SISTEM INFORMASI ENTERPRISE KEUNTUNGAN DAYA SAING DAN VALUE CHAIN (RANTAI NILAI) SISTEM INFORMASI ENTERPRISE Program Studi Teknik Informatika Universitas Komputer Indonesia

Definisi dari Daya Saing Tujuan dari sebuah bisnis adalah menghasilkan keuntungan Keuntungan didasarkan pada nilai layanan terhadap konsumen Bagaimana bisa sebuah bisnis menjamin sebuah nilai kepada konsumen ? Beberapa hal yang harus diketahui oleh seorang kompetitor : Berapa banyak produk dan jasa yang ditawarkan? Siapa yang menjadi konsumen anda? Siapa yang menjadi kompetitor anda? RNL - 2014

KEUNTUNGAN DAYA SAING Untuk memastikan berapa keuntungan yang didapat, sebuah perusahaan wajib memelihara daya saing. Metode yang digunakan yaitu produk dan jasa yang terjangkau serta berkelanjutan. Bekerja dengan cerdas Dapat memerkirakan apakah sistem informasi yang dipakai dapat secara tepat memperoleh keuntungan yang bersaing. Fokus terhadap pada 3 hal diantaranya HR, Asset (capital) dan teknologi. RNL - 2014

Porter Competitive Model (1) Digunakan untuk mengetahui dan mengevaluasi struktur dari sebuah lingkuan bisnis suatu industri serta ancaman dari persaingan sehingga kita dapat mengetahui secara spesifik kompetitor perusahaan. Tidak bisa dibuat dan digunakan dalam Sistem Informasi. Perubahan dari sebuah industri menjadi bagian yang sederhana , sehingga dapat di analisa dan hasilnya bisa dijadikan sebagai masukan. RNL - 2014

Porter Competitive Model (2) Intra-Industry Rivalry Strategic Business Unit Bargaining Power of Buyers of Suppliers Substitute Products and Services Potential New Entrants Included with permission of Michael E. Porter based on ideas in Competitive Advantage: Creating and Sustaining Superior Performance, copyright 1985 by Michael E. Porter.

Faktor kunci dari analisa industri Collecting the data. (pengumpulan data) Determining which data is important. (Menentukan data mana saja yang penting) Selecting an appropriate overall approach. (Memilih secara tepat dari semua pendekatan) Deciding on the logical starting point. (Menentukan secara logis hal apa saja yang harus pertama kali dilakukan) RNL - 2014

Porter Competitive Model Heavyweight Motorcycle Manufacturing Industry North American Market Bargaining Power of Buyers Recreational Cyclist Young Adults Law Enforcement Military Use Racers Potential New Entrant Substitute Product or Service Intra-Industry Rivalry SBU: Harley-Davidson Rivals: Honda, BMW, Suzuki, Yamaha Foreign Manufacturer Established Company Entering a New Market Segment New Startup Parts Manufacturers Electronic Components Specialty Metal Suppliers Machine Tool Vendors Labor Unions IT Vendors Bargaining Power of Suppliers Automobiles Public Transportation Mopeds Bicycles RNL - 2014

Michael Porter’s Value Chain Developed by Michael Porter but different from competitive model because it focuses within the company. Analyzes the cross-functional flow of products or services within an organization that add value to customers. The Value Chain can be used to determine where IS can strengthen the flow of primary and support activities within an organization. Every segment of an organization needs IT and IS to be competitive. So this model is essential to visualizing the flow of activities within segments through the use of IS and IT. Benefit : - Identifies value processes - Identifies areas for cost improvement RNL - 2014

Potential IS Contributions Margin Infrastructure - Planning Models Human Resource - Skills & Experience Databases Technology - Computer-Aided Design Procurement - On-line parts ordering Elapsed Time - Value added time cost Automated Warehouse Inbound Logistics Check Clearing Operations Point of Sale Scanners Outbound E-Commerce Marketing & Sales Remote Equipment Servicing Service Support Activities Primary Activities Included with permission of Michael E. Porter based on ideas in Competitive Advantage: Creating and Sustaining Superior Performance, copyright 1985 by Michael E. Porter.

Porter’s Generic Value Chain Margin Infrastructure Human Resource Management Technology Development Procurement Elapsed Time - Value added time cost Inbound Logistics Operations Outbound Marketing & Sales Service Support Activities Primary Activities Included with permission of Michael E. Porter based on ideas in Competitive Advantage: Creating and Sustaining Superior Performance, copyright 1985 by Michael E. Porter.

Primary Activities Inbound logistics - activities associated with receiving, storing, and disseminating inputs to the products or services Operations- activities associated with transforming inputs into the final products or services Outbound logistics - activities associated with collecting, storing, and physically distributing the products or services Marketing and sales - activities associated with providing a means by which customers can buy produce and the means for inducing them to buy Service - activities associated with providing service to enhance or maintain the value of the products or services RNL - 2014

Support Activities Procurement - the function of purchasing inputs to firms value chain Technology Development - the know-how, procedures, or technology embedded in processes that are intended to improve the product, services, and/or process Human Resource Management - activities involved in recruiting, hiring, training, developing, and compensating all types of personnel Firm Infrastructure - activities that support the entire value chain (e.g. general management, planning, finance, accounting, legal, government affairs, quality management, etc.) RNL - 2014

Manufacturing Industry Value Chain Porter Value Chain Manufacturing Industry Value Chain Research and Development Engineering Production and Manufacturing Marketing Sales and Distribution Service RNL - 2014

Retail Industry Value Chain Partnering with Vendor Buying Managing Inventory Distributing Inventory Operating Stores Marketing and Selling RNL - 2014

Property and Casualty Industry Value Chain FIRM INFRASTRUCTURE -Financial Policy -Regulatory Compliance - Legal - Accounting HUMAN RESOURCE MANAGEMENT Actuary Training Agent Training Claims Training Actuarial Methods Investment Practices Product Development Market Research Claims Procedures TECHNOLOGY DEVELOPMENT I/T Communications PROCUREMENT Policy Rating Underwriting Investment Independent Agent Network Billing and Collections Policy Sales Policy Renewal Agent Manage- ment Advertising Claims Settlement Loss Control INBOUND LOGISTICS OPERATIONS OUTBOUND LOGISTICS MARKETING AND SALES SERVICE Included with permission of Michael E. Porter based on ideas in Competitive Advantage: Creating and Sustaining Superior Performance, copyright 1985 by Michael E. Porter.

Technologies in the Value Chain Information System Technology Planning and Budgeting Technology Office Technology FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT Training Technology Motivation Research Information Technology Product Technology Computer-Aided Design Pilot Plant Technology Software Development Tools Information Systems Technology TECHNOLOGY DEVELOPMENT Information Systems Technology Communication System Technology Transportation System Technology PROCUREMENT Transportation Technology Material Handling Storage and Preservation Communication System Technology Testing Technology Information Basic Process Technology Materials Machine Tools Materials Handling Packaging Testing Technology I/nformation Tech. Transportation Technology Material Handling Packaging Communications Information Multi-Media Technology Communication Information Diagnostic and Testing Technology Communications Technology Information INBOUND LOGISTICS OPERATIONS OUTBOUND LOGISTICS MARKETING AND SALES SERVICE Adapted with the permission of the Free Press, an imprint of Simon & Schuster Inc.. from COMPETITIVE ADVANTAGE: Creating and Sustaining Superior Performance by Michael Porter. Copyright 1985 by Michael E. Porter., p. 167.

APPENDIX