Supply Chain

Strategy
Supply Chain Management

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Nature of Operations
Strategy
..........major decisions about, and strategic
management of : core competencies,
capabilities and processess; technologies;
resources; and key tactical activities
necessary in any supply network, in order to
create and deliver products or services and
the value demanded by a customer.
The strategic role involves blending these
various building blocks into one or more
unique, organization specific, strategic
architectures.

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Market Requirements and Operations
Resources Perspectives of Operations
Strategy
Strategic
Reconciliation

Operations OPERATIONS Market

Resources STRATEGY Requirements

Operations strategy reconciles the requirements of the

market with the capabilities of operations resources

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 Different Competitive Factors Imply
Different Performance Objectives
Competitive factors Performance objectives
If the customers value these... Then, the operations wil need to excel at these...

Low price Cost

High quality Quality
Fast delivery Speed
Reliable delivery Dependability
Innovative products and Flexibility
services (products/services)
Wide range of products
and services Flexibility (mix)
The abiity to change the
timing or quantity of Flexibility (volume and/or
products and services delivery)

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 Five Performance Objectives in
Operations
Reliable Operation
Minimum price, highest value

Cost Dependable
delivery
Quick Low materials Depend
delivery Speed cost ability
Fast
Throughput

Error-free Ability to
Quality Flexibility
processses change
Error-free
Products and Wide range
services Of product/service
format

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 Tangible and Customer
Intangible Needs
Resources

Operations Performance
Operations Market
Strategy Objectives
Capability Decision Areas Positioning

Operations Competitors
Processes Actions

Understanding Strategic Required Understanding

Resources and decisions performance markets
processes
Operations strategy is the strategic
reconcialition of market
Requirements with operations resources 6
Supply Chain Strategy

The total pattern of strategic

actions and decisions throughout
the supply chain that reconcile
the demand from the end
customers and the capabilities of
resources within the supply chain

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Different Product Characteristics
I
N
N
O F
V U
A N
TI C
V TI
E O
N
A
L

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SC Strategies
Distribution
Supplier Channels
Supplier Manufacturer
Distribution
Channels
Efficient supply chain
Emphasis on physical activities

Distribution
Supplier Channels
Manufacturer
Supplier Distribution
Channels
Market responsive supply chain
Emphasis market mediation activities
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 Product Types (Reflect Market Requirements)
Aspek Fungsional Inovatif
Siklus hidup Panjang, bisa lebih Pendek, antara 3 bln
dari 2 thn sampai 1 thn
Variasi per ketegori Sedikit, 10 20 variasi Banyak, bisa
mencapai ribuan
Volume per SKU tinggi rendah
Peramalan permintaan Relatif mudah, akurasi Sangat sulit,
tinggi kesalahan
ramalan tinggi
Tingkat kekurangan Hanya 1% - 2% Bisa sampai 10% -
produk (stockout rate) 40%
Kelebihan persediaan di Jarang karena musim Sering terjadi
akhir musim jual jual sangat panjang
Biaya penurunan harga Mendekati 0% 10 25%
jual (markdown)
Marjin keuntungan per rendah tinggi
unit yang terjual
dengan harga normal 10
 Elements of SC Strategy

SC Strategy
Facility Production Supply Product
Transport
location system Inventory develo
pment

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 Two Distinctive SC Strategies
(reflect resource consolidation)
Keputusan
Efisien Responsif
taktis
Tempatkan pabrik di
Cari lokasi yang dekat pasar,
negara yang ongkos
Lokasi fasilitas tenaga kerjanya
punya akses tenaga terampil
dan teknologi yang memadai
murah.
Sistem Tingkat utilitas sistem Sistem produksi harus fleksibel dan
produksi produksi harus tinggi ada kapasitas ekstra

Perlu upaya meminimasi Diperlukan persediaan pengaman

Persediaan tingkat persediaan
Pengiriman TL / CL atau Diperlukan transportasi cepat. Bila
Transportasi subkontakkan ke pihak
ketiga
Pilih supplier dengan
Pasokan harga dan kualitas
sebagai kriteria utama
Pengemban
gan Fokus ke minimasi ongkos
produk
yang cukup di lokasi yang tepat
perlu tetapkan kebijakan LTL /
LCL
Pilih supplier berdasarkan
kecepatan, fleksibilitas, dan
kualitas
Gunakan modular design dan
tunda differensiasi produk sebisa
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mungkin (postponement)
 Strategic Fit

responsif
Tidak
cocok

Strategic
Fit

Tidak
efisien cocok

fungsional inovatif

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ALIGNING SUPPLY CHAIN
STRATEGIES WITH PRODUCT
UNCERTAITIES
Hau L.Lee

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 Diambil dari Lee, Hau, 2002, Aligning Supply Chain Strategy,
California Management Review Vol.44 no.3 15
The Uncertainty Framework : Example

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Matched Strategies

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The Four Strategies

Efficient to achieve high cost efficiencies in the SC

(removing non-value added activities, increasing
economies of scale, etc)
Risk Hedging pooling and sharing resources in the SC
Responsive responsive and flexible to changing and
diverse customer demands (use BTO and Mass
Customization but requires modular design of
components)
Agile responsive and flexible to customer needs
while the risk of supply shortages or disruptions are
hedged by pooling inventory or other capacity
resources

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Decoupling Point Strategy

A point where to deploy inventory to

buffer against uncertainty
A point where products are
customised according to customer
orders
A point where activities can be done
(based on forecast) prior to receiving
customer orders

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 Before and After DP / OPP
OPP / DP

Lean Agile
Komponen / modul standar
Customized products
Sedikit variabel
Banyak variabel
Volume tinggi
Ketidakpastian permintaan Volume rendah
rendah Ketidakpastian permintaan
Produksi berdasarkan tinggi
ramalan
Produksi berdasarkan
Sistem produksi : flow shop /
batch permintaan
SL berdasarkan Sistem produksi : job shop /
ketersediaan project
SL berdasarkan kesepakatan
lead time 20
 Differences In DP / OPP Strategies

Perancanga Fabrikasi Perakitan Pengiriman

n Produk

MTS

ATO

MTO

ETO

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Moving DP/OPP Backward/Forward

What would be the implications

on :
Inventory levels?
Lead times?

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