85
LAMPIRAN
Lampiran 3. Menu Detail Pelanggan dan Shipping
87
Lampiran 5. Menu Detail Order
Lampiran 7. Menu Alokasi Material
Perspektif Tingkat efektifitas ERP Parameter Strategis 2001 2002 2003 2004 Perspektif Keuangan Mengurangi Operasional Cost A/R TO -10 -7.5 -7.6 -8
Inventory TO -5.3 -3.4 -3.7 -1.5
Procurement Cost -4 -4.3 -4 -4.5
Meningkatkan revenue Operating Net Income 12 12.1 14 14.7
Return On Asset 2.3 2.4 2.2 2.4
Sales Growth Rate 11.4 11.8 12.3 12.8 Perspektif Pelanggan Mengurangi lama waktu transaksi Troughput time 2.3 1.2 1.7 1.4
(Customer) Product delivery on time 2 2.3 2.1 1.7
MeningkatkanTingkat Kepuasan PelangFrequency of customer complaint 1.4 -0.3 1.6 -0.7 Customer Satisfactory 1.2 1.1 1.6 1.7
Customer Retention 1.4 0.9 1.6 1.1
Perspektif Internal Integrating working flow Invoice Process Effectiveness -1.5 2.3 2.6 -1.3 Number of Problem with standar report 7.5 2.3 2.5 2.1 Accuracy of inventory records 12 4.4 5.4 2.5 Avoidance of operational bottlenecks Periode Pembelian Raw material 2.4 2.2 -3.5 1.2 Rata rata waktu shipping 2.4 3.2 -2.4 1.7 Perspektif Inovasi Menaikan Produktifitas Karyawan Produktifitas per karyawan 5.6 4.7 3.4 5.9 & Pembelajaran Rata rata kesalahan pada pelayanan 17.3 17.8 -10.5 15.3
Training karyawan 2 3.2 3.5 2.1
Sebelum Implementasi (%
89
Perspektif Tingkat efektifitas ERP Parameter Strategis 2005 2006 2007 2008 Perspektif Keuangan Mengurangi Operasional Cost A/R TO -12 -11 -12.5 -9
Inventory TO 2.34 5.21 4.78 4.93
Procurement Cost -5.3 -5 -5.5 -5.4
Meningkatkan revenue Operating Net Income 22.6 21.5 24.8 20.7
Return On Asset 3.2 3.3 3.1 2.7
Sales Growth Rate 15.4 17.3 17.4 15.3 Perspektif Pelanggan Mengurangi lama waktu transaksi Troughput time -2.3 -1.2 -1.1 -2.1
(Customer) Product delivery on time 17.3 10.8 12.3 11.7
MeningkatkanTingkat Kepuasan PelangFrequency of customer complaint -5.7 -2.1 -3.4 -2.3 Customer Satisfactory 8.3 3.1 1.1 4.7
Customer Retention 2.3 0.1 2.1 1.1
Perspektif Internal Integrating working flow Invoice Process Effectiveness 1.4 1 0.98 1.2 Number of Problem with standar report -1.5 0.01 0.7 -1 Accuracy of inventory records 13 4.5 2.5 4.5 Avoidance of operational bottlenecks Periode Pembelian Raw material 0.3 1.1 -1.7 -1.4 Rata rata waktu shipping -2.1 -4.2 -2.8 -0.2 Perspektif Inovasi Menaikan Produktifitas Karyawan Produktifitas per karyawan 7.8 2.1 3.7 4.1 & Pembelajaran Rata rata kesalahan pada pelayanan -14.3 -12.1 -3.7 -3.1
Training karyawan 14 15.2 12.1 13.3
Sesudah implementasi (%)
Lampiran 9. Balanced Scorecard Sesudah ERP
Balance Scorecard Financial Perspective
-15 -10 -5 0 5 10 15 20 25 30 2001 2002 2003 2004 2005 2006 2007 2008 year In cr eme n ta l ( % ) A/R TO Inventory TO Procurement Cost Operating Net Income Return On Asset Sales Growth Rate
Lampiran 10. Grafik BSC Financial Perspective
Balance Scorecard Internal Perspective
0 2 4 6 8 10 12 14 in cr em e n ta l ( % )
Invoice Process
Effectiveness
Number of Problem
with standar report
Accuracy of inventory
records
Periode Pembelian
Raw material
Balance Scorecard Customer Perspective
-10 -5 0 5 10 15 20 2001 2002 2003 2004 2005 2006 2007 2008year
In
cr
em
en
ta
l (%
)
Troughput time
Product delivery on
time
Frequency of
customer complaint
Customer
Satisfactory
Customer Retention
Lampiran 12. Grafik BSC Customer Perspectiva
Balance Scorecard Innovative and Learning
Perspective
-20 -15 -10 -5 0 5 10 15 20 2001 2002 2003 2004 2005 2006 2007 2008 year in cr e m en ta l ( % ) Produktifitas per karyawan Rata rata kesalahan pada pelayanan Training karyawan91
Current Asset Current Liabilities Cash + Marketable Securities + AR
Current Liabilities Cash + Marketable Securities
Current Liabilities Cash Flow From Operation
Current Liabilities COGS Average Inventory 365 Inventory Turnover Net Sales Average Net A/R
365 Receivables Turnover
COGS Average Account Payable
365 Payables Turonover
Net Sales Average working capital
Net Sales Average Total Asset
Sales
Average cash and equivalent
Sales
Average Fixed Assets (PP&E) Sales
Average Total Assets Sales Average Equity Gross Profit (Sales - COGS)
Sales
Operating Cycle - Days of payable outstanding
Fixed Assets Turnover =
Total Asset Turnover =
Cash Turnover =
Cash Cycle =
W orking Capital
Turnover =
Total Asset Turnover =
Payables Turnover =
Avg No. Days Payables Outstanding = Receivable Turnover =
Avg No. Days Receivables Outstanding
=
Inventory Turnover =
Avg No. Days Inventory
In Stock =
Cash Flow from
Operations Ratio =
Equity Turnover =
Current Ratio (rasio
Lancar) =
Quick Ratio (acid test) =
Cash Ratio =
rata2_jumlah_karyawan_training Layoff_Rate Karyawan_baru_1 Target_jumlah_karyawan training Rate_17 angka_penerimaaan_karyawan_baru_1 rekruitmen_1 selisih_target System_Quality_Index Auxiliary_8 Auxiliary_10 building_it_system retiring_rate Retiring_System system_effcient Rate_10 Rate_6 Efficiency Auxiliary_9 system_IT Budget_IT Information_quality_index data_waste data_recap data_validation data_valid Auxiliary_11 Skilled_Employee Error_rate fraksi_skill_employee Information_quality System_Use_Index Skill_Employee_index system_error Constant_7 Auxiliary_14 Fraksi_User_Satisfaction User_Satisfaction System_Use Constant_4 unefficient_rate System_quality
sumber : hasil olahan penulis
Lampiran 15 Sistem Dinamik D&M Model
Time Sy s tem_qualit y 0 20 40 60 80 100 10,000 20,000 30,000 Time syste m _ e ffcie n t 0 20 40 60 80 100 1.0 1.5 2.0 2.5 Time In fo rmat ion_qualit y _ ind ex 0 20 40 60 80 100 0 5,000,000 10,000,000 Time Us er_Sat is fa c tion 0 20 40 60 80 100 5e22 1e23 2e23
