Operation and Supply Chain Management - 280913

8/14/2019 Operation and Supply Chain Management - 280913

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Company

LOGO

OPERATIONS & SUPPLY CHAIN

MANAGEMENT

Dr. A Gima Sugiama

HP 08122353873 email: [email protected]


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Company Logo2

9/18/2013www.themegallery.com

Dapat memahami berbagai teori dankonsepsi strategik dalam manajemenoperasi dan rantai pasokan untukpengambilan keputusan operasional

perusahaan bidang manufaktur dan jasaDapat menggunakan alat-alat analisis

(metode & teknik analisis) operasi danrantai pasokan untuk memecahkanpermasalahan strategis dalam bisnisbidang manufaktur dan jasa

Tujuan Perkuliahan


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1. Introduction to Operations Management &

Competitiveness

2. The Framework Of Business Thinking & Value

3. Operations Strategy and Distinctive Capabilities

4. Designing (goods & services)

5. Process Design

6. Managing Quality and Quality Improvement

7. Productivity & Resource Planning

8. Processes, Technology & Capacity

9. Midtest

Short Syllabus


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8. Business Logistics and Supply Chain (SC),Concept, Strategy and Planning

9. Logistic/SC & Order Management CustomerService

10. Transportation Decision11. Inventory Management & Forecasting,

12. Facility Location Decision &Warehousing/Storage and Handling System

13. Final Test

Short Syllabus


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5


1. Davis, Mark M; Nicholas J Aquilano; RichardB Chase, (2003), Fundamentals of

Operations Management, McGraw Hill,

Boston

2. Finch, Byron J (2006), Operations Now,

McGraw Hill, Boston

3. Russell, Robert S & Bernard W Taylor III

(2006), Operations Management, John Wiley4. Schroeder, Roger G (2000), Operations

management: contemporary concepts and

cases, McGraw-Hill, Int. Ed, Boston

Main References


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5. Ballou, Ronald H (2004), Business Logistics/Supply Chain Management, Fifth edition,Pearson Educational Int., New Jersey

6. Bowersox, Donald J (2006), Logistic

management, Penerjemah: A Hasyim Ali, PTBumi Aksara, jakarta

7.Sing, Chan Kah (2004), Electronic Commerceand Supply Chain Management, 2nd Edition,Thompson, Australia

Main References


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Chapter 01:

Introduction to Operations

Management & CompetitivenessOutline:

Why Study OM?

Definition of Operations Management

Operations as a System

Relation of Operations to its Environment

New Strategies in Operations

Competitiveness Productivity

New Operations Themes

Main Ref.: Russel & Taylor, Operations Management (2006)

A Gima Sugiama


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Why Study OM?

OM is one of three major functions(marketing, finance, and operations) of

any organization

We want (and need) to know how goodsand services are produced

We want to understand what operations

managers doOM is such a costly part of an

organization


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Operations is responsible for supplying the product orservice of the organization Operations managers make

decisions regarding the operations function and itsconnection with other functions The operations managers plan and

control the production system and its interfaces within theorganization and with the external environment

Definition of Operations Management

Key Points in OM Definition:

1 Decisions2 Functions3 System


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Transformation

(Conversion)

Process

Energy

Materials

LaborCapital

Information

Goods orServices

Feedback information for

control of process inputs

and process technology

Operations as a System


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Factors of production:1. Natural resources such as land, forests, minerals, &

water

2. Human resources anyone who works to produce

goods or services

3. Capital resources that a business needs to producegoods or service. Capital examples: money, tool,

computers, equipment, building

4. Entrepreneurs people who are innovative and

willing to take risk to create and operate new business5. Knowledge the collective intelligence of an

organization
http://localhost/var/www/apps/conversion/tmp/Hub%20Industrial%20UNSIL%202010/Ch-02%20Permasalahan%20TK%20Indonesia.ppt


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Operations transformation systemSuppliers

HumanResources

Marketing

ccounting Finance MIS

ngineering

SOCIETY

GOVERNMENT

External

Environment

CUSTOMERS

COMPETITORS

Relation of Operations to its Environment


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Competitiveness5

3

2

1


Time-based competition

Agile manufacturing

Cost reduction strategies

4

Mass customization

Environmental concern


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Time-based competition bersaing berdasarkan waktu (serba cepat)

Agile manufacturing kecerdasan merekayasa (serba cerdas)

Cost reduction strategies serba efisien

Mass customization mampu melayani tuntutan konsumen yang serba

berubah-ubah

Environmental concern Produk ramah lingkungan (serba sehat)



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Productivity is a measure of competitiveness Competitiveness is a degree to which a nation can

produce goods and services that meet the test of

international markets

Competitiveness

Competitive

industries

Competitive

Competitive

firms


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Productivity: is calculated by dividing units of output to units of input

Output O

Manufacturing as a traditional productivity = ------------ = ----

Input I

Quantity of output and Quality of output

Service Productivity = ---------------------------------------------------

Quantity of Input and Quality of Input

Productivity


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Hasil riset, peningkatan produktivitas itu bergantungpada tiga variabel produktivitas (Heizer dan Render, 2004:16):

ProduktivitasBergantung

padaManage

ment Labor

Capital

Productivity


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Variabel tenaga kerja umumnya berkontribusi

sekira 10% dari peningkatan produktivitas

tahunan

Kapital termasuk variabel yang berkontribusi

sekira 38% dari peningkatan produktivitas

tahunan

Management dapat berkontribusi sekira 52%dari peningkatan tahunan

Productivity


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1. Service and Manufacturing (differences

and implications)

2. Customer-Directed Operations

3. Continuous Improvement

4. Time Reduction

5. Integration of Operations and Other

Functions

6. Environmental Concerns

7. Globalization of Operations

New Operations Themes


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Company

LOGO

Operation and Supply Chain Management - 280913

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