52272004
Supply Chain Management
Pengukuran Kinerja
Supply Chain
MKB
Program Studi Teknik Industri
Fakultas Teknologi Industri
Universitas Islam Indonesia
Outline
❑ Introduction to Performance Measurement
❑ Performance Dimensions
❑ Supply Chain Operation Reference Model
2
Introduction to Performance Measurement
Sistem Pengukuran Kinerja SCM diperlukan untuk:
1. Melakukan monitoring dan pengendalian
2. Mengkomunikasikan tujuan organisasi ke fungsi-fungsi pada
sc.
3. Mengetahui posisi organisasi relatif terhadap pesaing maupun
terhadapa tujuan yang hendak dicapai.
4. Menentukan arah perbaikan ntuk menciptakan keunggulan
dalam bersaing.
Kesulitan:
• Perlunya sistem pengukuran yang terintegrasi antar
perusahaan, selama ini terdapat hanyalah pengukuran individu
perusahaan.
• Literatur pengukuran scm secara keseluruhan masih terbatas.
Apa itu Metrics??
Metrik: suatu ukuran yang bisa diverifikasi, diwujudkan dalam bentuk kualitatif dan
kuantitatif dan dapat didefinisikan terhadap suatu titik acuan(reference point
tertentu)
Sink and Tuttle(Planning and Measurement in your
Organization of the Future, Industrial Engineering and Management Press, Norcross,
USA, 1989). :
‘You cannot manage what you cannot measure’.
Syarat agar metrik efektif
• Harus masuk akal dan dapat dimengerti
• Value-based ( dikaitkan dengan bagaimana organisasi menciptakan
value ke pelanggan)
• Menangkap karakteristik atau outcome dalam bentuk numerik
• Tidak menciptakan konflik dalam organisasi
• Bisa melakukan distilasi terhadap data tanpa harus kehilangan
informasi.
Pengukuran kerja terdiri :
(Melnyk,2004 dalam Pujawan,2017)
• Individual metricks
• Metrics set
• Overall performance
Pendekatan proses dalam pengukuran kinerja SCM (Chan & Qi,
2003)
1. Identifikasi dan hubungkan semua proses di dalam dan diluar perusahaan.
Misalnya proses pengadaan dan transportasi,proses pemenuhan pesanan dari
pelanggan,proses perancangan produk baru,dsb.
2. Definisikan dan batasi proses inti. Karena tidak semua proses mendapat fokus dari
manajemen dan tidak memberikan nilai tambah.
3. Tentukan misi, tanggung jawab dan fungsi proses inti.
Contoh misi bagian pengadan untuk membeli material tepat waktu shg produksi
lancar.
1. .
Tanggung jawabnya : menjaga ketersediaan pasokan
dengan harga murah dan kualitas
bagus,meminimumkan investasi
persediaan,memelihara supply base,menjalin
hubungan dengan pemasok
4. Uraikan dan identifikasi sub proses.
Contoh proses pembelian material terbagai menjadi
subproses pengecekan stock,penentuan kuantitas
dan tanggal pemesanan,pembuatan dan pengiriman
PO,pemrosesan pesanan,inspeksi,penyimpanan di
gudang ,dll.
5. Tentukan tanggung jawab dan fungsi subproses
6. Uraikan sub proses menjadi aktivitas
7. Hubungkan target antar hiraki dari proses sampai aktivitas
Dekomposisi proses dalam pengukuran scm berdasarkan proses
(Chan & Qi, 2003)
Kinerja Aktivitas (Chan &Qi,2003)
Performance of Activity (POA):
1. Ongkos
2. Waktu
3. Kapasitas
4. Kapabilitas: Reliabilitas,Ketersediaan,Fleksibilitas
5. Produktivitas
6. Utilisasi
7. Outcome
Performance Dimensions
Four Performance Dimensions
Quality
Time
Flexibility
Cost
15
Four Performance Dimensions
• Quality
– Performance Quality – The basic operating characteristics of the
product or service.
– Conformance Quality – Was the product made or the service
performed to specifications?
– Reliability Quality – Will a product work for a long time without
failing?
16
Four Performance Dimensions
• Time
– Delivery Speed - The ability for the operations or supply chain
function to quickly fulfill a need once it has been identified.
– Delivery Reliability – The ability to deliver products or services when
promised.
17
Four Performance Dimensions
• Flexibility
– Mix Flexibility – The ability to produce a wide range of products or
services.
– Changeover Flexibility – The ability to produce a new product with
minimal delay.
– Volume Flexibility – The ability to produce whatever volume the
customer needs.
18
Four Performance Dimensions
• Cost
– Labor costs
– Material costs
– Engineering costs
– Quality-related costs
19
Trade-offs among Performance Dimensions
• Generally very difficult to excel at all four performance
dimensions.
• Some common conflicts
– Low cost versus high quality
– Low cost versus flexibility
– Delivery reliability versus flexibility
– Conformance quality versus product flexibility
20
Order Winners and
Order Qualifiers
• Order Winners
A performance dimension that differentiates a company’s
products and services from its competitors.
• Order Qualifiers
A performance dimension on which customers expect a
minimum level of performance to be considered.
21
The Idea Behind
Prioritizing
“Best in
Class”
Minimum
Needs
Cost Quality Speed Flexibility
22
Comparing Two Software Development Firms
“Best in
Class”
Minimum
Needs
Cost Quality Speed Flexibility
23
Measurements
• Performance against
– Customer needs
– Business objectives or standards
• Comparisons to competitors
• Comparisons to “best in class”
24
Measuring Supply-Chain Performance
▶ Assets committed to inventory
Percentage Total inventory investment
invested in = x 100
inventory Total assets
► Home Depot had $11.4b inventory,
total assets of $44.4b
Percentage 11.4
invested in = x 100 = 25.7%
inventory 44.4
25
Measuring Supply-Chain Performance
TABLE 11.5
Inventory as Percentage of Total Assets
(with examples of exceptional performance)
Manufacturer (Toyota 5%) 15%
Wholesale (Coca-Cola 2.9%) 34%
Restaurants (McDonald’s .05%) 2.9%
Retail (Home Depot 25.7%) 28%
26
Measuring Supply-Chain Performance
▶ Inventory turnover
Inventory Cost of goods sold
=
turnover Inventory investment
► Inventory investment
► Average of several periods
► (beginning plus ending)/2
► Ending inventory
27
Measuring Supply-Chain Performance
▶ From PepsiCo, Inc. Annual Report
Net revenue $32.5
Cost of goods sold $14.2
Inventory:
Raw material inventory $.74
Work-in-process inventory $.11
Finished goods inventory $.84
Total inventory investment $1.69
Inventory 14.2
= = 8.4
turnover 1.69
28
Measuring Supply-Chain Performance
TABLE 11.6 Examples of Annual Inventory Turnover
FOOD, BEVERAGE, RETAIL
Anheuser Busch 15
Coca-Cola 15
Home Depot 5
McDonald’s 112
MANUFACTURING
Dell Computer 90
Johnson controls 22
Toyota (overall) 13
Nissan (assembly) 150
29
Measuring Supply-Chain Performance
▶ Weeks of supply
Weeks of Inventory investment
=
supply
Annual cost of goods sold
52 weeks
► For PepsiCo
Inventory investment = $1.69b
Average weekly cost of goods sold = $14.2b / 52 = $.273b
Weeks of supply = 1.69 / .273 = 6.19 weeks
30
Benchmarking the Supply Chain
▶ Comparison with benchmark firms
Supply Chain Metrics in the Consumer Packaged Goods
TABLE 11.7
Industry
TYPICAL BENCHMARK FIRMS
FIRMS
Order fill rate 71% 98%
Oder fulfillment lead time (days) 7 3
Cash-to-cash cycle time (days) 100 30
Inventory days of supply 50 20
31
Supply Chain Operation Reference Model
(www.apics.org)
32
Supply Chain Operations Reference Model
(SCOR): Information about (SCC)
• Developed by Supply Chain Council (SCC)
• SCC: Independent, not-for-profit corporation organized in 1996 by:
• Global management-consulting firm, Pittiglio Rabin Todd & McGrath
(PRTM) and
• Market research firm, Advanced Manufacturing Research (AMR) in
Cambridge, Massachusetts.
• Started with 69 voluntary companies; now close to 1000 members.
• SCC Objective: To develop a standard supply-chain process reference model
enabling effective communication among the supply chain partners, by
• Using standard terminology to better communicate and learn the supply chain
issues
• Using standard metrics to compare and measure their performances
33
Supply Chain Operations Reference Model
(SCOR)
• SCOR:
– Integrates Business Process Reengineering, Benchmarking, and Process
Measurement into a cross-functional framework.
Capture the “as-is”
Capture the state of a process and
“as-is” state of a derive the desired
process and “to-be” future state
derive the Quantify the
desired “to-be” operational Quantify the operational
future state performance of performance of similar
similar companies and establish
companies and internal targets based on
establish internal “best-in-class” results
targets based on Characterize the Characterize the
“best-in-class” management management practices
results practices and and software solutions
software that result in
solutions that “best-in-class”
result in performance
“best-in-class”
Business Process Benchmarking performance
Best Practices Process Reference
Reengineering Analysis Model
34
Supply Chain Operations Reference Model
(SCOR)
• The Primary Use of SCOR:
– To describe, measure and evaluate supply chain configurations.
• SCOR contains:
– Standard descriptions of management processes
– A framework of relationships among the standard processes
– Standard metrics to measure process performance
– Management practices that produce best-in-class performance
• Enables the companies to:
– Evaluate and compare their performances with other companies
effectively
– Identify and pursue specific competitive advantages
– Identify software tools best suited to their specific process requirements
35
Supply Chain Operations Reference Model
(SCOR): Boundaries
• SCOR spans:
• All customer interactions, from order entry through paid invoice.
• All product (physical material and service) transactions, from supplier’s supplier
to customer’s customer, including equipment, supplies, spare parts, bulk product,
software, etc.
• All market interactions, from the understanding of aggregate demand to the
fulfillment of each order
• SCOR does not attempt to describe every business process or activity, including:
• Sales and marketing (demand generation)
• Research and technology development
• Product development
• Some elements of post-delivery customer support
36
Supply Chain Operations Reference Model
(SCOR):Basic Management Processes
Plan-Source-Make-Deliver-Return
Plan
Deliver Source Make Deliver Source Make Deliver Source Make Deliver Source
Return Return Return Return
Supplier’s Return Return
Customer’s
Supplier Customer
Supplier Customer
(Internal or (Internal or
Your Company External)
External)
Plan-Source-Make-Deliver-Return provide the organizational structure of the SCOR-model
37
Scopes of Basic Management Processes
• Plan (Processes that balance aggregate demand and supply to develop a course of
action which best meets sourcing, production and delivery requirements)
– Balance resources with requirements
– Establish/communicate plans for the whole supply chain
• Source (Processes that procure goods and services to meet planned or
actual demand)
– Schedule deliveries (receive, verify, transfer)
• Make (Processes that transform product to a finished state to meet planned or actual
demand)
– Schedule production
• Deliver (Processes that provide finished goods and services to meet planned or actual
demand, typically including order management, transportation management, and
distribution management)
– Warehouse management from receiving and picking product to load and ship
product.
• Return (Processes associated with returning or receiving returned products)
– Manage Return business rules
38
Level
Three Levels of Process Detail
# Description Schematic Comments
1 Level 1 defines the scope and content for the
Plan Supply chain Operations Reference-model. Here
Top Level Source Make Deliver basis of competition performance targets are set.
(Process Types)
Return Return
Supply Chain Operations Reference
2
A company’s supply chain can be
Configuration Level “configured-to-order” at Level 2 from the core
(Process “process categories.” Companies implement their
Categories) operations strategy through the configuration
they choose for their supply chain.
3 Level 3 defines a company’s ability to compete
Process Element
successfully in its chosen markets, and consists
Level (Decompose
of:
Processes)
∙Process element definitions
∙Process element information inputs, and outputs
P1.1
Identify, Prioritize, and Aggregate
∙Process performance metrics
Supply-Chain Requirements
P1.3 P1.4
Model
Balance Production Resources with Establish and
∙Best practices, where applicable
Supply-Chain Requirements Communicate
P1.2 Supply-Chain Plans
Identify, Assess, and Aggregate
Supply-Chain Requirements
∙System capabilities required to support best
practices
∙Systems/tools
4 Implementation Companies implement specific supply-chain
Level (Decompose management practices at this level. Level 4
Not defines practices to achieve competitive
Process Elements)
in Scope advantage and to adapt
39 to changing business
conditions.
Level 1 Customer-Facing Internal-Facing
Performance Metrics Supply Chain
Reliability
Responsiveness Flexibility
Cost Assets
Performance Attributes
Delivery performance ✓
Fill rate ✓
Perfect order fulfillment ✓
Order fulfillment lead time ✓
Supply Chain Response Time ✓
Production flexibility ✓
Total SCM cost ✓
Cost of Goods Sold ✓
Value-added productivity ✓
Warranty cost or returns processing cost ✓
Cash-to-cash cycle time ✓
Inventory days of supply ✓
Asset turns ✓
40
Level Metrics Facts
• Level 1 Metrics are primary, high level measures that may cross multiple SCOR
processes.
• They do not necessarily relate to a SCOR Level 1 process
(Plan-Source-Make-Deliver-Return).
• There is hierarchy among the metrics in different levels.
• Level 1 Metrics are created from lower level calculations (Level 2
metrics)
• Level 2 Metrics:
• Associated with a narrower subset of processes.
• Example:
» Metric related with Delivery Performance: Total number of
products delivered on time and in full based on a commit date.
» Metric related with Production: Ratio Of Actual To Theoretical
Cycle Time
41
Level 2 Process Types and Definitions
• Planning: A process that aligns expected resources to meet expected demand
requirements.
– Balance aggregated demand and supply
– Consider consistent planning horizon
– (Generally) occur at regular, periodic intervals
• Execution: A process triggered by planned or actual demand that changes the
state of material goods.
– Scheduling/sequencing
– Transforming product
– Moving product to the next process
• Enable: A process that prepares, maintains, or manages information or
relationships on which planning and execution processes rely
42
• P1: Plan Supply Chain
• P2-P5: Plan SCOR Process
• S1: Source Stocked Product
• S3: Source Engineer-to-Order Product Level 2 Process Categories
• S2: Source Make-to-Order Product
• M1: Make-to-Stock
• M2: Make-to-Order
• M3: Engineer-to-Order
• D1: Deliver Stocked Product
• D2: Deliver Make-to-Order Product
• D3: Deliver Engineer-to-Order Product
• D4: Deliver Retail Product (New in Version 6.0)
• SR1/DR1: Return Defective Product (Source
Return/Deliver Return)
• SR2: Source Return MRO Product (Maintenance,
Repair and Overhaul)
• DR2: Deliver Return MRO Product
• SR3/DR3: Return Excess Product (Source
Return/Deliver Return)
• EP, ES, EM, ED, ER: Enable corresponding SCOR
Processes
43
44
45
Example Continued
Process Number: S1
Process Category: Source Stocked Product
Process Category Definition
The procurement, delivery, receipt and transfer of raw material items, subassemblies, product and
or services.
Performance Attributes Metric
Reliability % Orders/lines processed complete
Responsiveness Total Source Cycle Time to Completion
Flexibility Time and Cost related to Expediting the
Sourcing Processes of Procurement,
Delivery, Receiving and Transfer.
Cost Product Acquisition Costs
Assets Inventory DOS
Best Practices Features
Joint Service Agreements None Identified
Alliance and Leverage agreements
46
Example Continued
Process Element Number: S1.4
Process Element: Transfer Product
Process Element Definition
The transfer of accepted product to the appropriate stocking location within the supply chain.
This includes all of the activities associated with repackaging, staging, transferring and stocking
product. For service this is the transfer or application of service to the final customer or end
user.
Performance Attributes Metric
Reliability % Product transferred damage free
% Product transferred complete
% Product transferred on-time to demand
requirement
% Product transferred without transaction errors
Responsiveness Transfer Cycle Time
Flexibility Time and Cost Reduction related to Expediting
the Transfer Process.
Cost Transfer & Product storage costs as a % of
Product Acquisition Costs
Assets Inventory DOS
Best Practices Features
Drive deliveries directly to stock or Pay on receipt
point-of-use in manufacturing to reduce Specify delivery location and time (to the minute)
costs and cycle time Specify delivery sequence
47
Capability Transfer to Organization None Identified
Referensi
Pujawan, I. N., & Er, M. (2017). Supply Chain Management Edisi 3. Yogyakarta: Andi
Publisher
SCOR Version 10.0 Overview Supply Chain Council. Pittsburg
www.apics.org
Chan, F.T.s, Qi,H.J.(2003). Feasibility of performance Measurement System for Supply
Chain: a process-based Approach and measures. integrated Manufacturing Systems
(14(3),pp 179-190.
Latihan Soal
1. Jelaskan manfaat melakukan pengukuran kinerja SCM!
2. Jelaskan proses pengukuran kinerja berdarakan proses (Chan&Li, 2003)!
3. Jelaskan syarat agar metric efektif!
4, Jelaskan 5 proses dalam model SCOR!
5. Jelaskan proses reference model dalam SCOR!
6. Apa saja atribut yang digunakan dalam SCOR!
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