UNIT USAHA CONSUMER
Komposisi Pendapatan Penjualan CP berdasarkan kategori produk yang terjual dan kontribusinya adalah sebagai berikut:
(Rp dalam Milyar) / (IDR in Billions) Produk
Products
2017 2016 Naik /
Increase
Rp / IDR % Rp / IDR %
Sarihusada 6,436.68 67.89 6,271.37 69.29 2.64%
Nutricia 988.50 10.43 1,125.15 12.43 -12.15%
Wyeth 472.06 4.98 455.53 5.03 3.63%
Baby Food 7,897.24 83.30 7,852.05 86.75 0.58%
Other Consumers 1,583.25 16.70 1,199.61 13.25 31.98%
Total 9,480.49 100.00 9,051.66 100.00 4.74%
Laba Bruto Unit Usaha CP pada tahun 2017 adalah Rp 865,79 Milyar, naik sebesar 6,44% dari Rp 813,43 Milyar ditahun sebelumnya. Persentase Laba Bruto terhadap Pendapatan Penjualan juga naik ke posisi 9,13% dari sebelumnya 8,99% di tahun 2016. Kenaikan persentase Laba Bruto ini terutama disebabkan oleh perubahan komposisi produk (product mix) yang terjual, dimana produk-produk yang margin-nya lebih besar, secara rata- rata, persentase kenaikan Pendapatan Penjualan-nya dibandingkan dengan tahun lalu, lebih tinggi daripada kenaikan Pendapatan Penjualan produk-produk lainnya.
Laba Usaha CP tahun 2017 adalah sebesar Rp 269,48 Milyar, suatu penurunan sebesar (4,23)% dari sebelumnya Rp 281,39 Milyar di tahun 2016. Persentase Laba Usaha terhadap Pendapatan Penjualan juga menurun, yaitu dari 3,11% ditahun 2016 turun menjadi 2,84% di tahun 2017. Faktor utama penyebab penurunan persentase Laba Usaha terhadap Pendapatan Penjualan tersebut adalah besarnya kenaikan Beban Penjualan yaitu dari Rp 408,93 Milyar di tahun 2016 menjadi Rp 473,99 Milyar di tahun 2017 atau kenaikan sebesar 15,91%. Kenaikan yang cukup signifikan ini terjadi di pos-pos biaya logistik dan insentif outlet. Peningkatan Laba Bruto Unit Usaha CP ternyata tidak cukup untuk mengkompensasi kenaikan Beban Penjualan, sehingga persentase Laba Usaha mengalami penurunan.
Namun demikian, walaupun Laba Usaha menurun, Laba Tahun Berjalan Unit Usaha CP justru mengalami peningkatan sebesar 15,28%, yaitu dari Rp 152,87 Milyar di tahun 2016 menjadi Rp 176,24 Milyar di tahun 2017, suatu kenaikan sebesar Rp 23,37 Milyar. Hal ini terutama disebabkan oleh turunnya Beban Bunga secara drastis, yaitu dari Rp 77,35 Milyar di tahun 2016 menjadi hanya Rp 37,80 Milyar di tahun 2017, atau penurunan sebesar (51,13)%. Hal ini terjadi karena menurunnya jumlah Hutang Bank dalam jumlah yang sangat signifikan dan juga turunnya tingkat bunga pinjaman.
CP Sales Revenue Analysis based on products category sold and its contributions are as follows:
Gross Profit of Business Unit CP in 2017 was IDR 865.79 Billions or an increase of 6.44% from IDR 813.43 Billions in the previous year. The percentage of Gross Profit against Sales Revenue also increased from previously 8.99% in 2016 to 9.13% in 2017. The increased percentage of Gross Profit was mainly caused by the change in the composition of products sold, where the increase of products with bigger margins, as compared to its Sales Revenue in the previous year, in average was higher than the increase of other products of which the margin were lower. Operating Profit of CP Business Unit in 2017 was IDR 269.48 Billions, a decrease of (4.23)%
from previous year of IDR 281.39 Billions in 2016. The percentage of Operating Profit to Sales Revenue also exprerienced a decrease, which were from 3.11% in 2016 to 2.84% in 2017. The main reason for the decrease of the percentage of Operating Profit to Sales Revenue was the substantial increase of Selling Expenses which was from IDR 408.93 Billions in 2016 to IDR 473.99 Billions in 2017 or an increase of 15.91%. The significant increase the Selling Expenses was particulary in the logistics and sales incentive for outlets. The increase of Business Unit CP’s Gross Profit was not enough to compensate the increase of Selling Expenses that’s why the percentage of Operating Profit decreased.
However, although the Operating Profit declined, Profit for The Year of CP Business Unit was, in fact, increased by 15.28% which was from IDR 152.87 Billions in 2016 to IDR 176.24 Billions in 2017, an increase of IDR 23.37 Billions. The increase was attributable to the significant decrease of Interest Expenses which drastically reduced from IDR 77.35 Billions in 2016 to only IDR 37.80 Billions in 2017, or a decrease of (51.13)%. The main reason for the substantial decrease of Interest Expenses was much lower Bank Loan in accumulation with lower interest rate.
Kinerja Maximization of Assets Utilization tercermin dalam dua hal berikut ini:
• Stabilnya jumlah hari saldo Piutang Usaha yaitu di level 41 hari, hampir sama dengan tahun sebelumnya.
• Tingkat Persediaan Barang Dagangan sedikit mengalami kenaikan yaitu dari 44 hari di tahun 2016 menjadi 46 hari di tahun 2017.
Kinerja Assets Utilization, khususnya Piutang Usaha dan Persediaan Barang Dagangan, di Unit Usaha CP harus selalu dicermati karena besar pengaruhnya terhadap financial leverage dari Perseroan secara keseluruhan.
Pencapaian finansial Unit Usaha CP terangkum dalam tabel berikut:
(Rp dalam Milyar) / (IDR in Billions)
2017 2016 Naik /
Increase Pendapatan Penjualan
Sales Revenue 9,480.49 9,051.66 4.74%
Beban Pokok Penjualan
Cost of Good Sold 8,614.70 8,238.23 4.57%
Laba Bruto
Gross Profit 865.79 813.43 6.44%
Persentase Laba Bruto terhadap Pendapatan Penjualan
Percentage of Operating Profit to Sales Revenue 9.13% 8.99%
Beban Penjualan + Beban Umum & Administrasi
Selling Expenses + General & Administrative Expenses 597.72 533.21 12.10%
Persentase terhadap Pendapatan Penjualan
Percentage to Sales Revenue 6.30% 5.89%
Laba Usaha
Operational Profit 269.48 281.39 -4.23%
Persentase terhadap Pendapatan Penjualan
Percentage of Operating Profit to Sales Revenue 2.84% 3.11%
Laba Tahun Berjalan
Current Year Profit 176.24 152.87 15.28%
The performance of Maximization of Assets Utilization was reflected in these 2 indicators:
• Average number of days sales in Trade Receivable balance was 41 days or almost the same as last year.
• Average number of days sales in Merchandise Inventory was slightly higher, from 44 days in 2016 to 46 days in 2017.
The performance of Assets Utilization in CP, in particular Trade Receivables and Merchandise Inventory, must be seriously addressed due to its significant impact to the Company’s financial leverage as a whole.
Financial performance of Business Unit CP can be summarized in the following table:
The efforts for achieving targets set for each business
Upaya pencapaian target-target yang telah ditetapkan untuk setiap unit usaha merupakan kerja team dalam rangkaian proses-proses, baik itu Proses Bisnis maupun Proses Support. Didalam Unit Usaha CP terdapat 5 (lima) Proses Bisnis yaitu: Principal Acquisition, Principal Retention, Serving Outlet, Order to Cash, dan End-users Satisfaction. Disamping itu juga terdapat 5 (lima) Proses Support yaitu: HR Management, Information Technology, Information System, Accounting dan Finance. Seluruh proses-proses tersebut bekerja secara terintegrasi untuk mencapai output yang diinginkan oleh dan memberikan kepuasan kepada customer-nya masing-masing, yang bermuara kepada external customers, yaitu para prinsipal dan outlets.
Proses Bisnis 1 Principal Acquisition (PA)
Tim Proses Bisnis 1 PA melakukan aktivitas pendekatan kepada calon-calon prinsipal yang potensial dan memberikan informasi yang lengkap & transparan tentang kompetensi dan keunggulan yang dimiliki Unit Usaha CP, agar para calon prinsipal tertarik untuk menggunakan jasa sales &
distribution dan jasa manufacturing services Perseroan.
Di tahun 2017 Proses Bisnis 1 PA telah melakukan eksekusi beberapa program unggulan, antara lain:
1. WALL –E
Win All at E-commerce merupakan pelaksanaan distribusi produk melalui channel baru, yakni di e-Commerce channel (B2B);
Pencapaiannya sangat baik dengan pertumbuhan 150% year to date.
2. COPS
Chasing new OpportunieS adalah program dimana Perseroan membuka jaringan baru dalam rangka menambah penjualan melalui prinsipal baru di CP dan MS;
Program mencapai hasil yang sangat baik melebihi angka target yang ditetapkan.
unit were accomplished by a teamwork in a series of processes, Business Processes as well as Support Processes. Within Business Unit CP there are 5 (five) Business Processes, i.e.: Principal Acquisition, Principal Retention, Serving Outlets, Order to Cash (bef. Service Level) and End-Users Satisfaction. Besides, there are also 5 (five) Support Processes, i.e.: HR Management, Information Technology, Information System, Accounting and Finance. All the processes shall work hand in hand as an integrated team in achieving outputs required by and to satisfy customers of each process, and ultimately the external customers which are the principals and the outlets.
Business Process 1 Principal Acquisition (PA) The team of Business Process 1 PA actively approached potential principals, provided them with comprehensive and tranparent information on competencies and leading quality services CP has acquired, in order to attract the potential principals to engage on sales & distribution services, and manufacturing services of the Company as well.
During 2017, Business Process 1 PA executed several pre- eminent programs, among others were:
1. WALL –E
Win All at E-commerce is a product distribution program through new channel, which is e-commerce channel (B2B);
The achievement was great with 150% growth year to date.
2. COPS
Chasing new OpportunitieS was a program where the Company expanded its network to increase sales by engaging new principals in CP and MS business units;
The program achieved an excellent result beyonds the target set.
Proses Bisnis 1 Principal Retention (PR)
Tim Proses Bisnis 1 PR memberikan kepuasan terhadap kebutuhan dan permintaan para prinsipal yang sudah ada dengan cara mengintegrasikan proses-proses untuk mencapai target-target yang telah ditetapkan secara bersama dengan para prinsipal, khususnya target Sales Rolling Forecast (ROFO).
Di tahun 2017 team PR telah melakukan eksekusi program dengan tingkat keberhasilan sebagai berikut:
1. RUSH
Percepatan proses Usulan Pemusnahan Barang dan tindak lanjut atas produk Near Expiry Date dengan tujuan penurunan tingkat retur;
Secara umum program cukup berhasil walaupun masih membutuhkan perbaikan agar lebih efektif.
2. CSI
Channel Strategic Improvement, yakni program peningkatan penjualan di setiap channel melalui perbaikan yang dilakukan Perseroan pada specific channel berdasarkan sub-brand;
Program ini telah berjalan namun masih perlu perbaikan di sana-sini.
Proses Bisnis 2 Serving Outlets (SO)
Team Proses Bisnis 2 SO bertanggung-jawab melakukan eksekusi penjualan kepada seluruh outlet dan trade channels yang termasuk dalam coverage-nya untuk mencapai target- target Revenue Growth yang telah ditetapkan dalam Sales Rolling Forecast (ROFO), yang disepakati bersama dengan para prinsipal. Strategi yang ditempuh untuk mencapai target-target Revenue Growth tersebut adalah market penetration dan market development.
Sepanjang tahun 2017 team SO telah melakukan eksekusi program-program yang berikut:
1. PRO Tim 100%.
Peningkatan produktifitas salesmen SGM dengan menambah Transaksi-Item-MSS;
Hasil yang dicapai kurang memuaskan, butuh perbaikan agar mendapatkan hasil sesuai harapan.
2. MASTER MTI.
Program maksimalisasi penjualan produk di Modern Trade Independent (MTI) channel dengan memaksimalkan OT dan MSS Completeness serta meminimalisasi retur;
Sudah dilaksanakan dengan cukup baik namun masih perlu perbaikan.
3. Raise Me Up MTI.
Program menumbuhkan penjualan produk Combined di MTI channel dengan perbaikan distribusi, monthly outlet transaction, dan assortment;
Telah berjalan tetapi masih membutuhkan perbaikan agar lebih efektif.
Business Process 1 Principal Retention (PR) The team of Business Process PR is responsible for the role of ‘Principal Retention’. PI team endeavours to satisfy the needs and requirements of existing principals by integrating all processes in achieving targets set as agreed with principals, in particular targets of Sales Rolling Forecast (ROFO).
During 2017, the PR team conducted executions of programs with following results:
1. RUSH
Is a program of accelerating the process of Goods Destruction Proposal and the action plan for Near Expiry Date products to reduce level of returns;
The program was fairly accomplished though still needs some improvement for more effective results.
2. CSI
Channel Strategic Improvement is an improvement program executed by the Company in specific channel based on sub-brand in order to increase sales in each channel;
The program has been going-on but still needs some improvements.
Business Process 2 Serving Outlets (SO)
Business Process 2 SO (Serving Outlets) team is responsible for the execution of sales to all outlets and trade channels within its coverage in order to achieve targets of Revenue Growth already set in the Sales Rolling Forecast (ROFO) which should have been mutually agreed with the principals. Strategies executed for achieving the agreed targets set for the Revenue Growth are market penetration and market development.
During 2017 the SO team has executed the following programs:
1. PRO Tim 100%.
SGM salesmen productivity improvement by adding MSS Item Transaction;
The first implementation result was not to satisfactory hence need improvement for better achievement.
2. MASTER MTIucts
The program for maximizing sales of products in Modern Trade Independent (MTI) channel by maximizing OT and MSS completeness as well as minimization of returns;
Has been faily executed, nevertheless still needs some improvements for better results.
3. Raise Me Up MTI
Aiming at growing the Combined products in MTI channel byconducting improvement in distribution, monthly outlet transaction and assortment;
Has been done but still needs further improvement for more effective result.
Proses Bisnis 3 Order To Cash (OTC):
Proses Bisnis 3 OTC (d/h Service Level) bertanggung- jawab atas perencanaan dan eksekusi dari Inbound Logistics (penyediaan barang), Warehousing (penyimpanan barang) dan Outbound Logistics (pengiriman barang). Pada tahun 2017 telah dilaksanakan eksekusi dari program-program yang berikut:
1. CW Productivity.
Peningkatan produktifitas tim gudang melalui pengawasan laporan, manajemen penyimpanan dan optimalisasi RF;
Sudah terlaksana namun masih perlu perbaikan.
2. CMS.
Program mempercepat proses collection pembayaran dan menurunkan potensi utang yang tidak tertagih;
Terlaksana dengan baik dan sesuai target.
3. ROMAN.
Perbaikan proses pengawasan retur dan percepatan tindak lanjut dari informasi penyebab timbulnya retur;
Terlaksana dengan baik dan sesuai target.
Proses Bisnis 4 End-User Satisfaction (EUS):
Proses Bisnis 4 EUS berperan dalam merancang dan melakukan eksekusi program-program promosi di outlet pelanggan. Eksekusi Program EUS yang sudah dilakukan di tahun 2017 adalah sebagai berikut:
1. Combine-XRate .
Program maksimalisasi tingkat eksekusi promo dan hasil promo untuk produk Combined dengan fokus pada MTI dan General Trade Channel;
Sudah berjalan namun masih perlu perbaikan.
2. MaxVi – Improve.
Program peningkatan penjualan dengan perbaikan visibility produk di reguler shelf sesuai standar planogram;
Sudah berjalan namun masih perlu perbaikan.
3. InSiDe.
Program mendapatkan consumer insight untuk meningkatkan efektifitas promosi;
Sudah terlaksana dengan baik dan memuaskan sesuai target.