PENGUKU 

RAN WITH CHAIN

PERFORMANCE MODEL OF SUPPLY CHAIN
OPERATION REFERENCE (SCOR)
(Case Study of PT. SMT)
 
 

 
Arranged by :
R. Muhammad Wiqayatullah (NPM. 21.2019.2.00347)                           
Rudi Cahyono (NPM. 21.2019.2.00348)                                         
Auladan Prayoga Dhaneswara (NPM. 21.2019.2.00349)             
Muhamad Yasin (NPM. 21.2019.2.00350)                                         
Dindo Wahyuprayitno (NPM. 21.2019.2.00351)                           
Petrus Fajar Praditina Irianto ASP (NPM. 21.2019.2.00352)             
Lazuardy Reza Syahputra (NPM. 21.2019.2.00353)                           
Sylvia Eka Wardhani (NPM. 21.2019.2.00354)                                         
Muhammad Yasin Tuanaya (NPM. 21.2019.2.00355)                           
Nindya Nuanda Ardha Brillianio (NPM. 21.2019.2.00356)             
 
MAGISTER INDUSTRI ENGINEERING
INDUSTRIAL TECHNOLOGY FACULTY
ADHI TAMA SURABAYA TECHNOLOGY INSTITUTE
2020
 MEASUREMENT OF SUPPLY CHAIN PERFORMANCE WITH SUPPLY
CHAIN OPERATION REFERENCE (SCOR) MODELS
(Case Study of PT. SMT )
 
Class of 2019 Even Semester
Master of Industrial Engineering, Adhi Tama Institute of Technology Surabaya
 
 
ABSTRACT
PT. SMT is a business group engaged in energy (gas) whose gas factories are spread
throughout Indonesia. PT. SMT which has many stakeholders is faced with obstacles that occur
in the supply chain of Oxygen Gas products related to the number of customer complaints in
2019 . The increase in the number of complaints can be caused by several factors, including
specifications and the number of products that are not appropriate until the late
delivery. Therefore it is very necessary to measure supply chain performance for these products
by using Supply Chain Operations References (SCOR).
 
Keywords: Supply Chain, Performance Measurement, Supply Chain Operation Reference
(SCOR)
 
ABSTRACT
PT. SMT is a business group in the energy sector, whose gas factories are spread
throughout Indonesia. PT. SMT which has many stakeholders is faced with obstacles that occur
in the supply chain of Oxygen Gas products related to the number of customer complaints in
2019. The increase in the number of complaints can be caused by several factors, including
specifications and the number of products that is not suitable until the delivery is
delayed. Therefore it is very necessary to measure supply chain performance for these products
using the Supply Chain Operations Reference (SCOR).
 
Keywords : Supply Chain, Performance Measurement, Supply Chain Operation Reference
(SCOR)
I. INTRODUCTION             
Along with the increasingly global market and increasingly developing information technology, the
challenges faced by the manufacturing world become heavy from time to time. Performance management
and continuous improvement is one of the fundamental aspects of supply chain management (SCM)  . At 1 

present, the advantages of supply chain optimization and integration are the focus of various companies in
the world. Companies are required to restructure business strategies and tactics. The essence of
competition lies in the way companies implement processes in producing products or services that are
better, cheaper and faster than similar companies  .
2 

PT. SMT is a business group engaged in energy (gas) whose gas factories are spread throughout
Indonesia. To meet the needs of consumers, PT. SMT provides and manufactures a variety of gases,
including Oxygen, Nitrogen, Argon, Hydrogen, Carbon Dioxide, Mixed Gas , Specialty Gas and Medical
Gas . PT. SMT which has many stakeholders is faced with obstacles that occur in the supply chain
of Oxygen Gas products related to the number of customer complaints in 2019 as shown in Table 1. The
increase in the number of complaints can be caused by several factors, including specifications and the
number of products that do not match up to delays in delivery. Therefore it is very necessary to
measure supply chain performance for these products.
Table 1. Customer Complaint
Period
Total Complaint
(2019)
January 1
February 0
March 1
April 0
May 1
June 0
July 0
August 0
Period
Total Complaint
(2019)
September 0
October 2
November 4
December 6
Source: Quality Control Dept. PT. SMT
Supply Chain Operations Reference (SCOR) is a model of supply chain operations that is often used
in measuring supply chain performance. The SCOR model is known for being able to connect business
processes, performance metrics, standard practices, and people skills into an integrated structure  . In the
3 

SCOR model, the processes in the supply chain are divided into five core processes, namely: 1) Plan ,
2) Source , 3) Make , 4) Deliver , and 5) Return . In addition, there are five general dimensions that are
used to determine matrix attributes or performance measures, namely: 1) Reliability, 2) Responsiveness ,
3) Flexibility , 4) Cost , 5) Assets . From these measurements the performance results that will lead the
company and provide benefits, both for the company itself, suppliers and consumers.
 Based on the background of the problems faced by the company today, it can be formulated the
problem "How much is the value of the SCOR method performance measurement at PT. SMT? "
So that this research is in accordance with the planned data, and is more focused on the problem to
be discussed, the following problem boundaries need to be made:
1. Measuring with a moderate SCOR is only limited to 5 aspects, including Reliability, Responsiverness,
Flexibility, Cost, and Assets.             
2. Research is only conducted on one type of product, namely Oxygen Gas which is produced in January to
December 2019.             
 
II. LITERATURE REVIEW             
Supply Chain ( Supply Chain )
Supply Chain Management (SCM) is a coordination depiction of the entire supply chain activities ,
starting with raw materials and ending with satisfied customers  . 4 

Another understanding explains that Supply Chain Management (SCM) is an integrated process of

production processes and activities starting from raw materials obtained from suppliers , value-adding
processes that change raw materials into finished goods, the process of storing inventory until the process
of sending the finished goods to retailers and consumers  . 5 

Rate the performance of the supply chain include an assessment of company performance on internal
processes and external processes of the company. Supply chain performance evaluation is not only
focused on one internal or external process. Both affect overall company performance.

Figure 1 Scope of measuring supply chain performance

Sources: ( Pujawan and Er , 2017 )
 
Supply Chain Operation Reference (SCOR)
The Supply-Chain Operations Reference (SCOR) Model is a model developed by the Supply Chain
Council (SCC). The SCOR model is used to measure and improve the total performance of a company's
supply chain. This model includes the assessment of delivery and demand fulfillment performance,
inventory and asset management, production flexibility, guarantees, process costs, and other factors that
influence the overall performance appraisal in a supply chain .
In the SCOR model, the processes in the supply chain are divided into 5 core processes,
namely: plan, source, make, deiver and return  . In addition, there are general dimensions used 6 

for determining metric attributes or performance measures, namely: reliability, responsiveness,

flexibility, cost and assets . The explanation of the five core processes is as follows:
1.                                                                                                                                                                                                                                                                 

       Plan ,
is a process that balances demand and supply to determine the best course of action in
meeting procurement, production and shipping needs .
2.                                                                                                                                                                                                                                                                 

       Source , which is the process of procuring goods and services to meet demand .

3.                                                                                                                                                                                                                                                                 

       Make ,
which is the process of transforming raw materials / components into products that
customers want .
4.                                                                                                                                                                                                                                                                 

       Deliver , which is a process to meet the demand for goods and services.

5.                                                                                                                                                                                                                                                                 

       Return , the process of returning or receiving a product return for various reasons .

 
Identification of Key Performance Indicators (KPI)
Key performance indicator (KPI) is a measurement tool used to determine the degree of success of
an organization in achieving its goals. Measures can be financial and non-financial that can be used to
regulate organizational strategy performance , as a measure of corporate strategy performance. KPI
identifies the health and development of the organization, the success of activities, programs or service
delivery to realize the organization's goals or objectives  . 7 

 
Analytical Hierarchy Process (AHP)
Thomas L. Saaty developed a decision support model, the Analytical Hierarchy Process (AHP). This
decision support model will break down complex multi-factor or multi-criteria problems into a
hierarchy. Hierarchy is defined as a representation of a complex problem in a multi-level structure where
the first level is the goal, followed by the level of factors, criteria, sub-criteria, and so on down to the last
level of alternatives. The AHP method is used to give weight to the level of importance of the indicators
at each level of measurement metrics according to the perspective of the importance of the indicator for
the company  . 8 

 
 
Scoring System
Furthermore, the performance measurement model can be integrated with the scoring
system model . Scoring system is used after the results of the performance measurement system design has
been completed. Stage of performance measurement by collecting performance data of measurement year
in the form of realization data or achievement measurement results and targets set by the company. The
formula used in the Scoring System is:
Formula :             

S  norm  x 100% Category: high is better             

S  norm  x 100% Category: low is better             

Description :             
S  = Normalization Standard
norm               
 Si = The value of the actual indicator that was achieved             
Smax = The value of the worst performance achievement of a performance indicator             
Smin = The value of achieving the best performance of performance indicators             
 
III. RESEARCH METHODOLOGY             
Research Location and Time
The location of this research was conducted at PT. SMT which is located at Jln. Driyorejo, Bambe,
Gresik, East Java. The time of the study was conducted in June 2020 until all data were met.
Variable
1. The independent variables in this study are the five core processes of the SCOR model, namely:             
a. Plan , is a process that balances demand and supply to determine the best course of action in
meeting procurement, production and shipping needs.
● Reliability :    
o Forecast Accuracy (FA): percentage of deviation of actual demand with demand for
forecasting liquid oxyigen .
o Planning Employee Reliability (PER): the reliability of purchasing labor for the
forecasting of liquid oxygen .
o Internal Relationship (IR) : internal relations between employees within the company.
b. Source , is the process of procuring goods to meet demand.
● Reliability    
o Source Employee Reliability (SER): the reliability of
the purchasing and warehouse workforce as a controller in the supply and storage of liquid
oxygen .
● Responsiveness    
o Supplier Delivery Lead Time (SDLT) is the average liquid oxygen delivery range per
month.
● Cost    
o Material Order Cost (MOC) is the cost incurred for liquid oxygen material orders .
● Assets    
o Paymanet Term (PT) is the average time difference between receiving liquid oxygen from
the supplier and the time of payment to the supplier .
c. Make , is a process for transforming raw materials / components into Oxygen Gas products that
are as desired by the customer.
● Reliability    
o Product Release in Tank Filling (PRTF): Percentage of Liquid Oxygen products that meet
specifications at the beginning of the production process.
o Product Release in Filling Process (PRFP) is the percentage of Oxygen Gas products that
meet the specifications ( release) in the filling process .
 o Product Release in Final Inspection Process (PRFIP) is the percentage of Oxygen
Gas products that meet the specifications ( release) in the Final Inspection process .
o Make Employee Reliability (MER) is a workforce reliability that can support the course
of the Oxygen Gas production process .
● Responsiveness    
o Filling Bottle Production Time (FBPT) is the average time required for filling the Oxygen
Gas into a pressure vessel.
d. Deliver, is a process to meet the demand for Oxygen Gas products .
● Responsiveness    
o Delivery Lead Time (DLT) is the time required from the request of Oxygen until the
goods are received by the customer .
e. Return, is the process of returning or receiving a return for Oxygen Gas products for various
reasons.
● Reliability    
o Number of Customer Complaint (NCC) is the number of Gas Oxygen product
complaints submitted by the customer .
● Responsiveness    
o Time to Solve a Complaint (TSC) is the time it takes the company to address
the complaint products Gas Oxygen from the customer .
 
Method of collecting data
The method used in this study uses primary data and secondary data. The primary data collection is
to conduct observations, interviews and give questionnaires to related parties (the purchasing, production
planning, warehouse, to marketing). While secondary data required for this study include: Data
forecasting demand, actual demand data, inventory data in the raw materials warehouse, data product
delivery to the customer , the monthly production data.

Troubleshooting Steps
 Figure 2 Research Steps
Explanation of Troubleshooting Steps
1. Literature Study             
Literature study is used to study the theory and science related to the problem to be studied, namely
the measurement of a company's supply chain performance .
2. Literature Study             
From the literature study, we will get the theoretical basis and references that will be used in research.
3. Observation and interview             
Done to find out the real condition of the object to be studied as well as to plan and choose a research
location that will later be repaired with the appropriate method.
4. Formulation of the problem             
It is a breakdown of the problem examined and will later indicate the purpose of the study.
5. Research Objectives             
From the research objectives can be found the direction and targets to be achieved in the study.
6. Identification of Variables             
Identify the related variables in the research conducted based on the Supply Chain Operation
Reference framework model . Supply Chain is divided into 5 basic management processes
namely Plan, Source, Make, Delivery and Return .
7. Designing Supply Chain Measurement Hierarchy             
The initial hierarchy design of supply chain performance measurement will try to be implemented in
the company and whether it can be adapted to the conditions.
8. Identify Key Performance Indicators             
Based on the SCOR framework model, Supply Chain is divided into five main scopes namely Plan,
Make, Source, Deliver and Return . From the five scopes, it is broken down again into several
indicators of company performance.
9. Preparation of the Questionnaire             
The questionnaire in this study was used as a data collection tool. The questionnaire was composed
of predetermined variables. The preparation of the questionnaire consisted of the identity of the
respondents and a questionnaire about the assessment of attributes on the KPI.
10. Distribution and Questionnaire Collection             
Questionnaires were distributed to all staff who had been determined at PT. The SMT will later be
collected for testing.
11. Data Adequacy Test
In testing whether the data we distribute to respondents is sufficient, the Bernoulli calculation uses
the minimum sample size . With the following formula:

n = Minimum number of samples

Z = normal distribution value
 = Significance level (0.95)
e = error rate (0.05)
p = Proportion of the number of questionnaires that are considered correct
q = Proportion of the number of questionnaires that are considered wrong = 1-p
12. Validity Test             
To find out the extent of the accuracy and accuracy of the questionnaires distributed, a validity test
was conducted. If valid, proceed with reliability testing. If it is invalid, it needs to be reviewed in the
compiler of the questionnaire. Validity is known by using SPSS V 16.0 software .
a. Data can be said to be vallid if r  > r               
count  table

b. Data is declared invalid if r  <r               

count  table

For valid data a reliability test will be performed and invalid data will be discarded / removed.
13. Reliability Test             
To test the reliability of the results of the questionnaire measurement, a reliability test was
performed. A test is said to have a level of confidence if the test gives the right results. The reliability
test was performed using SPSS V 16.0 software, the magnitude of good reliability was 1 and the worst
was 0. The greater the value obtained, the more reliable the attribute was. If the test results are not
relevant, it is necessary to review the preparation of the questionnaire.
a. Data is considered reliable if r  > r  and its value (+)             
count  table 

b. Data is declared unreliable if r  <r  and its value (+)             

arithmetic  table 

If the test results are not reliable, it is necessary to review the preparation of the questionnaire.
14. Actual Value of Supply Chain Performance Measurement             
The actual value here is the result of processing raw data obtained from various sources at PT. SMT.
15. Standardization of Supply Chain Operation Reference             
The SCOR standardization process is carried out so that each performance indicator has the same size
scale, because if the performance indicator has a different size scale then the performance value does
not reflect the company's actual performance.
16. Weighting the Importance of Performance Indicators with AHP             
Weighting is carried out on each main process and performance measurement indicators using the
AHP ( Analytical Hierarchy Process ) method through questionnaires. From this it can be seen the
level of importance and contribution of each indicator to the company's Supply Chain performance
value . This weighting is done for level one, level two. and level three.
17. Consistency Test
A step to test the consistency of the pairwise comparison matrix that is made based on the existing
problem.
18. Calculation of Supply Chain Performance Value             
At this stage the Supply Chain performance value is calculated based on the multiplication of the
normalized performance indicator values with the weights of each performance indicator. Next step is
the integration of measurement results at the company level. This calculation aims to determine the
value of the company's overall Supply Chain performance .
 19. Aggregation of Performance Values and Identify Indicators that need to be improved             
After knowing the actual achievement value, normalization value and final performance value of each
KPI, then the company's overall performance performance can be calculated. Next identify what
indicators need to be improved.
20. Results and Discussion             
From the results of data processing, we can see the results of our performance measurements during
the study which are then analyzed to get an overview of Supply Chain performance during the research
period.
21. Conclusions and Suggestions             
Based on the results of data analysis and processing, conclusions can be drawn that can provide a
general picture of the research conducted. The conclusion is a summary of the results of the study. The
suggestions given are useful for follow-up research and giving advice to the company regarding
matters relating to research.
 
IV. DISCUSSION             
The Initial Hierarchy of Supply Chain Performance
Measurement of supply chain performance can be described with a hierarchical model that is
almost like a pyramid. The hierarchy has the main goal, which is to get a performance value where as the
level goes down, the observations made are more detailed.
Based on the initial design of the existing Supply Chain , it can be seen / designed a hierarchy
of Supply Chain performance measurement at PT. SMT as shown in figure 3

Figure 3 Supply Chain Performance Hierarchy at PT. SMT

Source: (Data Processing Expert Choice V 11.0 )
In Figure 3 it is explained that Supply Chain performance has several dimensions, namely plan,
source, make, delivery and return . The Plan dimension has 1 subdimension indicated by a red line that
is reliability . Source has 4 subdimensions indicated by the yellow line reliability,
responsiveness, cost and assets . Make has 2 subdimensions indicated by a green line
of reliability and responsiveness . Delivery has 1 subdimensions indicated with a blue
stripe young namely responsiveness , while returns have 2 subdimensions yes ng indicated by dark blue
lines , namely reliability and responsiveness. From the five main dimensions, several Key Performance
Indicators from a company can be identified .
 
Identify Key Performance Indicators              
Based on the Supply Chain Operation Reference (SCOR) framework model , Supply Chain
is divided into 5 basic management processes namely plan, source, make, delivery and return. From the
five SCOR basic management processes, several Key Performance Indicators from a company can be
identified as shown in table 2

Table 2 Research Attributes According to Key Performance Indicators at PT. SMT

Key Performance Indicator Information
Percentage of deviation of actual demand by
Forecast Accuracy (FA)
forecasting demand.
Planning Employee Reliability Reliability of the Purchasing part of the workforce for
Plan Reliability
(PER) forecasting.
Internal relations between employees within the
Internal Relationship (IR)
company.
Source Employee Reliability Workforce reliability
Source Reliability
(PER) for material procurement for material handling .
Supplier Delivery Lead Time
Responsiveness Average shipping range.
(SDLT)
Cost Material Order Cost (MOC) Costs incurred for material orders .
Source
Average time difference between receipt of material
Assets Paymanet Term (PT) from the supplier and the time of payment to
the supplier .
P ersentase product Liquid Oxygen are within
Product Release in Tank
specification at the beginning of the production
Filling (PR TF )
process.
Product Release in Filling percentage of Oxygen Gas products that meet
Process (PRFP) specifications ( release) in the filling process .
Reliability
percentage of Oxygen Gas products that meet
Make Product Release in Final
specifications ( release) in
Inspection Process (PRFIP)
the Final Inspection process .
Reliability of labor that can support the course of the
Make Employee Reliability (MER)
production process.
Filling Bottle Production Time the average time required for the process of filling
Responsiveness
(FBPT) the oxygen gas into the pressure vessel.
Deliver is a process to meet the demand for Oxygen
Delivery Responsiveness Delivery Lead Time (DLT)
Gas products .
Number of Customer Complaint
Reliability Number of complaints submitted by the customer .
(NCC)
Return
The time it takes the company to
Responsiveness Time to Solve a Complaint (TSC)
resolve complaints from customers .

Source: PT. SMT

Key Performance Indicator research at PT. The SMT above is qualitative and quantitative data obtained

from interviews and secondary data from companies that refer to Supply Chain performance . This data is

needed for the manufacture of KPI questionnaires.

 
Data collection
Quantitative data were obtained from secondary company data during 2019.
1. Plan
Plan is a process that balances demand and supply to determine the best course of action in meeting
the procurement, production and delivery needs that exist at PT. SMT .
a. Forecast Accuracy (FA)
Procurement and installation plans can be seen in table 2.
Table 3 Procurement and Procurement Plan for 2019
Procurement Procurement
Month
Plan (tons) (tons)
January 270 260
February 410 408
March 185 177
April 500 487
May 370 362
June 415 413
July 320 316
August 375 368
September 360 355
October 450 433
November 205 198
December 340 333
Source: PT. SMT
From the above table, it can be seen the procurement and planned procurement of raw
materials during 2019.
b. Planning Employee Reliability (PER)
The data displayed is Planning Employee Reliability data , this data is taken from interviews and
observations to the Operations Manager at PT. SMT using a scale of 1 to 5 with criteria:
1: Very Poor 2: Less             
3: Enough 4: Good 5: Very Good                                                       
Table 4 Data Planning Employee Reliability
Month Scale
January 4
February 4
March 4
April 3
May 4
Month Scale
June 3
July 4
August 4
September 3
October 4
November 3
December 3
Source: PT. SMT
 c. Internal Relationship (IR)
The data displayed is Internal Relationship data , this data is taken from interviews and observations
to the Operations Manager at PT. SMT using a scale of 1 to 5 with criteria:
1: Very Poor 2: Less             
3: Enough 4: Good 5: Very Good                                                       
Table 5 Internal Relationship Data
Month Scale
January 5
February 4
March 4
April 5
May 5
June 4
July 4
August 4
September 5
October 4
November 5
December 5
Source: PT. SMT
2. Source
Source is the process of procuring goods to meet the demand needed in the process at PT. SMT .
a. Source Employee Reliability
The data displayed is Source Employee Reliability data , this data is taken from interviews and
observations to the Operations Manager at PT. SMT using a scale of 1 to 5 with criteria:
1: Very Poor 2: Less             
3: Enough 4: Good 5: Very Good                                                       
Table 6 Data Source Employee Reliability
Month Scale
January 5
February 4
March 4
April 5
May 5
June 4
Month Scale
July 4
August 4
September 5
October 4
November 5
December 5
Source: PT. SMT
b. Supplier Delivery Lead Time
Supplier Delivery Lead Time to determine the vulnerable time of arrival of materials that have been
ordered by the company to suppliers .
Table 7 Supplier Delivery Lead Time Data
 Lead Time
Month
(day)
January 1
February 2
March 1
April 2
May 2
June 1
July 1
August 2
September 1
October 1
November 3
December 3
Source: PT. SMT
c. Material Order Cost
For Material Order Cost or order costs, that is, all expenses incurred to bring in goods from outside
include supporting materials, transportation costs, costs for ordering and other costs. For the cost
of materials Order Cost can be seen in Table 4.7.
Table 8 Material Order Cost
Material Order Fee
Month
(Rp)
January 19,500,000
February 30,600,000
March 13,275,000
April 36,525,000
May 27,150,000
June 30,975,000
July 23,700,000
August 27,600,000
September 26,625,000
October 32,475,000
November 14,850,000
December 24,975,000
Source: PT. SMT
d. Paymanet Term
Average payments to suppliers of Oxygen Gas range from 14 to 20 days after delivery. For more
details, see Table 4.8.
Table 9 Paymanet Term
Average Difference in Time for
Receiving Material from Supplier
Month
with Payment to Supplier for
Material Payment (days)
January 14
February 14
March 13
April 12
May 14
June 12
 July 13
August 14
September 14
October 15
November 14
December 15
Source: PT. SMT
3. Make
Make is a process to transform raw materials / components into Oxygen Gas products desired by
customers or customers at PT. SMT .
a. Product Release in Tank Filling (PRTF)
Product Release in Reactor Process to find out the number of Liquid Oxygen products that meet
specifications at the beginning of the production process .
Table 10 Product Release Data in Tank Filling
Number of
Month product releases in the
reactor (tons)
January 260
February 408
March 177
April 487
May 362
June 413
July 316
August 368
September 355
October 433
November 198
December 333
Source: PT. SMT
b. Product Release in Filling Process
Product Release in Filling Process to find out the number of Oxygen Gas products that meet
specifications ( release) in the filling process .
Table 11 Data Product Release in Fillling Process
Number of
product releases in
Month
the Filling
Process (tons)
January 260
February 408
March 177
April 487
May 362
June 413
July 316
Number of
product releases in
Month
the Filling
Process (tons)
 August 351
September 304
October 433
November 198
December 333
Source: PT. SMT
c. Product Release in Final Inspection Process
Product Release in Final Inspection Process to find out the number of product releases during the
process of Final Inspection .
Table 12 Data Product Release in Final Inspection Process
Number of
Month product releases at final
inspction (tons)
January 260
February 406
March 177
April 472
May 349
June 401
July 316
August 351
September 304
October 433
November 198
December 333
Source: PT. SMT
d. Make Employee Reliability
The data displayed is Make Employee Reliability data , this data is taken from interviews and
observations to the Operations Manager at PT. SMT using a scale of 1 to 5 with criteria:
1: Very Poor 2: Less             
3: Enough 4: Good 5: Very Good                                                       
Table 13 Data Make Employee Reliability
Month Scale
January 5
February 4
March 4
April 5
May 5
June 4
July 5
August 5
September 4
October 5
November 4
December 5
Source: PT. SMT
e. Drumming Production Time
 Drumming Production Time to find out the average amount of time needed in
the drumming process .
Table 14 Data Drumming Production Time
Month Average time (minutes)
January 293
February 285
March 406
April 400
May 387
June 325
July 309
August 303
September 386
October 333
November 408
December 385
Source: PT. SMT
4. Deliver
Deliver a process to meet customer demand or customer to the product Gas Oxygen .
a. Delivery Lead Time
For shipping products to customers that often occur delays can be caused by many obstacles in
shipping so distribution is hampered.
Table 15 Data Delivery Lead Time
Average Oxygen
Month Gas lead
time (days)
January 1
February 1
March 1
April 1
May 2
June 1
July 1
August 1
September 1
October 1
November 2
December 3
Source: PT. SMT
5. Return
Return is the process of returning or receiving a return for Oxygen Gas products for various reasons.
a. Number of Customer Complaint
Product returns from corporate customers, this can occur due to products that do not comply with the
ordering standard.
Table 16 Data Number of Customer Complaint
Number of
Month
complaints
January 1
 February 0
March 1
April 0
Number of
Month
complaints
May 1
June 0
July 0
August 0
September 0
October 2
November 4
December 6
Source: PT. SMT
b. Time to Solve a Complaint
The time needed by the company to deal with complaints from customers .
Table 17 Data Time to Solve a Complaint
Time to answer customer
Month
complaints (days)
January 5
February 0
March 4
April 0
May 4
June 0
July 0
August 0
September 0
October 5
November 5
December 7
Source: PT. SMT
 
Questionnaire Making and Distribution
Questionnaires are intended to facilitate researchers in collecting data and distributing questionnaires
to all staff determined at PT. The SMT will later be collected for testing.
1. Preparation of Qualitative Indicator Performance Chain Questionnaire             
This questionnaire aims to determine the condition of Supply Chain performance at PT. SMT, for
example: internal relations between the insides of the company, the reliability of labor and time to
resolve complaints from customers . The format of the questionnaire can be seen in appendix B.
2. Distribution and Return of the Qualitative Indicator of Supply Chain Performance
Questionnaire             
Questionnaires distributed in this study were conducted on respondents selected from certain
functional levels / positions such as Supervisors, Team Leaders, Technicians & Analysts and Head
Operators who were considered to be representative because respondents were experts. So this
 questionnaire was distributed to some employees in PT. SMT as many as 32 employees. For the
recapitulation results, please see Appendix C.
3. Making a Key Performance Indicator Questionnaire             
This questionnaire aims to find out how big the relationship between supply chain performance
indicators . This questionnaire will also be used in determining the weight of each supply
chain performance indicator . The format of the questionnaire is listed as in appendix E.
4. Distribution and Collection of Key Performance Indicator Questionnaire             
From the questionnaire contained in Appendix E distributed to the Operations Manager of
PT. SMT. The results of the questionnaire can be seen in appendix F.
 
Insight
What is obtained from this study is that the SCOR method used can help in identifying,
evaluating, and monitoring company performance by showing the relationship between the
company's overall objectives and overall SCM operations .
 
Bibliography
1. Pujawan, IN & Mahendrawathi, ER (2010). Supply Chain Management (2nd ed.) Surabaya: Guna
Widya.             
2. Amit, R .; Zott, C. (2010), Business Model Innovation: Creating Values in Time of Change. Working
Paper, WP-870, University of Navarra, Spain             
 
 
3. APICS, Supply Chain Operations Reference (SCOR) Framework , [Online], accessed
from http://www.apics.org/apics-for-business/frameworks/scor/ [2020, 30 June ].             
4. Haizer, J. & Render, B. (2014). Operation Management Sustinability and Supply Chain
Management. London: Pearson England.             
5. Pujawan, IN & Er, Mahendrawathi. (2017). Supply Chain Management (1st ed.). Yogyakarta:
Andi.             
6. Liputra, DT, Santoso., & Susanto, NA (2018). Measurement of Supply Chain Performance with Supply
Chain Operation References (SCOR) Models and Paired Comparison Methods. Scientific Journal of
Industrial Engineering. 7 (2), 119-125.             
7. M. Ulfa, M. Ridwan, "Analysis of Employee Performance Measurement with the Human Resources
Scorecard Method in BMT Logam Mulia". Journal of Equilibrium Sharia Economics. 3 (2), pp. 311-339,
2015.             
8. Perdana, YR (2014). Performance Improvement with Supply Chain Operation Reference (SCOR) and
Fuzzy Analytical Hierarchy Process (AHP) Approaches. IENACO National Seminar, 594-602.