THE EVOLUTION OF LOGISTICS SCOPE & INFLUENCE GLOBAL LOGISTICS SUPPLY CHAIN LOGISTICS CORPORATE LOGISTICS FACILITY LOGISTICS WORKPLACE LOGISTICS 1950 s 1960 s 1970 s 1980 s 1990 s Workplace Logistics “Aliran material pada sebuah stasiun kerja tunggal“ Tujuan : meminimasi perpindahan seorang pekerja individual pada sebuah mesin atau sepanjang lini perakitan. Facility Logistics ”Aliran material antara stasiun kerja di dalam fasiltas (yaitu, inter-stasiun kerja dan intra-fasilitas). Fasilitas dapat berupa pabrik, stasiun, gudang, atau pusat distribusi.” Tujuan : penanganan material (material handling). Corporate Logistik ”Aliran material dan informasi antar fasilitas dan proses-proses pada sebuah perusahaan (inter-stasiun kerja, interfasilitas, dan intra-perusahaan)” Tujuan : mencapai dan mempertahankan kebijakan pelayanan konsumen yang menguntungkan dan mengurangi biaya total logistik. Supply Chain Logistics “Aliran material, informasi, dan uang antar perusahaan antar-stasiun kerja, antar fasilitas, antar perusahaan, dan antar chain)” Logisitik adalah kejadian dalam supply chain. dan keuangan antar negara“ Logistik global menghubungkan supliernya suplier kita dengan konsumen akhir di seluruh dunia. Logistik virtual (fourth-party logistics) : seluruh aktivitas logistik dan manajemen akan di outsourced ke provider-provider third-party logistics. Logistik Generasi Mendatang Kolaborasi logistik : optimasi real-time serta komunikasi antara semua rekanan pada seluruh mata rantai supply.Logistik Global „Aliran material. informasi. . mengefektifkan aliran dan penyimpanan barang. dan pada kualitas yang diinginkan. dan informasi terkait dari titik-titik pengumpulan/asal (point of origin) ke titik-titik konsumsi/tujuan (point of consumption) untuk memenuhi kebutuhan konsumen. Missi Logistik menurut Ballou (1999) : Menyampaikan barang atau jasa yang tepat.Merupakan bagian dari proses Rantai Pasok yang direncanakan. sehingga memberikan kontribusi terbesar bagi perusahaan. pada waktu yang tepat. dilaksanakan. dan dikendalikan dengan efisien. pelayanan. . pada tempat yang tepat. Mencapai level sokongan manufacturingpemasaran yang telah ditentukan sebelumnya dengan total biaya yang serendah mungkin. Sasaran Logistik menurut Ballou (1999) : . dalam keadaan yang dapat dipakai.Tujuan Logistik menurut Ballou (1999) : Menyampaikan barang jadi dan bermacammacam material dalam jumlah yang tepat. pada waktu yang dibutuhkan. ke lokasi dimana ia dibutuhkan dan dengan total biaya terendah. Business logistics Physical supply (Materials management / Inbound Logistics) Sources of supply Plants/ operations Physical distribution (outbound logistics) Customers • Transportation • Inventory maintenance • Order processing • Product scheduling • Protective packaging • Warehousing • Materials handling • Information maintenance • Transportation • Inventory maintenance • Order processing • Acquisition/purchasing/procurement • Protective packaging • Warehousing • Materials handling • Information maintenance Focus firm’s internal supply chain . Fragmentation 1960 Evolving integration 1980 Total integration 2000 Demand forecasting Purchasing Requirements planning Production planning Manufacturing inventory Warehousing Materials handling Industrial package Finished goods inventory Distribution planning Order processing Transportation Distribution Management Materials Management Logistics supply chain Customer service . Stage 1: baseline Purchasing Material Control Production Sales Distribution Stage 2: functional integration Materials Management Manufacturing Management Distribution Stage 3: internal integration (logistics) Materials Management Manufacturing Distribution Management Stage 4: external integration(supply chain) Suppliers Internal supply Customers chain . Finished products. fungsi.What Is the Supply Chain? • Juga disebut sebagai jaringan logistik • Suppliers. distribution centers and retail outlets – “facilities” dan • Raw materials . yang mengalir antara fasilitas Semua fasilitas. serta arus informasi yang terkait Sebuah kelompok yang terintegrasi untuk memproses : "sumber (source). Work-in-process (WIP) inventory. kegiatan. terkait dengan aliran dan transformasi barang dan jasa dari bahan baku kepada pelanggan." "membuat (make)." dan “mengirim (deliver)" produk . warehouses. manufacturers. The Supply Chain Suppliers Manufacturers Warehouses & Distribution Centers Customers Transportation Costs Material Costs Transportation Costs Manufacturing Costs Transportation Costs Inventory Costs . . VISA ® Material Flow Credit Flow Supplier Manufacturing Retailer Consumer Supplier Schedules Wholesaler Order Flow Retailer Cash Flow . Supply Chain for Denim Jeans . Supply Chain for Denim Jeans (cont.) . Supply Chain Processes . Supply Chain for Service Providers • Lebih sulit dari manufacturing • Fokusnya bukan pada aliran physical goods • Fokusnya pada human resources & support services . The Supply Chain – Another View Plan Source Make Deliver Buy Suppliers Manufacturers Warehouses & Distribution Centers Customers Material Costs Transportation Transportation Costs Transportation Costs Manufacturing Costs Inventory Costs Costs . What Is Supply Chain Management (SCM)? • Satu set pendekatan yang digunakan untuk efisiensi pengintegrasian : – Suppliers – Manufacturers – Warehouses – Distribution centers • Sehingga produk ini diproduksi dan didistribusikan – In the right quantities – To the right locations – at the right time – at the low cost • Memenuhi service level yang ditentukan • Keys to effective SCM : – information – communication – cooperation – trust . dan waktu yang tepat. David SimchiLevi et al. pemeliharaan dan operasi proses supply chain untuk memuaskan pengguna akhir Oliver and Aliran barang-barang mulai dari pemasok melalui Webber (1982) pabrikan dan saluran distribusi ke pemakai akhir. untuk meminimasi seluruh ongkos dan memenuhi kebutuhan tingkat pelayanan Perancangan. dalam proses & aktivitas yang berbeda untuk memproduksi nilai suatu produk/jasa ke konsumen akhir Sekumpulan pendekatan yang digunakan untuk mengefisienkan integrasi pemasok-pabrikan-gudangdistributor-pengecer dalam memproduksi dan distribusi pada kuantitas yang tepat. lokasi yang tepat.Pengarang Christopher (1992) Definisi M anajemen Suppl y Chain Manajemen jejaring organisasi yang menghubungkan upstream dan downstream. (2000) Ayers (2001) . Logistics 1990’s . Cost Control 1970’s .Inventory Management Focus.Optimized “Value Network” with Real-Time Decision Support. Order Entry • 2000’s . Financials.MRPII. JIT .Operations Planning 1980’s .Materials Management.MRP & BOM . Synchronized & Collaborative Extended Network 22 .“Integrated” Purchasing. Manufacturing.SCM .History of Supply Chain Management • • • • 1960’s .ERP . Business logistics Physical supply (Materials management / Inbound Logistics) Sources of supply Plants/ operations Physical distribution (outbound logistics) Customers • Transportation • Inventory maintenance • Order processing • Product scheduling • Protective packaging • Warehousing • Materials handling • Information maintenance • Transportation • Inventory maintenance • Order processing • Acquisition/purchasing/procurement • Protective packaging • Warehousing • Materials handling • Information maintenance Focus firm’s internal supply chain . Stage 1: baseline Purchasing Material Control Production Sales Distribution Stage 2: functional integration Materials Management Manufacturing Management Distribution Stage 3: internal integration (logistics) Materials Management Manufacturing Distribution Management Stage 4: external integration(supply chain) Suppliers Internal supply Customers chain . Fragmentation 1960 Evolving integration 1980 Total integration 2000 Demand forecasting Purchasing Requirements planning Production planning Manufacturing inventory Warehousing Materials handling Industrial package Finished goods inventory Distribution planning Order processing Transportation Distribution Management Materials Management Logistics supply chain Customer service . SCM System Among Others . B2C) 27 .Information Technology for Supply Chain Management • Software Systems – – – – – – – Electronic Data Interchange (EDI) Material Requirements Planning (MRP) Manufacturing Resource Planning (MRP II) Enterprise Resource Planning (ERP) Supply Chain Management Systems (SCM) Customer Relationship Management (CRM) Internet-based Software • Network Infrastructure – Wide Area Network – Internet (for E-commerce: B2B. border issues • Kompleksitas masalah dalam mengoptimalkan supply chain : – Minimize internal costs – Minimize uncertainty 28 .Why Is SCM Difficult? Plan Source Make Deliver Buy • Ketidakpastian yang melekat di setiap supply – Travel times – Breakdowns of machines and vehicles – Cuaca. perang – Local politics. labor conditions. bencana alam. Luasnya pilihan produk dalam bersaing membuatnya sulit untuk memprediksi permintaan • Perkembangan teknologi seperti Internet memungkinkan kolaborasi lebih besar antara mitra dagang supply chain • Ketersediaan teknologi SCM di pasar – Perusahaan dapat mengakses berbagai tipe produk (e. Baan.g. SAP.The Importance of Supply Chain Management • Berurusan dengan lingkungan yang tidak menentu matching supply and demand • Singkatnya siklus hidup produk berteknologi tinggi .Kurang kesempatan untuk mengumpulkan data historis pada permintaan pelanggan . JD Edwards) yang mengintegrasi proses internal 29 .. Oracle. and Profit Sales.Product Life Cycle. Cost of Development & Manufacture Sales Revenue Profit Loss Cash flow Time Introduction Growth Maturity Decline . Cost & Profit . Sales. Cost. Supply Chain Uncertainty • One goal in SCM: – respond to uncertainty in customer demand without creating costly excess inventory • Factors that contribute to uncertainty – – – – – – – inaccurate demand forecasting long variable lead times late deliveries incomplete shipments product changes batch ordering price fluctuations and discounts inflated orders • Negative effects of uncertainty – lateness – incomplete orders • Inventory – insurance against supply chain uncertainty . Supply Chain Management and Uncertainty • Inventory dan tingkat back-order berfluktuasi di seluruh supply chain bahkan ketika permintaan konsumen tidak bervariasi • Variabilitas memburuk (meningkat) • Forecasting doesn’t help! Multi-tier Suppliers Manufacturer Wholesale Distributors Retailers Consumers Sales Sales Time Sales Time Time Sales Time Bullwhip Effect 32 . . Fluktuasi pesanan meningkat ke arah hulu supply chain dari retailers (pengecer) ke grosir ke produsen dan ke pemasok Retailer’s Orders Wholesaler’s Orders Manufacturer’s Orders Time Time Time Banyak pengecer dengan masingmasing sedikit variabilitas pesanan mereka ….Bullwhip Effect Pembesaran variabilitas dalam pesanan di supply-chain. …dapat menyebabkan variabilitas yang lebih besar untuk beberapa pedagang besar (wholesalers). dan … …dapat menyebabkan variabilitas yang lebih besar lagi bagi produsen tunggal. Bullwhip Effect . Today’s Marketplace Requires: • Personalized : konten dan pelayanan bagi pelanggan mereka • Collaborative : perencanaan dengan design partners. inventory. production. and suppliers • Real-time : commitments for design. distributors. and transportation capacity • Flexible : pilihan logistik untuk memastikan pemenuhan tepat waktu • Order tracking & pelaporan melalaui multiple vendors and carriers Shared visibility for trading partners 35 . the worse the forecast – • Aggregate forecasts are more accurate Namun demikian.Supply Chain Management – Key Issues • Forecasts are never right – Sangat tidak mungkin bahwa permintaan aktual akan sama dengan peramalan Ramalan selama satu tahun dari sekarang tidak akan pernah seakurat ramalan selama 3 bulan dari sekarang • The longer the forecast horizon. metode peramalan adalah alat manajemen yang penting untuk mengurangi ketidakpastian permintaan 36 . Supply Chain Management – Key Issues • Mengatasi fungsi-fungsi dalam organisasi yang tujuantujuannya saling bertentangan Purchasing Manufacturing Distribution Customer Service/ Sales High inventories Low purchase price Multiple vendors Few changeovers Stable schedules Long run lengths Low inventories High service levels Regional stocks Low transportation SOURCE MAKE DELIVER SELL 37 . .Supply Chain Management – Key Issues ISSUE Network Planning CONSIDERATIONS • Warehouse locations and capacities • Plant locations and production levels • Transportation flows between facilities to minimize cost and time • How should inventory be managed? • Why does inventory fluctuate and what strategies minimize this? • Impact of volume discount and revenue sharing • Pricing strategies to reduce order-shipment variability Inventory Control Supply Contracts Distribution Strategies • Selection of distribution strategies (e.g. cross-docking) • How many cross-dock points are needed? • Cost/Benefits of different strategies • • • • How can integration with partners be achieved? What level of integration is best? What information and processes can be shared? What partnerships should be implemented and in which situations? Integration and Strategic Partnering Outsourcing & Procurement Strategies Product Design • What are our core supply chain capabilities and which are not? • Does our product design mandate different outsourcing approaches? • Risk management • How are inventory holding and transportation costs affected by product design? • How does product design enable mass customization? . direct ship vs. infrequent demand BENEFITS Low manufacturing costs. improved service levels Low inventory levels.Supply Chain Management Operations Strategies STRATEGY Make to Stock WHEN TO CHOOSE standardized products. reduced inventory. wide range of product offerings. unique customer specifications Source: Simchi-Levi 39 . many variations many variations on finished product. relatively predictable demand customized products. simplified planning Enables response to specific customer requirements Make to Order Configure to Order Engineer to Order complex products. meet customer demands quickly Customization. PRTM Integrated Supply Chain Benchmarking Survey of 331 firms found significant benefits to integrating the supply chain Delivery Performance Inventory Reduction Fulfillment Cycle Time Forecast Accuracy Overall Productivity Lower Supply-Chain Costs Fill Rates Improved Capacity Realization Source: Cohen & Roussel 16%-28% Improvement 25%-60% Improvement 30%-50% Improvement 25%-80% Improvement 10%-16% Improvement 25%-50% Improvement 20%-30% Improvement 10%-20% Improvement 40 .Supply Chain Management – Benefits • Tahun 2009. Supply Chain Imperatives for Success • Melihat supply chain sebagai aset strategis dan pembeda (diferensiasi) – Wal-Mart’s partnership with Proctor & Gamble to automatically replenish inventory Dell’s innovative direct-to-consumer sales and build-to-order manufacturing – • Ciptakan konfigurasi supply chain yang unik yang sesuai dengan tujuan strategis perusahaan – – – – – – – – Operations strategy Outsourcing strategy Channel strategy Customer service strategy Asset network Forecasting Collaboration Integration Supply chain configuration components • Reduksi uncertainty (ketidakpastian). dengan : . yang lebih bervariasi dari pada permintaan aktual Untuk mengakomodasi variabilitas.Value of Information and SCM Information In The Supply Chain Plan Suppliers Manufacturers Warehouses & Distribution Centers Retailer Source Make Deliver Sell Order Lead Time Delivery Lead Time • • Production Lead Time • Setiap fasilitas yang makin jauh dari permintaan pelanggan aktual harus membuat forecasts of demand Kurangnya data aktual pembelian pelanggan. Diperkirakan supply chain perusahaan farmasi menyiapkan persediaan untuk 100 hari guna mengakomodasi ketidakpastian . tingkat persediaan overstocked sehingga meningkatkan biaya persediaan. setiap fasilitas hanya berdasarkan ramalan pada order „downstream‟. Taming (menjinakkan) the Bullwhip . . commodity data. etc.Methods for Improving Forecasts Judgment Methods Market Research Analysis Panels of Experts • • • • Internal experts External experts Domain experts Delphi technique Accurate Forecasts Causal Analysis • Market testing • Market surveys • Focus groups Time-Series Methods • • • • Moving average Exponential smoothing Trend analysis Seasonality analysis • Relies on data other than that being predicted • Economic data. 45 .