Redesain Business Model Canvas Menuju Sistem Pengukuran Kinerja Balanced Scorecard Studi Kasus: PT. Boma Bisma Indra (Persero)

Pratiwi, Sabrina Galih (2017) Redesain Business Model Canvas Menuju Sistem Pengukuran Kinerja Balanced Scorecard Studi Kasus: PT. Boma Bisma Indra (Persero). Undergraduate thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

PT. Boma-Bisma-Indra (Persero) merupakan salah satu perusahaan Badan Usaha Milik Negara Industri Strategis (BUMNIS) yang menjalankan bidang usaha Manajemen Proyek dan Jasa (MPJ) serta Mesin dan Peralatan Industri (MPI). Saat ini perusahaan tengah mengalami permasalahan dalam internal perusahaan sehingga mengakibatkan terjadinya kerugian pada tahun 2010-2015 dan tidak tercapainya target pertumbuhan penjualan pada tahun 2012-2016. Permasalahan ini disebabkan belum fokusnya perusahaan dalam memberikan pemahaman cara perusahaan menghasilkan profit dengan model bisnis berbasis Business Model Canvas (BMC), seperti produk yang dihasilkan memiliki kesamaan dengan salah satu perusahaan BUMNIS lain yang juga bergerak pada bidang heavy industry. Oleh karena itu PT. Boma-Bisma-Indra (Persero) perlu meredesain BMC eksisting dengan strategi bersaing yang tepat dan sesuai dengan arahan sasaran strategis BUMN pada kluster heavy industry dan melaksanakan pengukuran kinerja untuk mengetahui seberapa besar pencapaian kinerja perusahaan. Penelitian ini bertujuan untuk mengembangkan model redesain BMC PT. Boma-Bisma-Indra (Persero) melalui Expert Judgement dengan Blue Ocean Strategy (BOS) dan menerjemahkan redesain tersebut menjadi sistem manajemen kinerja Balanced Scorecard (BSC) pada level korporat sebagai pedoman implementasi bisnis dengan hasil capaian yang terukur dan komprehensif. Hal ini dilakukan dengan cara mengembangkan konsep terjemahan BMC menuju BSC dengan mengidentifikasi sasaran strategis pada setiap perspektif BSC sesuai dengan blok bangunan BMC dan proses penyusunan Key Performance Indicator (KPI) dengan metode interview kepada para manajer dan Board of Director PT. Boma Bisma Indra (Persero). Sembilan faktor persaingan kluster heavy industry BUMNIS di Indonesia telah diidentifikasi yang kemudian dinilai untuk mengetahui posisi persaingan saat ini dengan kanvas strategi. Pada penelitian ini juga didapatkan didapatkan model BMC baru PT. Boma-Bisma-Indra (Persero) dengan 13 sasaran strategis dan 17 KPI BSC level korporat. Dengan dilakukannya penelitian ini diharapkan perusahaan dapat menjalankan bisnis yang lebih fokus sehingga target perjualan dapat tercapai dan perusahaan memiliki pengukuran kinerja yang terukur dan komprehensif. =================================================================================================== PT. Boma-Bisma-Indra (Limited Company) is one strategic industry company owned by country (BUMNIS) which runs both project management and service (MPJ), and machine and industrial equipment (MPI). Currently, the company is having internal issue, thus impact on company’s loss during 2010 – 2015 and the sales growth target on 2012 – 2016 unachieved. This problem happened because the company is unfocused in giving understanding on how the company should make profit based on business model canvas (BMC), for example, product sold by the company has similarities with another BUMNIS which runs in heavy industry sector. Therefore, PT. Boma-Bisma-Indra (Limited Company) needs to redesign its existing BMC with appropriate competitive strategy and adjusted with BUMN strategy objective on heavy industry cluster and implement performance measurement to determine how much achievement to understand company’s performance. This research aims to develop redesigned BMC of PT. Boma-Bisma-Indra (Limited Company) from expert’s judgement with blue ocean strategy (BOS) method and translate the redesigned BMC towards a Balanced Scorecard (BSC) performance management system on corporate level as guide to conduct business with measured and comprehensive achievement. Such should be done by developing BMC translation concept towards BSC. BMC translation towards BSC is done by identifying strategy objective on each BSC perspective according to BMC building blocks. The key performance indicator (KPI) formulation process is done by conducting interview with managers and PT. Boma-Bisma-Indra (Limited Company) Board of Drectors. Nine factors competition of BUMNIS heavy industry cluster in Indonesia have been identified then assessed to know the current competition position with strategy canvas. This research also obtains new BMC of PT Boma-Bisma Indra (Limited Company) with 13 strategy objectives and 17 BSC corporate level KPIs. By having this research, it is expected that company can conduct business with more focus, thus the sales target shall be achieved and the company has measurable and comprehensive performance measurement.

Item Type: Thesis (Undergraduate)
Uncontrolled Keywords: Balanced Scorecard, Blue Ocean Strategy, Business Model Canvas
Subjects: 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.
Divisions: Faculty of Industrial Technology > Business Management
Depositing User: PRATIWI SABRINA GALIH
Date Deposited: 20 Sep 2017 02:04
Last Modified: 06 Mar 2019 02:15
URI: http://repository.its.ac.id/id/eprint/43585

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