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Manufacturing StrategyThe unique na
Manufacturing Strategy
The unique nature of each manufacturing process and the market served limit the prac¬tical range of alternative strategies. Manufacturing strategic range is constrained by both marketing and technological forces. Prevailing marketing practices serve to ground manufacturing strategy in terms of customer acceptability. Technology drives strategy to a manufacturing model that is competitive. For example, a manufacturer having a process dominated by economy of scale may desire to improve process flexi¬bility. However, significant investment will typically be required to increase frequency and repetition.
Over time, the changing nature of the market and available technology serve to alter a firm's existing strategic posture. Consider, for example, the steel industry, which was long dominated by processes highly dependent on economy of scale. Re¬cent years have witnessed market acceptance of a wide range of new steel-based mate¬rials combined with value-added services. The birth of the Steel Service Center has in-
('Steven A. Melnyk and R. T. Christensen, op. cit., p. 17.
troduced postponement as a way to increase customer accommodation. The nature of basic steel production has also undergone dramatic change. New process methods are being perfected that reduce long-time dependence on high-scale manufacturing processes. The combined impact of these changes in market and process has shifted the strategic posture of steel producers.
Matching Manufacturing Strategy to Market Requirements
In Chapter 3, typical marketing strategies were classified as being mass, segmental and focused, or one-on-one.21 These strategies are differentiated, in part, in terms of the re-quired degree of product and service accommodation. Mass marketing requires limited product/service differentiation. In contrast, one-on-one marketing strategy builds on unique or customized product/service offerings for each and every customer. The strategic marketing posture of a firm in terms of flexibility and agility to accommodate specific customer requirements is directly related to manufacturing capability. To a sig¬nificant degree, a firm's manufacturing capability drives the feasible range of effective marketing strategy. For a manufacturing firm to effectively compete, it must be able to integrate manufacturing capability into a meaningful marketing value proposition.
Strategic Alternatives
The most common manufacturing strategies are make-to-plan (MTP), make-to-order (MTO), and assemble-to-order (ATO). It is also common to refer to MTP as make-to-stock (MTS).22
As a general rule, MTP strategies are characteristic of industries exploiting econ-omy of scale that results from long production runs. Significant finished goods inven-tory is typically manufactured in anticipation of future customer requirements. The lo-gistical requirement to support MTP is warehousing capacity to store finished product and to facilitate product assortment for specific customers. When flexible manufactur¬ing is introduced to speed up switchover, the inventory lots produced are typically smaller in quantity. However, warehouses are still required for temporary storage and to facilitate product assortment.
In contrast, MTO manufacturing strategies seek to manufacture to customer speci¬fication. While MTO may not be as limited as the traditional job shop, exact quantities and configurations are produced in relatively small quantities. Logistical capacity may be required for temporary storage and to achieve outbound transportation consolida¬tion, but most product produced in a MTO environment is shipped direct to customers.
In ATO situations, base products and components are manufactured in anticipa-tion of future customer orders; however, the products are not fully assembled or cus-tomized until a customer's order is received. Such final assembly reflects implementa-tion of the principle of manufacturing or form postponement.23 The need for logistical capacity is critical in ATO operations. In fact, an increasing amount of ATO product finalization is being performed in distribution warehouses. The attractiveness of an ATO manufacturing strategy is that it has the potential to combine some facets of economy of scale typical of MTP with a degree of MTO flexibility. Full implementa-tion of an ATO strategy requires that warehouse operations be integrated in the process to perform customizing and assembly operations. Industry Insight 5-4 illus-trates the importance of logistically supporting an original equipment manufacturer.
21Chapter 3, p. 69.
22This general classification draws upon Robert H. Hayes and Gary P. Pisan°, "Beyond World Class: The New Manufacturing Strategy,- Hanurd Business Review, January/February, 1994, pp. 77-86.
23See Chapter I. p. 18.
INDUSTRY INSIGHT 5-4 CRITICAL PARTS DELIVERED WITHIN HOURS
Speed is increasingly a key supply chain differentiator, especially in the supply of critical parts, where customers expect delivery within hours, not days.
Two primary forces are driving development of this service niche. First, original equipment manufacturers have warranty contracts with their end users, which frequently include protec¬tions against downtime losses. Second, many parts supply operations are fragmented as compa¬nies generally have multiple service territories and different service providers for each. Faced with pressures to reduce inventory levels and associated investments, OEMs and other compa¬nies need greater visibility, not only to parts availability, but also to pipeline contents—a diffi¬cult challenge when responsibilities are spread across numerous networks.
"OEMs are always looking to improve their service to their end users, and having a service parts network with a high parts availability and rapid response time to their field engineers en¬ables them to improve system uptime," says Scott Collins, VP of service parts logistics for Sonic Air, a division of United Parcel Service. Throughout the last decade Sonic Air, in con¬junction with UPS, has focused on designing a service network to specifically meet the needs of these OEMs. "We give the OEMs a single point of contact, we use our own network, and we have systems connectivity across that entire network," states Collins.
Sonic owns a central parts distribution center with more than 1 million square feet of space within 3 miles of the UPS air hub in Louisville, an arrangement that enables Sonic to provide late-night processing of orders with delivery guaranteed by 10:30 A.M. the next day, or even ear¬lier if customers use premium services. From that distribution center, Sonic replenishes its net¬work of more than 400 field support bank locations worldwide. With the exception of a few dedicated sites, the field support banks are multiclient facilities.
Orders can come in to Sonic from customers by EDI, Internet, fax, or via one of several call centers Sonic operates, as late as I A.M. for next-day availability. Orders are routed to the appro-priate dispatcher, who then alerts the respective branch operations that the particular part has to be pulled and dispatched for delivery. Parts can be sent overnight directly to certified engineers (CEs) in the field. Another option is a hold-for-pickup service at any of the 1,430 UPS service counters designated as sites where CEs can snag the parts as early as 7:30 A.M.
The Sonic strategy is to locate field support banks close to the end-user population of their customers to minimize the time from order entry to delivery. "Our network runs 24x7, and right now we can serve 68 percent of the U.S. business population within an hour, 88 percent in two hours, and 99 percent in four hours," says Collins.
Sonic also uses its Louisville distribution center to provide repair and refurbishment ser¬vices, maintaining a staff of more than 300 technicians to provide rapid turnaround of equip¬ment such as laptop computers, hard drives, monitors, and telecommunications devices, includ¬ing the programming of cell phones.
Getronics (formerly Wang Getronics) is currently in the ramp-up phase of a new service pro-gram. Sonic technicians now perform 1,100 repairs a month for Getronics on a wide array of computer parts, peripherals, and point-of-sale equipment and Sonic expects to see that number rise from 6,000 to 8,000 as the program comes fully online.
Sonic also provides Getronics with end-of-runway central warehousing, which improves Getronics' efficiency and reduces some of the fixed and variable costs associated with the parts operation. "The Sonic/UPS relationship has allowed Getronics to enhance our overall logistics services to our customers by consolidating our freight services—ground, air, and next-flight-out, warehousing, and repair—in one central facility," says Richard Fogarty, VP of service delivery for Getronics. "This allows us to take advantage of freight savings and enables us to reduce our investments in parts by cutting the cycle time for returning defective parts to a serviceable con-dition. Getronics can also offer a higher level of logistics consulting services to our customers by using the Sonic nationwide network of parts distribution centers, which provide four-hour parts delivery in major business areas for our client base."
Sonic is reconfiguring its information systems. "By the first quarter of next year, we are going to have a fully integrated service parts system that ties together order entry, dispatch, order management, repair, inventory management, billing, and financials," says Collins. An in-
ventory management system interconnecting the network will help identify which parts to store at particular locations, based on the frequency of failures experienced by the end-user popula¬tion. "Hopefully, this visibility across the entire network will enable customers to do a better job planning and thus be able to reduce the total cost of the inventory in the pipeline," he adds.
Sonic provides much of this informa
The unique nature of each manufacturing process and the market served limit the prac¬tical range of alternative strategies. Manufacturing strategic range is constrained by both marketing and technological forces. Prevailing marketing practices serve to ground manufacturing strategy in terms of customer acceptability. Technology drives strategy to a manufacturing model that is competitive. For example, a manufacturer having a process dominated by economy of scale may desire to improve process flexi¬bility. However, significant investment will typically be required to increase frequency and repetition.
Over time, the changing nature of the market and available technology serve to alter a firm's existing strategic posture. Consider, for example, the steel industry, which was long dominated by processes highly dependent on economy of scale. Re¬cent years have witnessed market acceptance of a wide range of new steel-based mate¬rials combined with value-added services. The birth of the Steel Service Center has in-
('Steven A. Melnyk and R. T. Christensen, op. cit., p. 17.
troduced postponement as a way to increase customer accommodation. The nature of basic steel production has also undergone dramatic change. New process methods are being perfected that reduce long-time dependence on high-scale manufacturing processes. The combined impact of these changes in market and process has shifted the strategic posture of steel producers.
Matching Manufacturing Strategy to Market Requirements
In Chapter 3, typical marketing strategies were classified as being mass, segmental and focused, or one-on-one.21 These strategies are differentiated, in part, in terms of the re-quired degree of product and service accommodation. Mass marketing requires limited product/service differentiation. In contrast, one-on-one marketing strategy builds on unique or customized product/service offerings for each and every customer. The strategic marketing posture of a firm in terms of flexibility and agility to accommodate specific customer requirements is directly related to manufacturing capability. To a sig¬nificant degree, a firm's manufacturing capability drives the feasible range of effective marketing strategy. For a manufacturing firm to effectively compete, it must be able to integrate manufacturing capability into a meaningful marketing value proposition.
Strategic Alternatives
The most common manufacturing strategies are make-to-plan (MTP), make-to-order (MTO), and assemble-to-order (ATO). It is also common to refer to MTP as make-to-stock (MTS).22
As a general rule, MTP strategies are characteristic of industries exploiting econ-omy of scale that results from long production runs. Significant finished goods inven-tory is typically manufactured in anticipation of future customer requirements. The lo-gistical requirement to support MTP is warehousing capacity to store finished product and to facilitate product assortment for specific customers. When flexible manufactur¬ing is introduced to speed up switchover, the inventory lots produced are typically smaller in quantity. However, warehouses are still required for temporary storage and to facilitate product assortment.
In contrast, MTO manufacturing strategies seek to manufacture to customer speci¬fication. While MTO may not be as limited as the traditional job shop, exact quantities and configurations are produced in relatively small quantities. Logistical capacity may be required for temporary storage and to achieve outbound transportation consolida¬tion, but most product produced in a MTO environment is shipped direct to customers.
In ATO situations, base products and components are manufactured in anticipa-tion of future customer orders; however, the products are not fully assembled or cus-tomized until a customer's order is received. Such final assembly reflects implementa-tion of the principle of manufacturing or form postponement.23 The need for logistical capacity is critical in ATO operations. In fact, an increasing amount of ATO product finalization is being performed in distribution warehouses. The attractiveness of an ATO manufacturing strategy is that it has the potential to combine some facets of economy of scale typical of MTP with a degree of MTO flexibility. Full implementa-tion of an ATO strategy requires that warehouse operations be integrated in the process to perform customizing and assembly operations. Industry Insight 5-4 illus-trates the importance of logistically supporting an original equipment manufacturer.
21Chapter 3, p. 69.
22This general classification draws upon Robert H. Hayes and Gary P. Pisan°, "Beyond World Class: The New Manufacturing Strategy,- Hanurd Business Review, January/February, 1994, pp. 77-86.
23See Chapter I. p. 18.
INDUSTRY INSIGHT 5-4 CRITICAL PARTS DELIVERED WITHIN HOURS
Speed is increasingly a key supply chain differentiator, especially in the supply of critical parts, where customers expect delivery within hours, not days.
Two primary forces are driving development of this service niche. First, original equipment manufacturers have warranty contracts with their end users, which frequently include protec¬tions against downtime losses. Second, many parts supply operations are fragmented as compa¬nies generally have multiple service territories and different service providers for each. Faced with pressures to reduce inventory levels and associated investments, OEMs and other compa¬nies need greater visibility, not only to parts availability, but also to pipeline contents—a diffi¬cult challenge when responsibilities are spread across numerous networks.
"OEMs are always looking to improve their service to their end users, and having a service parts network with a high parts availability and rapid response time to their field engineers en¬ables them to improve system uptime," says Scott Collins, VP of service parts logistics for Sonic Air, a division of United Parcel Service. Throughout the last decade Sonic Air, in con¬junction with UPS, has focused on designing a service network to specifically meet the needs of these OEMs. "We give the OEMs a single point of contact, we use our own network, and we have systems connectivity across that entire network," states Collins.
Sonic owns a central parts distribution center with more than 1 million square feet of space within 3 miles of the UPS air hub in Louisville, an arrangement that enables Sonic to provide late-night processing of orders with delivery guaranteed by 10:30 A.M. the next day, or even ear¬lier if customers use premium services. From that distribution center, Sonic replenishes its net¬work of more than 400 field support bank locations worldwide. With the exception of a few dedicated sites, the field support banks are multiclient facilities.
Orders can come in to Sonic from customers by EDI, Internet, fax, or via one of several call centers Sonic operates, as late as I A.M. for next-day availability. Orders are routed to the appro-priate dispatcher, who then alerts the respective branch operations that the particular part has to be pulled and dispatched for delivery. Parts can be sent overnight directly to certified engineers (CEs) in the field. Another option is a hold-for-pickup service at any of the 1,430 UPS service counters designated as sites where CEs can snag the parts as early as 7:30 A.M.
The Sonic strategy is to locate field support banks close to the end-user population of their customers to minimize the time from order entry to delivery. "Our network runs 24x7, and right now we can serve 68 percent of the U.S. business population within an hour, 88 percent in two hours, and 99 percent in four hours," says Collins.
Sonic also uses its Louisville distribution center to provide repair and refurbishment ser¬vices, maintaining a staff of more than 300 technicians to provide rapid turnaround of equip¬ment such as laptop computers, hard drives, monitors, and telecommunications devices, includ¬ing the programming of cell phones.
Getronics (formerly Wang Getronics) is currently in the ramp-up phase of a new service pro-gram. Sonic technicians now perform 1,100 repairs a month for Getronics on a wide array of computer parts, peripherals, and point-of-sale equipment and Sonic expects to see that number rise from 6,000 to 8,000 as the program comes fully online.
Sonic also provides Getronics with end-of-runway central warehousing, which improves Getronics' efficiency and reduces some of the fixed and variable costs associated with the parts operation. "The Sonic/UPS relationship has allowed Getronics to enhance our overall logistics services to our customers by consolidating our freight services—ground, air, and next-flight-out, warehousing, and repair—in one central facility," says Richard Fogarty, VP of service delivery for Getronics. "This allows us to take advantage of freight savings and enables us to reduce our investments in parts by cutting the cycle time for returning defective parts to a serviceable con-dition. Getronics can also offer a higher level of logistics consulting services to our customers by using the Sonic nationwide network of parts distribution centers, which provide four-hour parts delivery in major business areas for our client base."
Sonic is reconfiguring its information systems. "By the first quarter of next year, we are going to have a fully integrated service parts system that ties together order entry, dispatch, order management, repair, inventory management, billing, and financials," says Collins. An in-
ventory management system interconnecting the network will help identify which parts to store at particular locations, based on the frequency of failures experienced by the end-user popula¬tion. "Hopefully, this visibility across the entire network will enable customers to do a better job planning and thus be able to reduce the total cost of the inventory in the pipeline," he adds.
Sonic provides much of this informa
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Manufacturing StrategyThe unique nature of each manufacturing process and the market served limit the prac¬tical range of alternative strategies. Manufacturing strategic range is constrained by both marketing and technological forces. Prevailing marketing practices serve to ground manufacturing strategy in terms of customer acceptability. Technology drives strategy to a manufacturing model that is competitive. For example, a manufacturer having a process dominated by economy of scale may desire to improve process flexi¬bility. However, significant investment will typically be required to increase frequency and repetition.Over time, the changing nature of the market and available technology serve to alter a firm's existing strategic posture. Consider, for example, the steel industry, which was long dominated by processes highly dependent on economy of scale. Re¬cent years have witnessed market acceptance of a wide range of new steel-based mate¬rials combined with value-added services. The birth of the Steel Service Center has in-('Steven A. Melnyk and R. T. Christensen, op. cit., p. 17. troduced postponement as a way to increase customer accommodation. The nature of basic steel production has also undergone dramatic change. New process methods are being perfected that reduce long-time dependence on high-scale manufacturing processes. The combined impact of these changes in market and process has shifted the strategic posture of steel producers.Matching Manufacturing Strategy to Market RequirementsIn Chapter 3, typical marketing strategies were classified as being mass, segmental and focused, or one-on-one.21 These strategies are differentiated, in part, in terms of the re-quired degree of product and service accommodation. Mass marketing requires limited product/service differentiation. In contrast, one-on-one marketing strategy builds on unique or customized product/service offerings for each and every customer. The strategic marketing posture of a firm in terms of flexibility and agility to accommodate specific customer requirements is directly related to manufacturing capability. To a sig¬nificant degree, a firm's manufacturing capability drives the feasible range of effective marketing strategy. For a manufacturing firm to effectively compete, it must be able to integrate manufacturing capability into a meaningful marketing value proposition.Strategic AlternativesThe most common manufacturing strategies are make-to-plan (MTP), make-to-order (MTO), and assemble-to-order (ATO). It is also common to refer to MTP as make-to-stock (MTS).22As a general rule, MTP strategies are characteristic of industries exploiting econ-omy of scale that results from long production runs. Significant finished goods inven-tory is typically manufactured in anticipation of future customer requirements. The lo-gistical requirement to support MTP is warehousing capacity to store finished product and to facilitate product assortment for specific customers. When flexible manufactur¬ing is introduced to speed up switchover, the inventory lots produced are typically smaller in quantity. However, warehouses are still required for temporary storage and to facilitate product assortment.In contrast, MTO manufacturing strategies seek to manufacture to customer speci¬fication. While MTO may not be as limited as the traditional job shop, exact quantities and configurations are produced in relatively small quantities. Logistical capacity may be required for temporary storage and to achieve outbound transportation consolida¬tion, but most product produced in a MTO environment is shipped direct to customers.In ATO situations, base products and components are manufactured in anticipa-tion of future customer orders; however, the products are not fully assembled or cus-tomized until a customer's order is received. Such final assembly reflects implementa-tion of the principle of manufacturing or form postponement.23 The need for logistical capacity is critical in ATO operations. In fact, an increasing amount of ATO product finalization is being performed in distribution warehouses. The attractiveness of an ATO manufacturing strategy is that it has the potential to combine some facets of economy of scale typical of MTP with a degree of MTO flexibility. Full implementa-tion of an ATO strategy requires that warehouse operations be integrated in the process to perform customizing and assembly operations. Industry Insight 5-4 illus-trates the importance of logistically supporting an original equipment manufacturer.21Chapter 3, p. 69.22This general classification draws upon Robert H. Hayes and Gary P. Pisan°, "Beyond World Class: The New Manufacturing Strategy,- Hanurd Business Review, January/February, 1994, pp. 77-86.23See Chapter I. p. 18. INDUSTRY INSIGHT 5-4 CRITICAL PARTS DELIVERED WITHIN HOURSSpeed is increasingly a key supply chain differentiator, especially in the supply of critical parts, where customers expect delivery within hours, not days.Two primary forces are driving development of this service niche. First, original equipment manufacturers have warranty contracts with their end users, which frequently include protec¬tions against downtime losses. Second, many parts supply operations are fragmented as compa¬nies generally have multiple service territories and different service providers for each. Faced with pressures to reduce inventory levels and associated investments, OEMs and other compa¬nies need greater visibility, not only to parts availability, but also to pipeline contents—a diffi¬cult challenge when responsibilities are spread across numerous networks."OEMs are always looking to improve their service to their end users, and having a service parts network with a high parts availability and rapid response time to their field engineers en¬ables them to improve system uptime," says Scott Collins, VP of service parts logistics for Sonic Air, a division of United Parcel Service. Throughout the last decade Sonic Air, in con¬junction with UPS, has focused on designing a service network to specifically meet the needs of these OEMs. "We give the OEMs a single point of contact, we use our own network, and we have systems connectivity across that entire network," states Collins.
Sonic owns a central parts distribution center with more than 1 million square feet of space within 3 miles of the UPS air hub in Louisville, an arrangement that enables Sonic to provide late-night processing of orders with delivery guaranteed by 10:30 A.M. the next day, or even ear¬lier if customers use premium services. From that distribution center, Sonic replenishes its net¬work of more than 400 field support bank locations worldwide. With the exception of a few dedicated sites, the field support banks are multiclient facilities.
Orders can come in to Sonic from customers by EDI, Internet, fax, or via one of several call centers Sonic operates, as late as I A.M. for next-day availability. Orders are routed to the appro-priate dispatcher, who then alerts the respective branch operations that the particular part has to be pulled and dispatched for delivery. Parts can be sent overnight directly to certified engineers (CEs) in the field. Another option is a hold-for-pickup service at any of the 1,430 UPS service counters designated as sites where CEs can snag the parts as early as 7:30 A.M.
The Sonic strategy is to locate field support banks close to the end-user population of their customers to minimize the time from order entry to delivery. "Our network runs 24x7, and right now we can serve 68 percent of the U.S. business population within an hour, 88 percent in two hours, and 99 percent in four hours," says Collins.
Sonic also uses its Louisville distribution center to provide repair and refurbishment ser¬vices, maintaining a staff of more than 300 technicians to provide rapid turnaround of equip¬ment such as laptop computers, hard drives, monitors, and telecommunications devices, includ¬ing the programming of cell phones.
Getronics (formerly Wang Getronics) is currently in the ramp-up phase of a new service pro-gram. Sonic technicians now perform 1,100 repairs a month for Getronics on a wide array of computer parts, peripherals, and point-of-sale equipment and Sonic expects to see that number rise from 6,000 to 8,000 as the program comes fully online.
Sonic also provides Getronics with end-of-runway central warehousing, which improves Getronics' efficiency and reduces some of the fixed and variable costs associated with the parts operation. "The Sonic/UPS relationship has allowed Getronics to enhance our overall logistics services to our customers by consolidating our freight services—ground, air, and next-flight-out, warehousing, and repair—in one central facility," says Richard Fogarty, VP of service delivery for Getronics. "This allows us to take advantage of freight savings and enables us to reduce our investments in parts by cutting the cycle time for returning defective parts to a serviceable con-dition. Getronics can also offer a higher level of logistics consulting services to our customers by using the Sonic nationwide network of parts distribution centers, which provide four-hour parts delivery in major business areas for our client base."
Sonic is reconfiguring its information systems. "By the first quarter of next year, we are going to have a fully integrated service parts system that ties together order entry, dispatch, order management, repair, inventory management, billing, and financials," says Collins. An in-
ventory management system interconnecting the network will help identify which parts to store at particular locations, based on the frequency of failures experienced by the end-user popula¬tion. "Hopefully, this visibility across the entire network will enable customers to do a better job planning and thus be able to reduce the total cost of the inventory in the pipeline," he adds.
Sonic provides much of this informa
Sonic owns a central parts distribution center with more than 1 million square feet of space within 3 miles of the UPS air hub in Louisville, an arrangement that enables Sonic to provide late-night processing of orders with delivery guaranteed by 10:30 A.M. the next day, or even ear¬lier if customers use premium services. From that distribution center, Sonic replenishes its net¬work of more than 400 field support bank locations worldwide. With the exception of a few dedicated sites, the field support banks are multiclient facilities.
Orders can come in to Sonic from customers by EDI, Internet, fax, or via one of several call centers Sonic operates, as late as I A.M. for next-day availability. Orders are routed to the appro-priate dispatcher, who then alerts the respective branch operations that the particular part has to be pulled and dispatched for delivery. Parts can be sent overnight directly to certified engineers (CEs) in the field. Another option is a hold-for-pickup service at any of the 1,430 UPS service counters designated as sites where CEs can snag the parts as early as 7:30 A.M.
The Sonic strategy is to locate field support banks close to the end-user population of their customers to minimize the time from order entry to delivery. "Our network runs 24x7, and right now we can serve 68 percent of the U.S. business population within an hour, 88 percent in two hours, and 99 percent in four hours," says Collins.
Sonic also uses its Louisville distribution center to provide repair and refurbishment ser¬vices, maintaining a staff of more than 300 technicians to provide rapid turnaround of equip¬ment such as laptop computers, hard drives, monitors, and telecommunications devices, includ¬ing the programming of cell phones.
Getronics (formerly Wang Getronics) is currently in the ramp-up phase of a new service pro-gram. Sonic technicians now perform 1,100 repairs a month for Getronics on a wide array of computer parts, peripherals, and point-of-sale equipment and Sonic expects to see that number rise from 6,000 to 8,000 as the program comes fully online.
Sonic also provides Getronics with end-of-runway central warehousing, which improves Getronics' efficiency and reduces some of the fixed and variable costs associated with the parts operation. "The Sonic/UPS relationship has allowed Getronics to enhance our overall logistics services to our customers by consolidating our freight services—ground, air, and next-flight-out, warehousing, and repair—in one central facility," says Richard Fogarty, VP of service delivery for Getronics. "This allows us to take advantage of freight savings and enables us to reduce our investments in parts by cutting the cycle time for returning defective parts to a serviceable con-dition. Getronics can also offer a higher level of logistics consulting services to our customers by using the Sonic nationwide network of parts distribution centers, which provide four-hour parts delivery in major business areas for our client base."
Sonic is reconfiguring its information systems. "By the first quarter of next year, we are going to have a fully integrated service parts system that ties together order entry, dispatch, order management, repair, inventory management, billing, and financials," says Collins. An in-
ventory management system interconnecting the network will help identify which parts to store at particular locations, based on the frequency of failures experienced by the end-user popula¬tion. "Hopefully, this visibility across the entire network will enable customers to do a better job planning and thus be able to reduce the total cost of the inventory in the pipeline," he adds.
Sonic provides much of this informa
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Strategi manufaktur
Sifat unik dari setiap proses manufaktur dan pasar disajikan batas kisaran prac¬tical strategi alternatif. Pembuatan berbagai strategis dibatasi oleh kedua pemasaran dan kekuatan teknologi. Praktik pemasaran yang berlaku berfungsi untuk tanah strategi manufaktur dalam hal pelanggan penerimaan. Teknologi mendorong strategi untuk model manufaktur yang kompetitif. Sebagai contoh, produsen memiliki proses didominasi oleh skala ekonomi mungkin keinginan untuk meningkatkan proses flexi¬bility. Namun, investasi yang signifikan biasanya akan diminta untuk meningkatkan frekuensi dan pengulangan.
Seiring waktu, sifat perubahan pasar dan teknologi yang tersedia berfungsi untuk mengubah suatu perusahaan postur strategis yang ada. Perhatikan, misalnya, industri baja, yang lama didominasi oleh proses sangat tergantung pada skala ekonomi. Tahun Re¬cent telah menyaksikan penerimaan pasar dari berbagai mate¬rials berbasis baja baru dikombinasikan dengan layanan bernilai tambah. Kelahiran Pusat Layanan Steel memiliki di-
('Steven A. Melnyk dan RT Christensen, op. Cit., Hlm. 17. penundaan troduced sebagai cara untuk meningkatkan akomodasi pelanggan. Sifat produksi baja dasar juga mengalami perubahan dramatis . metode proses baru sedang disempurnakan yang mengurangi lama ketergantungan pada proses manufaktur skala tinggi. Dampak gabungan dari perubahan ini di pasar dan proses telah bergeser postur strategis produsen baja. Matching Strategi Manufaktur Kebutuhan Pasar Dalam Bab 3, khas strategi pemasaran digolongkan sebagai massa, segmental dan terfokus, atau satu-one.21 strategi ini dibedakan, sebagian, dalam hal tingkat re-quired akomodasi produk dan layanan. pemasaran massal membutuhkan terbatas produk / diferensiasi layanan . Sebaliknya, salah satu on-satu strategi pemasaran didasarkan pada penawaran produk / layanan yang unik atau disesuaikan untuk masing-masing dan setiap pelanggan. Postur pemasaran strategis dari suatu perusahaan dalam hal fleksibilitas dan kelincahan untuk mengakomodasi kebutuhan pelanggan tertentu secara langsung berkaitan dengan kemampuan manufaktur . Untuk gelar sig¬nificant, kemampuan manufaktur perusahaan mendorong berbagai layak strategi pemasaran yang efektif. Untuk sebuah perusahaan manufaktur untuk bersaing secara efektif, hal itu harus mampu mengintegrasikan kemampuan manufaktur menjadi nilai pemasaran bermakna proposisi. Strategis Alternatif Strategi manufaktur yang paling umum adalah membuat-to-rencana (MTP), make-to-order (MTO), dan merakit-to-order (ATO). Hal ini juga umum untuk menyebut MTP sebagai make-to-stock (MTS) .22 Sebagai aturan umum, strategi MTP merupakan ciri khas dari industri mengeksploitasi ekon-omy skala yang dihasilkan dari produksi berjalan lama. Signifikan barang jadi inven-tory biasanya diproduksi dalam mengantisipasi kebutuhan pelanggan di masa depan. Persyaratan lo-logistik yang mendukung MTP adalah kapasitas pergudangan untuk menyimpan produk jadi dan untuk memfasilitasi berbagai produk untuk pelanggan tertentu. Ketika manufactur¬ing fleksibel diperkenalkan untuk mempercepat peralihan, yang banyak persediaan yang dihasilkan biasanya lebih kecil dalam jumlah. Namun, gudang masih diperlukan untuk penyimpanan sementara dan untuk memfasilitasi berbagai produk. Sebaliknya, strategi manufaktur MTO berusaha untuk memproduksi untuk pelanggan speci¬fication. Sementara MTO mungkin tidak terbatas sebagai toko pekerjaan tradisional, jumlah yang tepat dan konfigurasi yang diproduksi dalam jumlah yang relatif kecil. Kapasitas logistik mungkin diperlukan untuk penyimpanan sementara dan untuk mencapai consolida¬tion transportasi outbound, tetapi sebagian besar produk yang dihasilkan di lingkungan MTO dikirim langsung ke pelanggan. Dalam situasi ATO, produk dasar dan komponen yang diproduksi di anticipa-tion dari pesanan pelanggan masa depan; Namun, produk yang tidak sepenuhnya dirakit atau cus-tomized sampai pesanan pelanggan diterima. Perakitan akhir seperti mencerminkan menjalankan programnya-tion dari prinsip manufaktur atau bentuk postponement.23 Kebutuhan kapasitas logistik sangat penting dalam operasi ATO. Bahkan, peningkatan jumlah produk ATO finalisasi sedang dilakukan di gudang distribusi. Tarik dari strategi manufaktur ATO adalah bahwa ia memiliki potensi untuk menggabungkan beberapa aspek dari skala ekonomi khas MTP dengan tingkat fleksibilitas MTO. Penuh menjalankan programnya-tion dari strategi ATO mengharuskan operasi gudang diintegrasikan dalam proses untuk melakukan menyesuaikan dan operasi perakitan. Industri Insight 5-4 Illus-trates pentingnya logistik mendukung produsen peralatan asli. 21Chapter 3, p. 69. 22This klasifikasi umum mengacu pada Robert H. Hayes dan Gary P. Pisan °, "Beyond Kelas Dunia:.. The New Manufacturing Strategy, - Hanurd Business Review, Januari / Februari 1994, pp 77-86 23See Bab I. p . 18. Pendalaman INDUSTRI 5-4 PARTS KRITIS DALAM DISAMPAIKAN JAM Kecepatan semakin kunci rantai pasokan pembeda, terutama dalam penyediaan bagian-bagian penting, di mana pelanggan mengharapkan pengiriman dalam waktu jam, bukan hari. Dua kekuatan utama yang mendorong pengembangan niche layanan ini . Pertama, produsen peralatan asli memiliki kontrak garansi dengan pengguna akhir mereka, yang sering mencakup protec¬tions terhadap risiko downtime. Kedua, banyak bagian operasi pasokan terfragmentasi sebagai compa¬nies umumnya memiliki beberapa wilayah layanan dan penyedia layanan yang berbeda untuk masing-masing. Menghadapi tekanan untuk mengurangi tingkat persediaan dan investasi terkait, OEM dan compa¬nies lainnya perlu visibilitas yang lebih besar, tidak hanya untuk ketersediaan suku cadang, tetapi juga untuk isi-pipa tantangan diffi¬cult ketika tanggung jawab tersebar di berbagai jaringan. "OEM selalu mencari untuk meningkatkan pelayanan mereka kepada pengguna akhir mereka, dan memiliki jaringan bagian layanan dengan ketersediaan suku cadang yang tinggi dan waktu respon yang cepat untuk insinyur bidang mereka en¬ables mereka untuk meningkatkan sistem uptime, "kata Scott Collins, VP dari bagian layanan logistik untuk Sonic Air, sebuah divisi dari United Parcel Service. Sepanjang dekade terakhir Sonic Air, di con¬junction dengan UPS, telah berfokus pada perancangan jaringan layanan untuk secara khusus memenuhi kebutuhan OEM ini. "Kami memberikan OEM satu titik kontak, kita menggunakan jaringan kami sendiri, dan kami memiliki sistem konektivitas di seluruh bahwa seluruh jaringan," menyatakan Collins. Sonic memiliki sebuah pusat distribusi bagian tengah dengan lebih dari 1 juta kaki persegi ruang dalam 3 mil dari hub udara UPS di Louisville, pengaturan yang memungkinkan Sonic untuk menyediakan larut malam pengolahan pesanan dengan pengiriman dijamin oleh 10:30 hari berikutnya, atau bahkan ear¬lier jika pelanggan menggunakan layanan premium. Dari pusat distribusi, Sonic mengisi ulang net¬work nya dari lokasi dukungan Bank lebih dari 400 bidang di seluruh dunia. Dengan pengecualian dari situs yang didedikasikan beberapa, bank dukungan lapangan fasilitas multiclient. Pesanan dapat datang untuk Sonic dari pelanggan dengan EDI, Internet, fax, atau melalui salah satu dari beberapa call center Sonic beroperasi, hingga akhir AKU untuk berikutnya- ketersediaan hari. Pesanan yang diarahkan ke appro-priate operator, yang kemudian memberitahu operasi cabang masing-masing bahwa bagian tertentu harus ditarik dan dikirim untuk pengiriman. Bagian dapat dikirim semalam langsung ke insinyur bersertifikat (CE) di lapangan. Pilihan lain adalah layanan terus-untuk-pickup di salah satu counter layanan 1430 UPS ditetapkan sebagai situs di mana CE dapat merobek bagian sedini 07:30 Strategi Sonic adalah untuk menemukan bank dukungan lapangan dekat dengan populasi pengguna akhir pelanggan mereka untuk meminimalkan waktu dari entri untuk pengiriman. "Jaringan kami berjalan 24x7, dan sekarang kami dapat melayani 68 persen dari populasi bisnis AS dalam waktu satu jam, 88 persen dalam dua jam, dan 99 persen dalam empat jam," kata Collins. Sonic juga menggunakan pusat distribusi Louisville untuk memberikan perbaikan dan ser¬vices perbaikan, mempertahankan staf lebih dari 300 teknisi untuk memberikan perubahan yang cepat dari equip¬ment seperti komputer laptop, hard drive, monitor, dan perangkat telekomunikasi, includ¬ing pemrograman ponsel. Getronics (sebelumnya Wang Getronics ) saat ini sedang dalam tahap ramp-up dari layanan baru pro-gram. Teknisi Sonic sekarang melakukan 1.100 perbaikan sebulan untuk Getronics pada beragam bagian komputer, peripheral, dan point-of-sale peralatan dan Sonic mengharapkan untuk melihat bahwa kenaikan jumlah dari 6.000 ke 8.000 sebagai program datang sepenuhnya online. Sonic juga menyediakan Getronics dengan pergudangan pusat end-of-landasan pacu, yang meningkatkan efisiensi Getronics 'dan mengurangi beberapa biaya tetap dan variabel yang terkait dengan operasi bagian. "Hubungan Sonic / UPS telah memungkinkan Getronics untuk meningkatkan layanan logistik kami secara keseluruhan kepada pelanggan kami dengan mengkonsolidasikan kami angkutan jasa-tanah, udara, dan berikutnya-penerbangan-out, pergudangan, dan perbaikan-dalam satu fasilitas pusat," kata Richard Fogarty, VP pelayanan untuk Getronics. "Hal ini memungkinkan kita untuk mengambil keuntungan dari penghematan barang dan memungkinkan kita untuk mengurangi investasi kami di bagian dengan memotong siklus waktu untuk kembali bagian yang rusak ke diservis con-disi. Getronics juga dapat menawarkan tingkat yang lebih tinggi logistik jasa konsultasi kepada pelanggan kami dengan menggunakan jaringan nasional Sonic bagian pusat distribusi, yang menyediakan pengiriman bagian empat jam di area bisnis utama untuk basis klien kami. "Sonic adalah konfigurasi ulang sistem informasinya. "Pada kuartal pertama tahun depan, kita akan memiliki terintegrasi sistem bagian layanan yang mengikat masuk bersama-sama order, pengiriman, manajemen pesanan, perbaikan, manajemen persediaan, penagihan, dan keuangan," kata Collins. Sebuah in-sistem manajemen inventori interkoneksi jaringan akan membantu mengidentifikasi bagian mana untuk menyimpan di lokasi tertentu, berdasarkan frekuensi kegagalan yang dialami oleh popula¬tion pengguna akhir. "Mudah-mudahan, visibilitas ini di seluruh jaringan akan memungkinkan pelanggan untuk melakukan perencanaan pekerjaan yang lebih baik dan dengan demikian dapat mengurangi total biaya persediaan di dalam pipa," tambahnya. Sonic memberikan banyak informa ini
Sifat unik dari setiap proses manufaktur dan pasar disajikan batas kisaran prac¬tical strategi alternatif. Pembuatan berbagai strategis dibatasi oleh kedua pemasaran dan kekuatan teknologi. Praktik pemasaran yang berlaku berfungsi untuk tanah strategi manufaktur dalam hal pelanggan penerimaan. Teknologi mendorong strategi untuk model manufaktur yang kompetitif. Sebagai contoh, produsen memiliki proses didominasi oleh skala ekonomi mungkin keinginan untuk meningkatkan proses flexi¬bility. Namun, investasi yang signifikan biasanya akan diminta untuk meningkatkan frekuensi dan pengulangan.
Seiring waktu, sifat perubahan pasar dan teknologi yang tersedia berfungsi untuk mengubah suatu perusahaan postur strategis yang ada. Perhatikan, misalnya, industri baja, yang lama didominasi oleh proses sangat tergantung pada skala ekonomi. Tahun Re¬cent telah menyaksikan penerimaan pasar dari berbagai mate¬rials berbasis baja baru dikombinasikan dengan layanan bernilai tambah. Kelahiran Pusat Layanan Steel memiliki di-
('Steven A. Melnyk dan RT Christensen, op. Cit., Hlm. 17. penundaan troduced sebagai cara untuk meningkatkan akomodasi pelanggan. Sifat produksi baja dasar juga mengalami perubahan dramatis . metode proses baru sedang disempurnakan yang mengurangi lama ketergantungan pada proses manufaktur skala tinggi. Dampak gabungan dari perubahan ini di pasar dan proses telah bergeser postur strategis produsen baja. Matching Strategi Manufaktur Kebutuhan Pasar Dalam Bab 3, khas strategi pemasaran digolongkan sebagai massa, segmental dan terfokus, atau satu-one.21 strategi ini dibedakan, sebagian, dalam hal tingkat re-quired akomodasi produk dan layanan. pemasaran massal membutuhkan terbatas produk / diferensiasi layanan . Sebaliknya, salah satu on-satu strategi pemasaran didasarkan pada penawaran produk / layanan yang unik atau disesuaikan untuk masing-masing dan setiap pelanggan. Postur pemasaran strategis dari suatu perusahaan dalam hal fleksibilitas dan kelincahan untuk mengakomodasi kebutuhan pelanggan tertentu secara langsung berkaitan dengan kemampuan manufaktur . Untuk gelar sig¬nificant, kemampuan manufaktur perusahaan mendorong berbagai layak strategi pemasaran yang efektif. Untuk sebuah perusahaan manufaktur untuk bersaing secara efektif, hal itu harus mampu mengintegrasikan kemampuan manufaktur menjadi nilai pemasaran bermakna proposisi. Strategis Alternatif Strategi manufaktur yang paling umum adalah membuat-to-rencana (MTP), make-to-order (MTO), dan merakit-to-order (ATO). Hal ini juga umum untuk menyebut MTP sebagai make-to-stock (MTS) .22 Sebagai aturan umum, strategi MTP merupakan ciri khas dari industri mengeksploitasi ekon-omy skala yang dihasilkan dari produksi berjalan lama. Signifikan barang jadi inven-tory biasanya diproduksi dalam mengantisipasi kebutuhan pelanggan di masa depan. Persyaratan lo-logistik yang mendukung MTP adalah kapasitas pergudangan untuk menyimpan produk jadi dan untuk memfasilitasi berbagai produk untuk pelanggan tertentu. Ketika manufactur¬ing fleksibel diperkenalkan untuk mempercepat peralihan, yang banyak persediaan yang dihasilkan biasanya lebih kecil dalam jumlah. Namun, gudang masih diperlukan untuk penyimpanan sementara dan untuk memfasilitasi berbagai produk. Sebaliknya, strategi manufaktur MTO berusaha untuk memproduksi untuk pelanggan speci¬fication. Sementara MTO mungkin tidak terbatas sebagai toko pekerjaan tradisional, jumlah yang tepat dan konfigurasi yang diproduksi dalam jumlah yang relatif kecil. Kapasitas logistik mungkin diperlukan untuk penyimpanan sementara dan untuk mencapai consolida¬tion transportasi outbound, tetapi sebagian besar produk yang dihasilkan di lingkungan MTO dikirim langsung ke pelanggan. Dalam situasi ATO, produk dasar dan komponen yang diproduksi di anticipa-tion dari pesanan pelanggan masa depan; Namun, produk yang tidak sepenuhnya dirakit atau cus-tomized sampai pesanan pelanggan diterima. Perakitan akhir seperti mencerminkan menjalankan programnya-tion dari prinsip manufaktur atau bentuk postponement.23 Kebutuhan kapasitas logistik sangat penting dalam operasi ATO. Bahkan, peningkatan jumlah produk ATO finalisasi sedang dilakukan di gudang distribusi. Tarik dari strategi manufaktur ATO adalah bahwa ia memiliki potensi untuk menggabungkan beberapa aspek dari skala ekonomi khas MTP dengan tingkat fleksibilitas MTO. Penuh menjalankan programnya-tion dari strategi ATO mengharuskan operasi gudang diintegrasikan dalam proses untuk melakukan menyesuaikan dan operasi perakitan. Industri Insight 5-4 Illus-trates pentingnya logistik mendukung produsen peralatan asli. 21Chapter 3, p. 69. 22This klasifikasi umum mengacu pada Robert H. Hayes dan Gary P. Pisan °, "Beyond Kelas Dunia:.. The New Manufacturing Strategy, - Hanurd Business Review, Januari / Februari 1994, pp 77-86 23See Bab I. p . 18. Pendalaman INDUSTRI 5-4 PARTS KRITIS DALAM DISAMPAIKAN JAM Kecepatan semakin kunci rantai pasokan pembeda, terutama dalam penyediaan bagian-bagian penting, di mana pelanggan mengharapkan pengiriman dalam waktu jam, bukan hari. Dua kekuatan utama yang mendorong pengembangan niche layanan ini . Pertama, produsen peralatan asli memiliki kontrak garansi dengan pengguna akhir mereka, yang sering mencakup protec¬tions terhadap risiko downtime. Kedua, banyak bagian operasi pasokan terfragmentasi sebagai compa¬nies umumnya memiliki beberapa wilayah layanan dan penyedia layanan yang berbeda untuk masing-masing. Menghadapi tekanan untuk mengurangi tingkat persediaan dan investasi terkait, OEM dan compa¬nies lainnya perlu visibilitas yang lebih besar, tidak hanya untuk ketersediaan suku cadang, tetapi juga untuk isi-pipa tantangan diffi¬cult ketika tanggung jawab tersebar di berbagai jaringan. "OEM selalu mencari untuk meningkatkan pelayanan mereka kepada pengguna akhir mereka, dan memiliki jaringan bagian layanan dengan ketersediaan suku cadang yang tinggi dan waktu respon yang cepat untuk insinyur bidang mereka en¬ables mereka untuk meningkatkan sistem uptime, "kata Scott Collins, VP dari bagian layanan logistik untuk Sonic Air, sebuah divisi dari United Parcel Service. Sepanjang dekade terakhir Sonic Air, di con¬junction dengan UPS, telah berfokus pada perancangan jaringan layanan untuk secara khusus memenuhi kebutuhan OEM ini. "Kami memberikan OEM satu titik kontak, kita menggunakan jaringan kami sendiri, dan kami memiliki sistem konektivitas di seluruh bahwa seluruh jaringan," menyatakan Collins. Sonic memiliki sebuah pusat distribusi bagian tengah dengan lebih dari 1 juta kaki persegi ruang dalam 3 mil dari hub udara UPS di Louisville, pengaturan yang memungkinkan Sonic untuk menyediakan larut malam pengolahan pesanan dengan pengiriman dijamin oleh 10:30 hari berikutnya, atau bahkan ear¬lier jika pelanggan menggunakan layanan premium. Dari pusat distribusi, Sonic mengisi ulang net¬work nya dari lokasi dukungan Bank lebih dari 400 bidang di seluruh dunia. Dengan pengecualian dari situs yang didedikasikan beberapa, bank dukungan lapangan fasilitas multiclient. Pesanan dapat datang untuk Sonic dari pelanggan dengan EDI, Internet, fax, atau melalui salah satu dari beberapa call center Sonic beroperasi, hingga akhir AKU untuk berikutnya- ketersediaan hari. Pesanan yang diarahkan ke appro-priate operator, yang kemudian memberitahu operasi cabang masing-masing bahwa bagian tertentu harus ditarik dan dikirim untuk pengiriman. Bagian dapat dikirim semalam langsung ke insinyur bersertifikat (CE) di lapangan. Pilihan lain adalah layanan terus-untuk-pickup di salah satu counter layanan 1430 UPS ditetapkan sebagai situs di mana CE dapat merobek bagian sedini 07:30 Strategi Sonic adalah untuk menemukan bank dukungan lapangan dekat dengan populasi pengguna akhir pelanggan mereka untuk meminimalkan waktu dari entri untuk pengiriman. "Jaringan kami berjalan 24x7, dan sekarang kami dapat melayani 68 persen dari populasi bisnis AS dalam waktu satu jam, 88 persen dalam dua jam, dan 99 persen dalam empat jam," kata Collins. Sonic juga menggunakan pusat distribusi Louisville untuk memberikan perbaikan dan ser¬vices perbaikan, mempertahankan staf lebih dari 300 teknisi untuk memberikan perubahan yang cepat dari equip¬ment seperti komputer laptop, hard drive, monitor, dan perangkat telekomunikasi, includ¬ing pemrograman ponsel. Getronics (sebelumnya Wang Getronics ) saat ini sedang dalam tahap ramp-up dari layanan baru pro-gram. Teknisi Sonic sekarang melakukan 1.100 perbaikan sebulan untuk Getronics pada beragam bagian komputer, peripheral, dan point-of-sale peralatan dan Sonic mengharapkan untuk melihat bahwa kenaikan jumlah dari 6.000 ke 8.000 sebagai program datang sepenuhnya online. Sonic juga menyediakan Getronics dengan pergudangan pusat end-of-landasan pacu, yang meningkatkan efisiensi Getronics 'dan mengurangi beberapa biaya tetap dan variabel yang terkait dengan operasi bagian. "Hubungan Sonic / UPS telah memungkinkan Getronics untuk meningkatkan layanan logistik kami secara keseluruhan kepada pelanggan kami dengan mengkonsolidasikan kami angkutan jasa-tanah, udara, dan berikutnya-penerbangan-out, pergudangan, dan perbaikan-dalam satu fasilitas pusat," kata Richard Fogarty, VP pelayanan untuk Getronics. "Hal ini memungkinkan kita untuk mengambil keuntungan dari penghematan barang dan memungkinkan kita untuk mengurangi investasi kami di bagian dengan memotong siklus waktu untuk kembali bagian yang rusak ke diservis con-disi. Getronics juga dapat menawarkan tingkat yang lebih tinggi logistik jasa konsultasi kepada pelanggan kami dengan menggunakan jaringan nasional Sonic bagian pusat distribusi, yang menyediakan pengiriman bagian empat jam di area bisnis utama untuk basis klien kami. "Sonic adalah konfigurasi ulang sistem informasinya. "Pada kuartal pertama tahun depan, kita akan memiliki terintegrasi sistem bagian layanan yang mengikat masuk bersama-sama order, pengiriman, manajemen pesanan, perbaikan, manajemen persediaan, penagihan, dan keuangan," kata Collins. Sebuah in-sistem manajemen inventori interkoneksi jaringan akan membantu mengidentifikasi bagian mana untuk menyimpan di lokasi tertentu, berdasarkan frekuensi kegagalan yang dialami oleh popula¬tion pengguna akhir. "Mudah-mudahan, visibilitas ini di seluruh jaringan akan memungkinkan pelanggan untuk melakukan perencanaan pekerjaan yang lebih baik dan dengan demikian dapat mengurangi total biaya persediaan di dalam pipa," tambahnya. Sonic memberikan banyak informa ini
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- ya allah let us champion trophy presiden
- Dimenticare
- Mungkin wanita-wanitaitu tertarik dengan
- saya sekarang tinggal di cipanas puncak
- Mungkin wanita-wanita itu tertarik denga
- La
- She needs me, but i know they need me to
- panggilan sayang
- Domanda
- ya allah ijinkan kami juara piala presid
- perutku sedang sakit
- panggilan sayang
- Handsome boys, the left he looks like yo
- sorry, wrong person
- Tell me honestly would you still love me
- Quiero una
- Aku cinta indonesia..tetapi tidak untuk
- malam
- Mungkin banyak gadis yang tertarik denga
- dikantor sampai malam-malam begini
- Today I pray that:- Happiness be at you
- dikantor sampai malam-malam begini
- Today I pray that:- Happiness be at you
- Te qiero mucho
