Matakuliah
Tahun
: J0134/ Manajemen Strategik
: 2006
ANALISIS LINGKUNGAN INTERNAL
Pertemuan 10
1
4. Fungsi Produksi/Operasi
Production/Operations Functions
1. Process
4. Workforce
2. Capacity
5. Quality
3. Inventory
Process
Facility design
Technology selection
Facility layout
Process flow analysis
Facility location
Line balancing
Process control
2
Capacity
Forecasting
Facilities planning
Aggregate planning
Scheduling
Capacity planning
Queuing analysis
Inventory
Raw materials
Work in process
Finished goods
Materials handling
3
Workforce
Quality
Job design
Work measurement
Job enrichment
Work standards
Motivation techniques
Quality control
Sampling
Testing
Quality assurance
Cost Control
4
Production/Operations Audit Checklist
1. Are suppliers of materials, parts, etc. reliable and
reasonable?
2. Are facilities, equipment & machinery in good
condition?
3. Are inventory-control policies and procedures
effective?
4. Are quality-control policies & procedures effective?
5. Are facilities, resources, and markets strategically
located?
6. Does the firm have technological competencies?
5
5. Fungsi Research&Development
Research & Development Functions
 Development of new products before
competitors
 Improving product quality
 Improving manufacturing processes to
reduce costs
6
Financing as many
projects as possible
use percent-of-sales
method
R&D Budgets
Budgeting relative to
competitors
How many successful
new products are
needed
7
Research&Development Audit Checklist
1. Are the R&D facilities adequate?
2. If R&D is outsourced, is it cost effective?
3. Are the R&D personnel well qualified?
4. Are R&D resources allocated effectively?
5. Are MIS and computer systems adequate?
6. Is communication between R&D & other
organizational units effective?
7. Are present products technologically
competitive?
8
6. Management Information Systems
Purpose
 Improve performance of an enterprise by
improving the quality of managerial decisions.
•
•
•
•
•
Information Systems
CIO/CTO
Security
User-friendly
E-commerce
9
MIS Audit Checklist
1. Do managers use the information system to make decisions?
2. Is there a CIO or Director of information systems position in the
firm?
3. Is data updated regularly?
4. Do managers from all functional areas contribute input to the
information system?
5. Are there effective passwords for entry into the firm’s information
system?
6. Are strategists of the firm familiar with the information systems of
rival firms?
7. Is the information system user-friendly?
8. Do all users understand the competitive advantages that
information can provide?
9. Are computer training workshops provided for users?
10.Is the firm’s system being improved?
10
RESOURCE BASED VIEW - RBV
Approach to Competitive Advantage
Internal resources are more important
than external factors
3 All Encompassing Categories
1. Physical/tangible resources
2. Human/intangible resources
3. Organizational resources
11
Intangible Resources
Human `
• Experience and capabilities of employees
• Trust
• Managerial skills
• Firm-specific practices and procedures
Innovation • Technical and scientific skills
& creativity • Innovation capacities
Reputation
• Brand name
• Reputation with customers for quality and
reliability
• Reputation with suppliers for fairness
12
Organizational Capabilities
• Competencies or skills employed to
transfer inputs to outputs
• The capacity to combine tangible and
intangible resources, using
organizational processes to attain a
desired end
13
Tangible Resources
Financial
• Firm’s cash account and cash equivalents
• Firm’s capacity to raise equity
• Firm’s borrowing capacity
Physical
• Modern plant and facilities
• Favorable manufacturing locations
• State-of-the-art machinery and equipment
Technological
• Trade secrets
• Innovative production processes
• Patents, copyrights, trademarks
Organizational
• Effective strategic planning processes
• Excellent evaluation and control systems
14
The Sustainability of Resources and
Capabilities: Four Criteria
Is the resource or capability
Implications
Valuable
•Neutralize threats and exploit
opportunities
Rare
•Not many firms possess
Difficult to imitate
•Physically unique
•Path dependency
•Causal ambiguity
•Social complexity`
Difficult to substitute
•No equivalent strategic resources or
capabilities
15
Criteria for Sustainable Competitive
Advantage and Strategic Implications
Is a Resource…
Valuable
Rare
Difficult
Without
to Imitate Substitute
Implications
for Competitiveness
No
No
No
No
Competitive disadvantage
Yes
No
No
No
Competitive parity
Yes
Yes
No
No
Temporary competitive
advantage
Yes
Yes
Yes
Yes
Sustainable competitive
advantage
16
VALUE CHAIN - ANALYSIS
The Value Chain:
Primary and Support Activities
The Value Chain
General administration
Human resource management
Technology development
Procurement
Inbound
logistics
Operations
Outboun
d
logistics
Marketin
g and
sales
Service
Primary Activities
17
The Value Chain: Some Factors to Consider in
Assessing a Firm’s Primary Activities
• Location of
distribution
facilities to
minimize
shipping
times
• Excellent
material
and
inventory
control
systems
Inbound
Logistics
• Efficient
plant
operations
• Appropriate
level of
automation
• Quality
production
control
systems to
reduce costs
and enhance
quality
• Efficient
plant layout
and workflow
design
Operations
• Effective
shipping
processes
to provide
quick
delivery
• Efficient
finished
goods
warehousing
processes
• Shipping of
goods in
large lot
sizes to
minimize
transportation costs
• Highly
motivated,
competent
sales force
• Innovative
approaches
to
promotion
and
advertising
• Selection of
appropriate
distribution
channels
• Customer
segments
and needs
identified
• Effective
pricing
Outbound
Logistics
Marketing
and Sales
•Effective use
of procedures
to solicit
customer
feedback and
to act on
information
•Quick
response to
customer
needs and
emergencies
•Ability to
furnish
replacement
parts as
required
Service
18
Value Chain: Support Activities (1)
• General
Administration
– Effective planning
– Excellent
relationships with
diverse stakeholders
– Ability to integrate
and coordinate
value chain activities
– Effective culture and
reputation
• Human Resource
Management
– Effective recruiting,
training, and
retention
– Union relationships
– Effective reward and
incentive programs
19
Value Chain: Support Activities (2)
• Technology
Development
– Effective R&D
– Relationships
between R&D and
other depts.
– Creative and
innovation in culture
– Personnel
qualifications
• Procurement
 Win-win relationships
with suppliers
 Processes and
procedures optimize
quality, price,
service, speed
 Proper lease versus
buy decisions
20
IFE Matrix – Getaway Comp.
Faktor Kunci Internal
Kekuatan:
1.Kemampuan klas dunia&pengalaman senior eksekutif
2.Penurunan biaya operasional & HPP
3.Nama merk terkenal
4.Getaway 500x direkomendasikan oleh consumer
report sebagai no.1
5.Sebagai direct seller, Getaway memperoleh
pengakuan merk tertinggi
6.Diversifikasi Getaway ke produk non PC
7.Hubungan baik dengan supplier
8.Skala ekonomis, pembuat PC terbesar ke-6 sedunia
9.Toko retail Getaway bagus
Kelemahan:
1.Pengeluaran operasional tinggi (22% dari pendapatan
vs Dell 10%)
2.Tidak ada budget litbang vs Dell 18% dari pendapatan
3.ROA rendah
4.Tidak ada ceruk pasar
5.Kekurangan kas
6.Terbatasnya jumlah toko-toko Getaway
7.Lemahnya kinerja pasar luar negeri
Total
Bobot
Rating
Skor
0,05
0,05
0,05
4
3
3
0,40
0,15
0,15
0,10
4
0,40
0,05
0,10
0,05
0,05
0,05
3
3
4
4
3
0,15
0,30
0,20
0,20
0,15
0,05
0,10
0,025
0,025
0,10
0,05
0,10
1,00
1
1
2
2
2
2
2
0,05
0,10
0,05
0,05
0,20
0,10
0,20
21
2,85