SHARING & DISCUSSION : “PERENCANAAN … · qims community hangout supported by : triple s cafe sharing & discussion : “perencanaan strategi untuk menghadapi industri 4.0 (d isruption

QIMS COMMUNITY HANGOUTSUPPORTED BY : TRIPLE S CAFE

SHARING & DISCUSSION :“PERENCANAAN STRATEGI UNTUKMENGHADAPI INDUSTRI 4.0(DISRUPTION ERA)”

Business Competiting

© Bortiandy Tobing – 2018 Rev.00 2

10 Famous Companies Bankrupt


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

Economic Issues

Daya Beli Menurun?

Infografis

Infografis

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SimpleSimple

HareHare

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Technology makes lifemore simpleQuick Life Cycle - Too fastto ObsoleteMore Customize andVariance

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World in 2050

• Defenisi, Kesetimbangan Ekonomi, Kriteria Bisnis SehatIndonesia


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?

14© Bortiandy Tobing – 2018 Rev.00

What is Strategic PlanningA systematic approach through which an organizationagrees on priorities that are essential to its missionand responsive to its environment.


Strategic Business Planning


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.

Indonesian Payment System (Next 5 years)

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.


“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.


“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

20© Bortiandy Tobing – 2018 Rev.00

Strategic Business Planning Process


Siklus Strategic Business PlanStrategic Business Plan Continuous Cycle


Sept - Dec

Jan - Dec

Apr – JuneOct – Dec

June, Dec

Contoh Strategic Business Plan


Key Success Factors


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

Gathering and Getting Commitment



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

RESUMESTRATEGIC PLANNING

•

•“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

•27•27

•KERANGKA VISI, MISI, DAN•PERNYATAAN NILAI DASAR

•

•31

•EXTERNAL ANALYSIS

•External•Analysis

•

•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

•33

•

•35

•INTERNAL ANALYSIS

•InternalAnalysis

•35

•

•

•

•36

•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

•

•37

•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

•37

•

•38

•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

•

•47•47•47

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

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