nsw 571 (1) manajemen rantai pasok
TRANSCRIPT
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Carles Sitompul
NSW 571 Manajemen Rantai Pasok
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SilabusMinggu Topik Pengajar
1 Pengantar Manajemen Rantai Pasok CS
2 Manajemen Logistik CS
3 Jaringan Logistik CS
4 Manajemen Persediaan CS
5 Manajemen Distribusi CS
6 Kontrak Pasokan CS7 Pergudangan CS
MID TERM EXAM
8 Pengemasan dan Penanganan Material CS
9 Manajemen Transportasi CS
10 Manajemen Transportasi CS
11 Teknologi Informasi dalam Rantai Pasok CS12 Pelayanan Pelanggan dan Logistik CS
13 Performansi Rantai Pasok CS
14 Presentasi CS
15 Presentasi (2) CS
FINAL TERM EXAM
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Referensi
1. Bowersox, D.J., Closs, D.J., Cooper, M.B., 2002, Supply Chain
Logistics Management,Michigan State University, McGraw Hill.
2. Simchi-Levi, D., 2002. Designing and Managing Supply Chain:
Concepts, Strategis, and Case Studies, Mc-Graw Hill
3. Chopra, S., and Meindl, P., 2010. Supply Chain Management:
Strategy, Planning, and Operation, 4th edition, Pearson
education.
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Penilaian
UTS : 35%
UAS : 35%
Tugas/Kuis : 30%
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Carles Sitompul
Pengantar Manajemen Rantai Pasok
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Industrial Engineering
is concerned with the design, improvement andinstallation 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---
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Perkembangan sistem
SistemKerja
SistemProduksi
Korporasi
RantaiPasok
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Definition
A supply chain consists of a number of facilities where rawmaterials, semi finished products or finished products areacquired, transformed, stored or sold and transportation links thatconnect those facilities (Shapiro, 2001).
A supply chain consists of all parties involved, directly or
indirectly, in fulfilling a customer request. The supply chainincludes not only the manufacturer and suppliers, but alsotransporters, warehouses, retailers, and even customersthemselves. (Chopra & Meindl, 2007) .
Supply chain (sometimes called the value chain or demand chain)
management consists of firms collaborating to leverage strategicpositioning and to improve operating efficiency. For each firminvolved, the supply chain relationship reflects strategic choice(Bowersox et al., 2010).
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A detergent supply chain
Sumber: Chopra & Meindl (2007)
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Why supply chain?
The dawning of the information or digital age.
The need forintegration 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
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Sumber: Bowersox et al. (2010)
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Supply chain model
Sumber: Bowersox et al. (2010)
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Processes in a firm
Customer relationship management (CRM)
Internal supply chain management (ISCM)
Supplier relationship management (SRM)
Sumber: Chopra &Meindl (2007)
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Cycle view of a supply chain
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Push/pull view
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L.L. Bean
Dell
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Logistics
Refers to the responsibility to design and administer systemsto control movement and geographical positioning of raw
materials, work in process, and finished inventories at the
lowest total cost (Bowersox, et al., 2010).
Negara Biaya logistik
(% PDB)
Indonesia 26,4
Korea Selatan 16,3Malaysia 15
Jepang 10,6
AmerikaSerikat 9,9
Sumber: Asosiasi
Logistik Indonesia
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Customer accommodation
Transactional versus relationship marketing
Supply chain service outputs:
1. Spatial convenience
2. Lot size3. Waiting time
4. Product variety and assortment
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Customer service
AvailabilityStockout frequency
Fill rate
Orders shipped complete
Operational Performance
Speed
Consistency
Flexibility
Malfunction recovery
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Market distribution strategy
Sumber: Bowersox et al. (2010)
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Principles of minimum transactions
Sumber: Bowersox et al. (2010)
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Principles of separation
Sumber: Bowersox et al. (2010)
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Generic channel distribution
Sumber: Bowersox et al. (2010)
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Dependency
Sumber: Bowersox et al. (2010)
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Procurement
Continuous supply
Minimize inventory investment
Quality improvement
Supplier development
Lowest total cost of ownership
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Sumber: Bowersox et al. (2010)
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Manufacturing
Brand powerVolume
Variety
ConstraintsLead times
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Sumber: APICS workbook (2013)
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Strategic integration
Sumber: Bowersox et al. (2010)
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Transportation mode
Sumber: Bowersox et al. (2010)
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Zara is a chain of fashion stores owned by Inditex, Spain's largestapparel manufacturer and retailer. In 2004, Inditex reported salesof 13 billion euros from more than2,200 retail outlets in 56countries. The company opened a new store for each day in2004.In an industry in which customer demand is fickle, Zara has grownrapidly with a strategy to be highly responsive to changing trendswith affordable prices. Whereas design-to-sales cycle times in theapparel industry have traditionally averaged more than six months,Zara has achieved cycle times of five to six weeks. This speedallows Zara to introduce new designs every week and to change 75percent of its merchandise display every three to four weeks. Thus,
Zara's products on display match customer preferences muchmore closely than the competition. The result is that Zara sellsmost of its products at full price and has about half the markdownsin its stores compared tothe competition.
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Zara manufactures its apparel using a combination of flexible and quicksources in Europe (mostly Portugal and Spain) and low-cost sources inAsia. This contrasts with most apparel manufacturers, who have movedmost of their manufacturing to Asia. About 40 percent of themanufacturing 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 Asianlocations. More than 40 percent of its finished-goods purchases andmost of its in-house production occur after the sales season starts. Thiscompares with less than 20 percent production after the start of a salesseason for a typical retailer. This responsiveness and the postponement ofdecisions until after trends are known allow Zara to reduce inventories
and forecast error. Zara has also invested heavily in informationtechnology to ensure that the latest sales data are available to drivereplenishment and production decisions.
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Until 2002, Zara centralized all its European distribution andsome 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 inventoryto closely match customer demand. As Zara has grown, it has
built another distribution center in Spain.
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1. What advantage does Zara gain against the competition by having a veryresponsive supply chain?
2. Why has Inditex chosen to have both in-house manufacturing and outsourcedmanufacturing? Why has Inditex maintained manufacturing capacity inEurope even though manufacturing in Asia is much cheaper?
3. Why does Zara source products with uncertain demand from local
manufacturers and products with predictable demand from Asianmanufacturers?
4. Why is Zarabuilding a new distribution center as its sales grow? Is it better tohave the new distribution center near the existing one, or at a completelydifferent location?
5. What advantage does Zara gain from replenishing its stores twice a week
compared to a less frequent schedule? How does the frequency ofreplenishment affect the design of its distribution system?
6. What information infrastructure does Zara need in order to operate itsproduction, distribution, and retail network effectively?
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