Achieving Competitive Advantage for Agribusiness through Supply

Chain Management
A System Dynamics Simulation and SCOR model Approach
Hoetomo Lembito
Student of Doctoral Program in Business Management
Graduate School of Management and Business - Bogor Agricultural University (IPB)
hlembito@gmail.com

Kudang Boro Seminar

Department of Mechanical & Biosystem Engineering
Faculty of Agricultural Technology (Fateta), Bogor Agricultural University (IPB)
kseminar@ipb.ac.id

Nunung Kusnadi
Department of Agribusiness
Faculty of Economics and Management Bogor Agricultural University (IPB)
nunungkusnadi@yahoo.com

Yandra Arkeman
Department of Agro Industrial Technology
Faculty of Agricultural Technology (Fateta), Bogor Agricultural University (IPB)
yandra_ipb@yahoo.com

ABSTRACT
The supply chain management (SCM) encompasses all activities associated with the flow and transformation of
goods from the raw materials stage, through to end users, as well as the associated information flows. Supply chains are
essentially a series of linked suppliers and customers; every customer is in turn a supplier to the next downstream
organization until the finished product reaches the ultimate end user.
The global business environment including agribusiness is in a state of transition, being influenced by
globalization, strategic alliances, merger and acquisition, business process and reengineering. The rapid advancement of
information technology is also having its affect on businesses and their management. These changes in turn effect the
management of supply chains of all businesses. As a result, agribusiness firms are responding to the emerging
challenges in global economy by seeking the benefit of greater collaboration and integration with both their suppliers
and customers to ensure more sustainable and profitable trading arrangements.
The Supply-Chain Operations Reference (SCOR) model to assist firms in increasing the effectiveness of their
supply chains, and to provide a process-based approach to SCM
A system dynamics model for SCM will be used as a decision support tool for evaluation and understanding of
the problem that arises in agribusiness. The potential of system dynamics in evaluating the increasingly challenging
market place with growing field of competitors is employed by SCM decision makers to generate an insight into the
available SCM alternatives in achieving competitive advantages.
The purpose of this paper is to provide agribusiness executives with an opportunity to examine critical issues
and strategies in the SCM for agricultural products for delivering value to consumers while remaining globally
competitive by developing system dynamic simulation and the SCOR model approach. The paper uses case study of
Palm Oil Industry to demonstrate a simulation model of SCM.
Keywords: Competitive Advantage, Supply Chain Management, System Dynamic, SCOR

1 INTRODUCTION
In todays highly competitive marketplace, companies are faced with the need to meet or
exceed increasing customer expectations while cutting costs to stay competitive in a fierce global
market, in which the manufacturing firms operate is characterized by growing world competition
and increasingly demanding customers .The turbulent market conditions in the 21st century have
heightened the need for more competitive strategies to be developed for growth (Sanchez and Perez,
2007:). Further, as the new competitive environment changes to more global, technologically
oriented and customer driven, as product life cycles shrink and new products get introduced rapidly,
as customers continually demand higher quality, faster response, and greater reliability of products
and services. The new world market demands a more customer responsive behavior by companies.
The world is in the era of supply chain competition, where organization no longer acts in
isolation as an independent entity, but as a supply chain to create value delivery systems that are
more responsive to fast-changing markets, more consistent and reliable (Christopher, 2005:29:
Pandey and Gaug, 2009:99). The core capabilities of a company lie in its ability to design and
manage its supply chain in order to gain maximum advantage in the market where competitive
forces are changing.
Supply chain is a typical complex, adaptive, and dynamic system with nonlinearities, delays,
and networked feedback loops. So it is very difficult for supply chain professionals to clearly
understand supply chain operational mechanisms and thus make appropriate decisions within the
limited time to adapt to the ever-changing, competitive, and turbulent business environment.
Fortunately, the SCOR (Supply Chain Operation Reference) model provides a framework and a set
of metrics that can be used as the starting point for building performance metric. Performance
measurement is an effective way to know how a supply chain operations, however, from the
perspective of performance measurement, it also has an emerging idea to study the relationships
between performance metrics. Santos et al. (2002) incorporated System Dynamic (SD) to analyze
the relationships among performance metrics.
2 COMPETITIVE ADVANTAGE THROUGH SUPPLY CHAIN MANAGEMENT
The Council of Supply Chain Management Professionals (CSCMP) (2004), (formerly The
Council of Logistics Management (CLM)), a leading professional organization promoting SCM
practice, education, and development, defines SCM as: SCM encompasses the planning and
management of all activities involved in sourcing and procurement, conversion, and all logistics
management activities, including coordination and collaboration with suppliers, intermediaries,
third-party service providers, and customers In essence, supply chain management integrates
supply and demand management within and across companies (www.cscmp.org). CSCMP
emphasizes that SCM encompasses the management of supply and demand, sourcing of raw
materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry
and order management, and distribution and delivery to the customer. Cooper et al. (1997) define
SCM as the management and integration of the entire set of business processes that provides
products, services and information that add value for customers. Several authors have defined
supply chain management. Christopher (1998), New and Payne (1995), and Simchi-Levi et al.
(2000) define supply chain management as the integration of key business processes among a
network of interdependent suppliers, manufacturers, distribution centers, and retailers in order to
improve the flow of goods, services, and information from original suppliers to final customers,
with the objectives of reducing system-wide costs while maintaining required service levels (as
cited in Stapleton et al., 2006, p. 108).
Competitive advantage is defined as the capability of an organization to create a defensible
position over its competitors (Li et al., 2006, p. 111). Today, however, competition is considered a
war of movement (p. 62) that depends on anticipating and quickly responding to changing market
needs (Stalk et al., 1992). Competitive advantage emerges from the creation of superior

competencies that are leveraged to create customer value and achieve cost and/or differentiation
advantages, resulting in market share and profitability performance (Barney, 1991; Coyne, 1986;
Day and Wensley, 1988; Prahalad and Hamel, 1990). Porter's approach competitive advantage
centers on a firms ability to be a low cost producer in its industry, or to be unique in its industry in
some aspects that are popularly valued by customers (Porter, 1991).
A fundamental shift in the ways in which companies compete is driving a new way of
thinking. Today, rather than companies competing against companies, supply chains compete
against supply chains. Effective information sharing means that you no longer have to own all the
pieces of the supply chain to effectively operate as a single entity. And the ability to form the
appropriate partnerships in a timely manner and effectively operate as a single entity allows some
supply chains to thrive while others fail. (Robert, 1999). The objective of SCM is to maximize
value in the supply chain. The value a supply chain generates is the differences between what the
final product is worth to the customer and cost the supply chain will in-cure to fulfill the customers
request (Chopra and Meindl, 2007). SCM is about competing on value, collaborating with
customers and suppliers to create a position of strength in the marketplace based on value derived
from end consumer (Chopra and Meindl, 2007).

Figure 1: Supply Chain in Agribusiness

3 PALM OIL IN INDONESIA
Agribusiness sector produced food, feed, fiber, fuel and other goods, and create big influence
to essential ecosystem, services like water supply and carbon release, Agriculture was the main
development component in the economic, social, ecology, culture, and food resilience, either at
local, national and also global level. Agriculture sector in Indonesias economic development
contributed 15% to national GDP and 40.3% in the year 2009 (Pahan, 2012). The oil palm industry
in Sumatra and Kalimantan islands had gown rapidly since 1980, but it was not developed to
become strong agribusiness system (Pahan, 2010). Agribusiness system was an approach which
integrated raw material purchasing (upstream agroindustry) , the activity of primary production (on
farm) , processing manufacturing (downstream agroindustry), marketing, and supporting
institutions such as financing, land agency, research and development within one system (Davis and
Goldberg, 1957)
The oil palm, Elaeis guineensis Jacq. is indigenous to West Africa where the main palm belt
ran from Sierra Leone, Liberia, the Ivory Coast, Ghana and Cameroon to the equatorial regions of
the Republics of Congo and Zaire. (Teoh, 2002). Its oil, extracted from its fruits, has been used as
food and medicine through the ages, the earliest archeological evidence suggests the existence of an
earthenware jar containing residues of palm oil in a 5,000-year-old Egyptian tomb. (www.rspo.org)

Oil palm plantation produced raw material in the form of fresh fruit brunch (FFB) that were
processed in the palm oil mill to become semi-goods namely crude palm oil (CPO) and palm kernel
oil (PKO). Semi-goods were furthered processed to become finished goods (edible and non-edible)
at downstream manufacturing industry to give financial added value. Palm oil export contribution to
Indonesia economy in the year 2010 was USD 16.4 billions.

Figure 2: Crude Palm Oil Milling Process

Nowadays, palm oil is used in a vast range of everyday products including crisps, cakes,
biscuits, pastry, margarines, ice cream and soaps. Over 28 million tons of palm oil is produced
worldwide annually and Indonesia and Malaysia occupy 80 percent of the worlds CPO (crude palm
oil) production.
With the growing demand and production (expected to nearly double by 2020 and may be
more due to the bio energy demand), palm oil sales are set to rise in Europe and dramatically so in
the growing economies of China and India. (Fitrian, 2006)
Palm oil industry is industry affected by free market mechanism (Chalil, 2008). The balance
of supply and demand is foundation of price creation (Baye, 2008). Increasing palm oil demand is
triggered by population growth and increasing of GDP (Pahan, 2010), the addition of global bio
fuel request (Widjaja and Miang, 2008, existence of trans-fat problems, which cause some of food
industries in the United States changing over to palm oil and CPO consumption factor of China, and
India which grow rapidly (Fong, 2008).

Figure 3: Global Palm Oil Demand 1970-2010 and Avg. Increase in Production

Indonesia has scored a significant achievement on oil palm development by becoming the
biggest palm-oil-producing country in the world, both in plantation area and in total national
production of palm oil. Based on recently revised official Indonesian government statistics, it is
apparent that the countrys rapid expansion of oil palm acreage is continuing in 2010.Total area
planted to oil palm (immature and mature) in 2010/11 is now estimated at roughly 7.65 million
hectares, having increased at an average annual rate of 300,000 hectares over the past 10 years.
USDA is currently estimating Indonesian palm oil production in 2010/11 at a record 23.0 million
tons, up 2.0 million or 10 percent from last year (USDA, 2010)

Figure 4: Indonesia Oil Palm Area Palm Oil Yield and Production 1970-2010
Indonesian approach in oil palm development places Commodity Board (Indonesian Palm Oil
Board) founded on May 31st 2007 to establish oil palm agribusiness system which is competitive,
pro-people, and sustainable, to become the national economy development pillar as entrusted by
Plantation Act No. 18/2004 section 18 article 2, that is : to build inter players (subsystems) synergy
of plantation agribusiness system, the government pushes and facilitates the formation of
commodity board which functions as forum for strategic plantation commodity development for all
plantation stakeholders (Pahan, 2012). Competitive advantage is strategic management key and
success condition of long-range and organization life continuity.
Supply Chain integration is a process of business which has spanning spectrum from raw
material produces to end user and creating product, information and service which has an added
value (Richey et al., 2010). Palm oil industry supply chain as agribusiness system consists of
supplier (seed, agrochemicals, equipment and agricultural machineries producer), plantation
(private, SOE, and public small holders), processor (edible and non edible), marketer (trader and
consumer goods), and supporting subsystem such as land, financial, and R&D (Davis and Goldberg,
1957; Downey and Erickson, 1987; Pahan, 2010). Industry players will be improving industrial
performance through supply chain integration mechanism path. Supply chain integration is an
organization network which is involved through inter-connected of upstream and downstream
industry and created value of goods and services for end user through competition, competitiveness
and competitive advantage (Antai, 2011). The company in palm oil industry which expecting to
increase performance through service effectiveness and cost efficiency can do with two ways,
namely (1) Reduce barrier of supply chain integration, and (2) Increase facilitation of supply chain
integration (Richey et. al, 2010). The objective of supply chain integration (of key business
processes among a network of interdependent suppliers, plantation, processor , and marketers in
order to improve the flow of goods, services, and information from original suppliers to final
customers), is reducing system-wide costs while maintaining required service levels.

4 SIMULATION MODEL
Simulation models can describe highly complex systems, and be used to either experiment
with systems that still do not exist or experiment with existing systems without altering them (this
may also be done using analytical methods provided the system is not highly complex). Among the
drawbacks, one worthy of mention is that these models do not generate a closed set of solutions.
Each change made in the input variables requires a separate solution or a series of runs. Complex
simulation models may entail a long time to be constructed and run. Furthermore, model validation
may prove a difficult task (that is, correspondence with the real system).
Simulation is an important tool to explain how supply chain performance indicators react in
the face of controllable factors and environmental factors. Thus, simulation is an experimental
method. Experiments can be done with different input values and with several simulation model
structures (representing various policies, etc.), considered a black box. Some methods do not treat
the simulation model as a black box: perturbation analysis and score function (Spall, 2003).
Simulation is widely used in practice as it does not require sophisticated mathematics.
Simulation may offer an idea about the causes and effects of supply chain performance. What
inputs significantly affect what outputs? Simulation can help understand causality, and it is a
methodology that might not treat a supply chain as a black box.
There is a series of general supply chain simulation objectives. Which are (1) Generating
supply chain knowledge. Using simulation to understand all or part of the supply chain, its
processes and key problems. (2) Developing and validating improvements. Simulation can be used
to propose and simulate scenarios to improve the supply chain (what-if analysis). (3) Reproducing
and testing different decision-based alternatives. Determining a priori the level of optimization and
robustness of a strategy without interrupting the real supply chain. (3) Quantifying benefits. In
general, simulation is important because it could help quantify the benefits resulting from the
supply chain management supporting decision making at the strategic decision level: supply chain
configuration (including (re)designing the supply chain), and at the tactical and operational decision
levels: supply chain coordination (including the establishment of control policies values) (Hirsch et
al. 1998).
5 SCOR MODEL AND SYSTEM DYNAMIC MODEL
The SCOR (Supply Chain Operations Reference) model is a process reference model that was
introduced in 1996 through the Supply Chain Council (SCC) and supported by more than 1,000
academic and industrial organizations to become an industrial standard for supply chain
management. The SCOR model is intended to describe the business activities, operations and tasks
corresponding to all levels of satisfying supply chain internal and external customer demands
(Supply-Chain Council 2006). Besides the well-known concepts of business process reengineering
and benchmarking, SCOR also defines a set of metrics that one can use to evaluate processes at
each level of the process hierarchy. The performance attributes and metrics are measured in five
different categories, namely supply chain reliability, supply chain responsiveness, supply chain
flexibility, supply chain costs, and supply chain asset management. Each SCOR metric is associated
with certain SCOR processes.
The SCOR model provides a process point of view of supply chain management. SCOR is a
cross-industry standard for supply chain management and has been developed and endorsed by the
Supply-Chain Council (SCC). It focuses on a particular company and is based on five distinct
management processes: Plan, Source, Make, Deliver, and Return. Supply chain management
addresses different types of problems according to the decision horizon of interest. Long range
(strategic) decisions are concerned with supply chain configuration: number and location of
suppliers, production facilities, distribution centers, warehouses and customers, etc. Medium and
short range decisions (tactical and operational) are concerned with material management, inventory
management, planning processes, forecasting processes, etc. It should be emphasized that

information management is also a key aspect of supply chain management; e.g., integrating systems
and processes throughout the supply chain so that they share valuable information, including
demand signals, forecasts, inventory and transportation etc. (SCOR, 2010). It should be emphasized
that information management is also a key aspect of supply chain management; e.g., integrating
systems and processes throughout the supply chain so that they share valuable information,
including demand signals, forecasts, inventory and transportation etc.

Figure 5: SCOR Model with metrics

From the perspective of performance measurement, it also has an emerging idea to study the
relationships between performances metric. This relation can be described by using System
Dynamic Modeling.
The first published work in System Dynamics Modeling related to supply chain management
is found in .Industrial Dynamics: A major breakthrough for decision makers. (Forrester, 1958).
Forrester (1961) expands on his basic model through further and more detailed analysis, and
establishes a link between the use of the model and management education. System dynamics is an
approach for exploring the nonlinear dynamic behavior of a system and studying how the structure
and parameters of the system lead to behavior patterns.
This approach is primarily concerned with the application of System Dynamics Modeling to
solve a problem in supply chain management. Issues investigated range from ordering policies and
inventory management to supply chain design. Typical of research on the development of inventory
management policies is the work of Barlas and Aksogan (1997). Increasingly competitive markets
have lead to the development of Quick Response systems, aiming to allow faster response to market
demand changes whilst maintaining lower inventory levels. Anderson, Fine and Parkers (1997)
approach uses a System Dynamics model to explain demand amplification along capital equipment
supply chains, and to test various strategies that could improve the functioning of the industry. The
System Dynamics Modeling methodology allows them to incorporate typical features of the capital
equipment industries, such as feedback loops, delays and non-linearitys.
In general, the main objective of system dynamics is to understand the structural causes that
bring about the behavior of a system (Sterman, 2000). Some examples of input flows in the supply
chain are production and sales. Some examples of output flows in the supply chain are stocks, fill
rate and work in process (WIP). Systems dynamics assumes that control is carried out by varying
the ratio of the variables (for instance, production and sales) which changes flows (and therefore
stocks). It is also based on the feedback principle, i.e., a manager compares an objective value for a
metrics with the real value and takes corrective actions, if required.

Figure 6: Supply Chain System Dynamic Model

6 CONCLUSION
A supply chain is the connected series of value activities concerned with the planning and
controlling of raw materials, components and finished products from suppliers to the final
customers Supply chain management provides an opportunity to the firms to look beyond their own
organization and collaborate with the value chain partners for the mutual benefits. The traditional
view of SCM is to leverage the Supply Chain to achieve the cost minimization while assuring
quality and service level throughout the Supply Chain. The difficulties in designing and analyzing a
Supply Chain are mainly due to its processes that have complex relationships among themselves
and offer impact differently on the performance measures. Performance of a Supply Chain is
characterized by its ability to remain responsive without losing the integration through its chain.
The performance attributes and metrics are measured by using SCOR model which are supply
chain reliability, supply chain responsiveness, supply chain flexibility, supply chain costs, and
supply chain asset management.
Before implementation of any policy towards integration of Supply Chain, management of
case Supply Chain would like to have some information about impact of policy implementation on
other performance variables. It is realized that the impact of any policy on the supply chain
performance improvement cannot be predicted with desired confidence before its execution. System
dynamics considers the causal relationships among variables and through simulation permits the
evaluation of such impact on the operating performance of whole Supply Chain. In the practical
application of this concept, development of the System Dynamic model for analyzing the Supply
Chain Model would be a prerequisite.
According to Simchi Levi et al. (2003) , each product or commodity has its supply chain
strategy characteristic suited to economic of scale and bargaining power of market demand and
supply. Commodity based on natural resources like CPO has characteristic of high depending on
economic of scale and high uncertainty demand related to environmentally oriented product
attributes. The case study in CPO supply chain by developing system dynamic simulation model
will help the agribusiness sector to increase its competitiveness in the uncertainty demand and
turbulent economic condition.
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