{"id":221,"date":"2017-08-10T15:21:38","date_gmt":"2017-08-10T08:21:38","guid":{"rendered":"http:\/\/bbs.binus.ac.id\/management\/?p=221"},"modified":"2017-08-10T15:21:38","modified_gmt":"2017-08-10T08:21:38","slug":"perhitungan-data-aktual-metrik-level-1-pt-yuansa-abadi-lestari-bagian-2","status":"publish","type":"post","link":"https:\/\/bbs.binus.ac.id\/management\/2017\/08\/perhitungan-data-aktual-metrik-level-1-pt-yuansa-abadi-lestari-bagian-2\/","title":{"rendered":"Perhitungan Data Aktual Metrik Level 1 PT. Yuansa Abadi Lestari (Bagian 2)"},"content":{"rendered":"

Oleh \u00a0:\u00a0Meiryta Yuliani & Haryadi Sarjono<\/p>\n

Perhitungan data aktual metrik level<\/em> 1 pada atribut kinerja SCOR <\/em>Model PT. Yuansa Abadi Lestari (Perusahaan swasta yang memproduksi plastic, terletak di daerah Bogor)<\/p>\n

    \n
  1. DSCA<\/em><\/strong> ( Downside Supply Chain Adaptibility<\/em> )<\/strong>: pengurangan kuantitas pesanan berkelanjutan 30 hari sebelum pengiriman tanpa menimbulkan sediaan atau penalti biaya. (Not Available)<\/em><\/li>\n
  2. VAR <\/em><\/strong>(Supply Chain Value at Risk<\/em> )<\/strong>: jumlah peluang kejadian beresiko dikalikan dampak moneter dari kejadian tersebut untuk semua fungsi rantai suplai. Komponen VAR<\/em> mencakup keterbatasan dari proses Source, Make, Deliver, Return.(Not Available)<\/em><\/li>\n
  3. TCTS<\/em><\/strong> (Total Cost to Serve)<\/em><\/strong>: jumlah biaya rantai suplai untuk mengirimkan produk produk dan jasa ke konsumen.<\/li>\n<\/ol>\n

    Total Biaya Melayani = Biaya Perencanaan + Biaya Pengadaan + Biaya Bahan Baku + Biaya Produksi + Biaya Manajemen Pesanan + Biaya Pengiriman + Biaya Pengembalian + COGS (Cost Of Good Sold)<\/em><\/p>\n

    \u00a0<\/strong><\/p>\n

    Tabel 3 Perhitungan Total Cost to Serve<\/em><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n
    No.<\/strong><\/td>\nNama Biaya<\/strong><\/td>\nJumlah Biaya<\/strong><\/td>\n<\/tr>\n
    1.<\/td>\nBiaya Perencanaan<\/td>\nRp 0<\/td>\n<\/tr>\n
    2.<\/td>\nBiaya Pengadaan<\/td>\nRp 250.000<\/td>\n<\/tr>\n
    3.<\/td>\nBiaya Bahan Baku<\/td>\nRp 123.958.450<\/td>\n<\/tr>\n
    4.<\/td>\nBiaya Produksi<\/td>\nRp 15.786.353<\/td>\n<\/tr>\n
    5.<\/td>\nBiaya Manajemen Pesanan<\/td>\nRp 0<\/td>\n<\/tr>\n
    6.<\/td>\nBiaya Pengiriman<\/td>\nRp 3.568.000<\/td>\n<\/tr>\n
    7.<\/td>\nBiaya Pengembalian<\/td>\nRp 0<\/td>\n<\/tr>\n
    8.<\/td>\nCost of Good Sold <\/em><\/td>\nRp 157.490.165<\/td>\n<\/tr>\n
    Total Cost to Serve<\/em><\/strong><\/td>\nRp 301.052.968<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    \u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0Sumber: Diolah Penelitui (2015)<\/p>\n

    COGS<\/em> ( Cost of Good Sold<\/em> )<\/p>\n

    COGS<\/em> \/ Harga Pokok Penjualan = 157.490.165 (71.57%)<\/p>\n

    \n

    Laba Kotor = 220.047.630 \u2013 157.490.165<\/p>\n

    \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 = 62.557.465 (28.43%)<\/p>\n

    \n

    Tabel 4 Biaya Produksi<\/p>\n\n\n\n\n\n\n\n
    No.<\/strong><\/td>\nNama Biaya<\/strong><\/td>\nJumlah Biaya<\/strong><\/td>\n<\/tr>\n
    1.<\/td>\nTenaga Kerja<\/td>\nRp 6.883.079<\/td>\n<\/tr>\n
    2.<\/td>\nOver Head<\/em> Produksi<\/td>\nRp 5.533.523<\/td>\n<\/tr>\n
    3.<\/td>\nListrik<\/td>\nRp 3.369.751<\/td>\n<\/tr>\n
    Total Biaya Produksi<\/strong><\/td>\nRp 15.786.353<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Sumber: Data Perusahaan (2015)<\/p>\n

    \n

    \n

    \n

      \n
    1. CTCCT <\/em><\/strong>( Cash to Cash Cycle Time<\/em> )<\/strong>: waktu yang dibutuhkan bagi sebuah investasi untuk mengalir kembali ke perusahaan setelah dibelanjakan untuk bahan baku.<\/li>\n<\/ol>\n

      Jumlah hari sediaan +<\/strong> jumlah hari penjualan belum dibayar \u2013<\/strong> jumlah hutang belum dibayar.<\/p>\n

      \n

      Tabel 5 Cash to Cash Cycle Time<\/em><\/p>\n\n\n\n\n\n\n\n
      No.<\/strong><\/td>\nJenis<\/strong><\/td>\nJumlah hari<\/strong><\/td>\n<\/tr>\n
      1.<\/td>\nJumlah hari sediaan<\/td>\n4<\/td>\n<\/tr>\n
      2.<\/td>\nJumlah hari penjualan belum dibayar<\/td>\n37<\/td>\n<\/tr>\n
      3.<\/td>\nJumlah hari hutang belum dibayar<\/td>\n(-) 30<\/td>\n<\/tr>\n
      Cash to Cash Cycle Time<\/em><\/strong><\/td>\n11 hari<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

      \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Sumber: Diolah Peneliti (2015)<\/p>\n

      \n

        \n
      1. ROF<\/em><\/strong> (Return on Supply Chain Fixed Asset<\/em>)<\/strong>: pengembalian yang diterima suatu organisasi dari modal yang diinvestasikan dalam aset aset tetap rantai suplai yang digunakan dalam proses Plan, Source, Make, Deliver<\/em>, dan Return<\/em>.<\/li>\n<\/ol>\n

        Perhitungan:<\/strong><\/p>\n

        (Perhitungan Rantai Suplai \u2013 <\/strong>COGS<\/em> \u2013 <\/strong>Biaya Manajemen Rantai Suplai) \/<\/strong> Aset tetap rantai suplai<\/p>\n

        \n

        Tabel 6 Perhitungan ROF (Return on Supply Chain Fixed Asset)<\/em><\/p>\n\n\n\n\n\n\n\n\n
        No.<\/strong><\/td>\nNama<\/strong><\/td>\nJumlah<\/strong><\/td>\n<\/tr>\n
        1.<\/td>\nPerhitungan Rantai Suplai<\/td>\nRp 301.052.968<\/td>\n<\/tr>\n
        2.<\/td>\nCost Of Good Sold <\/em><\/td>\n(-) Rp 157.490.165<\/td>\n<\/tr>\n
        3.<\/td>\nBiaya Manajemen Rantai Suplai<\/td>\n(-) Rp 19.604.353<\/td>\n<\/tr>\n
        4.<\/td>\nAset tetap rantai suplai<\/td>\n(:) Rp 1.787.800.000<\/td>\n<\/tr>\n
        Return on Supply Chain Fixed Asset (ROF)<\/em><\/strong><\/td>\n6.9 % <\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

        \u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0Sumber: Diolah peneliti (2015)<\/p>\n

        Tabel 7 Aset Tetap Rantai Suplai<\/p>\n\n\n\n\n\n\n\n\n\n
        No .<\/strong><\/td>\nNama<\/strong><\/td>\nJumlah<\/strong><\/td>\n<\/tr>\n
        1.<\/td>\nNilai Aset Tetap dari Source <\/em><\/td>\nRp 616.000.000<\/td>\n<\/tr>\n
        2.<\/td>\nNilai Aset Tetap dari Make <\/em><\/td>\nRp 1.071.800.000<\/td>\n<\/tr>\n
        3.<\/td>\nNilai Aset Tetap dari Deliver <\/em><\/td>\nRp 100.000.000<\/td>\n<\/tr>\n
        4.<\/td>\nNilai Aset Tetap dari Plan <\/em><\/td>\nRp 0<\/td>\n<\/tr>\n
        5.<\/td>\nNilai Aset Tetap dari Return <\/em><\/td>\nRp 0<\/td>\n<\/tr>\n
        Aset Tetap Rantai Suplai<\/strong><\/td>\nRp 1.787.800.000<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

        \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Sumber: Diolah peneliti (2015)<\/p>\n

        \n

          \n
        1. Return on Working Capital (ROW)<\/em><\/strong>: besarnya investasi relatif terhadap posisi modal kerja perusahaan versus penghasilan yang dihasilkan oleh sebuah rantai suplai.<\/li>\n<\/ol>\n

          Perhitungan:<\/strong><\/p>\n

          (Penghasilan Rantai Suplai \u2013 COGS<\/em> \u2013 Biaya Manajemen Rantai Suplai) \/ (Sediaan + Piutang \u2013 Hutang)<\/p>\n

          \n

          (220.047.630 \u2013 157.490.165 \u2013 19.604.353 ) \/ <\/strong><\/p>\n

          (924.000.000 + 220.047.630 \u2013 616.000.000 = 8.13 %<\/strong>\u00a0<\/strong><\/p>\n

          Daftar Pustaka<\/strong><\/p>\n

          Georgise, F. B., Thoben, K. D., & Seifert, M. (2013). Implementing the SCOR Model Best Practices for Supply Chain Improvement in Developing Countries. International Journal of Service, Science and Technology vol 6, no. 4<\/em>, 1.<\/p>\n

          Hidayat, S., & Astrellita, S. A. (2012). Using Supply Chain Operation Reference Model and Failure Mode Effect Analysis to Measure Delivery Performance of a Distribution System (Case Study : Lotte Mart Indonesia). Jurnal Al-azhar Indonesia Seri Sains dan Teknologi, <\/em>Vol. 1, No. 4.<\/p>\n

          Moazzam, M., Garnevska, E., & Marr, N. E. (2012). Benchmarking Agri-food Supply Chain Networks: A Conceptual Framework. Benchmarking Agri-food Supply Chain Networks: A Conceptual Framework<\/em>, 1.<\/p>\n

          Paul , J. (2014). Transformasi Rantai Suplai dengan model SCOR. In J. Paul, Transformasi Rantai Suplai dengan Model SCOR.<\/em> Jakarta: PPM. Manajemen.<\/p>\n

          Pratiwi, A., & Sarjono, H. (2014). Proposed Improvement of Performance Calculation of Supply Chain Management. Applied Mathematical Sciences<\/em>, Vol. 8.<\/p>\n

          Salazar, F., Caro, M., & Cavazos, J. (2012). Final Review of the Application of the SCOR Model for Biodiesel Castor-Colombia Case. Final Review of the Application of the SCOR Model for Biodiesel Castor-Colombia Case<\/em>, 1.<\/p>\n

          \n

           <\/p>\n","protected":false},"excerpt":{"rendered":"

          Oleh \u00a0:\u00a0Meiryta Yuliani & Haryadi Sarjono Perhitungan data aktual metrik level 1 pada atribut kinerja SCOR Model PT. Yuansa Abadi Lestari (Perusahaan swasta yang memproduksi plastic, terletak di daerah Bogor) DSCA ( Downside Supply Chain Adaptibility ): pengurangan kuantitas pesanan berkelanjutan 30 hari sebelum pengiriman tanpa menimbulkan sediaan atau penalti biaya. (Not Available) VAR (Supply […]<\/p>\n","protected":false},"author":9,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2],"tags":[7,8,20,21],"class_list":["post-221","post","type-post","status-publish","format-standard","hentry","category-article","tag-bbs","tag-management","tag-scor","tag-supply-chain"],"_links":{"self":[{"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/posts\/221","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/users\/9"}],"replies":[{"embeddable":true,"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/comments?post=221"}],"version-history":[{"count":1,"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/posts\/221\/revisions"}],"predecessor-version":[{"id":222,"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/posts\/221\/revisions\/222"}],"wp:attachment":[{"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/media?parent=221"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/categories?post=221"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bbs.binus.ac.id\/management\/wp-json\/wp\/v2\/tags?post=221"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}