Formulasi Nilai Tambah pada Rantai Pasok Minyak Sawit
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Keywords
Abstract
In palm oil supply chain (POSC) the smallholder farmers sell their fresh fruit bunch (FFB) to Palm Oil Mills through traders. Palm Oil Mills convert the FFB into crude palm oil (CPO). CPO is sold to the refinery, who converts CPO into frying oil and sends the product to the distributors. The distributors subsequently sell them to the consumers. Each member of the POSC will try to optimize its added value. The aim of this paper is to develop an added value formulation as a function of risk, investment and technology levels of each of the POSC member. To facilitate fair distribution of rewards a concept of added value utility based on rsk, investment and technology level was introduced. To optimize the added value distribution between the members the concept of stakeholder dialogue was used. The selling prices were negotiated between the actors until each reached a satisfactory value, which was ruled by the levels of optimum added value utility. This research is important because the developed model can facilitate a better formula to calculate the fair distribution of added values, therefore ensure its sustainability and improve the total supply chain added value.
Keywords:Utility, Value Added, Palm Oil Supply Chain, Exponential Function
Abstrak
Pada suatu rantai pasok agroindustri minyak sawit (RPMS), petani menjual tandan buah segar (TBS) ke pabrik CPO melalui pedagang/pemasok. Pabrik CPO merubah TBS menjadi CPO. CPO dijual ke refinery (pabrik minyak goreng), yang merubah CPO menjadi minyak goreng, dan menjualnya melalui distributor kepada para konsumen. Setiap anggota RPMS akan berusaha untuk mengoptimumkan nilai tambahnya masing-masing. Tujuan penulisan makalah ini adalah menyusun formula perhitungan nilai tambah RPMS yang dipengaruhi oleh tingkat risiko, tingkat investasi dan tingkat teknologi yang terkait dengan masingmasing pelaku rantai pasok. Untuk mengusahakan distribusi yang adil dari imbalan maka digunakan pendekatan stakeholder dialogue. Harga jual dinegosiasikan diantara para pelaku RPMS sampai didapat suatu nilai yang memuaskan semua pihak, yang ditentukan berdasarkan utilitas nilai tambah yang optimum. Penelitian ini penting karena model yang dikembangkan dapat memfasilitasi formula yang lebih baik untuk menghitung distribusi nillia tambah yang adil, sehingga akan dicapai keberlangsungan usaha dan meningkatnya nilai tambah total dari RPMS.
Kata kunci: Utilitas, Nilai Tambah, Rantai Pasok Minyak Sawit, Fungsi Eksponensial.
Keywords:Utility, Value Added, Palm Oil Supply Chain, Exponential Function
Abstrak
Pada suatu rantai pasok agroindustri minyak sawit (RPMS), petani menjual tandan buah segar (TBS) ke pabrik CPO melalui pedagang/pemasok. Pabrik CPO merubah TBS menjadi CPO. CPO dijual ke refinery (pabrik minyak goreng), yang merubah CPO menjadi minyak goreng, dan menjualnya melalui distributor kepada para konsumen. Setiap anggota RPMS akan berusaha untuk mengoptimumkan nilai tambahnya masing-masing. Tujuan penulisan makalah ini adalah menyusun formula perhitungan nilai tambah RPMS yang dipengaruhi oleh tingkat risiko, tingkat investasi dan tingkat teknologi yang terkait dengan masingmasing pelaku rantai pasok. Untuk mengusahakan distribusi yang adil dari imbalan maka digunakan pendekatan stakeholder dialogue. Harga jual dinegosiasikan diantara para pelaku RPMS sampai didapat suatu nilai yang memuaskan semua pihak, yang ditentukan berdasarkan utilitas nilai tambah yang optimum. Penelitian ini penting karena model yang dikembangkan dapat memfasilitasi formula yang lebih baik untuk menghitung distribusi nillia tambah yang adil, sehingga akan dicapai keberlangsungan usaha dan meningkatnya nilai tambah total dari RPMS.
Kata kunci: Utilitas, Nilai Tambah, Rantai Pasok Minyak Sawit, Fungsi Eksponensial.
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References
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[2] Pusat Kebijakan Pendapatan Negara [PKPN], Kebijakan Restrukturisasi Tarif Bea Keluar Atas Kelapa Sawit,
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[16] Yves-C. Gagnon and Jocelyne Dragon. “The impact of technology onorganizational performance”. Optimum, The Journal of Public Sector Management, Vol. 28, No. 1, pp. 19-31, 1996.
[17] Bright Donat. “Impact of Technology on the Business Strategy Performance Relationship in Building Core Competence in Uganda Small Medium Enterprises (SME’s)”, Proceedings of the 7th International Conference on Innovation & Management, pp. 39-43, 2007.
[18] Moayyad Al-Fawaeer, Salem Alhunity, Hamdan Al-Onizat, “The Impact of Information Technology in Enhancing SupplyChain Performance: An Applied Study on the Textile Companiesin Jordan”, Research Journal of Finance and Accounting, Vol.4, No.8, 2013
[19] Chae B, Yen HR, and Sheu C, “Information Technology and Supply Chain Collaboration: Moderating Effects of Existing Relationships Between Partners”, IEEE Transactions On Engineering Management, Vol. 52, No. 4, 2005.
[20] Holton GA., Perspective – Defining risks, Financial Analysts J, CFA Institute, Vol. 60, No. 6, pp. 19-25, 2004.
[21] The Institute of Risk Management [IRM], A Risk Management Standard, London: The Association of Insurance and Risk Managers (AIRMIC), 2002.
[22] Datta PP. A complex system, agent based model for studying and improving the resilience of production and distribution networks [Ph.D dissertation], Cranfield School of Management, Cranfield, 2007.
[23] Wooldridge M, Jennings NR. Intelligent agents: theory and practice. London: Knowledge Engineering Review 10, 1995.
[24] Awal S. Strategi Penyediaan Karbohidrat Bersumber Dari Ubi Kayu [disertasi], Sekolah Pascasarjana, Institut Pertanian Bogor, Bogor, 2012.
[25] Palazzo B. An Introduction to Stakeholder Dialogue, Responsible Business: How to manage a CSR strategy successfully, Oxford: John Wiley and Son, 2010.
[26] Hidayat, Syarif. Model Penyeimbangan Nilai Tambah berdasarkan Tingkat Risiko pada rantai pasok minyak sawit [Penelitian Disertasi], Institut Pertanian Bogor, Bogor, 2012.
[2] Pusat Kebijakan Pendapatan Negara [PKPN], Kebijakan Restrukturisasi Tarif Bea Keluar Atas Kelapa Sawit,
Minyak Sawitdan Produk Turunannya, Badan Kebijakan Fiskal, Kementerian Keuangan, Jakarta, 2011.
[3] Badan Perencanaan Pembangunan Nasional [BAPPENAS], Kebijakan dan strategi dalammeningkatkan nilai tambah dan daya saingkelapa sawit indonesia secara berkelanjutan dan berkeadilan [Naskah Kebijakan (Policy Paper)], Bappenas, Jakarta, 2010.
[4] Gumbira-Sa’id E. “Review Kajian, Penelitian Dan Pengembangan Agroindustri Strategis Nasional: Kelapa Sawit, Kakao Dan Gambir”, J. Teknik Industri Pertanian IPB, Vol. 19, No. 1, pp. 45-55, 2009.
[5] Chopra S, Meindl P. Supply Chain Management, Strategy and Planning and Operations, New Jersey: Pearson International Edition. Prentice Hall, 2007.
[6] Pujawan IN, Mahendrawathi ER. Supply Chain Management, Surabaya: Penerbit Guna Widya, 2010.
[7] Simchi-Levi D, Kaminsky P,Simchi-Levi E. Managing The Supply Chain, The Definitive Guide For The Business Professional, New York: McGraw-Hill. 2004.
[8] Vorst JGAJ van der, Supply Chain Management: theory and practices. The Emerging World of Chains & Networks, Elsevier, Hoofdstuk 2.1. 2004.
[9] Coltrain D, Barton D, Boland M. Value Added: Opportunities And Strategies. Arthur Capper Cooperative Center, Department of Agricultural Economics, Kansas State University, Kansas City, 2000.
[10] Bunte F. Pricing And Performance In Agri-Food Supply Chains, LEI, Wageningen University and Research Centre, Wageningen, 2006.
[11] Chen YJ, Deng MC, Huang KW. Hierarchical screening for capacity allocation in distribution systems. Stern School of Business, New York University, New York, 2010
[12] Salvatore D. Managerial Economics in a Global Economy with Economic Applications Card, 5th edition, Copenhagen: South-Western, 2004.
[13] Parham D. Definition, Importance And Determinants Of Productivity, Workshop for the Public Sector Linkages program, University of Adelaide, Adelaide, 2011.
[14] Cruz EA. Productivity assessment survey featuring value-added productivity measurement, APO training course on the Development of Productivity Practitioners, Manila, 2011.
[15] Soekartawi, Pengantar Agroindustri. Jakarta: Raja Grafindo Persada, 2001.
[16] Yves-C. Gagnon and Jocelyne Dragon. “The impact of technology onorganizational performance”. Optimum, The Journal of Public Sector Management, Vol. 28, No. 1, pp. 19-31, 1996.
[17] Bright Donat. “Impact of Technology on the Business Strategy Performance Relationship in Building Core Competence in Uganda Small Medium Enterprises (SME’s)”, Proceedings of the 7th International Conference on Innovation & Management, pp. 39-43, 2007.
[18] Moayyad Al-Fawaeer, Salem Alhunity, Hamdan Al-Onizat, “The Impact of Information Technology in Enhancing SupplyChain Performance: An Applied Study on the Textile Companiesin Jordan”, Research Journal of Finance and Accounting, Vol.4, No.8, 2013
[19] Chae B, Yen HR, and Sheu C, “Information Technology and Supply Chain Collaboration: Moderating Effects of Existing Relationships Between Partners”, IEEE Transactions On Engineering Management, Vol. 52, No. 4, 2005.
[20] Holton GA., Perspective – Defining risks, Financial Analysts J, CFA Institute, Vol. 60, No. 6, pp. 19-25, 2004.
[21] The Institute of Risk Management [IRM], A Risk Management Standard, London: The Association of Insurance and Risk Managers (AIRMIC), 2002.
[22] Datta PP. A complex system, agent based model for studying and improving the resilience of production and distribution networks [Ph.D dissertation], Cranfield School of Management, Cranfield, 2007.
[23] Wooldridge M, Jennings NR. Intelligent agents: theory and practice. London: Knowledge Engineering Review 10, 1995.
[24] Awal S. Strategi Penyediaan Karbohidrat Bersumber Dari Ubi Kayu [disertasi], Sekolah Pascasarjana, Institut Pertanian Bogor, Bogor, 2012.
[25] Palazzo B. An Introduction to Stakeholder Dialogue, Responsible Business: How to manage a CSR strategy successfully, Oxford: John Wiley and Son, 2010.
[26] Hidayat, Syarif. Model Penyeimbangan Nilai Tambah berdasarkan Tingkat Risiko pada rantai pasok minyak sawit [Penelitian Disertasi], Institut Pertanian Bogor, Bogor, 2012.
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Apr 25, 2016
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