Pengembangan Model Pengukuran Kinerja Supply Chain Berbasis Balanced Scorecard
(Studi Kasus PT. Semen Padang)
Tesis
Nama : Riko Ervil NRP : 2507202006
Dosen Pembimbing :
Dr.Ir. Patdono Suwignjo, M.Eng,Sc Dr.Eng. Ir. Ahmad Rusdiansyah, M.Eng
Program Magister
Bidang Keahlian Optimasi Sistem Industri Jurusan Teknik Industri
Fakultas Teknologi Industri
Institut Teknologi Sepuluh November Surabaya
2009
Latar Belakang
Supply Chain Performance Measurement Melakukan Monitoring
Dan Pengendalian Melakukan Monitoring
Dan Pengendalian
Mengkomunikasikan Tujuan organisasi
Ke fungsi-fungsi Pada supply chain Mengkomunikasikan Tujuan organisasi
Ke fungsi-fungsi Pada supply chain
Mengetahui posisi Organisasi terhadap
Pesaing dan tujuan Yang hendak dicapai
Mengetahui posisi Organisasi terhadap
Pesaing dan tujuan Yang hendak dicapai
Menetukan arah Perbaikan untuk Menciptakan keunggulan
bersaing Menetukan arah
Perbaikan untuk Menciptakan keunggulan
bersaing
Mengapa Sistem Pengukuran Kinerja Penting Bagi Supply Chain?
Latar Belakang
SCOR
Mendeskripsikan proses manajemen yang
diasosiasikan dengan seluruh fase yang terlibat untuk memenuhi
permintaan customer.
SCOR ini bersifat generik dan tidak berbasis pada strategi perusahaan, sehingga belum tentu selaras dengan strategi perusahaan.
BSC
Mengukur tangible asset dan intangible asset.
Mengintegrasikan rencana strategis dengan pengukuran yang menghubungkan kinerja sistem, pekerja, proses
internal dan konsumen
Dikembangkan sistem pengukuran kinerja supply chain yang berbasis pada supply chain strategi, yang diturunkan dari
strategi perusahaan.
Perusahaan yang strateginya berbeda, maka ukuran kinerja supply chain juga berbeda
Perumusan Masalah
Bagaimana mengembangkan model Balanced Scorecard yang sebaiknya digunakan untuk mengukur kinerja
supply chain perusahaan yang bersifat
spesifik?
Tujuan Penelitian
1.
Mengembangkan Kerangka sistem
pengukuran kinerja supply chain yang berbasis Balanced Scorecard.
2.
Mengembangkan key performance indicator sistem pengukuran kinerja supply chain yang berbasis Balanced Scorecard yang didasarkan atas
strategi supply chain.
Batasan penelitian
1.
Melakukan pengembangan model
pengukuran kinerja supply chain tanpa melakukan proses pengukuran.
2.
Pengembangan model pengukuran
kinerja supply chain dilakukan hanya
pada internal supply chain PT. Semen
Padang saja.
METODOLOGI PENELITIAN
Tahap Identifikasi Awal
1. Identifikasi dan Perumusan Masalah
2. Penetapan Tujuan Penelitian
3. Studi Literatur
4. Studi Lapangan
Tahap Penerapan dan Validasi Model
1. Penerapan Model
2. Validasi Model
Tahap Analisis & Kesimpulan
1. Analisa dan pembahasan
2. Kesimpulan dan saran Tahap Pengembangan Model
1. Identifikasi Model Pengukuran Kinerja Supply Chain Yang Sudah Ada
2. Analisis Kelemahan Model Pengukuran Kinerja Supply Chain Sebelumnya
3. Pengembangan Model Pengukuran Kinerja Supply Chain
Literatur Review
Pengembangan Model Pengukuran kinerja Supply Chain
Berbasis Balanced Scorecard
Performance Measurement and Metric in a Supply Chain Environtment
Gunasekaran, et al (2001)
A Framework for Supply Chain Performance Measurement Gunasekaran, et al (2004) Performance Measurement of
Supply Chain Management : Balanced Scorecard Approach
Bhagwat, et al (2007)
SCORSupply Chain Council
Posisi Penelitian
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
√√√√
Topik utama:
• Supply chain
• Pengukuran kinerja
• Framework
• SC Strategy
• Strategic Initiatives
• KPI
• Balanced Scorecard
Pengembangan Model
Pengukuran Kinerja Supply Chain Berbasis Balanced Scorecard Performance
Measurement of Supply Chain Management : a Balanced
Scorecard proach A Framework for
Supply Chain Performance Measurement Performance
Measurement and Metric in a Supply Chain
Environment.
Judul penelitian :
Penelitian ini Bhagwat, et al.
(2007) Gunasekaran, et
al.(2004) Gunasekaran,
et al. (2001) Penulis(tahun)
Pengembangan Model
Strategi Bisnis
Strategi Bisnis Strategi Supply ChainStrategi Supply Chain
Strategic Initiatives
Strategic Initiatives Strategic Initiatives Supply Chain Strategic Initiatives
Supply Chain
Sistem Pengukuran Kinerja Perusahaan (Balanced Scorecard) Sistem Pengukuran Kinerja Perusahaan (Balanced Scorecard)
Sistem Pengukuran Kinerja Supply Chain Berbasis Balanced Scorecard
Sistem Pengukuran Kinerja Supply Chain Berbasis Balanced Scorecard
Deployment
Deployment
Deployment
DeploymentDeployment
DeploymentDeployment
Deployment Strategi Supply Chain PT.SP
Bisnis Strategy
1. Revenue Management 2. Cost Management
3. Capacity Management 4. Increasing Competitive Advantage
Supply Chain Strategy
1. Peningkatan efisiensi dan sinergi 2. Pengamanan bahan baku
3. Pemantapan market share dan fasilitas distribusi
Deployment Strategic Initiatives Korporasi PT.SP
Strategic Initiatives
♦1. Improve Shareholder value
♦ 2. Optimizing Sales Volume
♦ 3. Maintain Sales Price
♦ 4. Maintain Market Share
♦ 5. Manage COGS
♦ 6. Manage Operating Expense
♦ 7. Manage Working Capital
♦ 8. Manage Capex
♦9. Streamlining Distribution &Transportation Capacity
♦10. Increase Yield & Utilization
♦11. Improve Procument Management
♦12. Improve Inventory Management
♦13. Improve Operational Efficiency
♦14. Improve Quality Assurance
♦15. Improve Distribution Channels Satisfaction
♦16. Improve Distributor Service
♦17. Improve Distributor Performance
♦18. Improve Distribution Reliability
♦19. Improve Customer Satisfaction
♦20. Improve Human Resources Management
♦21. Measuring Employee Satisfaction Level
♦22. Organizational Improvement
♦23. Improve S.H.E Management
♦24. Implement Information Management system
♦25. Improve CSR Effectiveness
♦26. Improve Corporate Image
Bisnis Strategy 1. Revenue Management
2. Cost Management
3. Capacity Management
4. Increasing Competitive Advantage
Deployment Strategic Initiatives Supply Chain PT.SP
Strategic Initiatives
2. Optimizing Sales Volume
12. Improve Inventory Management 4. Maintain Market Share
19. Improve Customer Satisfaction
15. Improve Distribution Channel Satisfaction 18. Improve Distribution Reliability
16. Improve Distributor Service 17. Improve Distributor Performance
9. Streamlining Distribution &Transportation Capacity
10. Increase Yield & Utilization 3. Maintain Sales Price
1. Improve Shareholder value 5. Manage COGS
6. Manage Operating Expense 7. Manage Working Capital 8. Manage Capex
11. Improve Procument Management 14. Improve Quality Assurance
20. Improve Human Resources Management 21. Measuring Employee Satisfaction Level 22. Organizational Improvement
23. Improve S.H.E Management
24. Implement Information Management system 25. Improve CSR Effectiveness
26. Improve Corporate Image 13. Improve Operational Efficiency
Supply Chain Strategic Initiatives
1. Optimalisasi Sarana Distribusi dan Transportasi
2. Optimalisasi Operasi 3. Price Leaderships
4. Meningkatkan Kehandalan Supplier 5. Meningkatkan Kualitas Bahan Baku
6. Product Availability
7. Meningkatkan Jaminan Pasokan 8. Meningkatkan brand image produk 9. Peningkatan Layanan Pelanggan 10. Peningkatan Layanan Distributor 11. Meningkatkan Jaringan Distribusi 12. Optimalisasi Jumlah Distributor 13.Optimalisasi Peran Distributor
Supply Chain Strategy
1. Peningkatan efisiensi dan sinergi
2. Pengamanan bahan baku
3. Pemantapan market share dan fasilitas distribusi
Deployment KPI Korporasi PT.SP
Strategic Initiatives
1. Improve Shareholder value 2. Optimizing Sales Volume 3. Maintain Sales Price 4. Maintain Market Share 5. Manage COGS
6. Manage Operating Expense 7. Manage Working Capital 8. Manage Capex
9. Improve Customer Satisfaction
10. Improve Distribution Channels Satisfaction 11. Improve Distributor Service
12. Improve Distributor Performance 13. Improve Distribution Reliability
14. Streamlining Distribution & Transportation Capacity
15. Increase Yield & Utilization 16. Improve Quality Assurance 17. Improve Operational Efficiency 18. Improve Procument Management 19. Improve Inventory Management
20. Improve Human Resources Management 21. Measuring Employee Satisfaction Level 22. Organizational Improvement
23. Improve S.H.E Management
24. Implement Information Management system 25. Improve CSR Effectiveness
26. Improve Corporate Image
Key Performance Indicator
1. EV/ton 2. Ebitda 3. ROE 4. Net Profit 5. Free Cash Flow
6. Account Receivable Turnover 7. Capex
8. Sales Volume Total 9. Domestic Marketshare 10. COGS
11. Operating Expenses
12. Distribution Satisfaction Index 13. Customer Satisfaction Index 14. Procurement Cycle Time 15. Total inventory Turn Over 16. Penalty & Loss Reduction 17. Clinker Production 18. Cement Production
19. Power Consumption (Plant only) 20. Vessel Availability
21. Product Availability
22. Distributor Complaint Solves 23. Manhour Training
24. Employee Productivity 25. SMSP Evaluation 26. GCG Evaluation 27. Risk Management Setup 28. ICT Service Level Availability 29. CSR
30. Environment Proper
Deployment KPI Supply Chain PT.SP
1. EV/ton 2. Ebitda 3. ROE 4. Net Profit 5. Free Cash Flow
6. Account Receivable Turnover 7. Capex
8. Sales Volume Total 9. Domestic Marketshare 10. COGS
11. Operating Expenses
12. Distribution Satisfaction Index 13. Customer Satisfaction Index 14. Procurement Cycle Time 15. Total inventory Turn Over 16. Penalty & Loss Reduction 17. Clinker Production 18. Cement Production
19. Power Consumption (Plant only) 20. Vessel Availability
21. Product Availability 22. Distributor Complaint Solves 23. Manhour Training
24. Employee Productivity 25. SMSP Evaluation 26. GCG Evaluation 27. Risk Management Setup 28. ICT Service Level Availability 29. CSR
30. Environment Proper
1. Sales
2. Sales volume domestic 3. Sales volume eksport 4. Domestic Marketshare 5. Transport cost per ton 6. Distribution cost per ton 7. Distribution Satisfaction Index 8. Customer Satisfaction Index 9.Procurement Cycle Time 10. Inventory turnover sparepart 11. Inventory turn over batu kapur 12. Inventory turn over batu silika 13. Inventory turn over batu bara 14. Inventory turn over craft paper 15. Inventory turn over tanah liat 16. Inventory turn over gypsum 17. Inventory turn over pasir besi 18.Clinker Production
19.Cement Productio 20. Vessel Availabilit 21. Product Availabili
22. Distributor Complaint Solves 23. Employee Productivity 24. Percentage of EDI transaction
Key Performance Indicator Key Performance Indicator
Supply Chain
2. Price Leaderships
3. Meningkatkan brand image produk 4. Peningkatan Layanan Pelanggan 9. Optimalisasi Sarana Distribusi dan
Transportasi
5. Peningkatan Layanan Distributor 6. Optimalisasi Jumlah Distributor 7. Optimalisasi Peran Distributor 8. Meningkatkan Jaringan Distributor
10. Optimasi Operasi
11. Meningkatkan Kehandalan Supplier
1. Product Availability
12. Meningkatkan Jaminan Pasokan 13. Meningkatkan Kualitas Bahan Baku Supply Chain Strategic Initiatives
Key Performance Indicator Supply Chain PT.SP
1. Sales
2. Sales volume domestic 3. Sales volume eksport 4. Domestic Marketshare 5. Transport cost per ton 6. Distribution cost per ton 7. Distribution Satisfaction Index 8. Customer Satisfaction Index 9. Procurement Cycle Time 10. Inventory turnover sparepart 11. Inventory turn over batu kapur 12. Inventory turn over batu silika 13. Inventory turn over batu bara 14. Inventory turn over craft paper 15. Inventory turn over tanah liat 16. Inventory turn over gypsum 17. Inventory turn over pasir besi 18. Clinker Production
19. Cement Production 20. Vessel Availability 21. Product Availability
22. Distributor Complaint Solves 23. Employee Productivity 24. Percentage of EDI transaction
Perspektif Key Performance Indicator
Financial F1. Sales
F2. Transport cost per ton F3. Distribution cost per ton
Customer C1. Distribution Satisfaction Index
C2. Customer Satisfaction Index C3. Distributor Complaint Solves C4. Domestic Marketshare Internal Business Process I1. Sales volume domestic
I2. Sales volume eksport I3. Procurement Cycle Time I4. Inventory turnover sparepart I5. Inventory turn over batu kapur I6. Inventory turn over batu silika I7. Inventory turn over batu bara I8. Inventory turn over craft paper I9. Inventory turn over tanah liat I10. Inventory turn over gypsum I11. Inventory turn over pasir besi I12. Clinker Production
I13. Cement Production I14. Vessel Availability I15. Product Availability Learning & Growth L1. Employee Productivity
L2. Percentage of EDI transaction
Framework Pengukuran Kinerja Supply Chain PT.SP
Kesimpulan
1. Pengembangan model pengukuran kinerja supply chain dilakukan untuk lebih meningkatkan ketepatan dan keakuratan pengukuran kinerja pada fungsi supply chain perusahaan. Akan tetapi sistem pengukuran kinerja supply chain tersebut haruslah didasarkan pada strategi supply chain yang diturunkan dari strategi korporasi yang ada pada perusahaan. Dari strategi perusahaan kemudian diturunkan strategic initiatives dan selanjutnya dilakukan deployment menjadi strategic initiatives supply chain. Dari strategic initiatives perusahaan didapat key performance indicator pengukuran kinerja perusahaan, lalu dilanjutkan langkah deployment key performance indicator tersebut menjadi key performance indicator supply chain. Dari key performance indicator yang diperoleh dilakukan pengelompokkan ke dalam empat perspektif Balanced Scorecard. Pengukuran kinerja supply chain dapat digambarkan bahwa sistem pengukuran kinerja supply chain perusahaan harus mempunyai hubungan yang erat dengan sistem pengukuran kinerja perusahaan.
2. Penerapan pengembangan model pengukuran kinerja supply chain berbasis Balanced Scorecard pada PT. Semen Padang dapat merumuskan 24 buah key performance indicator yang dikelompokkan ke dalam empat perspektif dengan didasarkan atas kaedah-kaedah yang berlaku pada Balanced Scorecard. Key performance indicator yang telah dihasilkan dapat menggambarkan kondisi kinerja internal supply chain PT. Semen Padang pada saat ini.
