Designing a Business Strategy and Performance Measurement Framework of PT Surya Alam Tunggal Using the Balanced Scorecard Approach

Wahyudi, Alifia Zahra (2026) Designing a Business Strategy and Performance Measurement Framework of PT Surya Alam Tunggal Using the Balanced Scorecard Approach. Other thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

PT Surya Alam Tunggal (SAT) faces increasing volatility in the global shrimp export market, characterized by stringent international food safety standards (BRC, FSMA) and the imposition of a 19% reciprocal tariff in the United States. This research designs an integrated strategic management and performance measurement framework for SAT by combining SWOT-based strategy formulation with the Balanced Scorecard (BSC) approach. The BSC translates organizational vision and strategy into a coherent set of measurable objectives across four perspectives, financial, customer, internal business process, and learning and growth, enabling the company to monitor both financial and non-financial performance while maintaining long-term strategic alignment. The study evaluates SAT's internal and external conditions, formulates alternative strategies through the TOWS Matrix, and prioritizes them using the Quantitative Strategic Planning Matrix (QSPM). Of twenty-six alternative strategies generated, Market Penetration is selected as the priority strategic theme, on the basis that it best leverages SAT's existing certification portfolio and established buyer base rather than requiring entry into new markets or capabilities. This selected strategy is cascaded into nine Strategic Objectives distributed across the four BSC perspectives, with the Financial and Internal Business Process perspectives each receiving the highest strategic weight (0.375) under Analytic Hierarchy Process (AHP)-based prioritization, reflecting the company's emphasis on linking operational compliance directly to financial outcomes. These objectives are further operationalized into twenty-three Key Performance Indicators, each defined with a measurable target, formula, data source, and responsible department, and aligned with SAT's HACCP, ISO 22000, and BRCGS certification requirements. The resulting framework provides SAT's management with a structured, measurable tool for aligning production-level execution with corporate strategy, supporting sustained certification compliance, buyer confidence, and financial resilience amid mounting external economic pressures.
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PT Surya Alam Tunggal (SAT) menghadapi volatilitas yang meningkat dalam pasar ekspor udang global, yang ditandai dengan ketatnya standar keamanan pangan internasional (BRC, FSMA) serta penerapan tarif resiprokal sebesar 19% oleh Amerika Serikat. Penelitian ini merancang kerangka manajemen strategis dan pengukuran kinerja terintegrasi bagi Departemen Produksi SAT dengan menggabungkan perumusan strategi berbasis SWOT dengan pendekatan Balanced Scorecard (BSC). BSC menerjemahkan visi dan strategi organisasi ke dalam serangkaian tujuan terukur yang koheren pada empat perspektif, yaitu keuangan (financial), pelanggan (customer), proses bisnis internal (internal business process), serta pembelajaran dan pertumbuhan (learning and growth), sehingga memungkinkan perusahaan memantau kinerja finansial maupun non-finansial sekaligus menjaga keselarasan strategis jangka panjang. Penelitian ini mengevaluasi kondisi internal dan eksternal SAT, merumuskan alternatif strategi melalui TOWS Matrix, dan memprioritaskannya menggunakan Quantitative Strategic Planning Matrix (QSPM). Dari dua puluh enam alternatif strategi yang dihasilkan, strategi Market Penetration terpilih sebagai tema strategis prioritas, dengan pertimbangan bahwa strategi ini paling optimal memanfaatkan portofolio sertifikasi dan basis pembeli (buyer) yang telah dimiliki SAT, dibandingkan harus memasuki pasar atau membangun kapabilitas baru. Strategi terpilih ini kemudian diturunkan (cascading) menjadi sembilan Strategic Objectives yang tersebar pada empat perspektif BSC, dengan perspektif Financial dan Internal Business Process masing-masing memperoleh bobot strategis tertinggi (0,375) berdasarkan pembobotan Analytic Hierarchy Process (AHP), yang mencerminkan penekanan perusahaan pada keterkaitan langsung antara kepatuhan operasional dan capaian finansial. Tujuan-tujuan strategis tersebut selanjutnya dioperasionalkan ke dalam dua puluh tiga Key Performance Indicators (KPI), yang masing-masing dilengkapi dengan target terukur, formula perhitungan, sumber data, dan penanggung jawab pelaksana, serta diselaraskan dengan persyaratan sertifikasi HACCP, ISO 22000, dan BRCGS milik SAT. Kerangka yang dihasilkan memberikan alat yang terstruktur dan terukur bagi manajemen SAT untuk menyelaraskan pelaksanaan di tingkat produksi dengan strategi perusahaan, guna mendukung keberlanjutan kepatuhan sertifikasi, kepercayaan pembeli, dan ketahanan finansial di tengah tekanan ekonomi eksternal yang terus meningkat.

Item Type:	Thesis (Other)
Uncontrolled Keywords:	Balanced Scorecard, Key Performance Indicators, QSPM, Shrimp Industry, SWOT. Balanced Scorecard, Industri Udang, Key Performance Indicators, QSPM, SWOT.
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management 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:	Alifia Zahra Wahyudi
Date Deposited:	31 Jul 2026 01:02
Last Modified:	31 Jul 2026 01:02
URI:	http://repository.its.ac.id/id/eprint/140053

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