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All Journal Journal Research of Social Science, Economics, and Management Journal of Business, Social and Technology International Journal of Accounting and Management Information Systems
Gatot Yudoko
Institut Teknologi Bandung, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Industrial & Manufacturing Engineering Social Sciences

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Proposed contract manufacturing strategy for Baby Food Industry using Kepner-Tregoe and Analytic Hierarchy Process (AHP) Approach Dhenok Puspita Zahara; Gatot Yudoko
International Journal of Accounting and Management Information Systems Vol. 2 No. 1 (2024): February
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ijamis.v2i1.3044

Abstract

Purpose: This study aims to determine the most appropriate contract manufacturing strategy for PT. SA to ensure sustainable fulfillment of its MA baby food products, amidst regulatory changes and operational risks from overseas production. Methods: A mixed-method approach was employed, integrating qualitative methods (interviews and FGDs with Subject Matter Experts using Kepner-Tregoe and Why Tree analysis) and quantitative techniques through the Analytic Hierarchy Process (AHP). The criteria used for decision-making included cost, schedule, delivery, capacity, capability, and quality. Results: The AHP analysis identified schedule (32.95%) and cost (30.31%) as the most influential criteria. For short-term resolution, the strategy “Produce in existing contract manufacturing and distribute using a 3rd party trader” scored the highest (49.56%). For long-term sustainability, “Terminate existing manufacturing and produce in alternative local contract manufacturers in Indonesia” was the optimal choice (31.55%). Conclusion: Selecting the right strategy helps mitigate sales loss risk (up to IDR 97 billion annually), ensures product availability, and aligns with government import restrictions. Each alternative was evaluated for feasibility, risks, and potential savings. Limitation: This study is specific to PT. SA’s baby food segment and may not fully generalize to other industries or products with different supply chain dynamics or regulatory constraints. Contribution: The study contributes a structured decision-making model using Kepner-Tregoe and AHP to optimize contract manufacturing strategies, supporting firms in navigating supply chain disruptions under regulatory pressure.
OEE improvement through reducing start up duration using lean six sigma methodology in manufacturing Wijaya Khisbulloh; Gatot Yudoko
International Journal of Accounting and Management Information Systems Vol. 2 No. 2 (2024): August
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ijamis.v2i2.3225

Abstract

Purpose: This research focuses on improve OEE by reducing start-up duration using Lean Six Sigma methodology. By applying Lean Six Sigma tools and techniques, manufacturers can systematically analyse the start-up process, identify root causes of delays, and implement targeted improvements. Methodology/approach: The research presented in this journal comprises a comprehensive study conducted within a manufacturing setting to demonstrate the effectiveness of the proposed approach. The study involves the collection and analysis of data related to start-up durations, downtime reasons, and other relevant parameters. Through the DMAIC (Define, Measure, Analyse, Improve, Control) framework of Lean Six Sigma, the root causes of prolonged start-up durations are identified and addressed. Results: The results demonstrate the potential for significant OEE improvements through the elimination of bottlenecks and inefficiencies in the start-up process. Manufacturers can leverage the findings of this research to develop strategies that enhance operational effectiveness, increase production output, and ultimately drive competitive advantage in the dynamic landscape of modern manufacturing. Conclusions: Lean Six Sigma, through the DMAIC approach, effectively reduces start-up time and improves OEE. Addressing root causes leads to better equipment utilization and increased productivity. Limitations: This research limitation is only for manufacturing or production area that having OEE as their main key performance indicator. Contribution: This research will contribute to the manufacturing operation excellency.
A Practical Recovery Strategy for Delayed Construction Project: Insights from a Geothermal Cooling Tower Case Hilarius Yuda Kusuma Anuraga; Gatot Yudoko
Journal Research of Social Science, Economics, and Management Vol. 4 No. 12 (2025): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v4i12.902

Abstract

Project delays in construction often lead to significant financial consequences, particularly in terms of penalties specified in the project contract. This study addresses the cost-efficiency consideration behind the decision to implement project crashing through overtime, as opposed to accepting the penalty due to project delay. The research uses a case study of a geothermal power plant renovation project in Indonesia, which faced a ten-week delay caused by external factors. The study compares the penalty potential with the total cost of project crashing calculated. The results reveal that accelerating activities on the critical path only costs 17.02% of the potential penalty if no corrective actions are taken. This analysis emphasizes the importance of financial trade-offs in project decision-making and highlights that project crashing, when planned and executed properly, is a rational and cost-efficient strategy to recover from delays, provided it does not compromise project quality and scope. The study contributes to understanding the financial implications of project acceleration and offers insights for managers considering delay recovery strategies.
Design of Project Risk Management to Mitigate Project Delay in the Onshore Construction Industry Firdaus Yusri Muhammad; Gatot Yudoko; Muhammad Hanafi
Journal of Business, Social and Technology Vol. 6 No. 2 (2025): Journal of Business, Social and Technology
Publisher : Politeknik Siber Cerdika Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59261/jbt.v6i2.518

Abstract

Background: Project delays remain a critical issue in the land-based construction industry, often leading to financial losses and missed business opportunities, particularly under lump-sum contract schemes. The coastal protection project undertaken by PT Sabar Sejahtera experienced a three-month delay, indicating weaknesses in risk management practices during the early stages of the project. Aims: This study aims to design a structured project risk management system to mitigate schedule delays in land-based construction projects through a case study of the PT Sabar Sejahtera coastal protection project. Methods: A mixed-method approach combining qualitative and quantitative techniques was employed. Primary data were collected through focus group discussions (FGDs) with key project stakeholders, while secondary data were obtained from internal company documents. Root cause analysis was conducted using a Current Reality Tree (CRT) to identify the main causes of project delays, and proposed solutions were developed using a Future Reality Tree (FRT). Risk evaluation was performed using Failure Mode and Effects Analysis (FMEA) to calculate the Risk Priority Number (RPN), supported by the application of a project risk management framework based on the PMBOK 6th Edition. Result: The findings indicate that the primary causes of project delays were systematic errors during the tendering and planning stages, as well as the absence of a formal risk mitigation plan. These factors generated a domino effect that adversely affected procurement processes, equipment availability, project scheduling, and the main contractor’s confidence. Conclusion: The study concludes that implementing an integrated and comprehensive risk management system from the early stages of a project is essential to prevent similar delays in the future. Enhancing tendering and planning processes through early cross-departmental involvement and applying the full PMBOK risk management cycle can significantly improve project efficiency and control in complex construction environments.
Co-Authors Dhenok Puspita Zahara Firdaus Yusri Muhammad Hilarius Yuda Kusuma Anuraga Muhammad Hanafi Wijaya Khisbulloh