Kemudahan Melacak container

Software posisi container yang dimaksud adalah suatu aplikasi antar muka yang dibuat untuk Pengguna Jasa dalam hal ini adalah: bisa MLO (Maritime Line Operator) - Pemilik Container, bisa EMKL (Ekspedisi Muatan Kapal Laut), bisa Freight Forwarder, atau Pemilik Barang Yang Dikuasakan.

Kegunaan posisi container itu sendiri berbeda-beda bagi MLO, EMKL, Freight Forwarder dan Pemilik Barang Yang Dikuasakan sehubungan dengan prespektif bisnis dari masing-masing perusahaan tersebut.

Permasalahan yang sering terjadi adalah dalam satu kapal ada ratusan container yang dibongkar. Dan setelah dibongkar, itupun diletakkan di Container Yard yang begitu luas sehingga menjadi kesulitan untuk mencari posisi Container tersebut di lapangan.

Di sisi Operator Pelabuhan, untuk mencari satu container di-tengah ribuan container itu memakan waktu 1 jam, dan menguras bahan bakar solar Alat Pengangkat Container di lapangan yang kurang lebih dalam cost operasional suatu Container Yard itu memakan 50 liter solar per jam rata2nya untuk keseluruhan operasi manajemen Container Yard.

Di sisi Pengguna Jasa, pencarian itu mengganggu ketetapan waktu pengiriman barang sampai di Gudang Consignee, belum lagi berhadapan dengan Petugas Lapangan yang ogah2an kalau disuruh cari tanpa "pelicin - money talk".

Nah, saya sudah ada Aplikasi Antar Muka tersebut, jika Pengguna Jasa ingin mengetahui posisi Container-nya di Lapangan Container.
Sayapun bisa menambahkan suatu info apakah container tersebut masih berada di atas kapal, belum ada di lapangan dalam suatu peristiwa bongkar atau sudah berada di atas - masih berada di lapangan - sudah berada di pelabuhan tujuan dan sebagainya sehingga memudahkan bagi PPJK (Perusahaan Perantara Jasa Kepabeanan untuk mengurus dokumen PIB (Pemberitahuan Impor Barang) atau PEB (Pemberitahuan Ekspor Barang) yang dikarenakan ketika Bea Cukai ingin memeriksa isi dari container tersebut dapat berlangsung dengan cepat.

Masih banyak tools Pengguna Jasa bagi MLO, EMKL, Shipping Agent, Freight Forwarder, Trucking Company yang dapat saya buatkan jika memang benar-benar berminat.
Semua ini bertujuan agar Dunia Logistik di Indonesia dapat menghemat uang dan waktu sehingga dapat mencapai margin/ laba perusahaan yang significant.

Kalau masalah biaya software itu belakangan, yang penting - coba dulu dan ketika dirasakan efisien maka saya cuman minta sedikit porsi dari efisiensi tersebut lalu saya sisihkan bisa untuk kas suatu asosiasi misalnya dan keuntungan sedikit buat saya.

Tujuan kas untuk suatu asosiasi adalah tidak lebih tetap memperjuangkan perusahaan - middle company dalam suatu mata rantai logistik.

Wassalam
Rudy Alfred Sangian

Sumber : milis Logistic

PSI (Production Sales and Inventory) Plan

PSI Planning

Over time, the bulk of the operating synchronization activity is PSI planning (production, sales, and inventory) which is the information-based scheduling of product flows throughout the system.  

PSI planning, which is a marketing functional responsibility in many companies , begins with a forecast of future demand (unconstrained by operational factors such as capacity limits) that is meshed against current and targeted inventory levels (depleting excesses, accumulating for peak periods) to determine a desired level of new production.  

The manufacturing functional organization then applies the constraints  to set a feasible production schedule.  The planned new production is matched with the inventory plan to determine the expected level of anticipated sales (demand adjusted for constraints) that can be reflected in sales quotas and sales compensation schemes.

     

Keeping in mind that distribution is granular and temporal (i.e. the right product at the right place at the right time), the PSI must be planned for each step or stage in the supply chain .  So, as supply chains get longer (i.e. more layers added) and more complex (i.e. more types of intermediaries), the PSI planning process becomes more challenging.

The key to effective PSI planning is accurate, timely information flows.

Supply chains move both goods and information, and, generally, it is both cheaper and faster to move digital information than physical goods.  

Accordingly, many supply chains have shifted from a traditional push system (the manufacturer projects demand and pushes inventory to intermediaries who are responsible for storing the inventory until it is sold through) to an efficiency-based pull or demand flow system (real-time information triggers orders for inventory that flows through the system).

Companies that plan effectively based on real-time information are able to eliminate inefficient physical moves (e.g. accumulation of excess or obsolete inventory, premium transportation for small shipments) and dramatically increase the efficiency of their supply chains.

Some companies have taken PSI planning to very high levels of cooperative sophistication.

For example, P&G was the pioneer in a process called efficient customer response.  The essence of ECR is to link the supplier (P&G in this case) with distribution channel partners (such as Wal-mart and Kroger) so that real-time PSI information flows in up and down the supply chain (from supplier to retailer and back) as a basis for scheduling operationally efficient movements of goods.  ECR is the current pinnacle of supply chain synchronization.

Sumber : http://faculty.msb.edu/

Mulai dari mana belajar ERP?

Belajar ERP (Enterprise Resource Planning) adalah memang memerlukan
effort yang sangat besar dikarenakan luas cakupannya dan banyaknya bidang yang
harus dipelajari serta multi disiplin, dimana bidang yang perlu dipelajari mulai
dari belajar business processnya, membangun aplikasi ERP, membangun
infrastruktur ERP, Implementasi ERP, sampai maintenance system ERP, dll.

Belajar business process sendiri cukup luas, mulai dari business process
production/operations management, business process HR management, business
process accounting and financial management, dll.

Belum lagi setiap ERP System harus dibangun dari tiga komponen
utamanya, 1. Operating System (OS), 2. Aplikasi system
(programming), 3. Database system. Dimana di masing-masing komponen
utama itu terdapat pilihan yang cukup beragam dari yang non
opensource sampai dengan yang opensource.

Memang akhirnya yang mempelajari ERP System akan menjadi spesialis
dan terbagi keahlian2nya di bidang2 tertentu dalam membangun sebuah
ERP System.

Untuk memulai mempelajari ERP system menurut saya mulailah dengan
belajar business prosess general dalam suatu Enterprise. Memahami Business
process sangat membantu sekali dalam mempelajari bidang-bidang lain dalam
membangun dan mengoperasikan ERP System.

Di atas adalah pendapat saya, mungkin rekan2 punya pendapat lain?

MSY
Pusat Studi ERP Indonesia
http://www.ERPweaver.com

Memahami Safety Stock dan Menguasai Rumusnya

Menentukan tingkat inventory yang tepat merupakan pekerjaan yang paling penting dan menantang bagi operation manager. Jika terlalu banyak inventory, uang anda akan mati dalam modal kerja. Jika inventory terlalu sedikit, anda akan mengalami stock out dan customer akan kecewa. Untunglah ada rumus untuk menentukan safety stock

Stock out disebabkan beberapa faktor antara lain: demand yang fluktuasi, forecast yang tidak akurat, lead time yang bervariasi (lead time supplier maupun lead time manufacturing). Banyak juga operation manager yang menetapkan safety stock berdasarkan estimasi atau juga jumlah stock level. Contoh ada yang menetapkan 2 hari stock atau 20% dari total stock.

Safety stock ditetapkan bukanlah untuk menghilangkan seluruh stock out, tapi hanya yang mayoritas saja. Contoh bila kita tetapkan service level 95% artinya 95% order dapat dipenuhi sedangkan 5% tidak dapat dipenuhi (stock out). Jumlah safety stock akan berbanding lurus dengan service level. Dengan menggunakan rumus kita dapat menentukan safety stock yang tetap sesuai dengan customer service level.

Untuk mendapatkan angka safety stock perlu kita lihat data historis aktual demand. Data tsb kemudian kita cari standard deviasinya kemudian dikalikan dengan safety faktor untuk mendapatkan safety stock.
Rumus nya adalah: Safety stock = safety factor x standard deviasi

Safety stock = Z x √ (PC/T) x σD
dengan:
- Z = safety factor (lihat tabel)
- PC = performance cycle = siklus forecast atau siklus order
- σd = standard deviasi dari demand
- T = siklus periode demand

Untuk mencari safety stock anda tinggal pilih dari tabel diatas berapa service level yang diinginkan lalu berapa Z score nya (safety factor). Lalu kalikan dengan standard deviasi.
Ada cara yang lebih mudah dengan menggunakan aplikasi excel yang dapat dilihat dibawah ini.

Contoh

Minggu Actual Pemakaian
1 4,900 Std deviasi = 231

2 4,600
3 5,100 Service level = 90%
4 5,200
5 5,300 Safety stock = 296

6 4,800
7 5,200
8 4,800
9 4,900
10 5,200 Demand rata-rata = 5,000

Data diatas memperlihatkan aktual pemakaian tiap minggu
- Cari standard deviasi nya dengan rumus excel yaitu: std devaisi = STDEV(sorot kolom actual pemakaian) didapat 231
- Tentukan service level nya dalam persen, misalkan 90%
- Hitung safety stock dengan rumus excel: = NORMINV(sorot kolom std deviasi;0;sorot kolom service level) diperoleh angka 296
- Jadi service level 90% kita butuh safety stock sebesar 296 dengan rata2 demand sebesar 5000
- Anda dapat mencoba untuk berbagai service level, akan diperoleh nilai safety stock yang berbeda
- Kasus diatas bila periode forecast sama dengan periode demand
- Bila forecast nya tiap 4 minggu sedangkan demand nya tiap minggu maka rumus nya harus diubah menjadi √(4/1) x safety stock. Jadi untuk kasus diatas menjadi √4 x 296 = 592.

Cara menentukan service level
Bedakan service level untuk masing-masing produk sesuai dengan kriteria, tingkat kepentingan di mata customer, profit margin atau jumlah sales nya

Bagaimana bila terjadi variasi dalam Lead Time?
Rumusnya harus di modifikasi menjadi

Safety stock = Z x σLTLT x D rata2
Dimana:
- Z = safety factor (lihat tabel)
- σLTLT = std deviasi lead time
- D rata2 = demand/kebutuhan rata2

atau dapat di tulis lengkap menjadi

Safety stock = service level x √(PC/T x σD 2 ) + ( σLTLT x D rata2 )2
Bagian sebelah kiri adalah safety stock karena variasi demand, sedangkan sebelah kanan adalah safety stock karena variasi lead time.

Contoh
Sebuah gudang distribusi memasok plastic film roll untuk kebutuhan packaging industri makanan. Kebutuhan rata2 per minggu 50 roll, std deviasi kebutuhan per minggu sebesar 10 roll. Std deviasi lead time 0. Lead time proses produksi stabil sebesar 7 hari dan lead time pengiriman dari pabrik ke gudang selama 1 hari, total 8 hari. Deviasi kebutuhan dihitung tiap periode 1 minggu.

Dengan menggunakan rumus:

Safety stock = Z x √ (PC/T) x σD
Bila service level yang diinginkan sebesar 95% dimana management mengharapkan dari 100 kali order yang diterima, hanya boleh 5x terjadi stock out.
Dari table servicel level diperoleh safety factor sebesar 1.65 untuk 95% servce level.
Dari data diatas PC = 8 hari yaitu 7 hari manufacturing lead time dan 1 hari lead time pengiriman dari pabrik ke gudang.
T = 7 hari karena siklus demand per minggu (7 hari)
Sehingga kalau dimasukkan dalam rumus menjadi:

Safety stock = 1.65 x √ (8/7) x 10 roll = 18 roll
Inilah jumlah safety stock yang harus disimpan di gudang untuk antisipasi demand yang deviasi nya sebesar 10 roll per minggu dengan total lead time 8 hari.

Bagaimana kalau lead time nya bervariasi katakan 1 hari deviasi lead time ( = 0.07 minggu).
Masukkan ke rumus:

Safety stock = service level x √(PC/T x σD 2 ) + ( σLTLT x D rata-rata)2

= 1.65 x √(8/7 x 102 ) + ( 0.07 x 502 ) = 1.65 x √114.3 + 12.2 = 19 roll

Jadi kalau lead time nya memiliki deviasi 1 hari ( 0.07 minggu) maka safety stock akan bertambah menjadi 19 roll.

Hasil ini menunjukkan bahwa vaiasi demand merupakan faktor dominan dalam menentukan safety sotck. Pengaruhnya hampir 10 kali lipat dari variasi yang terjadi di lead time.

Karena itu cara mengurangi safety stock adalah dengan :
1. mengurangi deviasi demand (mengurangi variasi)
2. mempertimbangkan besarnya service level, kalau customer tidak memerlukan service level yang tinggi, turunkanlah service level nya.

Setelah safety stock ditetapkan, harus di monitor secara teratur bagaimana pemakaian safety stock tersebut. Bila yang terpakai hanya setengahnya, evaluasi kembali nilai service level.

Alternatif mengurangi safety stock:
1. bila item yang ditangani cukup ringan, kurangi safety stock, bila demand mencapai puncak kirim barang tsb dengan pesawat (air freight)
2. perbaiki forecast, forecast yang tidak akuran akan menyebabkan terjadi deviasi demand yang besar
3. untuk lingkungan industri yang make to stock perlu dipertimbangkan menjadi make to order bagi item2 yang variasi demand nya tidak menentu. Selama customer mau menunggu tidak ada salahnya mencoba menjadi make to order
4. dengan melakukan postponement (penundaan) packaging. Cara ini adalah mengirim dalam jumlah bulky ke gudang distribusi. Setelah menerima order dari customer, gudang distribusi akan melakukan packaging sesuai permintaan customer. Contoh: biskuit oreo ada yang isi 2, 4, 6, 12. Dikirim bulky ke gudang distribusi lalu kalau ada yang pesan isi 12 baru dibuatkan packagingnya. Jadi mengurangi kesalahan forecasat dengan menimbun lebih banyak safety stock.

Disadur dari Crack the Code, Understanding Safety Stock & Mastering Its Equation by Peter L. King, CSCP, APICS Magazine, May 2011.

Sumber : http://www.supplychainindonesia.com

Work Cells: The Heart of Lean

The “work cell” can be a pretty mysterious beast to anyone working outside of the Lean Six Sigma arena.

But the simple fact is that most people already know how to design a work cell, whether they know it or not. It really is a matter of taking some rather common sense principles, and using them in every day life.

Think of your kitchen at home. Often, it is designed as a very efficient, or “Lean” work cell. Usually designed in a U-shape, with a sink and refrigerator on one side, a stove and range on the other, food flows around the U-shape ultimately to the kitchen table where it is consumed. One meal is prepared at a time – and food flows in one end of the “U” as groceries, and out the other as a prepared meal.

This two-minute video explains the Lean Work Cell very nicely!

Taking the level of complexity up a notch or two, supply chain practitioners normally think of work cells in the context of manufacturing, but the approach can be used in a variety of commercial applications, which can include but is certainly not limited to office work, distribution centres,  print shops, and – as we have seen in the video – food services.

Cellular manufacturing systems emerged through the 1990′s  in response to the intensification of worldwide competition, when just-in-time (JIT) methods became enabled on the factory shop floor through computer integrated manufacturing (CIM).  The concept of the work cell was born, which in turn allowed forward-thinking factories to improve the efficiency of the flow of production.

According to the classic textbook Manufacturing Planning and Control Systems (4th ed.) by Thomas Vollman, William Berry, and D. Clay Whybark, “cellular manufacturing systems are designed to process part families in dedicated production areas, referred to as manufacturing cells. Benefits associated with the use of manufacturing cells include reduced order flow time, less work-in-process inventory, smaller setup times, lower material handling costs, improved quality and productivity, improved job satisfaction and status, and simplified planning and control procedures.

All of this, of course, is completely consistent with 21st Century concepts of Lean, and work cells have become Best Manufacturing Practice.

In the April 2012 edition of Plant Magazine, Richard Kunst, President and CEO of Kunst Solutions Corp., brings us up to date by  presenting a wonderfully concise summary of how to design and engineer a workcell that embraces Lean principles:

Workcells are at the heart of lean. They increase productivity and quality, while simplifying material flow, management and accounting systems. How well they work depends on subtle interactions of people and equipment. Each element must fit with the others in a smoothly functioning, self-regulating and self-improving operation.

A cell’s design is an engineering concern that proceeds through a logical sequence of steps where compromises between conflicting requirements or technical limitations are made. Doing it well requires a comprehensive knowledge of the elements of a workcell, their functions and interactions. The following elements are key to successful workcell design:

1. Select the products. Find compatible families of products that a group of machines can process without creating other difficulties. Many problems arise from attempting to combine too much variety. Important tools are enterprise value stream mapping and group technology. Which products belong together in a workcell? What is the design production rate for the cell? Is reserve capacity needed?

2. Engineer the process. Understand every process event and the times required for setup, personnel activities and machine cycles. Calculate the number of people, machines or workstations needed and in what sequence? What equipment should be employed and how much of it? How many people are needed? What lot size is appropriate?

3. Define the infrastructure. Its elements support the process but do not touch the product. They include containers, scheduling, balance methods and motivation. Consider the following:

• Methods for material handling.
• How the workload will be balanced.
• Production scheduling.
• How much work in process is necessary.
• How to motivate people.
• How to assure quality.

4. Laying out the cell. Task procedure diagrams can be simplified. Start with the process chart and move directly to a layout.

• What is the best physical arrangement?
• How do we handle external constraints?
• How do we integrate with the overall layout?

Design flow and work breakdown structure by calculating takt time, the maximum time allowed to produce a product to meet demand. In a lean manufacturing environment, the pace time is set equal to the takt time.

Takt time is defined as T= Ta/Td, where:

Ta = Net available time to work [minutes of work/day]
Td = Total demand [units produced/day]
T = Takt time [minutes of work/unit produced]

The net available time for work to be done excludes break times and any expected stoppage time, such as scheduled maintenance or team briefings.

If you have a total of eight hours in a shift less 30 minutes lunch, 30 minutes for breaks, 10 minutes for a team briefing and 10 minutes for basic operator maintenance checks, then net available time is 400 minutes.

If customer demand is 400 units a day and you run one shift, your line would be required to spend a maximum of one minute to make a part to keep up. Realistically, people never maintain 100% efficiency and there may also be stoppages for other reasons, so allowances are needed to set up your line and run at a proportionally faster rate.

Takt time has direct implications concerning the allowable time for completing individual steps in a production process, especially those that modify the product and observe/control the process. Similarly steps that require a part be placed in an accurately fixtured position must be completed in less than the total takt time so additional time is allowed for loading and unloading or positioning. A quicker measurement or test step places less constraint on product motion between steps. For example, a measurement process that captures all the information about a part in one go will permit shorter total takt time and a higher pace of production flow

Using takt time reorganizes work packages. If worker one performs actions A1 through A5 and worker two performs actions A6 through A8 then a reduction in takt time would mean three work packages to fit the new shorter/faster pace. They might be package 1 (A1 to A4), package 2 (A5 to A6) and package 3 (A7 to A8). Now three people are doing the work that was achieved by two.

Subdividing work-packages rather than working in parallel on unchanged packages of actions is new to many people. This way of working requires:

• a flexible workforce willing to accept changes in routines;
• a multi-skilled workforce, since people may be asked to pick up actions performed by others;
• flexible work cells – what two people do today may need three people tomorrow;
• more hand-offs, so no significant overhead;
• simple workflow, so what the process delivers is clear to all;
• speeding up production steps because the new context of each action encourages innovation.

How do you get lean buy-in from cell team members? Follow these steps:

1. Treat each of them like a customer.
2. Create a set of experiences that walks them from current to desired belief.
3. Overcome the valid “no.” Most people don’t say “no” to be difficult. Maybe it’s risk; so mitigate it. If it’s time; find the time.
4. Call in reinforcements. Would someone else influence team members more? Engage that person’s help.
Don’t rely on hope. Own it. And do the hard work. After all, an idea unrealized is worth very little at all.

Richard Kunst is president and CEO of Kunst Solutions Corp., which publishes the “Lean Thoughts” e-newsletter.

Comments? E-mail jterrett@plant.ca.

This article appears in the April 2012 edition of PLANT.

Sumber : 

http://www.canadianmanufacturing.com

http://supplychainalmanac.com/

What is Supply Chain Management? Supply Chains and Information Technology

What does supply chain management have to do with information technology?

In a word, “everything.”

One of the reasons I chose to build a career in SCM was that the supply chain, or logistics practitioner occupies a unique position within most firms: we touch and interact with virtually every other discipline within the company. We walk the path daily with our partners in finance, sales, marketing, quality control, retail operations, and the executive team. Our perspective on the business is necessarily holistic.

One of the most productive relationships that we can forge is with those who work and manage information technology.

IT is the Great Enabler. It allows our business to be nimble and agile. Technology facilitates (or impedes) the rapid and unambiguous exchange of data between functional areas. It speeds transaction processing. It enhances visibility into operations that in the past were considered by many to be The Black Box. Properly designed, and well maintained, information systems can be a blessing; poorly managed and shoddy construction can turn the system into a nightmare, capable of bringing the strongest of corporations to its knees.

In the final installment of its excellent 12-part series called “What is Supply Chain Management,” the W.P. Carey School of Business presents its perspective on the bond between Supply Chains and Information Technology.

I was particularly drawn to the mention of four key areas that can be addressed by a strong SCM / IT partnership:

• Sustainability
• Consumer Safety
• Supply Chain Security
• Legal and Ethical Behaviours

It is through these four issues that I believe SCM to hold great promise as a key player in enhancing quality of life around the globe.

ASU to Offer Bachelor of Science Degree (Logistics)

The video link is shown below. Before we go there, in a related news story, ASU’s W.P. Carey School has recently announced that it will soon offer a Bachelor of Science degree with a focus on logistics at Arizona State University’s West Campus.

With this announcement, ASU solidifies its position as one of the world leaders as a provider of SCM and Logistics education.

I salute the visionaries at ASU for the following announcement made Feb. 1, 2013:

The West Valley outside Phoenix has emerged as an important center for warehousing and distribution in recent years. Some of the largest companies in the United States — Amazon, Wal-Mart, Target, Home Depot, Macy’s — have opened facilities in the area, capitalizing on Arizona’s business-friendly environment and an advantageous location on the U.S. transportation network.

This year, the W. P. Carey School’s Department of Supply Chain Management will join in the growth of this vibrant commercial cluster by offering a Bachelor of Science degree with an emphasis in logistics at Arizona State University’s West Campus. Students in the program will provide a valuable talent pool for area businesses, which have been scrambling to find skilled employees.

“The West Valley is home to many big warehouses and some very large trucking companies,” said Arnold Maltz, an associate professor of supply chain management at the W. P. Carey School. “In addition, we have a growing number of manufacturers there who are big users of logistics. It makes sense for us to have a program in logistics located on the West Campus.”

This initiative will include a new advanced logistics course for undergraduates in supply chain management. A capstone supply chain management course for students at the West Campus also is being redesigned to be oriented more toward logistics. And to support the department’s new logistics emphasis, plans are under way to recruit two new faculty members who are experts in logistics.(Read more…)

I recently wrote that one of the very encouraging aspects of being a supply chain professional is being secure in the knowledge that our role has a bright future. It is a vindication of the efforts of so many of us who are more “mature” in the field that we are leaving a strong legacy for young practitioners and students. SCM is experiencing a renaissance in world commercial and social affairs.

In a January 2013 publication about PwC’s 16th Annual Global CEO Survey, Patrick Burnson, Executive Editor of Logistics Management Magazine reported that “…supply chain management is working its way up the command ladder in corporate America.“C-level executives everywhere are viewing this discipline as a strategic asset,” he said. “It’s completely in keeping with a trend to focus resources on continuing improvement.”

Praise indeed. Executives are beginning to understand the real value of SCM. I was confident that it could be so!

Our task has only just begun. We have so very much more to offer.

Please enjoy the video.

Part 12 of 12 Modern day supply chains are tasked with responding at lightning speed. Like our central nervous system helps us make good decisions, perform physical feats, and communicate effectively and efficiently with those around us, information technology is required to help our supply chains efficiently perform at peak levels. This module illustrates how our uses of technology mirror those of the supply chains use of modern information technology systems.

This is the 12th installment in Arizona State University’s twelve-part introduction to supply chain management video series developed by Eddie Davila, Jeff Hough, Randy Cates, Dawn Feldman, Dan Ichikawa, Ian Schmoel, and Matt Hardy. ASU, the W. P. Carey School of Business, and the Supply Chain Management Department are proud and happy to share this video series with supply chain management departments, supply chain instructors, career specialists in high schools and universities, as well as industry leaders in an effort to inspire a new generation of supply chain management professionals across the country and around the world.

For more information, visit W. P. Carey’s SCM Web site athttp://wpcarey.asu.edu/scm or send an e-mail to wpcarey.scm@asu.edu.

Sumber : http://supplychainalmanac.com 

Kisah Jembatan Batu dan Batu Api

Alkisah, di tahun 1920-an seorang pemuda yang tidak lulus SMA bernama Ishibashi dari pulau Kyushu di Jepang berbisnis tabi, sejenis alas kaki khas Jepang. Bisnisnya itu adalah bisnis keluarga warisan dari ayahnya yang dia lanjutkan. 

Dia melakukan banyak sekali inovasi dalam semua lini bisnisnya, seperti standardisasi harga jual, perbaikan proses pembuatannya, dan masih banyak lagi. Sehingga tidak heran, bisnisnya menjadi besar. Bahkan kemudian ia melakukan diversifikasi ke bisnis sepatu.

Di situ dia jadi kaya dan membeli mobil. Konon itu adalah mobil pertama di pulau Kyushu saat itu.

Dari situ dia penasaran, “Kok harga komponen A dari mobil sangat mahal ya?” Tidak heran. Ini karena komponen A diproduksi di Amerika, dan Jepang hanya mengimpornya. Belum ada industri komponen A di Jepang saat itu.

Tercetuslah ide, bagaimana kalau komponen A dibuat secara domestik dengan teknologi lokal? Jelas kemungkinan besar akan bisa menekan harga. Lagipula peluang industri mobil ke depan sangat cerah, pikir Ishibashi.

Akhirnya dia beralih ke bisnis pembuatan komponen A, dengan nama perusahaan XYZ. Dikisahkan saat itu ia membayar seorang engineer Jerman untuk membangun dan mendesain proses produksi komponen A-nya.

Di tempat lain di Amerika, ada sebuah perusahaan bernama Firestone, yang juga memproduksi komponen A. Mereka adalah salah satu pemain terbesar komponen A di dunia, salah satu penguasa pangsa pasar saat itu. Mereka sudah jauh lebih awal memulai bisnis komponen A ini sebelum XYZ.

Mereka menyadari kalau ada perusahaan anak bawang bau kencur dari Jepang yang ingin bersaing dengan mereka di bisnis komponen A tersebut. Yang membuat mereka tidak terima, nama XYZ menurut mereka sangat mirip dengan Firestone. Ini adalah ancaman bisnis! Pelanggaran hak cipta! Akhirnya, demi menjaga pangsa pasar mereka, Firestone menuntut secara hukum perusahaan milik Ishibashi tersebut.

Tapi ternyata Ishibashi dinyatakan menang oleh pengadilan, sehingga dia berhak tetap menggunakan nama XYZ. Itu adalah di tahun 1930-an.

Siapa sangka, 50 tahun kemudian, Ishibashi mengakuisisi Firestone menjadi bagian dari perusahaannya.

Kini, perusahaan XYZ adalah penguasa pangsa pasar terbesar komponen A di dunia. Hampir tidak ada pemilik kendaraan yang tidak kenal nama XYZ. Produknya dipakai mulai dari sepeda motor, mobil, truk besar, hingga pesawat terbang.

Di awal 2012 ini, XYZ yang juga masuk dalam Fortune 500, menjadi salah satu perusahaan Jepang yang mencatat keuntungan yang kuat di tahun fiskal 2011 di saat pemain-pemain besar lain semisal Sony, Panasonic, Toyota rontok dengan kerugiannya akibat krisis ekonomi dan yen yang kuat.

Komponen A adalah ban. Lalu jelas, XYZ adalah Bridgestone, sebuah nama yang diambil dari terjemahan nama pendirinya, Ishibashi: ishi - batu; h(b)ashi - jembatan.

Tokyo, 2 Maret 2012
Radon Dhelika