Manajemen Risiko Operasional pada Kebuli Gaban

Abstract

Kebuli Gaban merupakan usaha kuliner Timur Tengah di Bogor yang melayani pembelian langsung, katering, akikah, dan pemesanan daring. Kegiatan operasionalnya menghadapi gangguan dalam pemenuhan pesanan, pengelolaan stok, sistem pemesanan digital, dan pasokan bahan baku, sementara manajemen risiko belum diterapkan secara formal. Penelitian ini bertujuan memetakan proses bisnis, mengidentifikasi risiko operasional, menilai tingkat dan prioritas risiko, serta merumuskan perlakuan risiko berdasarkan SNI ISO 31000:2018. Penelitian menggunakan metode deskriptif kualitatif melalui wawancara mendalam, observasi, kuesioner, dan studi dokumen terhadap enam responden yang dipilih secara purposif berdasarkan matriks RACI. Penilaian risiko dilakukan menggunakan skala kemungkinan dan dampak serta matriks analisis risiko 5 × 5. Hasil penelitian menunjukkan bahwa proses bisnis utama mencakup pengadaan bahan baku dan pemenuhan pesanan pelanggan. Sebanyak 15 risiko operasional teridentifikasi dalam empat klasifikasi, yaitu proses internal, sumber daya manusia, sistem dan teknologi, serta kejadian eksternal. Dua risiko berada pada tingkat tinggi, enam sedang, empat rendah, dan tiga sangat rendah. Perlakuan yang direkomendasikan berupa retensi risiko dan pengurangan risiko untuk memperkuat pengendalian serta meminimalkan potensi kerugian.

Kebuli Gaban is a Middle Eastern food business in Bogor offering on-site purchases, catering, aqiqah packages, and online ordering. Its operations face disruptions in order fulfillment, inventory management, digital ordering systems, and raw material supply, while risk management has not yet been formally implemented. This study aims to map business processes, identify operational risks, assess their levels and priorities, and formulate risk treatments based on SNI ISO 31000:2018. The study used a descriptive qualitative design through in-depth interviews, observation, questionnaires, and document analysis involving six respondents selected through purposive sampling based on the RACI matrix. Risk assessment used likelihood and impact scales and a 5 × 5 risk matrix. The results show that the main business processes comprise raw material procurement and customer order fulfillment. A total of 15 operational risks were identified in four classifications: internal processes, human resources, systems and technology, and external events. Two risks were categorized as high, six as moderate, four as low, and three as very low. The recommended treatments consist of risk retention and risk reduction to strengthen controls and minimize potential losses.