Rekayasa Ulang Proses Bisnis Pengiriman Paket di Divisi Logistik Processing Center PT. POS Kota Bandung
Authors: 10070219048 Nazirah Zikri , Djamaludin  , Reni Amaranti  
Published: March 2024

Abstract. The increasingly advanced era of globalization is currently spurring higher business competition as well. One way that can be done in an effort to improve company performance, especially in the logistics division of service companies, is to improve performance that has been running through its business processes. PT. POS Indonesia is a company in the field of package delivery services that has been around for a long time and currently has quite a variety of competitors who are currently making a number of improvements in an effort to improve package delivery logistics services. It is known that one of the logistical problems so far at PT. Pos Indonesia is a delivery process that is received late by the customer or does not comply with the existing standard delivery time, which is for a maximum of 6 days. This raises problems in terms of service, speed and cost to the public. Based on this problem, it is necessary to make changes to the business process in the package delivery logistics division of PT. POS Indonesia with the application of BPR (Business Process Reengineering). Business Process Reengineering is the concept of re-engineering business processes that have weaknesses in the process. The goal is to improve a process performance to make it more efficient. The research begins by collecting several references related to Business Process Reengineering. The data collection method was carried out by means of observation to case studies, interviews with PT. POS Indonesia parcel delivery logistics division and similar literature studies. Understanding a business process uses the ASME (American Society of Mechanical Engineers) standard process map. Based on the ASME standard process map, business process performance can be calculated by calculating throughput efficiency. Steps to improve and improve process reengineering are carried out to make business processes more efficient. The final result of the research is a redesign of the recommendation process business model that increases throughput efficiency from 34.60% in the previous process to 87.72%..
Abstrak. Era globalisasi yang semakin maju saat ini memacu persaingan bisnis yang semakin tinggi pula. Salah satu cara yang dapat dilakukan dalam upaya meningkatkan kinerja perusahaan khususnya pada divisi logistik perusahaan jasa yaitu dengan melakukan perbaikan kinerja yang telah berjalan melalui proses bisnisnya. PT. POS Indonesia merupakan salah satu perusahaan di bidang jasa bagian pengiriman paket yang telah cukup lama berdiri dan saat ini mendapat pesaing yang cukup beragam yang tengah melakukan sejumlah pembenahan dalam upaya meningkatkan layanan logistik pengiriman paket. Diketahui salah satu permasalahan logistik selama ini di PT. Pos Indonesia adalah proses pengiriman yang terlambat diterima oleh pelanggan atau tidak sesuai dengan standar waktu pengiriman yang telah ada yaitu selama maksimal 6 hari. Berdasarkan masalah ini perlu dilakukan perubahan proses bisnis pada divisi logistik pengiriman paket PT. POS Indonesia dengan penerapan BPR (Business Process Reengineering). Business Process Reengineering adalah konsep untuk mengubah ulang proses bisnis yang memiliki kelemahan pada proses. Tujuanya untuk memperbaiki sebuah kinerja proses agar lebih efisien. Penelitian dimulai dengan mengumpulkan beberapa referensi yang berkaitan dengan Business Process Reengineering. Metode pengumpulan data dilakukan dengan cara observasi ke studi kasus, wawancara dengan pihak PT. POS Indonesia divisi logistik pengiriman paket dan studi literatur sejenis. Memahami suatu proses bisnis digunakan peta proses standar ASME (American Society of Mechanical Engineers). Berdasarkan peta proses standar ASME dapat dihitung kinerja proses bisnis dengan menghitung efisiensi throughput. Langkah peningkatan dan penyempurnaan rekayasa ulang proses dilakukan agar proses bisnis lebih efisien. Hasil akhir penelitian adalah sebuah rancangan ulang model bisnis proses rekomendasi yang meningkatkan efisiensi throughput dari 34,60% pada proses sebelumnya menjadi 87,72%.