{"id":7143,"date":"2026-10-26T11:29:11","date_gmt":"2026-10-26T04:29:11","guid":{"rendered":"https:\/\/forwarder.ai\/blog\/?p=7143"},"modified":"2026-10-26T11:39:59","modified_gmt":"2026-10-26T04:39:59","slug":"material-requirements-planning","status":"publish","type":"post","link":"https:\/\/forwarder.ai\/blog\/material-requirements-planning\/","title":{"rendered":"Material Requirements Planning: Cara Kerja MRP untuk Merencanakan Kebutuhan Bahan"},"content":{"rendered":"<p>Stok bahan baku di gudang mungkin terlihat mencukupi, tetapi belum tentu bisa digunakan seluruhnya untuk memenuhi pesanan baru. Sebagian material mungkin sudah dialokasikan untuk produksi lain sehingga perusahaan perlu menghitung kembali jumlah bahan yang masih diperlukan.<\/p>\n<p>Perencanaan tersebut juga harus mempertimbangkan jadwal produksi dan waktu pengiriman dari pemasok. <em>Material requirements planning<\/em> (MRP) membantu perusahaan menentukan kebutuhan bahan sekaligus merencanakan waktu pengadaannya.<\/p>\n<p>Lalu, bagaimana cara kerja MRP dan apa perannya dalam pengadaan bahan baku? Yuk, kita bahas selengkapnya dalam artikel ini!<\/p>\n<h2>Masalah Produksi yang Dibantu oleh <em>Material Requirements Planning<\/em><\/h2>\n<figure id=\"attachment_7144\" aria-describedby=\"caption-attachment-7144\" style=\"width: 300px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" class=\"size-medium wp-image-7144\" src=\"https:\/\/forwarder.ai\/blog\/wp-content\/uploads\/2026\/10\/Material-Requirements-Planning2-300x200.webp\" alt=\"Material Requirements Planning (magnific)\" width=\"300\" height=\"200\" srcset=\"https:\/\/forwarder.ai\/blog\/wp-content\/uploads\/2026\/10\/Material-Requirements-Planning2-300x200.webp 300w, https:\/\/forwarder.ai\/blog\/wp-content\/uploads\/2026\/10\/Material-Requirements-Planning2-1024x683.webp 1024w, https:\/\/forwarder.ai\/blog\/wp-content\/uploads\/2026\/10\/Material-Requirements-Planning2-768x512.webp 768w, https:\/\/forwarder.ai\/blog\/wp-content\/uploads\/2026\/10\/Material-Requirements-Planning2.webp 1500w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><figcaption id=\"caption-attachment-7144\" class=\"wp-caption-text\">Material Requirements Planning (magnific)<\/figcaption><\/figure>\n<p>Setiap produk membutuhkan berbagai komponen yang harus tersedia sesuai jadwal produksi. <em>Material requirements planning<\/em> adalah metode perencanaan yang membantu perusahaan menentukan bahan dan waktu pemenuhannya berdasarkan kebutuhan produksi.<\/p>\n<p>Melalui MRP, perusahaan bisa mengantisipasi kekurangan material sebelum menghambat proses produksi. Namun, hasil perencanaannya tetap perlu didukung <a href=\"https:\/\/forwarder.ai\/blog\/inventory-control-adalah\/\">data persediaan yang akurat<\/a> dan kepastian jadwal pengiriman dari pemasok.<\/p>\n<p><strong>Baca juga:<\/strong> <a href=\"https:\/\/forwarder.ai\/blog\/supply-chain-management\/\">Supply Chain Management: Pengertian, Proses, dan Strateginya<\/a><\/p>\n<h2>Tiga Data Inti MRP: MPS, <em>Bill of Materials<\/em>, dan <em>Inventory Records<\/em><\/h2>\n<p>Perhitungan MRP bergantung pada tiga jenis informasi dengan fungsi berbeda. Kita dapat menggunakan contoh pabrik meja agar hubungan ketiganya lebih mudah dipahami:<\/p>\n<ul>\n<li><strong><em>Master Production Schedule<\/em> (MPS)<\/strong> menunjukkan produk yang akan dibuat beserta jumlah dan jadwalnya, misalnya 50 meja minggu depan.<\/li>\n<li><strong><em>Bill of Materials<\/em> (BOM)<\/strong> merinci komponen untuk setiap produk. Satu meja, misalnya, membutuhkan empat kaki meja.<\/li>\n<li><strong><em>Inventory records<\/em><\/strong> mencatat stok tersedia dan penerimaan material yang sudah terjadwal, misalnya 60 kaki meja di gudang serta 40 unit yang akan datang.<\/li>\n<\/ul>\n<p>MPS menentukan target, BOM menerjemahkannya menjadi kebutuhan komponen, sedangkan catatan persediaan menunjukkan bahan yang masih bisa digunakan. Ketiganya harus merujuk pada periode produksi yang sama agar perhitungannya tidak meleset.<\/p>\n<h2>Cara MRP Menghitung <em>Gross Requirement<\/em> dan <em>Net Requirement<\/em><\/h2>\n<p>Untuk memproduksi 50 meja dengan kebutuhan empat kaki per meja, MRP memperoleh <em>gross requirement<\/em> sebanyak 200 kaki meja. Angka tersebut merupakan kebutuhan kotor sebelum memperhitungkan persediaan.<\/p>\n<p>Selanjutnya, sistem menghitung <em>net requirement<\/em>, yaitu tambahan material yang masih diperlukan setelah mempertimbangkan stok dan pasokan terjadwal.<\/p>\n<div class=\"table-responsive\">\n<table>\n<thead>\n<tr>\n<th>Komponen Perhitungan<\/th>\n<th>Jumlah<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Kebutuhan kotor<\/td>\n<td>200 unit<\/td>\n<\/tr>\n<tr>\n<td>Stok yang bisa digunakan<\/td>\n<td>60 unit<\/td>\n<\/tr>\n<tr>\n<td>Pesanan yang tiba tepat waktu<\/td>\n<td>40 unit<\/td>\n<\/tr>\n<tr>\n<td><strong>Kebutuhan bersih<\/strong><\/td>\n<td><strong>100 unit<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<p>Artinya, perusahaan masih perlu menyediakan 100 kaki meja. Contoh ini mengasumsikan seluruh stok layak pakai, pesanan 40 unit datang sebelum dibutuhkan, serta tidak ada ketentuan stok pengaman atau pembelian minimum.<\/p>\n<p>Jika asumsi tersebut berubah, jumlah kebutuhan bersih juga perlu dihitung ulang.<\/p>\n<p><strong>Baca juga:<\/strong> <a href=\"https:\/\/forwarder.ai\/blog\/perbedaan-buffer-stock-dan-safety-stock\/\">Perbedaan Buffer Stock dan Safety Stock<\/a><\/p>\n<h2>Proses Menentukan Jumlah serta Waktu Pemesanan Bahan<\/h2>\n<p>Angka kebutuhan bersih belum tentu langsung menjadi jumlah pembelian. Tim pembelian perlu memeriksa aturan pemesanan pemasok, misalnya jumlah minimum pembelian atau kelipatan kemasan.<\/p>\n<p>Jika kekurangannya 100 unit, tetapi pemasok hanya menerima pesanan minimal 120 unit, rencana pembelian mungkin harus menyesuaikan ketentuan tersebut.<\/p>\n<p>Penentuan waktu pemesanan juga perlu mempertimbangkan <a href=\"https:\/\/forwarder.ai\/blog\/lead-time\/\"><em>lead time<\/em><\/a>, yaitu waktu sejak bahan dipesan hingga siap digunakan.<\/p>\n<p>Misalnya, jika kaki meja dibutuhkan Senin depan dan pemasok memerlukan lima hari kerja untuk mengirimkannya, tim pembelian harus menjadwalkan pesanan lebih awal. Tim juga perlu memperhitungkan hari kerja dan waktu penerimaan barang di gudang agar bahan siap digunakan sesuai jadwal produksi.<\/p>\n<p><strong>Baca juga:<\/strong> <a href=\"https:\/\/forwarder.ai\/blog\/minimum-order-quantity-adalah\/\">Mengenal Minimum Order Quantity (MOQ), Fungsi, &amp; Cara Hitungnya<\/a><\/p>\n<h2><em>Output<\/em> MRP: <em>Planned Order<\/em>, <em>Reschedule<\/em>, dan <em>Action Message<\/em><\/h2>\n<p>Setelah menghitung kebutuhan bahan dan jadwal pemesanannya, MRP membantu perusahaan menentukan langkah berikutnya. Sistem dapat menyusun rencana pengadaan sekaligus menyarankan perubahan jika jadwal pemesanan tidak sesuai dengan kebutuhan produksi.<\/p>\n<p>Berikut tiga istilah penting untuk memahami hasil perencanaan tersebut:<\/p>\n<ul>\n<li><strong><em>Planned order<\/em><\/strong> merupakan usulan jumlah dan waktu pengadaan atau produksi material. Rencana ini belum otomatis menjadi pesanan pembelian resmi kepada pemasok.<\/li>\n<li><strong><em>Reschedule<\/em><\/strong> adalah usulan untuk mengubah jadwal pesanan yang sudah ada, misalnya mempercepat kedatangan komponen agar sesuai dengan jadwal produksi.<\/li>\n<li><strong><em>Action message<\/em><\/strong> merupakan pesan sistem yang meminta peninjauan atau tindakan, seperti mempercepat, menunda, atau membatalkan pesanan tertentu.<\/li>\n<\/ul>\n<p><em>Output<\/em> MRP dapat berbeda sesuai kondisi persediaan dan jadwal pengadaan perusahaan. Sistem bisa mengusulkan pesanan baru ketika terjadi kekurangan bahan atau menyarankan penyesuaian jadwal jika material yang sudah dipesan belum akan tiba sesuai kebutuhan.<\/p>\n<h2>Hubungan MRP dengan <em>Lead Time<\/em>, Pembelian, Gudang, dan Pemasok<\/h2>\n<p>Ketepatan jadwal pengadaan bahan bergantung pada informasi <em>lead time<\/em> dan koordinasi antartim. Tim pembelian perlu menerbitkan pesanan dan memastikan jadwal dengan pemasok, sementara staf gudang menyiapkan penerimaan serta memperbarui jumlah stok.<\/p>\n<p>Jika pemasok mengubah tanggal pengiriman, informasi tersebut harus segera masuk ke perencanaan agar tim produksi tidak menggunakan jadwal lama. Pengelolaan <a href=\"https:\/\/forwarder.ai\/blog\/membangun-hubungan-kuat-dengan-supplier-strategi-manfaat-dan-tantangan\/\">hubungan dan kinerja pemasok<\/a> juga penting ketika ketepatan pengiriman bahan berpengaruh langsung terhadap jadwal produksi.<\/p>\n<p>Perusahaan juga harus memperhitungkan waktu kontrol kualitas karena bahan yang sudah tiba di gudang belum tentu langsung siap digunakan. Proses <a href=\"https:\/\/forwarder.ai\/blog\/receiving-adalah\/\"><em>receiving<\/em><\/a> perlu memastikan jumlah, kondisi, dan data barang sesuai sebelum stok dianggap tersedia untuk proses berikutnya.<\/p>\n<p>Dengan informasi yang akurat, tim terkait bisa mengetahui kapan material benar-benar tersedia dan mengambil tindakan jika jadwal kedatangannya tidak sesuai dengan kebutuhan produksi.<\/p>\n<h2>Mengapa Akurasi BOM dan Data Stok Menentukan Hasil MRP?<\/h2>\n<p>MRP menghitung kebutuhan bahan berdasarkan informasi yang tercatat dalam sistem sehingga kesalahan pada <em>Bill of Materials<\/em> (BOM) atau data stok bisa memengaruhi jumlah pembelian.<\/p>\n<p>Misalnya, BOM mencatat satu meja membutuhkan tiga kaki, padahal seharusnya empat. Untuk memproduksi 50 meja, sistem akan menghitung kebutuhan 150 kaki meja, sementara jumlah sebenarnya mencapai 200 unit.<\/p>\n<p>Masalah serupa terjadi jika gudang mencatat 60 kaki meja tersedia, tetapi sebagian sudah rusak atau dialokasikan untuk pesanan lain.<\/p>\n<p>Tim produksi dan gudang perlu memperbarui daftar komponen serta data persediaan agar MRP dapat menghasilkan rencana pengadaan sesuai dengan kebutuhan sebenarnya.<\/p>\n<h2>MRP, DRP, dan ERP: Perbedaan Peran dalam Perencanaan<\/h2>\n<p>Perencanaan kebutuhan bahan merupakan salah satu bagian dari pengelolaan operasional perusahaan. Setelah produk selesai dibuat, perusahaan masih perlu mengatur persediaan barang jadi di jaringan distribusi serta menghubungkan informasi dari berbagai divisi.<\/p>\n<p>Kebutuhan tersebut melibatkan fungsi perencanaan yang berbeda, termasuk MRP, DRP, dan ERP.<\/p>\n<p>Kamu bisa melihat perbedaan fungsi dan cakupan masing-masing sistem melalui tabel berikut:<\/p>\n<div class=\"table-responsive\">\n<table>\n<thead>\n<tr>\n<th>Sistem<\/th>\n<th>Fungsi<\/th>\n<th>Cakupan<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>MRP<\/td>\n<td>Menghitung jumlah bahan yang dibutuhkan dan menentukan waktu pemenuhannya<\/td>\n<td>Perencanaan kebutuhan bahan baku dan komponen produksi<\/td>\n<\/tr>\n<tr>\n<td>DRP<\/td>\n<td>Merencanakan kebutuhan stok dan jadwal pengiriman barang ke berbagai lokasi<\/td>\n<td>Pengelolaan persediaan dalam jaringan distribusi<\/td>\n<\/tr>\n<tr>\n<td>ERP<\/td>\n<td>Mengintegrasikan data dan proses bisnis dalam satu sistem<\/td>\n<td>Berbagai fungsi perusahaan, seperti produksi, pembelian, gudang, dan keuangan<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<p>MRP dan DRP sama-sama membantu perusahaan merencanakan kebutuhan persediaan, tetapi memiliki fokus operasional yang berbeda. Berbeda dengan ERP yang memiliki cakupan lebih luas karena dapat mengintegrasikan berbagai fungsi bisnis, termasuk MRP dan DRP, dalam satu sistem.<\/p>\n<p>Perencanaan pengadaan tidak cukup hanya mengandalkan jumlah stok yang tercatat di gudang. Perusahaan juga perlu memperhitungkan alokasi material, pesanan yang masih dalam perjalanan, serta kebutuhan produksi berikutnya.<\/p>\n<p>Informasi tersebut membantu tim pembelian menentukan jumlah dan waktu pemesanan dengan lebih akurat.<\/p>\n<p>Melalui <em>material requirements planning<\/em>, berbagai informasi tersebut dapat menjadi dasar penyusunan rencana kebutuhan bahan. Namun, hasil perhitungannya tetap perlu didukung data yang akurat dan koordinasi dengan pemasok.<\/p>\n<p>Dengan begitu, perusahaan bisa mengurangi risiko kekurangan material tanpa harus terus menambah persediaan sebagai langkah antisipasi.<\/p>\n<p>Agar pengelolaan pengiriman lebih terstruktur dan mudah dipantau, perusahaan dapat memanfaatkan solusi logistik yang terintegrasi. 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