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All Journal Jurnal Manajemen Teknologi Journal of Business and Management The Indonesian Journal of Business Administration KURVA S JURNAL MAHASISWA Gadjah Mada International Journal of Business EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis The Asian Journal of Technology Management (AJTM) AGRIMOR Jurnal Mirai Management Jurnal Manajemen Indonesia Syntax Literate: Jurnal Ilmiah Indonesia Journal of Economic, Bussines and Accounting (COSTING) SEIKO : Journal of Management & Business International Journal of Supply Chain Management The International Journal of Business Review (The Jobs Review) Dinasti International Journal of Education Management and Social Science Al-Kharaj: Journal of Islamic Economic and Business Community Engagement and Emergence Journal (CEEJ) Journal of Economics and Business UBS Journal of Research in Social Science and Humanities International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) The South East Asian Journal of Management International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH) Eduvest - Journal of Universal Studies Amkop Management Accounting Review (AMAR) Jurnal Bisnis dan Pemasaran Digital Studi Akuntansi dan Bisnis Indonesia
Dermawan Wibisono
School Of Business And Management Institut Teknologi Bandung
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Determining Key Performance Indicators With Balanced Scorecard Approach For Construction Project Warehouse Efficiency Etgar, Durio; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 12 No. 2 (2023): Regular Issue
Publisher : Cv. Syntax Corporation Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i2.146

Abstract

Recent Covid-19 pandemic had negative impacts on various formal industries in Indonesia. Many companies needed to stop operating because of disrupted supply chain, others had to lay off their employees. This adverse condition also affected PT Waskita Karya (Persero) Tbk, reflected from the slump in company’s business revenue. Waskita was forced to readjust their strategies to coupe with the situation by introducing “Sustainable Growth” grand strategy namely Maximize cash inflow from project payment and land acquisition credit, Tollroad divestation, credit relaxation proposal, and OPEX efficiencies. OPEX efficiencies is the one that possibly managed by project for now. Moreover, efficiencies are the most relevant, potentially permanent, and long-term strategy to reach “Sustainable Growth” vision and can be applied throughout the company. Efficiency in construction project warehouse is currently unmanageable because there is no proper Performance Management System for measuring the achievement. It is quite contradictive with the fact that warehousing process contains moreless 30% of project financing. Developing and tracking Key Performance Indicators (KPI) with Balanced Scorecard (BSC) approach had been seen as the solution as it is covering four important perspectives of performance namely financial, customer, internal process, and learning and growth. BSC is considered holistic and comprehensive enough to bolster the warehouse efficiency. The development of BSC for construction project warehouse was involving the vision derivating process, which is efficiency. That vision has been derived into 16 strategic objectives by analyzing the internal and external factor of Waskita’s construction project warehouse using SWOT and TWOS Matrix analysis. Those objectives will later be translated into 28 Key Performance Indicators to measure the objective achievement with the proportion of 7 financial indicators, 6 customer indicators, 9 internal process indicators, and 6 learning and growth indicators. The process of gaining consensus and set the priorities towards the proposed BSC framework was involving 10 experts from Waskita with certain criteria that represent the demographic of stakeholders. The qualitative result will be analyzed and quantified using Fuzzy Delphi Method (FDM). FDM is a multi criteria decision making tool which is a modified version of the Delphi Method that incorporates elements of fuzzy logic to allow for uncertainty and subjectivity in the decision-making process. It converts linguistic variables into fuzzy numbers, which represent a range of values rather than a specific value. The analysis had been conducted with the results of all Balanced Scorecard perspectives (Financial, Customer, Internal Process, and Learning and Growth) are deemed applicable for Waskita’s construction warehouse based on the result of expert consensus with the financial perspective became the top priority. Furthermore, 21 out of 28 Key Performance Indicators had been agreed as the performance measurement for Waskita’s construction warehouse, with the proportion of 5 financial indicators, 4 customer indicators, 6 internal process indicators, and 6 learning and growth indicators. Those indicators had been translated from strategic objectives that could lead to efficiency. Order fulfillment rate became the most important indicator to track. Performance scoring system has been determined to categorize the performance indicators’ achievement of Waskita’s construction warehouse by the range of high, medium, and low with specific targets for each indicator. Waskita’s Project Manager has given the validation and willingness to implement the BSC. However, the development phase of determining indicator weight and initiatives should be continued to complement the existing research.
Proposed Corporate Performance Management System For CV. Pelangi Nusantara Assydik, Muhammad Handeriyan; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 13 No. 2 (2024): Regular Issue
Publisher : Cv. Syntax Corporation Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v13i2.955

Abstract

This research aims to design a performance management system suitable for the company. The design is created by translating the company's future objectives to enable growth and competitiveness. The research utilizes the Knowledge-Based Performance Management System (KBPMS) framework, as it can address the existing issues in the company. The KBPMS framework aims to assist companies that have not yet achieved their vision by utilizing all aspects owned by the company. There are three perspectives in KBPMS: organizational output, internal processes, and resource capabilities. This research results in a performance management system with 25 key performance indicators (KPIs) derived from the company's vision, mission, strategy, business processes, and discussions between the researcher and the company. It is hoped that by implementing the performance management system, the company can achieve its targets and develop its business lines to compete competitively.
Proposed Performance Management System Using Kbpms Framework At PT. Kita Bersama Utama, Rizki; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 13 No. 1 (2024): Regular Issue
Publisher : Cv. Syntax Corporation Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v13i1.956

Abstract

In Indonesia, company performance measurement is regulated by standards such as Financial Accounting Standards (SAK) published by the Indonesian Accountants Association (IAI). PT Kita Bersama, which operates in the direct sales sector, has experienced a decline in revenue in the last 5 years. One of the causes is the absence of clear performance indicators for employees so that they work without adequate targets and control. Therefore, this thesis research aims to propose the implementation of an integrated performance management system at PT Kita Bersamawith a focus on product marketing and Key Performance Indicators (KPI). The result is 23 KPIs derived from the company's strategy and business processes to carry out more comprehensive performance measurement and evaluation. Furthermore, the Knowledge Based Performance Management System (KBPMS) is designed to overcome various company challenges related to data integration, employee involvement, alignment of activities with vision and mission, and performance management. KBPMS is also based on five principles to simplify operations, increase efficiency, and drive sustainable growth of the company. By implementing this knowledge management system, it is hoped that company performance can be improved in a structured manner according to long-term targets.
Improvement of the Performance Appraisal System at PT XYZ Muhammad Shidqi, Roza; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 12 No. 6 (2023): Special Issue
Publisher : Cv. Syntax Corporation Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i6.957

Abstract

PT XYZ, a leading gaming company in Indonesia, underwent strategic transformation in 2023 - shifting focus to become a multifaceted gaming services provider in Southeast Asia. This research analyzed PT XYZ's performance appraisal system, identified gaps, and recommended improvements aligned with its renewed vision. The annual appraisal comprises cultural and competence reviews using 360-degree feedback. Self-assessments are veryfied before submission to HR, which produces mapping leading to Talent Mapping. Research objectives were assessing strengths/weaknesses, identifying gaps, and recommending practical enhancements tailored to PT XYZ. Diagnostic qualitative methodology examined the system. Results revealed fragmented data, scalability issues, dynamic criteria, subjectivity, limited feedback and recognition, and incomplete evaluations - despite a structured cultural/competence review. Proposed improvements include modernizing tools, enabling continuous feedback, and refining indicators reflecting industry demands. Recommendations aim to simplify appraisals, boost engagement, reduce subjectivity, and enable holistic evaluation - ultimately enhancing motivation, retention, and strategic alignment. Impact lies in potential to position PT XYZ as a leading regional gaming outsourcer. This contributes insights on optimizing appraisals for the Indonesian gaming industry. By addressing gaps and aligning systems to industry dynamics, recommendations can foster more engaging and effective evaluations at PT XYZ.
Bibliometric Analysis to A Future Research Direction on Agile Transformation Darusulistyo, Sidik; Wibisono, Dermawan; Wandebori, Harimukti; Novani, Santi
International Journal of Management, Entrepreneurship, Social Science and Humanities Vol. 6 No. 2 (2023): January - June Issue
Publisher : Research Synergy Foundation

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31098/ijmesh.v6i2.1381

Abstract

Agile transformation has become increasingly popular as a management approach to improve performance, but there has been limited research on its direction. This study aims to advance knowledge on agile transformation to help companies become faster, more flexible, and more responsive. The study employs a bibliometric approach to analyze 116 "Agile Transformation" papers published in the Scopus database over the past 20 years. The findings indicate an increasing number of publications in recent years, with the United States, Finland, and Germany being the top countries. However, the research connections are not yet consolidated, as only 22 authors out of 282 have co-authored papers. The research has also been mainly focused on software development and IT companies, using case studies, grounded theory, and surveys. The study reveals that the major research hotspots in the agile transformation are agile transformation, software development, software design, agile methods, agile transition, and agile adoption. The grand theories emerging in the Agile Transformation revolution emphasize the importance of collaboration, communication, continuous improvement, and customer value. Overall, this study provides a comprehensive understanding of the current state of research on agile transformation and offers insights for future research. The findings highlight the need for greater research diversity beyond software development and IT companies and an opportunity to use action research and ethnography strategies to understand agile transformation. Ultimately, this study contributes to the advancement of knowledge on agile transformation and its role in improving organizational performance.
Customer Satisfaction Performance Evaluation at PT PLN (Persero) West Java Using the Malcolm Baldrige Criteria for Performance Excellence Ratih Siti Rachmawati; Dermawan Wibisono
Studi Akuntansi dan Bisnis Indonesia Vol 1 No 2 (2025): April
Publisher : Lembaga Penelitian dan Pengabdian kepada Masyarakat (LPPM), Sekolah Tinggi Ilmu Ekonomi Krakatau

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61401/sabi.v1i2.213

Abstract

Purpose: This study assesses the application of the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) in PT PLN (Persero) West Java, focusing on Customer Focus to determine alignment with customer needs. Methodology/approach: Using a mixed-methods approach, data were collected through interviews, document reviews, and surveys of 97 employees involved in customer service. Pearson’s correlation confirmed questionnaire validity. Results/findings: PLN West Java effectively implements MBCfPE Customer Focus criteria, with an average satisfaction score of 8.94/10. Strengths include systematic complaint handling, customer engagement, and satisfaction evaluation. Gaps remain in optimizing data use, competitor benchmarking, and structured feedback analysis. Conclusions: Enhancing MBCfPE Customer Focus boosts satisfaction, loyalty, and retention, driving operational excellence and growth, with improvements in CRM, survey reach, and feedback use recommended. Limitations: The scope is limited to Customer Focus, excluding other MBCfPE criteria. Contribution: This study offers practical insights into implementing MBCfPE in the electricity sector, highlighting data-driven strategies to improve customer relationships and long-term performance.
Designing a Knowledge-Based Performance Management System and Web-Based Inventory Recording System for Medical Device Distributors: Case Study of PT. Mulawarman Mitra Medika Hasibuan, Fabian Zaki Geraldy; Wibisono, Dermawan
SEIKO : Journal of Management & Business Vol 9, No 1
Publisher : Program Pascasarjana STIE Amkop Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/sejaman.v9i1.10877

Abstract

PT. Mulawarman Mitra Medika, a medical device distributor in Indonesia, faces operational challenges including declining revenue growth, poor inventory accuracy, extended stock opname cycles, and limited strategic performance visibility. This study proposes an integrated approach combining a Knowledge-Based Performance Management System (KBPMS) with a web-based inventory recording system to address these challenges. Using mixed methods—qualitative process mapping, stakeholder interviews, and quantitative analysis via Analytical Hierarchy Process (AHP)—the research identifies 22 performance variables across three perspectives: Business Result, Internal Process, and Resource Capability. AHP prioritization reveals revenue growth, stock opname cycle time, and system user adoption rate as critical levers for improvement. The paper presents a complete design and implementation roadmap, including system architecture, data flow diagrams, entity relationship models, service level agreements, and a three-month phased rollout plan. The proposed KBPMS-integrated web system is expected to reduce data entry errors, shorten inventory cycles, improve reporting reliability, and strengthen strategic alignment. This research contributes both practical guidance for SMEs in healthcare distribution and theoretical insights into integrating digital systems with performance management frameworks in developing-economy contexts.
Proposed Framework Of A Knowledge-Based Performance Management System (KBPMS) For Furniture Smes: A Case Study Of Cv Mulya Pratama Putra Ramadhan, Dimas Rizki M.; Wibisono, Dermawan
Amkop Management Accounting Review (AMAR) Vol. 5 No. 2 (2025): July - December
Publisher : Sekolah Tinggi Ilmu Ekonomi Amkop Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/amar.v5i2.3406

Abstract

A Knowledge-Based Performance Management System (KBPMS) is designed for performance management effectiveness in CV Mulya Pratama Putra, an Indonesian SME that specializes in wooden and rattan furniture exports. The SME witnessed declining operation and financial performance. The KBPMS uses a combination of external analysis methods including PESTEL and Porter’s Five Forces analysis and internal capability analysis methods that include VRIO and benchmarking. To prioritize improvements, an AHP method will be adopted. Analysis and findings have shown that there are major gaps in performance with regards to financial, customer, internal process, and resource capabilities. The AHP analysis also confirms Process Variables and Operational Quality factors as the main priorities. A KBPMS model will enable a proper and systematic determination of indicators and preparation of an improvement plan. KBPMS will enable an Indonesian SME like Mulya Pratama Putra to make more knowledge-driven decisions and improve its global competitiveness and ability to export.
Proposed Improvements of Air Conditioner Preventive Maintenance In The Coal Mining Industry By Utilizing DMAIC Methodology Rahmawati, Isadora; Wibisono, Dermawan
Dinasti International Journal of Education Management and Social Science Vol. 7 No. 1 (2025): Dinasti International Journal of Education Management and Social Science (Octob
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijemss.v7i1.5555

Abstract

The air conditioner (AC) serves as an enabling facility to support the continued operation of coal mining activities at PT Bukit Asam, Tbk (PTBA) Tanjung Enim site, particularly at the substation, mine switch station, server room, and other work facilities. Although Preventive Maintenance (PM) of AC has been fully implemented every month, the Corrective Maintenance (CM) rate remains high. This research aims to determine the causes of the high number of work orders (WO) for CM in AC, how to design an appropriate PM and CM schedule that can be implemented to be more effective in reducing failure rates, and recommendations that can be propose to improve the reliability of AC systems in coal mining areas. The method used is the DMAIC (Define–Measure–Analyze–Improve–Control) approach, combined with FMEA (Failure Mode and Effects Analysis) and risk-based maintenance principles. Data was analyzed from the monthly report, work order history from July to December 2024, observations, and semi-structured interviews with related management and users in the operational department. Research findings indicate that 55% of activities are non-value-added, while only 45% of activities are value-added. FMEA analysis identified several failure modes, including filters that easily become dirty, the lack of PM monitoring and evaluation, not yet to conduct an environmental risk assessment for air conditioner maintenance on the mining site, and the movement between departments is far away. The implementation of risk-based maintenance for work order CM, from January to June 2025, has classified risks into high, moderate to high, moderate, and low to moderate risk locations that directly impact operations, and has positive results with a sigma level increasing from 2.88 to 3.29. Propose improvement recommendations include reorganizing the PM schedule by location and implementing digital tagging forms for units to report maintenance activities.
Design Of An Operations Strategy-Based Framework To Align Demand And Capacity In A Crsytal Ice Manufacturing SME Within The Cold-Chain Industry Raihan, Maudy Farras; Wibisono, Dermawan
Al-Kharaj: Journal of Islamic Economic and Business Vol. 8 No. 1 (2026): All articles in this issue include authors from 3 countries of origin (Indonesi
Publisher : LP2M IAIN Palopo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24256/kharaj.v8i1.9163

Abstract

This study examines the mismatch between production capacity, market demand, and distribution performance at a small and medium-sized enterprise (SME) producing ice crystals (Company A) in the cold chain industry. The company operates two machines with a total capacity of 10 tonnes per day, but actual sales volume only reaches 4-5 tonnes per day. This situation has resulted in low production utilisation, limited distribution coverage. Operational data for 2024-2025 shows that customer demand fluctuates on a daily, weekly, and hourly basis, while ordering behaviour is sudden, preventing the company from optimally planning production and distribution routes. The capacity of five motor couriers within a 12 km radius also becomes a bottleneck during peak hours, hindering delivery accuracy.Based on these conditions, this study formulates the problem of how to align production capacity, market demand, and distribution performance by determining the operational performance objectives; quality, speed, reliability, flexibility, and cost that need to be prioritised. The research design uses a mixed method case study with a quantitative dominance. Internal archive data analysis was conducted to calculate production utilisation, distribution utilisation, sales-to-output ratio, and demand-capacity gap stability. Next, six internal experts (the owner, administrative staff, two production operators, and two couriers) provided assessments through the Analytical Hierarchy Process (AHP), and the results were tested for consistency before being combined into group priority weights.The results of the study show that there is a consistent mismatch between installed capacity and actual demand. Average production utilisation is at 34-36%, while distribution loads accumulate during morning and afternoon peak hours. AHP analysis shows that cost, speed, and reliability are the top priorities for improving operational performance, in line with the patterns of inefficiency apparent in the operational data. This study in the discussion section highlights that distribution responsiveness, minimisation of inefficient costs of operations, and provision consistency in the fulfilment of services are essential in harmonising capacity and demand. The combination of operational results and AHP priorities provides the design of an alignment-based framework of an operational strategy. Suggestions on future research include creating a digital system that uses real-time data and increasing investigation into other cold chain SMEs in order to ensure that this strategic framework is more externally valid.
Co-Authors , Akhiyar , Akhyar . Meiliza, . Adrian Pasca Agung Sukma Hardana agus Purwadi Ahmad Kemal Arsyad Alpha Nur Setyawan Pudjono Alpha Pudjono Amanah Pasaribu Anugia, Zakie Arief Andhella Aries F Firman Asbah, Zuhwan Assydik, Muhammad Handeriyan Bagus Budianto Bangun, Madju Yuni Ros Berlit Deddy Setiawan Binti Hassan, Radiah Chairuna, Dina Cornell, Axel William Darusulistyo, Sidik Durio Etgar Durio Etgar Firmanto, Andri Budhiman Frederick, Raynald Habsoro, Moh Akhim Bayu Hadiyanto, Haris Halim, Didi Kurniadi Harimukti Wandebori Hasibuan, Fabian Zaki Geraldy Herry Hudrasyah Hibban, Laksamana Naufal Hoa, Hong Mee Husodo, Widodo Kukuh Sujatmiko I Nyoman Sardjana Ima Fatima Ima Fatima Ima Fatima, Ima Izhar Rahman Dwiputra Jonathan, Ivan Kaff, Ahmad Auva Nadiyyi Kukuh M Rahardjo Lase, Putri Vaerina Maulanda, Fadrian Dwiki Meita Annisa Nurhutami Mohammad Wisaksono Mohammad Zaki Mubarok, Mohammad Zaki Mohammed K. Khan Mohammed K. Khan Muhammad Handeriyan Assydik Muhammad Shidqi, Roza Mursyid Hasan Basri Mustika Sufiati Purwanegara Mustika Sufiati Purwanegara Nabilla, Faradhina Astri Nanda Ravenska Oktorius Kosasih Priyanto, Rohmat Putri, Aghnia Nadhira Aliya Rahmat Hidayat Rahmawati, Isadora Raihan, Maudy Farras Raka Achmad Inggis, Raka Achmad Ramadhan, Dimas Rizki M. Ratih Siti Rachmawati Reni Sri Rahayu Reno Renaldi Tibyan Rhanni Apriani Wirdhawan Rhanni Apriani Wirdhawan Riansa, Muhamad Danindra Rizki Utama Romi Setiawan Roza Muhammad Shidqi Santi Novani Setiawan, Romi Setiawan, Steven Nathanael Shihran, Reza Setiadi Siallagan, Manahan Parlindungan Saragih Sonia, Veren Sulaeman, Dwi Rian Taufik Faturohman Untea, Pungkas Utama, Rizki Utami, A. Rizky Aulia Wirdhawan, Rhanni Apriani Zulfikar, Prananda Septian