PENGANTAR

MANAJEMEN RANTAI PASOK HUBUNGAN PELANGGAN

Oleh :
Erma Suryani
REFERENSI
Chopra, Sunil., & Meindl, Peter., Supply Chain Manage
ment: Strategy, Planning and Operation, Prentice-Hall, 20
01.
Burt, Dubler & Starling, World Class Supply Chain Mana
gement The Key to Supply Chain Management, Mc Gra
w Hill, 2004.
Special Issue in SCM : How efficient is your reverse s
upply chain by Anindya Roy
Simchi-L. D., Kaminsky P. & Simchi-L. E., Designing an
d Managing the Supply Chain: Concept, Strategies, and C
ase Studies, 2nd Edition, McGraw-Hill, 2003.
REFERENSI
Croxton, K. L., Garcia-Dastugue, S., Lambert, D.M., Roge
rs, D.S., (2001), The Supply Chain Management Process
es, International Journal of Logistics Management, Vol. 1
2, No. 2.
Poluha, R. G., (2007), Application of the SCOR Model in
Supply Chain Management. New York: Cambria Press.
Wisner, J. D. and Stanley, L. L. (2008), Process Managem
ent: Creating Value along the Supply Chain, Thomson Hig
her Education.
Peppers, Don & Rogers Martha, 2011, Managing Custom
er Relationships, A strategic framework, John Wiley & Son
s
 Enroll Key E Learning 2016

KS141319D
POKOK BAHASAN
Rencana Pembelajaran
Assesment
Rencana Tugas
Pengantar:
Enterprise Systems
Supply Chain Management Systems
Customer Relationship Management Systems
 ASSESMENT
Tes: Ujian Tengah Semester, Ujian Akhir (Closed Book)
Non Tes: Presentasi, Proyek, Tugas Kelompok
Persentase Penilaian (minimal 4 komponen)
20% Nilai UTS
25% Nilai UAS
30% Nilai Proyek Implementasi SI/TI dalam MRP-HP
25% Tugas
Rencana Tugas
Tugas 1 Menggambarkan rantai pasok suatu
perusahaan
Tugas 2 Identifikasi proses bisnis dalam rantai pasok
nyata tersebut berdasarkan SCOR
Tugas 3 Menyelesaikan permasalahan peramalan
Tugas 4 Menyelesaikan permasalahan perencanaan
Tugas 5 Menyelesaikan permasalahan manajemen
persediaan
Tugas 6 Membuat usulan penerapan SI/TI untuk
menyelesaikan masalah SCM
 Enterprise Systems (1)
Many firms are using information technology to build systems to
further integrate key internal business processes and to link the f
irm's business processes to those customers, suppliers, and oth
er companies in its industry.
 Enterprise Systems (2)
The information architecture
Deals with the alignment of information with the organizations stra
tegic, tactical, and operational needs.
The business systems architecture
Structures the information needs into a delineation of necessary b
usiness systems to meet those needs
The technical architecture
Defines the technical environment and infrastructure in which all i
nformation systems exist.
The software or application
Defines the structure of individual systems based on defined tech
nology.
 Enterprise Systems (3) : Definition
Large-scale application software packages that support busin
ess processes, information flows, reporting, and data analytic
s in complex organizations. It provides core services used acr
oss the institution (technologysource). Based on integrated so
ftware modules and a common central database.
Many firms are using information technology to build systems
to further integrate key internal business processes and to link
the firm's business processes to those customers, suppliers, a
nd other companies in its industry.
Enterprise applications, consisting of enterprise systems an
d systems for supply chain management, customer relationshi
p management, and knowledge management, are increasingl
y used for this purpose.
 Enterprise Systems (4) : Business Value
Business Value of Enterprise Systems
Increase operational efficiency
Support decision making and rapid responses to custo
mer requests
Include analytical tools to evaluate overall performanc
e
How Enterprise Systems Work
Enterprise Busines Systems : Cross Functional
 MANAJEMEN RANTAI PASOK
A network of organizations and processes for procuring raw
materials, transforming them into products, and distributing the
products
Upstream supply chain: firms suppliers, suppliers suppliers,
processes for managing relationships with them
Downstream supply chain: organizations and processes
responsible for delivering products to customers
 RUANG LINGKUP SCM
Supply Chain Management meliputi:
Perencanaan dan pengelolaan semua kegiatan yang terlib
at dalam sourcing & procurement (pencarian sumber daya
& pengadaan) serta semua kegiatan Manajemen Logistik.
Koordinasi & kolaborasi dgn partner-partner bisnis, spt sup
pliers, intermediaries, third-party service providers, & custo
mers.
Pada dasarnya, SCM mengintegrasikan manajemen supply & d
emand di dalam & antar perusahaan.
TUJUAN MRP / SCM
Mengefisienkan & menghemat biaya keseluruhan:

Min. Biaya
Transportasi

Pendekatan SCM - Inventory

Krn SCM meliputi efisiensi integrasi
suppliers, manufacturers, warehouses, &
stores, maka aktivitas SCM berada di
semua level, (strategic , tactical , &
operational) .
Nikes Supply Chain
Customer Relationship Management (C
RM)
Strategi untuk mengelola & memelihara interaksi perusah
aan dgn pelanggan, klien & prospek penjualan. Berfokus
pada: hub. antara organisasi & customernya.
Meliputi:
Penggunaan teknologi u/ mengatur, otomatisasi, & sink
ronisasi proses bisnis spt aktivitas penjualan, marketin
g, customer service, & technical support.
Tujuan: menemukan, menarik, mendapatkan klien baru,
memelihara & mempertahankan yg sudah dimiliki perusah
aan, mengurangi biaya pemasaran & melayani klien.
What Is Customer Relationship Management?
Knowing the customer
Touch points
Single enterprise view of customers
Data and analytical tools answer important questions
about customers
Who are our loyal customers?
Customers lifetime value?
 Customer Relationship Management (CRM)

CRM systems examine customers from a multifaceted

perspective. These systems use a set of integrated applications
to address all aspects of the customer relationship, including
customer service, sales, and marketing.
CRM Software
CRM packages are available with a wide spectrum of fu
nctions
Partner relationship management (PRM)
Employee relationship management (ERM)
Sales force automation (SFA)
Customer service
Marketing
Cross-selling
Up-selling
Bundling
Operational and Analytical CRM
Operational: customer-facing applications such as sales f
orce automation, call center and customer service suppor
t, and marketing automation
Analytical: applications that analyze customer data outpu
t from operational CRM applications
Based on data warehouses populated by operational C
RM systems and customer touch points
Customer lifetime value (CLTV)
Business Value of CRM
Business benefits:
Increased customer satisfaction
Reduced direct-marketing costs
More effective marketing
Lower costs for customer acquisition/retention
Increased sales revenue
Churn rate
 Challenges and Opportunities
Technology changes
Business process changes
Organizational changes
Switching costs
Data management
Assignment - 1
Think about a company (multinational comp
any), consider its supply chain.
What does the supply chain look like?
What are their business processes?
Catatan:
- Profil Perusahaan, Struktur Organisasi,Core
Business, Supply Chain Business Process, D
aftar Pustaka