sharing & discussion : “perencanaan … · qims community hangout supported by : triple s...
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QIMS COMMUNITY HANGOUTSUPPORTED BY : TRIPLE S CAFE
SHARING & DISCUSSION :“PERENCANAAN STRATEGI UNTUKMENGHADAPI INDUSTRI 4.0(DISRUPTION ERA)”
10 Famous Companies Bankrupt
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No Company No Company
10 5
9 4
8 3
7 2
6 1
20052005
2004200920042009
20052005
20082008
20052005
20012001 EnronEnron
20012001
20022002
20092009 GeneralMotor
GeneralMotor
20082008
FastFast
TangibleTangible
SimpleSimple
HareHare
IndividualIndividual
Technology makes lifemore simpleQuick Life Cycle - Too fastto ObsoleteMore Customize andVariance
Fast Delivery - Borderless
No More Expensive Price
SHIFTSHIFT
• Defenisi, Kesetimbangan Ekonomi, Kriteria Bisnis SehatIndonesia
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Definition of Planning"Planning what is our business, planning what will it be, and planningwhat should it be have to be integrated.... Everything that is 'planned'becomes immediate work and commitment".(Professor Peter Drucker, the management guru)
• Setting your Goals (Roadmaps);Where do you want to be in 20 years? In 10 years? In 5 years? In 1 year? In6 months?
• Setting your milestone;Where do you need to be in 10 years? 5 years? Next year?
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What is Strategic PlanningA systematic approach through which an organizationagrees on priorities that are essential to its missionand responsive to its environment.
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Strategic Business Planning
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A strategic business plan is a written statement that outlines where thesystematic approach through which an organization agrees on priorities that areessential to its vision for the future and the actions and resources that will move
it from where it is now to where it wants to be.
A strategic business plan is a written statement that outlines where thesystematic approach through which an organization agrees on priorities that areessential to its vision for the future and the actions and resources that will move
it from where it is now to where it wants to be.
Effective strategic business planning• Effective strategic business planning helps the Board to:
– Fulfil its responsibility to set direction and monitor performance– Understand, communicate and demonstrate the organization’s purpose– Identify opportunities– Confirm a shared commitment– Reach agreement– Be confident the organization will remain financially viable and sustainable– Identify clear responsibilities, resource needs and timeframes– Guide the organization’s progress and keep on track towards the future vision.
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“You can’t manage, if you can’t measure”“You can’t manage, if you can’t measure”
Effective strategic business planningBut most organizations don’t plan
Strategic planning should be part of every organization’s ongoingdiscipline – but typically isn’t.
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“One study of 29,000 business startups noted that26,000 of them failed. Of those failures,
67% had no written business plan.”- Terri Zwierzynski
“One study of 29,000 business startups noted that26,000 of them failed. Of those failures,
67% had no written business plan.”- Terri Zwierzynski
Siklus Strategic Business PlanStrategic Business Plan Continuous Cycle
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Sept - Dec
Jan - Dec
Apr – JuneOct – Dec
June, Dec
Key Success Factors
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1. Goal Setting (SMART)
2. Based on marketplace reality, facts, and assumptions
3. SBP based on Business Process Detail Flow Process, Documents and Information
4. Right Deploying
5. Right Job Desc and Org Structure
6. Based on Data (incl. Activity Based Costing)
7. Flexible and Periodical Review
8. Management Commitment
Performance Criteria and Target, incl OPEX and CAPEX, effective andefficient allocation of resources
Bortiandy Triman P. L. Tobing, ST., MMT Medan, 16 Maret 1974 Pendidikan:
S-1: Teknik Industri, Univ. Sumatera Utara – MedanS-2: Manajemen Industri, Magister Manajemen Teknik, Institut TeknologiSepuluh November (ITS) – Surabaya
Pengalaman Kerja:Production; Quality Control; Management Respresentative ISO 9001, ISO22000; Quality Assurance; Plant Manager; Planning and ProductionControl; Research and Development; Warehouse and Inventory Manager;Logistic Manager; Tooling and Production Manager
Keahlian:Operational and Service Excellent (Plant Management, LeanManufacturing, Lean Office, Costing and Budgeting)Continual ImprovementSupply Chain Management
•
•“Sekumpulan aktivitas yang dipilih oleh suatu perusahaan dalamrangka menghasilkan nilai-nilai pelanggan yang spesifik serta
berbeda atau lebih baik dibandingkan dengan pesaing.”
•MANAJEMEN STRATEGI•Seni dan Pengetahuan dalam merumuskan,
mengimplementasikan serta mengevaluasi keputusan2 lintasfungsional yg memampukan sebuah organisasi mencapai tujuannya
•Mengapa ada beberapa perusahaan memiliki kinerja•lebih baik dibandingkan yang lain???
•17
STRATEGI
•15•Source: Material presentation in the Kaplan-Norton sessions in BSC Forum Dubai (20 –26 April 2012).
•
•STRATEGY DEVELOPMENT BLUEPRINT
•Makro •Industry•ExternalAnalysis
•InternalAnalysis
•StakeholderExpectation
•Threats andopportunitiesin environment
•Strengths andweaknesses oforganization•Vision, Mission
•Key successfactors
•Destination•Distinctivecompetences
•Creation of strategyby top management
•Socialresponsibility
•Top managementvalues
•Evaluation andchoice of strategy
•Implementationof strategy
•BSC
•23
•
•32
•InternetInnovations
New research breakthroughs•POLITIC & LEGAL
•TECHNOLOGY
•Political stability (e.g. changes in UUD)•Government regulation/legislationLegal reformation•Public security•Local Autonomy•Employment policy •MACRO-ENVIRONMENT
•Life style•Culture•Religion•Education•Health awarenessAges and gender
•ECONOMIC •SOCIAL/
•DEMOGRAPH IC•Economic growthInterest rates•Inflation ratesTaxation ratesExchange ratesConsumer confidenceLabor issues •32
•
•Potential entry ofnew competitors
•Industry growth rate•High fixed cost•Intermittent overcapacityProduct differences•Brand identity•Switching costsInformational complexityConcentration and balanceDiversity of competitors
•Economic of scale•Proprietary product differencesBrand identity•Capital requirements•Access to distributionGovernment policy•Expected retaliation
•INDUSTRYCOMPETITORS
•Bargaining powerof suppliers
•Bargaining powerof consumers
•See the reverse of “Customers”•Rivalry amongcompeting firms
•The importance of substitutesdepends:•Relative price/performance ofsubstitutes•Switching costs•Buyer propensity to substitute
•Potential developmentof substitute products
•Switching cost of buyersPresence of substitutesIndustry concentration relativeto buyer concentrationImportance of volume to buyersImpact of outputs on buyercosts•or buyer differentiationBuyer profitability•Decision Makers’ incentives
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•
•
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•2 Types:1. Need to ‘exist in the game’ (capabilities)2. Need to be ‘ahead of the game’ (strategic capabilities)
•Criteria for strategic capabilities:- It is valuable to customers•- It is superior to competitors•- It is difficult to imitate of replicate
•DistinctiveCompetencies
•
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•FAKTOR INTERNAL
•KELEMAHAN (W)•KEKUATAN (S)
•Sumber daya, kompetensi dankelebihan lain dibandingkan
dengan kompetitor
•Kekurangan dalam hal sumberdaya, kompetensi dan kapabilitas
lainnya dibandingkan dengankompetitor
•PELUANG (O) •ANCAMAN (T)
•Peluang dari luar yang sudahada maupun yang akan ada
•Ancaman dari luar yang sudah adamaupun yang akan ada
•FAKTOR EKSTERNAL
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•S t r a t e g i S –
•O Mengejar peluang yang ada dengan menggunakan kekuatan yang ada
•Strategi W –
•O Mengatasi kelemahan untuk mengejar peluang
•Strategi S –
T•Menggunakan kekuatan yang ada untuk mengatasi/mengurangi dampak dariancaman
•Strategi W -•T Menghilangkan atau mengurangi kelemahan agar tidak rentan terhadap ancaman
•Strategi S – O
•Strategi S –T
•Strategi W –O
•Strategi W –T
•Peluang (O)
•Ancaman (W)
•Kekuatan (S) •Kelemahan (W)
•39•39
•MATCHING KEY FACTORS TO FORMULATE•ALTERNATIVE STRATEGIES
•Key Internal Factor Key External Factor Resultant Strategy
Excess working capacity(strength) +
20% annual growth in thecell phone industry(opportunity)
= Acquire Cellfone, Inc.
Insufficient capacity(weakness) +
Exit of two major foreigncompetitors from theindustry (opportunity)
= Pursue horizontal integration bybuying competitor's facilities
Strong R&D (strength) + Decreasing numbers ofyoung adults (threat) = Develop new products for older
adults
Poor employee morale(weakness) + Strong union activity
(threat) = Develop a new employeebenefits package
Kemungkinanpengendalian dan titik
pengecekan untukmemantau dan mengukur
kinerja
SKEMATIK REPRESENTASI ELEMEN DARI PROSESTUNGGAL 15
SumberMasukan Input Aktivitas Output
PenerimaOutput
Titik Awal TitikAkhir
PROSESPENDAHULUMisal : Pada penyedia(internal ataueksternal) padapelanggan, pada pihakterkait lainnya yangrelevan
MATERIENERGIINFORMASIMisal : dalambentuk material,sumber daya,persyaratan
MATERIENERGIINFORMASIMisal : Dalambentuk produk,jasa, keputusan
PROSESSELANJUTNYAMisal : padapelanggan(internal ataueksternal), padapihak terkaitlainnya yangrelevan
Sistem
Tujuan
STRATEGI
SISTEM SDM
SDM
- Visi- Misi- Strategi- Kebijakan Mutu- Sasaran Mutu
1. BussinesPlan
2. BalanceScorecard
1.BisnisProses
2.ResikoKomitmen Kompetensi
Skill
Attitude
Knowledge
Efektif
Efisien
Better
Faster
Cheaper
SDM
STRATEGI
SISTEM
GLOBALISASI(Improvement)
KUALITAS PRODUKTIVITAS
PROFITABILITAS
BETTER FASTER
CHEAPER
QIMS CONCEPT - 2018