SEVEN HABITS To Be More Effective People (2)

sambungan dari SEVEN HABITS To Be More Effective People (1)


Dalam proses kematangan seseorang dari tahap keterganutngan (dependent) menjadi kemandirian (independent) dan kemudian saling tergantung (interdependent) ada kebiasaan-kebiasaan yang perlu dikuasai supaya seseorang bisa menjadi sangat efektif.


Stephen Covey menyatakan bahwa adanya 7 kebiasaan yang perlu dimiliki. 3 diantaranya berkaitan dengan penguasaan diri, yaitu:


1. Be Proactive (Jadilah pro-aktif)
2. Begin with the End in Mind (Merujuk pada tujuan akhir)
3. Put First Thing First (Dahulukan yang utama)


Kalau kita dapat menguasai ketiga kebiasaan ini, maka kita akan mengalami apa yang disebut "Private Victory" (Kemenangan Pribadi) dan kita boleh dikatakan telah mencapai tahap kemandirian (independent).


Setelah mandiri ini, kita dapat meraih "Public Victory" (kemenangan publik) dengan menguasai 3 kebiasaan selanjutnya, yaitu


4. Think Win-Win (Berpikir menang-menang)
5. Seek First to Understand then to be Understood (Berusaha mengerti terlebih dahulu, baru dimengerti
6. Synergize (Wujudkan sinergi)


Proses ini tidak bisa dibalik, sebagaimana kita tidak mungkin panen sebelum menanam. Jadi prosesnya berlangsung dari dalam keluar (inside out), yaitu memulai dari diri sendiri (Ibda bin nafsi - Rasulullah SAW) baru dengan orang lain.


Dan kemudian kebiasaan terakhir
7. Sharpen the Saw (asahlah gergaji) adalah kebisaan untuk selalu melakukan pengembangan diri.


(bersambung)

SEVEN HABITS To Be More Effective People (1)

(diambil dari berbagai sumber)


Stephen Covey dalam bukunya "The 7 Habits of Highly Effective People" menguraikan hal-hal sebagaimana tertulis dibawah ini.


Yang membedakan orang-orang yang sangat efektif dengan orang yang tidak produktif adalah bukan pada apa yang mereka miliki, tetapi pada kebiasaan-kebiasaannya.
Watak seseorang terbentuk dari kebiasaan-kebiasaannya. Di alam bawah sadar, kebiasaan-kebiasaan itu membentuk dan mengubah watak seseorang. Dan ternyata kebiasaan-kebiasaan itu bisa diubah, asal kita mau walaupun membutuhkan waktu.


Taburlah pemikiran, maka Anda akan menuai tindakan.
Taburlah tindakan, maka Anda akan menuai kebiasaan.
Taburlah kebiasaan, maka Anda akan menuai watak.
Taburlah watak, maka Anda akan menuai nasib Anda.


Kebiasaan itu sendiri terjadi karena adanya paradigma. Yang dimaksud paradigma adalah sudut pandang atau kerangka yang terbentuk oleh pengalaman hidup, pendidikan maupun latar belakang kita.


Paradigma inilah yang menentukan bagaimana kita memandang dan mengartikan dunia ini, dan dengan demikian menentukan bagaimana kita bereaksi dan bersikap terhadapnya. Sebagai contoh mula-mula astronom Mesir, Ptolemy mengatakan bahwa bumi adalah pusat jagat raya. Tapi kemudian COpernicus menyebabkan perubahan paradigma, ketika dia membuktikan bahwa sebenarnya mataharilah pusat dari jagad raya.


Pengertian akan konsep paradigma ini membuat orang belajar mengerti bagaimana orang lain memandang persoalan yang sama dengan kacamata yang berbeda. Pengertian tentang paradigma ini juga dapat menghindarkan orang dari sikap merasa dirinya sebagai korban lingkungan atau orang lain, sehingga seringkali melakukan "blaming others" (menyalahkan orang lain), karena menganggap dunialah yang salah kalau sesuatu itu tidak sesuai dengan harapannya.


Selanjutnya Stephen Covey menjelaskan bahwa di dunia ini ada hukum alam untuk kematangan. Seorang bayi berkembang dari ketergantungan pada orang tuanya menjadi mandiri sebelum akhirnya mencapai kamatangan pemahaman akan saling ketergantungan dengan orang lain di sekitarnya. Ekosistem alam tercermin dalam ketergantungan kolektif dari masing-masing warga masyarakat, satu terhadap yang lain.


Ketergantungan seorang bayi paradigmanya adalah "Engkau" (engkau merawatku, kalau ada yang salah, itu salahmu), sedangkan pada kemandirian remaja adalah "Aku" (ini pilihanku, aku akan mengerjakannya sendiri). Dan dalam tahap saling tergantung, orang dewasa adalah "Kita" (kita bisa bekerja sama, sebaiknya kita bersatu)


bersambung ke SEVEN HABITS To Be More Effective People (2)

Production Environments

Production Environments

Sourced: BSCM CPIM certification course by IMRMI (India)

Production environment can be clasiffied into:

·         Design/Engineer to order

·         Make to order

·         Assemble/Package to order

·         Make to stock

DESIGN/ENGINEER  TO ORDER (ETO)

ETO environment caters to spesific customer’s requirement. The process starts with the preparartion of unique customezied engineering designs of the product with the close involvement of the customer. The delivery lead time includes: designing, purchasing, manufacturing, assembling and shipping.

MAKE TO ORDER (MTO)

In this, the final product is made after the receipt of the customer order. Standard components are purchased/manufactured and are usually stockes as rawa material inventory. The main activities contributing to the delivery lead time in this environment include the manufacturing time, assembling time and shipping.

ASSEMBLE/PACKAGE TO ORDER (ATO)

In this enviroment, the standard components and sub-assemblies are manufactured and stocked in the form of component/sub-assembly inventories. One the recepit of the customer orders, these standard components/sub-assemblies are assembled according to the configurabale opstions spesified by the customer. There is no design and product manufacturing activity involved and hence the delivery lead time include the time to assemble and ship.

MAKE TO STOCK (MTS)

In this inveronment, the products are completely manufactured and the finished goods are stock as end item/finished good inventory. On the receipt of the customer orders, the goods are packed and shipped to the customers and hence the delivery time only the shipping time.

FACTOR IN SELECTING SUPPLIER

FACTOR IN SELECTING SUPPLIER

·         Technical ability

o   Do they have the technical ability?

o   Is there a program of product development and improvement?

o   Can they assist in improving your product?

·         Manufacturing capability

o   Can they consistently meet the specifications and quality desired?

§  Quality control program

§  Competent personal

o   Do they have good manufacturing planning and control systems?

§  To supply information on delivery

·         Reliability

o   Reputable

o   Stable

o   Financial strong

·         After-sales service

o   Service organization

o   Supply of spare part

o   Technical support

·         Supplier location

o   Location may effect to delivery time

o   Local inventories

o   May be required for after-sales service?

§  Will your customer require service?

·         Price

o   Not always the lowest price

o   May include the other service

·         Other consideration

o   Credit terms

o   Willingness to hold inventory

o   JIT

o   Information technology

Copyright @ Arnold, Chapman and Clive: Intro to Material Management, 6^th Ed.

TMS Mobile Applications Get Us Closer to Meeting the Rubber on the Road

by ChemLogix
http://blog.chemlogix.com/2010/11/tms-mobile-applications-get-us-closer-to-m
eeting-the-rubber-on-the-road/

Mobile applications for iPhone/iPad and other devices are emerging in
ways that can finally close or reduce many of the information gaps
between Transportation Planning, the Shipping/Receiving dock, your
customers, and even Accounts Payable.  Such applications are enabling
shippers to: interface directly and more effectively with logistic
partners; access logistics information in non-traditional business
settings; and enhance communications where access to a computer is not
readily available.

A Sterling (now IBM) Transportation Management System (TMS) Carrier
Mobile App already available for the Apple iPhone/iPad gives carriers
the ability to communicate directly with a shipper's TMS, even from
the cab of their truck, to respond to shipment tender requests and to
report shipment status in real-time.

For one ChemLogix client, this is especially important when it comes
to communicating with smaller carriers who do not have EDI systems,
including for those owner/operators whose dispatch offices ride in the
passenger seats of their tractors.  Trained on the iPhone application,
these carriers now are able to immediately respond to tender requests,
and once booked on a load to provide pickup, delivery and ETA status
updates. Tying these information feeds directly into their TMS system
our client is now more frequently using their number one carriers, and
gains greater visibility to in-transit inventory status from pickup to
delivery.  It's a win-win situation as carriers are able to respond to
tender requests in real time, while on the other side shippers are
able to provide enhanced communications to customers for improved
service, and fewer surprise calls from customers asking where their
shipments are.

Mobile Applications at the Plant/Warehouse

The iPad and other emerging tablet devices create additional
opportunities to bring transportation information quickly and easily
to its point of greatest impact.  TMS mobile applications currently in
development will enable sales reps to retrieve real-time reports and
updates on shipment delivery performance.  Rather than rely on last
month's performance reports, sales reps will access the latest data on
delivery stats for loads while buying a coffee at Starbucks on their
way into a client meeting.  A week-old performance report showing 99%
on-time delivery means nothing to the client if three shipments in the
past two days were late or missed.  Nothing ruins a sales call faster
than bad surprises.

At the plant, on the loading dock, at the guard shack, or in the cab
of the pup-truck moving trailers to the dock for loading, iPad/tablet
applications will provide real time information and process feedback
from workers regarding shipping and receiving appointments, trailer
assignments, and guard shack-monitored in-gate/out-gate dates/times.

When it comes down to it, supply chain and transportation optimization
and management systems are only as good as the timeliness and accuracy
of information delivered to the right place at the right time.  Mobile
apps for phones and tablet PC's now available and in development offer
supply chain management the next opportunity to leap forward.

Forecasting In The Supply Chain

Introduction

In the modern supply chain, forecasting is necessary for companies that manufacture items for inventory and that are not made to order. Manufacturers will use material forecasting to ensure that they produce the level of material that satisfies their customers without producing an overcapacity situation where too much inventory is produced and remains on the shelf. Equally, the forecast must not fall short and the manufacturer finds them without inventory to fulfill customer’s orders. The cost of failing to maintain an accurate forecast can be financially catastrophic.

Forecasts are developed for a company’s finished goods, components and service parts. The forecast is used by the production team to develop production or purchase order triggers, quantities and safety stock levels. The forecast is not static and should be reviewed by management on a regular basis. This is to ensure that information on future trends, the internal or external environment is incorporated into the forecast to give a more accurate calculation.

Statistical Forecasting

In supply chain management software, the forecast is a calculation that is fed data from real time transactions and is based on a set of variables that are configured for a number of statistical forecast situations. Planning professionals are required to use the software to provide the best forecast situation possible and often this is left unchecked without any review for long periods. To best use the forecasting techniques in the supply chain software, planners should review their decisions with respect to the internal and external environment. They should adjust the calculation to provide a more accurate forecast based on the current information they have.

Statistical forecasts are best estimates of what will occur in the future based on the demand that has occurred in the past. Historical demand data can be used to produce a forecast using simple linear regression. This gives equal weighting to the demand of the historical periods and projects the demand into the future. However, forecasts today give greater emphasis on the more recent demand data than the older data. This is called smoothing and is produced by giving more weight to the recent data. Exponential smoothing refers to ever-greater weighting given to the more recent historical periods. Therefore a period two months ago has a greater weighting than a period six months ago. The weighting is called the Alpha Factor and the higher the weighting, or Alpha factor the fewer historical periods are used to create the forecast. For example, a high Alpha factor gives high weighting to recent periods and demand from periods for a year or two years ago are weighted so lightly that they have no bearing on the overall forecast. A low Alpha factor means historical data is more relevant to the forecast.

Historical periods generally contain demand data from a fixed month, i.e. June or July. However, this introduces error into the calculation as some months have more days than other months and the number of workdays can vary. Some companies use daily demand to alleviate this error, although if the forecaster understands the error, monthly historical periods can be used along with a tracking indicator to identify when the forecast deviates significantly from the actual demand. The level at which the tracking signal flags the deviation is determined by the forecaster or software and vary between industries, companies and products. A small deviation may require intervention when the product being forecasted is high-value, whereas a low-value item may not require the forecast be scrutinized to such a high level.

Non-Statistical Forecasting

Non-statistical forecasting is found in supply chain management software where demand is forecasted based on quantities determined by the production planners. This occurs when the planner enters in a subjective quantity that they believe the demand will be without any reference to historical demand. The other non-statistical forecasting that occurs is when demand for an item is based on the results of materials requirements planning (MRP) runs. This takes the demand for the finished good and explodes the bill of materials so that a demand is calculated for the component parts. The component demand can then be amended by the planner based on their assessment and knowledge of the current environment. The resulting forecast is based on current demand and will not incorporate any demand from previous periods. Many companies will use a combination of non-statistical and statistical forecasting across their product line.

Statistical forecasting is based on complex calculations and the future demand can be determined based on the demand from historical periods. The forecast gives the planner a guide to future demand, but no forecast is totally accurate and the planners experience and knowledge of the current and future environment is important in determining the future demand for a company’s products.

Source:  About.com Guide

For more detail information, you can follow this link

URL: http://logistics.about.com/od/strategicsupplychain/a/Forecasting.htm

Is Your Company a SLOB

http://blog.demandcaster.com/2009/08/19/is-your-company-a-slob-part-2/

Is Your Company a SLOB – Part 2

BY MARK GAVOOR, ON AUGUST 19TH, 2009

In our posting “Is Your Company a SLOB – Part 1,” we reviewed the subject of excess and obsolete (E&O) inventory, its causes and challenges. In this posting we review what can be done to address theproblem. The good news, there are viable options available to address E&O inventory. Here are a few:

1.       The inventory can be written off and scrapped. This will bring the inventory down the fastest but the loss comes right off of the bottom line for the quarter. This is usually NOT something the Finance folks like to do.

2.       The product can be sold off at bargain basement prices. While this is not as distasteful to the Finance and General Management as the first choice, this option does erode margin and hence profits. Also, selling product at very low prices could cannibalize full margin sales. To avoid this, companies will only offer these kinds of deals to liquidators, dollar stores, or export concerns. These customers are not the mainstream customers and there are many examples where these customers could resell these products to ones primary customers and again… eroding sales, margins, and profits.

3.       The product could be re-worked or sorted. This is good if the product is of high value to absorb the additional labor. But for many fast moving consumer goods, the margins and sales value of the product are such that it is less costly to simply produce new products from raw and pack material stocks.

4.       E&O includes WIP, raw materials, and packing materials. If the WIP and materials are generic or have other uses, they can be consumed or sold off. If they are unique to specific E&O finished goods, there is another problem that must be addressed. Do you scrap the material or build out as many finished goods as possible? This is never an easy debate. Consciously producing more E&O finished goods makes no sense. But neither does scrapping materials which could be converted and sold. Often, only the President or COO can resolve the debate by simply breaking the tie and making a mandate.

5.       Many companies are effective at reducing E&O when a task team consisting of Sales, Finance, and Supply Chain

In the managing of E&O, we see the true need for senior leadership to properly manage inventory. The President or COO must want sound and optimized inventory management, demonstrate clear leadership, and have the proper structure, incentives, and reviews in place to achieve the objectives. While the Supply Chain is often tasked with leading the effort and this may be a necessary condition, it is usually not sufficient. Marketing, Sales, Finance, and Manufacturing (if it is not included in the Supply Chain) must all be involved.

Function	Natural Inclination	What should be done
Marketing	Never look backwards at the Demand Planning errors of the past that result in E&O. Reluctant to sell E&O at less margin and hurt their business.	Need to have some ownership of E&O & the reduction thereof. E&O costs should impact their category P&L. There will then be a focus on how to use the product in promotions, rework the product, and improve New Product Demand Planning. Optimize the number of SKUs Implement a product portfolio management.
Sales	Never look backwards at the Demand Planning errors of the past that result in E&O.	Need to assign sales people, as needed, to liquidate the E&O that is saleable. Improve demand planning Reduce sales variation.
Finance	Want less inventory Reluctant to sell E&O for less margin Even more reluctant to incur losses for scrapping product	Should be a natural partner in managing inventory Needs to arbitrate inventory vs absorption with the CFO & President Implement a product portfolio management
Manufacturing	Want longer production runs with less changeovers Wants higher absorption/utilization	Stop running for hours when the product is not needed Move to lean manufacturing as much as possible.
Supply Chain	Liquidate everything Scrap what cannot be liquidated	Create a showroom of E&O for the sales force Improve Demand Planning

Lastly, while almost everyone calls these classes of inventory as Excess & Obsolete. There is at least one company that uses Slow & Obsolete (SLOB). The acronym SLOB has a very nice ring to it. Who wants to be a SLOB? Who wants to work for a SLOBby organization?

Cadent Resources, Inc. via our DemandCaster Demand Management tool has the capability to identify slow moving and obsolete inventory.

Creating a Logistics Strategy

What Is a Logistics Strategy?

When a company creates a logistics strategy it is defining the service levels at which its logistics organization is at its most cost effective. Because supply chains are constantly changing and evolving, a company may develop a number of logistics strategies for specific product lines, specific countries or specific customers.

Why Implement a Logistics Strategy?

The supply chain constantly changes and that will affect any logistics organization. To adapt to the flexibility of the supply chain, companies should develop and implement a formal logistics strategy. This will allow a company to identify the impact of imminent changes and make organizational or functional changes to ensure service levels are not reduced.

What Is Involved in Developing a Logistic Strategy?

A company can start to develop a logistics strategy by looking at four distinct levels of their logistics organization.

• Strategic: By examining the company’s objectives and strategic supply chain decisions, the logistics strategy should review how the logistics organization contributes to those high-level objectives.
• Structural: The logistics strategy should examine the structural issues of the logistics organization, such as the optimum number of warehouses and distribution centers or what products should be produced at a specific manufacturing plant.
• Functional: Any strategy should review how each separate function in the logistics organization is to achieve functional excellence.
• Implementation: The key to developing a successful logistics strategy is how it is to be implemented across the organization. The plan for implementation will include development or configuration of an information system, introduction of new policies and procedures and the development of a change management plan.

Components to Examine when Developing a Logistics Strategy

When examining the four levels of logistics organization, all components of the operation should be examined to ascertain whether any potential cost benefits can be achieved. There are different component areas for each company but the list should at least include the following:

• Transportation: Does the current transportation strategies help service levels?
• Outsourcing: What outsourcing is used in the logistics function? Would a partnership with a third party logistics company improve service levels?
• Logistics Systems: Do the current logistics systems provide the level of data that is required to successfully implement a logistics strategy or are new systems required?
• Competitors: Review what the competitors offer. Can changes to the company’s customer service improve service levels?
• Information: Is the information that drives the logistics organization real-time and accurate? If the data is inaccurate then the decisions that are made will be in error.
• Strategy Review: Are the objectives of the logistics organization in line with company objectives and strategies.

A successfully implemented logistics strategy is important for companies who are dedicated to keeping service levels at the highest levels possible despite changes that occur in the supply chain.

Pakar Keselamatan Transportasi di General Motors

Annisa Mutia

Keselamatan transportasi merupakan hal yang sangat penting bagi negara-negara berpopulasi besar, terutama negara maju. Lihat saja aturan keselamatan di Amerika Serikat, Cina, dan India, yang begitu ketatnya diatur dalam sebuah undang-undang. Hingga menjadi lumrah bila penelitian keselamatan transportasi di negara-negara tersebut terus berkembang sangat dinamis.

Seharusnya, Indonesia seba-, gai negara berpenduduk terbesar keempat di dunia, juga memberlakukan peraturan keselamatan transportasi yang sama ketatnya. Namun faktanya, Indonesia justru menjadi salah satu negara dengan undang-undang keselamatan transportasi yang sangat minim, bila tak ingin disebut seadanya. Padahal, di negeri ini jenis kendaraan bermacam-macam.

Itulah penilaian sekaligus kerisauan yang disampaikan Sigit Puji Santosa, doktor keselamat-an transportasi lulusan Massachusetts Institute of Technology (MIT), Amerika Serikat. Bukan sekadar pernyataan tanpa bobot, ucapan itu diungkapkan sebagai bagian dari kepedulian sosok pakar keselamatan transportasi yang kini menjabat sebagai Global Manager Engineering kawasan Eropa dan Asia di General Motors Company ini.

"Kita perlu mencontoh Cina, yang sekarang memiliki perundang-undangan transportasi sangat ketat," kata Sigit ketika ditemui Republika di Jakarta, beberapa waktu lalu.

Sigit adalah salah satu ilmuwan Indonesia yang sukses meniti karier di luar negeri. Dia menjadi bagian dari ratusan anggota Ikatan Ilmuwan Indonesia Internasional (1-4) yang mengikuti International Summit

(IS) 2010 di Jakarta, 16-18 Desember 2010.

Karier keilmuan Sigit di Amerika bermula ketika dia mendapat beasiswa S-2 pada 1997 di Department of Mechanical Engineering MIT. Sementara itu, gelar strata satu diraihnya di Institut Teknologi Bandung (ITB). Kemudian, pada 1999, Sigit meneruskan pendidikan doktor dalam bidang keselamatan transportasi juga di MIT dan mendapat gelar Doctor of Mechanical Engineering. Penelitiannya berjudul Crashworthiness of Ultralight Metal Structures.

"Saya telah menghasilkan 14 penelitian dan lebih dari 60-an technical paper yang . semuanya tentang keselamatan transportasi," ungkap Si- git saat menceritakan kembali perjalanan keilmuannya.

Meski telah melakukan banyak penelitian pada bidang keselamatan transportasi, baik di MIT maupun penelitian untuk perusahaan tempatnya bekerja, Sigit mengaku kesulitan dalam rriematenkan penelitiannya. "Masalah pengurusan hak paten sangat kompleks. Terlebih lagi, hasil temuan di bidang keselamatan transportasi. Di AS, penelitian tersebut sudah sangat berkembang dan kompetitif," katanya menjelaskan.

Menurut Sigit, tidak semua temuan bisa dipatenkan meski potensi temuan itu banyak. Kendala utama untuk mematenkan di bidang ini lantaran sulitnya proses pa-ten di Amerika. "Apalagi banyak implikasi perundang-undangan," ujarnya.

Sigit mengatakan, perlu kehati-hatian untuk mematenkan suatu temuan. Pasalnya, dalam proses mematenkan temuan, jika tidak berhati-hati, akan menimbulkan hal yang justru tidak menguntungkan. Apalagi, peraturan hak paten di Amerika sangat dinamis, selalu terus berkembang.

"Jadi, kita menjaga rahasia saja untuk perusahaan tempat kita bekerja, teknologinya kita yang tahu atau bisa dibawa di negara berkembang," tutur dia.

Pada pertemuan IS 2010 yang berlangsung belum lama ini, Sigit ikut dalam klaster Inovasi IPTEK. Para ilmuwan yang tergabung dalam klaster itu menyatakan, kerja sama antara ilmuwan Indonesia di luar negeri dan mitranya di dalam negeri untuk pengembangan keilmuan regional development and environment di Indonesia perlu terus dibangun.

Para ilmuwan Indonesia di luar negeri diharapkan pula dapat mengembangkan sumber dayanya di luar negeri untuk kepentingan pembangunan lingkungan, kota, dan wilayah di Indonesia. "Karena penelitian di Indonesia banyak kendalanya, mulai dari teknologi sampai masalah biaya, jadi perlu kerja sama juga dengan pihak swasta untuk membuat inovasi di bidang teknologi," cetus Sigit.

Meski kini lebih banyak menghabiskan waktu di Amerika, Sigit tetap memperhatikan dunia penelitian di Tanah Air. Tanpa ragu, dia bahkan mengkritik iklim penelitian di perguruan tinggi Indonesia yang dinilai belum kondusif karena para dosen lebih banyak disibukkan pada aktivitas pengajaran.

"Penelitian di perguruan tinggi harus ditingkatkan. Sayangnya, selama ini dosen hanya teaching (mengajar), seharusnya mereka juga lebih giat meneliti," ujarnya.

Selain itu, Sigit mengatakan, perguruan tinggi juga perlu membuat suatu konsorsium atau kerja sama dengan kalangan perusahaan swasta atau BUMN agar penelitian dapat berlanjut dan diterapkan ke industri. "Konsorsium harus mulai dikembangkan."

Saat disinggung mengenai banyak anak cerdas dan berbakat Indonesia yang belajardi luar negeri, Sigit menganggap itu bukan masalah. Seperti di India, kata dia, juga banyak pelajarnya yang keluar negeri dan setelah itu kembali ke India membawa modal dan ilmu.

"Maka harus ada kebijakan yang terintegrasi, perlu ada wadah untuk ilmuan dan kalangan industri. Itu pen-" ting karena kalau mau investasi di sini mesti ada technological research," paparnya.

Sigit berjanji akan tetap berkontribusi untuk Indonesia sesuai keahliannya. Namun, sekarang dinilainya bukan waktu yang tepat untuk kembali ke Tanah Air,

Dia ingin menimba ilmu dan keahlian mengenai keselamatan transportasi lebih dalam lagi di negeri Paman Sam. "Perlu pengalaman kerja dan keahlian yang lebih banyak lagi agar ilmunya bisa dibawa pulang," ujarnya. ed budi raharjo


Sumber: http://bataviase.co.id/node/508270

The Strategic Benefits of Logistics Alliances

In early 1990, American President Companies started double-stack container rail service from Woodhaven, Michigan to Ford Motor Company's auto assembly plant in Hermosillo, Mexico. APC coordinates all the information, transportation, and inventory handling necessary to pick up parts and components from vendors and sequence-load them into containers for delivery on a just-in-time basis to Hermosillo.

The movement includes coordination over four railroads and with Mexican customs officials for delay-free clearance. At the plant, Ford has built a state-of-the-art stack train terminal to smooth the flow of sequenced parts into assembly operations. APC provides cranes and management to break down the containers. The partners collaborate to return containers to the United States carrying components produced in the Maquiladora region and specialized part racks.

A warehouse service venture of Lever Brothers and Distribution Centers, Inc. is bearing fruit. DCI has built, staffed, and operates a high-tech dedicated distribution warehouse for the toiletries maker in Columbus, Ohio. The companies share the benefits and risks: if warehouse utilization falls below a certain point, Lever helps cover the overhead; in return, DCI shares the productivity benefits when utilization approaches full-capacity economies of scale. A similar arrangement exists between Lever Brothers and Dry Storage Corporation in Atlanta.

Schneider National furnished initial computerized scheduling and electronic data interchange for 90 Minnesota Mining & Manufacturing Company shipping locations that were revamping their transportation operations in the late 1980s. The service included coordination of freight transit and associated documentation for all motor carriers 3M was using. 3M got the benefits of the latest information technology, and Schneider gained and still enjoys the position of nationwide core carrier for 3M.

These examples illustrate logistics alliances that are becoming commonplace business arrangements. Virtually unheard of a decade ago, such agreements are now spreading as a way of lowering distribution and storage operating costs. For many manufacturers and vendors, these ventures offer opportunities to dramatically improve the quality of customer service.

The principals in a typical agreement are a provider of customized logistics services and a producer of goods that jointly engineer and launch a system to speed goods to customers. But there are other forms too, like arrangements between two service providers and between two product marketers.

Outsourcing of transportation or warehousing requirements to a specialist is, of course, an everyday matter. What is unusual about the relationships described here is the innovative manner in which the parties commingle their operations to obtain mutual benefits. A prime example is Drug Transport, Inc., which has carved out a niche in less-than-truckload distribution in the pharmaceutical and office supply fields.

To permit wholesalers to offer daily delivery to retail customers at specified times, the Atlanta-based carrier has established an array of services and pricing. The rates are based on guaranteed delivery, at a fixed charge, to the retailer of whatever product quantity is required. The charge is based on average shipment weight at a rate negotiated in advance of each 30-day planning period.

Source: 

http://supply-chain-management.bestmanagementarticles.com/a-36210-the-strategic-benefits-of-logistics-alliances.aspx

Rightsizing Inventory

Author : Joseph L. Aiello

Publisher:Auerbach Publications
2007 - 474 Pages

Understanding inventory-its costs, its place in the supply chain, and what is considered its optimal level-is important to an organization's profitability. Demonstrating how each link in the supply chain plays an integral role in the success of the whole, Rightsizing Inventory examines inventory throughout the entire internal and external supply chain.The book covers every aspect of inventory. Each chapter defines roles and responsibilities, identifies methods to improve collaboration, and presents the tools, techniques, and methodologies for each link. The book includes 150 TIPS on "How to Rightsize Inventory," and examines the areas of finance, accounting, sales, marketing, planning, purchasing, manufacturing, warehousing, transportation, distribution, facilities management, human resources, information technology, product engineering, process engineering, field service, quality, and the external customer.Providing a complete overview on inventory and its place in the supply chain, Rightsizing Inventory is an important resource for those involved in making it run smoothly and profitably

Public Warehousing In The Supply Chain

Public Warehousing In The Supply Chain

Introduction

A company’s supply chain will incorporate some warehousing function. This can be company-owned, owned by a third party logistics (3PL) company or could be a public warehouse. At certain times, extra warehouse space is required due to any number of factors including; seasonal inventory, warehouse re-organization or warehouse damage. Whatever the reason the use of public warehousing is a useful tool for the supply chain manager as they try to find the greatest efficiencies in the supply chain.

The public warehouse is not only a facility where a company can store their products, but the public warehouse offers inventory management, physical inventory counts and shipping functionality. The public warehouse charges their clients for a certain rate for the goods stored, the volume of the warehouse used and the services the client wishes to use. The company using the public warehouse does not have to employ warehouse staff, does not require any inventory software or warehouse equipment. The owner of the public warehouse is responsible for the costs and passes this on to their clients based on the rate they are charged.

Although most companies see public warehousing as a short-term solution it can often turn into a long-term relationship as companies been accustomed to convenience of the public warehouse services. Companies that own and operate public warehouses, invest significantly in modern facilities to remain competitive. They offer clients increasing levels of flexibility in order to retain and attract additional clients. Public warehouses offer companies a range of labor solutions including picking, packing, inventory control software and dedicated workforce. Public warehouses will also allow clients to bring in their own ERP or warehouse software so that the public warehouse becomes a satellite location with real-time data.

Criteria for Choosing A Public Warehouse

Because of the increasing competition between the public warehouse operators, potential clients should review the capabilities of each potential warehouse to identify which would be the best fit. Each client will have a number of factors that need to be considered when selecting a public warehouse. Companies have a variety of reasons why they require an outside warehouse, as well as their short-term and long-term needs and the price they are willing to pay for the service. However, the majority of the following criteria is likely to be used by all companies comparing public warehouse sites.

• Geography
• Technology
• Expansion
• Company Network
• Flexibility

Geography

The location of the public warehouse can be important to some clients, and less to others. If a large volume of items is to be moved between the company warehouses and the public warehouse, a location closer to the company site may be more advantageous. However, some clients may require a public warehouse to be closer to their customers if items are to be moved there from a number of company sites.

Technology

Although most public warehouses offer modern facilities and technology, the level of technology may vary, for example, one public warehouse may offer a warehouse management system that is not compatible with common ERP systems. This can be less attractive than a warehouse that allows clients a range of warehouse solutions or for clients to use their own systems.

Expansion

Depending on a company’s needs, the amount of space required at a public warehouse is likely to change during the period that the space is required. Although space requirements are often unknown at the beginning of a contract with a public warehouse, the agreement should include an expansion clause. This will guarantee that the public warehouse operator will accommodate any future space requirements a company may need.

Company Network

When a company negotiates for space in a public warehouse, future requirements for other warehousing needs would probably not be known. However, a public warehouse that is part of a warehouse network may be able to offer national or global supply chain management services that smaller public warehouse operators cannot.

Flexibility

The flexibility of the public warehouse operator is an important consideration. Clients can need warehouse functionality at short notice and warehouse operators that can guarantee rapid access to the facility, with trained staff and suitable technology are at an advantage.

Source: 

http://logistics.about.com/od/tacticalsupplychain/a/public_warehousing.htm