ERRY RIMAWAN

DEFINITION of
SUPPLY CHAIN
MANAGEMENT

Tujuan Supply Chain Management:

Pengurangan waste/aktifitas yg tdk memiliki nilai tambah

(material handling, surplus)
Peningkatan pelayanan pelanggan/responsiveness
Perbaiki komunikasi rantai suplai (kecepatan arus informasi,
akurasi informasi, information sharing)
Penekanan cycle time (pengembangan produk baru, lead time
pemesanan)
Perbaiki upaya koordinasi (Program perbaikan berkelanjutan,
pemahaman tujuan)

 Purchasing
Purchasing role
Supplier alliance
Supplier
Management
Strategic Supplier
Sourcing

Operation
Demand
management
Scheduling
ERP
JIT
TQM

ELEMENT of
SUPPLY CHAIN
MANAGEMENT
Distribution
Transportation
management
CRM

Integration
Supply chain
integration
Performance
measurement

PURCHASING
Peran Pembelian Dalam Perusahaan
Memastikan tidak adanya gangguan dalam alur
mendapatkan bahan mentah dengan biaya total
yang terendah, untuk memperbaiki kualitas
barang produksi akhir, dan mengoptimalkan
kepuasan pelanggan

PURCHASING
Supplier Alliance

To decide, Make-or-Buy?
Suppliers? Which One??
How Many Suppliers??
Organizing purchasing(centralized/decentralized)

Supplier Management
Developing Partnership(w/ trust, vision,
relationship, mutual benefit)Strategic
Evaluate & Certification
Sourcing
Supplier Development
Outsourcing
Supplier Award
e-Procurement
System

OPERATION
Demand Management
Matching Supply & Demand
Forecasting
Kualitatif
Kuantitatif

Scheduling
Operational Planning

Aggregate Production Plan

Master Production Schedule
Material Requirement
Planning

OPERATION

Just In Time(JIT)
Purpose To Reduce/Eliminate WASTE

Total Quality Management(TQM)

Elements Customer Focus, Work-Force
Involvement
Tools Flow Diagram, Check Sheet, Pareto Chart,

DISTRIBUTION
Transportation Management

Reducing Supply Base

Selecting Carrier
Transportation Service Contract
Outsource Transportation Function
Transportation Performance Measurement
Strategic Transportation Alliances
Transportation Audit

Customer Relationship
Management

Saat ini CRM telah diasosiasikan dengan transaksi

INTEGRATION
Supply Chain Integration Model
Identify key-supplier
Building supply chain strategies
Developing performance measurement

Performance Measurement

Supply chain as competitive tool

Traditional performance measurement
World-Class performance measurement
Supply chain performance measurement

FUTURE of
SUPPLY CHAIN
Expanding The Supply
Chain
MANAGEMENT
Expanding Integration Through Supply Chain
Global Expansion of Supply Chain

Increasing Supply Chain

Responsiveness
The Greening Supply Chain
Reducing Supply Chain Costs
Outsourcing SCM Function
Managing Inventory Through Supply Chain

STUDY CASE of
WAL-MART SUPPLY CHAIN
MANAGEMENT PRACTICES

Wal Mart menduduki peringkat pertama

global Fortune dari 500 anggota dalam
hal finansial pada tahun 2001-02
dengan pendapatan US $ 219.81 milyar.
Hal tersebut diperoleh karena Wal Mart
menjalankan sistem manajemen SCM
yang sangat baik.
Sales
Penekanan biaya produksi
Distribusi dan logistic yang inovativ

STUDY CASE of
WAL-MART SUPPLY CHAIN
MANAGEMENT PRACTICES

SCM adalah memindahkan item yang

tepat ke customer yang tepat dalam
waktu yang tepat dengan sarana yang
paling efisien
Wal Mart mempunyai 40 distric centre
dan 80ribu item di dalamnya dengan
3500 kendaraan.
Pengisian kembali stok hanya dalam 2
hari vs 5 hari kompetitor. Biaya
pengiriman 3% vs 5% kompetitor.

STUDY CASE of
WAL-MART SUPPLY CHAIN
MANAGEMENT PRACTICES

Wal Mart tidak mempunyai factory

yang besar seperti P&G.
Negosiator Wal Mart cukup tangguh
cakap sehingga mereka selalu
mendapatkan bottom price/best price.
Wal Mart mendapatkan barangbarangnya langsung dari produsen
dengan melewati mediator.

STUDY CASE of
WAL-MART SUPPLY CHAIN
MANAGEMENT PRACTICES
Inventory Management
Mengoptimalkan kemampuan IT utk
manajemen persediaan.
System Point of Sales/P-O-S (utk
manajemen order dan pengisian barangbarang toko).
Bar code dan radio frekuensi untuk
mengelola persediaan.

STUDY CASE of
WAL-MART SUPPLY CHAIN
MANAGEMENT PRACTICES
Kesimpulan
Wal Mart menjadi perusahaan retail terbesar di
dunia karena mampu menerapkan sistem
manajemen SCM yang baik.
Wal Mart mampu memberikan harga terbaik pada
konsumen karena mereka mendapatkan produk
langsung dari produsen dan menghindari mediator.
Wal Mart berinvestasi besar untuk sistem IT untuk
inventory
manajemen mereka.

Carrefour Online Litigation

Settlement

fostering

innovation

in supply
on

chain

collaborati

Increase Service Level by Online Litigation Settlement

and Synchronizing of Master Data
PF
(Litigation)

Settle

Invoice Settlement
anticipate on complex
litigation e.g. promotions

PFI
(Litigation)
Perfect
PO

Approve by
Buyer

Create a perfect
Litigation
P4
PO
Generate a(C4 back-office)
perfect PO

ce s
ri ue
P s
Is

e
ic
v
r l
Se eve
L

Litigatio
n

Confirmed by
Supplier
Change
Request by
Supplier

Master
data

Sync
Approval by
buyer

Master
Data

Promotion Issues

Approval Time (t)

Price
Promotion
Stop item
Reactivate
item
UOM
..

Master Data
synchronization
Provided to suppliers as
of Go Live in June
Supplier maintain price
master to generate the
perfect PO

Benchmark

Referensi Materi
Nabhani F, A Shokri. 2007. Application of Six Sigma in a
Food Distribution SME to Improve Supply Chain
Management. School of Science and Technology,
University of TEESIDE, Middlesbrough, United Kingdom.
Chandran, Mohan. 2003. Walmart SCM Practices. ICFAI
Center for Management Research(ICMR), Hyderabad,
India.
Guven Gulen, Kemal. 2007. Supplier Selection &
Outsourcing Strategies in Supply Chain Management.
Istanbul Commerce University, Turkey.
Anonymus. 2006. Supply Chain & Supply Chain
Management. Jakarta
Wisner. Joel D. 2005. Principles of Supply Chain
Management: A Balanced Approach. University of
Nevada, Las Vegas.
Heizer. Jay. 2004. Operation Management. Prentice Hall.