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Core Dicipline 2 : Develop an End-to End Process Architecture
Presented by :Freedo Syafitra (122131038)
Selvi (122131099)Siska Suryanto (122131101)
Tugas Manajemen Logistik dan Rantai Pasokan
Dosen Pembimbing :Dr. Dadang Surjasa, Ssi, MT
Program MM Trisakti2015
STRATEGIC SUPPLY CHAIN MANAGEMENTThe 5 Diciplines for Top Performance
Core Dicipline 2Develop an End-to End Proses
Architecture
Four Tests of Supply Chain Architecture
Strategic Fit
End To End Process
Simplicity
Integrity
Architectural Toolkits
The Top Three Level of The Scor Model
SCOR Level 1
SCOR Level 2
SCOR level 3
Five Process For End to End Supply
Chain Management
Plan
Sources
Make
Deliver
Return
Next Generation
ProcesssAVON
Four PrimaryComponents on the Process Architecture
◆ Proses supply chain (plan, source, make deliver, dan return) dan bagaimana proses tersebut berhubungan satu sama lain
◆ Interaksi proses supply chain dan core interprise processes ◆ Aplikasi pendukung proses supply chain, termasuk data dan indikator kinerja untuk process execution and control
◆ Integrasi aplikasi termasuk specific data dan frequency of communication
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Persyaratan Architecture memenuhi Strategic Fit :
◆ The value of new practices diukur sebelum diintegrasikan ke dalam the supply chain architecture.
◆ New business practices diprioritaskan berdasarkan kemampuannya untuk memajukan supply chain strategy.
◆ The supply chain architecture reviewed regularly agar memastikan keselarasan dengan arah current strategic.
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Critical need to improved customer service and working capital
Total Supply Chain Management Order Fulfillment Lead Time Cash-to-Cash Cycle TimeOn-time Delivery (to Commit Date)
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Persyaratan Architecture memenuhi End to End Focus :
◆Sistem informasi dan proses yang terintegrasi didalam dan luar perusahaan (mencapai key suppliers and customers).
◆Mengoptimalkan supply chain resources seluruh perusahaan seperti kapasitas and inventory dan dengan key suppliers and customers.
◆ Standard metrics, tujuan perusahaan, performance visibility and management dinfokan ke seluruh perusahaan dan dengan key suppliers and customers.
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Supply Chain ConfigurationProduct and
Service ProliferationProcess and
Systems InconsistencyOverautomati
on
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Persyaratan Architecture memenuhi Simplicity Test :
◆ Standarisasi supply chain process architecture . ◆ Kompleksitas produk dan jasa serta biaya terkait diukur dan dikelola.
◆ Mendefinisikan dan memenuhi standar komponen dan material.
◆Mereview dan menyederhanakan konfigurasi physical supply chain (warehouses, order desks, factories, supplier locations, distribution centers).
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Strategic Fit End To End Process Simplicity Integrity
FOUR TESTS OF SUPPLY CHAIN ARCHITECTURE
Persyaratan Architecture memenuhi Integrity : ◆ Integrasi aplikasi yang didefinisikan dalam supply chain process architecture dan isu dampak integrasi aplikasi pada kinerja perusahaan. ◆ Dokumentasi proses tiap level supply chain architecture dengan deskripsi data yang jelas pada tiap proses ◆ Kualitas data diukur dan dikelolan dengan kepemilikan yang jelas untuk data creation and maintenance.
• Supply chain Plan, Source, Make, Delivery• Supply Chain Architecture mendeskripsikan bisnis
proses dan interaksi tiap bisnis proses • Matriks Supply Chain Performancedescribed unambiguosly, communicated consistenly, redesigned to achieved competitive advantage, measured, managed, controlled, refine to meet a specific purpose
• Supply Chain Operations Reference –model (SCOR)
ARCHITECTURAL TOOLKITS
SCORManfaat SCOR : menyediakan framework dan standarisasi terminologi
agar organisasi dapat terintegrasi dengan management tools seperti business process reengineering, benchmarking dan best practice analysis
SCOR :SCOR level 1 (proses)SCOR level 2 (subproses)SCOR level 3 (aktivitas)SCOR level 4 detailed workflow level tasks
Translate business strategy into a supply chain architecture ddsigned to achieve
spesific business objective
• Fokus pada 5 proses utama supply chain (plan, source, make, deliver, return)
• Standarisasi proses, information system costs, menentukan kemampuan perusahaan dalam implementasi praktek bisnis tertentu.
THE TOP THREE LEVELS OF THE SCOR MODEL
SCOR Level 1 SCOR Level 2 SCOR Level 3
• Review pilihan proses supply chain dan mengkonfirmasi bagaimana proses supply chain align dengan infrastruktur (lokasi fisik dan teknologi informasi).
• Configuration level mengembangkan dan mengevaluasi high level option untuk proses supply chain flavors of plan, source, make, deliver, return
THE TOP THREE LEVELS OF THE SCOR MODEL
SCOR Level 1 SCOR Level 2 SCOR Level 3
• Process element level• Complete supply chain architecture dengan
menambahkan operational detail• Mengetahui praktek bisnis spesifik, associated metrics
dan panduan sistem yang diperlukan untuk support process.
• Lean principles reducing process and information systems complexity, creating better linkages between end customer demand and end production, eliminating similar activities, conducted in multiple locations and reducing wait time and associated inventory, lead times
THE TOP THREE LEVELS OF THE SCOR MODEL
SCOR Level 1 SCOR Level 2 SCOR Level 3
THE TOP THREE LEVELS OF THE SCOR MODEL
SCOR Level 1 SCOR Level 2 SCOR Level 3
FIVE PROCESSES FOR END TO END SUPPLY CHAIN MANAGEMENT
PLAN SOURCE MAKE DELIVE
RRETUR
N
Use Timely, Accurate Information
Focus Resources On Business Priorities
Aim For Simplicity
Integrate All Supply Chain Requirement
Create Explicit Actions And
Accountabilities
Plan input merupakan informasi demand, supply and supply chain resources sehingga memungkinkan pengambilan keputusan yang lebih baik dan memandu semua kegiatan supply chain yang terkait dengan eksekusi proses (source, make, deliver, and return)
FIVE PROCESSES FOR END TO END SUPPLY CHAIN MANAGEMENT
Aim For The Lowest Total Cost Of
Ownership (TCO)
Set Procurement Strategies According
To Category
Maintain An Enterprisewide
Focus
Measure And Manage
Performance
PLAN SOURCE MAKE DELIVE
RRETUR
N
Menerapkan plan yang dihasilkan plan source, supply chain sources semua material dan jasa yang diperlukan, melakukan kegiatan operasional purchasing, scheduling, receiving, inspecting dan authorizing supplier payment
FIVE PROCESSES FOR END TO END SUPPLY CHAIN MANAGEMENT
Focus On Business Priorities
Aim For Speed And Flexibility, Not Just
Low Costs
Set And Monitor Quality Standards
Synchronize All Manufacturing
Activities
PLAN SOURCE MAKE DELIVE
RRETUR
N
The supply chain make process mengubah resource menjadi produk dan jasa sesuai dengan spesifikasi yang ditentukan dan regulatory
FIVE PROCESSES FOR END TO END SUPPLY CHAIN MANAGEMENT
Balance Service With The Cost To
Serve
Cut Costs And Time With Straight-
through Processing
Set Up End-to-end Tracking And Traceability
Manage Data For Ongoing Accurancy
And Timeliness
PLAN SOURCE MAKE DELIVE
RRETUR
NProses delivery dimulai dari menerima order customer termasuk semua kegiatan yang diperlukan untuk memenuhi order tersebut, seperti menyediakan price quote untuk mengumpulkan payment dari customer. Deliver make order visible to source dan make for execution, memastikan keperluan customer terkomunikasi dengan jelas. Semua aktivitas warehousing, transportation, dan distribution juga termasuk deliver .
FIVE PROCESSES FOR END TO END SUPPLY CHAIN MANAGEMENT
Create a Distinct Supply Chain For
Return
Feed Back Return Information Quickly
Base Return Policies On Total Cost Of
Return
Maximize Revenue Opportunities
PLAN SOURCE MAKE DELIVE
RRETUR
NReturn merupakan reverse supply chain process yang memiliki karakteristik dan specific requirements yang berbeda dari forward supply chain.
NEXT GENERATION PROCESSES
CASE STUDYAVON PROFILE
CALLING ON CUSTOMERS
COST-EFFECTIVELY
AVON HISTORY
1886 David H McConnell mendirikan sebuah perusahaan The California Perfume Company (BPK). 1892 The California Perfume Company (BPK) berganti nama menjadi Avon yang berkantor di New York City.
Douglas R. ConantChairman
TRUST
RESPECT
HUMILITY
INTEGRITY
BELIEFAVON VALUE
Principles That Guide Avon
To provide individuals an opportunity to earn in support of their well-being and happiness.
To serve families throughout the world with products of the highest quality backed by a guarantee of satisfaction.
To render a service to customers that is outstanding in its helpfulness and courtesy.
To give full recognition to employees and Representatives, on whose contributions Avon depends.
To share with others the rewards of growth and success. To meet fully the obligations of corporate citizenship by
contributing to the well-being of society and the environment in which it functions.
To maintain and cherish the friendly spirit of Avon.
AVON PRODUCT
KOSMETIK
PARFUM
PERAWATAN KULIT
LINGERIEACESORIES
AVON in the World
A GROWING BUSINESSS AND GROWING PROBLEMS
• Ketidaksesuaian selling cycle dan supply chain cycle• Short selling cycle setiap 3 minggu dengan direct
sales• Cycle time produksi 12 minggu.• Program Campaign meningkatkan penjualan
melebihi target marketing mendesak manufacturing untuk memproduksi produk tidak sesuai dengan rencana produksi bahkan mengganti produk yang akan diproduksi sehingga meningkatkan changeover costs.
• Product slow moving meningkatkan level inventory hingga 150 hari overstock meningkatnya inventory costs.
• Distribusi produk ke banyak negara, menyebabkan printed packaging dicetak dengan berbagai bahasa dan meningkatnya varian produk menyebabkan meningkatkan lead time supplier untuk menyediakan packaging manufaktur harus memesan packaging sebelum mengetahui sales volumes. Akibatnya order di negara tertentu tidak dapat terpenuhi karena ketidaksesuaian persediaan packaging dengan negara pemesan.
RETHINKING THE SUPPLY CHAIN• Centralized Planning Function database yang dapat
mengetahui sales trend dan inventory • Install Manugistic supply chain planning dan
scheduling system support integrasi planning dan coordination di seluruh Eropa.
• Meredesign supply chain dengan model SCOR dengan mengidentifikasi plan, source, make and delivery
• Meningkatkan kapasitas produksi dengan melakukan konsolidasi mendirikan Plant di Polandia walaupun sudah memiliki Manufacturing Plant di Germany menurunkan labor cost dan delivery cost
END to END VISIBILITY• Membeli plain bottle dengan variasi 5-6 bahasa
memenuhi kebutuhkan pasar dan meningkatkan kepuasan customer
• One centralized warehouse yang menampung hasil produksi 2 manufaktur (Jerman dan Polandia) untuk mendistribusikan produk ke semua cabang.
• Melakukan standarisasi packaging dan mengurangi diferrensiasi jenis ukuran dan bentuk bottle sehingga menurunkan production cost dan meningkatkan efisiensi. Supplier dapat dengan cepat memenuhi order kemasan karena dapat dilakukan dalam line produksi yang sama.
COLLABORATING WITH SUPPLIERS
• Mengubah sourcing strategy mengurangi jumlah supplier, konsep supplier partnerships dan fokus pada lowest total cost dibanding lowest prices.
• Inventory di supply oleh supplier yang dekat dengan lokasi manufaktur harga per unit lebih mahal
• Keuntungan supplier partnerships supplier lebih flexible dan responsif, menurunkan total cost, bekerja sama dengan supplier untuk mendesain kemasan yang cost effective dan mengidentifikasi inefisiensi dalam proses manufacturing.
• Supplier dapat mengakses Web-based system untuk mengetahui production schedules
BUILDING ON SUCCESS : COLLABORATIVE DESIGN
• Mengadakan collaborative design workshop yang terdiri dari supplier, perusahaan desain, perwakilan team marketing and supply chain untuk mendesain konsep new package yang menarik dari sisi marketing dan design perspective tetapi mengurangi biaya di setiap tahapan supply chain.
REORGANIZATION –AND THE CHANGE MANAGEMENT CHALLENGE
• Reorganisasi dan restrukturisasi 4 proses utama plan, source, make , deliver.
• Define primary responsibilities, shared responsibilities and the supporting metrics.
• Menginfokan redesigned structure, accountabilities, new metric performance dan menyusun KPIs secara jelas
• Meningkatkan skills karyawan dengan training dan edukasi
• Integrasi Web Based Sytem untuk mengatasi complexity of the business
CONCLUSION• Rethinking supply chain meningkatkan efisiensi,
mengurangi biaya dan meningkatkan pendapatan hingga $50 juta per tahun/two gross margin points.
• Lebih dari 50% keberhasilan Avon karena adanya kerjasama dengan supplier (the smaller supplier base, local sourcing strategy, supplier partnership and collaboration)
• Avon Europe lebih mudah untuk mengelola perusahaan karena adanya streamline organization, upgraded skills, simplified processes dan right metrics.
Four Tests of Supply Chain Architecture
Strategic Fit
End To End Process
Simplicity
Integrity
Architectural Toolkits
The Top Three Level of The Scor Model
SCOR Level 1
SCOR Level 2)
SCOR level 3
Five Process For End to End
Supply Chain Management
Plan
Sources
Make
Deliver
Return (v)
Next Generation
Processs
Develop an End-to End Proses Architecture
AVON Profile: Calling on Customers Cost Effectively
REFERENCE
Cohen, Shoshanah and Joseph Roussel. 2005. Strategic Supply Chain Management The 5 Disciplines for Top Performance. New York : McGraw-Hill
http://www.avoncompany.com/