Perancangan Produk Baru dalam

Perspektif SCM

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Beberapa Fakta
• Menurut Handfield & Nichols (2002), sekitar 40% pendapatan (revenue)
perusahaan dewasa ini berasal dari produk-produk baru yang diluncurkan
setahun sebelumnya.

• Beberapa tahun yang lalu, suatu model kamera digital dan camcorder Sony
bisa bertahan selama 10 – 12 bulan di pasar sebelum digantikan oleh model-
model yang lain. Dewasa ini, siklus tersebut berkurang hingga sampai 2 – 3
bulan saja (Jiang, 2003).

• Siklus hidup produk yang semakin pendek membawa banyak implikasi

terhadap bagaimana perusahaan bersaing di pasar serta bagaimana mereka
harus mengelola aktivitas-aktivitas supply chain.
Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma
nagement 3rd. Ed, Penerbit Andi
 Three Elements of Design
For many years manufacturing engineering was the last stop in
the product development process (Simchi Levi, et al 2000)

PRODUCT

SUPPLY
PROCESS CHAIN
DFM – key to efficient manufacturing process
Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma
nagement 3rd. Ed, Penerbit Andi
Spectrum on Approaches to Product Design
• Traditional over-the-wall design: supplier plays no role in design
• Informal collaboration: includes information from conversations or
informal consultation with suppliers
• Formal collaboration: involves representatives of the suppliers in a
formal collaboration
• Supplier design: the supplier designs the product based on general
specification from the buyer.

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Principles of DFM
• Simplify the design to minimize number and variety of parts and the number of
times components are handled and inserted.
• Standardize materials and components across product families and use off-the
shelf parts whenever possible.
• Aim for modular design and product variety introduced at the latest possible
stage of production.
• Use the concept of postponement with product variation is done at the last
stage of the production process.
• Make the best use of available production processes to achieve simplicity
• Develop teams that include representative of all relevant disciplines and
departments
Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma
nagement 3rd. Ed, Penerbit Andi
Time to Market as A Competitive Advantage
Waktu mulai adanya rencana perancangan sampai suatu produk baru
diluncurkan.

Meliputi kegiatan:
• Idea generation
• Business / technical assessment
• Concept development
• Engineering & Design
• Prototype / ramp-up

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Memperpendek Time to Market
• Keterlibatan banyak pihak mulai dari wakil-wakil bagian (fungsional)
di dalam perusahaan maupun pihak luar seperti supplier dan
pelanggan (concurrent engineering)

• Manajemen proyek yang bagus

• Tim perancangan produk yang solid, dinamis, dan enerjik, serta

• Teknologi yang mendukung.

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Ongkos Akibat Perubahan Rancangan pada Fase
yang Berbeda

Biaya perubahan
rancangan

Fleksibillitas rancangan

Fase/Waktu
Sumber: Handfield & Nichols, 2002

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Concurrent Engineering
Dasar pemikiran: product design improves when stakeholder other
than the engineers contribute.

Variasi nama untuk konsep sejenis: participative engineering, early

manufacturing involvement, early supplier involvement (ESI).

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Parallel Vs Sequential Process
First Stage in the
Design Activity

Second Stage in the

Design Activity

First Stage in the Third Stage in the

Design Activity Design Activity

etc.
Second Stage in the
Design Activity

Third Stage in the

Design Activity
Communication between stages

etc.
Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain
Management 3rd. Ed, Penerbit Andi
Supplier Integration
• Secara tradisional, supplier sering dipilih setelah rancangan produk selesai dibuat
dan siap diproduksi.

• Saat ini, supplier dipilih lebih awal dan dilibatkan dalam perancangan produk
baru.

• Contoh: General Motors (GM). Keterlibatan supplier-supplier kunci mereka

merupakan salah satu kontributor bagi suksesnya GM mereduksi waktu
pengembangan produk dari 60 bulan pada tahun 1996 menjadi hanya 18 bulan
pada tahun 2003.

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Overall performance improvements achieved through
supplier integration
• Median improvements reported from survey of 124 responding
companies (MSU, 1997)
• Purchased material cost
• 15%
• Purchased material quality
• 20%
• Development time
• 20%

Sumber: Jerry Banks

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Kriteria Pemilihan Supplier
• Kemampuan dan kemauan mereka untuk berpartisipasi dalam
perancangan termasuk untuk mencapai kesepakatan tentang isu-isu
hak kekayaan intelektual yang bersifat rahasia

• Kemauan mereka untuk memberikan komitmen waktu, tenaga (staf),

maupun sumber daya lain dalam perancangan produk

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Timing of Supplier Integration

Business /
Idea Concept Engineering
Generation
Technical
Development
Prototype
Assessment And design

EARLY LATER
• Suppliers of complex items • Suppliers of simpler items
• Suppliers of systems / • Suppliers of single
subsystems components
• Suppliers of critical items or • Suppliers of less critical items
technologies or technologies
• Strategic alliance suppliers • Non-allied suppliers

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Design for Supply Chain Management (SCM)
Dewasa ini ongkos transportasi dan persediaan merupakan supply chain
cost driven yang besar porsinya.

• Prinsip dari design for SCM:

• Kemudahan untuk menyimpan, mengirim, dan mengembalikan produk
• Fleksibilitas rancangan terhadap perubahan permintaan pelanggan
• Modularity: komponen atau modul yang sama dapat digunakan untuk membuat
produk akhir yang berbeda
• Aspek lokalisasi: rancangan yang memperhatikan bisa atau tidaknya sebagian
kegiatan perakitan akhir dilakukan di area pemasaran
• Reusability dari rancangan
• Rancangan yang mendukung mass customization. Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain
Management 3rd. Ed, Penerbit Andi
Design for Supply Chain Management (SCM)
Contoh perusahaan yang menerapkan prinsip design for SCM

Compact Logistics
design postponement

Integration
Modularity & between SC
Design reusability and product
design function

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain

Management 3rd. Ed, Penerbit Andi
Design for Logistics (DFL)
Include logistics specialists whose role is to view
the design with an eye toward creating a product
that can be economically packaged, stored, and
transported.

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Design for Reverse Logistics / Environment

• Easy to return, repair, replacement

• Provision of reuse or recycling
• Avoidance of hazardous materials or mitigated danger
• Reduced energy consumption
• Use of lighter components and less materials

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Modular Design
• A module is a part that can be used in multiple
products.
• Modular design is the planning of products with
consideration for using existing components rather
than starting from nothing. It also means
consciously designing new products so that their
components can be shared with existing or future
products (It is a type of component commonality).
• Opposity of modularity is integral design (all
components are designed to work together in one
specific product).
Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma
nagement 3rd. Ed, Penerbit Andi
Mass Customization
• Using the concept of postponement
• Aim to produce high product variety with
a large percentage of common materials
• Benefits: economies of scale, reduced
inventory, customization.
• Drawbacks: cost of investing in
equipments and training of distributors
to assemble the products.

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Product Design that Support SC Decision

Distribusi

Pabrik Pusat
Distribusi
(a) sebelum
Distribusi &
lokalisasi
Manufaktur

Pabrik Pusat
Distribusi

(b) sesudah

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Component Commonality

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Component Commonality
• Similarity in the components needed to produce
products.
• It can reduce the complexity of the
manufacturing system
• It can reduce the need for safety stock because
of the pooling effect (reduced uncertainty)

Demonstrate how component commonality

could reduce uncertainty in the demand of
components!

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Component Commonality
P1 P2 P3 P4

C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 C11 C12

CS1

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Where Use Data: An Illustration of Commonality
2500
2215

2000

1500

1000 943

500
229 229
49 82
13
0
>300 101-300 51-100 21-50 11-20 2-10 1

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
 Benefits of Higher Commonality
Increasing
component Reduce SKU
commonality

Lower
Better economies inventory
of scale for investment
purchasing

Lower price
per unit
More
responsive
Shorter SC
purchasing lead
Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain time
Management 3rd. Ed, Penerbit Andi
Quantifying Impact of Component Commonality

• Component commonality can reduce safety stock

• If two different components are standardized, the level of uncertainty
decreases, thus the total safety stock needed decreases (assuming
that the demand of the two components is independent)
• Standardizing expensive components has more impact on cost
savings, also for components with higher demand uncertainty

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Example
• Currently you have 4 components each with a weekly demand
normally distributed N(800, 100). Assume that production lead time is
1 week. The target service level is 95% for each component. Calculate
the safety stock needed for each component and for all four
component.

• If all those components are standardized into one, what would be the
safety stock level needed?

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi
Solution
• SS = Z(95) * sdl = 1.645 * 100 = 164.5 units

• Thus, the total of safety stock for 4 items would be 4 * 164.5 = 658
units.

• If all four components are standardized then the safety stock

requirement is 1.645 * 100 * SQRT (4) = 329 units

Pujawan, I N., and Mahendrawathi Er. (2017), Supply Chain Ma

nagement 3rd. Ed, Penerbit Andi