PENGUKURAN KINERJA RANTAI PASOK MENGGUNAKAN SUPPLY CHAIN OPERATION REFERENCE DIGITAL STANDARD (SCOR DS) PADA PERUSAHAAN BROKER MANUFAKTUR (STUDI KASUS: CV. FUTAKE INDONESIA, KLATEN)

Dimas Alfandi, NIM.: 22106060027 (2026) PENGUKURAN KINERJA RANTAI PASOK MENGGUNAKAN SUPPLY CHAIN OPERATION REFERENCE DIGITAL STANDARD (SCOR DS) PADA PERUSAHAAN BROKER MANUFAKTUR (STUDI KASUS: CV. FUTAKE INDONESIA, KLATEN). Skripsi thesis, UIN SUNAN KALIJAGA YOGYAKARTA.

	Text (PENGUKURAN KINERJA RANTAI PASOK MENGGUNAKAN SUPPLY CHAIN OPERATION REFERENCE DIGITAL STANDARD (SCOR DS) PADA PERUSAHAAN BROKER MANUFAKTUR (STUDI KASUS: CV. FUTAKE INDONESIA, KLATEN)) 22106060027_BAB-I_IV-atau-V_DAFTAR-PUSTAKA.pdf - Published Version Download (6MB)
	Text (PENGUKURAN KINERJA RANTAI PASOK MENGGUNAKAN SUPPLY CHAIN OPERATION REFERENCE DIGITAL STANDARD (SCOR DS) PADA PERUSAHAAN BROKER MANUFAKTUR (STUDI KASUS: CV. FUTAKE INDONESIA, KLATEN)) 22106060027_BAB-II_sampai_SEBELUM-BAB-TERAKHIR.pdf - Published Version Restricted to Registered users only Download (17MB) | Request a copy

Abstract

CV. Futake Indonesia is a broker manufacturing company acting as an intermediary between vendors and customers. It serves two product types, Make to Order (MTO) and Make to Stock (MTS), with MTO contributing 96% of costs, making it the main focus of this study. This study aims to measure supply chain performance, identify priority KPIs for improvement, and provide strategic recommendations. The Supply Chain Operation Reference Digital Standard (SCOR DS) framework was applied through the Engage, Define, Analyze, and Plan stages. Eleven KPIs across six processes Plan, Order, Source, Transform, Fulfill, and Return were weighted using the Analytical Hierarchy Process (AHP) and normalized using the Snorm de Boer method. Root cause analysis was performed using a fishbone diagram. Results show a supply chain performance value of 94.48, categorized as very good. Production plan cycle time (P1), Timely delivery performance by vendor (S3), and On-time delivery to Customer (F3) were identified as improvement priorities based on their lowest normalized scores. The fishbone diagram revealed four root causes: limited vendor capacity, lack of vendor performance recording, vendors handling multiple orders, and inconsistent order prioritization by the owner. Recommendations include implementing a vendor management and evaluation system and formalizing a First Come First Served (FCFS) order prioritization system.

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