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.