1.PENGANTARMANAJEMENDISTRIBUSIDANLOGISTIK

8/13/2019 1.PENGANTARMANAJEMENDISTRIBUSIDANLOGISTIK

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MANAJEMENDISTRIBUSI

DAN LOGISTIK

ANDI WIJAYANTO, S.SOS., M.Si

TERMINOLOGI LOGISTIK

Some of the different names: Physical distribution; Logistics;

Business logistics; Materials management; Procurement and supply; Product flow; Marketing logistics; Supply chain management; Demand chain

management;

Channel management Distribution Industrial logistics

Logistical management Quick-response systems Supply chain

management Supply management

and there are severalmore.


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Definition of Logistics Logistics is... the management of all activities which facilitate

movement and the co-ordination of supply and demand in thecreation of time and place utility (Hesket, Glaskowsky and Ivie,1973).

Logistics is the art and science of managing and controlling theflow of goods, energy, information and other resources(Wikipedia, 2006).

Logistics management is... the planning, implementation andcontrol of the efficient, effective forward and reverse flow andstorage of goods, services and related information between thepoint of origin and the point of consumption in order to meet

customer requirements (CSCMP, 2006). Logistics is... the positioning of resource at the right time, in the

right place, at the right cost, at the right quality (CharteredInstitute of Logistics and Transport (UK), 2005)

Definition of Logistics

Council of Logistics Management (CLM) usesthe term Logistics management to describe:

The process of planning, implementing andcontrolling the efficient, effective flow andstorage of goods, services, and related

information from point of origin to point ofconsumption for the purpose of conforming to

customer requirements.


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Definition of Logistics

The efficient transfer ofgoods from the source ofsupply through the place ofmanufacture to the point ofconsumption in a cost-effective way while

providing an acceptableservice to the customer.(Rushton, et.al., 2006)

The Logistics/SC Mission

Getting the right goods or servicesto the right place, at the right time,and in the desired condition at thelowest cost and highest return oninvestment.

CR (2004) Prentice Hall, Inc.


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Alan Rushton, Phil Croucher & Peter Baker

(2006)

THE RELATIONSHIP

One quite widely accepted view shows the relationship as follows:

Logistics = Supply + Materials Management + Distribution

LOGISTICSis concerned with physical and information flows andstorage from raw material through to the final distribution of the finishedproduct.

SUPPLY AND MATERIALS MANAGEMENTrepresents the storageand flows into and through the production process

DISTRIBUTIONrepresents the storage and flows from the finalproduction point through to the customer or end user.


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(Rushton, et.al., 2006)

Lambert, Stock & Ellram (1998)


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Scope of the Supply Chain for Most

Firms

Physical distributionPhysical supply(Materials management)

Business logistics

Sources ofsupply

Plants/operations

Customers

Transportation Inventory maintenance Order processing Acquisition Protective packaging Warehousing Materials handling Information maintenance

Transportation Inventory maintenance Order processing Product scheduling Protective packaging Warehousing Materials handling Information maintenance

Focus firms internal supply chainCR (2004) Prentice Hall, Inc.

R.H. Ballou-Business Logistics-Supply Chain Management

Key Logistics Activities


Customer service Demand

forecasting/planning

Inventorymanagement Logistics

communications Material handling Order processing Packaging

Parts and servicesupport

Plant and warehouse

site selection Procurement Return goods handling Reverse logistics Traffic & transportation Warehousing & storage



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Customer Service

Customer service has been defined as "acustomer-oriented philosophy which integrates andmanages all elements of the customer interfacewithin a predetermined optimum cost-service mix.

Pelayanan Pelanggan adalah proses untukmemenuhi permintaan konsumen secarakeseluruhan.

Customer service is the output of the logisticssystem. It involves getting the right product to theright customer at the right place, in the rightcondition and at the right time, at the lowest totalcost possible.

Good customer service supports customersatisfaction, which is the output of the entiremarketing process.

Demand Forecast ing /Plann ing

Types of demand forecasts:

Marketing Forecasts Customer Demand based onpromotions, pricing, competition, and so on.

Manufacturing Forecasts ProductionRequirements based on marketing's sales demandforecasts and current inventory levels.

Logistics usually becomes involved in forecasting in terms ofhow much should be ordered from its suppliers (throughpurchasing), and how much of finished product should betransported or held in each market that the organizationserves.

In some organizations, logistics may even plan production. Thus,logistics needs to be linked to both marketing andmanufacturing forecasting and planning.


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Inventory Management

Inventory management involves trading off the levelof inventory held to achieve high customer servicelevels with the cost of holding inventory, includingcapital tied up in inventory, variable storage costs,and obsolescence.

These costs can range from 14 to over 50 percent ofthe value of inventory on an annual basis.

With high costs for items such as high-techmerchandise, automobiles, and seasonal items that

rapidly become obsolete, many organizations,including Hewlett-Packard, Xerox, and Sears, aregiving inventory management much more attention.

Logis t ics Communicat ions

Communication must occur between: The organization and its suppliers and customers. The major functions within the organization, such as logistics,

engineering, accounting, marketing, and production.

The various logistics activities listed previously. The various aspects of each logistics activity, such as

coordinating warehousing of material, work in process, andfinished goods.

Various members of the supply chain, such as intermediariesand secondary customers or suppliers who may not be directlylinked to the firm.

Communication is key to the efficient functioning of any system,whether it be the distribution system of an organization or thewider supply chain. Excellent communications within a systemcan be a key source of competitive advantage.


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Materials Handl ing

Materials handling is a broad area thatencompasses virtually all aspects of all movementsof raw materials, work in process, or finished goodswithin a plant or warehouse.

A primary objective of materials management is toeliminate handling wherever possible.

That includes minimizing travel distance,bottlenecks, inventory levels, and loss due to waste,mishandling, pilferage, and damage.

Thus, by carefully analyzing material flows,materials management can save the organizationsignificant amounts of money.

Order Processing

Order processing entails the systems that anorganization has for getting orders from customers,checking on the status of orders and communicatingto customers about them, and actually filling the

order and making it available to the customer. Part of the order processing includes checking

inventory status, customer credit, invoicing, andaccounts receivable.

The order processing cycle is a key area ofcustomer interface with the organization, it can havea big impact on a customer's perception of serviceand, therefore, satisfaction.


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Packaging

Packaging is valuable both as a form ofadvertising/marketing, and for protection andstorage from a logistical perspective.

Packaging can convey important information toinform the consumer. Aesthetically pleasingpackaging also can attract the consumer's attention.

Logistically, packaging provides protection duringstorage and transport. This is especially importantfor long distances over multiple transportation

modes such as international shipping. Packaging can ease movement and storage by

being properly designed for the warehouseconfiguration and materials handling equipment.

Parts and Service Suppo rt

Logistics also is responsible for providingafter-sale service support.

This may include delivery of repair parts todealers, stocking adequate spares, pickingup defective or malfunctioning products fromcustomers, and responding quickly todemands for repairs.

Downtime can be extremely costly toindustrial customers who may have to stop ordelay production while awaiting repairs


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Plant and Warehou se Site

Select ion

Determining the location of the company'splant(s) and warehouse(s) is a strategicdecision that affects not only the costs oftransporting raw materials inbound andfinished goods outbound, but also customerservice levels and speed of response.

In recent times, there has been a great dealof competition for new manufacturingfacilities.

Procurement

Procurement is the purchase of materials and servicesfrom outside organizations to support the firm'soperations from production to marketing, sales, andlogistics.

Procurement, also referred to as purchasing, supply

management, and by a number of other names, includesactivities such as supplier selection, negotiation of price,terms and quantities, and supplier quality assessment.

With the increase in outsourcing of goods and services,the procurement function plays a more important role inthe organization.

Most U.S. industries spend from 40 to60 percent of their revenues onmaterials and services from sourcesoutside of the organization.


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Return Goods Handl ing

Returns may take place because of a problem withthe performance of the item or simply because thecustomer changed his or her mind.

Return goods handling is complex because itinvolves moving small quantities of goods back fromthe customer rather than to the customer as the firmis accustomed.

Many logistics systems have a difficult time handlingthis type of movement. Costs tend to be very high.

The cost of moving a product backward through thechannel from the consumer to the producer may beas much as nine times as high as moving the sameproduct forward from the producer to the customer.

Reverse Logist ic s

Logistics is also involved in removal and disposal ofwaste materials left over from the production,distribution, or packaging processes.

There could be temporary storage followed bytransportation to the disposal, reuse, reprocessing,or recycling location.

As the concern for recycling and reusable packaginggrows, this issue will increase in importance.

This is of particular concern in Europe, which hasvery strict regulations regarding removal ofpackaging materials and even obsolete product duein part to limited landfill space.


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Traff ic and Transpo rtation

Transportation involves selection of the mode(e.g., air, rail, water, truck, or pipeline), therouting of the shipment, assuring ofcompliance with regulations in the region ofthe country where shipment is occurring, andselection of the carrier.

It is frequently the largest single cost amonglogistics activities.

Warehou sing and Storage

Warehousing supports time and place utilityby allowing an item to be produced and heldfor later consumption.

It can be held near the location where it willbe needed, or transported later.

Warehousing and storage activities relate towarehouse layout, design, ownership,automation, training of employees, andrelated issues.


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The Role of Logistics in the

Economy

Logistics is an Important Component of

GDP

Logistics Adds Value by Creating Time

and Place Utility

Logistics is an Important

Component of GDP

Logistics plays a key role in the economy in two significant ways. First, logistics is one of the major expenditures for businesses,

thereby affecting and being affected by other economic activities.

Contoh:In the US, logistics contributed approximately 10,5% of GDP in 1996.

US industry spent approx. $451 billion on transportation of freight and about$311 billion on warehousing, storage, and carrying inventory. These andother logistics expenses added up to about $797 billion.This would translate into higher prices for consumers, lower profits forbusinesses, or both.Thus, by improving the efficiency of logistics operations, logistics makes animportant contribution to the economy as a whole.

Second, logistics supports the movement and flow of many economictransactions; it is an important activity in facilitating the sale ofvirtually all goods and services. To understand this role from a systemsperspective, consider that if goods do not arrive on time, customers cannotbuy them. If goods do not arrive in the proper place, or in the propercondition, no sale can be made. Thus, all economic activity throughout thesupply chain will suffer.


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Logistics Adds Value by

Creating Time and Place Utility Form utility is the process of creating the good or

service, or putting it in the proper form for the customerto use.Example: When Honda of America Manufacturingtransforms parts and raw materials into a car, form utilityis created. This is generally part of the production oroperations process.

Possession utility is the value added to a product orservice because the customer is able to take actualpossession. This is made possible by creditarrangements, loans, and so on.For example: when General Motors AcceptanceCorporation extends a loan to a prospective autopurchaser, possession utility becomes possible.

Logistics Adds Value by

Creating Time and Place Utility

Time utility is the value added by having an item when it is needed.This could occur within the organization, as in having all thematerials and parts that are needed for manufacturing, so that theproduction line does not have to shut down.Example: This occurs when the logistics function at Pillsbury

delivers flour from one of its mills to a production facility so that cakemix may be produced on schedule. Or it could occur in themarketplace, as in having an item available for a customer when thecustomer wants it.

Place utility means having the item or service available where it isneeded. If a product desired by consumers is in transit, in awarehouse, or in another store, it does not create any place utility forthem.

Without both t ime and place ut i l ity , which logist ics direct lysuppo rts, a customer could n ot be sat is f ied.


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PLANNING

ORGANIZING

CONTROLLING

Transport Strategy

Transport fundamentals Transport decisions

Customer

service goals

The product Logistics service Ord. proc. & info. sys.

Inventory Strategy

Forecasting Inventory decisions Purchasing and supply

scheduling decisions Storage fundamentals Storage decisions

Location Strategy

Location decisions

The network planning process

PLANNING

ORGANIZING

CONTROLLING

Transport Strategy

Transport fundamentals Transport decisions

Customer

service goals

The product Logistics service Ord. proc. & info. sys.

Inventory Strategy

Forecasting Inventory decisions Purchasing and supply

scheduling decisions Storage fundamentals Storage decisions

Location Strategy

Location decisions


Study Framework

The focus ishereCR (2004) Prentice Hall, Inc.


Customer

service goals

The product Logistics service Information sys.

Inventory Strategy

Forecasting

Storage fundamentals

Inventory decisions

Purchasing and supply

scheduling decisions Storage decisions

Transpo rt Strategy

Transport fundamentals

Transport decisions

Location Strategy

Location decisions


The Logistics Strategy Triangle




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PRODUCTION/OPERATIONS

Sample activities: Quality control Detailed production

scheduling Equipment maint. Capacity planning Work measurement

& standards

LOGISTICS

Sampleactivities:Transport Inventory Order

processing

Materialshandling

Interfaceactivities: Product

scheduling Plant

location Purchasing

MARKETING

Sampleactivities: Promotion Market

research Product

mix Sales force

management

Interfaceactivities: Customer

servicestandards

Pricing Packaging Retail

location

Production-logisticsinterface

Marketing-logisticsinterface

Relationship of Logistics to

Marketing and Production

Internal Supply ChainCR (2004) Prentice Hall, Inc.


Relationship of Logistics to Marketing

Product

PricePromotion

Place-Customer

service levels

Inventory

carrying costs

Lot quantity

costs Order processing

and information

costs

Transport

costs

Warehousing

costs

Marke

ting

Logistics



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Relationship of Logistics to Production

Coordinates through scheduling and strategy-make-to-orderor make-to-stock

An integral part of the the supply chain

Affects total response time for customers

Shares activities such as inventory planning

Costs are in tradeoff

Production lot quantities affect inventory levelsand transportation efficiency

Production response affects transportationcosts and customer service

Production and warehouse location areinterrelated


Developing Logistics Strategy

To support the organization's cust. service goals in an effective & efficientmanner, the logistics function & the organization's management need toknow:

What do customers desire in terms of customer service levels andcapabilities?

How is the competition performing in terms of customer service? How is the organization performing today compared with the

competition and, particularly, on those areas that the customerperceives as important?

Based on the analysis, an organization can:1. Identify its own strengths and weaknesses, and what may bepotential opportunities and hazards in the marketplace.2. Formulated objectives or goals for the logistics function.3. Based on the objectives, alternative strategies or plans of actionneed to be developed in support of those objectives.4. The analysis should include the implications of each alternative onother functions and performance parameters, as well as an analysis ofthe total cost of each alternative.


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REFERENSI Alan Rushton, Phil Croucher, & Peter Baker. 2006.

The Handbook Of Log is t ics And Distr ibu t ion

Management. Kogan Page, Ltd.

Ronald H. Ballou. 1992. Business Logis t icManagement. Prentice Hall, Inc.

Douglas M. Lambert, James R. Stock, & Lisa M.Ellram. Fundam entals of Logis t ics Management.Irwin McGraw-Hill, Inc.

Michael Hugos. 2003.Essent ia ls of Supp ly Chain

Management. John Wiley & Sons, Inc.

Donald J. Bowersox, David J. Closs, & M. BixbyCooper. 2002. Supply Chain L og is t ics Management.The McGraw-Hill Companies, Inc.

REF

ERENSI


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