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All Journal Jurnal Manajemen Teknologi Journal of Business and Management The Indonesian Journal of Business Administration Journal of Engineering and Management in Industrial System Journal of Regional and City Planning Jurnal Ekonomi & Studi Pembangunan EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis The Asian Journal of Technology Management (AJTM) International Research Journal of Business Studies (E-Journal) International Journal of Supply Chain Management Jurnal Darma Agung International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Automotive Experiences Indonesian Journal of Multidisciplinary Science The South East Asian Journal of Management Journal Research of Social Science, Economics, and Management Cerdika: Jurnal Ilmiah Indonesia Journal of Business, Social and Technology International Journal of Entrepreneurship and Sustainability Studies Journal Integration of Management Studies International Research Journal of Business Studies Jurnal Bisnis dan Pemasaran Digital International Journal of Accounting and Management Information Systems
Gatot Yudoko
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Journal : The Indonesian Journal of Business Administration

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Business Analysis and Improvement of Import Container Dwelling Time Using DMAIC Methodology: Case Study of Berlian Terminal, Tanjung Perak Surabaya Fadila Rusman, Denia; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Ports are maritime transport infrastructure that have an important role in the economic structure and the mobility of goods, services, and people. As the primary node in the shipping system, port should be able to ensure smooth logistics activities and the contribution of material flows, products and information in the effective and efficient supply chain with low Dwelling Time. But what happened to Berlian Terminal, Tanjung Perak Surabaya is the high rate of Dwelling Time of import container that reached 8.4 days compared to the 5-day Dwelling Time in Thailand, 4-day in Malaysia and in Singapore was only 1 day. The purpose of this final project is to provide improvement solution that needs to be done by Terminal Berlian. This is done by analyzing the import container process when the container arrive at the port for unloading until they get out from the port. This method is expected to reduce the number of Dwelling Time and improve the service system in Terminal Berlian. The conceptual framework of this final project is based on the DMAIC Methodology by analyzing the business issue, then defining, measuring, analyzing, improving, controlling, and implementing based on plan. The root cause is because the total time of service procedures in Berlian Terminal is high which occurs on document and container services. The data were collected by doing survey on the field, interview, documentation, and collected from people that have been previously processed.The analysis process was done by providing 3 alternatives. The first alternative is analyzing the queue system in Berlian Terminal which is still good because there is no queue in the system . The second alternative is improving SOP on Pre Clerance process that can reduce the dwelling time up to 24%. The third alternative is chosen as the best alternative which combines the result in alternative 2 with SOP improvement on Red Lane Customs Clearance. The result shows that import container dwelling time can be reduced by 38% , from 8.4 days to 5.2 days. The reduction is expected to provide better service system for the importers, customs, and Berlian Terminal as a service provider company. The process of implementation plan can be done by defining the problem, resources plan, stakeholder agreement, improvement, and evaluation. To ensure the success of implementation business, the company should conduct Critical Success Factors and policies based on company’s vission and mission. Keywords : Dwelling Time, Vessel Queuing System, Pre Clearance, Customs Clearance, Post Clearance, Berlian Terminal, Import Container.
Proposed Performance Management System Design For Courier and Logistics Provider Using Balanced Fortranansi Firdaus, Devin; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 5, No 2 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Logistics business in Indonesia has grown rapidly in recent years. Factors causing the growth of the logistics are the business globalization, domestic consumption, economic growth and the increasing of domestic and international commerce (the demand of AEC by the end of 2015). As the biggest courier and logistics services providers in Indonesia, PT.EG Express requires strategy that can help companies to take advantage of opportunity and also maintain customer satisfaction because the competitiveness among similar companies becomes greater as well.  The purpose of this study was to suggest performance management system design based on the Balanced Scorecard as a request of the company and also prepare the company to become an IPO company. Balanced Scorecard method chosen as a performance management system because this method has been known by all employees of the other methods, so that this method will be easier to be implemented. The methodology used to solve problems that occur is by way of interviews and focus groups discussion (FGD) with the parties concerned. Based on the high level of business competition and the company's internal conditions, it is proposed that the right strategy for the company's business is differentiation focus because the strategy focuses on consumers who will be targeted and in it is in accordance with the company's mission. There is a change in the vision of PT.EG Express to "To be the advance ASEAN supply chain company" as well as with the company's mission to become "To provide the best experience to customers consistently by offering excellence quality services". The core value of the company increased to five values: honesty, discipline, responsibility, visionary and cooperation. Company performance indicators designed based on four perspectives the financial, customer, internal processes, learning and growth perspectives. To ensure all the perspectives go as expected, PT.EG Express using the strategy map and initiatives strategy so that the level of achievement in reviewing the company can be repeated. The result of this research is a guide for PT.EG Express to implement the Balanced Scorecard as Performance Management System. This guide consists of a timeline schedule that starts from the beginning of 2016 and will be implemented at the beginning of 2017, the main resources requirement are software BSC and commitment from all employees, and budgeting estimation plan for as much as Rp 2.870.000.000,-. Keywords: Performance Management System, Balanced Scorecard, E-commerce logistic provider services.
Strategy Formulation of PT. Tunggal Sejati Kencana (Case study : Pekanbaru Logistic Center in Pekanbaru, Riau) Anugrah Wangsa, Airin; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 5, No 3 (2016)
Publisher : The Indonesian Journal of Business Administration

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Abstract- The formulation process to create a business strategy for PLC started from external and internal environment scanning those are be done by several methods such as : PESTEL Analysis, SWOT analysis, Porter’s Five Forces Analysis, Resources Based View Analysis, Value Chain Analysis, Current Corporate and Business Level Analysis, EFAS Matrix, IFAS Matrix, IE Matrix, TOWS Analysis, Grand Strategy Matrix, Ansoff Growth Matrix. Next step is to integrate cross functional with capabilities and positioning. To take action in the proposed strategy must be aligned with the company’s vision, mission and values. Based on the result of analysis, the corporate strategy that can be implemented by PLC Warehouse based on orientation toward growth strategy, it aims to create value for the shareholders, customers and also citizens. Besides, to increase the revenue, should do the market penetration by using differentiation as the best business strategy. Market penetration and differentiation focused strategies are also supported with functional strategies that consists of marketing, research and development, and human resource. New strategies that should be pursued by the company includes : competence and leadership personnel, customer relationship management, marketing by digital media, cost control, develop capabilities, technological warehousing system. In conclusion, PT. TSK currently has competitive advantage in the warehousing industry but the company also needs to prepare for the future treats and opportunities. The company should align their strategy from corporate level and business level strategy to achieve the goals in the future. Keywords: Business Strategy, Corporate Level Strategy, Competitive Advantage, Strategic Management, Warehousing Business Industry
Performance Improvement of Cold Rolling Mill to Contribute more for The Profitability of PT Krakatau Steel Wirawan, Wahyu; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 15 (2013)
Publisher : The Indonesian Journal of Business Administration

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Management is currently facing a difficult dilemma because of the three products that generate revenue for the company only one that gives a good profitability. Cold Rolled Coil (CRC) is one of the products that currently contribute less profit for the company even tend to contribute loss. Management is always worried if the volume of CRC is increased will further increase losses, but if the volume is too small then the cost of production will rise due to the high fixed costs. On the other hand, Hot Rolled Pickled and Oiled (HRPO) which is also the output of Cold Rolling Mill (CRM) always give a positive contribution and need to be increase its production volume and sales. This increase in volume of HRPO will of course affect to how much of CRC can be produced due to the space of Continuous Pickling Line (CPL), the first line of CRM,  will be occupied to produce HRPO. Performance improvement is needed to get the best margin by increasing the sales volume of HRPO while CRC is not being sacrified.  Keywords: Performance Improvement, Profitability, Efficiency, Effectiveness, Hot Rolled Pickled and Oiled (HRPO), Cold Rolled Coil (CRC), Cold Rolling Mill (CRM).
Proposed Strategy Formulation for an Organic Rice Company Ningrum, Astrid Hapsari; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 4, No 2 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract.Rice is the staple food of Indonesia that the number of its demand increases annually in line with the increase of population. In 2010, M Group formed M Pure Farming (MPF) as Department who responsible for developing rice business as a follow-up of the advantages in built good relationships with farmers before. Not to selling some conventional rice products, MPF intend to sell rice that takes account into health aspects in form of organic, which means do not use pesticides or chemicals at all, as well as help preserve the environment today which has become a public concern. With B2B (Business-to-Business) business model, MPF make purchases of rice to farmers and then sell them under the label of MPF rice.Several issues raised by MPF currently are their market, their supply, and their skills of human resources.MPF market is divided by M Group internal market (1) and external market outside the M Group (2) with total sales of approximately 50 tons per year. Unfortunately, after nearly four years of running, this amount is still only capable of holding about 10% of the internal market potential M Group. So it does with the external market, the intended target remains unclear and sales are in smaller quantities than the internal market for sure. Based on the analysis, MPF needs to improve their strategy to run the business. They need a clear strategy to maximize its internal capabilities and take advantage of opportunities that exist to be able to control intended markets.A good strategy requires analysis of both internal and external environment with several tools such as PESTEL, Porter's 5 Forces, Value Chain, and Resource-Based View (RBV). The results of the environmental analysis are then summarized in a SWOT analysis that serves as a tool in the preparation of the new strategy. The proposed implementation based on previous analysis begin with improvements in their internal management, start in human resource management and corporate culture as basic improvement to improve their employees to be able to improve business process and produce some qualified and valuable products, hence the customers will perceived MPF products as reliable products and maintain the purchasing continuously. Afterwards, in 2020 MPF expected to be able to increase sales of at least up to 500 tons / year and can control the internal market M Group as well as penetrate the right external market in form of Business-to-Business model.The proposed strategy is reflected in the implementation of short and long-term programs, each with its resource requirements and schedules required. The proposed strategy are divided in to three levels, namely Corporate Strategy (1) which suggest MPF to implement growth strategies, Business Strategy (2) that supports corporate strategy which suggest MPF to perform differentiation in its products and services, and Functional Strategy (3) which outlines how each division can implement the established strategy.Key Words : Organic Rice, Strategy 
Analysis and Proposed Improvement Permit to Work (PTW) in Chevron Geothermal Darajat Garut Perwira, Bayu Ananta; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Chevron is one of the international companies and businesses that have been run all over the world. Every worker they are committed to getting good results by way of applying the advantages of implementing innovative new technologies, responsible and get new opportunities that will be profitable growth for their success. Energy industry in the world almost all there is involvement of Chevron. Chevron to explore, create and lifting oil crude and natural gas; making power and produces geothermal energy; makes efficient energy and develop new energy sources for the future, including for advanced biofuels research. Chevron have an Operation Excellent for their safety. Operational Excellence is complex and multidimensional. It has to be in order to address all of the potential risks and causes of incidents that can impact our workforce, the environment and our assets. To help navigate this complexity, we developed the Operational Excellence Management System (OEMS). Based on the OE, then every will start the necessary work Permit To Work (PTW). However PTW requires a rather long time to process it. The methodology in this thesis is to conduct research for 2 months straight. During the study found some errors made by workers, that is giving approval is not in the work location. This can lead to the danger that arises in the work. From the results of the interview, according to the workers this is done in order to speed up work time, but on the other hand there is a danger that can arise from the actions of workers. By using the 5 whys, root cause of the problem is obtained that is the lack of workers who become Area Controller. The results of the analysis will result in improvement proposals that will be used to accelerate the process of Permit To Work (PTW) is. The results are in get is by adding people to become Area Controllers or provide training to supervisors in order to become a Controller Area.Keywords : Operation Excellent, Permit to Work (PTW), business solution, area controller
Analysis Using Open System Model on Logistics Department in Rumah Sakit Ibu dan Anak Kenari Graha Medika Fauzi, Muhamad Ibnu; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

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The Logistics department in Rumah Sakit Ibu dan Anak Kenari Graha Medika (RSIA KGM) where this research is the department that act as the key of cost structure of firm that support the whole operation. The department focused on targets that stated as goals to be achieved that consist of stock, store supplies, administration, distribution to units, monitor and control, and response. Currently logistics department couldn’t fulfill the target of their operation. The root cause of the research is the lack of standardized operational guidelines. The root cause is causing confusion in the department that resulting lost sales, defect supplies, and expired supplies. The method that used to reach the goals is open system model. The model acts as the guide to make a better system. The model which draws the input-throughput-output model with feedback looped to adapt throughput to the environment. The environment consist of all elements outside the system that have the potential to affect that all part of the system. The result will generate feedback that will be used for future transformation. The solution in this research will show the procedure of all logistics activities. Logistics activities in RSIA KGM consist of 6 main activities, they are order supplies, accept and check supplies, store supplies, grant request of supplies, return supplies, and documentation. The usage of stratified random sampling, colored tag, control card, Reorder point, and risk mitigation plan will become the way for logistics department to reach their targets. Even though the old system is simpler, but it is subjective and have disorganized activities. The proposed system have structured activities and standardized procedure, but in the other side the system is quite complex and it will need well trained employee. Keywords: Open system model, standard operational procedure, Reorder point,  Logistic, Rumah Sakit Ibu dan Anak
Improvement Efforts in Construction Equipment Management at Central Services Division PT. Freeport Indonesia Dewantoro, Bartholomeus; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 1, No 7 (2012)
Publisher : The Indonesian Journal of Business Administration

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The main goal of every construction project is to finish the project on the approved budget, on time and to achieve the required quality. Central Services Division’s of PT. Freeport Indonesia (PTFI) primary responsibility is to manage all capital construction projects approved by Freeport each year. In the past five years (2006 - 2011), Freeport had spent U.S. $600 million investment per year in the form of AFE (Approved for Expenditure) of which 20% - 40% of the fund was managed by Central Services Division to build new facilities. The 2008 records showed that 58% of the projects had been delayed in project completion.  Further analysis showed that failure in providing necessary equipment support was the third basic cause in project completion.  Equipment Control Section in Central Services Division has the responsibility to manage all construction equipment required by the division in completing projects that have been assigned.The focus of this final project is on improving the effectiveness of Equipment Control Section organization in managing construction equipment.  The challenge ahead is that the construction of new facilities of DMLZ and GBC underground mine which is expected to begin its production in 2016.The method used to increase the effectiveness of the organization is the McKinsey 7S Framework. The methodology was conducted by reviewing organization effectiveness of Equipment Control Section based on the 7S elements: Skills, Shared Values, Style, Staff, System, Structure and Strategy at the current condition. By determining the future, expected condition of the organization, then, a gap analysis between the two conditions is conducted. The next step is to determine business strategies in each of the 7S elements with the major goal of eliminating or minimizing that gap.Implementation plan to eliminate gap depends on commitment of Equipment Control Section management.  Without increase in effectiveness in managing construction equipment, completion of all construction projects that meet the principles of cost, quality and schedule will be impossible to achieve. Keywords: McKinsey 7S Framework, effectiveness, equipment, gap analysis, current condition, expected condition
Operations Strategy for Performance and Services Improvement of Maintenance Pumping Unit Team - HOOU PT. CPI Wardhana, Satria Yoelis; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 4, No 9 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract -PT. XYZ is expected by Government of Indonesia (GOI) to meet or exceed the oil production target. It’s required a strong maintenance program considering PT. XYZ is operating a brown field. There are lots of Pumping Units in X Field as very critical equipment to support production. The preventive/predictive maintenance (PM/PdM) program has been established and executed every 270 days/ Pumping Unit by 2 Business Partner. The main target from productions team is avoiding 7 Wells down every day and 170 Barrels Loss Production Opportunity (LPO). In monthly average those targets are achieved but sometimes the number of daily wells down is behind the target. There are also some gaps in executing maintenance activities such as no dedicated quality inspector, lack of supervision in the field, long duration to repair gearbox, unbalanced work load personnel, and no integrated contract execution and monitoring system.The new operations strategy is proposed to improve the performance and services of Maintenance Pumping Unit (MPU). The methodology used in this final project is study literature and team discussion. The existing resources and operations processes/capabilities are analyzed using Operations Strategy Framework Slack and Lewis (2008) to understand current conditions in MPU teams. The proposed improved operations strategy are implementation of Total Quality Management (TQM), improve work load distribution, finalize Roles & Responsibilites (R&R) within Project Business Support (PBS) and MPU Team, monitor phase control of LS Reduce PU Down Time due to Gear Box Failure, and development of Contract Cost Management System (CCMS). The benefit of implementing proposed operations strategy is potential cost saving 8,576 bbl oil or $428,800 using assumption oil price $50. The support from Wells and Facility Maintenance (WFM) leadership, capability and accountability from every PIC, monitoring process, and mitigation plan are some of the key success factors in the implementation stage to attain world class maintenance performance.Keywords: Operations strategy, maintenance pumping unit, PT. XYZ, wells down, loss production opportunity.
Determining Operations Strategy for KPC Melawan Coal Handling Plant Praptono, ES Heru; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 4, No 9 (2015)
Publisher : The Indonesian Journal of Business Administration

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Abstract. PT KPC have goal to reach 70 MTPA (million ton per annum) productions in 2017. Plant expansions have been done to fit the infrastructure to that goal.  KPC Melawan CHP (Coal Handling Plant) with Overland Conveyor has been built to increase crushing capacity and reduce energy consumption. The plant will be handed over to operation in July 2015. Melawan CHP expected reach sustain capacity of 30 MTPA.  The operations strategy for new plant should be set for the course of action over time for a long-term capability of operation. To determine operations strategy, it’s started by evaluating gap between the existing with new plant in order to gain information to identify problems based on structural and infrastructural decision area. Root causes examined using CRT (Current Reality Tree). From CRT exercise, the identified root causes are inappropriate structural and infrastructural operations strategy decisions. Core problem from those root causes is Unadjusted existing operations strategy to be used for the Melawan CHP. Business solution part start with visit existing strategy maps to recognize required performance objective that not yet covered. Adjusted strategy objectives is to ensure the sustain coal production, that flexible to marketing requirement which supported by four decision areas consist of capacity, supply network, process technology, and development & organization. Five performance objectives are combined with those decision areas to generate operation strategy matrix. After finding operations strategy in the matrix, existing Balance Scorecard and Strategy Map are adjusted and additional strategy initiatives are developed. The critical strategies are reliable throughput, controlled quality, clarity in cost, and production planning ‘fit’. Future Reality Tree (FRT) was used as decision tools to determine the best strategy using the ‘injection’ of new initiatives to eliminate root causes.  To implement the proposed solution, company should focus on internal capabilities to translate operations strategy into operational task. Hence, operations strategy is emphasized in internal-external and financial-non financial factor balancing.  Keywords: Operation Strategy, Current Reality Tree, Balanced Scorecard, Strategy Map, Future Reality Tree.
Co-Authors Abimanyu, Cristian Agung Pascasuseno Agus Suwarto Agus, Anna Amalyah Aji Nugraha Pratama Alberto, Richard Ananto Veryadesa, Ananto Andini, Trisnawati Anugrah Wangsa, Airin Ardiansyah, Pandu Zea Ariawan, Yona Arie Rachmadi Djunaedi Armanda Putra, Mochammad Ravi Astrid Hapsari Ningrum, Astrid Hapsari Aya Ishigaki Azizah, Mutiara Alena Bartholomeus Dewantoro Bayu Ananta Perwira, Bayu Ananta Benny Pahala Hutahaean Candrasmurti, Awindya Cashiwan, Cashiwan Daniel Happy Putra Dewi, Nurlaela Kumala Dewi, Nurlaela Kumala Dian Ekawati Eidelweijs A Putri Eko Agus Prasetio ES Heru Praptono, ES Heru Fadila Rusman, Denia Firmansyah Arifin, Firmansyah Firra Astria Noezar Fortranansi Firdaus, Devin Grimaldi, Gemma Hari Lubis Heru Purboyo Hidayat Putro Imaniya**, Taliya Imaniya, Taliya Isti R Mirzanti Jasmine, Tamara Latifah Kembaren, Pennoh Philips Kenji Koido Khisbulloh, Wijaya Kiyoshi Dowaki Krishna Permadi Krisna Uvala Hardi Kurniawan, Muslim El Hakim Kurniawan, Muslim El Hakim Kusnadi, Asana Kusuma Anuraga, Hilarius Yuda Kusumawardani, Farah Almira Lesmana, Haris Lestari, Ayu Gema Limowa, Agung lqsan Diaz Mariany W Lidia Miharja, Miming Miharja, Miming Miming Miharja Mudya, Dinda Ratna Muhamad Ibnu Fauzi Muhammad Hanafi Muhammad, Firdaus Yusri Mulyono*, Nurbudi Mursyid Hasan Basri Nafila, Revina Nida Natalia, Natalia Nur Budi Mulyono Nurlaela Kumala Dewi Parcelino Prabowo, Rommy Paseru, Alvito Tirano Permana, Tirta Wisnu Pradono, Pradono Pratiwi, Ratna Endah Prilandita, Niken Putra, Anar Arsyid Wali Masâ??ud Reyhan Zachary, Reyhan Rima Beladina Subekti, Rima Beladina Ruhaiya, Fikka Sanusi, Dudu Anwar Satria Yoelis Wardhana, Satria Yoelis Sony Susanto Stepanus Ady Triwidodo Sudarso Kaderi Wiryono Sulyani, Agnesia Candra Suprapto, Juny Surna Tjahja Djajadiningrat Surya Ibrahim Irsyam Sylviana Maya Damayanti Takeshi Arai Tatag Muttaqin Togar M Simatupang Wahyu Wirawan Wanda Listiani Widjajani Widjajani Yuanita Handayati Zahara, Dhenok Puspita