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ANALISIS LINGKUNGAN INTERNALPertemuan 10

Matakuliah : J0134/ Manajemen Strategik

Tahun : 2006

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4. Fungsi Produksi/Operasi

Production/Operations Functions

1. Process 4. Workforce

2. Capacity 5. Quality

3. Inventory

Facility designTechnology selection

Facility layoutProcess flow analysis

Facility locationLine balancingProcess control

Process

3

ForecastingFacilities planning

Aggregate planningScheduling

Capacity planningQueuing analysis

Capacity

Raw materialsWork in processFinished goods

Materials handling

Inventory

4

Job designWork measurement

Job enrichmentWork standards

Motivation techniques

Workforce

Quality controlSamplingTesting

Quality assuranceCost Control

Quality

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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?

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?

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5. Fungsi Research&Development

Research & Development Functions

Development of new products before competitors

Improving product quality

Improving manufacturing processes to reduce costs

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Financing as many projects as possible

use percent-of-sales method

Budgeting relative to competitors

How many successful new products are

needed

R&D Budgets

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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?

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?

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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

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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?

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?

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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

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Intangible Resources

Human ` • Experience and capabilities of employees

• Trust

• Managerial skills

• Firm-specific practices and procedures

Innovation & creativity

• Technical and scientific skills

• Innovation capacities

Reputation • Brand name

• Reputation with customers for quality and reliability

• Reputation with suppliers for fairness

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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

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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

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The Sustainability of Resources and Capabilities: Four Criteria

•Physically unique

•Path dependency

•Causal ambiguity

•Social complexity`

•No equivalent strategic resources or capabilities

Difficult to imitate

Difficult to substitute

•Not many firms possessRare

•Neutralize threats and exploit opportunities

Valuable

ImplicationsIs the resource or capability

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Criteria for Sustainable Competitive Advantage and Strategic Implications

Is a Resource…

Valuable RareDifficult to Imitate

Without 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

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VALUE CHAIN - ANALYSIS

The Value Chain:Primary and Support Activities

The Value Chain

General administrationHuman resource management

Technology developmentProcurement

Inboundlogistics

Operations Outbound

logistics

Marketing and sales

Service

Margin

Mar

gin

Su

pp

ort

Act

ivit

ies

Primary Activities

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The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities

Inbound Logistics

Operations Outbound Logistics

Marketing and Sales

Service

PR

OF

IT M

AR

GIN

• Location of distribution facilities to minimize shipping times

• Excellent material and inventory control systems

• Efficient plant operations

• Appropriate level of automation

• Quality production control systems to reduce costs and enhance quality

• Efficient plant layout and workflow design

• Effective shipping processes to provide quick delivery

• Efficient finished goods ware-housing processes

• Shipping of goods in large lot sizes to minimize transport-ation costs

• Highly motivated, competent sales force

• Innovative approaches to promotion and advertising

• Selection of appropriate distribution channels

• Customer segments and needs identified

• Effective pricing

•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

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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

• 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

• Human Resource Management– Effective recruiting,

training, and retention

– Union relationships

– Effective reward and incentive programs

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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 suppliersProcesses and

procedures optimize quality, price, service, speed

Proper lease versus buy decisions

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IFE Matrix – Getaway Comp.Faktor Kunci Internal Bobot Rating Skor

Kekuatan:1.Kemampuan klas dunia&pengalaman senior eksekutif 2.Penurunan biaya operasional & HPP 3.Nama merk terkenal4.Getaway 500x direkomendasikan oleh consumer report sebagai no.15.Sebagai direct seller, Getaway memperoleh pengakuan merk tertinggi 6.Diversifikasi Getaway ke produk non PC7.Hubungan baik dengan supplier8.Skala ekonomis, pembuat PC terbesar ke-6 sedunia9.Toko retail Getaway bagusKelemahan:1.Pengeluaran operasional tinggi (22% dari pendapatan vs Dell 10%)2.Tidak ada budget litbang vs Dell 18% dari pendapatan3.ROA rendah4.Tidak ada ceruk pasar5.Kekurangan kas 6.Terbatasnya jumlah toko-toko Getaway7.Lemahnya kinerja pasar luar negeriTotal

0,050,050,05

0,10

0,050,100,050,050,05

0,050,100,0250,0250,100,050,101,00

433

4

33443

1122222

0,400,150,15

0,40

0,150,300,200,200,15

0,050,100,050,050,200,100,202,85