Analisis Manajemen Risiko Operasional pada Passportwear

Abstract

Passportwear merupakan unit bisnis sportswear custom yang baru berdiri dan masih mengalami kerugian operasional akibat prosedur kerja yang belum terstandar. Pada proses bisnisnya, Passportwear belum menerapkan sistem manajemen risiko berbasis SNI ISO 31000:2018. Penelitian ini bertujuan mengidentifikasi, mengevaluasi, dan merumuskan kebijakan pengelolaan risiko operasional Passportwear berlandaskan kerangka SNI ISO 31000:2018 mulai dari penetapan konteks, identifikasi, analisis, evaluasi, hingga perlakuan risiko. Metode yang digunakan dalam penelitian ini mengacu pada metode penilaian risiko Godfrey (1996) sebagai alat bantu kuantifikasi kemungkinan dan dampak risiko dan perlakuan risiko Flanagan dan Norman (1993) sebagai acuan awal dalam menentukan respons risiko. Hasil penelitian mengidentifikasi empat belas risiko operasional yang terdiri dari dua risiko tingkat sedang, empat risiko tingkat tinggi, dan delapan risiko tingkat ekstrem. Temuan ini mengimplikasikan perlunya formalisasi SOP, manajemen sumber daya manusia, pengendalian kualitas, kedisiplinan keuangan, tata kelola vendor, dan pemeliharaan infrastruktur preventif

Passportwear is a newly established custom sportswear business unit that is still incurring operating losses due to work procedures that have not yet been standardised. In its business processes, Passportwear has not yet implemented a risk management system based on SNI ISO 31000:2018. This study aims to identify, evaluate and formulate a policy for managing Passportwear’s operational risks based on the SNI ISO 31000:2018 framework, covering the stages from establishing the context, through identification, analysis and evaluation, to risk treatment. The methods used in this study draw on Godfrey’s (1996) risk assessment method as a tool for quantifying the likelihood and impact of risks, and Flanagan and Norman’s (1993) risk treatment approach as an initial reference for determining risk responses. The research results identified fourteen operational risks, comprising two medium-level risks, four high-level risks, and eight extreme-level risks. These findings imply the need to formalise standard operating procedures (SOPs), human resource management, quality control, financial discipline, vendor governance, and preventative infrastructure maintenance.