The roles of purchasing and supply management in increasing speed and efficiency Prof. Ir. I Nyoman Pujawan, M.Eng, Ph.D, CSCP Professor of Supply Chain Engineering Kepala Laboratorium Logistics & Supply Chain Management Institut Teknologi Sepuluh Nopember E-mail:
[email protected]
Supply Chain Summit, Bali 24 Juni 2014
Purchasing Management
Procurement Management
Supply Management
Semakin strategis perannya
NAPM (National Association of Purchasing Management) founded in 1915, with about 50000 members. In 2001, the name changes to Institute for Supply Management ™ (ISM) (www.ism.ws) In Europe, International Federation of Purchasing and Materials Management (IFPMM) changed its name to International Federation of Purchasing and Supply Management (IFPSM) in 2004. (www.ifpsm.org)
Posisi CPO Relatif Terhadap CEO: Supply Management is becoming more strategic 21 respondents of American Utility Industry, 2009 5 levels
9,52
4 levels
9,52
3 levels
23,81
2 levels
57,14
1 level
0
0
10
20
30
40
50
60
Rata-rata 2.71 level di bawah CEO, dan rata-rata 3.9 level dari layer terbawah SME ke CPO. Di industri aerospace dan defense (26 sample), angka pertama adalah 2.23
From Tactical to Strategic Buying: Bethlehem Steel’s Evolution Strategic Market knowledge Supply base management Commodity strategy Risk management Sourcing strategy Supplier capability assessment Strategic negotiation Supplier selection Supplier development Establish performance metrics Commercial (tactical) negotiation Supplier performance evaluation/reporting Order processing
Tactical
Almost 50% SME perform strategic functions (CAPS Survey, 2009) SME as % of Total Employees
Strategic SME (%)
Operational SME (%)
Aerospace / Defense
3.53
21.43
78.57
Chemical
1.56
45.52
54.48
Computer Software
0.61
58.96
41.04
Beverage & Foods
0.42
77.90
22.1
Electronics
2.89
34.19
65.81
Engineering / Construction
4.06
25.96
74.04
Industrial Manufacturing
0.95
45.85
54.15
Metals / Mining
1.54
40.12
59.88
Petroleum
2.93
32.00
68
Pharmaceutical
0.90
50.90
49.1
Semiconductor
0.92
36.58
63.42
Avarage
1.85
42.67
57.33
Industry
At Chevron, there will be a focus on an increased emphasis on the strategic rather than the tactical aspects of procurement (procurement transaction processes will be automated and/or outsourced). Increased integration of suppliers into the business (integrated work processes, standardized specifications, shared equity arrangements) is a goal of ours. ........... (Helmut F. Porkert is chief procurement officer of the global procurement organization at Chevron Corporation – Interview with Journal of SCM).
Procurement Strategies
Typical Supplier Portfolio Model
Strategi Pengadaan • Gunakan waktu lebih banyak untuk yang strategis • Minimalkan waktu / simplifikasi proses untuk yang non-critical (p-card, blanket order, etc.) • Pelihara bargaining position untuk leverage • Geser posisi untuk bottleneck (misalnya melalui kolaborasi horizontal)
Petroleum Industry Benchmark (Involving 22 global companies, CAPS 2010)
• Percent of managed spend through stand alone purchase orders 28.81% (Max. 67.81%) • Percent of managed spend through blanket agreements / long-term contracts 59.45% (max. 95.41%) • Percent of spend through procurement cards 0.97% (Max. 4.97%) • Percent of active suppliers that account for 80% of spend 4.64%
Trend toward decreased supply base, Case of Petroleum industry
CAPS Report, 2010
Relationships with Suppliers • During the past 5 years, percent of long-term contracts that were awarded to single-source suppliers 24.83% (max. 70%) • During the past 5 years, percent of long-term contracts that were awarded to sole-source suppliers 21.42% (max. 70%) • During the past 5 years, percent of long-term contracts that were competitively bid 60.84% (max. 100%)
Pembelian Kuas, 2011 Part No
Deskripsi
Supplier
Nilai (Rp)
# PO
1
KUAS -- KUAS-CAT-3IN -- GENERAL
21.900.510
104
2
KUAS -- KUAS-CAT-2IN -- GENERAL
5.318.550
46
3
10.896.660
45
4
KUAS ROLL -- KUAS-ROLL-5IN -- GENERAL KUAS -- KUAS-CAT-4IN. PROSES SPPBC -GENERAL
4.179.280
40
5
KUAS ROLL -- KUAS-ROLL-7IN -- GENERAL
9.271.550
36
6
KUAS -- KUAS-CAT-2,5IN -- GENERAL
2.057.680
17
7
KUAS -- KUAS-CAT-1,5IN -- GENERAL
1.294.820
12
8
2.136.600
10
9
KUAS ROLL -- KUAS-ROLL-4IN -- GENERAL KUAS -- KUAS-CAT-1IN **** SPPBC **** -GENTOOL
1.392.300
9
10
KUAS -- KUAS-CAT-5IN -- GENTOOL
351.400
3
58.799.350
322 13
Jumlah Item per PO: Kasus 1 PT A Grafik di samping menunjukkan jumlah item per PO untuk tahun 2011. Sekitar 72% PO hanya memuat satu item. Perlu upaya meningkatkan jumlah item per PO.
7075
Multi item 28% (2,786)
Total PO 2011 (9,861 PO)
Single item 72% (7,075)
1147 285
169
148
113
94
79
77
229
JUMLAH 3
JUMLAH 4
JUMLAH 5
JUMLAH 6
JUMLAH 7
JUMLAH 8
JUMLAH 9
JUMLAH 10
JUMLAH >10
JUMLAH 2
JUMLAH 1
445
14
Level Konsolidasi Pengadaan yang Bagus: PT B 700
600
Sampel diambil dari data tahun 2011. Hanya sekitar 26% dari PO yang ada hanya mengandung satu item. Bahkan ada sekitar 4% PO yang mengandung lebih dari 50 item.
500
400
300
Rata-rata 11,3 item per PO
200
100
0 1
4
7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 62 66 69 73 76 80 84 90 99 106 116 128 136 156 184 335
Internal Integration
Aliran Barang & Informasi dalam Kegiatan Perawatan PROCUREMENT
OEM
MATERIALS PLANNING
MAINTENANCE PLANNING
SUPPLIER / AGENT
OPERATIONS
GUDANG
KEGIATAN MAINTENANCE
Beberapa Pendekatan Supply Chain PROCUREMENT Hubungan dengan supplier lebih kolaboratif OEM
SUPPLIER / AGENT
MATERIALS PLANNING
Penggunaan data lebih efektif untuk perencanaan
MAINTENANCE PLANNING
Pemahaman tentang interchangeability Integrasi antar fungsi lebih solid OPERATIONS
Pengembangan supplier lokal
Memperpendek siklus dari PR ke PO Upaya pemendekan lead time pengiriman
GUDANG
Integrasi data gudang untuk rutin, shutdown, maupun ex-project
KEGIATAN MAINTENANCE
Data recording usage dan lead time lebih akurat
Pemahaman yang lebih baik tentang perilaku peralatan
Beberapa Data Benchmark No
Metrics
Average value
1
Average PO processing cost
$ 217
2
Average cycle time (from requisition approval to PO placement) of direct goods
9.35 days
3
Average cycle time (from requisition approval to PO placement) of indirect goods
5.79 days
4
Percent of active suppliers that account for 80% of spend
6.09
5
Professional training hours completed per SME
18.06
6
Annual spend per SME on professional training
$ 907
7
Percent of spend via pCard
1.61
8
Total spend as % of sales dollars
44.99
Sumber: CAPS Research on Cross Industry Standards, data 2008, released 2009
Komparasi dengan Beberapa Perusahaan Benchmark 1
PR – PO (Barang)
•
•
30.1 hari (non PNK) 12.5 hari (PNK)
PR – PO (Jasa)
111 hari (CA) 67 hari (CB)
Jumlah Item Barang per PO
11.3 item
Response Rate (vendor barang)
38.9%
Response Rate (vendor jasa)
64%
Benchmark 2
Benchmark 3
Best Practice Internasional •
•
23.58 hari (keseluruhan jenis barang dan jasa)
2.1 item
42% (barang dan jasa keseluruhan)
• •
50.6 hari (tanpa klarifikasi) 92.1 hari (dengan klarifikasi)
3.69 item
•
9.35 hari (Direct goods) 5.79 hari (indirect goods)
Terima Kasih
