Bahan Ajar SCM 13
Bahan Ajar SCM 13
Bahan Ajar SCM 13
Understanding Supply Chain cost, quality, sustainability and service requirements mentioned
Partner Requirements above
Businesses respond to increased competitive and marketplace pressures by developing and maintaining a distinctive
competitive advantage, which creates the need to develop effective performance measurement systems linking firm strategies
and operating decisions to customer requirements. Performance criteria that guide a firm’s decision making to achieve
strategic objectives must be easy to implement, understand and measure; they must be flexible and consistent with the firm’s
objectives; and they must be implemented in areas that are viewed as critical to the creation of value for customers.
Creating an effective performance measurement system involves the following steps:13 • Identify the firm’s strategic objectives. •
Develop an understanding of each functional area’s set of requirements for achieving the strategic objectives. • Design and documen
performance measures for each functional area that adequately track each required capability. • Assure the compatibility and strategi
focus of the performance measures to be used
• Implement the new performance monitoring system. • Identify internal and external trends likely to affect firm and functional area
performance over time. • Periodically re-evaluate the firm’s performance measurement system as these trends and other
environmental changes occur.
WORLD-CLASS PERFORMANCE
MEASURES
SPECIFIC SUPPLY CHAIN
PERFORMANCE MEASURES
Total Supply Chain Management Costs Supply Chain e-Business Performance:
the costs to process orders, purchase materials, purchase energy, the average percentage of electronic orders received for all supply chain members. In
comply with environmental regulations, manage inventories and 1998, only about 2 percent of all firms’ purchase orders were made over the Internet. By
returns and manage supply chain finance, planning and 2007, for example, office supply retailer Staples said that 90 percent of their orders came
information systems in electronically
Supply Chain Delivery Performance: Supply Chain Perfect Order Fulfillment Performance
the average percentage of orders for the supply chain members the average percentage of orders among supply chain members that arrive on time, complete
that are filled on or before the requested delivery date and damage free
THE BALANCED SCORECARD
The Balanced Scorecard is a management tool that provides stakeholders with a
comprehensive measure of how the organization is progressing towards the
achievement of its strategic goals
THE STRATEGY FOCUSED
ORGANIZATION
Mission – What we do
Business
Processes
Performance Stakeholder
Measurement Value
A business process is a
System collection of linked business Propositions
A management process that activities that enable or
deliver goods, services, Descriptions of the “give
is used to monitor business
information or money and get” relationships
activities and thereby
between the firm and each
facilitate achievement of the
of its stakeholders, relative
firm’s objectives
to alternatives
THE BALANCED SCORECARD LINKS
PERFORMANCE MEASURES
Financial Perspective How do we look to shareholders?
Goals Measures
The SCOR model separates supply chain operations into five process categories—
plan, source, make, deliver and return
THE SCOR MODEL
PLAN—Demand and supply planning including balancing resources with requirements; establishing/communicating
plans for the supply chain; management of business rules, supply chain performance, data collection, inventory, capital
assets, transportation and regulatory requirements.
SOURCE—Sourcing stocked, make-to-order and engineer-to-order products including scheduling deliveries,
receiving, verifying, and transferring product, authorizing supplier payments, identifying and selecting suppliers,
assessing supplier performance, managing incoming inventory and supplier agreements.
MAKE—Make-to-stock, make-to-order and engineer-to-order production execution including scheduling production
activities, producing, testing, packaging, staging, and releasing product for delivery, finalizing engineering for
engineer to-order products, managing work-in-process, equipment, facilities and the production network
DELIVER—Order, warehouse, transportation and installation management for stocked, make-to-order and engineer-
to-order product including all order management steps from order inquiries and quotes to routing shipments and
selecting carriers, warehouse management from receiving and picking to loading and shipping product, invoicing
customer, managing finished product inventories and import/export requirements.
RETURN—Returns of purchased materials to suppliers and receipt of finished goods returns from customers
including authorizing and scheduling returns, receiving, verifying, and disposition of defective or excess products,
return replacement or credit, and managing return inventories.
THE SCOR MODEL LINKAGES
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