Perancangan model pengukuran kinerja logistik industri komponen otomotif dalam rangka penguatan daya saing mengahadapi MEA 2015
Info Katalog
File Repositori
Subyek : Business logistics.;Balanced scorecard (Management)
Penerbit : FTI - Usakti
Kota Terbit : Jakarta
Tahun Terbit : 2016
Pembimbing 1 : Pudji Astuti
Kata Kunci : logistics performance measurement, logistics scorecard, automotive component industry, competitivene
Status Posting : Published
Status : Tidak Lengkap
File Repositori
| No. | Nama File | Hal. | Link |
|---|---|---|---|
| 1. | 2016_TS_MTI_163140010_Halaman-Judul.pdf | 20 | |
| 2. | 2016_TS_MTI_163140010_Lembar-Pengesahan.pdf | 2 | |
| 3. | 2016_TS_MTI_163140010_Bab-1_Pendahuluan.pdf | 11 | |
| 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_Analisi-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 | 6 |
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 kineja 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 kine a 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 free trade of ASEAN Economy Community (AEC) which began in the end of 2015 insists the ASEAN country members to have high competitiveness power. Indonesia, being the ASEAN second largest automotive producing country, has not been fully supported by a competitive national automotive component industry performance. This is partly due to the high logistics cost and long delivery time, as well as mainly due to the facts that the majority of the industry in Indonesia have not focus much on the logistics activities issue.A model of logistics performance measurement was designed and developed as an evaluation tool for automotive component industry in Indonesia. This measurement model can be used as a guidance for improving the logistics performance indicators that are essential in strengthening the competitiveness in order to face the free-trade market of AEC. The logistics performance measurement model design is basically divided into two stages. First, identifying the business strategies in supply chain-logistics of the automotive component company, in order to obtain the logistics performance key indicators (KPI) which are suitable to the related logistics strategies. Second, arranging and developing the measurement model for measuring the logistics performances {Logistics Scorecard) using the KPIs that have been determined.Based on the identification of the automotive component companies’ logistics strategies, there are 23 logistics Key Performance Indicator (KPI) as identified and grouped in Logistics Scorecard perspectives: 5 KPIs perspective for Business Strategy Orientation, 6 KPIs for Capacity and Working Plan, 7 KPIs for Logistics Efficiency and Productivity, 3 KPIs for Implementation of Information Technology, and 2 KPIs for Supply Chain Collaboration. It is found that the most prioritized perspective among all is the Business Strategy Orientation, while the KPI with highest ranking or priority is the Logistics Business Strategy.The implementation of the model on the automotive component industry with four sampling from these different automotive component companies showed the result with an average logistics performance score of 3.9 (out of 5 max in scale). Thus, it can be considered that the logistics performance is just good enough, with several indicators that still need to be improved and upgraded. Besides, PT. XYZ, an automotive component SME has a lower logistics performance as compared to another bigger automotive component company. In average, the automotive component industry has a rather low KPI in Implementation of Information Technology as well as Business Strategy. This matter may become a consideration in determining the policies by the companies or stakeholders, in order to improve their logistics performance to be competitive enough in dealing the free-trade AEC.
