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Bagian 4Penyusunan Strategi SI/TI, Strategi Sistem Informasi, Portofolio Aplikasi

AgendaProses penyusunan strategi SI/TIStrategi SIPenyusunan portofolio aplikasi

Proses Penyusunan Strategi SI/TI

Perlu nggak sih?

Menentukan Strategi Bisnis SI

Penyusunan Strategi Sistem Informasi

Strategi SISumber Ward Peppard hal. 165Ringkasan strategi bisnisArgumentasiPeluang SI untuk keunggulanPerbaikan untuk menghindari kerugianMcFarlan model & portofolio aplikasiPrioritas pengembangan (akan didiskuskan pada fase 6)Isu-isu yang muncul setelah pengembangan strategi SI

Strategi Sistem InformasiValue Chain & ISPorter Industry Value Chain & ISPorter Competitive Forces & ISGeneric Business Strategies & ISSWOT / TOWSBalanced Scorecard

Porter Value ChainTerutama bermanfaat manakala organisasi tersebut tidak memiliki rencana strategis yg jelas

Value Shop

Value Network

Industry Value Chain

Manfaat SI dalam Industry Value / Supply ChainInventory: Share information on stocks and demands, to avoid unnecessary carrying costAdministration: Paperless transaction of sales order, purchase order, invoice, sales receipt, delivery order, etc.Transport/storage: optimize transport & storage spaceDesign: customer feedbacks to enable product developmentFinance: improve cashflow by lowering Accounts ReceivablesCapacity: also includes the ability to better predict customer demand better production capacity planningServices: allow third party service to be directly embeded in the service to the customer, with less delivery delays.

Porter Competitive Forces

Potensi SI pada persainganQ: How do we do it? With what kind of IS applications?

ForcesBusiness implicationsPotential IS/IT effectsThreat of new entrantsAdditional (industry) capacityReduced priceNew basis for competitionProvide entry barriers / reduce access by:Economies of scaleDifferentiate productControl distribution channels Segment marketsBuyer power high/ Posisi tawar pembeli tinggiForces price downDifferentiate productImprove price/performanceIncrease switching costFacilitate buyer-side product selection

Q: How do we do it? With what kind of IS applications?

ForcesBusiness implicationsPotential IS/IT effectsSupplier power high / Posisi tawar supplier tinggiRaises cost raises priceReduced quality of supplyReduced availability of supplySupplier sourcing systemExtended quality control into suppliersForward planning with suppliersSubstitute productsLimits potential market & profitPrice ceilingsImprove price/performanceRedefine product to increase valueRedefine market segmentsIntense competition from existing rivalsPrice competitionProduct developmentsDistribution is criticalCustomer loyalty requiredImprove price/performanceDifferentiate productGet closer to end-consumer (understand requirements)

Case Study: Porter 5-Forces & SIThreat of new entrants: Massachusetts Mutual Life Insurance Co. membangun infrastruktur TI yg menghubungkan agen asuransi lokal dengan informasi komprehensif produk-produk asuransi. Hal ini membuat calon pesaing merasakan entry barrier, karena perlu biaya mahal dalam membangun infrastruktur tsb.

Bargaining Power of BuyersAmazon.com, online shop terkenal, meskipun orang bisa berbelanja di tempat lain, tapi karena Amazon.com bisa nebak keinginan customer, maka orang lebih senang berbelanja di Amazon.com.Baxter (penyedia logistik Rumah Sakit) menyediakan sistem EDI, sehingga memungkinkan zero inventory. Customer (RS) lebih senang, sehingga tidak mau menggunakan distributor lainnya. Semua ini meningkatkan switching cost

Bargaining Power of SuppliersKasus industri otomotif dimana pabrik mobil tidak bisa mengatur penjadualan pembelian pelat baja dengan tepat.Sehingga, dilakukan integrasi supply chain, sehingga data forecast kebutuhan material disediakan oleh pabrik mobil kepada pabrik baja.Pabrik baja, yang tadinya memiliki posisi tawar tinggi, justru menjadi lebih senang bekerja dgn pabrik mobil karena bisa membantu forecast produksi pelat baja.

Industry CompetitorsKasus pertama kali munculnya ATM: Citibank di AS dan BCA di IndonesiaFedex: informasi mengenai pengiriman barang

Case Study: Generic Strategies & SILow Cost Strategy:

Black & Decker, perusahaan perkakas, mengirimkan barang-barang ke agen dengan no return policy. Retur barang menyebabkan naiknya biaya gudang dan administrasi.Lantas bagaimana kalau salah forecast penjualan?Black & Decker membuat sistem informasi pertukaran stok barang antar agen.Disitulah Black & Decker mengurangi biaya distribusi. Alhasil, Black & Decker bisa bermain pada low-cost strategyLihat juga kasus Ryanair.com, Tiger Airways.

Differentiation StrategySingapore Airlines & Star AllianceMemiliki loyalty program / milage program (KrisFlyer) yang mencatat setiap orang telah bepergian berapa milKemudian berhadiah point, yang bisa dipakai untuk hotel berbintangService yang diberikan oleh Singapore Airlines juga berkelas

Focus-differentiationMisalnya BodyShopFokus pada wanita kelas atasDeferensi pada kualitasMenggunakan aplikasi CRM yang mencatat aktifitas setiap pelanggan, dan mencatat jadual kunjungan (termasuk mengingatkan)

SWOT TOWS Matrix

Maytag Hoover Example

IS Strategies of Maytag-Hoover

Rockart's Critical Success FactorsSmall number of easily identifiable operational goalsShape by industry, manager & environmentBelieved to assure firms successUsed to determine organizations information requirements

Critical Success Factors & Goals11.14CSF should also include quantifiable objectives!

CSF MethodologyManager A CSFManager B CSFManager C CSFManager D CSFDevelop agreement on companys CSFDefine companys prioritized CSFDevelop IS Application PrioritiesDefine Decision Support SystemsWhat is important for your organization?

CSF LevelsIndustry CSF (KSF)

The Balanced ScorecardExample: Manufacturing Company of Electrical ProductImported componentsOrders tend to be unique for specific customer, now using stock strategyProblems:Cost for components acquisitionCost of finished goodsLong delivery time

Dikembangkan jadi aplikasi S.I.Ingat bagaimana komponen-komponen dalam BSC terkait satu sama lain!

CSF dari BSC (kasus gudang)Objectives to: achieveMeasuresCritical Success Factors by: taking actionInformation & systems requiredMeasuresCritical Success Factors by: taking actionStock turnoverWrite offsStockhandling / carrying costTo reduce stock costBy:Earlier identification of obselete itemsBetter forecasting to reduce safety stocks, etc.New analysis of stock turnovers to separate fast moving & slow moving itemsImproved stock forecasting based on more accurate sales forecast / actualsNew stock replenishment algorithm for different types of stock

Aplikasi SI dari BSC-CSF

Penyusunan Portofolio Aplikasi

Understanding the Boston Consulting Group (BCG) MatrixSTARWILDCATCASH COWDOGFunds $$

McFarlan Strategic Grid

FactoryFor smooth operations, some firms are heavily dependent on cost-effective, totally reliable IT operational support. Their applications portfolios, however, are dominated by maintenance work and applications that, while profitable and important in their own right, are not fundamental to the firm's ability to compete

SupportThere are firms, some of which may have very large IT budgets, that are not fundamentally operationally dependent on the smooth functioning of the IT activity, Nor are their applications portfolios aimed at the critical strategic needs of the company.

TurnaroundSome firms may receive considerable amounts of IT operational support, but the company is not absolutely dependent on the uninterrupted cost-effective functioning of this support to achieve either short term or long-term objectives. The applications under development, however, are absolutely vital for the firm to reach its strategic objectives.

StrategicThere are companies for whom smooth functioning of the IT activity is critical to their operation on a daily basis and whose applications under development are critical for their future competitive success.

The IS Application PortfolioSTRATEGIC

Applications that critical to sus- taining future business strategyHIGH POTENTIAL

Applications that may be important in achieving future successKEY OPERATIONAL

Applications on which the orga- nization currently depends for successSUPPORT

Applications that are valuable but not critical to successClosely related and derived from McFarlan MatrixFuturePresentImportantLess critical

Phase OutcomeMcFarlans Strategic Grid and narrative about each application on the Strategic GridPrioritized Application Portfolio Table.