Modul ke:
10
Kinerja Rantai Pasokan
Manajemen Rantai Pasokan
Fakultas
Ekonomi &
Bisnis
Program Studi
Manajemen
Deva Prudensia Setiawan, S.T., M.M.
Kontributor
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•
•
•
Vanda
Dewi
Dewi Puspa
Sherly
Competitive & Supply Chain Strategic
• Competitive Strategic of Company targets one or
more customer segments and aims to provide
products & services that satisfy these customers’
needs
Wall-Mart (commonplace products)
to provide high availability of
a variety of products of reasonable quality at low prices. (Low price &
Product Availability).
McMaster-Carr (Maintenance, Repair, & Operation (MRO) Products)
providing the customer with convenience, availability , & responsivenes
(not compete based on low price).
The competitive strategy is defined based on how the customer prioritizes
product cost, delivery time, variety, & quality.
The Relation of Competitive &
Supply Chain Strategy
• Core Process or functions that must be performed for a succesful sale?
• To Support & facilitate the functioning of the value chain?
Finance, Accounting, Information Technology, Human Resources
New Product
Development
Marketing
& Sales
Operations
The Value Chain in a Company
Distribution
Service
The Relation of Competitive &
Supply Chain Strategy
1. A Product Development Strategy: specifies
the portfolio of new products that a
company to try to develop. It’s also dictates
whether the development effort will be made
internally or outsourced.
2. A Marketing & Sales Strategy: specifies how
the market will be segmented and how the
product will be positioned, priced &
promoted.
The Relation of Competitive &
Supply Chain Strategies
3. A Supply Chain Strategy:
– determines the nature of procurement of raw materials,
– transportation of materials to & from the company,
– manufacture of the product or operation to provide the
service.
– distribution of the product to the customer, along with any
follow up service & a specification of whether this process
will be performed in-house or outsourced.
Supply chain strategy includes of specification of the broad structure of the
supply chain & what many traditionally call “Supplier Strategy,” “Operation
Strategy,” and “Logistic Strategy.” (includes: design decisions regarding
inventory, transportation, operating facilities & information flows)
Strategic Fit
• Strategic Fit
it refers to consistency
between the customer priorities that the
competitive strategy hopes to satisfy & the
supply chain capabilities that supply chain
strategy aims to build.
• For company to achieve strategic fit, it must
accomplish the following:
1. Each Functional strategy must support other
functional strategies and help a firm to reach its
competitive strategy goal.
Strategic Fit
2. The different function in a company must
appropriately structure their processes &
resources.
3. The design of the overall supply chain & the role
of each stage must be aligned to support the
supply chain strategy.
Strategic Fit - Example
Seven-Eleven Japan’s succes ---excellent fit
among its functional strategies.
Marketing – has emphasized convenience in the
form of easy access to stores & availability of a
wide range of products & services.
New Product Development – constantly adding
products & services, such as: bill payment
services.
Operations & distribution – have focused on
having a high density of stores, being very
responsive, & providing an excellent information
infrastructure.
Result: a virtuous cycle in which supply chain
infrastructure is exploited to offer new product
& service that increase demand --- and the
increase demand in turn makes it easier for
operations to improve the density of stores,
responsiveness in replenishment & the
information infrastructure.
Strategic Fit - Example
• Seven-Eleven Japan has chosen to operate a highly responsive
operation and has chosen a supply chain design that supports this
strategy.
– Supply chain strategy in Japan can be described as attempting to
micro-match supply and demand using rapid replenishment using an
equally responsive supplier.
– Many Locations - facility location choices are to saturate an area with
stores, thereby making it easy for customers to shop and their own
delivery trucks to move from store to store to replenish inventory.
– Appropriate technology deployment - inventory system is run on an
information system that transmits directly to the supplier and
distribution center.
– goods are produced using a pull system to replace what has been sold
during that delivery period.
– The transportation system is flexible to maximize responsiveness while
also achieving efficiency.
Strategic Fit – The Failure
• A company may fail to achieve startegic fit because of:
– Lack of strategic fit
– Its overall supply chain design, processes, & resources do not provide
the capabilities to support the desired strategic fit.
• For example:
– Marketing publicizing a company’s ability to provide a large variety of
products quickly; simultaneously, distribution is targeting the lowest
cost means of transportation (delay order by grouping order or using
inexpensive but slow modes of transportation). This action conflicts
with marketing’s stated goal of providing variety quickly.
– A retailer has decided to provide a high level of variety while carrying
low levels of inventory but has selected suppliers & carriers based on
their low price & not their responsiveness. In this case, the retailer is
likely to end up with unhappy customers because of poor product
availability.
How’s Strategic Fit Achieved?
• A competitive strategy will specify, either explicitly or
implicitily, one or more customer segments that a
company hopes to satisfy. To achieve Strategic Fit a
company must ensure that its supply chain capabilities
support its ability to satisfy the needs of the targeted
customer segments.
• Three (3) Basic Steps to achieving this strategic fit:
1. Understanding the Customer & Supply Chain Uncertainty.
2. Understanding the Supply Chain Capabilities.
3. Achieving Strategic Fit.
Step 1 – Understanding The Customer &
Supply Chain Uncertainty
• Understanding Customer – Identify the needs of the
customer segment being served.
• In general, customer demand from different segments
varies along several attributes as follows:
–
–
–
–
–
–
The quantity of the product needed in each lot.
The response time that customers are willing to tolerate.
The variety of products needed.
The service level required.
The price of the product.
The desired rate of innovaton in the product.
Step 1 – Understanding The Customer &
Supply Chain Uncertainty
• Understanding the Supply Chain Uncertainty – helps the
company to identify the extent of the unpredictability of
demand, distruption, & delay that the supply chain must be
prepared for.
• The Implied Uncertainty (Demand & Supply) Spectrum:
Predictable
supply &
demand
Salt at a
Supermarket
Predictable supply & uncertain
demand, or uncertain supply &
predictable demand or somewhat
uncertain supply & demand.
An existing
automobile
model
Highly
uncertain
supply &
demand
A new
communication
device
Step 2 – Understanding The Supply
Chain Capabilities
• Creating strategic fit is all about creating a
supply chain strategy that best meets the
demand a company has targeted given the
uncertainty it faces.
• Considering the characteristic of supply chains
& categorize them based on different
characteristics that influence their
responsiveness & efficiency.
Step 2 – Understanding The Supply
Chain Capabilities
• Supply Chain Responsiveness includes a supply
chain’s ability to do the following:
–
–
–
–
–
–
Respond to wide ranges of quantities demanded
Meet short lead times
Handle a large variety products
Build higly innovative products
Meet a high service level
Handle supply uncertainty
“The more of these abilities a supply chain has, the more
responsive it is”
Step 2 – Understanding The Supply
Chain Capabilities
• Cost-Responsiveness Efficient Frontier
Responsiveness
High
Low
High
Cost
Cost
Low
Step 2 – Understanding The Supply
Chain Capabilities
• The Responsiveness Spectrum
Highly
efficient
Integrated
Steel Mills:
Production
Scheduled
weeks or
months in
advance with
little variety
or flexibility.
Somewhat
efficient
Somewhat
responsive
Hanes
apparel: A
traditional
make-tostrock
manufacture
r with
production
lead time of
several
weeks.
Most
automotive
production:
Delivering a
large variety
of products
in a couple of
weeks.
Highly
responsive
Seven-Eleven
Japan:
Changing
merchandise
mix by location
& time of day.
Step 3 – Achieving Strategic Fit
• The final step in achieving strategic fit is to
match supply chain responsiveness with the
implied uncertainty from demand & supply.
• The goal is: to target high responsiveness for
supply chain facing high implied uncertainty,
and efficiency for a supply chain facing low
implied uncertainty.
Expanding Strategic Scope
• Intraoperation Scope: The Minimize Local Cost
View.
• Intrafunctional Scope: The Minimize
Functional Cost View.
• Intrafunctional Scope: The Maximize Company
Profit View.
• Intercompany Scope: The Maximize Supply
Chain Surplus View.
Challenges to Achieving & Maintaining
Strategic Fit
• Increasing Product Variety and Shrinking Life
Cycles
• Globalization & Increasing Uncertainty
• Fragmantation of Supply Chain Ownership
• Changing Technology & Business Environment
• The Environment & Sustainability
Terima Kasih
Deva P. Setiawan, S.T., M.M.