IJIMT 2019 Vol.10(1): 66-71 ISSN: 2010-0248
doi: 10.18178/ijimt.2019.10.1.838

Design for Supply Chain Performance Assessment in Supermarket

Elisa Kusrini, Suci Miranda, and Gunawan M
Abstract— The purpose of this paper is to design supply chain performance assessment at Milk Department in Supermarket. The design process is initiated by mapping the business process based on SCOR method and categorizing them into 3 levels consisted of process type, process category, and process element. The data required are obtained by interviewing three experts of Milk product supply chain. It shows 28 metrics grouped into five primary management processess based on Version 11.0 of the SCOR-model: plan, source, deliver, return, and enable. The important weight of each type process is gained by distributing questionnaire to expert then it is analyzed using AHP (Analytic Hierarchy Process). The final score of supply chain are as follows: plan is the highest weighted of 0.265; enable and deliver are lower than plan with the weighted respectively 0.259 and 0.216; while source is almost 0.20; and return is 0.064. It is identified the metrics with lower SNORM of 50%: DSI, % orders/lines received on-time to demand requirement, and stock out rate. Plan process type becomes the main priority in designing supply chain performance for Milk Product Department. It comprises 5 performance metrics: plan cycle time, fill rate stock, inventory days of supply, Day Sales Inventory (DSI), and warehouse utilization. By reaching 80% of supply chain score, the Milk Department is in the excellent process.

Index Terms— Performance metric, supply chain, AHP, SCOR, supermarket.

Suci Miranda is with the Industrial Engineering Department, Faculty of Industrial Technology, Universitas Islam Indonesia, CO 55584 INA (e-mail: suci.miranda@uii.ac.id).

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Cite: Elisa Kusrini, Suci Miranda, and Gunawan M, " Design for Supply Chain Performance Assessment in Supermarket," International Journal of Innovation, Management and Technology vol. 10, no. 1, pp. 66-71, 2019.

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