Peningkatan Kinerja dan Mitigasi Risiko Rantai Pasok Cangkang Kelapa Sawit (Studi Kasus: Industri Keramik PT X)

Abstract

Cangkang kelapa sawit (CKS) memiliki potensi sebagai sumber energi alternatif. Hal ini perlu didukung dengan manajemen rantai pasok yang optimal. Penelitian ini bertujuan menganalisis keadaan situasional, keuntungan, kinerja, risiko, dan menentukan strategi peningkatan kinerja. Analisis situasional menggunakan kerangka dari Vorst. Analisis keuntungan dilakukan berdasarkan biaya dan penerimaan. Kinerja dianalisis berdasarkan model supply chain operation reference (SCOR) yang diintegrasikan dengan analytical hierarchy process (AHP). Analisis risiko menggunakan metode house of risk (HOR). Strategi peningkatan kinerja menggunakan metode analytical networking process (ANP) berdasarkan indikator benefit, opportunity, cost, dan risk (BOCR). Terdapat tiga stakeholder utama, yaitu pabrik kelapa sawit sebagai produsen, agen sebagai distributor, dan PT X sebagai konsumen. Analisis keuntungan menunjukan hasil berturut-turut pada pabrik kelapa sawit, agen, dan PT X adalah 77%, 24%, dan 33,6%. Perhitungan kinerja menunjukan bahwa kinerja rantai pasok CKS pada PT X kurang (67,45%). Hasil dari analisis risiko menunjukan terdapat 18 kejadian risiko, 11 sumber risiko prioritas, dan 9 mitigasi risiko prioritas. Alternatif paling potensial dalam peningkatan kinerja rantai pasok adalah pengembangan alternatif sumber pemasok CKS.

Palm kernel shell (PKS) have potential as an alternative energy source. This needs to be supported by optimal supply chain management. This study aims to analyze situational conditions, profits, performance, risks and determine performance improvement strategies. Situational analysis using the framework from Vorst. Profit analysis is carried out based on costs and revenues. Performance is analyzed based on the supply chain operation reference (SCOR) model, integrated with the analytical hierarchy process (AHP). Risk analysis uses the house of risk (HOR) method. The performance improvement strategy uses the analytical networking process (ANP) method based on benefit, opportunity, cost, and risk (BOCR). There are three main stakeholders, palm oil mills as producers, agents as distributors, and PT X as consumers. Profit analysis shows that the palm oil mill, agent, and PT X results are 77%, 24%, and 33.6%, respectively. Performance calculations show that the performance of the PKS supply chain at PT X is less (67.45%). The risk analysis results show that there are 18 risk events, 11 priority risk sources, and 9 priority risk mitigations. The most potential alternative in improving supply chain performance is the development of alternative sources of PKS suppliers.