Arwani, Ahmad Ilham (2025) Analisis Strategi Bisnis PT Elnusa Tbk Dalam Menghadapi Tantangan Transisi Energi Pada Industri Jasa Hulu Migas Di Indonesia. Masters thesis, Institut Teknologi Sepuluh Nopember.
![[thumbnail of 6032231048-Master_Thesis.pdf]](http://repository.its.ac.id/style/images/fileicons/text.png) |
Text
6032231048-Master_Thesis.pdf - Accepted Version Restricted to Repository staff only Download (9MB) | Request a copy |
Abstract
Transisi energi global dari bahan bakar fosil ke energi terbarukan yang terus berkembang menciptakan tantangan signifikan bagi industri minyak dan gas, khususnya di sektor jasa hulu migas. Industri ini dituntut untuk beradaptasi dengan penurunan permintaan terhadap bahan bakar fosil dan meningkatnya fokus pada penggunaan energi terbarukan. PT Elnusa Tbk, sebagai salah satu pelaku utama di bidang ini, menghadapi tekanan dari dinamika pasar dan perkembangan teknologi yang mengharuskan perusahaan untuk merancang strategi yang lebih adaptif.
Penelitian ini bertujuan untuk mengeksplorasi dan merumuskan strategi bisnis terbaik bagi PT Elnusa Tbk melalui analisis mendalam terhadap faktor internal dan eksternal yang memengaruhi kinerja perusahaan. Menggunakan kerangka kerja manajemen strategis Fred R. David yang dikombinasikan dengan metode Analytic Hierarchy Process (AHP), penelitian ini mencakup tiga tahapan utama: analisis input, pencocokan, dan pengambilan keputusan. Pada tahap input, analisis eksternal dilakukan menggunakan metode PESTLE dan Five Forces Porter, sementara analisis internal menggunakan VRIO Framework. Tahap pencocokan melibatkan Matriks SWOT dan Matriks Internal-Eksternal (IE) untuk menghasilkan berbagai alternatif strategi, yang kemudian dievaluasi pada tahap pengambilan keputusan menggunakan Quantitative Strategic Planning Matrix (QSPM) guna memilih strategi yang paling relevan.
Hasil penelitian ini menunjukkan bahwa faktor eksternal utama yang memengaruhi strategi bisnis Elnusa adalah target nasional 1 juta BOPD pada 2030, ketidakpastian ekonomi global, dan dorongan transisi energi; sementara secara internal adalah diversifikasi portofolio bisnis, sinergi dengan Pertamina Group, dan keunggulan sumber daya manusia. Berdasarkan analisa QSPM diperoleh bahwa strategi penetrasi pasar dan pengembangan produk merupakan alternatif strategi paling relevan untuk menjawab tantangan transisi energi, dengan fokus pada peningkatan layanan jasa hulu migas dan pengembangan solusi berbasis energi terbarukan.
======================================================================================================================================
The global energy transition from fossil fuels to renewable energy continues to evolve, posing significant challenges for the oil and gas industry, particularly in the upstream oil and gas service sector. This industry is required to adapt to the declining demand for fossil fuels and the increasing emphasis on renewable energy utilization. PT Elnusa Tbk, as one of the key players in this sector, faces pressures from market dynamics and technological developments, necessitating the formulation of more adaptive strategies.
This study aims to explore and formulate the most effective business strategies for PT Elnusa Tbk through an in-depth analysis of the internal and external factors affecting the company’s performance. Utilizing Fred R. David’s strategic management framework combined with the Analytic Hierarchy Process (AHP) method, this research follows three main stages: input analysis, matching, and decision-making. The input stage involves an external analysis using the PESTLE framework and Porter’s Five Forces, while the internal analysis employs the VRIO framework. The matching stage utilizes the SWOT Matrix and Internal-External (IE) Matrix to generate various strategic alternatives, which are then evaluated in the decision-making stage using the Quantitative Strategic Planning Matrix (QSPM) to determine the most relevant strategy.
The results of this study indicate that the key external factors influencing Elnusa's business strategy include the national target of producing 1 million BOPD by 2030, global economic uncertainty, and the push for energy transition. Internally, the most influential factors are the diversification of the business portfolio, synergy with the Pertamina Group, and the strength of human capital. Based on the QSPM analysis, market penetration and product development were identified as the most relevant strategic alternatives to address the challenges of the energy transition. These strategies emphasize enhancing upstream oil and gas services while simultaneously developing solutions that support the shift toward renewable energy.
| Item Type: | Thesis (Masters) |
|---|---|
| Uncontrolled Keywords: | Framework Fred R. David, Industri Migas, Strategi Bisnis, Transisi Energi, Quantitative Strategic Planning Matrix. Business Strategy, Energy Transition, Fred R. David Framework, Oil and Gas Industry, Quantitative Strategic Planning Matrix. |
| Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HD Industries. Land use. Labor > HD30.23 Decision making. Business requirements analysis. H Social Sciences > HD Industries. Land use. Labor > HD30.28 Planning. Business planning. Strategic planning. H Social Sciences > HD Industries. Land use. Labor > HD31 Management--Evaluation |
| Divisions: | Interdisciplinary School of Management and Technology (SIMT) > 61101-Master of Technology Management (MMT) |
| Depositing User: | Ahmad Ilham Arwani |
| Date Deposited: | 31 Jul 2025 01:55 |
| Last Modified: | 31 Jul 2025 01:55 |
| URI: | http://repository.its.ac.id/id/eprint/124230 |
Actions (login required)
 |
View Item |