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

Abstract

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.

Model Penilaian Kinerja Rantai Pasok Produk Soft Drink Berbasis Balance Scorecard dan SCOR Terpadu

“…Kesuksesan pencapaian kinerja rantai pasok merepresentasikan efektivitas strategi rantai pasok yang diterapkan. Ada beberapa permasalahan dalam menilai kinerja rantai pasok soft drink, antara lain kompleksitas rantai pasok karena melibatkan banyak pihak yang berbeda (Ananda et al, 2020;Hasibuan et al, 2021), ketergantungan pada pihak ketiga (Hasibuan et al, 2021;Khadijah et al, 2020), beragamnya tujuan dan indikator kinerja dari perusahaan dalam rantai pasok (Arjuna et al, 2022;Hasan et al, 2016;Mutakin & Hubeis, 2011;Saragih et al, 2021;Sriwana et al, 2021), keterbatasan data dan informasi (Mañay et al, 2022;Vegter et al, 2020), perubahan struktur dan proses dalam rantai pasok dan faktor eksternal seperti kondisi pasar, persaingan, peraturan pemerintah, dan lain-lain (Hasibuan et al, 2021;Khadijah et al, 2020;Nyang'au, 2016;Van Der Valk et al, 2022;Vegter et al, 2020). Faktor-faktor ini dapat mempengaruhi kinerja rantai pasok dan menyulitkan penilaian kinerja yang tepat.…”

“…Alasan para peneliti menerapkan BSC antara lain fokus pada tujuan jangka panjang, pendekatan yang seimbang dengan empat perspektifnya, menghubungkan tujuan strategis dengan tindakan operasional, pengukuran kinerja yang komprehensif, menciptakan budaya yang lebih kolaboratif (Ananda et al, 2020;Hasan et al, 2016;Khadijah et al, 2020). Keterbatasannya antara lain fokus pada kinerja internal yang menyebabkan ketidakcocokan dengan tujuan kinerja rantai pasok, terlalu terfokus pada ukuran kuantitatif, kurang fleksibel dalam menanggapi perubahan situasi operasional atau lingkungan bisnis yang cepat berubah, lebih berfokus pada pencapaian tujuan bisnis individu daripada pada kolaborasi dan sinergi antara perusahaan dalam rantai pasok, keterbatasan dalam mengukur kinerja rantai pasok secara end-to-end (Demartini et al, 2018;Hasan et al, 2016;Vegter et al, 2020). Sementara itu, keunggulan pengukuran kinerja rantai pasok dengan Supply Chain Operations Reference (SCOR) antara lain terintegrasi secara global, terfokus pada proses dan mendukung integrasi sistem (Delipinar & Kocaoglu, 2016).…”

An Assessment Framework for Small-Scale Coal Mining Based on Lean Thinking and Green Mining Concept

“…Both lean thinking and green mining concepts can be applied sequentially or simultaneously, although simultaneous implementation will lead to better operational performance [6]. The concept of lean thinking and green mining has been used previously to design assessment models by Hasan et al (2016), although the model is intended for supply chain performance assessment in rubber processing industry instead of coal mining industry [7]. This study aims to develop an assessment framework for artisanal and small-scale coal mining in the city of Sawahlunto based on a combination of lean thinking and green mining concepts.…”