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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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Analysis and Proposed Changes of TIN ORE Processing System on Cutter Suction Dredges into Low Grade to Improve Added Value for The Company Hutahaean, Benny Pahala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 16 (2013)
Publisher : The Indonesian Journal of Business Administration

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Mining technology using Cutter Suction Dredges (KIP) is currently performed by PT Timah (Persero) Tbk. Currently tin ore processing system in KIP produces high grade tin ore (±70% Sn). By applying high grade tin ore processing system in KIP, recovery of tin ore is low and associated minerals of tin contained in concentrates secondary jig will be wasted. To change the processing system to be low grade in KIP be enough to negate the sluice box equipment, because the secondary jig produces concentrates of tin ore with low grade levels. System changes tin processing in KIP be low grade, the consequences will transport tin ore to Mineral Processing Plant (PPBT) with a larger amount so that it will add the cost of transportation and processing costs in PPBT. By using production data in 2012, when the operating KIP converted into low grade, the tin is generated by changes in the system amounted to 741,02 tons and will be gained by economic value amounting to Rp. 115.752.676.478,- To implement a system change in tin processing KIP from high grade into low grade to note any factors which are very critical and critical factors. The main requirement of resources is human resources, financial resources, and information technology. Success factor the changes system is at  capacity ocean freight, recovery PPBT and management support, so that the system changes in Cutter Suction Dredges tin ore processing of high grade into low grade will succeed. Key Words : Cutter Suction Dredges, Mineral Processing Plant, Sluice Box, Tin Ore High Grade, Tin Ore Low Grade,Recovery.
Proposal for Supplier Relationship Management at PT XL Axiata Tbk Pratama, Aji Nugraha; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 17 (2013)
Publisher : The Indonesian Journal of Business Administration

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The telecommunication industry in Indonesia is growing rapidly in the last fifteen years. The habit slowly changed from voice and short messaging service into data. Nowadays, the challenge for the telecommunication company is to provide good quality of network. To fulfill the challenge, XL has been developing a partnerships scheme with suppliers and has been creating a performance measurement to keep partnerships work in the right path. The last supplier performance measurement report shows that the result is not meet the target. The unsatisfying result show that something wrong in the partnership with supplier. To find the core problem, this paper uses a Current Reality Tree (CRT) method. Based on CRT analysis, the core problem that arises is poor coordination. To eliminate core problem, a strategy is created. Strategic Supply Management is used as a framework to create strategy in eliminating core problem. Four critical enablers in the strategic supply management are analyzed to find solution for the problem. Those four critical enablers are organizational design, supply measurements, information systems, and human resources. The suggested and recommended solution based on analysis are improvement in business process, developing responsibility assignment matrix (RAM), create web-based application, and developing skill and knowledge people in supply organization.Keywords: telecommunication industry, supplier relationships, current reality tree, supply management
Strategy Formulation Of PT. Ajisaka Destar Utama Hardi, Krisna Uvala; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 10 (2013)
Publisher : The Indonesian Journal of Business Administration

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PT Ajisaka Destar Utama (PT. ADU) is one of Indonesian leading company in survey mapping industry. Further, the entrance of newcomers and the possibility of politic and economic instability will be a challenge for the company in the future. PT. ADU needs to have a strategy that will help the company reach its vision. The formulation of strategy started from external and internal environment using PESTEL and Porter’s Five Forces Analysis, Value Chain Analysis and Resource Based View Analysis. The information from external and internal environment analysis then used to generate strategy alternatives. The company needs to a vision, mission and values in order to align the strategy to their vision, mission and values. After stating their vision, mission and values, the company can choose the strategy starting from corporate level strategy until functional level strategy. In conclusion, PT. ADU currently has competitive advantage in the industry, but the company needs to prepare for the future challenge. Through analysis of the company’s environment, there is several strategy alternatives can be chosen by the company to achieve their dream in the future. Keywords: Survey Mapping, Strategy Formulation, Vision, Mission, Values, Corporate Strategy, Business Strategy, Functional Strategy
Review of Hydraulic Equipment Maintance Strategy to Reduce Oil Consumption Cost in Hot Strip Mill PT KS Suwarto, Agus; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 15 (2013)
Publisher : The Indonesian Journal of Business Administration

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Currently, every company should do efficiency to reduce the production cost in order to increase it product competitiveness in both local and international market. Maintenance activity cost is the one of management concern to reduce without sacrificing the reliability of equipment and machine performance. The average lubricant usage cost in Hot Strip Mill PT. KS is Rp 1.149.464.558,- per-month or total Rp 13.793.574.699,- for year 2011, and this is a serious problem because it tends to increase every year. There are many kinds of lubricants (oil and grease) which are used in Hot Strip Mill PT. Krakatau Steel as bearing lubrication system, gear lubrication system and as fluid media in hydraulic system to move the equipment with heavy load. To reduce the lubricant cost is by doing identification of hydraulic equipment which is using the biggest of oil consumption cost for Rp 3.287.476.000,- per-year. Because there are some hydraulic system in Hot Strip Mill, therefore the research is focusing on hydraulic system in Finishing Mill area which is the biggest contributor on oil consumption by 825.691.647,- per-year.The main cause of high oil consumption cost is leakage on hydraulic hose and hydraulic cylinder seal because there is no periodically replacement schedule. Therefore, it is suggested to implement the maintenance strategy both for preventive and predictive maintenance strategy based on equipment criticality factor or impact will occur when equipment failure such as: workforce safety, production downtime, product quality, equipment duty of operation and the inspection possibilities during equipment running. By implementing an appropriate maintenance strategy, the company will get cost saving Rp 87.838.138,- per-year or 10,6 % from oil consumption cost. Keywords: lubricant usage cost, preventive and predictive maintenance strategy, increase company competitiveness.
Optimizing Spare Parts Procurement to Enhance Plant Availability Triwidodo, Stepanus Ady; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 15 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

During operation all equipments in Plant need spare part to replace its damage element to maintain Plant Availability. Variation in spare part, spare part’s life service, and procurement lead time tend to increase number of spare part request. On the other hand, huge number of inventories has no direct correlation with plant availability as the fact that many break-down equipment need extended repair time due to unavailable spare part. Inventory also became main topic on company performance especially on financial side. This paper will discuss spare part procurement method on Steel Making Plant that projected able to maintain and increase Plant Availability and concern to inventory level. The working method started by spare part classification, inventory policy for each spare part classification, and procurement method. Spare part classification according to three mains criteria, which are: usage value, critically, and usage frequency. Spare part will divide by 27 different classes to decide inventory policy. These are three inventory policies:  with-out stock, one piece stock, and more pieces stock. Spare part procurement method should able to support defined inventory policy and concern to vendor availability. There are some spare part procurements method alternatives that have individually strong and weak point.  For evaluate spare part procurement method use “Kepner-Tregoe Decision Analysis” and to analyze potential problem that may rise from chossen procurement method is “Adverse Consequences”. Keywords: spare part, equipment availability, inventory, spare part classification, inventory policy, spare part procurement method.
Proposed Corporate Strategy of PT. Pikiran Rakyat Bandung Noezar, Firra Astria; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 14 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

PT. Pikiran Rakyat Bandung (PT. PRB) is a region-level conventional newspaper company positioned on the 8th biggest market share of newspaper in Indonesia with 5.89% market share in year 2005. Today, the using of mobile phone and internet has risen to 62% and 42%. Indonesians are expected to be very responsive to the development of gadget and internet. This era is feared by PT. PRB can bring down the company. One of the symptoms is the decreasing of the revenue from year 2010-2012 by 1.4% in year 2011 and 3.12% in year 2012. The company has intention to do early precautionary strategy before the decreasing goes too far. Methodology in this final project is by evaluating the external and internal environment in order to get the SWOT. From the SWOT, corporate strategy can be created using TOWS matrix and Grand Selection Matrix. The building of the Grand Selection Matrix is supported by IFAS and EFAS table. After generating the corporate strategy, evaluation is done using cost and benefit analysis. Using the method above, it is found that the score of IFAS and EFAS are 2.21 and 2.00 respectively. Therefore, it is located in the third quadrant which is retrenchment strategy. The cost and benefit analysis resulting weighted score of 1.63 for conglomerate diversification which is the best solution for the company. To implement the strategy there are several actions should be done in 5 years of time horizon. Keywords: Internal Analysis, External Analysis, Strategy Formulation, Corporate Strategy, Information Industry, Newspaper Business
Proposal of an Operations Strategy Formulation in PT ABC Djunaedi, Arie Rachmadi; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 2, No 11 (2013)
Publisher : The Indonesian Journal of Business Administration

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Abstract

ABC is a heavy-duty equipment and support equipment assembler, provides chrome plating and engineering solution. Problems in the development of the company is how to increase the production in each production line. Constraints incurred in the company due to non optimal operation performance system. This is an obstacle for the company to expand its business. That problem causes difficulties for the company in determining the long-term strategic plan. Evolving business issues will be discussed through strategic audit that is expected could achieve strategic fit. The discussion includes the current situation of the company, corporate governance, external environment, internal environment, and strategic analysis. Constraints on the performance of the operation will be solved by formulating operations strategy. Ability to carry out operations management requires performance measurement. Measurement in meeting customer needs includes productivity, efficiency, effectiveness, and health and safety workplace. Measurement is fundamental to know the capabilities. Thus the company will know the capacity and productivity of the plant. The ability to recognize this capacity will be a fundamental consideration of the company in making a  development strategy decision to achieve long-term targets. Changes will occur in the basic  performance records, knowledge of the exact production capacity, also in opportunities to make working methods improvement and an appropriate investment. By knowing the production capacity accurately, the coordination of each division in achieving target will be synergic. Holistic measurement of corporate performance can be started by this basic measurement. Key Words: operation strategy, capacity, productivity, measurement
Strategy Formulation for Start-up and Small Business Travel Agency in Bandung Veryadesa, Ananto; Yudoko, Gatot
The Indonesian Journal of Business Administration Vol 3, No 5 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract

Abstract—the number of travel agencies were increasing align with the increasing number of tourists in Indonesia. In 2012, there were 3,342 of travel agents in Indonesia, where 200 of them are located in West Java Province (APHI, 2012). Several big players of travel agent are primarily making travel arrangement for business trip and company tours. There are also small business player, including start up, where most of them are categorize as the majority of travel agent in Indonesia. They also offer travel arrangement except they are most likely targeting the retail customer. To sustain in the business, a start-up and small business travel agency should formulate a strategy to differentiate their products and services with other competitors. The study case was taken in Bandung city, where three travel agents selected. They are Prima Riau Holiday (PRH) Bandung, Seruni Tour & Travel and Fly Bandung. Research gathering was based on secondary data and one on one interview with management of the travel agents. Kepner-Tregoe method was used to analyze the situation, problem and decision. In formulating strategy, the business model was used to create the 9 building blocks from value proposition to cost structure and revenue stream. The business model analysis were based on internal and external environment analytical score review of Strategic Factor Analysis Summary (SFAS). Based on the SFAS scoring, travel agent should become specialist for tour or travel package, where they could provide level 3.0 of tourism marketing and collaborate with 9 (nine) center of creative industry in Bandung City.  In the implementation plan, the formulated strategy should be implemented in each functional level, from operational to marketing plan.  Keywords: tourism, start-up, business strategy
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