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This paper aims at an assessing of a supply chain performance by adopting the Supply Chain Operation Reference (SCOR) Model. The supply chain activities are divided into five core processes, i.e. plan, source, make, delivery and return. Each level of the SCOR model is weighted using Fuzzy Analytical Hierarchy Process (FAHP). The mapping of SCOR Model consists of 5 core processes at 1st level, 21 performance matrices at 2nd level, and 28 Key Performance Indicator (KPI) at 3th level. The result shows that the supply chain performance is 68,231. Referring to the performance indicators, the performance achieved by the supply chain at this time is in the average category. Proposed improvement strategies are designed based on lean supply chain principles, through the implementation of Gemba Kaizen which consists of 17 proposed strategies.

Abstract. CV. UM is a manufacturing industry that produces Bracket Roulet Gordyn.  In running its business, CV. UM often experience delays in fulfilling customer requests. Factors that cause this problem is because of the amount of waste activity, thus making production lead time become long and productivity levels decrease. When productivity decreases, it affects the speed of customer demand fulfillment. Therefore, Lean Manufacturing approach can be used as an effort to reduce waste. This study aims to reduce waste so that the productivity of CV. UM is increasing. Based on the results of waste identification using Value Stream Mapping (VSM), and 7 waste questionnaire, it is known that there are 4 types of dominant waste that inhibit the production flow, namely Excessive Transportation, Waiting, Unnecessary Motion, and Unnecessary Inventory. To solve this problem, improvement efforts are proposed by applying the design of tools in the form of Roll Conveyor, pulley systems, containers, and crocks, application of the concept of 5S, production layout redesign, the addition of facilities that support the production process in the form of Trolley Pallet Jack and Wooden Pallet, and the application of Lean Thinking. If improvement efforts to reduce waste are implemented, production lead time is expected to be reduced by 19% from 20.007,04 seconds to 16.175,04 seconds. The decrease can increase Process Cycle Efficiency (PCE) or company productivity = increased by 13,43% from 52,47% to 66,17%. Abstrak. CV. UM merupakan industri manufaktur yang memproduksi Bracket Roulet Gordyn. Dalam menjalankan bisnisnya, CV. UM sering mengalami keterlambatan dalam memenuhi permintaan pelanggan. Faktor yang menyebabkan hal tersebut yaitu banyaknya aktivitas pemborosan (waste), sehingga membuat production lead time menjadi panjang dan tingkat produktivitas menurun. Ketika produktivitas menurun, maka akan mempengaruhi kecepatan pemenuhan permintaan pelanggan. Oleh karena itu, pendekataan Lean Manufacturing dapat dimanfaatkan sebagai upaya untuk mereduksi waste. Penelitian ini bertujuan untuk mereduksi waste agar produktivitas CV. UM meningkat. Berdasarkan hasil identifikasi waste menggunakan Value Stream Mapping (VSM) dan kuesioner 7 waste, diketahui bahwa terdapat 4 jenis waste dominan yang menghambat aliran produksi yaitu Excessive Transportation, Waiting, Unnecessary Motion, dan Unnecessary Inventory. Untuk mengatasi masalah tersebut, diusulkan upaya perbaikan dengan menerapkan rancangan alat bantu berupa Roll Conveyor, sistem katrol, kontainer, dan wadah, penerapan konsep 5S, perancangan ulang layout produksi, penambahan fasilitas pendukung proses produksi berupa Trolley Pallet Jack beserta Wooden Pallet, dan penerapan Lean Thinking. Apabila upaya perbaikan untuk mereduksi waste diterapkan, diharapkan production lead time berkurang sebesar 19% dari 20.007,04 detik menjadi 16.175,04 detik. Penurunan tersebut dapat meningkatkan Process Cycle Efficiency (PCE) atau produktivitas perusahaan = sebesar 13,43% dari 52,47% menjadi 66,17%.

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Abstract. This paper addresses an integrated production and delivery batch scheduling problem for a make-to-order environment over daily time period, where the holding costs of in-process and completed parts at a supplier location and of completed parts at a manufacturer location are distinguished. All orders of parts with different due dates from the manufacturer arrive at the same time. The parts are produced in production batches and subsequently the completed parts are delivered in delivery batches using a capacitated vehicle in order to be received at the respective due dates. This study was aimed at finding an integrated schedule of production and delivery batches so as to meet the due date at minimum total cost consisting of the corresponding holding cost and delivery cost. The holding cost is a derivation of the so-called actual flow time (AFT), while the delivery cost is assumed to be proportional to the number of deliveries. The problems can be formulated as an integer non-linear programming model, and the global optimal solution can be obtained using optimization software. A heuristic algorithm is proposed to cope with the computational time problem using software. The numerical experiences show that the proposed algorithm yields near global optimal solutions.