scholarly journals Perancangan Model Pengukuran Kinerja Rantai Pasok Berbasis Lean dan Green menggunakan Balance Scorecard di PT. P&P Lembah Karet

2016 ◽  
Vol 15 (1) ◽  
pp. 33
Author(s):  
Alizar Hasan ◽  
Berry Yuliandra ◽  
Eureka Perdana Putra
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Performance Indicator ◽  
Crumb Rubber ◽  
Face Validity ◽  
Business Strategies ◽  
Supply Chain System ◽  
Weight Value ◽  
Lean And Green ◽  
Customer Perspective

Rapid technological developments helped bring an increase in the level of business competition. Competitive business strategies required to address the challenges of business competition. PT P&P Lembah Karet is a company engaged in the plantation and crumb rubber processing industry. Marketing area is scattered inside and outside the country led to the supply chain performance become one of the important issues in the company. The use of Lean and Green concept in the supply chain system can become a competitive advantage for PT. P&P Lembah Karet to create a more effective and efficient supply chain strategy in terms of expenditure and environmental impact. Performance measurement is required to determine the effectiveness and efficiency of these two concepts implementation in the supply chain companies.Performance measurement system was developed based on four perspectives of the Balanced Scorecard (BSC): financial, customer, internal business processes, learning and growth. Key Performance Indicator (KPI) which is used as a measurement basis is formulated through the concept of lean and green. The weight value of each KPI is determined using Analytical Hierarchy Process (AHP) with relevant experts as respondents. Respondents selected based on the experience and knowledge, especially experience and knowledge that relevant with the topic of this research. The weight value determined the order of KPI priority. Face validity is used to validate the performance measurement model. Data processing and analysis yielded 25 lean and green-based KPIs that are relevant to crumb rubber supply chain at PT. P&P Lembah Karet with 3 KPI for financial perspective, 4 KPI for customer perspective, 11 KPI for internal business process perspective and 7 KPI for learning and growth perspective. The structure of designed models showed that customer perspective is the most priority aspects.

scholarly journals Perancangan Model Pengukuran Kinerja Lean dan Green Rantai Pasok Semen Secara Terintegrasi

2017 ◽  
Vol 10 (2) ◽  
pp. 135 ◽  
Author(s):  
Dina Rahmayanti ◽  
Utari Putri
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Research Result ◽  
Face Validity ◽  
Green Supply Chain ◽  
Cement Type ◽  
Internal Process ◽  
Weight Value ◽  
Lean And Green ◽  
Pair Wise Comparison

Abstract PT. Semen Padang is one of the reputable cement companies in Indonesia which is producing types of cement. Implementation of supply chain concept in PT. Semen Padang is very important to satisfy customers and stakeholders requirement. Performance measurement is a process to evaluate the supply chain effectiveness and efficiency in lean and green aspect. The problem is how to design performance measurement model which is integrating lean and green supply chain concepts. The objective of research is integrating lean and green supply chain concepts to design supply chain performance measurement of bag cement type. Integration of lean and green concept is designed by Balanced Scorecard (BSC) perspectives that consist of financial, customer, internal process business and learning and growth. Key performance indicators (KPI) are formulated and classified based on BSC perspectives. Next stage is pair wise comparison process to the weight value. Evaluation of KPI pair wise comparison based is conducted on expert opinion which is selected by consideration of their relevance knowledge and experience. The process of pair wise comparison is calculated to determine priority of the KPIs based on weight value by using Analytical Hierarchy Process (AHP) method. The weight of KPI will be arrange by descending to determine the priority. Model of performance measurement is validated by face validity method. Research result is obtaining 25 KPIs that derived from integration of lean and green supply chain concept of bag cement type. Grouping is consisting of 3 KPIs of financial, 4 KPIs of customer, 11 KPI s of internal process business and 7 KPI s of learning & growth. Result is showing that customer is most prioritized element in supply chain of bag cement type. Implementation of proposing model is coordination of departments and employee in context of information accessibility.Keywords: Supply chain, lean, green, BSC, performance measurement

scholarly journals PERANCANGAN KEY PERFORMANCE INDICATORS KINERJA SUPPLY CHAIN PT.XYZ DENGAN PENDEKATAN BALANCED SCORECARD

2018 ◽  
Vol 3 (1) ◽  
Author(s):  
Joko Hardono ◽  
Henri Ponda
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Total Weight ◽  
Supply Chain Performance ◽  
Internal Process ◽  
Customer Perspective ◽  
Process Perspective ◽  
Shareholder Perspective

Supply Chain performance measurement PT.XYZ had only seen from the productivity of the Company. Productivity is only able to measure the performance of the internal process, while the internal process is but one link in the chain of Supply Chain. Companies need to design a model of supply chain performance measurement as a whole and integrated in a causal relationship, ranging from suppliers, internal processes to customers, in order to know the effectiveness of supply chain companies. Balanced scorecard meet the necessary perspective. Balanced scorecard model is used as a framework for designing of Key Performance Indicator (KPI) of supply chain performance PT.XYZ. KPI is design based on 4 perspectives, that is : internal processes, customers, learning and growth and perspective financial. Weighting to determine priorities between perspective and KPI performed using Analytical Hierarchy Process (AHP). Result from th eanalysis is generated 20 KPI. Internal process perspective contain 9 KPIs with total weight 21,0 %, Customer perspective contain 6 KPIs with total weight 42,6 %, Learning and growth perspective contain 4 KPIs with total weight 17,5 %, Shareholder perspective contain 1 KPI with total weight 19,0.

scholarly journals Analysis of company performance measurement using Green Supply Chain Management Method on bussiness unit of black tea

2017 ◽  
Vol 20 (1) ◽  
pp. 48
Author(s):  
Ikhda Nikmatul Mukharromah ◽  
Panji Deoranto ◽  
Siti Asmaul Mustamiroh ◽  
Kralawi Sita
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Performance Measurement ◽  
Performance Indicator ◽  
Black Tea ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Business Unit ◽  
Preventive Action ◽  
Chain Management

<em>Competition black tea bussiness currently is no longer competition between companies but competition in supply chain network. PPTK Gambung as company and research institution that manage business unit of black tea so far nor been the identification of performance indicators Green Supply Chain Management (GSCM), to understand the condition of black tea business unit performance integrated overall both the process and operation. The aim of this study which provides recommendations for improvement to the company in improving the performance of the bussiness unit of black tea which has not reached the expected target. Performance measurement in this study using GSCM involving Analytical Hierarchy Process (AHP) for weighting KPI, Scoring System method Objectives Matrix (OMAX), and Traffic Light System (TLS) to analyze the scores of environmental performance assessment are classified by color. The aim of this study which provides recommendations for improvement to the company in improving the performance of which has not reached the expected target. From the result, it can be seen that Index Performance Indicator is 5,35 company which means the PPTK Gambung performance has yet to be reached despite the are approaching the target,. Based on the results obtained 31 KPI valid OMAX which consists of 18 KPI that have reached the target; 1 KPI has yet to be reached despite the are approaching the target and 11 KPI that have a performance targetless. Based on these results can be made efforts to improve the performance of the company by making an integrated measurement that includes all existing processes (upstream - downstream) and periodically for maximum performance can be achieved, so it can be a consideration and evaluation for the company to overcome the performance problems companies either preventive action or corrective action.</em>

Effectiveness of performance measurement framework on manufacturers supply chain – case of Saudi Arabia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wael Hassan El-Garaihy
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Field Analysis ◽  
Manufacturing Companies ◽  
Survey Analysis ◽  
Two Phase ◽  
Supply Chain System ◽  
Content Type ◽  
Measurement Framework ◽  
Supply Chain Operation

Purpose This study aims to provide a collaborative supply chain system using a combination of two already existed methods, i.e. levels of decision-making and supply chain operation reference (SCOR). Design/methodology/approach A two-phase methodology was conducted based on field analysis and survey analysis. Field analysis included a critical analysis of literature related to supply chain performance measurement and identified related indicators. Findings In a survey analysis, a questionnaire was developed to test the established indicators from managers and employees of manufacturing companies. It formulated a novel model for the performance measurement of the supply chain (SC) which included 4 factors (customer, efficiency, flexibility and product), with a total of 31 sub-components. Originality/value The structure provides a tied horizontal (SCOR) and vertical (progressive decision) in relation to the features that characterize the SC performance. This system enables the decision-makers to make decisions at the strategic, tactical and operational levels. It reflects the performance measures reliability, authenticity and its application in various SC. It also improves communication with the regional party while ensuring a preventive schedule for maintenance.

scholarly journals Framework pengukuran kinerja rantai pasok industri kemasan plastik menggunakan metode SCOR-AHP

2021 ◽  
Vol 13 (2) ◽  
pp. 183
Author(s):  
Deky Aryanto ◽  
Sawarni Hasibuan
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Asset Management ◽  
Manufacturing Industry ◽  
Performance Indicator ◽  
Supply Chain Performance ◽  
Plastic Packaging ◽  
Measurement Framework ◽  
Packaging Industry ◽  
Level Of Importance

The manufacturing industry in general cannot be separated from the role of the plastic industry. In Indonesia, there are 925 companies that produce various kinds of plastic products for the food and beverage industry, automotive industry, pharmaceutical industry and other industries. Companies are faced with challenges to improve their supply chain competitiveness, while plastic packaging companies generally do not have a comprehensive performance measurement framework in their supply chains. The purpose of this research is to select and determine the level of importance of the Key Performance Indicator (KPI) for measuring the supply chain performance of the plastic packaging industry using the SCOR and AHP framework. In the initial stage, 45 KPIs were identified, from the results of expert validation, 29 KPIs were distributed to the dimensions of reliability, responsiveness, flexibility, cost, and assets. At the level 1 hierarchy the greatest level of importance is generated in the dimensions of reliability (A1), asset management (E1), responsiveness (B1), cost (D1), and flexibility (C1) with weights of 0.262, 0.209, respectively. 0.191, 0.175, and 0.163. The largest distribution of KPIs is on the reliability dimension, namely 32%, followed by the cost dimension of 16%, 12% responsiveness, flexibility and asset management have the same distribution, namely 4%. Based on the results of weighting using the AHP method, a supply chain performance measurement framework is recommended in the case of the plastic packaging industry.

scholarly journals Perancangan Human Resource Scorecard untuk Mengevaluasi Kinerja Divisi Rekrutmen XYZ Group

2021 ◽  
Vol 2 (1) ◽  
Author(s):  
Marten Erwin ◽  
Eric Wibisono ◽  
Mochammad Arbi Hadiyat
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Performance Indicator ◽  
Action Plan ◽  
Key Performance Indicator ◽  
Cause And Effect ◽  
A Value ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Strategic Perspective

Abstract— XYZ Group has been expanding their bussiness in various sector i.e., retail, IT consultants, food & beverages, shopping plazas, Japanese restaurants, e-wallets, e-commerce, and expeditions. XYZ Group continues to expand as an action to survive and win the competition. Therefore, XYZ Group’s Recruitment Division plays an important role in business activities. The Human Resource Scorecard is an appropriate method for measuring performance in XYZ Group's recruitment division. The result of Human Resource Scorecard in the XYZ Group Recruitment Division are acquiring 17 Key Performance Indicators (KPI) consisting of financial perspective two KPIs, three customer perspective KPIs, eight operational perspective KPIs, and four strategic perspective KPIs. Performance measurement is carried out by weighting process, followed by performance measurement based on the required data. The measurement results show an overall performance of XYZ’s Recruitment Division is 3,534, which means the performance of the XYZ Group’s Recruitment Division is good. Financial perspective performance gets a value of 2.5 (good enough), customer perspective performance gets a value of 3,831 (good), operational perspective performance gets a value of 3,423 (good), and strategic perspective performance gets a value of 4 (good). Based on the KPI that didn’t reach the target, an action plan was made. In addition to the action plan, performance dashboard and analysis of cause and effect relationships after measurement have been made. Keywords: human resource scorecard, key performance indicator, performance dashboard   Abstrak— XYZ Group telah melakukan ekspansi di berbagai bidang, yaitu retail, grocery, IT consultant, food & beverages, shopping plaza, Japanese restaurant, e-wallet, e-commerce, dan ekspedisi. XYZ Group terus melakukan ekspansi sebagai tindakan untuk bertahan dan memenangkan persaingan. Oleh karena itu, Divisi Rekrutmen XYZ Group memegang peranan penting dalam aktivitas bisnis. Human Resource Scorecard menjadi metode yang sesuai untuk melakukan pengukuran kinerja pada divisi rekrutmen XYZ Group. Perancangan Human Resource Scorecard pada Divisi Rekrutmen XYZ Group menghasilkan 17 Key Performance Indicator (KPI), yaitu dua KPI perspektif financial, tiga KPI perspektif customer, delapan KPI perspektif operational, dan empat KPI perspektif strategic. Pengukuran kinerja dilakukan dengan melakukan pembobotan dilanjutkan pengukuran kinerja berdasarkan data yang diperlukan. Hasil pengukuran menunjukkan kinerja keseluruhan sebesar 3,534 yang berarti kinerja Divisi Rekrutmen XYZ Group tergolong baik. Kinerja perspektif financial mendapatkan nilai sebesar 2,5 (cukup baik), kinerja perspektf customer sebesar 3,831 (baik), kinerja perspektif operational sebesar 3,423 (baik), dan kinerja perspektif strategic sebesar 4 (baik). Berdasarkan KPI yang tidak mencapai target dibuat action plan. Selain action plan, dilakukan perncangan performance dashboard dan analisis cause and effect relationship setelah pengukuran. Kata kunci: human resource scorecard, key performance indicator, performance dashboard

scholarly journals Analisis Key Performance Indicator Sebagai Alat Pengukuran Kinerja Rantai Pasok Produk Garam Industri Mengunakan Metode SCOR-AHP

2019 ◽  
Vol 2 (4) ◽  
Author(s):  
Sri Hartini ◽  
Sawarni Hasibuan ◽  
Kimberly Febrina Kodrat
Keyword(s):  
Supply Chain ◽  
Performance Indicator ◽  
Supply Chain Performance ◽  
Company Performance ◽  
Key Performance Indicator ◽  
Position Measurement ◽  
Weight Value ◽  
Level 3 ◽  
Level 1 ◽  
Level 2

PT. SLA adalah perusahaan manufaktur yang bergerak dalam industri pengolahan garam industri dan garam konsumen. Selama periode ini, belum ada sistem pengukuran pencapaian rantai pasokan komprehensif atau komprenhensif tetapi hanya menunjukkan kinerja yang menekankan pada satu posisi. Pengukuran kinerja rantai pasokan dapat digunakan sebagai dasar untuk menentukan strategi untuk meningkatkan kinerja perusahaan. Dalam pengukuran kinerja rantai pasokan, perlu untuk menentukan Key Performance Indicator (KPI) .Tujuan dari penelitian ini adalah untuk menentukan dan menimbang KPI sebagai ukuran kinerja rantai pasokan garam. Hasilnya menunjukkan bahwa ada 27 KPI yang disesuaikan dengan pendekatan pengukuran kinerja dengan metode SCOR, yaitu keandalan, daya tanggap, fleksibilitas, biaya, dan aset. Hierarki level 1 tertinggi diperoleh dimensi keandalan dengan nilai bobot 0,248, pada pemenuhan pesanan Sempurna (POF), pada hierarki level 2 adalah variabel% dari pengiriman pesanan secara penuh dengan nilai bobot 0,312, dan pada hirarki level 3 adalah garansi dan kembali dengan nilai 0,368.   PT. SLA is a manufacturing company engaged in industrial salt processing industry and consumer salt. During this period, there has not been a system of measurement of the achievement of comprehensive supply chain or comprenhensif but only shows performance that emphasizes on one position. Measurement of supply chain performance can be used as a basis for determining strategies to improve company performance. In the measurement of supply chain performance, it is necessary to determine the Key Performance Indicator (KPI).The purpose of this study is to determine and weight KPI as a measure of salt supply chain performance.The results show that there are 27 KPIs that are adapted to the performance measurement approach with the SCOR method, namely reliability, responsiveness, flexibility, cost and asset. The highest level 1 hierarchy is obtained reliability dimension with weight value of 0.248, at Perfect order fulfillment (POF), at level 2 hierarchy is variable% of order delivery in full with weight value of 0.312, and at level 3 hierarchy that is waranty and return with value 0,368.

scholarly journals A Scor-based Model For Green Sales And Distribution Performance Measurement In The Leather Tanning Industry

2018 ◽  
Vol 5 (01) ◽  
pp. 1 ◽  
Author(s):  
Afifa Sucihana Ismadhia ◽  
Ari Yanuar Ridwan ◽  
Rosad Ma’ali El Hadi
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Green Supply Chain ◽  
Performance Measurement System ◽  
Supply Chain System ◽  
Leather Tanning ◽  
Tanning Industry

A green supply chain performance measurement system is needed to manage the environmental risks that are often being the major issues of industry. Claim from the government to implement the green supply chain system will certainly be a boost to major industries in Indonesia. As for PT. Elco lndonesia Sejahtera, to create an industry that applies green perspective in the industry, of course PT. EIS requires a model of its own enterprise performance measurement system design. Therefore, this study aims to design a performance measurement system from Green Sales and Distribution in the supply chain of leather tanning industry. The model used as a tool for designing performance measurement systems from the supply chain is Green SCOR model. The conceptual model is designed by involving activities such as stakeholder identification, needs analysis of green stakeholders, green destination identification, and KPI weighting. The supply chain operation reference metric (SCOR) is applied to identify key performance indicators (KPIs). The weight of the KPI is determined using the AHP method. The results of this study are six green objectives and also fifteen Key Performance indicators under it. Green objectives and Key performance can help companies to improve the performance of Green Sales and Distribution in the company.

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