Formulasi Strategi MRO Pesawat Terbang dengan Menggunakan Model David

Fajariansyah, Maulana Eka Sakti (2021) Formulasi Strategi MRO Pesawat Terbang dengan Menggunakan Model David. Masters thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Industri MRO telah memasuki era baru, ditandai dengan semakin kompetitifnya persaingan diantara kompetitor dan era new normal setelah diterpa Pandemic Covid-19 yang berakibat pada perlombaan terhadap konsistensi perusahaan. Hal ini semakin menuntut para pemain di industri ini untuk berpikir ekstra keras dalam mempertahankan eksistensinya. PT NZ merupakan salah satu MRO di Indonesia yang mempunyai visi menjadi 10 besar MRO di dunia. PT NZ memiliki beberapa lini bisnis, lini bisnis airframe merupakan salah satu penyumbang revenue terbesar untuk perusahaan yang diharapkan mampu mengembalikan performa dan citra perusahaan dengan tujuan agar bisa survive, recovery dan growth. Penelitian ini dilakukan dengan tujuan untuk memilih suatu strategi yang potensial untuk dapat mewujudkan sasaran dan visinya, yaitu dengan cara mengidentifikasi faktor internal dan eksternal dari lini bisnis aiframe dan merumuskan strategi dengan menggunakan model David. Kerangka perumusan strategi David yaitu, input stage, matching stage dan decision stage. Analytical Hierarchy Process (AHP) digunakan untuk menentukan bobot faktor internal dan eksternal. Berdasarkan hasil matriks Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), dan Competitive Profile Matrix (CPM) pada tahap input stage. Matriks Strength-Weakness-Opportunity-Threat (SWOT), Internal-External (IE), Boston Consultant Group (BCG), Strategic Position and Action Evaluation (SPACE) pada tahap matching stage ini didapat beberapa usulan alternatif strategi. Selanjutnya pada tahap decision stage, Quantitative Strategic Planning Matrix (QSPM) digunakan untuk menentukan strategi alternatif yang dipilih. Berdasarkan hasil penelitian yang dilakukan, faktor internal yang dominan di industri MRO saat ini ialah Company Cabality dan Personnel Competency. Untuk faktor eksternalnya ialah Material Supply dan Market Size. Dari formulasi strategi, menghasilkan 2 strategi generik yaitu Market Penetration dan Product Development. Selanjutnya dari strategi generik dikembangkan menjadi 3 Grand Strategy diantaranya, Upgrading Customer Selection dengan Total Attractive Score (TAS) 6.28, Operational Excellence dengan skor TAS 6.03, dan Global Consolidation dengan skor TAS 5.95. Dari Grand Strategy tersebut, kemudian diturunkan menjadi implikasi strategi yang berpotensial dilakukan oleh perusahaan antara lain, mengambil LCC market dengan historical pembayaran yang bagus, mengikat key customer dengan long-term agreement, menerapkan konsep standard project management, bekerja sama dengan supplier material, dan lain lain. ===================================================================================================== The MRO industry has entered a new era, marked by increasingly competitive competition among competitors and new normal era after Pandemic Covid-19 impact which resulted in a challenge for company consistency. It’s demanding to the players in this industry to think extra hard in maintaining their existence. PT NZ is one of the MROs in Indonesia which has a vision of becoming top 10 MRO in the world. PT NZ has several business lines, including the airframe business, the airframe business line is one of the largest revenue contributors to the company which is expected to be able to restore the company's performance and branding image with the purpose of survival, recovery and growth. This research was conducted with the objective of selecting a potential strategy to realize its goals and vision, by identifying internal and external factors from the airframe business and formulating a strategy using David's model. David's strategy formulation framework includes the input stage, matching stage and decision stage. Analytical Hierarchy Process (AHP) is used to determine the weight of internal and external factors. Based on the results of Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), and Competitive Profile Matrix (CPM) Matrix in input stage. Strength-Weakness-Opportunity-Threat (SWOT), Internal-External (IE), Boston Consultant Group (BCG), Strategic Position and Action Evaluation (SPACE) matrix in matching stage are generate some strategic alternatives. Furthermore, at the decision stage, the Quantitative Strategic Planning Matrix (QSPM) is used to determine the alternative strategy chosen. Based on the results of the research, the dominant internal factors in the MRO industry are Company Capability and Personnel Competency. The external factors are Material Supply and Market Size. From the strategy formulation, it produces 2 generic strategies, Market Penetration and Product Development. Furthermore, the generic strategy was developed into 3 Grand Strategies, including Upgrading Customer Selection with a Total Attractive Score (TAS) 6.28, Operational Excellence with TAS score 6.03, and Global Consolidation with TAS score 5.95. From the Grand Strategy, it is then derived into strategic implications that have the potential to be carried out by the company, among others, taking a good LCC market with historical payments, binding key customers with a long-term agreement, applying standard project management concepts, partnership with material suppliers, and the others.

Item Type: Thesis (Masters)
Uncontrolled Keywords: Formulasi Strategi, Model David, MRO, Lini Bisnis Airframe
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 Creative Design and Digital Business (CREABIZ) > Technology Management > 61101-(S2) Master Thesis
Depositing User: Maulana Eka Sakti F.
Date Deposited: 09 Mar 2021 03:48
Last Modified: 09 Mar 2021 03:54
URI: https://repository.its.ac.id/id/eprint/83872

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