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TAP MERUPAKAN PERUSAHAAN MANUFAKTUR SUKU CADANG UNTUK PRODUSEN MOBIL DI AS, EROPA, DAN ASIA
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Exsecute Strategies Division Doing Rationale Better Strategy
TRANSWORLD AUTO PART
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Exsecute Strategies Division Doing Rationale Better Strategy
COMPANY WIDE STRATEGY MAPS
STRATEGIC OBJECTIVES KEY PERFORMACE INDICATOR
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
BALANCED SCORECARD - ECONOMIC DIVISION
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
Balanced Scorecard Action Plan
Actual
Objectives Measures Target Initiative Budget
Financial Perspective
Increase cash flow YTD cash flow from operating activities -$12M -$14M
Increase asset
Asset turnover ratio 1.25 1.23
utilization
Recommendation
Increase ROCE TIDAK TERCAPAI (5% di bawah target)
Increase cash flow TIDAK TERCAPAI ($2M di bawah target) Meningkatkan upaya pemasaran untuk meningkatkan penjualan
Increase gross margin TIDAK TERCAPAI (2% di bawah target) Efisiensi biaya operasional dan meminimalkan biaya bahan baku
Grow revenues TIDAK TERCAPAI ($0.1B di bawah target) dengan tetap memperhatikan kualitas
Increase asset utilization TIDAK TERCAPAI (0.02 di bawah target) Mengurangi downtime dengan efisiensi proses dan upgrade peralatan
Meningkatkan utilisasi peralatan
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
Balanced Scorecard Action Plan
Actual
Objectives Measures Target Initiatives Budget
Customer Perspective
Grow market share in Global market share in economy "Lowest Lifetime Cost/Highest
6% $50M 5.9%
economy segment segment Quality"campaign
Gain reputation for standing % customers who rank company "No Questions Asked"
75% $75M 70%
behind quality guarantee as "best in class" Replacement Policy
Recommendation
Grow market share TIDAK TERCAPAI (0.1% di bawah target)
Low-maintenance-cost TIDAK TERCAPAI (5% di bawah target) Memaksimalkan JIT/lean dalam proses produksi
Gain reputation for standing TIDAK TERCAPAI (5% di bawah target) Meningkatkan quality control dalam proses produksi
behind quality Melakukan product testing ke segmen konsumen yang lebih kecil
High-quality provider TIDAK TERCAPAI (1% di bawah target) sebelum produk rilis
Meminta feedback pada konsumen untuk improvement produk
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
Balanced Scorecard Action Plan
Actual
Objectives Measures Target Initiative Budget
Stock outs
Better forecast 4% TAP liaison onsite at 2%
Inventory carrying costs (% $1M
OEM demand 35% customer 35%
reduction) Recommendation
% of suppliers with an A
Improve supplier
rating 75% Supplier optimization 78%
base and supplier $5M
Reduce avg. delivery time 26 program 25
performance
(days)
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
Balanced Scorecard Action Plan
Actual
Objectives Measures Target Initiative Budget
Enhance workforce
% of employees certified in TQM
capabilities in Total 50% TQM training $25M 53%
capabilities
Qualty Menagement 60 TQM hiring program $2M 65
# of TQM engineers hired
(TQM)
Enhance workforce capabilities in TQM TERCAPAI (3% & 5 orang di atas target)
Transform workforce into JIT/lean experts TERCAPAI (2% dan 4 orang di atas target)
Make JIT/lean a priority for all workers TERCAPAI (sesuai dengan target)
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Exscute Strategies Division Doing Rationale Better Strategy
Balanced Scorecard Action Plan
Actual
Objectives Measures Target Initiative Budget
Train buyers on high % of buyers trained in high quality Hiring & training
20% $50M 25%
quality procurement procurement processes programs
Recommendation
Align IT to support TQM and JIT TERCAPAI ( sesuai dan 5% di atas target)
Mempertahankan dan meningkatkan pelatihan TQM dan
Enhance electronic interchanges TERCAPAI (5% di atas target)
Kaizen/JIT kepada pekerja
Train buyers TERCAPAI (5% di atas target)
Meningkatkan ketersediaan informasi yang memadai bagi
karyawan
Meningkatkan awareness kepada pembeli atas pelatihan yang
diberikan untuk meningkatkan jumlah pembeli yang terlatih
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Exscute Strategies Division Doing Rationale Better Strategy
BUSINESS STRATEGIES:
ECONOMY DIVISION
MARKERT LEAD
MEMIMPIN PASAR DAN MENJADI MENINGKATKAN MARKETING DAN
PRODUK YANG DIUTAMAKAN LEBIH MENYASAR TARGET PASAR
PELANGGAN
75% ASIA
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
STRATEGY MAPS - ECONOMIC DIVISION ANALISIS PERMASALAHAN
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
STRATEGY MAPS - ECONOMIC DIVISION (RECOMMENDATION)
STRATEGIC OBJECTIVES KEY PERFORMACE INDICATOR
MENCAPAI ROCE 8%
ROCE
Year-to-date (YTD) cash
flow from
operating activities
Meningkatkan Meningkatkan Meningkatkan Meningkatkan Gross margin %
FINANCIAL CF revenue gross margin pemanfaatan aset YTD revenue
Asset turnover ratio
% of employees certified in
TQM capabilities %
increase in IT spending
LEARNING Meningkatkan % of employees receiving
Melatih customer Mengarahkan Menyelaraskan electronic JIT/lean JIT & Kaizen training
& Meningkatkan mengenai tenaga kerja TI untuk interchanges sebagai % of worker pay dependent
GROWTH kapabilitas upon JIT/lean measures
pengadaan menjadi pakar mendukung dengan pelanggan prioritas untuk
tenaga kerja berkualitas tinggi JIT/lean TQM dan JIT dan pemasok semua pekerja
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
BALANCED SCORECARD - LUXURY DIVISION
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
BALANCED SCORECARD - LUXURY DIVISION
Actual
Recommendation
Objectives Measures Target Initiative Budget
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
BALANCED SCORECARD - LUXURY DIVISION
Actual
Improve Customer
Global market share 5% "Innovation" campaign $50M 5%
Meningkatkan angka kepuasan pelanggan
Satisfaction
dengan meminta feedback ketika pelanggan
melakukan transaksi sehingga dapat terus
Customer survey: % customers who consider berinovasi.
TAP "excellent" at innovation, product 85% Customer attitude survey 83%
design, & technical expertise
Membangun brand image dengan
Manage Innovation $2.5M
menawarkan benefit yang bersedia melakukan
R&D.
Number of products introduced 50 New product launch 50
Meningkatkan customer segment
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
BALANCED SCORECARD - LUXURY DIVISION
Actual
Process Perspective
Pelatihan karyawan harus dapat
dimaksimalkan agar dapat mencapai target 3
Reduce raw Cost of raw materials (% of Supplier optimization PPM .
65% $5M 60%
materials cost revenue) program Mempertahankan dan tetap menggunakan
bahan baku yang sama karena harga bahan
baku terhadap pendapatan turun
Maintain quality Reduce defect rates (per 1
3 PPM TQM initiative $10M 5 PPM
leadership million parts)
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
BALANCED SCORECARD - LUXURY DIVISION
Actual
Recommendation
Learning and Growth Perspective
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
BUSINESS STRATEGIES:
LUXURY DIVISION
PERMASALAHAN YANG
DISAMPAIKAN OLEH PRESIDENT MENEKANKAN PADA INOVASI
DARI DIVISI LUXURY TERKAIT DAN KUALITAS
PENCAPAIAN STRATEGI
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
STRATEGY MAPS - LUXURY DIVISION ANALYSIS PERMASALAHAN
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
STRATEGY MAPS - LUXURY DIVISION (RECOMMENDATION)
STRATEGIC OBJECTIVES KEY PERFORMACE INDICATOR
MENCAPAI ROCE 8%
YEAR TO DATE REVENUE
REVENUE GROWTH
FINANCIAL MENINGKATKAN MENINGKATKAN MENINGKATKAN GROSS MARGIN %
YEAR TO DATE CASH FLOW FROM
PERSPECTIVE REVENUE GROSS MARGIN CASH FLOW
OPERATIONS
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
CONTRAST THE TWO STRATEGIES
VALUE PROPOSITION (END-USER) BIAYA RENDAH, FULL ECONOMY, KUALITAS INOVASI, KINERJA, KUALITAS TINGGI
VALUE PROPOSITION (ORIGINAL HARGA, KUALITAS PRODUK, JIT, LEAN INOVASI PRODUK BARU, DESAIN PRODUK,
EQUIPMENT MANUFACTURER) PROCESS KEMAMPUAN AHLI
NEW REGIONAL FOCUS MEMPERTAHANKAN POSISI PASAR DI ASIA MEMPERTAHANKAN POSISI PASAR DI EROPA
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
WHAT MUST DO WELL TO EXECUTE THE STRATEGIES
MENINGKATKAN UPAYA DAN BUDGET MARKETING DAN MENUTUPI TARGET YANG BELUM TERCAPAI
FINANCIAL PERSPECTIVE PROMOTION UNTUK MENINGKATKAN PENJUALAN Meningkatkan upaya dan budget marketing dan promotion untuk
meningkatkan penjualan → meningkatkan revenues untuk
menutup kekurangan target increase revenue sebesar 0.1B
MELAKUKAN INOVASI PRODUK
MEMPERTAHANKAN PROFITABILITAS
MELAKUKAN EFISIENSI BIAYA OPERASIONAL DAN Melakukan efisiensi biaya operasional dengan investasi dalam
MENGURANGI UNSCHEDULED DOWNTIME →
INVESTASI process improvements dan upgraded equipments
DALAM PROCESS IMPROVEMENTS DAN UPGRADED Menurunkan persentase COGS
EQUIPMENTS Menekan biaya lain-lain
Meningkatkan tingkat utilisasi peralatan
MENURUNKAN PERSENTASE COGS →
MELAKUKAN SELEKSI
SUPPLIER UNTUK MENDAPATKAN RAW MATERIAL DENGAN
KUALITAS SESUAI STANDAR DAN HARGA YANG MINIMAL
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
WHAT MUST DO WELL TO EXECUTE THE STRATEGIES
MEMPERTAHANKAN TARGET YANG SUDAH TERCAPAI MENCAPAI TARGET KETERLIBATAN DAN KEPUASAN
LEARNING & GROWTH
Memberikan training lain yang mendukung kegiatan usaha TAP KARYAWAN
PERSPECTIVE
Meningkatkan ketersediaan informasi yang sesuai dan memadai. Meningkatkan budget/anggaran untuk perspektif Learning &
Growth dalam menyediakan sumber daya dan training yang
efektif/relevan.
Menyediakan training yang relevan dan sesuai dengan kebutuhan
karyawan untuk mendukung pekerjaannya.
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
THE DIVISIONS DOING
6 BULAN PASCA PENERAPAN STRATEGI BARU
Actual performance vs Target: TQM Capabilities (53% > 50%), Melampaui target profit dan arus kas
Kaizen/JIT Training (52% > 50%), EDI Process (95% > 90%), Actual performance vs Target: ROCE (4% > -7%), Operating Cash
Hiring & Training Quality (25% > 20%) Flow ($8M > -$12M), Gross Margin (15% > 14%)
Sinyal positif bagi performa finansial jangka panjang
2) Belum mencapai target financial perspective 2) Nyaris melampaui target customer perspective
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
RATIONALE FOR TRANSWORLD'S IMPLEMENTING
A STRATEGY MAP AND BSC EXERCISE
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
KESIMPULAN
DIVISI LUXURY LEBIH UNGGUL DARIPADA DIVISI ECONOMY,
DIMANA:
1. TARGET FINANSIAL TERCAPAI
2. TARGET CUSTOMER TERCAPAI
3. TARGET PROSES TERCAPAI
Case Overview BS: Economy D BS: Luxury D Contrast 2 Strategy Execute Strategies Division Doing Rationale Better Strategy
THANK YOU!