PENGUKURAN KINERJA RANTAI PASOK DENGAN KEY PERFORMANCE INDICATOR (KPI) PADA PERUSAHAAN MANUFAKTUR SEPATU MENGGUNAKAN KONSEP GREEN SUPPLY CHAIN MANAGEMENT

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Published: 2025-12-30
DOI: https://doi.org/10.24912/6mebpa98
Keywords:
Performance Measurement, Key Performance Indicator, Green Supply Chain Management, Objective Matrix, Traffic Light System
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Fadilah Ikhsan Putra
UNIVERSITAS TARUMANAGARA
Mohammad Agung Saryatmo
UNIVERSITAS TARUMANAGARA
Andres

Abstract

The objective of this research is to develop prioritized indicators for companies by designing performance measurement using the Green Supply Chain Management (GSCM) approach, Key  Performance Indicators (KPI), Supply Chain Operations Reference (SCOR) model, Objective  Matrix (OMAX), and Traffic Light System to analyze environmentally friendly logistics strategies  and concepts in support of corporate sustainability and efficiency. This study was conducted on  a footwear manufacturing company. The performance measurement design, based on the green  supply chain management concept aligned with the company's vision and mission, resulted in  the identification of 45 key performance indicators. The company then selected 20 indicators out  of the 45 proposed for further modeling using the Green SCOR method, which includes five  perspectives: plan, source, make, deliver, and return. Performance scores were then calculated  using the Objective Matrix (OMAX) and the Traffic Light System. The results showed that 12  indicators were marked green, 6 were yellow, and 2 were red. Each perspective received a score  as follows, return 9.090, delivery 8.402, source 7.589, make 7.333, and plan 6. The plan  perspective received the lowest score, indicating that immediate improvements should be made  in the plan perspective, particularly regarding unmet indicators, to achieve the company’s  performance targets. 

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Vol. 4 No. 3 (2025): Jurnal Mitra Teknik Industri

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Articles
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This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

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