Gatneh, Qashmal (2026) Design Of Business Strategies And Performance Measurement System Through Balanced Scorecard And Quantitative Strategic Planning Matrix Approaches In A Textile Manufacturing Company. Other thesis, Institut Teknologi Sepuluh Nopember.
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Abstract
The textile manufacturing company that is the subject of this study focuses on the production of sarongs for the domestic market and faces competitive pressure from low-cost imported products, a shift in sales channels to digital platforms, and the need to improve process efficiency and quality consistency. These conditions require the formulation of measurable business strategies and a performance measurement system that can translate strategic direction into operational targets. This study uses a case study approach with primary data obtained through interviews with management, as well as secondary data to complement the understanding of the industry context. Internal analysis is compiled using the McKinsey 7S framework, while external analysis uses PESTEL, then all findings are summarized in SWOT as the basis for determining strategic factors. The strategy formulation stage was carried out through the preparation of IFE and EFE matrices, mapping the company's position using the IE Matrix, formulating alternative strategies through TOWS, and determining priorities using the Quantitative Strategic Planning Matrix or QSPM. The evaluation results showed an IFE score of 2.083 and an EFE score of 2.325, placing the company in Cell V with a general direction of hold and maintain. Of the 13 alternative strategies produced, the priority strategy based on QSPM is to increase production efficiency through process improvement and reduction of errorprone manual activities with a total attractiveness score of 5.168. Furthermore, the performance measurement system was designed using the Balanced Scorecard and produced six strategic objectives which were broken down into 20 key performance indicators along with their weightings. The KPIs with the highest global weightings are E-commerce Sales Volume Contribution and Gross Profit Margin Improvement, each with a weighting of 0.156. As a monitoring tool, a integrated dashboard is formulated consisting: Main Interface, KPI Database, and SOPs Database, equipped with macro buttons for navigation and visualization of KPI achievements based on phase, perspective, and department, so that the performance monitoring and evaluation process can be carried out consistently based on data.
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Perusahaan tekstil yang menjadi objek penelitian berfokus pada produksi sarung untuk pasar domestik dan menghadapi tekanan dari produk impor murah, pergeseran ke platform digital untuk penjualan, dan kebutuhan untuk meningkatkan efisiensi proses dan konsistensi kualitas. Kondisi ini membutuhkan pengembangan strategi bisnis yang dapat diukur dan sistem pengukuran kinerja yang dapat menerjemahkan sasaran strategis menjadi target operasional. Untuk meningkatkan pemahaman konteks industri, studi kasus ini menggunakan data sekunder dan primer dari wawancara dengan manajemen. Kerangka McKinsey 7S digunakan untuk analisis internal, dan PESTEL digunakan untuk analisis eksternal. Semua hasil dikumpulkan dalam SWOT, yang digunakan untuk menentukan faktor kunci. Untuk mencapai tahap formulasi strategi, matriks IFE dan EFE dibuat. Matriks IE digunakan untuk memetakan posisi perusahaan, TOWS digunakan untuk membuat strategi alternatif, dan Quantitative Strategic Planning Matrix (QSPM) digunakan untuk menentukan prioritas. Hasil evaluasi menunjukkan bahwa skor IFE perusahaan adalah 2.083 dan skor EFE adalah 2.325, yang menunjukkan bahwa perusahaan berada pada kuadran V dengan tema strategis hold and maintain. Dari 13 alternatif strategi yang telah dirumuskan, strategi yang memiliki prioritas tertinggi berdasarkan QSPM dengan STAS 5.168 adalah meningkatkan efisiensi produksi melalui perbaikan proses dan mengurangi aktivitas manual yang rentan terhadap kesalahan. Selanjutnya, Balanced Scorecard digunakan untuk membangun sistem pengukuran kinerja. Ini menghasilkan enam sasaran strategis, yang kemudian diturunkan menjadi dua puluh Key Performance Indicator (KPI) dan pembobotannya. E-commerce Sales Volume Contribution dan Gross Profit Margin Improvement adalah KPI dengan bobot tertinggi, masing-masing sebesar 0.156. Sebagai perangkat pemantauan, dashboard uu7 +6 + + dirancang mencakup: Database Utama, Database KPI, dan Database SOP. Ada tombol makro untuk navigasi dan menampilkan capaian KPI berdasarkan fase, perspektif, dan departemen. Ini memungkinkan proses pemantauan dan evaluasi kinerja dilakukan secara konsisten dengan data.
| Item Type: | Thesis (Other) |
|---|---|
| Uncontrolled Keywords: | Balanced Scorecard, Performance Measurement, Quantitative Strategic Planning Matrix, Strategic Management. |
| Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD1393.25 Business enterprises H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HD Industries. Land use. Labor > HD30.28 Planning. Business planning. Strategic planning. H Social Sciences > HD Industries. Land use. Labor > HD58.93 Balanced scorecard |
| Divisions: | Faculty of Industrial Technology and Systems Engineering (INDSYS) > Industrial Engineering > 26201-(S1) Undergraduate Thesis |
| Depositing User: | Qashmal Gatneh |
| Date Deposited: | 21 Jan 2026 02:48 |
| Last Modified: | 21 Jan 2026 02:48 |
| URI: | http://repository.its.ac.id/id/eprint/129908 |
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