2-TI Untuk Keunggulan Kompetitif

7/30/2019 2-TI Untuk Keunggulan Kompetitif

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What is a Firm?

Sebuah perusahaan adalah Sistem Fisik (Physical System)

Sistem Fisik perusahaan adalah Closed-loop

Controlled by management

Uses feedback to ensure objectives met Open (sebagai sistem terbuka) dalam arti interaksi dengan

lingkungannya

Managed through use of a conceptual system (yang dikelola

dengan suatu sistem konseptual)


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SocietyFinancial

Community

GovernmentGlobal

Community

SuppliersThe

Firm

Labor

unions

Stockholders

or owners

Customers

Competitors

8 Lingkungan Perusahaan


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Arus Sumber Daya Lingkungan

Sumber daya fisik dan konseptual

Semua sumber daya dari lingkungan yang memasuki

perusahaan akhirnya kembali kepada lingkungan

Arus yang sering mengalir, informasi dari pelanggan Arus material kepada pelanggan

Arus uang kepada pemegang saham

Arus mesin dari pemasok

Arus pekerja dari serikat buruh

Satu-satunya sumber daya yang yang menghubungkan

perusahaan dengan semua elemen tersebut adalah

informasi


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Competitive Advantage

Banyak cara mencapai keunggulan kompetitif

Sediakan barang dan jasa dengan harga murah

Sediakan barang dan jasa lebih baik dari pesaing

Memenuhi kebutuhan khusus segmen tertentu

Computer field perspective

Gunakan informasi untuk mendapatkan leverage dipasaran

Gunakan data dan informasih lebih dari sumber daya fisik.

Manajer gunakan sumber daya fisik dan konseptualuntuk mencapai tujuan strategis perusahaan


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A Value Chain (Rantai Nilai Porter)

Firm Infrastructure

Human resource management

Technology development

Procurement

Inbound

logistics

Operations Outbound

logistics

Marketing

and

sales

Service

Support

Activities

Primary Activities

Source : Michael E. Porter


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A Value Chain (Rantai NilaiPorter)

Margin = (Nilai Produk dan Jasa Perusahaan) (Biaya-biaya)

Perusahaan menciptakan nilai dengan melakukan aktifitas, yang disebut

Aktifitas Nilai (Value Activity), yang terbagi menjadi :

1. Aktifitas Nilai Utama (Primary Value Activities)

2. Aktivitas Nilai Pendukung (Support Value Activities)

PVA dan SVA diintegrasikan untuk membentuk Rantai Nilai

PVA terletak dilapisan bawah, mencakup :

Inbound Logistic : pasokan bahan baku dari pemasok Operation : mengubah bahan baku menjadi bahan jadi Outbound Logistic : menyerahkan barang ke pelanggan

Marketing and Sales : Identifikasi kebutuhan pelanggan dan terima pesanan Service : memelihara hubungan baik dgn pelanggan setelah penjualan

SVA di lapisan atas :

Firm Infrastructure : pengaturan organisasional yg pengaruhi PVA

HR Management : pengelolaan sumber daya manusia perusahaan

Technology Development : penerapan teknologi Procurement (Pengadaan) : mendapatkan sumber daya (material, mesin, dll)


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Channel

value

chains

Supplier

value

chains

Buyer

value

chains

Firm

value

chain

A Value System

Suatu perusahaan dpt mengaitkan rantai nilainya dengan pemasoknya

dengan menerapkan sistem yang membuat daya input tersedia saat

dibutuhkan

Contoh JIT (Just In Time), persetujuan dengan pemasok untuk

mengirimkan bahan baku sehingga tiba beberapa jam sebelum bahan

digunakan untuk proses produksi

Meminimalkan biaya penyimpanan


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The Information Resources

Two views of information management

1. Manage data by implementing computer-

based database management systems

(DBMS)

2. Manage resources that produce theinformation


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Software DatabaseHardware

Information

Specialists

Users

Information

The Information Resources


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The Information Resource Manager --

the CIO

Chief Information Officer (CIO) is not simply a

title, but role

Manager of information services

Contributes managerial skills

Solves information resources problems Solves problems in other areas of firms

operations


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The CIO Attitude

The business is what counts (Pelajari bisnisnya bukanhanya teknologinya)

Build partnerships/ties with the rest of the firm (buat

kemitraan dengan unit bisnis dan manajemen lain) Improve basic business processes (peningkatan dan

fokus pada perbaikan proses dasar bisnis)

Communicate in business terms, not IS jargon

(Komunikasikan biaya-biaya IS dalam istilah bisnis) Provide reliable IS services (Berikan jasa IS yg dapat

diandalkan)

Be positive, not defensive


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Strategic Planning

Long-range planning

Intends to give firm most favorable position in its

environment

Specifies strategies for achieving objectives

Need for each business area to create its own

strategic plan


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Strategic

planning for

information resources

Strategic

planning for

marketing

resources

Strategic

planning for

manufacturingresources

Strategic

planning for

humanresources

Strategic

planning for

financial resources

The Functional Areas Should Cooperate

in Developing Their Strategic Plans


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Strategy Set Transformation

Organizational

strategy setMIS

strategy set

Mission

Objectives

Strategy

Other

strategic

organizational

attributes

System

objectives

System

constraints

System design

strategies

MISstrategic

planning

process


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Strategy Set Transformation: Basic Flaw

Business areas do not always have the

resources to ensure accomplishment of

strategic objectives


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SPIR

Strategy set transformation; support the

firms objectives

Strategic planning for information resources

(SPIR) develops firm and IS strategic plans

concurrently

SPIR content

1. What is to be achieved

2. What will be required


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Strategic Planning for

Information Resources

Business

strategy

Information

resources

and

IS

strategyInfluence on

Business

Strategy

Influence on

Information

Resources


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Strategic Plan Framework for

Information ResourcesStrategic Plan

for Information

Resources

AIS

Objectives

MIS

Objectives

DSS

Objectives

Virtual

Office

Objectives

Knowledge-

based

systems

Objectives

Required

Information

Resources

Required

Information

Resources

Required

Information

Resources

Required

Information

Resources

Required

Information

Resources


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The Strategic Implications of End-User

Computing (EUC)

Levels of end users in terms of capabilities

menu-level end users

command-level end users

end-user programmers

functional support personnel

EUC application considerations

shifts workload so that end-users and information

specialists talents are better used

reduces communications gap


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EUC Risks

Poorly aimed systems

Poorly designed/ documented systems

Inefficient use of information resources

Loss of data integrity

Loss of security Loss of control


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Information Resources Management

(IRM) Concept

Realization that firms information resources

go far beyond the information itself Activity pursued by managers at all levels

Identifying, acquiring, and managing

information resources needed to satisfyinformation needs


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IRM - Required Elements

A recognition that competitive advantage can

be achieved by means of superior information

resources A recognition that information services is a

major functional area

A recognition that the CIO is a top-levelexecutive


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IRM-Required Ingredients (cont.)

A consideration of the firms information

resources when engaging in strategic planning

A formal strategic plan for information

resources

A strategy for stimulating and managing end-

user computing

Th IRM


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The firms executives

CIO Other executives

Central computingresources

Disbursed computingresources

FUNCTIONAL AREAS

Users engaged in

end-user computing Other users

ENVIRONMENTAL INFLUENCES

Internal influences Firms strategic plan

INFORMATION RESOURCES

DATA AND INFORMATION

The IRM

Model

Information

servicesHuman

resources

Manufacturing MarketingFinance

The environment of the firm


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IRM Model: Firm Environment

Provides setting for achieving competitive

advantage

Executives are aware of need to manage

resource flows to meet needs of

environmental elements


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IRM Model: Firms Executives

Includes CIO

Guides firm toward objectives Key activity is strategic planning


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IRM Model: Business Areas

Information services is a major business area

Each area develops own strategic plans

One business area strategic plan is for

information resources


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IRM Model: Information Resources

Strategic plan for information resources

details acquisition and management

Information resources

Centralized

Dispersed throughout firm


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IRM Model: Users

Details data and information flows between

resources and users

Some users engage in end-user computing


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Summary

Environment of a firm consists of eight

elements

Firms attempt to achieve competitive

advantage

Margin - value of products and services over

cost

Value chain

Information resources

Hardware, software, facilities, database,

information specialists, information, and users


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Summary [cont.]

Executives perform strategic planning

SPIR

All firms managers need to engage in IRM

Recent revelation

Integrating concept


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2-TI Untuk Keunggulan Kompetitif

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