RISK MANAGEMENT IN SUPPLIER SELECTION AT PT. NISSAN MOTOR INDONESIA

• Main Author: Pramadi Kusuma (NIM: 29116176), Angga
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/25581
• Institution: Institut Teknologi Bandung

Supply chain management is consider to be the most rapidly growing field of management. Purchasing management has played an important part as the way to business success in supply chain management. Supplier selection is one of the decisions which determined the long-term viability of the company. In order to evaluate and select the suppliers, companies must identify some important things such as methodologies, criteria, and problems (strategies). However, problem related to supplier performance in term of operational and financial scope still occurs. Daily problems are varied, ranging from quality, cost, delivery, development, and management. NMI suffer huge loss from delay delivery from supplier. As a result, line production must be stopped. Another loss also occur when supplier unable to foresee fluctuation in economic and failed to find recovery action to maintain or minimize their cost. Eventually they are asking price increment that should be bear by NMI. <br /> <br /> <br /> <br /> <br /> <br /> To filling the gap among unevaluated risk in supplier selection, risk management carried out in this research. Risk management conducted based on ISO 31000:2018 framework since it gives more detail and comprehensive guidance in risk management process. Input in this research comes from brainstorming and survey with decision makers in purchasing department. Altogether with that input, explorative study by fish-bone diagram was performed to find a root cause of the problem. From many criteria in supplier selection, most relevant criteria with condition at NMI was chosen. These criteria basically derived from 3 pillars of sustainability, namely economic, environment and social. <br /> <br /> <br /> <br /> <br /> <br /> As a result, it can be conclude that in general economic become most critical risk in supplier selection, followed by environment and social consecutively. While in detail; there is no risk factor categorized in extreme risk level, there are six risk factors categorized in high risk level, there is nine risk factors categorized in medium risk level, and there is one risk factor categorized in low risk level. For each sub-criteria which categorize as high and/or extreme level, risk treatment was carried out. Action plan and implementation schedule was formulated for each of risk factor. Action plan consist of treatment option, how to address risk, what action to be taken, who is responsible for action, and what resource are required. Schedule consist of project milestone itself and risk mitigation plan. It also includes monitoring and review needed.