ALL ABOUT PROCUREMENT / PURCHASING,

SOURCING, kupas tuntas

ALL ABOUT PROCUREMENT / PURCHASING,
SOURCING kupas tuntas
 Outline / Objective Siang Ini
Materi:
1. Peran procurement dalam Supply Chain
2. Strategic VS Operational Procurement
3. Buyer-Supplier Relationship
4. Siklus Procurement
5. Strategic Vendor Sourcing
6. Vendor Managed Inventory
7. Vendor Evaluation

FUAD A. HARHARAH
 OUTLINE

• Peran Procurement dalam Supply Chain

• Strategic VS Operational Procurement
• Buyer – Supplier Relationship
• Siklus Procurement
• Strategic Vendor Sourcing
• Vendor Managed Inventory
• Vendor Evaluations
 3 Bagian Diskusi Tentang
PROCUREMENT / PURCHASING, SOURCING dan
PROCUREMENT MANAGEMENT in SUPPLYCHAIN
OVERVIEW
• The Definitions ,The Rule and The Role
• Konsep Dasar / Key Concept

PROCUREMENT VS PURCHASING
• Procurement / Purchasing Cycle in Supply Chain
• Vendor Evaluations
• Relationship between Procurement and Finance

STRATEGIC SOURCING
• Strategic Sourcing Life Cycle
• Benefit Of Strategic Sourcing
• 7 Step Strategic Sourcing Process

INTEGRITY IS NUMBER ONE

INTRODUCTION
SECTION
Name : FUAD A. HARHARAH
Status : Married with 3 Children's
Graduated and Experience
Majoring in Industrial Engineering , Manufacturing ,Global Purchasing and Supply Chain
➢ 2 Years in Local Manufacturing company and Local Consultant in Bandung
➢ More than 20 years experience in Multinational Company Worldwide
➢ 2 years in Philips Singapore Pte. Ltd. as Quality Assurance Engineer (Batam Operations)
➢ About 18 years in General Motors as a Global Purchasing & Supply Chain ( fortune 500 Co.)
➢ 8 years as a Director for Asia Pacific Operations base in Shanghai China (4 years + 1 years)
➢ About 2 years , in Thailand for doing Start-up launching new product
➢ Doing Start up Factory/Manufacturing in China, Thailand, India, Korea, & Australia,,
➢ 8 years as an Independent Consultant , Global Adviser for Multy National Company , Globally
➢ General Consultant for Manufacturing, Procurement, Supply Chain, Business Star-up, Management,
Business Matching , Quality and Productivity Improvement
Global Exposure :
➢ 1,5 years Worked in Thailand
➢ 4 Years in Shanghai China, About 1 Years in Shenyang China ,,,Total 5 YEARS
➢ Introduce QS9000 / ISO TS 16949 / and ALL CORE TOOLS Tools in Indonesia and ASEAN
➢ Launch team and doing Start up Company in China, Thailand, India, Korea, & Australia
➢ Conduct Procurement / Sourcing Globally all of Parts for automotive both Direct and Indirect
➢ Managed Around 200 Suppliers Globally and $1.4 Billion USD Annual Purchase Value
➢ Strategic Planning, Negotiations skill, Global Purchasing, Supply Chain, Start-up New Plant. 7
➢ Industrial Management, Supplier Quality / Development, Quality Control, Manufacturing Process.
CV, Continue.... ACHIEVMENT
• Launch several product (car/vehicles) and powertrain product Engine and Transmission in various country,Thailand, China Korea, India,
Australia ,Indonesia.
• Manage and Train Global Requirements to 200 + ,Vendor/Suppliers globally.
• Start-up New Plant from Greenfield in Thailand, and Shenyang China Liaoning province as Launch Team
• Start-up New Powertrain Plant in India, Flex 4 Manufacturing Plant. include Diesel Engine,, first engine plant in the World using flex 4.
manufacturing system.
• Setup ISO 9002 Company, First Certified ISO 9002 in BATAM Island , from SISIR Singapore
• Start-up Engine plant in Liuzzo China, for 5 Million unit / Years, BDOHC engine for Wuling Car.
• Transmission Plant in Shanghai, India and Korea.
• Source Material Globally for CAMARO and HUMMER car, tire , door-trim and other parts, (Global Supply Chain Activity)
• Matching Business as a JV company between Global company and local Company in various country, Indonesia, Korea, India and Thailand.
• Startup Electrical Motorcycle GESITS Plant and Business Case also Vendor management
• Manage more than 200 Vendor Globally.
• Conduct global negotiations for Tire in Germany with All tire maker in the World
• Introduce QS9000 in Indonesia, QS 9000 -> ISOTS16949 -> IATF16949 & Conduct First PPAP in Indonesia
• Introduce Core Tools, in Indonesia as a requirements for automotive parts maker and OEM
• Get 20% cost reductions activity in 3 years, done several cost reductions activity in various company in Indonesia,Thailand Korea and
India, Conduct Bench Marking and Tear-down Analysis in KOREA

FUAD A. HARHARAH
 INTRODUCE QS9000 ISOTS16949 IATF16949 in Indonesia
Conduct First PPAP parts in Indonesia, --> Horn di Denso, Tyre
Bridgstone, diikuti oleh parts lainnya, Introductions and
Implementasi Core Tools, APQP, FMEA, MSA, SPC, PPAP,
CONTROL PLAN, Run@Rate, PSA, dll. di Indonesia.

Introduce and Implement PSA

POTENSIAL SUPPLIER ASSESSMENT
(bagian dari series requirements QS9000)
GESITS Industrializations
 Purchasing / Procurement
AGENDA Siang ini kita bicara / diskusi tambahan perihal

• Overview Basic Procurement / Definitions and The Rule

• Procurement for All include for Manufacturing Excellence
• Procurement VS Finance / Money
• Procurement Effective Organizations Structure
• Most Common Procurement Problems
• Challenges and Opportunity in procurement (discussions)

Saya highlight di most common procurement problem disini kita akan bahas detail
pada sesi ahir sore ini., serta hubungannya dengan Supply Chain
Tulis di menu CHAT

• Apa yang ada di fikiran anda Ketika memikirkan atau diskusi tentang
Purchasing / Procurement / Supply Chain.
• Tulis di chat ,,,mulai dari sekarang
• Supply Chain
• Purchase Order
• Purchase Requests
• Vendor
• Supplier
• Pemasok
• Request For Quotations
 OVERVIEW
The Definitions and The Rule
Purchasing : Implies the monetary transaction.
Implikasi kepada transaksi keuangan / jual beli barang jasa dan day to day
aktifitas

Procurement : The responsibility for acquiring the goods and services the
organization needs
Lebih Kepada Tanggung jawab untuk mengadakan barang barang dan jasa yang
dibutuhkan seluruh organisasi
Purchasing adalah bagian dari Procurement, Purchasing lebih banyak ke
day to day activity yg implikasi nya kepada transaksi keuangan dari PR
sampai PO,,, sementara Procurement tanggung jawabnya lebih besar
kepada organisasi span controlnya lebih besar hampir ke keseluruhan
system pembelian dimulai sejak dari identifikasi calon vendor.

Note : PR (Purchase Requisition) , PO (Purchase Order)

 Konsep Dasar / Key Concept
Purchasing : Implies the monetary transaction.
Procurement : The responsibility for acquiring the goods and services the organization needs :
• Goods : (barang-barang)
• raw materials (bahan mentah)
• production parts (part part untuk produksi)
• maintenance, repair and operating supplies (MRO), barang barang untuk maintenance , repair dan untuk
produksi tapi tidak langsung menjadi product
• Services : (Jasa)
• Consulting services (jasa jasa konsultasi)
• Utilities (utilitas, Listrik, internet, telphon dll)
• workers health care benefits. (Bpjs, assuransi Kesehatan, pension dll)
• IT related services (jasa informasi technologi, dll berhubungan digitalisasi)

For Manufacturing who produce Goods or materials such as Elektronik or Automotive or OEM company it's
split become 2 category, Direct and Indirect (Product dan Non Product),
Untuk Fabrikasi atau Manufacturing business yang memproduksi satu product ch;
Elektronik Industri (TV, Phone, dst) , Automotive Industry (mobil, spareparst), Apparel /
Garment, Furniture atau biasa disebut OEM. Biasanya pembeliannya di bagi menjadi 2
bagian category, Direct dan Indirect atau Product dan non product.
 Direct / Indirect (Product / Non Product)
Indirect Purchasing, termasuk M&E (Machine & Equipment)
Purchase / buy
„ all parts and services that are required to build, run and support Manufacturing Plants,
Operations, Sales and Marketing activities.
Semua parts , product, dan jasa jasa yg diperlukan untuk membuat menjalankan dan mensupport
pabrik/production, operations , sales dan marketing aktifitas termasuk building / gedung, IT supply dll

Direct Purchasing
Purchase / buy
„ All parts and material that get built into production and become a product or
assembly product “
Semua parts , product, material yang dibeli hanya untuk dirakit dalam pabrik dan dijadikan product
akhir atau product assembly.
 CONTOH Direct / Product and Indirect / Non Product for Motor Cycle OEM

Direct/Product
• Ban
• Mirror / Kaca spion
• Semua Product yg jadi Motor

Indirect / Non Product

• Mesin mesin produksi
• Bangunan, Tanah,
• Laptop IT service , service service lainnya, Utility,
Healtcare benefit dll.

CONTOH Direct / Product and Indirect / Non Product for CAR OEM atau Furniture / Kursi

Direct/Product
• Ban / Tyre • Cover
• Mirror / Kaca spion • Foam
• Semua Product yg jadi Mobil • Adjuster
• Trims
Indirect / Non Product • Frame
• Mesin mesin produksi
• Bangunan, Tanah, Semua hal ini berlaku pula untuk product
• Laptop, IT service , service service lainnya, Utility, Lainnya, Elektronik , Furniture, Garment, dll
Healthcare benefit dll
 Procurement and / or Purchasing
For Non Product / Indirect

For Product (Direct) Category, required detail Specifications prior to procure

Lebih rumit , ruwet , sedikit jelimet dengan spesifikasi detail, dan kriteria detail
DEFINISI BARU Tentang Tipe-tipe of Procurement, oleh Idar Nouti

20
Note :
STRATEGIC SOURCING dan 7 Steps Strategic Sourcing akan dibahas pada sesi ke 3,,,
bedakan dengan develop procurement strategy
 Strategic Concepts of
Procurement /Purchasing
 Strategic Concepts of Procurement /Purchasing

You have to remember that procurement’s role is to drive value for the business, to
be aligned with business goal, and ultimately operate in a manner that empowers
the rest of organizations
Anda harus ingat bahwa peran pengadaan /
procurement's role, adalah untuk drive value
/ mendorong terbentuknya nilai bagi bisnis
secara keseluruhan, untuk diselaraskan dengan
tujuan bisnis (business goal), dan pada akhirnya
beroperasi dengan cara yang memberdayakan
seluruh organisasi ,….
Jimmy LeFever,
seorang senior researches Director Procurement Advisory Practice di hackett Group
 Sourcing provides a vital contribution to both
shareholder value and competitiveness
Revenues increase through: Cost reduction through:
• Major innovations from suppliers • Direct cost (lowest procured
• Shorter lead-times and improved cost)
services • Indirect cost (streamline Sourcing
process with IT facilitation) “Costs are holes in the balloon
that reduce the lifting effect of
the fire”

Revenue - Cost
ROIC = “Revenue is the fire that creates
Invested Capital
power to lift the balloon up in the
sky”

Invested capital reduction through:

• Working capital (raw material inventory levels, “Invested capital is the weight
accounts payable)
• Cap-ex (assessment process and professional
you have to carry with you on
supplier management) the journey”
QUALITY IS GIVEN
GM Confidential Something Absolute
Purchasing – the most advanced job in the world

Functional role Core competence

• CEO • Developing corporate strategies
• CFO • Managing corporate financial
• Engineering • Developing products
• Design • Designing products
• Production manager • Improving production throughput
• Sales and marketing • Selling solutions
• Corporate lawyers • Negotiating deals / Legal Issue
• Logistics • Material flow solutions

• Purchasing • All of the above

GM Confidential
FUAD A. HARHARAH
 Summary , Q & A Session 1
• Purchasing / Procurement / Supply Chain adalah kegiatan membeli kepada vendor atau
supplier.
• Dalam Kehidupan sehari hari kita tidak terlepas dari kegiatan membeli, dari mulai sayur
mayur sampai barang mewah, rumah mobil dlsb.
• Apa yang dibeli, Good and Services (Barang barang dan Service atau Jasa)
• Untuk Business yang ada kegiatan Manufacturing / Industry , Goods atau barang barang
dibagi dua Direct and Indirect atau Product dan Non Product
• Untuk Busines yang ada fabrikasi / manufacturing kegiatan membeli lebih detail dengan
melibatkan engineering untuk spesifikasi
• Diperlukan Kriteria dasar untuk pembelian, biasanya Quality, Service, Technologi dan Harga
atau Price
• Pemilihan Partner atau Vendor atau Supplier adalah tahap awal yang sangat critical untuk
Langkah berikutnya dalam hal Procurement / Purchasing / Supply chain.
Pertanyaan / Test / mid test

• Break For Test

Q&A, Q&A,Q&A

28
 3 Bagian Diskusi Tentang
PROCUREMENT / PURCHASING, SOURCING dan
PROCUREMENT MANAGEMENT in SUPPLYCHAIN
OVERVIEW
• The Definitions ,The Rule and The Role
• Konsep Dasar / Key Concept

Bag 2 PROCUREMENT VS PURCHASING

• Procurement / Purchasing Cycle in Supply Chain
• Vendor Evaluations
• Relationship between Procurement and Finance

STRATEGIC SOURCING
• Strategic Sourcing Life Cycle
• Benefit Of Strategic Sourcing
• 7 Step Strategic Sourcing Process

INTEGRITY IS NUMBER ONE

 SESION 2
Lebih Detail Perihal

Procurement /
Purchasing Cycle in
Supply Chain
 Mari Kita Bahas Supply Chain Terlebih Dahulu
Dalam setiap business mempunyai mata rantai pasokan yang cukup panjang, terutama untuk bidang Automotive atau business
automotive. Dari hulu ke hilir dengan berbagai jenis komponen, sub component, raw material, manufacturing proses, jasa jasa
yang menunjangnya sampai kepada end customer yang menggunakannya, mempunyai mata rantai pasokan yang sangat panjang
bahkan sampai layer ke 4 sebagian sampai ke 5 untuk komponen tertentu, apabila diurutkan. Biasanya disebut Tier. Perhatikan
ilustrasi berikut….

Ex. Wafer case, and seat case, radio case

32
Supply Chain Management Purchasing dan hal
hal berkaitan
Vendor/Supplier
ada di sini /
merupakan bagian
dari Supply Chain
 Dimulai Sejak di Sini
Perencanaan Procurement

Definisi Persyaratan
Kontrak Management / Seting Kriteria

Proses Tender
atau Sourcing
Award / Issue Kontrak

Evaluasi Vendor & Pemilihan

 Dimulai di Sini
Invoice Diterima dan
BAYAR
Asess kebutuhan-kebutuhan
& Buat RFQ, biasanya diawali RFI

PO. Dan barang

diterima
Terima dan nilai / Review
Vendor Quote

Issued / Keluarkan PO
Ke Supplier/Vendor
RFQ = Request For Quotations
PO = Purchase Order
RFI = Request For Informations
PROCUREMENT / PURCHASING for
MANUFACTURING EXCELENCE

Jangan Pernah memulai kegiatan dengan

vendor / supplier Tanpa diawali oleh sourcing
decision , dan PO issuance , Otherwise anda
akan terjebak dalam situasi After The fact PO
PROCUREMENT / PURCHASING for MANUFACTURING EXCELENCE
GLOBAL SOURCING
IMPROVEMENT MEETING

QUALITY WORKSHOP

LEVEL II CONTROLLED SHIPPING

LEVEL I CONTROLLED SHIPPING

SUPPLIER QUALITY PROCESSES & MEASURES

PERFORMANCE MONITORING
TIME LINE CONTINUOUS IMPROVEMENT
EARLY PRODUCTION
CONTAINMENT LIFE
RUN @ RATE
OF PART
PRODUCTION PART
APPROVAL (PPAP)

PROTOTYPE SAMPLE
APPROVAL
APQP steps
PRE-PRODUCTION MEETING

ADVANCED PRODUCT
QUALITY PLANNING (APQP)
SOURCING DECISION
Supplier Expected to compliance
POTENTIAL SUPPLIER
ASSESSMENT
on ISO /IATF System Standard and
obtain certification
START OF
PRODUCTION
Purchasing and
Procurement
Evolutions
 Evolution in Purchasing
Evolution in Strategies for Purchasing

Focus on price / focus kepada harga

Focus on quality,
reliability,
responsiveness,
and total cost

Strategic focus
- supplier relationships
- forecasting
- cycle time, cepat, agile, robust
Procurement Process
 Procurement Process (1)
• The Procurement Process : (Procurement Proses)
Preparation: (Persiapan)
– identify needs, such as dependability, long term availability (identifikasi kebutuhan seperti ketergantungan
terhadap suatu vendor, ketersediaan barang jasa dalam jangka waktu lama)
– evaluate user requirements to ensure suitability of purchase (evaluasi persyaratan dari user utk
meyakinkan kecocokan dengan yg di beli)
– forecast when and how purchase will be needed (lakukan forcasting/prediksi yg akurat kapan dan
bagaimana barang/jasa yg dibeli dibutuhkan)
– identify and select suppliers (identifikasi dan pilih supplier dengan benar)
– develop an efficient ordering system for control (kembangkan system ordering yg efficient untuk
mengontrol keseluruhan barang / jasa yg dibeli)
Negotiation: (Negosiasi)
– bidding processes (Bidding Prosess / Tender)
– Contracts (Kontrak di issue / di award)
 The Procurement Process (2)

– Order placing via appropriate channels (i.e. authorized

purchase order) lakukan order melalui chanel yang tepat , hanya
yang berhak mengeluarkan purchase order.
– Receiving including adjustments for damages, short or over-
shipping and incorrect costs (penerimaan termasuk perbaikan
perbaikan dari kerusakan, kurang atau kelebihan pengiriman dari
yg dikehendaki dan harga yg tidak tepat)
– Monitoring supplier performance. (monitor performance dari
supplier anda)
Relations To Supply Chain
and vendor selections in
procurement process
Supply Chain
Evolutions
SIPOC DIAGRAM VS SUPPLYCHAIN
The Evolution of SupplyChain

FUAD A. HARHARAH
The Evolution, from Process Standpoint

FUAD A. HARHARAH
Tips dan Hal-hal yang sering
ditemukan dalam
procurement / supply chain
serta cara mengatasinya

49
Supply Elements of supply uncertainty :
Uncertainty /
Ketidak Pastian • lead time to supply (rentang waktu pengiriman)
• quantity supplied (jumlah yang dikirim/supply)
Supply • quality of supply (kualitas barang/jasa yg disupply)
• data accuracy on products supplied and prices.
(keakurasian data dari product yg di supply&Harga)

Terkadang dalam proses akan mengalami ketidak pastian supply

Selecting a Supplier / Pemilihan Supplier
• In selecting a supplier, a number of factors must be analyzed:
(dalam pemilihan supplier beberapa factor harus dianalisa)

• Price (harga)
• Quality (kualitas)
• Reliability (realibilitas)
• Credit terms (Term of payment / cara bayar)
• Shipping costs., dalam hal ini supplier / vendor locations.

• Look at the whole transaction cost of dealing with a supplier (not just the cheapest price).
Perhatikan harga dari keseluruhan transaksi Ketika anda deal dengan supplier ( jangan hanya
berdasarkan harga yg termurah)

di bahas lebih detail di strategic sourcing sesi ke 3

Positive Trends (Trend trend Positif)
Positive trends in purchasing and procurement include:
(Positif trend dalam purchasing dan procurement termasuk) :
• reduced number of suppliers (mengurangi jumlah supplier)
• long-term relationships with suppliers (hubungan jangka Panjang dengan
supplier)
• suppliers located close to customers for improved access (kedekatan
lokasi ke suppliers/vendor untuk lebih memudahkan akses serta
perbaikan bila diperlukan juga transport cost akan lebih rendah)
• integrated information infrastructure: EDI, electronic catalogs
(kemampuan berdigital)
• suppliers considered to be an essential part of the business (Konsider
supplier anda sebagai bagian esensial dari business)
• suppliers involved in future product development programs. (libatkan
supplier/vendor kepada pengembangan product , proses, jasa kedepan)
 Analysis / Analisa-Analisa)
• Key considerations in analyzing the purchasing process:
(pertimbangan kunci dalam menganalisa purchasing proses)
• annual sales (jualan tahunan / tahunan)
• annual purchases (Pembelian tahunan / setahun)
• number of suppliers (Jumlah supplier / vendor)
• number of supplier alliances (jumlah supplier yg kategori ber aliansi atau sister
company)
• total number of purchased products or parts (Total jumlah barang yg di beli)
• short and long-term cost effective purchasing (cost effektif jangka pendek dan jangka
panjang dalam purchasing)
• efficient business management of the purchasing process. (keefisiensi management
business dari purchasing proses)
Suggestions / Saran-Saran
• Analyze what the suppliers requirements are for:
(Analisa apa saja requirement supplier untuk beberapa hal berikut) :
• goods and services: lot sizes, packaging, delivery frequency, and
responsiveness (barang dan jasa : ukuran lot, packaging, kekerapan
pengiriman dan seberapa cepat mereka meresponse)
• information: how much and when (Informasi detail : berapa dan kapan)
• financing arrangements and costs. (term term / deal-deal financial juga
cost/harga,
• Compare your needs and abilities against these requirements.
(bandingkan kebutuhan anda dan kemampuan terhadap persyaratan persyaratan diatas)
Procurement / Purchasing
VS
Finance / Money
Purchasing VS Finance in P2P
 The Relationship between Procurement and Finance in
Major Organizations

The two functions and the people who work within them are in
many ways linked closely and even inextricably, yet there has
often been considerable tension between the parties.

Dua fungsi dalam organisasi yaitu Procurement dan Finance dan orang orang yg
bekerja di dalamnya harus menjaga keharmonisan yang sangat erat ( Procurement
dan Finance), dan bahkan tidak memungkinkan untuk dipisahkan atau melepaskan
diri satu sama lain, walaupun terkadang banyak tensi yg terjadi diantara ke dua fungsi
tadi, tetap harus erat.. Sebab dari sini uang perusahaan di belanjakan.
 The Relationship between Procurement
and Finance in Major Organizations
The procurement role is all about helping to spend the organization's money well, so that should align perfectly with finance goals
around managing the balance sheet and profit-and loss account successfully. Yet the areas of potential conflict also seem to be
extensive. They can include the focus of finance on savings, budgets and unit cost reduction, which can at times drive procurement
into behaviour that does not align with other budget holders and stakeholders around the organization.

Peran Purchasing / Procurement / Pengadaan adalah membantu membelanjakan uang

organisasi dengan baik, sehingga harus selaras dengan sasaran keuangan di sekitaran
kesuksesan mengelola neraca dan laba-rugi . Namun area-area yang berpotensi konflik
juga berdampak luas. Termasuk didalamnya fokus keuangan pada penghematan atau
Cost Saving, baik anggaran dan pengurangan biaya biaya lainnya,, yang terkadang dapat
mendorong procurement / pengadaan menjadi berperilaku yang tidak selaras dengan
pemegang anggaran lainnya dan pemangku kepentingan di sekitar organisasi.
Common Causes – Finance and
Procurement in P2P Partnership
1. Know where the money’s going - spend control and visibility., ketahui kemana uang organisasi
akan dibelanjakan, perketat kontrol dan buat se-transparant-mungkin
2. Don’t waste money on paperwork - process efficiency. , jangan habis habiskan uang di pekerjaan
paperwork atau document yg tidak perlu (efisienkan proces)
3. Reduce the opportunity for fraud and corruption. hilangkan kesempatan untuk berlaku
Fraud/Curang dan prilaku korup
4. Turning costs into revenue - invoicing & supply chain finance. Ubah sedapat mungkin cost yg tidak perlu
menjadi revenue - menjadi invoice juga dibidang finansial di supplychain

Hasil penilitian dan pengalaman saya selama ini bekerja di bidang ini ;
Sekitar 60 % bahkan lebih sampai mendekati 70 %, untuk komodity tertentu, Keuangan
Perusahaan atau business di gunakan untuk belanja atau purchase kepada vendor atau
supplier. Untuk yg berbasis manufacture dan banyak Outsourcing bisa lebih dari ini.
 Cost breakdown
Two main levels of cost breakdown are:
Price breakdown Component breakdown
Disini menunjukkan penggunaan 60% lebih keuangan perusahan untuk dibelanjaakan
kepada vendor
Profit (10%)

Scrap (4%)
SG&A Coffee
(5%) (45%) Milk (16%)
Cup (20%)

Building Beans (60%)

(14%)
Labor Marketing
(21%) (5%)
Lab. Burd.
SG&A Profit Adjusters
19% 23%

Example – Seat Other Recliners

16% 7%
Frame
Foam 9%
Trim
5%
21%
 Pre-qualification process as a key element within the
Procurement cycle and for the Organizations.
(proses Pra-qualifikasi sebagai element kunci dalam siklus procurement termasuk didalamnya vendor evaluations)
Carrying out pre-qualification processes effectively and efficiently is vital :
Proses pelaksanaan pre-kualifikasi vendor atau pemilihan vendor / vendor assessment and
evaluations dengan effektif dan efisien adalah sangat vital / penting
• To ensuring that the organization ends up with appropriate suppliers to deliver the goods and services
required. (untuk meyakinkan bahwa organisasi kita memilih supplier/partner yg tepat untuk mengirim barang
dan jasanya ke pada business kita)
• As a key element of supplier and supply chain risk management ; identifying those potential suppliers who
may generate inappropriate risk for the buying organization, and eliminating them from the procurement
process, is clearly of value to buyers and buying organizations. (Sebagai elemen kunci dari manajemen risiko
pemasok dan rantai pasokan; mengidentifikasi potential supplier/pemasok yang nantinya diperkirakan dapat menghasilkan
risiko yang besar bagi organisasi purchasing/procurements , dan menghilangkannya dari proses pengadaan, jelas sangat
bernilai bagi perusahan dan organisasi purchasing/procurement)
• As an important element of the selection process; determining a sensible number of the best suppliers to
take through to the final tendering stage of the procurement process. (Sebagai elemen penting dari proses
seleksi; menentukan jumlah pemasok terbaik yang capable/layak/baik untuk dibawa ke tahap tender akhir dari
proses pengadaan / jumlah bidder list yg cukup).
Supplier Selection Process from RFQ to PO/Contract Issuance

Initial Buyer invites

Tech. reviews /
RFQ Negotiations
Request Allowable Cost
for
Quotation
Changed achieved?
Requirements? NO YES Purchasing Buyer issues
selects Supplier Contract
YES
NO
Designed/ Prct
revised
Engineer
presents
RFQ Concept Sheet
Nomination
Request
for
Readiness
Quotation
Finance Review Finance
revises updates
Allowable Cost Business Case

Cost Engineer Cost Engineer

approves Rev. approves
Allowable Cost Higher Costs * Signed by:
Finance, Engineering/Design,, Buyer/purchasing

INTERAKSI
GM Confidential ANTAR DEPARTMENT, PURCHASING ENGINERING DAN FINANCE
Typical Sourcing Timing
Standard Sourcing Process Timing dapat bervariasi tergantung jenis barang dan jasa yang di beli

SOR / SOW

SOR @ RFQ

Supplier Selection

Overall Sourcing Deliverables Duration

SOR = Statement of Requirement

SOW = Scope of Work
RFQ = Request For Quotations
GM Confidential
Typical Purchasing Organizations
 Typical Effectife Purchasing Organizations
• Matrix Organizations, mostly use in multy national company, or Single domestic Company within a country
with multy branch in some area.
• The most important within Purchasing Organitations has to Independent and free from influence from other
departments.
• For Manufacturing Organizations with multy department sugested to use SMT Organizations base (System
Management Team).

• Organisasi berbentuk Matrix, dimana ada left sider dan Top sider, biasanya organisasi purchasing seperti ini
digunakan untuk perusahaan multi nasional yg mempunyai presence di berbagai negara. atau perusahaan
nasional di satu negara tetapi mempunyai banyak cabang di beberapa propinsi
• Yang paling penting adalah Purchasing/Procurements Organisasi harus independence dan free dari
pengaruh department lain.
• Untuk Organisasi yg berbasis manufacturing dengan multi departement disarankan gunakan System
Management Team organisasion base yg terdiri dari berbagai functions / departments.

by Fuad A. Harharah
JOB DESCRIPTIONS
PURCHASING ;
• Established cost effective purchasing strategy pertaining to logistics services and indirect purchasing for the
company (include Marketing; for Advertising, Promotional Items, Print/paper, Travel/Event, ; IT services and
Hardware, Telecom Services, Non Product IT software , Indirect / Corporate & Admin, Services /
Constr. maintenance ; Contract Labor, Professional and Security Services, Building maintenance, House
Keeping Management & other).
• Select the potential suppliers negotiate price with supplier and recommend identified suppliers to Sourcing
Committee
• Follow market price changes and materials availability
• Ensure product supplied / ordered in accordance to specification on time delivery and follow up for issues
or problem with the suppliers
• Evaluate, establish and develop reliable source on Kreteria basis for Company and peers company
• Utilize Team and All Organization in leveraging source and decision making
• Comply with Company rule, Local and Department procedures, Business Control Practices, Internal
Control and standards
• Maintain effective relations with piers, colleague and management
• Control the Purchase Order issuance and Contract Agreement Issuance for the Company.
 Bagian Akhir dari Sessi ke-2

17 Most Common Procurement Problems

and Their Solution
 17 Most Common Procurement Problems and Their
Solution
• How many Procurement Problems you face in your day to day job? Would you be able to list
them? And which ones will be the biggest pain points to resolve?
• The biggest problem for any procurement function is to shifting procurement’s ‘traditional focus
on short-term cost saving to a more holistic objective that includes strategic supplier relationships,
giving preference to longer-term cost efficiency, and working with suppliers to identify
opportunities to develop more innovative products and services
• In today’s businesses progressively see procurement systems as vital strategic contributors to their
value plan and matching end-user goals. A dependable procurement system is one created to
improve accuracy, efficiency, and speed. Due to this viewpoint observed by many, the necessity of
standardizing business procedures within procurement and ensuring best practices becomes very
important to the overall business plan.
17 Most Common Procurement Problems and Their Solution
• Berapa banyak Masalah Procurements /Pengadaan yang Anda hadapi dalam
pekerjaan sehari-hari Anda? Apakah Anda dapat mencantumkan satu persatu
semua ? Dan mana yang akan menjadi masalah terbesar untuk diselesaikan?
• Masalah terbesar untuk setiap fungsi pengadaan adalah mengalihkan 'fokus
tradisional pengadaan pada penghematan biaya jangka pendek ke tujuan
yang lebih holistik yang mencakup hubungan pemasok strategis, memberikan
preferensi pada efisiensi biaya jangka panjang, dan bekerja dengan pemasok
untuk mengidentifikasi peluang untuk mengembangkan produk dan layanan yang
lebih inovatif (Kategori Supplier Relationship Management / SRM)
• Dalam bisnis saat ini secara progresif kita melihat sistem pengadaan sebagai
kontributor strategis dan penting untuk rencana nilai mereka dan match
dengan tujuan pengguna akhir. Sistem pengadaan yang dapat diandalkan adalah
sistem yang dibuat untuk meningkatkan akurasi, efisiensi, dan kecepatan.
Karena sudut pandang ini diamati oleh banyak orang, perlunya standarisasi
prosedur bisnis dalam pengadaan dan memastikan praktik terbaik menjadi sangat
penting untuk rencana bisnis secara keseluruhan.
69
 Lesson Learn,, Best Practice
• More than 3 bidder , sebaiknya lebih dari 3 potensial vendor
• Conduct assessments both for Direct or Indirect (Potential Supplier Assessment), lakukan
supplier evaluasi atau assessment
• No Single Source except with very good reasons and get approval from Top Management
for single source, single source diharamkan
• Obtain Cost Breakdown , dapatkan breakdown cost
• Understand detail process , mengerti detail apa yg anda beli
• Establish Supplier Quality / Supplier Development Team , Teamwork
• Work very close among functions /departments within organizations , pererat teamwork
• Establish Sourcing Criteria for decisions , tentukan criteria sourcing
• Establish a treas-hold approval,, approval treashold utk memudahkan
• Maintain Supplier Relationship , jaga relationship

by FUAD A. HARHARAH
 3 Bagian Diskusi Tentang
PROCUREMENT / PURCHASING, SOURCING dan
PROCUREMENT MANAGEMENT in SUPPLYCHAIN
OVERVIEW
• The Definitions ,The Rule and The Role
• Konsep Dasar / Key Concept

PROCUREMENT VS PURCHASING
• Procurement / Purchasing Cycle in Supply Chain
• Vendor Evaluations
Bagian 3 • Relationship between Procurement and Finance

STRATEGIC SOURCING
• Strategic Sourcing Life Cycle
• Benefit Of Strategic Sourcing
• 7 Step Strategic Sourcing Process

INTEGRITY IS NUMBER ONE

BAGIAN KE 3
Strategic Sourcing and The
Future of Sourcing
 7 Step Strategic Sourcing Process

it is worth remembering that in today’s unpredictable times of global crisis caused

by a coronavirus, global political leaders and international corporations started
noticing the disadvantages of globalization. The main disservice of the globalized
world is enormous dependence on a few low labor cost countries as the main
source of raw materials, components, and even finished goods. According to most
experts, the coming years may be characterized as a “deglobalization” period. This
leads to an even greater focus on strategic sourcing to find the best sourcing
partner today. Being able to adjust to your specific needs, strategic sourcing is
essential to successful supply chain management strategies in both the short and
long-term.
 7 Step Strategic Sourcing Process

Perlu sekali untuk diingat bahwa di masa krisis global yang tidak dapat
diprediksi saat ini yang disebabkan oleh virus corona / Covid 19, para pemimpin
politik dunia/global dan perusahaan internasional mulai memperhatikan
kerugian dari globalisasi. Kerugian utama dunia global adalah ketergantungan
yang sangat besar pada beberapa negara berbiaya tenaga kerja rendah sebagai
sumber utama bahan baku, komponen, dan bahkan barang jadi. Menurut
sebagian besar ahli, tahun-tahun mendatang dapat dicirikan sebagai periode
"deglobalisasi". Hal ini mengarah pada fokus yang lebih besar pada sumber
strategis untuk menemukan mitra sumber terbaik saat ini. Mampu
menyesuaikan diri dengan kebutuhan spesifik Anda, sumber strategis sangat
penting untuk strategi manajemen rantai pasokan yang sukses baik dalam
jangka pendek maupun jangka panjang.
The Definitions / definisi-definisi
• Strategic sourcing is a cyclical process of gathering and analyzing information about a company’s buying
requirements and suppliers’ markets along with individual vendor performance in order to find the most suitable
sourcing partners.
• Purchasing is merely the transaction between buyers and suppliers, whereas sourcing is the integration and
coordination of all local and global domains and resources, being monetary, human, material, informational, etc.

• Strategic Sourcing adalah proses siklus untuk mengumpulkan dan menganalisis

informasi tentang persyaratan pembelian di suatu perusahaan dan pasar pemasok
bersama dengan kinerja vendor individu untuk mendapatkan mitra / partner /
sumber / vendor / supplier yang paling cocok.

• Sementara Purchasing / Pembelian hanyalah transaksi antara pembeli dan pemasok,

sedangkan Sourcing adalah integrasi dan koordinasi semua sumber daya baik
local/domestic dan global, yaitu moneter, manusia, material, informasi, dll.
7 Step Strategic Sourcing Process
1. Getting a Picture of a Current State of Affairs
2. Learning the Supplier’s Market
3. Strategy Formation
4. Evaluate Potential Vendor’s Offers
5. Negotiation
6. Implementation and Integration
7. Benchmarking
 Strategic Sourcing

STRATEGIC SOURCING LIFE CYCLE

STRATEGIC SOURCING METHODOLOGY

BENEFITS OF STRATEGIC SOURCING

Why Strategic Sourcing

 STRATEGIC SOURCING METHODOLOGY

Develop Select N egotiate and Benchmark

Develop Supplier List Integrate
Sourcing Sourcing Select and
Commodity Profile Strategy Creation Suppliers Suppliers Evaluation
Method
STRATEGIC SOURCING LIFE CYCLE
Develop
Commodity
Profile

Develop
Benchmarking
Sourcing
and Tracking
Strategy
Result
Strategic
Sourcing
Transition Supplier
and
Integrate Life Cycle List
Creation

N egotiate Select
and Select Sourcing
Suppliers Method
 BENEFITS OF STRATEGIC SOURCING
Change in consumption/volume
Demand Management
• Eliminate demand
• Reduce consumption
• Encourage substitution
• Change product mix
Specification Review
• Eliminate“Gold Plating”
• Simplicity specification
• Alternative products
Benefits of Strategic Sourcing
Production in Cost per Unit
Pricing Improvements
• Lower improvement
• Volume rebates
• PaymentTerm Discounts
Supply Chain Savings
• Cost of C apital
• Warehousing cost
• Shipping cost
Reduced Lifecycle Costs
• Maintenance costs
• Operating costs
• Disposition costs
Improved Operating Efficiency
Reduced Procurement Related
Operating Expense
• PO Processing
• Accounts Payable
• Receipt/Warehousing
• Standardized Procurement
Process
Reduced N on-Procurement
Related Operating Expense
• Other operating
Performance Monitoring
• Structured metrics and
periodic review of contractor
performance
Improve Supply Management
Socio-Economic-Goals
• PO Processing
• StructuredAnalysis of
Small/Disadvantaged
Business Opportunities
Optimized Contractor
Relationships
• Improved joint
understanding of needs
and capabilities
• Increased efficiencies
across the entire supply
chain
 IN SUMMARY

81
 In Summary,,,,
Mengenai tahapan penting yg seharusnya dilakukan oleh team
Procurement / Purchasing di Supplychain dalam menangani vendor

• Tentukan kriteria penerimaan calon vendor/Supplier dan vendor anda yang akan menjadi partner
jangka Panjang anda, pada saat tahap awal
• Lakukan assessment atau penilaian yang baik dan fair pada tahap awal bahkan sebelum
memasukkannya ke dalam bidder list / daftar calon pemasok.
• Sangat dianjurkan untuk mempunyai lebih dari satu bidder yang baik biasanya lebih dari tiga bidder,
tetapi 3 bidder sudah cukup. Hindari single source atau source bidder hanya satu.
• Faktor Integritas / kejujuran menjadi hal yang paling utama sebab setiap keputusan tidak boleh
bias.
• Select atau tentukan siapa yang menjadi partner / Vendor / Supplier anda dengan konsisten
berdasarkan kriteria yang sudah ditentukan tadi.
• Manage dan Evaluasi vendor anda dengan baik dengan prinsip relationship yang baik selalu dalam
koridor win win situasion, diperlukan evaluasi dan pengembangan bersama dalam naungan Supply
Development.
• Jangan lupakan aspek legal / payung hukum yang menaungi hubungan customer supplier atau
supplier customer relationship dengan kontrak kontrak yang jelas dan kedepankan aspek legal.

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AtensiAnda

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