The document discusses supply network design and factors to consider when configuring a supply network. It describes how materials and information flow through networks of customer-supplier relationships. Operations can choose to be more or less vertically integrated within their supply network. When deciding where to locate operations, companies should identify criteria, assign weights to factors, and score potential locations to determine the best site based on their needs. The document provides examples of companies in the wind power industry that take different approaches to vertical integration and outlines a weighted score method for evaluating locations.

1. Chapter
5,6,7
KELOMPOK 3
MANAJEMEN OPERASI 2022
- D A N D Y R A C H M A T ( 2 2 0 6 0 1 3 0 1 6 )
- D I S M A N I D Y A G H A I S A N I ( … … … … … … … … … … )
- F A U Z I M A H D Y ( … … … … … … … … … … … . . )

2. 6. Supply Network Design
INTRODUCTION
Operation is a part of
a large and
interconnected
network of other
operations.
Supply Network Design
helps the operation to
decide how it wants to
influence the overall
shape of its network,
the location of each
operation, and how it
should manage its
overall capacity within
the network.

3. THE SUPPLY NETWORK PERSPECTIVE
Materials, parts, other information, ideas and
sometimes people all flow through the network
of customer–supplier relationships formed by
all these operations.
From the Suppliers side, The second -tier
suppliers will supply to first-tier suppliers
From the Customer side, ‘The first-tier’
customers are the main customer group for the
operation. These customers might not be the
final consumers of the operation products or
services, but they might have their own set of
customers.

4. WHY CONSIDER THE WHOLE SUPPLY NETWORK?
1. It helps an understanding of competitiveness
Any operation has only two options if it wants to
understand its ultimate customers’ needs at the end of the
network. It can rely on all the intermediate customers and
customers’ customers, etc., which form the links in the
network between the company and its end customers.
Alternatively, it can look beyond its immediate customers
and suppliers. Relying on one’s
immediate network is seen as putting too much faith in
someone else’s judgement of things
which are central to an organization’s own competitive
health.

5. WHY CONSIDER THE WHOLE SUPPLY NETWORK?
2. It helps identify significant links in the network
Not everyone in a supply network has the
same degree of influence over the performance of
the network as a whole. Some operations
contribute more to the performance objectives
that are valued by end customers. So
an analysis of networks needs to understand the
downstream and the upstream operations
which contribute most to end customer service.

6. WHY CONSIDER THE WHOLE SUPPLY NETWORK?
3. It helps focus on long-term issues
There are times when circumstances render parts of a supply
network weaker than its adjacent links. High street music stores, for
example, have been largely displaced by music streaming and
downloading services. A long-term supply network view would
involve constantly examining technology and market changes to
see how each operation in the supply networks might be affected.

7. CONFIGURING THE SUPPLY NETWORK INTEGRATION STRATEGY
The three companies illustrated have all chosen
different vertical integration strategies.
1. Company A is primarily a nacelle designer
and manufacturer that also makes the parts.
2. Company B is primarily an installer that also
makes the tower and blades (but buys in the
nacelle itself ).
3. Company C is primarily an operator that
generates electricity and also designs and
assembles the nacelles as well as installing
the whole tower (but it outsources the
manufacture of the nacelle parts, tower and
blades).
*Three companies operating in the wind power generation industry with different vertical integration positions

8. WHERE SHOULD AN OPERATION BE LOCATED?
Weighted Score Method
 Identifying the criteria
 Weighting factors
 Scoring
 The company need to identifies three sites
which seem to be broadly acceptable.
 The manager need to give indication and
criteria of how each site meets the
company’s needs specifically
The table indicates that location C has the highest total weighted score and therefore would be the preferred choice. Yet location C has the
lowest score on the most important criterion – cost of the site. The high total scores that it achieves in other criteria, however, outweigh this
deficiency. If, on examination of this table, a company cannot accept what appears to be an inconsistency, then either the weights which
have been given to each criterion, or the scores that have been allocated, do not truly reflect the company’s preference