts are less accurate than
short-term forecasts (forecast horizon is
important)
Aggregate forecasts are more accurate than
disaggregate forecasts

49
Forecasting Methods

Qualitative: primarily subjective; rely on judgment and


opinion
Time Series: use historical demand only
Static
Adaptive
Causal: use the relationship between demand and
some other factor to develop forecast
Simulation
Imitate consumer choices that give rise to demand
Can combine time series and causal methods

50
Components of an Observation
Observed demand (O) =
Systematic component (S) + Random component (R)

Level (current deseasonalized demand)

Trend (growth or decline in demand)

Seasonality (predictable seasonal fluctuation)

Systematic component: Expected value of demand


Random component: The part of the forecast that deviates
from the systematic component
Forecast error: difference between forecast and actual demand

51
Forecasting Methods

Static
Adaptive
Moving average
Simple exponential smoothing
Holts model (with trend)
Winters model (with trend and seasonality)

52
Basic Approach to Demand Forecasting

Understand the objectives of forecasting


Integrate demand planning and forecasting
Identify major factors that influence the demand
forecast
Understand and identify customer segments
Determine the appropriate forecasting technique
Establish performance and error measures for the
forecast

53
Sales and Operation Planning
Process planning
Long
range
Supply network Strategic capacity
planning planning

Forecasting and Sales and operations


demand management (aggregate) planning
Sales plan Aggregate
operations
Medium plan
range
Manufacturing Logistics Services

Master scheduling Vehicle capacity


planning
Material requirements
planning Vehicle loading Weekly workforce
scheduling
Order scheduling Vehicle dispatching
Short
range
Warehouse receipt Daily workforce
54 planning scheduling
Overview of Planning Levels

Short-range plans (Detailed plans)


Machine loading
Job assignments
Intermediate plans (General levels)
Employment
Output
Long-range plans
Long-term capacity
Location/layout

55
Planning Sequence

Corporate Economic,
Aggregate
competitive,
strategies demand
and political
and policies conditions forecasts

Establishes operations
Business Plan and capacity strategies

Establishes
Aggregate plan operations capacity

Establishes schedules
Master schedule for specific products
56
Aggregate Planning

Begin with forecast of aggregate demand


Forecast intermediate range
General plan to meet demand by setting
Output levels
Employment
Finished goods inventory level
Production plan is the output of aggregate planning
Update plan periodically rolling planning horizon
always covers the next 1218 months

57
Aggregate Planning Inputs

Resources Costs
Workforce Inventory carrying
Facilities Back orders

Demand forecast Hiring/firing


Overtime
Policies
Inventory changes
Subcontracting
Subcontracting
Overtime
Inventory levels
58 Back orders
Aggregate Planning Outputs

Total cost of a plan


Projected levels of inventory
Inventory
Output
Employment
Subcontracting
Backordering

59
4
MENGELOLA PROKUREMEN DALAM
SUPPLY CHAIN MANAGEMENT

60
The Essence of Suppliers

SCM

No matter how big and powerful a company, It will


have some suppliers and partners as an integral
part of its business.
Well-established partnerships can offer significant
61 opportunities in most supply chains to quicken the
pace of NPD and production
Types of Supply Relations
Supply Organizational Commitment
Relations Structure
Vertical Integration Centralized organization Directly owns multiple value-
add stages within the company
Autnomous Division Moderately centralized Between vertically integrated
corporation and joint venture
Arms Length No joint commitment and When the transaction
operations between the completes, relationship ends
seller and buyer
Joint Venture Certain level of Agreement to share risks in
commitment equity capital
Strategic Partnership Moderately decentralized Long-term relationships, sharing
both risks and rewards
Virtual Integration Decentralized organization Coordinate much of the
business through the
marketplace
62
Types of Supply Relationships
Vertical integration, the degree to which a firm has decided to
directly control multiple value-add stages from raw material
production to the sale of the product to the ultimate consumers
Autonomous divisions, between the vertically integrated
corporation and the joint venture is the autonomous divisions
Arms lenght, is a transaction relationships
Joint venture, is an agreement between two or more firms to share
risks in equity capital in order to achieve a specific business
objective
Strategic alliances, is a long-term, goal-oriented partnership
between two companies who share both risks and rewards
Virtual integration, coordinate much of their business through the
marketplace, where free agents come together to buy and sell one
anothers goods and services.
63
Selecting Suppliers

Effective supplier management starts with the


selection of the most appropriate suppliers, using
criteria such as providing high quality parts, quality
parts, aggressive pricing, and reliable delivery
Criteria used to rating the suppliers can be varied
according to the need of the company that is
seeking for a supplier

64
Factors in Supplier Selection
Value analysis, sistematically analysis the entire
business process to improve the product and service
performance through cost reduction, quality
improvement, and customer service enhancement
Decision models :
Preference matrix, a table that can be used to rate a supplier
according to several performance attributes
Make-or-buy-decision, a convenient method to determine when
outsourcing of a component ofr function should be considered
Decision tree, a shematic model of alternatives available to the
decision maker, along with their possible consequences
Supply Certificate ISO Series
Trust and Commitment
65
Outsourcing

Outsorucing is to let an outside contractor


produce a certain part or component, or
provide certain services, which they may
specialize in, such as software
development

Business Process Outsourcing (BPO)

66
Outsourcing Model

Outsourcing Organizational Implementation Outcome


Motivation Characteristics Mechanism Measure

Compelling reasons Compatibility of Managerial activities Assessing the


to oursource the organizational in supporting outsourcing result of
business fucntions characteristics that are mechanism outsourcing
or products supportive factors for
outsourcing

67
PROCUREMENT
Definisi

Terminologi procurement dan purchasing sering


digunakan bergantian
- In-house production vs. external suppliers
Dimana pembelian akan dilakukan
- Domestic vs. international
Dari siapa mau dibeli
- Cost
- Reliability: quality and on time delivery
- Availability and flexibility

Note : the terms purchasing and procurement are often used


interchangeably

68
PROCUREMENT

Sentralisasi atau desentralisasi


Jumlah suplier
Single sourcing vs. Multiple sourcing
Kontrak
Purchasing cost management
Evaluasi dan pengukuran kinerja

69
PROCUREMENT
Aktivitas dan Pengukuran

Aktivitas
Evaluasi dan seleksi suplier
Pengendalian kualitas
Pembelian ke depan (forward)
Pengukuran
Evektifitas harga
Penghematan biaya
Pengendalian arus material
Beban kerja
70
5
KESIMPULAN

71
Kesimpulan

Perspektif dalam memandang SCM dapat dilihat dari aspek


Makro dan aspek Mikro, serta dari perspektif Penyedia Jasa
Logistik dan Pelaku Jasa Logistik
Sasaran akhir dari pengelolan SCM adalah efisiensi atau
minimalisasi biaya, dimana salah satu sumber-sumber biaya itu
terdapat pada setiap aktivitas inti dari kegiatan SCM di
antaranya pada transportasi, inventori, pergudangan,
prokuremen dsb
Empat kunci utama sebagai KSF dalam SCM adalah pemanfaatan
IT, adanya fasilitas jaringan, kemitraan yang tepat dan kinerja
operasi yang handal

72
Many Thanks

73

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