Perancangan Sistem Pengukuran Kinerja Distributor PT Semen Indonesia Tbk Menggunakan Metode Balanced Score Card

Apriliyanto, Deri (2025) Perancangan Sistem Pengukuran Kinerja Distributor PT Semen Indonesia Tbk Menggunakan Metode Balanced Score Card. Masters thesis, Institut Teknologi Sepuluh Nopember.

Text 6010212011-Master_Thesis.pdf - Accepted Version Restricted to Repository staff only until 1 April 2027. Download (3MB)

Abstract

Pencapaiaan penjualan semen curah di tahun 2022 yaitu sebesar 93,4% terhadap RKAP dan market share turun 3.3%. Hal ini tidak selaras karena tahun 2022 menujukkan demand semen curah tumbuh 13.5 %. Penjualan semen curah mayoritas melalui channel Distributor, Permasalahan dalam kasus ini adalah belum adanya KPI yang komprehensif untuk Distributor sehingga tujuan dan target PT Semen Indonesia Tbk belum didukung oleh pencapaiaan Distributor. Saat ini monitoring kinerja Distributor hanya fokus pada aspek hasil yaitu volume. Sedangkan aspek lainnya seperti aspek keuangan, aspek pelanggan, proses bisnis internal serta pembelajaran dan pertumbuhan belum secara spesifik diwujudkan dalam parameter KPI Distributor. Sehingga hal ini menjadi penyebab performance PT Semen Indonesia belum sesuai harapan. PT Semen Indonesia Tbk sebagai prinsipal dan Distributor sebagai mitra maka prinsipal dapat mengatur KPI Distributor dengan landasan kontrak Distributor sesuai pasal evaluasi Distributor. Oleh karena itu penelitian ini akan memberikan usulan perancangan sistem pengukuran kinerja Distributor mengunakan metode Balanced Scored Card. BSC akan melihat dari berbagai aspek secara komprehensif yaitu aspek keuangan, pelanggan, proses bisnis internal serta pembelajaran dan pertumbuhan. Tahapan yang akan dilalui adalah menganalisa Visi dan Misi, RJPP, RKAP, inisiatif strategis serta KPI Group Corporate Sales. KPI Group Corporate Sales akan di dilakukan cascading sampai ke level KPI Distributor. Hasil dari penelitian ini adalah sistem pengukuran kinerja Distributor. KPI Distributor yaitu aspek keuangan dengan indikator kinerja pencapaiaan volume memiliki bobot 50%. Aspek Pelanggan dengan indikator pencapaiaan number of customer memiliki bobot 10%. Aspek internal business process dengan indikator kinerja bayar, pemenuhan credit limit dan rata-rata pemakaiaan credit limit memiliki bobot 25%. Aspek learning and growth dengan indikator kapabilitas sistem informasi penyediaan laporan keuangan, laporan penjualan, laporan market perkembangan kompetitor serta pemenuhan jumlah salesman yang berkompeten memiliki bobot 15%. Hasil penilaiaan KPI adalah 20 Distributor Sangat Baik, 18 Distributor Baik, 11 Distributor Kurang, 18 Distributor Kurang Sekali. Dampak positif bagi perusahaan setelah implementasi ini adalah pencapaiaan target penjualan 101.6%, market share tumbuh 0.2%
=====================================================================================================================================
The achievement of bulk cement sales in 2022 was 93.4% of the RKAP and the market share decreased by 3.3%. This is not in line because in 2022 the demand for bulk cement grew by 13.5%. The majority of bulk cement sales are through Distributor channels. The problem in this case is that there is no comprehensive KPI for Distributors so that the goals and targets of PT Semen Indonesia Tbk have not been supported by Distributor achievements. Currently, Distributor performance monitoring only focuses on the results aspect, namely volume. While other aspects such as financial aspects, customer aspects, internal business processes and learning and growth have not been specifically realized in the Distributor KPI parameters. So this is the cause of PT Semen Indonesia's performance not being as expected. PT Semen Indonesia Tbk as the principal and Distributor as a partner, the principal can set the Distributor KPI based on the Distributor contract according to the Distributor evaluation article. Therefore, this study will provide a proposal for designing a Distributor performance measurement system using the Balanced Scored Card method. BSC will look at various aspects comprehensively, namely financial aspects, customers, internal business processes and learning and growth. The stages that will be passed are analyzing the Vision and Mission, RJPP, RKAP, strategic initiatives and KPI Group Corporate Sales. KPI Group Corporate Sales will be cascading to the Distributor KPI level. The results of this study are the Distributor performance measurement system. Distributor KPI, namely the financial aspect with the volume achievement performance indicator has a weighting of 50%. The Customer aspect with the number of customer achievement indicator has a weighting of 10%. The internal business process aspect with the payment performance indicator, credit limit fulfillment and average credit limit usage has a weighting of 25%. The learning and growth aspect with the information system capability indicator for providing financial reports, sales reports, competitor market development reports and the fulfillment of the number of competent salesmen has a weighting of 15%. The results of the KPI assessment are 20 Very Good Distributors, 18 Good Distributors, 11 Less Distributors, 18 Very Less Distributors. The positive impact for the company after this implementation is the achievement of the sales target of 101.6%, market share grew by 0.2%.

Item Type:	Thesis (Masters)
Uncontrolled Keywords:	Performance Management, Balanced Score Card, KPI
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD58.93 Balanced scorecard
Divisions:	Faculty of Industrial Technology and Systems Engineering (INDSYS) > Industrial Engineering > 26101-(S2) Master Thesis
Depositing User:	Deri Apriliyanto
Date Deposited:	22 Jan 2025 02:56
Last Modified:	22 Jan 2025 02:56
URI:	http://repository.its.ac.id/id/eprint/116555

Actions (login required)

View Item