SUPPLY CHAIN MEASURING PERFORMANCE WITH SCOR MODEL BUSINESS PROCESS
MAPPING
|
Abstract In general, this study
aims to provide a general framework for measuring general supply chain performance.
This research uses business process mapping with the Supply Chain Operations
Reference (SCOR) 11.0 model. PT Semen Bosowa Maros faces increasingly fierce competition conditions
with other cement industry companies. PT Semen Bosowa
must be able to increase the company's competitiveness by increasing the
effectiveness and efficiency of its productivity, producing high-quality
products, on time and providing good service for consumers. To achieve this, companies must have a good supply chain system.
Based on observations, the supply chain problems faced by PT Semen Bosowa Maros are related to the
source process, namely the fulfillment of material supplies that have an
impact on the production process The hampering of the
production process has an impact on the company's inability to meet customer
demand. (make). This will certainly
reduce the company's competitiveness in the midst of increasingly fierce
competition in the cement industry. The findings of this study show that the
business processes of PT Semen Bosowa Maros have been implemented well. Of the 12 performance
measurement metrics used, there are 8 metrics with details, namely: internal
meeting, planning cycle time, source defect rate, source fill rate, failure
in process, orders ready to pick by customer, customer complaint, and return
rate has been in a very good position (excellent). Three other metrics have
been in good position: source lead time, machine efficiency, and delivery
fill rate. Only the forecast accuracy metric
is in a marginal position. Keywords: Supply Chain Management; Supply Chain; Supply
Chain Measuring Performance; Supply Chain Operations Reference (SCOR). |
INTRODUCTION
The development of
the business world in Indonesia is currently experiencing very rapid progress,
so the competition faced by companies is getting tighter. In this condition,
companies are required to increase effectiveness and efficiency, as well as improve
the quality of products and services in order to affect customer satisfaction
and support the company's long-term survival. In addition, to increase
competitiveness, companies must be able to integrate the management of various
management functions to form a good supply chain system through the concept of
supply chain management. Supply chain management is concerning and managing the
business from the procurement of raw material to manufacturing to distribution,
customer service and finally reprocessing and disposal of products (Samudrala et al., 2022). Pujawan & Er, (2017) reveal that the
supply chain is a network of companies that work together to create and deliver
a product to the hands of end users. Jacobs & Chase,( 2015), reveal that the
supply chain is a process that moves information and raw materials from and to
the company's manufacturing and service processes. Good supply chain
implementation can improve the company's performance and competitiveness
capabilities through increasing the effectiveness and efficiency of company
operations. To provide low cost, good quality products, supply chain management
is a key determinant of the company's competitive advantage (Wahyuniardi et al., 2017). This will maximize the company's performance
and competitive advantage.
Performance
measurement and evaluation of supply chain performance in the company are
needed to provide information on the quality of the company's supply chain
performance in order to make continuous improvements. According to Maestrini et al.,( 2017) to achieve this
objective, it is of the most importance to measure the performance of large
spectrum of tasks (e.g logisticks,
inventory management and warehosing, deman forecasting, and supplier and costumer
relationship management) In supply chain, performance measurement the main
purpose is to get information for top management’s needs, but also several
kinds of SC measures are needed at every management and operational level (Sillanpää, 2015). One of the most
widely used methods in measuring supply chain performance is the SCOR (Supply
Chain Operation Reference) model. This model is widely used because it is able
to in detail present the entire supply chain process from upstream to
downstream by dividing supply chain processes into five core processes, namely
plan, source, make, deliver and return.
Using the SCOR method, companies are able to evaluate overall supply
chain performance to monitor and control, communicate organizational objectives
to functions in the supply chain and determine where an organization stands
relative to competitors, and determine the direction of improvement for the
creation of competitive advantage (Pradabwong et al., 2017).
PT Semen Bosowa Maros is one of the
manufacturing companies engaged in the cement industry in Indonesia. PT Semen Bosowa has its own factory with a production capacity of up
to two million tons per year. The type of production is Portland Composite
Cement (PCC) and Ordinary Portland Cement (OPC) which are marketed to various
regions in Indonesia such as Sulawesi, Kalimantan, West Nusa Tenggara, and East
Nusa Tenggara
The Company faces
increasingly fierce competition conditions with other cement industry companies
such as PT Semen Tonasa, PT Semen Gresik, and PT
Semen Padang which have merged into group companies under the auspices of PT
Semen Indonesia tbk.
Competition is
increasingly tightened with more and more foreign companies entering Indonesia
such as Panasia Haohan Cement,
Cement Hippo, and PT Conch Cement Indonesia. With a very tight level of
competition, PT Semen Bosowa must be able to increase
the company's competitiveness by increasing the effectiveness and efficiency of
its productivity, producing high-quality products, on time and providing good
service for consumers. To achieve this, companies must have a good supply chain
system. Supply chain management has become the key management focus and the
source of competitive advantage for many firms (Anand & Grover, 2015).
Based on
observations, the supply chain problems faced by PT Semen Bosowa
Maros are related to the source process, namely the
fulfillment of material supplies that have an impact on the production process
(make). In its production process, PT Semen Bosowa uses
various types of material components supplied from within and outside the
country. In meeting material needs, companies sometimes face problems of delays
in supplying materials, such as coal supplied from Kalimantan. This usually
happens because of the delay in suppliers sending coal, the shipping process by
sea takes a long time, and the distance of material distribution from the port
to the factory is quite far.
Delays in coal
supply have hampered the production process. This is because in the cement
production process, coal functions as fuel in the combustion process of various
mixtures of raw materials to form clinker (semi-finished cement) for further
processing to become ready-to-sell cement. The hampering of the production
process has an impact on the company's inability to meet customer demand.
This resulted in
the factory ceasing operations and impacted the company's inability to fulfill
customer orders. The total orders that cannot be fulfilled are quite large
between March and July, where the percentage of customer orders that cannot be
fulfilled reaches thousands of tons of total customer orders each month.
A company's
inability to fulfill customer orders can affect customer confidence and
satisfaction levels and make the company lose potential revenue. This will
certainly reduce the company's competitiveness in the midst of increasingly
fierce competition in the cement industry. Therefore, the company must take
corrective action against these conditions.
RESEARCH METHOD
The supply chain process starts from obtaining raw materials
from suppliers, the production, until it is used by the end user based on the spirit of
collaboration for customer satisfaction (Sholeh et al.,
2020). Nurafifah et al.,
(2022) explain that
performance measurement is the process of measuring success in implementing
given goals. The achievement of the given objectives shows the level of
effectiveness, the higher the level of goal achievement, the higher the
effectiveness (Imran et al.,
2015). Data analysis in this
study uses the Supply Chain Operation Reference (SCOR) model version 11.0 as a
reference in mapping the company's business processes to design supply chain
performance measurements. According to (Prasetyo et al.,
2021) SCOR is a process
reference model that combines concepts in business process reengineering,
benchmarking, and process measurement. Performance measurement using SCOR is
able to measure the company from upstream to downstream (Chotimah et al.,
2018). Supply Chain
Management is an activity ranging from coordination, scheduling and controlling
the procurement, inventory and delivery of products or services to customers,
SCM is an activity that combines all parties involved in the process of turning
raw materials into products (Pujawan &
Er, 2017). The company's five
core processes are plan, source, make, deliver and return. Five Core company’s busniness processes will measuring with several metrics. using metrics and communicating results allows
members of a supply chain to compete at a higher level and attract customers
than other supply chains that coordinate inter firm activity to a lesser degree (Cirtita &
Glaser‐Segura, 2012). Purnomo et al., (2022) the company's business process measurement metrics are as
follows:
1.
Plan
a)
Forecast Inaccurancy: The percentage
difference between forecast demand and actual demand. Forecast Inaccurancy
can be calculated by the following formula:
b)
Internal Meeting: The number of meetings between departments
within the company.
c)
Planning Cycle Time: The time needed to draw up a production
schedule.
2.
Source
a.
Defect rate: the percentage of comparison of defective raw
materials and auxiliary materials with the number of shipments of raw materials
and auxiliary materials from each supplier.
The defect rate can be calculated using the following formula:
b.
Source fill rate: The percentage of the number of requests each
supplier can fulfill.
c.
Source Lead Time: the time it takes to order materials until the
receipt of goods.
3.
Make
a.
Failure in process: The percentage of failures that occur in the
production process.
b.
Machine Efficiency: The percentage of machine efficiency in the
production process.
4.
Deliver
a)
Fill rate: The percentage of the number of items available when
requested by the customer.
b)
Ready to pick orders by customer: % of the order frequency ready to be
picked up by the customer divided by the total order frequency.
5.
Return
a.
Customer Complaint: The number of customer complaints to the
company.
Return Rate: % return of
products that the company provides to customers.
RESULT AND DISCUSSION
Business processes
in the supply chain of PT Semen Bosowa Maros consist of plan, source, make, deliver and return
processes. The business process and calculation of the company's process
metrics are as follows:
1) Plan
The
planning carried out includes sales planning, production planning, material
procurement planning, distribution planning, product quality development
planning, and market expansion planning. The planning process starts from the
internal meeting of each department to discuss the departmental planning that
will be submitted to the company planning meeting. Furthermore, the results of
the planning meeting by each department will be submitted by representatives of
each department to the company planning meeting for further discussion and
integration with the overall company planning. The results of the planning
implementation will be evaluated monthly in monthly evaluation meetings.
To
measure the performance of the planning process, it uses several measurement
metrics, namely forecast inaccurancy metrics,
internal meeting metrics and planning cycle time metrics. The results of the
calculation of the three metriks are as follows:
a.
Forecast Inaccurancy
Table 1
Measurement of Forecast Inaccurancy of PT Semen Bosowa Maros
|
Month |
Demand Forecast (Ton) |
Actual Demand (Ton) |
FI (%) |
|
January |
150.600 |
141.200 |
7% |
|
February |
105.400 |
122.000 |
-14% |
|
March |
135.600 |
125.285 |
8% |
|
April |
120.500 |
138.195 |
-13% |
|
May |
90.400 |
153.330 |
-41% |
|
June |
105.400 |
96.485 |
9% |
|
July |
165.700 |
151.454 |
9% |
|
August |
180.800 |
147.000 |
23% |
|
September |
203.400 |
121.200 |
68% |
|
October |
203.400 |
148.700 |
37% |
|
November |
188.300 |
139.400 |
35% |
|
December |
158.200 |
146.400 |
8% |
|
Average |
11% |
||
Forecast innacurancy (FI) is used to determine the percentage of
error in forecasting customer demand, based on the difference between forecast
demand and actual demand. Based on table 1, the error rate of forecasting
customer demand fluctuates monthly by an average of 11%. This value has not
reached the minimum forecasting error desired by the company, which is 5%. The
forecasting error values in February, April, and May were negative, meaning
that customer demand exceeded forecasts. The biggest forecasting error occurred
in September at 68%, meaning that the actual demand value was very far below
the value of demand predicted by the company.
b. Internal Meeting
Table 2 Internal Meeting Measurement of PT
Semen Bosowa Maros
|
Month |
Internal Meeting (Times) |
|
January |
4 |
|
February |
4 |
|
March |
2 |
|
April |
3 |
|
May |
4 |
|
June |
3 |
|
July |
4 |
|
August |
3 |
|
September |
1 |
|
October |
2 |
|
November |
1 |
|
December |
4 |
|
Average |
3 |
Internal meeting metrics are used to
measure the intensity of meetings between departments within the company to
discuss planning, evaluation, and issues that occur each month. Based on the
table above, the most interdepartmental meetings are four times a month, and
the least is once a month. This is in line with the expectations of companies
that schedule interdepartmental meetings once a month to discuss routine issues
within the company.
c. Planning Cycle Time
Table 3 Planning Cycle Time Measurement of PT Semen Bosowa Maros
|
Month |
PCT |
|
January |
2 |
|
February |
2 |
|
March |
2 |
|
April |
2 |
|
May |
2 |
|
June |
2 |
|
July |
2 |
|
August |
2 |
|
September |
2 |
|
October |
2 |
|
November |
2 |
|
December |
2 |
|
Average |
2 |
This metric is used to measure the length of time it
takes a company to draw up a production plan. Based on table 3, the average
time needed to compile a monthly production schedule is in accordance with the
company's expectations, which is two days. That is, the company is able to have
been able to compile a monthly production schedule in a timely manner.
d. Procurement (Source)
Source
is the procurement of production needs in the form of raw materials and
auxiliary materials. This process includes scheduling shipments from suppliers,
receiving materials, checking materials, selecting suppliers, evaluating
supplier performance, and other matters related to procurement of production
needs. The production process uses limestone as the main raw material and uses
various types of auxiliary materials to produce cement. Various types of
auxiliary materials such as gypsum, coal, silica sand, etc. are supplied from
various suppliers in different regions. Therefore, companies must be able to carry
out good cooperation and coordination with suppliers so that production needs
can be met.
The
supply of raw material needs can always be met because the location of raw
material mining is integrated with the factory, besides that the supply of raw
materials is also supported by cooperation with PT Bosowa
Mining. The obstacle faced is in meeting the needs of auxiliary materials
originating from third parties. The usual obstacle is that suppliers cannot
meet requests and the auxiliary materials sent are defective or not in
accordance with the desired specifications. To overcome the possibility that
suppliers cannot meet the demand for materials, the company establishes a
primary supplier and a reserve supplier for each type of material.
To
measure the procurement performance of PT Semen Bosowa
Maros, several measurement metrics are used, namely
defect rate metrics, source fill rate metrics, and source lead time metrics.
The measurement results of the three metrics are as follows
a.
Defect Rate
Table 4 Defect Rate Measurement of PT
Semen Bosowa Maros
|
Month |
Delivered (Ton) |
Defective Units (Ton) |
Delivered (Sheet) |
Defective Units (Sheet) |
DR (Ton) |
DR (Sheet) |
|
|
January |
104.606 |
40.000 |
2.077.000 |
- |
38,24% |
0,00% |
|
|
February |
81.355 |
- |
1.650.000 |
- |
0,00% |
0,00% |
|
|
March |
55.510 |
- |
1.285.000 |
- |
0,00% |
0,00% |
|
|
April |
93.952 |
- |
1.811.000 |
- |
0,00% |
0,00% |
|
|
May |
92.685 |
- |
1.767.000 |
- |
0,00% |
0,00% |
|
|
June |
87.740 |
- |
1.301.000 |
- |
0,00% |
0,00% |
|
|
July |
105.586 |
- |
2.081.000 |
- |
0,00% |
0,00% |
|
|
August |
116.094 |
- |
2.007.000 |
- |
0,00% |
0,00% |
|
|
September |
124.814 |
- |
1.552.000 |
- |
0,00% |
0,00% |
|
|
October |
123.212 |
- |
1.873.000 |
- |
0,00% |
0,00% |
|
|
November |
96.694 |
- |
2.068.000 |
- |
0,00% |
0,00% |
|
|
December |
90.283 |
- |
2.257.000 |
- |
0,00% |
0,00% |
|
|
Amount/Average |
1.172.531 |
40.000 |
21.729.000 |
- |
3,19% |
0,00% |
Defect
rate (DR) is a metric to measure the percentage ratio of defective raw
materials/auxiliary materials to the total shipments of raw materials/auxiliary
materials from suppliers. Based on the table above, the average defect rate is
3.19%. Defective raw materials existed only in January, amounting to 40,000
tons.
b.
Source Fill Rate
Table 5 Source Fill Rate
Measurement of PT Semen Bosowa Maros
|
Month |
Material Request (Ton) |
Delivered (Ton) |
Material Request (Sheet) |
Delivered (Ton) |
SFR (Ton) |
SFR (Sheet) |
|
|
January |
104.606 |
104.606 |
2.077.000 |
2.077.000 |
100% |
100% |
|
|
February |
81.355 |
81.355 |
1.650.000 |
1.650.000 |
100% |
100% |
|
|
March |
55.510 |
55.510 |
1.285.000 |
1.285.000 |
100% |
100% |
|
|
April |
93.952 |
93.952 |
1.811.000 |
1.811.000 |
100% |
100% |
|
|
May |
92.685 |
92.685 |
1.767.000 |
1.767.000 |
100% |
100% |
|
|
June |
87.740 |
87.740 |
1.301.000 |
1.301.000 |
100% |
100% |
|
|
July |
105.586 |
105.586 |
2.081.000 |
2.081.000 |
100% |
100% |
|
|
August |
116.094 |
116.094 |
2.007.000 |
2.007.000 |
100% |
100% |
|
|
September |
124.814 |
124.814 |
1.552.000 |
1.552.000 |
100% |
100% |
|
|
October |
123.212 |
123.212 |
1.873.000 |
1.873.000 |
100% |
100% |
|
|
November |
96.694 |
96.694 |
2.068.000 |
2.068.000 |
100% |
100% |
|
|
December |
90.283 |
90.283 |
2.257.000 |
2.257.000 |
100% |
100% |
|
|
Amount |
1.172.531 |
1.172.531 |
21.729.000 |
21.729.000 |
100% |
100% |
This
metric is used to measure the percentage of the amount of material demand that
each supplier can fulfill. Based on table 5, the source fill rate is 100%,
meaning that all quantities of raw material and auxiliary material requests
requested can be met by suppliers.
c.
Source Lead Time
Table 6 Source Lead Time Measurement
of PT Semen Bosowa Maros
|
Month |
Clay (Day) |
Limestone (Day) |
Fly ash (Day) |
Gypsum (Day) |
Silica (Day) |
Coal (Day) |
Bag Mks (Day) |
Bag Grs (Day) |
Amount (Day) |
|
January |
2 |
1 |
2 |
22 |
1 |
8 |
1 |
7 |
44 |
|
February |
1 |
1 |
1 |
19 |
2 |
15 |
1 |
6 |
46 |
|
March |
2 |
1 |
2 |
17 |
1 |
24 |
1 |
6 |
54 |
|
April |
2 |
1 |
1 |
|
2 |
21 |
1 |
8 |
36 |
|
May |
1 |
1 |
1 |
|
1 |
27 |
1 |
6 |
38 |
|
June |
1 |
1 |
1 |
|
1 |
28 |
1 |
7 |
40 |
|
July |
1 |
1 |
1 |
|
1 |
26 |
1 |
6 |
37 |
|
August |
1 |
1 |
1 |
|
1 |
8 |
1 |
6 |
19 |
|
September |
1 |
1 |
1 |
16 |
1 |
7 |
1 |
6 |
34 |
|
October |
1 |
1 |
1 |
16 |
1 |
7 |
1 |
6 |
34 |
|
November |
2 |
1 |
1 |
17 |
2 |
7 |
1 |
6 |
37 |
|
December |
2 |
1 |
2 |
|
2 |
7 |
1 |
7 |
22 |
|
Average |
1 |
1 |
1 |
18 |
1 |
15 |
1 |
6 |
37 |
Source
lead time is used to measure the length of time it takes to order materials
until receiving materials at the factory. Based on table 4.6, the source lead
time for each raw material and auxiliary material varies, depending on the
distance between the supplier and the factory. The average source lead time of
each material has been in line with expectations except for the supply of
gypsum and coal. These two types of materials have experienced supply delays
several times. The average source lead time for gypsum is 18 days while the
company's expectation is 14 days. The average coal source lead time is 15 days,
while the company's expectation is 7 days.
2) Production
(Make)
Make
is a process to process material components into ready-to-sell cement.
Production is the most important process in the supply chain process because this process determines the
company's ability to meet customer demands in accordance with the desired quality,
quantity, and time.
Production
process performance is measured by several measurement metrics, namely failure
in process metrics and machine efficiency metrics. The calculation results of
the three metrics are as follows
a)
Failure in
Process (FiP)
Table 7 Measurement of Failure in
Process PT Semen Bosowa Maros
|
Month |
FiP |
|
January |
0% |
|
February |
0% |
|
March |
0% |
|
April |
0% |
|
May |
0% |
|
June |
0% |
|
July |
0% |
|
August |
0% |
|
September |
0% |
|
October |
0% |
|
November |
0% |
|
December |
0% |
The
measurement of the above metric is used to measure the percentage of failures
that occur in the production process. Based on table 4.7, the percentage of
failures that occur in the production process is zero percent, meaning that
there has never been a production failure.
b) Machine Efficiency
Table 8 Machine Efficiency
Measurement of PT Semen Bosowa Maros
|
Month |
Production Capacity (Ton) |
Actual Production (Ton) |
MME |
|
January |
166.667 |
136.900 |
82,14% |
|
February |
166.667 |
133.200 |
79,92% |
|
March |
166.667 |
87.300 |
52,38% |
|
April |
166.667 |
138.700 |
83,22% |
|
May |
166.667 |
126.800 |
76,08% |
|
June |
166.667 |
115.700 |
69,42% |
|
July |
166.667 |
132.000 |
79,20% |
|
August |
166.667 |
145.400 |
87,24% |
|
September |
166.667 |
104.700 |
62,82% |
|
October |
166.667 |
152.200 |
91,32% |
|
November |
166.667 |
133.000 |
79,80% |
|
December |
166.667 |
157.200 |
94,32% |
|
Average |
78,16% |
||
In
the table above, the average efficiency of using the machine is 78.16%. This
value has not met the company's expectations, which is 90.39%. The worst engine efficiency values occur in
March, June, and September, where the percentage of engine efficiency is below
70%. This means that the company is still unable to maximize the capacity of
the machine owned, this will have an impact on the value of return on
investment of fixed assets.
3) Deliver
Deliver
is the process of delivering products to meet customer demand. The finished
product is then distributed to distributors/customers. To measure the delivery
performance of PT Semen Bosowa Maros,
fill rate metrics and orders ready to pick by customer metrics are used. The
results of the metric measurement are as follows:
a)
Fill Rate
Table 9 Fill Rate Measurement
|
Month |
Available Inventory (Ton) |
Customer Demand (Ton) |
FR |
|
January |
219.900 |
141.200 |
155,74% |
|
February |
209.200 |
122.000 |
171,48% |
|
March |
176.200 |
105.900 |
166,38% |
|
April |
207.400 |
130.700 |
158,68% |
|
May |
233.000 |
137.700 |
169,21% |
|
June |
158.100 |
91.300 |
173,17% |
|
July |
207.900 |
147.700 |
140,76% |
|
August |
229.500 |
147.000 |
156,12% |
|
September |
173.700 |
121.200 |
143,32% |
|
October |
222.400 |
148.700 |
149,56% |
|
November |
193.600 |
139.400 |
138,88% |
|
December |
219.200 |
146.400 |
149,73% |
|
Average |
156,13% |
||
Fill
rate presents the percentage of the quantity of goods available when requested
by the customer. Based on the table above, the average fill rate is 156.13%.
This value is above the standard set by the company which is 135%, meaning that
the company sets a margin of safety for inventory of only 30% every month. The
highest fill rate occurred in June at 173.17% and the lowest occurred in July
at 140.76%. This means that there is a buildup of merchandise inventory.
b) Orders Ready to Pick by Customer
Table 10 Measurement of Ready to Pick by
Customer Orders
|
Month |
Total Order (Times) |
Ready Order (Times) |
ORP |
|
January |
5.230 |
5.230 |
100,00% |
|
February |
4.519 |
4.519 |
100,00% |
|
March |
4.640 |
3.922 |
84,53% |
|
April |
5.118 |
4.841 |
94,58% |
|
May |
5.679 |
5.085 |
89,55% |
|
June |
3.574 |
3.381 |
94,63% |
|
July |
5.609 |
5.470 |
97,52% |
|
August |
5.444 |
5.444 |
100,00% |
|
September |
4.489 |
4.489 |
100,00% |
|
October |
5.507 |
5.507 |
100,00% |
|
November |
5.163 |
5.163 |
100,00% |
|
December |
5.422 |
5.422 |
100,00% |
|
Average |
96,73% |
||
The orders ready to pick by customer metric is used to measure the
percentage of customer request frequency that is ready to be taken with the
total frequency of customer requests as a whole. Based on table 10 above, the average value of orders ready to pick by customer is 96.73%. The metric value does not
reach 100% because from March to July there is a shortage of inventory at the
time the order is received. However, the percentage of achievement of this
metric has been very good because every month the percentage of order frequency
ready to be taken by customers is above 80%.
4) Return
Return is the process of returning or
accepting product returns from customers due to defective or damaged products.
Cement that has been sent to distributors sometimes experiences damage or is
not in accordance with the desired product quality standards. This results in a
claim from the distributor to the company to compensate for losses due to the
damage or nonconformity. Measurement of return performance uses several
metrics, namely customer complaint metrics and return rate metrics. The
measurement results of these metrics are presented as follows:
a)
Customer Complaint
Table 11 Measurement of Customer
Complaint PT Semen Bosowa Maros
|
Month |
Customer
Complaint (Times) |
|
January |
0 |
|
February |
0 |
|
March |
0 |
|
April |
0 |
|
May |
0 |
|
June |
0 |
|
July |
0 |
|
August |
0 |
|
September |
0 |
|
October |
0 |
|
November |
0 |
|
December |
1 |
The customer complaint metric is used to
measure the number of customer complaints to the company because the quality of
products or services is not in accordance with customer expectations. The table above shows that there was only one
customer complaint in December. This indicates that the quality of production
and service of PT Semen Bosowa Maros
has been very good, because there were almost no complaints of damaged products
from customers during the year.
b)
Return Rate
Table 12 Return Rate Measurement of PT Semen Bosowa
Maros
|
Month |
Deliver (Ton) |
Return (Ton) |
RR |
|
January |
130.340 |
0 |
0,000% |
|
February |
103.400 |
0 |
0,000% |
|
March |
58.817 |
0 |
0,000% |
|
April |
138.700 |
0 |
0,000% |
|
May |
113.400 |
0 |
0,000% |
|
June |
56.925 |
0 |
0,000% |
|
July |
94.700 |
0 |
0,000% |
|
August |
147.000 |
0 |
0,000% |
|
September |
121.200 |
0 |
0,000% |
|
October |
148.700 |
0 |
0,000% |
|
November |
139.400 |
0 |
0,000% |
|
December |
146.400 |
5 |
0,003% |
|
Average |
0,0003% |
||
The return rate metric measures the
percentage of product returns that a company has delivered to customers. Based
on table 4.12 the rate of return of cement from customers is 0.003, meaning
that the rate of return of goods that have been sold to customers is very low.
Product returns only occurred in December amounting to 5 tons out of a total of
146,400 tons of sales in that month. This indicates that the quality of the
product is very good, because the return value of the product is very small
compared to the total sales.
CONCLUSION
The results of
business process measurement based on the SCOR model show that PT Semen Bosowa Maros' business processes
have been implemented well. Of the 12 performance measurement metrics used,
eight metrics, namely internal meeting, planning cycle time, source defect
rate, source fill rate, failure in process, orders ready to pick by customer,
customer complaint , and return rate
have been in a very good position (excellent ). Three other metrics have been
in good position, namely source lead time, machine efficiency, and delivery
fill rate. Only the forecast accuracy metric is in a medium (marginal)
position. Therefore, improvements in customer demand forecasting performance
and source lead time performance must be done because it affects sales performance
and overall company performance. Improving customer demand forecasting
performance can be done by involving distributors in conducting market
analysis. Improving source lead time performance by conducting supplier
evaluations, periodic safety stock reviews and improving the scheduling and
refreshing of material purchases.
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Copyright holders:
Wahyudi, Haliah,
Andi Kusumawati (2023)
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Injurity - Interdiciplinary
Journal and Humanity
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