SUPPLY CHAIN COST MANAGEMENT -BASUKI

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1 SUPPLY CHAIN COST MANAGEMENT -BASUKI

2 DEFINISI RANTAI PASOK (SUPPLY CHAIN) ADALAH AKTIVITAS MANAGEMEN DALAM HAL SUPPLY YANG TUJUANNYA MEMAKSIMALKAN CUSTOMER VALUE DAN KEUNGGULAN KOMPETITIF YANG LUMINTU (A SUSTAINABLE COMPETITIVE ADVANTAGE). AKTIVITAS SUPPLY CHAIN MELIPUTI SEGALA AKTIVITAS DARI PENGEMBANGAN PRODUK, SUMBER DAYA, PRODUKSI, DAN LOGISTIK, JUGA SISTEM INFORMASI YANG DIBUTUHKAN UNTUK MENGKOORDINASIKAN SELURUH AKTIVITAS- AKTIVITAS INI.

3 SUPPLY CHAIN DIAGRAM

4 DUA ARUS TERLIBAT DALAM SUPPLY CHAIN ARUS FISIK (PHYSICAL FLOWS) TERMASUK DI DALAMNYA TRANSFORMASI, PERGERAKAN, DAN PENYIMPANAN BARANG/MATERIAL. ARUS INFORMASI (INFORMATION FLOWS) MEMUNGKINKAN PARA PARTNER RANTAI PASOK UNTUK BERKOORDINASI RENCANA JANGKA PANJANG MEREKA, DAN UNTUK MENGENDALIKAN ARUS BARANG/MATERIAL DALAM MATA RANTAI SEHARI- HARI.

5 MATERIAL AND INFORMATION FLOWS

6 SUPPLY CHAIN MANAGEMENT SUPPLY CHAIN MANAGEMENT MERUPAKAN AKTIVITAS MANAGEMEN YANG BERUSAHA MEMANAGE RANTAI PASOK ASET DAN PRODUK, INFORMASI, DAN ARUS DANA UNTUK MEMAKSIMALKAN RANTAI PASOK. SECARA PRAKTIS, SETIAP PRODUK YANG SAMPAI KE PENGGUNA AKHIR (AN END USER) MEREPRESENTASIKAN SELURUH USAHA ORGANISASI SECARA KUMULATIF. SUPPLY CHAIN MANAGEMENT BUKAN SEKEDAR MEMANAGE PRODUK, TETAPI JUGA MEMANAGE INFORMASI, WAKTU, DAN UANG.

7 LOGISTIK.VS. SUPPLY CHAIN MANAGEMENT LOGISTIK ADALAH MANAGEMEN DARI PERGERAKAN BARANG, SUPPLY CHAIN MANAGEMENT MENGATUR SEMUA BAGIAN. LOGISTIK MERUPAKAN BAGIAN DARI SUPPLY CHAIN MANAGEMENT, ARTINYA SIAPAPUN YANG MEMANAGE RANTAI PASOK ANDA AKAN BERTANGGUNG JAWAB UNTUK MEMANAGE FREIGHT FORWARDERS, SHIPPING COMPANIES, CUSTOM, DAN PIHAK KETIGA YANG TERKAIT.

8 SUPPLY CHAIN MANAGEMENT

9 SUPPLY CHAIN COST TUGAS DARI SUPPLY CHAIN MANAGEMENT ADALAH MEMONITOR COST YANG MUNCUL DI SETIAP MATA RANTAI PASOK. SUPPLY CHAIN MANAGEMENT HARUS YAKIN ATAS KEAKURATAN DATA KETEPATWAKTUAN DELIVERY, KINERJA SUPPLIER, DAN LAIN LAIN.

10 TUJUH CARA UNTUK MENGURANGI SUPPLY CHAIN COST 1. CUSTOMER SERVICE: Give customer what they really want, not just what you think they want. It s a straightforward application of marketing principles: provide customers with what they need and avoid adding costs for things for which they see no value. 2. SUPPLY CHAIN STRATEGY Objective should drive strategy, and strategy should drive tactics. Once you have a clear understanding of your customers' needs, you can move on to defining a supply chain strategy that will achieve your business objectives while delivering on your customer service promise. 3. SALES AND OPERATING PLANNING Get your process right first, and define your system after. If you haven t thought out your process properly, then even the most expensive software in the world won t save you.

11 TUJUH CARA UNTUK MENGURANGI SUPPLY CHAIN COST 4. SUPPLY CHAIN NETWORK DESIGN Keep costs down and reliability up by designing your network to minimize product handling. If you haven t thought out your process properly, then even the most expensive software in the world won t save you. The shape of physical supply chain network being determined by customers and suppliers. The more unreliable the network because of suppliers being farther away, for example the more stock needs to be held in your network to ensure service continuity. 5. OUTSOURCING Both parties can benefit from a healthy and proactive partnership. Eighty-five percent or more of businesses outsource some part of their supply chain operation or management. The two functions that are outsourced most often are warehousing and transport.

12 TUJUH CARA UNTUK MENGURANGI SUPPLY CHAIN COST 6. ASSET UTILIZATION Get more productivity out of fewer assets. As a general rule, the more assets you can use within any 24-hour period, the better. Underutilized assets, such as vehicle fleets, facilities, or inventory, mean inefficiency and poor return on investment. 7. PERFORMANCE MEASUREMENT Measure what is strategically important so that you can manage and improve it. Choose the corresponding key performance indicators (KPIs) that let you measure your performance compared to your targets. Different organizations will have different KPIs. What works well for one may not be relevant for another. Go through the process of setting your own objectives and targets, and then defining KPIs that give you the right measurement of your own performance.

13 REFERENSI Chopra, S and P. Meindl Supply Chain Management: Strategy, Planning, and Operation. Boston: Pearson. O Byrne, R ways everyone can cut supply chain cost. Quarter. (2): Wheelen, T.L., and J.D. Hunger Strategic Management and Business Policy. Boston: Pearson.

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