Analisis Daya Saing Angribisnis - Value Chain Analyisis .pptx

PPT-Competency & Profesional Certification

1. VALUE CHAIN ANALYSIS :

2. THE VALUE CHAIN A TOOL DEVELOPED BY DR. MICHAEL PORTER OF HARVARD BUSINESS SCHOOL

3. THE VALUE CHAIN CAN BE USED TO EXAMINE THE VARIOUS ACTIVITIES OF THE FIRM AND HOW THEY INTERACT IN ORDER TO PROVIDE A SOURCE OF COMPETITIVE ADVANTAGE BY: - PERFORMING THESE ACTIVITIES BETTER OR - AT A LOWER COST THAN THE COMPET- ITORS

4. MARGIN MARGIN FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT INBOUND LOGISTICS OPER-ATIONS OUTBOUND LOGISTICS MARKET-ING & SALES SERVICE PRIMARY ACTIVITIES SUP-PORT ACTIV-ITIES THE GENERIC VALUE CHAIN

5. TYPES OF FIRM ACTIVITIES 1. PRIMARY - THOSE THAT ARE INVOLVED IN THE CREATION, SALE AND TRANSFER OF PRODUCTS (INCLUDING AFTER-SALES SERVICE)

6. TYPES OF FIRM ACTIVITIES 2. SUPPORT - THOSE THAT MERELY SUPPORT THE PRIMARY ACTIVITIES

7. MARGIN MARGIN FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT INBOUND LOGISTICS OPER-ATIONS OUTBOUND LOGISTICS MARKET-ING & SALES SERVICE PRIMARY ACTIVITIES SUP-PORT ACTIV-ITIES THE GENERIC VALUE CHAIN

8. PRIMARY ACTIVITIES 1. INBOUND LOGISTICS - CONCERNED WITH RECEIVING, STORING, DISTRIBUTING INPUTS (e.g. HANDLING OF RAW MATERIALS, WAREHOUSING, INVENTORY CONTROL) Case study

9. PRIMARY ACTIVITIES 2. OPERATIONS - COMPRISE THE TRANSFORMATION OF THE INPUTS INTO THE FINAL PRODUCT FORM (E.G. PRODUCTION, ASSEMBLY, AND PACKAGING) Case study

10. PRIMARY ACTIVITIES 3. OUTBOUND LOGISTICS - INVOLVE THE COLLECTING, STORING, AND DISTRI BUTING THE PRODUCT TO THE BUYERS (e.g. PROCESSING OF ORDERS, WAREHOUSING OF FINISHED GOODS, AND DELIVERY) Case study

11. PRIMARY ACTIVITIES 4. MARKETING AND SALES - HOW BUYERS CAN BE CONVINCED TO PURCHASE THE PRODUCT (e.g. ADVERTISING, PROMOTION, DISTRIBUTION) Case study

12. PRIMARY ACTIVITIES 5. SERVICE INVOLVES HOW TO MAINTAIN THE VALUE OF THE PRODUCT AFTER IT IS PURCHASED (e.g. INSTALLATION, REPAIR, MAINTENANCE, AND TRAINING) Case study

13. MARGIN MARGIN FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT INBOUND LOGISTICS OPER-ATIONS OUTBOUND LOGISTICS MARKET-ING & SALES SERVICE PRIMARY ACTIVITIES SUP-PORT ACTIV-ITIES THE GENERIC VALUE CHAIN

14. SUPPORT ACTIVITIES 1. PROCUREMENT -CONCERNED WITH THE TASKS OF PURCHASING INPUTS SUCH AS RAW MATERIALS, EQUIPMENT, AND EVEN LABOR Case study

15. SUPPORT ACTIVITIES 2. TECHNOLOGY DEVELOPMENT THESE ACTIVITIES ARE INTENDED TO IMPROVE THE PRODUCT AND THE PROCESS, CAN OCCUR IN MANY PARTS OF THE FIRM Case study

16. SUPPORT ACTIVITIES 3. HUMAN RESOURCE MANAGEMENT – INVOLVED IN RECRUITING, HIRING, TRAINING, DEVELOPMENT AND COMPENSATION Case study

17. SUPPORT ACTIVITIES 4. FIRM INFRASTRUCTURE - THE ACTIVITIES WHICH ARE NOT SPECIFIC TO ANY ACTIVITY AREA SUCH AS GENERAL MANAGEMENT, PLANNING, FINANCE, AND ACCOUNTING ARE CATEGORIZED UNDER FIRM INFRASTRUCTURE. Case study

18. MARGIN MARGIN FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT INBOUND LOGISTICS OPER-ATIONS OUTBOUND LOGISTICS MARKET-ING & SALES SERVICE PRIMARY ACTIVITIES SUP-PORT ACTIV-ITIES THE GENERIC VALUE CHAIN

19. USES OF VALUE CHAIN ANALYSIS THE SOURCES OF THE COMPETITIVE ADVANTAGE OF A FIRM CAN BE SEEN FROM ITS DISCRETE ACTIVITIES AND HOW THEY INTERACT WITH ONE ANOTHER.

20. USES OF VALUE CHAIN ANALYSIS THE VALUE CHAIN IS A TOOL FOR SYSTEMATICALLY EXAMINING THE ACTIVITIES OF A FIRM AND HOW THEY INTERACT WITH ONE ANOTHER AND AFFECT EACH OTHER’S COST AND PERFORMANCE.

21. USES OF VALUE CHAIN ANALYSIS A FIRM GAINS A COMPETITIVE ADVANTAGE BY PERFORMING THESE ACTIVITIES BETTER OR AT LOWER COST THAN COMPETITORS.

22. VALUE THE VALUE IS THE TOTAL AMOUNT (i.e. TOTAL REVENUE) THAT BUYERS ARE WILLING TO PAY FOR A FIRM’S PRODUCTS. THE DIFFERENCE BETWEEN THE TOTAL VALUE (OR REVENUE) AND THE TOTAL COST OF PERFORMING ALL OF THE FIRM’S ACTIVITIES PROVIDES THE MARGIN

23. MARGIN MARGIN FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT INBOUND LOGISTICS OPER-ATIONS OUTBOUND LOGISTICS MARKET-ING & SALES SERVICE PRIMARY ACTIVITIES SUP-PORT ACTIV-ITIES THE GENERIC VALUE CHAIN

24. CASE STUDY

25. INTRODUCTION Toyota motor corporation’s vehicle production system is a way of “making things” that is referred to as “lean manufacturing system”. The TPS was developed to improve Quality and Productivity. Objective: “ making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as quickly as possible”.

26. Primary activities Inbound logistics toyota in obtaining raw materials, they do not process their own, or create your own, they use a third party, they handed the small parts, such as leather seats, steering wheel, tire, to local companies, but to the nature of strategic importance, like a machine, they import from Japan (center), it's all to maintain the quality standard that was created toyota, Toyota put on the assembly system in the process, it has led to toyota raw material supply for its assembly,, need a place to store supplies, or warehouse, to avoid piling up too many assets, Toyota to forecast demand, Book : The toyota way by jefrey k lingker BACK

27. Primary activities Operations Transforming inputs into the final product form , in assembly and manufacturing (its production) Toyoto use various systems to be efficient and effective, we could also call it, TPS is the Toyota Production System , the concept of the Toyota Production System can be described as a complete building which consists of various components are integrated. The building was also called a The House of Toyota .

28. Primary activities  oprations JUST IN TIME : One of the two main pillars of TPS. It refers to the manufacturing and conveyance of only ” what is needed, when is needed, and in the amount needed in the system”. 1. The Pull System 2. Continuous Flow Processing 3. Take time JIDOKA : One of the two main pillars of TPS. It refers to the ability to stop production ,by man or machine.( equip malfunction )

29. Primary activities  oprations Heijunka: smoothing. Meaning: wherever possible evenly distributed workload made ​​at any time. Without this, Just in time can not be applied, because it will happen stacking and queuing at peak load. Standard work: At each stage of the work there is a clear indication of the order and how to do the job. Total Productive Maintenance (TPM): a comprehensive equipment maintenance process so that the tools are always in good condition to wear to work. Value Chain: It is a series of value-added processes. There are continuous efforts to reduce "non-value added waste" so that what remains is just something that has added value in the production process. Book : The toyota way by jefrey k lingker BACK

30. PRIMARY ACTIVITIES  OUTBOUND LOGISTIC Outbound Logistics Collecting, storing and distributing the product to buyers   output of the production process at the plant, is the finished product,, a car, the car is directly sent to the toyota dealer,, it's for local, or a region (not crossing the sea in distribusianya, if sending more distant or export,, its delivery using container. http://www.toyota-global.com BACK

31. PRIMARY ACTIVITIES  Marketing and Sales Marketing and Sales Providing a means and incentive which allow buyers to purchase the product Application of Indirect Channels Distrubusi TOYOTA CORPORATE ,Toyota Motor Company was founded in 1937 by the Toyoda family. In the application of the Toyota Company or its product distribution channels to use indirect distribution networks which use the Company Toyota dealer or distributor www.toyota.co.id/ BACK

32. PRIMARY ACTIVITIES  Marketing and Sales BRANCH TOYOTA DEALER IN INDONESIA www.toyota.co.id/

33. PRIMARY ACTIVITIES  SERVICE Service Providing service to enhance or maintain the value of the product The Best Total Ownership Experience 'is a principle that is always carried by Toyota at each line, starting from the central office to the Toyota dealership on every spread in Indonesia. Their concept is the customer number one, so that makes them always trying to meet customer needs and continuously improve services. parameters set 6 pieces, among others: the quality of service, type of problem, the service is user friendly, service advisor, service initiation, service delivery and in-service experience survey conducted by JD Power Asia Pacific to its customers in Indonesia BACK

34. SUPPORT ACTIVITIES  Procurement Procurement Policy Along with requiring our suppliers to provide quality items at a low price and in a timely manner, we cooperate with them to promote environmental preservation and meet the other demands of society. In addition we take a long term view toward our relationships with suppliers with an aim to realize an amicable relationship of mutual prosperity based on fair business practices. http://www.toyota-industries.com/corporateinfo/purchasing/policy/ BACK

35. SUPPROT ACTIVITIES  TECHNOLOGY DEVELOPMENT TECHNOLOGY DEVELOPMENT OF TOYOTA Torrance (DP) - As one of the world's largest manufacturers, Toyota is very concerned with the safety of its customers. That is why Toyota did not stop doing research and development of safety technology . Here are four technology from Toyota: Pre-Crash Safety (PCS) with collision-avoidance assists Pop-up Bonnet Adaptive Driving Beam Emergency response technology BACK

36. SUPPORT ACTIVITIES  HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT Toyota to this day has approximately 300,000 employees worldwide, and nearly a third are in Indonesia, in placement or acceptance of an employee, the company held a test continued with the training, according to its disciplines and expertise, http://www.toyota-global.com BACK

37. SUPPORT ACTIVITIES Firm infrastructure infrastructure owned by Toyota factory is very modern and sophisticated, is a robotic system with humans as the operator,, all the production support until the sale is available with either situation, the factory to the dealer,, http://www.toyota-global.com BACK

38. Competitive adventage Based on the theory michael poter

39. Competitiv advantage  cost leadership COST LEADERSHIP LEAN SUPPLY CHAIN MANAGEMENT [Toyota Indonesia Case] as Basic Philosophy (1) SALES PRICE = COST + PROFIT (2) PROFIT = SALES PRICE - COST Profit = sales price - cost By : J.F. Ferry Yanto ’s slide LEAN SUPPLY CHAIN MANAGEMENT[Toyota Indonesia Case] GOAL of LEAN ACTIVITY  COST REDUCTION  PROFIT INCREASE

40. Competitiv advantage  cost leadership SIMPLE CONCEPT FROM TOYOTA (1) SHORTENING LEAD TIME Simplifying the Process Continuous Flow ( One Piece Flow Process )   (2) REDUCE INVENTORY LEVEL ___________I_______I__________I______I_____________I______I_________I______I__________ LD LD LD LD LD LD LD LD  =============================TOTAL LEAD TIME==================================  By : J.F. Ferry Yanto ’s slide LEAN SUPPLY CHAIN MANAGEMENT[Toyota Indonesia Case]

41. Supply chain management in toyota vendor manufaktur dealer customer Local parts Import parts (3)Receiving dock  pc storeproduction (4)dealer ( 5)customer PC store Production Receiving Dock Dealer Local Parts Local Parts Competitiv advantage  cost leadershipSCM By : J.F. Ferry Yanto ’s slide LEAN SUPPLY CHAIN MANAGEMENT[Toyota Indonesia Case] 1 and 2 Linked between internal and vend or STOCK REDUCTION USING KANBAN ( Kanba n Cyclic ) & SEQUENTIAL PARTS DELIVERY KANBAN:- A small time that is the key control for JIT production

42. Competitiv advantage  cost leadershipSCMlogistic mangement Internal Logistics in toyota Simplify Process  Re-arrangement of Process By : J.F. Ferry Yanto ’s slide LEAN SUPPLY CHAIN MANAGEMENT[Toyota Indonesia Case]

43. Competitive advantage  different strategy The 14 Principles of the Toyota Way The last award for excellence in getting toyota product Long term philosphy Right process, right results Use ‘pull’ sytem to avoid over production level out the work load Build a culture of stopping to fix problems, to get quality right the first time Standardise task are the fondations for continuous improvement and employees empowerment Use visual control so no problems are hidden Use only reliable thoroughly tested teghnology that serves your people and processes .grow leaders who thoroughly understand the work, live philoshpy and teach it to others Develop exeptional peopel and teams who follows yours companies philosphy Respect your extended network of patners and supplied by challenging them helping them to improve See for yourself to thoroughly understand the situation Make decision slowly by consensus thoroghly considering all options, implement decision rapidly Become learning organitation thorough relentless reflections and continous improvement Best Small Sedan (Toyota Vios), Best Mid Sedan (Toyota Altis), Best Mini MPV (ToyotaAvanza), Best Low SUV (Toyota Rush) , Best MPV Diesel (Toyota Kijang Innova) Best PR Team Best Website http://otomotif.antaranews.com/news/1321435204/toyota-astra-motor-raih-7-autobild-award www.toyota.co.id Book : The toyota way by jefrey k lingker

44. Support activities  segmentation customer segmentation in toyota Demographic Segmentation 1. Gender: 2. Age 3. Price 4. Number of families   Psychographic segmentation   1. Social class 2. Design 3. Type   Segmentation Behavorial   1. Toyota Parts are easily available and cheap enough so the price is affordable 2. The legs of the car a more durable than competitors 3.Customer care 24 hours http://wilsonmarketing.blogspot.com/ book by philip kotler marketing management 1995

45. conclutions Toyota is a great company with an integrated supply chain management as well. Toyota has an integrated system in its production, namely TPS (Toyota Production Sy s tem), Toyota has a wide range of advantages ranging from human resources to its products, it is evidenced by the wide range of awards, Toyota have 14 principles which refers to the quality of service, product quality and efficiency, toyota including Indonesia's largest company automotive in the world,, Toyota lead because his concept of lean management

46. References The toyota way by jefrey k lingker Competitive advantage by michael poter Marketing management by philip kotler www.toyota.co.id/ http://www.toyota-global.com/company/profile/overview/ survey conducted by JD Power Asia Pacific to its customers in Indonesia http://www.toyota-industries.com/corporateinfo/purchasing/policy/ By : J.F. Ferry Yant o’s slide LEAN SUPPLY CHAIN MANAGEMENT[Toyota Indonesia Case] http://otomotif.antaranews.com/news/1321435204/toyota-astra-motor-raih-7-autobild-award http://wilsonmarketing.blogspot.com/