Supply Chain Management Pada Industri Interior: Studi Kasus Pada Proses Pengadaan Sampai Dengan Distribusi Sebagai Upaya Meningkatkan Operasional PT Kreasi Forma Interior
DOI:
https://doi.org/10.61722/jemba.v3i6.3216Keywords:
Supply Chain Management, Operational Management, Interior Industry, Make to Order, Zero InventoryAbstract
The study is backed by the growth of the project based interior contractor service industry at PT Kreasi Forma Interior, which applies a make to order (MTO) system and a zero inventory policy. In its operations, there are obstacles in the supply chain management flow, such as uncertain material delivery times from vendors causing worker idle time, untracked leftover materials, the risk of minor furniture damage during distribution, and the absence of written standard operating procedures in the company. The theoretical framework applied in this study incorporates supply chain management concepts comprising procurement, warehousing, production, transportation, and distribution along with operational management and sustainable interior design principles. Data were gathered through in depth interviews with 4 internal staff members and 2 clients, forum group discussion (FGD) sessions with 2 company managers, a one month field observation, and document analysis. Data validity was ensured using triangulation techniques. The main obstacles include idle time due to vendor delays, accumulation of leftover materials without digital inventory tracking, minor damage during distribution, and the absence of written standard operating procedures. The results indicate that the company's supply chain management flow operates systematically from upstream to downstream, starting from Order Requests, material procurement, material storage using Last In First Out (LIFO) and First In First Out (FIFO) systems, shop drawing based production, to delivery via Lalamove fleets with cardboard packing protection. Based on field observations, idle time caused by vendor delays has been anticipated by relocating primary vendors. Furthermore, observations revealed project delay handovers beyond the stipulated timeline, as well as infrequently executed quality control. Based on these obstacles and new findings, evaluation recommendations are provided for the company, which include implementing an integrated information system, establishing standard operating procedures for business processes, hiring additional drafters and supervisors, and setting a time limit of 2 weeks per room area for shop drawing production.
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