Pengembangan Model Pengukuran Kinerja Supply Chain Berbasis Balanced Scorecard (Studi Kasus PT. Semen Padang)

Transkripsi

1 Pengembangan Model Pengukuran Kinerja Supply Chain Berbasis Balanced Scorecard (Studi Kasus PT. Semen Padang) Tesis Nama : Riko Ervil NRP : 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

2 Latar Belakang Mengapa Sistem Pengukuran Kinerja Penting Bagi Supply Chain? Melakukan Melakukan Monitoring Monitoring Dan Dan Pengendalian Pengendalian Mengkomunikasikan Mengkomunikasikan Tujuan Tujuan organisasi organisasi Ke Ke fungsi-fungsi fungsi-fungsi Pada Pada supply supply chain chain Supply Chain Performance Measurement Menetukan Menetukan arah arah Perbaikan Perbaikan untuk untuk Menciptakan Menciptakan keunggulan keunggulan bersaing bersaing Mengetahui Mengetahui posisi posisi Organisasi Organisasi terhadap terhadap Pesaing Pesaing dan dan tujuan tujuan Yang Yang hendak hendak dicapai dicapai

3 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 Perusahaan yang strateginya berbeda, maka ukuran kinerja supply chain juga berbeda Dikembangkan sistem pengukuran kinerja supply chain yang berbasis pada supply chain strategi, yang diturunkan dari strategi perusahaan.

4 Perumusan Masalah Bagaimana mengembangkan model Balanced Scorecard yang sebaiknya digunakan untuk mengukur kinerja supply chain perusahaan yang bersifat spesifik?

5 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.

6 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.

7 Tahap Identifikasi Awal 1. Identifikasi dan Perumusan Masalah 2. Penetapan Tujuan Penelitian 3. Studi Literatur 4. Studi Lapangan METODOLOGI PENELITIAN 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 Tahap Penerapan dan Validasi Model 1. Penerapan Model 2. Validasi Model Tahap Analisis & Kesimpulan 1. Analisa dan pembahasan 2. Kesimpulan dan saran

8 Literatur Review Performance Measurement and Metric in a Supply Chain Environtment Gunasekaran, et al (2001) SCOR Supply Chain Council Pengembangan Model Pengukuran kinerja Supply Chain Berbasis Balanced Scorecard Performance Measurement of Supply Chain Management : Balanced Scorecard Approach Bhagwat, et al (2007) A Framework for Supply Chain Performance Measurement Gunasekaran, et al (2004)

9 Posisi Penelitian Penulis(tahun) Gunasekaran, et al. (2001) Gunasekaran, et al.(2004) Bhagwat, et al. (2007) Penelitian ini Judul penelitian : Performance Measurement and Metric in a Supply Chain Environment. A Framework for Supply Chain Performance Measurement Performance Measurement of Supply Chain Management : a Balanced Scorecard proach Pengembangan Model Pengukuran Kinerja Supply Chain Berbasis Balanced Scorecard Topik utama: Supply chain Pengukuran kinerja Framework SC Strategy Strategic Initiatives KPI Balanced Scorecard

10 Pengembangan Model Strategi StrategiBisnis Deployment Strategi StrategiSupply Supply Chain Chain Deployment Strategic Strategic Initiatives Initiatives Deployment Deployment Deployment Deployment Strategic Strategic Initiatives Initiatives Supply Supply Chain Chain Sistem SistemPengukuran Kinerja KinerjaPerusahaan (Balanced (Balanced Scorecard) Scorecard) Deployment Sistem SistemPengukuran Kinerja KinerjaSupply Chain Chain Berbasis BerbasisBalanced Balanced Scorecard Scorecard

11 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

12 Deployment Strategic Initiatives Korporasi PT.SP Bisnis Strategy 1. Improve Shareholder value 2. Optimizing Sales Volume 3. Maintain Sales Price 4. Maintain Market Share Strategic Initiatives 1. Revenue Management 2. Cost Management 3. Capacity Management 4. Increasing Competitive Advantage 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

13 Deployment Strategic Initiatives Supply Chain PT.SP Strategic Initiatives 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 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 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

14 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

15 Deployment KPI Supply Chain PT.SP Key Performance Indicator Key Performance Indicator Supply Chain Supply Chain Strategic Initiatives 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 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

16 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

17 Framework Pengukuran Kinerja Supply Chain PT.SP

18 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.

19