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"[ABSTRAKDepartmen pembelian telah bergeser dari sekedar kegiatan administrasimenjadi suatu fungsi strategis dalam perusahaan. Kemampuan departmenpembelian dalam membeli barang atau jasa secara strategis memungkinkanperusahaan untuk melakukan efisiensi biaya dan di saat bersamaan akanberkontribusi terhadapa daya saing perusahaan melalui kerjasama strategis denganpenyedia jasa atau barang. Salah satu alat yang umum digunakan dalam menyusunstrategi pembelian ialah dengan menggunakan purchasing portfolio matrix untukmengetahui strategi yang tepat untuk masing-masing komoditas.PT.XYZ ialah salah satu perusahaan minyak dan gas bumi mencoba untukmenyusun strategi pembelian mereka. Untuk membatasi jumlah komoditas yangakan dianalisa, maka dilakukan analisa pengeluaran untuk mendapatkan daftar 25komoditas yang memiliki nilai pembelian terbesar dalam 3 tahun terakhir. Duaparameter digunakan untuk menyusun purchasing portfolio matrix ialah resikoketersediaan dan faktor keuntungan. Berdasarkan kedua parameter, PT.XYZ dapatmenyusun strategi pembelian mereka untuk masing-masing komoditas.

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ABSTRACTPurchasing has shifted from clearical function into strategic function.Purchasing department ability to purchase material and services in more strategicway will enable company to save a lot of money and at the same time enablecompany to achieve competitive advantage through strategic partnership. The mostcommon tool to define purchasing strategy is by using purchasing portfolio matrixto define which strategy is suitable for specific commodity.PT.XYZ which was one of oil and gas company is trying to develop theirpurchasing strategy. To limit the commodity type, spending analysis is performedto obtain top 25 commodities that contribute to highest purchasing value within lastthree years. Two parameters are used when developing purchasing portfolio matrixare supply risk and profit impact. Based on those parameters, those 25 commoditiesis mapped into purchasing portfolio matrix depend on the value of profit impact andsupply risk for each specific commodity. Based on the matrix result, PT.XYZ candefine better purchasing strategy for each commodity, Purchasing has shifted from clearical function into strategic function.Purchasing department ability to purchase material and services in more strategicway will enable company to save a lot of money and at the same time enablecompany to achieve competitive advantage through strategic partnership. The mostcommon tool to define purchasing strategy is by using purchasing portfolio matrixto define which strategy is suitable for specific commodity.PT.XYZ which was one of oil and gas company is trying to develop theirpurchasing strategy. To limit the commodity type, spending analysis is performedto obtain top 25 commodities that contribute to highest purchasing value within lastthree years. Two parameters are used when developing purchasing portfolio matrixare supply risk and profit impact. Based on those parameters, those 25 commoditiesis mapped into purchasing portfolio matrix depend on the value of profit impact andsupply risk for each specific commodity. Based on the matrix result, PT.XYZ candefine better purchasing strategy for each commodity]"

"ABSTRAKTujuan dari penelitian ini adalah untuk mengategorikan barang dan jasa yang diminta oleh sebuah kapal di perusahaan pelayaran Indonesia menggunakan model portofolio Kraljic. Saat ini, perusahaan mengelompokkan barang dan jasa (komoditas) berdasarkan sifat dan kritikalitas fungsi. Namun, pengelompokan saat ini tidak menggambarkan strategi pembelian ketika perusahaan ingin memperoleh masing-masing komoditas. Dalam penelitian ini, skor komoditas untuk risiko supply dan dampak profit didapat melalui fuzzy multi-attribute. Tiga ahli pengadaan di perusahaan terlibat dalam penilaian attribute risiko supply dan dampak profit. Empat orang tambahan-total tujuh orang responden memberikan nilai untuk setiaps kelompok komoditas, yang digunakan untuk mengetahui skor kinerja sehubungan dengan risiko supply dan dampak profit. Komoditas kelompok kemudian ditempatkan dalam model portofolio Kraljic dengan penskalaan multidimensi. Hasil penelitian menunjukkan bahwa tiap kelompok barang masuk kedalam salah satu kuadran kategori Kraljic dan perlu adanya sistem pengelolaan vendor. Pengategorian akan membantu perusahaan untuk membuat jenis hubungan yang tepat antara perusahaan dengan pemasok sehingga proses pengadaan bisa lebih andal dan waktu yang dibutuhkan untuk memperoleh barang menjadi lebih pendek.

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ABSTRACTThe goal of the study is to categorize the goods and services requested from a ship in an Indonesian shipping company into four quadrants using Kraljic's portfolio model. Currently, the company groups the goods and services (commodities) based on its critical nature and functionality. However, current grouping does not signify the purchasing strategy when the company wants to acquire each commodity. In this study, the commodity scores for their supply risk and potential profit impact through Fuzzy multi-attributete. Three procurement experts in the company are involved in scoring the supply risk and profit impact attributes. An additional four persons-a total of seven respondents scores identification of a list of group commodities, and used for finding out the performance scores with respect to supply risk and profit impact dimension. The group commodities are then placed in the Kraljic's Portfolio Model with multidimensional scaling. The results showed that each group of goods belonged to one of the Kraljic category quadrants and the necessity of vendor management system. The categorizing will help the company to make a proper type of relationship with the supplier so the procurement process can be more reliable and the time needed for acquiring goods become shorter."