#03 - strategi operasi

g e s i t t h a b r a n i

#03StrategiStrategi OperasiOperasi dalamdalam

LingkunganLingkungan GlobalGlobalmanajemen operasional

g e s i t t h a b r a n i Manajemen FE UNP

Outline

1 MengembangkanMengembangkan MisiMisi dandan StrategiStrategi

2

Mencapai Mencapai Competitive AdvantageCompetitive Advantage Melalui OperasiMelalui Operasi3

Permasalahan dalam Strategi OperasiPermasalahan dalam Strategi Operasi4

Pengembangan dan Implementasi StrategiPengembangan dan Implementasi Strategi5

Pilihan Strategi Operasi GlobalPilihan Strategi Operasi Global6

PandanganPandangan Global Global tentangtentang OperasiOperasi


Mengembangkan Misi dan Strategi

MisiMisi adalahadalah pernyataanpernyataan mengenaimengenaitujuantujuan daridari organisasiorganisasi

Strategi Strategi menyatakan menyatakan bagaimana organisasi bagaimana organisasi

mencapai misimencapai misi


Misi

� Misi – mau kemana?� Tujuan adanya Organisasi

� Menjawab pertanyaan: ‘apa yang kita berikan kepada masyarakat?’

� Memiliki batasan dan fokus


Misi dari FedEx

FedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.


Merck

The mission of Merck is to provide society with superior products and services -innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of return


Hard Rock Cafe

Our Mission: To spread the spirit of Rock ‘n’ Roll by delivering an exceptional

entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.


Arnold Palmer Hospital

Arnold Palmer Hospital is a healing Arnold Palmer Hospital is a healing environment providing familyenvironment providing family--centered centered

care with compassion, comfort and care with compassion, comfort and respect… when it matters the most.respect… when it matters the most.


Faktor-faktor yang Mempengaruhi Misi

Benefit to Society

Misi

Philosophy and Values

Profitability and GrowthEnvironment

Customers Public Image


Proses Strategik

Marketing Operations Finance/ Accounting

Misi dari Fungsional

Misi

Organisasi


Strategi

� Rencana aksi untuk mencapai misi

� Area fungsional memiliki strategi

� Strategi memanfaatkan opportunities dan strengths, menetralkan threats, and menghilangkan weaknesses


Strategi untuk Competitive Advantage

� Differentiation – better, or at least different

� Cost leadership – cheaper� Response – rapid response


Bersaing dalam Differentiation

Keunikan bisa meliputi karakteristik fisik dan atribut jasa dari produk yang dapat mempengaruhi persepsi pelanggan

mengenai nilai dari produk

�� Safeskin gloves Safeskin gloves –– leading edge productsleading edge products

�� Walt Disney Magic Kingdom Walt Disney Magic Kingdom –– experience experience differentiationdifferentiation

�� Hard Rock Cafe Hard Rock Cafe –– dining experiencedining experience


Bersaing dalam Cost

Menyediakan nilai maksimum sesuai dengan persepsi pelanggan. Tidak

berarti kualitas rendah�� Southwest Airlines Southwest Airlines –– airport airport kelaskelas duadua, ,

tanpatanpa embelembel--embelembel, , penggunaanpenggunaanperalatanperalatan yang yang efisienefisien

�� WalWal--Mart Mart –– overhead overhead kecilkecil, , penyusutanpenyusutanpersediaanpersediaan yang yang rendahrendah, , biayabiaya distribusidistribusirendahrendah

�� Franz Franz ColruytColruyt –– tanpatanpa kantongkantong, , pencahayaanpencahayaan rendahrendah, , tanpatanpa musikmusik, , pintupintudidi setiapsetiap pendinginpendingin


Bersaing dalam Response�Fleksibilitas, penyesuaian terhadap

perubahan pasar dalam inovasi desain dan volume� Lembaga di Hewlett-Packard

� Reliabilitas, sesuai dengan jadwal� Industri mesin Jerman

� Tepat waktu, kecepatan dalam desain, produksi, dan delivery� Johnson Electric, Bennigan’s, Motorola


Strategi-strategi Global

� Boeing – penjualan dan produksi di seluruh dunia

� Benetton – memindahkan inventorinya ke toko-toko di seluruh dunia lebih cepat dari pesaingnya dengan membangun fleksibilitas dalam desain, produksi, dan distribusi

� Sony – membeli komponen dari supplier di Thailand, Malaysia, dan seluruh dunia


Strategi-strategi Global

� Volvo – perusahaan Swedia namun dikendalikan oleh perusahaan Amerika, Ford. Produknya, Volvo S40, dibuat di Belgia rangkanya dibuat bersama dengan Mazda 3 di Jepang dan pembuatan oleh Ford di Eropa

� Haier – perusahaan China yang membuat lemari pendingin dan wine cabinets di South Carolina, Amerika karena pasar terbesarnya di Amerika


Beberapa perusahaan Multinasional

% Sales% Sales % Assets% AssetsOutsideOutside OutsideOutside

HomeHome HomeHome HomeHome % Foreign% ForeignCompanyCompany CountryCountry CountryCountry CountryCountry WorkforceWorkforce

CiticorpCiticorp USAUSA 3434 4646 NANA

ColgateColgate-- USAUSA 7272 6363 NANAPalmolivePalmolive

Dow Dow USAUSA 6060 5050 NANAChemicalChemical

GilletteGillette USAUSA 6262 5353 NANA

HondaHonda JapanJapan 6363 3636 NANA

IBMIBM USAUSA 5757 4747 5151


Beberapa perusahaan Multinasional

% Sales% Sales % Assets% AssetsOutsideOutside OutsideOutside

HomeHome HomeHome HomeHome % Foreign% ForeignCompanyCompany CountryCountry CountryCountry CountryCountry WorkforceWorkforce

ICIICI BritainBritain 7878 5050 NANA

NestleNestle SwitzerlandSwitzerland 9898 9595 9797

PhilipsPhilips NetherlandsNetherlands 9494 8585 8282ElectronicsElectronics

SiemensSiemens GermanyGermany 5151 NANA 3838

UnileverUnilever Britain &Britain & 9595 7070 6464NetherlandsNetherlands


Beberapa Supplier dari Boeing (787)

FirmFirm CountryCountry ComponentComponentLatecoereLatecoere FranceFrance Passenger doorsPassenger doorsLabinelLabinel FranceFrance WiringWiringDassaultDassault FranceFrance Design and Design and

PLM softwarePLM softwareMessierMessier--BugattiBugatti FranceFrance Electric brakesElectric brakesThalesThales FranceFrance Electrical power Electrical power

conversion system conversion system and integrated and integrated standby flight displaystandby flight display

MessierMessier--DowtyDowty FranceFrance Landing gear structureLanding gear structureDiehlDiehl GermanyGermany Interior lightingInterior lighting



FirmFirm CountryCountry ComponentComponentCobhamCobham UKUK Fuel pumps and valvesFuel pumps and valvesRollsRolls--RoyceRoyce UKUK EnginesEnginesSmiths AerospaceSmiths Aerospace UKUK Central computer Central computer

systemsystemBAE SYSTEMSBAE SYSTEMS UKUK ElectronicsElectronicsAlenia AeronauticsAlenia Aeronautics ItalyItaly Upper center Upper center

fuselage & fuselage & horizontal stabilizerhorizontal stabilizer

Toray IndustriesToray Industries JapanJapan Carbon fiber for Carbon fiber for wing and tail unitswing and tail units



FirmFirm CountryCountry ComponentComponentFuji HeavyFuji Heavy JapanJapan Center wing boxCenter wing boxIndustriesIndustries

Kawasaki HeavyKawasaki Heavy JapanJapan Forward fuselage,Forward fuselage,IndustriesIndustries fixed section of wing,fixed section of wing,

landing gear welllanding gear wellTeijin SeikiTeijin Seiki JapanJapan Hydraulic actuatorsHydraulic actuatorsMitsubishi Heavy Mitsubishi Heavy JapanJapan Wing boxWing boxIndustriesIndustries

Chengdu Aircraft Chengdu Aircraft ChinaChina RudderRudderGroupGroupHafei AviationHafei Aviation ChinaChina PartsParts



FirmFirm CountryCountry ComponentComponentKorean AviationKorean Aviation SouthSouth WingtipsWingtips

KoreaKoreaSaabSaab SwedenSweden Cargo access doorsCargo access doors


Alasan untuk Globalisasi

Alasan untuk GlobalisasiAlasan untuk Globalisasi

1.1. Menurunkan biaya (labor, taxes, tariffs, etc.)Menurunkan biaya (labor, taxes, tariffs, etc.)2.2. Memperbaiki supply chainMemperbaiki supply chain3.3. Menyediakan barang dan jasa yang lebih baikMenyediakan barang dan jasa yang lebih baik4.4. Memahami PasarMemahami Pasar5.5. Belajar memperbaiki operasiBelajar memperbaiki operasi6.6. Menarik dan mempertahankan TK Menarik dan mempertahankan TK

Tangible Tangible ReasonsReasons

Intangible Intangible ReasonsReasons


Menurunkan Costs

� Lokasi di Negara Asing dengan tingkat upah yang lebih rendah dapat menurunkan biaya langsung dan tak langsung� Maquiladoras di Mexico� World Trade Organization (WTO)� North American Free Trade Agreement (NAFTA)

� APEC, SEATO, MERCOSUR � European Union (EU)


Memperbaiki Supply Chain

� Meletakkan fasilitas dekat dengan sumber daya yang unik� Auto design to California� Produksi sepatu atletik di China� Pabrik parfum di France


Menyediakan Barang dan Jasa yang Lebih Baik

� Karakteristik yang objektif dan subjektif dari barang dan jasa� On-time deliveries� Masalah kultur/ budaya� meningkatkan customer service


Memahami Pasar

� Interaksi dengan pelanggan dan supplier dari negara asing akan membuka peluang baru

� Cell phone design from Europe� Cell phone fads from Japan� Extend the product life cycle


Belajar Memperbaiki Operasi

� Terbuka terhadap ide baru� General Motors bekerja sama dengan Jepang untuk belajar manufaktur

� Equipment dan layout diperbaiki dengan kemampuan ergonomis orang Skandinavia


Mendapatkan dan Mempertahankan TK

� Memberikan peluang kerja yang lebih baik� Jenjang karir yang lebih baik� Memindahkan pekerja yang tidak termanfaatkan dari satu negara ke negara lain

� Memberikan insentif untuk bepergian bagi pekerja


Masalah Budaya dan Etika

� Budaya bisa berbeda di masing-masing daerah/negara

� Sikap/Karakter bisa berbeda pula

�� Tepat waktuTepat waktu

�� Waktu makan siangWaktu makan siang

�� LingkunganLingkungan

�� Kekayaan intelektualKekayaan intelektual

�� PencurianPencurian

�� PenyogokanPenyogokan

�� TK anakTK anak


Yang Perlu Dipertimbangkan

� Tingkat baca tulis nasional

� Tingkat inovasi� tingkat perubahan

teknologi� Jumlah TK terlatih� Stabilitas politik� Product liability laws� Pembatasan ekspor� Variasi bahasa

� Etika Kerja� Pajak� Inflasi � Ketersediaan bahan

baku� Tingkat bunga� Populasi� Jalan raya� Sistem telepon


Mencocokkan Produk & Perusahaannya

� Braun Household Appliances� Firestone Tires� Godiva Chocolate� Haagen-Dazs Ice Cream� Jaguar Autos� MGM Movies� Lamborghini Autos� Alpo Petfoods

1. Volkswagen2. Bridgestone3. Campbell Soup4. Ford Motor

Company5. Gillette6. Nestlé7. Pillsbury8. Sony


Mencocokkan Produk & Perusahaannya

� Braun Household Appliances

� Firestone Tires� Godiva Chocolate� Haagen-Dazs Ice

Cream� Jaguar Autos� MGM Movies� Lamborghini

Autos� Alpo Petfoods

1. Volkswagen2. Bridgestone3. Campbell Soup4. Ford Motor

Company5. Gillette6. Nestlé7. Pillsbury8. Sony


Mencocokkan Produk & Negaranya

�Braun Household Appliances�Firestone Tires�Godiva Chocolate�Haagen-Daz Ice Cream�Jaguar Autos�MGM Movies�Lamborghini Autos�Alpo Pet Foods

1. Great Britain2. Germany3. Japan4. United States5. Switzerland


Mencocokkan Produk & Negaranya

�Braun Household Appliances

�Firestone Tires�Godiva Chocolate�Haagen-Daz Ice Cream

�Jaguar Autos�MGM Movies�Lamborghini Autos�Alpo Pet Foods

1. Great Britain2. Germany3. Japan4. United States5. Switzerland


Kontribusi OM dalam Strategi

Product

Quality

Process

Location

Layout

Humanresource

Supply chain

Inventory

Scheduling

Maintenance

FLEXIBILITY:Sony’s constant innovation of new products……………………………….... DesignHP’s ability to lead the printer market……………………………… Volume

Southwest Airlines No-frills service……..….. LOW COST

DELIVERY:Pizza Hut’s 5-minute guarantee at lunchtime…………………..…..…………………. SpeedFederal Express’s “absolutely, positively on time”………………………..…. Dependability

QUALITY:Motorola’s HDTV converters….……........ ConformanceMotorola’s pagers………………………..…. Performance

Caterpillar’s after-sale service on heavy equipment…………….... AFTER-SALE SERVICE

Fidelity Security’s broad line of mutual funds…………. BROAD PRODUCT LINE

KeputusanKeputusan StrategiStrategi CompetitiveCompetitiveEE OperasiOperasi ContohContoh SpesifikSpesifik AdvantageAdvantage

Response(Faster)

Cost leadership(Cheaper)

Differentiation(Better)


Mengelola Operasi Jasa Global

�� Capacity planningCapacity planning

�� Location planningLocation planning

�� Facilities design and layoutFacilities design and layout

�� SchedulingScheduling

Membutuhkan perspektif yang Membutuhkan perspektif yang berbeda pada:berbeda pada:


Permasalahan dalam Strategi Operasi

� Penelitian mengenai strategi OM yang efektif

� Preconditions untuk mengembangkan strategi OM yang efektif

� Dinamika dari pengembangan strategi OM


SWOT Analysis

Strategy

Analysis

Internal Strengths

Internal Weaknesses

External Opportunities

External Threats

Mission

ProsesProses PengembanganPengembangan StrategiStrategi

Determine Corporate MissionState the reason for the firm’s existence and identify the value it

wishes to create.

Form a StrategyBuild a competitive advantage, such as low price, design, or volume

flexibility, quality, quick delivery, dependability, after-sale service, broad product lines.

Environmental AnalysisIdentify the strengths, weaknesses, opportunities, and threats.

Understand the environment, customers, industry, and competitors.


PengembanganPengembangan dandanImplementasiImplementasi StrategiStrategi

� Identifikasi critical success factors

� Bangun dan Bentuk struktur organisasi

� Integrasikan OM dengan aktivitas lain

Tugas operations manager adalah mengimplementasikan strategi OM, memberikan

competitive advantage, dan meningkatkan produktivitas


Critical Success FactorsCritical Success Factors

Decisions Sample OptionsProductProduct Customized, or standardizedCustomized, or standardizedQualityQuality Define customer expectations and how to achieve themDefine customer expectations and how to achieve themProcessProcess Facility size, technology, capacityFacility size, technology, capacityLocationLocation Near supplier or near customerNear supplier or near customerLayoutLayout Work cells or assembly lineWork cells or assembly lineHuman resourceHuman resource Specialized or enriched jobsSpecialized or enriched jobsSupply chainSupply chain Single or multiple suppliersSingle or multiple suppliersInventoryInventory When to reorder, how much to keep on handWhen to reorder, how much to keep on handScheduleSchedule Stable or fluctuating production rateStable or fluctuating production rateMaintenance Maintenance Repair as required or preventive maintenanceRepair as required or preventive maintenance

MarketingServiceServiceDistributionDistributionPromotionPromotionChannels of distributionChannels of distributionProduct positioningProduct positioning(image, functions)(image, functions)

Finance/AccountingLeverageLeverageCost of capitalCost of capitalWorking capitalWorking capitalReceivablesReceivablesPayablesPayablesFinancial controlFinancial controlLines of creditLines of credit

Production/Operations



4 Strategi Operasi InternasionalP

ertim

bagn

anP

ertim

bagn

anP

enur

unan

Pen

urun

anB

iaya

Bia

ya

HighHigh

LowLow

HighHighLowLowPertimbanganPertimbangan ResponRespon LokalLokal

(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)

� Produk standar� Economies of scale� Pembelajaran lintas budaya

ContohTexas InstrumentsCaterpillarOtis Elevator

Global Strategy Transnational Strategy

� Memindahkan material, orang, ide melintasi batas negara

� Economies of scale� Pembelajaran lintas budaya

ContohCoca-ColaNestlé

International Strategy

� Import/export atau produk yang ada

Contoh:U.S. SteelHarley Davidson

Multidomestic Strategy� Menggunakan model

domestik yang ada secara global

� Franchise, joint ventures, cabang

Contoh:Heinz The Body ShopMcDonald’s Hard Rock Cafe

g e s i t t h a b r a n i

operations management

#03 - strategi operasi

Documents