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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) 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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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.
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.
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.
Designing a Knowledge-Based Performance Management System for PT WLL Setiawan, Steven Nathanael; Wibisono, Dermawan
Eduvest - Journal of Universal Studies Vol. 6 No. 2 (2026): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v6i2.52500

Abstract

PT WLL was an Indonesian food manufacturing company that had produced soy sauce and condiments for several decades. Despite its long operational history, the company experienced performance challenges, including declining sales, inefficient processes, and limited employee capability. These issues largely emerged from the absence of an integrated performance management system that connected financial and non-financial indicators. The objective of this study was to design a Knowledge-Based Performance Management System (KBPMS) that aligned with PT WLL’s strategic and operational needs. A mixed-methods approach was applied. Qualitative data were collected through semi-structured interviews and focus group discussions with managers and the director, while secondary data were obtained from company records, production reports, and financial documents. Porter’s Five Forces, VRIO, and the Current Reality Tree (CRT) were used to diagnose systemic performance gaps. The KBPMS framework guided the development of a performance structure consisting of three perspectives: business results, internal processes, and resource capabilities. The Analytical Hierarchy Process (AHP) was used to prioritize key performance indicators (KPIs) through expert pairwise comparisons. The findings revealed that the company faced three primary challenges: weak interdepartmental coordination, outdated operational processes, and a lack of integrated performance metrics. The proposed KBPMS offered structured performance measurement, clearer strategic alignment, and knowledge-sharing mechanisms. Implementing the system was expected to improve PT WLL’s financial stability, process reliability, and employee competency. The study made theoretical and practical contributions by demonstrating how KBPMS could be adapted for medium-sized food manufacturing firms to strengthen their competitiveness and long-term sustainability.
Integrated Lean Six Sigma and Statistical Quality Control to Enhance Production Quality in the Beverage Manufacturing Frederick, Raynald; Wibisono, Dermawan
Eduvest - Journal of Universal Studies Vol. 6 No. 2 (2026): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v6i2.52481

Abstract

Continuous quality improvement is fundamental to maintaining competitiveness in the beverage processing industry, particularly in developing countries where process variability often leads to operational inefficiencies. This study aims to examine the implementation of Lean Six Sigma (LSS) integrated with Statistical Quality Control (SQC) as a comprehensive strategy to enhance production quality in a selected Indonesian beverage company. The research was conducted using purposive sampling and followed the DMAIC (Define, Measure, Analyze, Improve, and Control) framework to identify, measure, and mitigate causes of volume variation in bottled products and improve process yield. Quantitative analysis was performed on production records using control charts, process capability indices (), and defect probability calculations. The results showed that prior to improvement, the process capability index () was 0.722 for 350 mL bottles and 0.636 for 450 mL bottles, with a rejection rate of approximately 3.00%, indicating poor process control. After a series of corrective actions, including mold and filler vacuum adjustments, the   increased to 1.430 for 350 mL bottles and 1.338 for 450 mL bottles, while the rejection rate declined significantly to 0.562% and 0.438%, respectively. The findings demonstrate that the integration of LSS and SQC substantially improves process capability, reduces production waste, and enhances product quality. This study provides novel empirical evidence on the application of Lean Six Sigma in the beverage industry context and contributes both theoretical and practical insights into the use of data-driven quality approaches to achieve sustainable manufacturing excellence.
A Knowledge-Based Performance Management System Framework: Case Study in The Medical Device Manufacturing Sector Utami, A. Rizky Aulia; Wibisono, Dermawan
Eduvest - Journal of Universal Studies Vol. 6 No. 2 (2026): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v6i2.52529

Abstract

The company operated in a highly regulated medical device environment where quality consistency, documentation accuracy, and supply reliability were essential to meeting ISO 13485 and MDR requirements. As annual purchasing volumes increased, the organization became heavily dependent on international suppliers, with more than 95% of raw materials sourced overseas. The main operational issue examined in this study was the high rate of late supplier deliveries: 53.83% arrived after the agreed schedule between 2020 and 2024, representing USD 2,003,408.53 in purchase value, while only 45.76% were on time and 0.40% arrived early. These delays disrupted production scheduling, weakened the company’s ability to meet customer orders, and undermined operational credibility, particularly within the procurement function. This research aimed to address two key problems: identifying the underlying causes of procurement inefficiencies and designing a Knowledge-Based Performance Management System (KBPMS) tailored to the company’s operational context. A qualitative-dominant mixed-method approach was adopted. Primary data were collected through semi-structured interviews and questionnaire surveys. Secondary data were sourced from historical purchasing records, supplier delivery reports, internal SOPs, and departmental objectives to support a comprehensive understanding of procurement challenges. The analysis process consisted of three stages. First, root cause analysis was conducted using the Ishikawa diagram. Second, the KBPMS framework was developed to define the criteria.
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 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 Izhar Rahman Dwiputra Jonathan, Ivan Kaff, Ahmad Auva Nadiyyi Kukuh M Rahardjo Madju Yuni Ros Bangun 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