SUPPLY CHAIN
MANAGEMENT
Pendahuluan
Definisi
Klasifikasi
Aplikasi
DEFINISI
• Supply chain management (SCM) is the oversight of
materials, information, and finances as they move in a
process from supplier to manufacturer to wholesaler to
retailer to consumer. Supply chain management involves
coordinating and integrating these flows both within and
among companies. It is said that the ultimate goal of any
effective supply chain management system is to reduce
inventory (with the assumption that products are
available when needed). As a solution for successful
supply chain management, sophisticated software
systems with Web interfaces are competing with Webbased application service providers (ASP) who promise
to provide part or all of the SCM service for companies
who rent their service.
ALIRAN SCM
Supply chain management flows can be
divided into three main flows:
• The product flow
• The information flow
• The finances flow
• The product flow includes the movement
of goods from a supplier to a customer, as
well as any customer returns or service
needs. The information flow involves
transmitting ordersand updating the status
of delivery. The financial flow consists of
credit terms, payment schedules, and
consignment and title ownership
arrangements.
• There are two main types of SCM
software: planning applications and
execution applications. Planning
applications use advanced algorithms to
determine the best way to fill an order.
Execution applications track the physical
status of goods, the management of
materials, and financial information
involving all parties
• Some SCM applications are based on
open data models that support the sharing
of data both inside and outside the
enterprise (this is called the extended
enterprise, and includes key suppliers,
manufacturers, and end customers of a
specific company). This shared data may
reside in diverse database systems, or
data warehouses, at several different sites
and companies.
• By sharing this data "upstream" (with a
company's suppliers) and "downstream"
(with a company's clients), SCM
applications have the potential to improve
the time-to-market of products, reduce
costs, and allow all parties in the supply
chain to better manage current resources
and plan for future needs.
Here's an example dealing with a
computer printer:
• Depending on the situation, the supply chain may
include major product elements, various suppliers,
geographically dispersed activities, and both upstream
and downstream activities. It is critical to go beyond your
immediate suppliers and customers to encompass the
entire chain, since hidden value often emerges once the
entire chain is visualized. For example, a diesel engine
manufacturer may be able to integrate a GPS locator
system into their engine control system. Their immediate
customer, a heavy truck manufacturer, may see no need
for this functionality. However, the downstream customer,
a trucking company with a large fleet, may be very
interested in a locator system. Understanding the value
to the downstream customer is part of the supply chain
management process.
Three Flows: Materials,
Information, and Financial
• There is more to supply chain management than just
material flows; information flows and financial flows are
also important. Consider the figure below, which lists
examples of material, information, and financial flows in
each pull-down menu. For each row, choose the
appropriate item. For example, if you feel that "products
and parts" are materials that flow downstream from
suppliers to customers, select "Product and parts" from
the menu under "Material" in the downstream area.
When you have chosen an answer for all six areas, click
"Check Answers" at the bottom to see how you did.
DOWNSTREAM
BTO vs BTS
• Companies today are often presented with a
myriad of supply chain strategies. How can you
learn more about these strategies and decide
which ones will help you the most? Are you
operating the most appropriate type of supply
chain? Are you spending time and money on
strategies that aren't providing the maximum
benefit? This is the first of two modules on
Supply Chain Strategies designed to help you
answer these questions.
• You will begin by looking at product and supply chain
characteristics and learning a framework for aligning the
right strategies for your needs; you'll then learn
strategies to improve efficiency and reduce costs. You
will play a version of the classic "Beer Game" simulation
used by business schools and executive training
programs. Through the simulation you will see firsthand
the causes of the Bullwhip Effect, which leads to major
supply chain inefficiencies, including unpredictable lead
times, stockouts, mistrust between supply chain
partners, and higher manufacturing and transportation
costs. Once you have covered the causes of these
problems, you will learn the best strategies to mitigate or
remove them.
SUPPLY CHAIN MANAGEMENT
• A supply chain is a network that includes
vendors of raw materials, plants that
transform those materials into useful
products, and distribution centers to get
those products to customers
• Without any specific effort to coordinate the
overall supply chain system, each organization
in the network has its own agenda and operates
independently from the others. However, such
an unmanaged network results in inefficiencies.
For example, a plant may have the goal of
maximizing throughput in order to lower unit
costs. If the end demand seen by the distribution
system does not consume this throughput, there
will be an accumulation of inventory. Clearly,
there is much to be gained by managing the
supply chain network to improve its performance
and efficiency.
Decision Variables in Supply
Chain Management
In managing the supply chain, the following
are decision variables:
• Location - of facilities and sourcing points
• Production - what to produce in which
facilities
• Inventory - how much to order, when to
order, safety stocks
• Transportation - mode of transport,
shipment size, routing, and scheduling
The Bullwhip Effect
• A problem frequently observed in
unmanaged supply chains is the bullwhip
effect. This effect is an oscillation in the
supply chain caused by demand variability.
This problem must be addressed in order
to avoid the poorer service and higher
costs that stem from it.
Inventory Management
• Variation in demand increases the
challenge of maintaining inventory to avoid
stockouts. There exist techniques for
inventory management that optimize the
performance for a given set of parameters.
Vendor Managed Inventory
• An effective way to improve supply chain
performance is for the vendor to determine
the quantities that should be ordered by its
downstream customers, rather than the
other way around. This approach is known
as Vendor Managed Inventory,
abbreviated VMI. While its implementation
faces practical challenges, it can be an
effective method for reducing inventory
and stock-outs.
Accurate Response
• In the classical news vendor problem, one must decide
the best order quantity that maximizes profits given that
some money is lost if all of the units do not sell and given
the fact that potential profits are lost if the units sell out.
In some situations, a second order can be placed once
the sales period begins. Such an opportunity helps one
to better match supply and demand, since the first order
can be a quantity equal to the expected demand minus a
selected number of standard deviations ( 2, for example)
below that mean. Of course, any minimum order
quantities must be taken into account.
• In many industries, the variance in
demand is proportional to the variance in
the forecasts for that demand. This
relationship even exists in stock price
forecasting. When this relationship holds,
it can be used to estimate the mean
demand and its variance, and these
values can be used in optimization
models.
For seasonal goods such as winter sportswear,
which has a short selling season and long lead
times, a firm can do several things to better match
supply and demand:
• Additional events can be held before large trade fairs in
order to secure orders further in advance.
• Supplier capacity can be reserved without specifying the
exact product mix. This postponement of the final mix
has benefits similar to those of postponing product
customization until the distribution center.
• Common parts can be used in designs in order to pool
some of the variation between individual demands.
Supply Chain Structure
• The performance of a supply chain is measured
in terms of profit, average product fill rate,
response time, and capacity utilization.
Profit projections may improve if another
parameter is relaxed, but one must consider the
impact of all aspects of the relaxed parameter on
profits. For example, if customers are lost
because response time is too slow, then the
profit projections may be artificially high.
• Average fill rate can be improved by carrying
more inventory in order to reduce stock-outs.
The optimal balance must be achieved between
inventory cost and lost profits due to stock-outs.
Response time often can be improved at the
expense of higher overall costs. As with fill rate,
the optimal trade-off should be found. If
response time is sacrificed in order to achieve
higher profits, sales forecasts may have to be
modified if the elasticity of demand with respect
to service is significant at the chosen service
levels.
• Capacity utilization should be high enough
to reduce overhead sufficiently, but not so
high that there is no room to grow or to
handle fluctuations in demand. Problems
often are encountered when capacity
utilization exceeds 85%. Lower capacity
utilization in effect buys an option for
increased output in the future. Higher
capacity utilization decreases downside
risk since costs are reduced, but also
limits the upside gain if future demand
should outstrip supply.