Perancangan model pengukuran kinerja logistik industri komponen otomotif dalam rangka penguatan daya saing menghadapi MEA 2015
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File Repositori
Subyek : Industrial management;Organizational effectiveness;Balanced scorecard (Management)
Penerbit : FTI - Usakti
Kota Terbit : Jakarta
Tahun Terbit : 2016
Pembimbing 1 : Tiena G Amran
Pembimbing 2 : Pudji Astuti
Kata Kunci : logistics performance measurement, logistics scorecard, automotive component industry, competitivene
Status Posting : Published
Status : Lengkap
File Repositori
| No. | Nama File | Hal. | Link |
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| 1. | 2016_TS_MTI_163140010_Halaman-Judul.pdf | ||
| 2. | 2016_TS_MTI_163140010_Lembar-Pengesahan.pdf | ||
| 3. | 2016_TS_MTI_163140010_Bab-1_Pendahuluan.pdf | ||
| 4. | 2016_TS_MTI_163140010_Bab-2_Tinjauan-Pustaka.pdf |
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| 5. | 2016_TS_MTI_163140010_Bab-3_Metodologi-Penelitian.pdf |
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| 6. | 2016_TS_MTI_163140010_Bab-4_Analisis-dan-Pemodelan-Sistem.pdf |
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| 7. | 2016_TS_MTI_163140010_Bab-5_Verifikasi-dan-Validasi-Model.pdf |
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| 8. | 2016_TS_MTI_163140010_Bab-6_Kesimpulan-dan-Saran.pdf |
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| 9. | 2016_TS_MTI_163140010_Daftar-Pustaka.pdf | ||
| 10. | 2016_TS_MTI_163140010_Lampiran.pdf |
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I Integrasi Masyarakat Ekonomi ASEAN yang berlangsung penuh pada tahun 2015 ditandai dengan arus perdagangan bebas yang menuntut negara anggota ASEAN untuk memiliki daya saing yang tinggi. Indonesia sebagai peringkat kedua pasar terbesar otomotif di ASEAN kurang didukung oleh kinerja industri komponen otomotif nasional yang berdaya saing. Hal ini antara lain dikarenakan tingginya biaya logistik dan lamanya waktu pengiriman, dan sebagian besar industri di Indonesia belum terfokus pada kegiatan logistik. Suatu model pengukuran kinerja logistik dirancang sebagai alat evaluasi bagi perusahaan komponen otomotif di Indonesia. Model pengukuran ini dapat menjadi pedoman bagi peningkatan• indikator-indikator kinerja logistik yang penting untuk penguatan daya saing dalam menghadapi pasar bebas MEA. Perancangan model pengukuran kinerja logistik dibagi dalam dua tahap yaitu mengidentifikasi strategi bisnis rantai-pasok logistik perusahaan komponen otomotif untuk mendapatkan indikator kinerja logistik yang sesuai dengan strategi logistiknya, serta menyusun model pengukuran kinerja logistik (Logistics Scorecard) dengan menggunakan indikator yang telah ditentukan. Berdasarkan identifikasi strategi logistik perusahaan komponen otomotif, terdapat 23 KPI logistik yang dikelompokkan masing-masing menurut perspektif Logistics Scorecard, yaitu 5 KPI perspektif orientasi strategi bisnis, 6 KPI perspektif perencanaan kapasitas dan pelaksanaan, 7 KPI perspektif efisiensi dan produktivitas logistik, 3 KPI perspektif implementasi teknologi informasi, dan 2 KPI perspektif kolaborasi rantai pasok. Diperoleh perspektif yang paling diprioritaskan adalah orientasi strategi bisnis, dan KPI yang memiliki bobot atau prioritas tertinggi adalah strategi bisnis logistik. Penerapan model pengukuran kinerja logistik industri komponen otomotif dengan sampel empat perusahaan komponen otomotif, menghasilkan skor rata-rata kinerja logistik 3.9 dari skala 5. Dapat dikatakan bahwa kinerja logistik cukup baik, dengan beberapa indikator yang perlu ditingkatkan. PT. XYZ sebagai perusahaan komponen otomotif berskala kecil-menengah memiliki kinerja logistik lebih rendah dibandingkan perusahaan komponen otomotif lain yang berskala perusahaan lebih besar. Rata-rata perusahaan memiliki skor rendah pada KPI implementasi teknologi informasi dan strategi bisnis. Hal ini dapat dijadikan sebagai pertimbangan dalam penentuan kebijakan perusahaan atau pemangku kepentingan lain dalam rangka meningkatkan kinerja logistik yang berdaya saing dalam menghadapi MEA.
T The full integration of the ASEAN Economic Community in 2015 was marked by the flow of free trade which requires ASEAN member countries to have high competitiveness. Indonesia as the second largest automotive market in ASEAN is not supported by the competitive performance of the national automotive component industry. This is partly due to high logistics costs and long delivery times, and most industries in Indonesia have not focused on logistics activities. A logistics performance measurement model is designed as an evaluation tool for automotive component companies in Indonesia. This measurement model can be used as a guideline for improving logistics performance indicators that are important for strengthening competitiveness in facing the MEA free market. The design of the logistics performance measurement model is divided into two stages, namely identifying the logistics supply chain business strategy of automotive component companies to obtain logistics performance indicators that are in accordance with their logistics strategy, and developing a logistics performance measurement model (Logistics Scorecard) using predetermined indicators. Based on the identification of the logistics strategy of automotive component companies, there are 23 logistics KPIs that are grouped according to the Logistics Scorecard perspective, namely 5 KPIs from a business strategy orientation perspective, 6 KPIs from a capacity planning and implementation perspective, 7 KPIs from a logistics efficiency and productivity perspective, 3 KPIs from an implementation perspective. information technology, and 2 KPIs of supply chain collaboration perspective. The perspective that has the most priority is the business strategy orientation, and the KPI that has the highest weight or priority is the logistics business strategy. The application of the logistics performance measurement model for the automotive component industry with a sample of four automotive component companies resulted in an average score of 3.9 for logistics performance on a scale of 5. It can be said that the logistics performance is quite good, with several indicators that need to be improved. PT. XYZ as a small-medium scale automotive component company has lower logistics performance than other automotive component companies with larger scale companies. On average, the company has a low score on the KPI for the implementation of information technology and business strategy. This can be used as a consideration in determining company policies or other stakeholders in order to improve logistics performance that is competitive in facing the MEA.
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