Market Requirements and Operations

Resources Perspectives of Operations

Nature of operations strategy Strategy
• ..........major decisions about, and Strategic
strategic management of : core Reconciliation
competencies, capabilities and processess;
technologies; resources; and key tactical
activities necessary in any supply network, Operations OPERATIONS Market
Resources STRATEGY Requirements
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 Operations strategy reconciles the requirements of the
market with the capabilities of operations resources
specific, strategic architectures.
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Different competitive factors imply

different performance objectives Five Performance Objectives in
Operations
Performance objectives Minimum price, highest value
Competitive factors
Then, the operations wil need
If the customers value these...
to excel at these... Cost
• Low price • Cost Dependable
• High quality • Quality Quick Low materials
Depend
delivery
delivery cost
• Fast delivery • Speed Speed Reliable
ability
Fast
• Reliable delivery • Dependability Throughput Operation
• Innovative products and • Flexibility (products/services)
services
• Wide range of products and Error-free Ability to
• Flexibility (mix) Quality processses change Flexibility
services
• The abiity to change the Error-free
• Flexibility (volume and/or Products and Wide range
timing or quantity of products delivery) services Of product/service
and services format

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Supply Chain Strategy

Tangible and
Intangible
Customer
Needs • The total pattern of strategic actions
Resources
and decisions throughout the supply
Operations Operations
Strategy
Performance
Objectives
Market chain that reconcile the demand from
Capability Positioning
Decision Areas
the end customers and the
Operations Competitors’ capabilities of resources within the
supply chain
Processes Actions

Understanding Required Understanding

Strategic
Resources and performance markets
decisions
processes

Operations strategy is the strategic reconcialition of market

Requirements with operations resources
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 Different Product SC Strategies
Characteristics
I Distribution
N Supplier Manufacturer Channels
Supplier
N Distribution
O F Channels
U Efficient supply chain
V
A N Emphasis on physical activities
T C
I T
V I
E O
Distribution
N
Supplier Manufacturer Channels
A Supplier Distribution
L Channels
Market responsive supply chain

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Emphasis market mediation activities 8

Product Types (Reflect Market

Requirements)
Aspek Fungsional Inovatif Elements of SC Strategy
Siklus hidup Panjang, bisa lebih dari 2 Pendek, antara 3 bulan
tahun sampai 1 tahun
Variasi per ketegori Sedikit, 10 – 20 variasi Banyak, bisa mencapai
ribuan
Volume per SKU tinggi rendah SC Strategy
Peramalan permintaan Relatif mudah, akurasi Sangat sulit, kesalahan
tinggi ramalan tinggi
Facility Production Supply Product
Inventory Transport
Tingkat kekurangan Hanya 1% - 2% Bisa sampai 10% - 40% location system develop
produk (stockout rate) ment
Kelebihan persediaan di Jarang karena musim jual Sering terjadi
akhir musim jual sangat panjang
Biaya penurunan harga Mendekati 0% 10 – 25%
jual (markdown)
Marjin keuntungan per rendah tinggi
unit yang terjual 9 10
dengan harga normal

Two Distinctive SC Strategies

(reflect resource consolidation)

Keputusan taktis Efisien Responsif Strategic Fit

Lokasi fasilitas Tempatkan pabrik di negara Cari lokasi yang dekat pasar,
yang ongkos tenaga punya akses tenaga terampil
kerjanya murah. dan teknologi yang memadai
Sistem produksi Tingkat utilitas sistem produksi Sistem produksi harus fleksibel
harus tinggi dan ada kapasitas ekstra responsif
Tidak cocok
Persediaan Perlu upaya meminimasi tingkat Diperlukan persediaan
persediaan pengaman yang cukup di
lokasi yang tepat
Pengiriman TL / CL atau Diperlukan transportasi cepat.
Strategic
Transportasi
subkontakkan ke pihak Bila perlu tetapkan Fit
ketiga kebijakan LTL / LCL
Pasokan Pilih supplier dengan harga dan Pilih supplier berdasarkan Tidak cocok
kualitas sebagai kriteria kecepatan, fleksibilitas, dan
utama kualitas efisien
Pengembangan Fokus ke minimasi ongkos Gunakan modular design dan
tunda differensiasi produk
produk fungsional
sebisa mungkin inovatif
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(postponement)

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 Hau L.Lee

ALIGNING SUPPLY CHAIN

STRATEGIES WITH
PRODUCT UNCERTAITIES • Diambil dari Lee, Hau, 2002, Aligning Supply Chain
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The Uncertainty Framework : Example Matched Strategies

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The Four Strategies Decoupling Point

Strategy
• Efficient  to achieve high cost efficiencies in the SC • A point where to deploy inventory to
(removing non-value added activities, increasing
economies of scale, etc) buffer against uncertainty
• Risk Hedging  pooling and sharing resources in the
SC • A point where products are
• Responsive  responsive and flexible to changing customised according to customer
and diverse customer demands (use BTO and Mass orders
Customization – but requires modular design of
components) • A point where activities can be done
• Agile  responsive and flexible to customer needs
while the risk of supply shortages or disruptions are (based on forecast) prior to receiving
hedged by pooling inventory or other capacity customer orders
resources
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 Differences In DP / OPP
Before and After DP / OPP Strategies
OPP / DP perancangan fabrikasi perakitan pengiriman
produk

MTS
• Lean • Agile
• Komponen / modul standar • Customized products ATO
• Sedikit variabel • Banyak variabel
• Volume tinggi • Volume rendah
• Ketidakpastian permintaan rendah • Ketidakpastian permintaan tinggi MTO
• Produksi berdasarkan ramalan • Produksi berdasarkan permintaan
• Sistem produksi : flow shop / batch • Sistem produksi : job shop / project
• SL berdasarkan ketersediaan • SL berdasarkan kesepakatan lead
ETO
time

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Moving DP/OPP
Backward/Forward
• What would be the implications on :
– Inventory levels?
– Lead times? Any Question????

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