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Abstrak :
[ABSTRAK
Departmen pembelian telah bergeser dari sekedar kegiatan administrasi menjadi suatu fungsi strategis dalam perusahaan. Kemampuan departmen pembelian dalam membeli barang atau jasa secara strategis memungkinkan perusahaan untuk melakukan efisiensi biaya dan di saat bersamaan akan berkontribusi terhadapa daya saing perusahaan melalui kerjasama strategis dengan penyedia jasa atau barang. Salah satu alat yang umum digunakan dalam menyusun strategi pembelian ialah dengan menggunakan purchasing portfolio matrix untuk mengetahui strategi yang tepat untuk masing-masing komoditas. PT.XYZ ialah salah satu perusahaan minyak dan gas bumi mencoba untuk menyusun strategi pembelian mereka. Untuk membatasi jumlah komoditas yang akan dianalisa, maka dilakukan analisa pengeluaran untuk mendapatkan daftar 25 komoditas yang memiliki nilai pembelian terbesar dalam 3 tahun terakhir. Dua parameter digunakan untuk menyusun purchasing portfolio matrix ialah resiko ketersediaan dan faktor keuntungan. Berdasarkan kedua parameter, PT.XYZ dapat menyusun strategi pembelian mereka untuk masing-masing komoditas.

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

Abstrak :
This study discusses supplier mapping based on supply and supplier performance in the cosmetics industry in an effort to increase the competitive advantage of buying companies. The Analytical Hierarchy Process (AHP) is a method used to weight important criteria and sub-criteria in supplier assessment. Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) is used to assess suppliers. The results of TOPSIS are used to map suppliers based on the Purchasing Portfolio Matrix with the risk dimensions of the supplier's goods and the effect of the supply on the profit of the buying company and the Supplier Potential Matrix with the dimensions of the ability and willingness of the supplier. Supplier mapping aims to facilitate companies in managing suppliers. The results of the mapping show that there is one supplier that needs improvement with recommendations of four action plans. ...... Penelitian ini membahas mengenai pemetaan pemasok berdasarkan barang dan performa pemasok dalam industri kosmetik dalam upaya meningkatkan keunggulan kompetitif perusahaan pembeli. Analytical Hierarchy Process (AHP) merupakan metode yang digunakan untuk membobotkan kriteria dan sub-kriteria penting dalam penilaian pemasok. Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) digunakan untuk menilai pemasok. Hasil dari TOPSIS digunakan untuk memetakan pemasok berdasarkan Purchasing Portfolio Matrix dengan dimensi resiko barang pemasok dan pengaruh barang terhadap profit perusahaan pembeli serta Supplier Potential Matrix dengan dimensi kemampuan dan kesedian pemasok. Pemetaan pemasok bertujuan untuk memudahkan perusahaan dalam mengatur pemasok. Hasil pemetaan menunjukan terdapat satu pemasok yang membutuhkan peningkatan dengan empat rekomendasi rencana aksi.

Abstrak :
Hubungan manajemen pemasok adalah salah satu kegiatan terkait rantai pasokan yang paling penting bagi sebagian besar perusahaan yang bekerja dengan banyak pemasok. Pembelian dan manajemen persediaan berpengaruh signifikan terhadap keunggulan kompetitif perusahaan pembeli. Purchasing Portfolio Matrix (PPM) - Supplier Portofolio Matrix (SPM) memungkinkan pembuat keputusan untuk mensegmentasikan pemasok berdasarkan karakteristik pemasok dan hubungannya dengan perusahaan pembeli. Segmentasi pemasok menggunakan segmentasi gabungan PPM-SPM dalam industri manufaktur Indonesia yang diamati untuk dapat mengelola hubungan pemasok. Penelitian ini mengusulkan pendekatan integratif yang mencakup variabel supplier risk, profit impact, kemauan pemasok, dan kemampuan pemasok sebagai kriteria dimensi untuk segmentasi pemasok. Metode yang digunakan dalam penelitian ini adalah  Best-Worst Method (BWM) untuk memperoleh bobot kriteria evaluasi pemasok, Hasil penelitian ini adalah rekomendasi strategi manajemen hubungan dengan supplier yang sesuai untuk setiap segmen pemasok.

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The supplier management relationship is one of the most crucial supply chain-related activities for most firms working with multiple suppliers. Purchasing and supply management significant influence on the competitive advantages of a buying company. Purchasing Portfolio Matrix (PPM)-Supplier Portfolio Matrix (SPM) framework allows decision-makers to segment suppliers based on supplier characteristics and their relationship with the buying company. Supplier segmentation use combined PPM-SPM segmentation in the Indonesian manufacturing industry observes to be able to manage supplier relationships. This paper proposes an integrative approach that includes variables regarding supplier risk, profit impact, supplier willingness, and supplier capabilities as dimensions criteria for segmenting suppliers. The method used in this study is the Best-Worst Method (BWM) to obtain the weight of supplier evaluation criteria. The results of this study are the evaluation of relationship management strategies with suppliers that are appropriate for each supplier segment.