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OPERASI
(Operational Management)
Modul 3 : Rantai Pasok
Normansyah Syahruddin
norman.syahruddin@gmail.com
MANAJEMEN
RANTAI PASOK
Supplier
Supplier
Storage
Mfg.
Storage
Dist.
Retailer
Customer
Supplier
Supplier
Supplier
Storage
Service
Customer
Yarn
Zippers
Yarn
Dying &
Weaving
Factory
1
Factory
2
Factory
3
Factory
4
Factory
5
The
Customer
(Retailer)
SUPPLY CHAIN
MANAGEMENT
Value Chain
Supply side- raw materials, inbound
logistics and production processes
Demand
sideoutbound
logistics,
marketing and sales.
Supplier
Management
Schedule /
Resources
Material Flow
Information Flow
Conversion
Customer
Management
Stock
Deployment
Delivery
MATERIAL FLOWS
INFORMATION FLOWS
FINANCIAL FLOWS
IS
Physical
Market mediation
FACTORY
DC
RDC
RETAILER
Raw Materials
Finished Goods
Information Flow
A
network
of
independent
and
interdependent organizations mutually
and cooperatively working together to
control, manage and improve the flow of
materials and information from suppliers
to end users
Tactical
Shipment Scheduling
Operational
Resource Scheduling
Short Term Planning (Weekly,Daily)
Order Size
Customer
Demand
Distributor Orders
Retailer Orders
Production Plan
Time
ource: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998
Quick response,
Continuous replenishment,
Advanced continuous replenishment, and
Vendor managed inventory (VMI)
In quick response SP vendors receive point-ofsales (POS) data from retailers. The data are then
used to synchronize production and inventory
management at the supplier. Although the
retailer still prepares and submits individual
orders to the supplier, the POS data is used to
improve forecasting and scheduling.
In continuous replenishment SP vendors again
receive POS data and use them to prepare
shipments at previously agreed to intervals as
well as to maintain agreed to inventory levels.
This approach is used by WalMart.
Decision
Maker
Inventory
Ownership
New Skills
Employed by vendors
Quick
Response
Retailer
Retailer
Forecasting Skills
Continuous
Replenishment
Either
Party
Advanced
Continuous
Replenishment
Either
Party
VMI
Vendor
Either
Party
Retail
Management
Ownership
Credit terms
Ordering decisions
Performance measures
Advantages of SP include:
Disadvantages of SP include:
Supply Chain
Management
Underlying Principles
Compression (Planning/Manufacturing/Supply)
Conformance (Forecasts/Plans/Distribution)
Co-operation (Cross -Functional)
Communication (Real Time Data)
Changing Paradigm
Functional vs Process
Products vs Customers
Revenues vs Performance
Inventory vs Information
Transactions vs Relationships
.
The steps involved
Dealer Management
Conventional functions
Contemporary Trends
Contemporary Trends
Penetration vs Spread
Concentration is necessary to commit
the necessary resources for true
customer integration
Depth of customer contact
R&D - sharing information vs developing
new products together
Logistics - Pros and cons of methods of
transportation vs reengineering the
logistics process
Adversarial vs partnerships
Short term vs long term contracts
Large vs small order quantity
Full truck load vs small parcels
Inspection vs no inspection
Summary
Segmentation of customers based on
service needs
Customization of logistics network
Listen to signals of market demand and
plan accordingly.
Differentiate product close to the
customer
Source strategically
Develop a supply chain wide technology
strategy
Accept channel spanning performance
measures
ITALIAN CLOTHING
MANUFACTURE
6
5
2
20
Founded in 1906
Today 35 offices in 20 countries
1997 revenues of $ 1.7 billion
Largest export trading company in Hong Kong
Customers- American and European retailers
Sources clothing and other consumer goods
ranging from toys to fashion accessories to
luggage
Victor Fung
Today, assembly is the easy part. The hard part is
managing your suppliers and the flow of parts.
Good supply chain management strips away time
and cost from product delivery cycles. Our
customers have become more fashion driven,
working with six or seven seasons a year instead of
just two or three. Once you move to shorter life
cycles, the problem of obsolete inventory increases
dramatically. With customer tastes changing rapidly
and markets segmenting into narrow niches, its not
just fashion products that are becoming
increasingly time sensitive.
Design
Procurement
Inspection of raw materials
Production planning
Line balancing
Inspection of finished goods
No worker ownership
No labour management
MANAJEMEN
STOK / PERSEDIAAN
Types of Inventory:
How Inventory is Used
Anticipation or seasonal inventory
Safety stock: buffer demand fluctuations
Lot-size or cycle stock: take advantage of
quantity discounts or purchasing
efficiencies
Pipeline or transportation inventory
Speculative or hedge inventory protects
against some future event, e.g. labor strike
Maintenance, repair, and operating (MRO)
inventories
Objectives of Inventory
Management
Provide acceptable level of customer
service (on-time delivery)
Allow cost-efficient operations
Minimize inventory investment
Order Quantity
Strategies
Lot-for-lot Order exactly what is needed for
the next period
FixedOrder a predetermined amount
order
each time an order is placed
quantity
Min-max
When on-hand inventory falls
system
below a predetermined minimum
level, order enough to refill up to
maximum level
Order n
Order enough to satisfy demand
periods
for the next n periods
Examples of Ordering
Approaches
EOQ Assumptions:
D Q
S
H
Q 2
Where
TC total annual cost
D annual demand
Q quantity to be ordered
H annual holding cost
S ordering or setup cost
2 DS
EOQ
H
When to Order:
The Reorder Point
R dL
where R reorder point in units
With safety
d stock:
daily/weekly demand in
units
R dL SS
EOQ Example
Weekly demand = 240 units
No. of weeks per year = 52
Ordering cost = $50
Unit cost = $15
Annual carrying charge = 20%
Lead time = 2 weeks
Q 2 645
967.44 967.5 $1,934.94
R dL 240 2 480 units
EPQ Equations
D I MAX
S
H
Q 2
2 DS
d
H 1
p
EPQ Example
Annual demand = 18,000 units
Production rate = 2500 units/month
Setup cost = $800
Annual holding cost = $18 per unit
Lead time = 5 days
No. of operating days per month = 20
18,000
1500 units / month; p 2500 units / month
12
2 DS
2 18,000 800
2000 units
1500
d
18
H 1
2500
p
d
1500
Q 1 2000 1
800 units
p
2500
I MAX
D I MAX 18,000
800
S
H
800
18
2000
2
Q 2
TC
1500
R dL
5 375 units
20
TCQD
D Q
S
H PD
Q 2
Quantity Discount
Procedure
Calculate the EOQ at the lowest price
Determine whether the EOQ is feasible at
that price
QD Procedure
(continued)
QD Example
Annual Demand = 5000 units
Ordering cost = $49
Annual carrying charge = 20%
Unit price schedule:
Quantity
Unit Price
0 to 999
$5.00
1000 to 1999
$4.80
2000 and over
$4.75
QD Example Solution
Step 1
QP $4.75
2 5,000 49
QP $4.80
QP $5.00
2 5,000 49
714 not feasible
0.2 4.80
2 5,000 49
700 feasible
0.2 5.00
QD Example Solution
(Cont.)
Step 2
TCQ 700
5,000
700
49
0.2 5.00 5.00 5000 $25,700
700
2
TCQ 1000
5,000
1000
49
0.2 4.80 4.80 5000 $24,725
1000
2
TCQ 2000
5,000
2000
49
0.2 4.75 4.75 5000 $24,822.50
2000
2
What if Demand is
Uncertain?
R dL
R dL SS
Reorder Point
Determination
SS z dL
i.e.,
R dL z dL
R = reorder point
d = average daily demand
L = lead time in days
z = number of standard deviations associated with
desired service level
= standard deviation of demand during lead
time
1. Safety stock
2. Reorder point
From Appendix B :
z 1.28
SS 1.28 50 64 units
R dL SS 20 10 64 264 units
ABC Inventory
Classification
Item
Annual Usage ($) Percentage of Total $ Cumulative Percentage of Total $
106
16,500
34.4
34.4
110
12,500
26.1
60.5
115
4500
9.4
69.9
105
3200
6.7
76.6
111
2250
4.7
81.3
104
2000
4.2
85.5
114
1200
2.5
88
107
1000
2.1
90.1
101
960
2
92.1
113
875
1.8
93.9
103
750
1.6
95.5
108
600
1.3
96.8
112
600
1.3
98.1
102
500
1
99.1
109
500
1
100.1
Item Classification
A
A
B
B
B
B
C
C
C
C
C
C
C
C
C
Lost sales
Disrupted operations
Poor customer service
Lower productivity
Planning errors and expediting