Risiko akan selalu dihadapi oleh pelaku usaha karena adanya ketidakpastian yang tidak dapat diprediksi yang dapat menyebabkan kerugian. Begitu juga usaha kecil menengah (UKM) yang memiliki latar belakang modal yang kurang begitu kuat, menyebabkan risiko yang berakibat pada gangguan operasional, kerugian finansial dan bahkan akan mengarah pada kebangkrutan. Walaupun risiko beragam, namun risiko dapat dideteksi lebih awal sehingga dapat diantisipasi dampak yang mungkin timbul. Pengelolaan risiko agar risiko tersebut tidak menjadi suatu penggangu biasanya disebut dengan manajemen risiko (risk management). Kebanyakan industri kecil jarang melakukan pengelolaan risiko dan melakukan manajemen strategi dalam bisnisnya. Tujuan dari penelitian ini adalah mengidentifikasi risiko beserta sumber risiko, melakukan penilaian terhadap risiko yang kemungkinan muncul dan melakukan analisa terhadap strategi yang akan dilakukan oleh industri kecil dalam menangani ataupun mengelola risiko tersebut di industri rotan di kota Malang dengan menggunakan analisa SWOT, risk matrik. Dari hasil penelitian didapatkan bahwa risiko supply dan risiko pemasaran berada pada zona merah (high) sehingga dibutuhkan respon resiko seperti kerjasama dan dukungan dari berbagai unsur dan instansi, supplier dan distributor dan pemerintah.
Rahmi Yuniarti, Arif Rahman, dan Moch. ChoiriJurusan Teknik Industri, Fakultas Teknik, Universitas Brawijaya Jalan MT. Haryono 167, Malang 65145, Jawa TimurLaman: rahmi_yuniarti@ub.ac.idABSTRAKUsaha Kecil Menengah (UKM) memiliki peran yang besar pada perekonomian negara, baik dalam kontribusi terhadap Produksi Domestik Bruto maupun jumlah penyerapan tenaga kerja. Dalam usaha mengembangkan bisnisnya, UKM keripik tempe Sanan harus melakukan inovasi dan perbaikan untuk dapat bersaing dengan bisnis lainnya. Dengan adanya persaingan-persaingan dari berbagai merk keripik maka UKM keripik tempe Sanan harus melakukan peningkatan dalam hal penentuan strategi pemasaran. Analisis strategi yang dapat digunakan yaitu dengan mengunakan elemen pada bauran pemasaran. Hal ini yang mendorong perlunya untuk dilakukan penelitian mengenai faktor yang menjadi daya tarik program pemasaran, serta mengukur sejauh mana suatu kesatuan elemen bauran pemasaran dijalankan dalam strategi pemasaran yang ada. Sesudah mendapatkan informasi mengenai elemen bauran pemasaran dari hasil kuisioner yang diberikan kepada pihak produsen UKM keripik tempe, selanjutnya dilakukan analisis SWOT dan QSPM untuk menentukan strategi utama pemasaran. Dari hasil penelitian, strategi pemasaran yang harus dilakukan UKM keripik tempe Sanan Malang adalah melakukan diversified product dengan memproduksi berbagai jenis keripik, meluncurkan Brand variants sehingga konsumen memiliki banyak pilihan serta memproduksinya dalam komposisi berat keripik serta kemasan yang bervariasi, melakukan pengembangan jaringan agen penjualan untuk memperluas daerah penjualan, melakukan promosi melalui berbagai pameran dan acara-acara besar di propinsi Jawa Timur, menggencarkan promosi produk melalui iklan gratis dan media sosial yang tersedia.Kata Kunci: strategi pemasaran, bauran pemasaran, analisis SWOT.ABSTRACTSmall and Medium Enterprises (SMEs) have a major role in the economy of country , both in contribution to the Gross Domestic Product and total employment. In order to develop its business, tempeh SME Sanan Chips has to create an innovation and conduct an improvement in order to be able to compete with other businesses. Due to existence of competition among the competitors with different brand of chips, so SME tempeh chips Sanan should improve properly the determination of marketing strategy. Strategy analysis can be conducted by using element of marketing mix. That triggers the necessity to conduct a research in terms of factors appealing marketing and measure how well a united element of marketing mix is performed according to the marketing strategy. After gaining information related to element of marketing mix from the questionnaire given to the SME tempe chips, then analysis is performed based on SWOT and QSMP to determine the major marketing strategy. According to the result, SME Sanan Chips should adopt the marketing strategy by: focusing on product diversity through producing various chips, launching a brand variant with a various pack and net weight in order to offer different choices to the consumers, developing an agent networks to expand the region of market sale, conduct promotion through exhibitions and major events in the Province of East Java, promoting the product intensively through a free advertisement and social media.Keywords: marketing strategy , marketing mix , SWOT analysis.
PT SGB is one of the companies that produce Ready To Drink (RTD) beverage as its product and its demand have increased every each year. The company's supply chain process which starts from material ordering, materials storage management, production process, finished good storing, and delivering to customers. All those processes belong to company's supply chain stream and it is mapped as the element of Supply Chain Operation Reference (SCOR). From that complex processes, there were found supply chain risk as the problem. Risks that found in supply chain flow should be solved based on risk priority order. The method that used for analizing the risk is House of Risk (HOR), consist of two phases. The objective of the first phase of HOR is knowing the risk priority that should be mitigated based on the Aggregate Risk Potential (ARP) score, and the second phase of HOR are generating some preventive strategies then choose the most effective strategy that suitable to be implemented. Meanwhile, the Pareto chart is used to determine the choosen priority risk to be mitigated. There are 63 identified risk events based on SCOR elements, 43 identified risk agents, and 15 recommended preventive strategies according to the most effective sequence of strategies that applied in the company.
Performance measurement is done to measure the achievement of the company. Performance is made to know the company is reaching its target. In this research, the company's performance in the field of electrical contractor is measured. Key Performance Indicator (KPI) used from the perspective of the organization, process, and staff. Weighting KPI using Analytical Hierarchy Process. Objective Matrix and Traffic Light System are used for the scoring system. The results showed that from 23 KPI got 9 KPI is in the red zone, 10 in the yellow zone and the rest in the green zone. From these results then the company needs improvement to improve performance.
The cement distributor has a cement warehouse in Pasuruan. Cement warehouse always ready to be shipped to a regular customer. Current demand from customers remains unfulfilled because the number of corporate modes of transportation is not proportional to the number of cement demand. Thus, the company plans to add the truck with two alternatives of buying new trucks or renting Hino Ranger FG 235 JJ. To determine the best alternative, an assessment of the criteria for the addition of trucks is required. In this study, AHP is used to determine the level of importance among the criteria, assess the criteria of discounts, shipping security, corporate attributes listed in vehicles, cost, age, administration, maintenance, risk of damage, availability. The result of the criteria weighting is used as the input for the selection of the best alternative in the TOPSIS method. The results obtained from the calculation of TOPSIS for alternative purchase of a new truck and renting that have value of 0.599 and 0.401.
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