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All Journal Jurnal Manajemen Indonesia Jurnal Syntax Transformation Journal of Economics and Business UBS
Pri Hermawan
Institut Teknologi Bandung
Humanities Economics, Econometrics & Finance Education Environmental Science Law, Crime, Criminology & Criminal Justice Social Sciences

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Viable System Model as A Framework for Value Co-Creation Service System Analysis of Technology-based Business Incubator Eka Yuliana; Utomo Sarjono Putro; Pri Hermawan; Astri Ghina
Jurnal Manajemen Indonesia Vol 23 No 1 (2023): Jurnal Manajemen Indonesia
Publisher : Fakultas Ekonomi dan Bisnis, Telkom University.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25124/jmi.v23i1.4674

Abstract

Bandung Techno Park (BTP) at Telkom University has a crucial role in the technology-based business incubation scheme. From the recruitment process, learning goals, venture capital, commercialization with all impacted to start-ups accomplishment. These observations resulted by using qualitative research methods for one year. Referring to the concept of service systems, it was founded that business incubators in higher education can produce the holistic service system diagnostics to develop the external collaboration between university and industry. These findings are successfully set out by used the Viable System Model (VSM) from service system science approach which is divided into five main functions: (1) Operationalization, (2) Coordination, (3) Monitoring and Control, (4) Intelligence, (5) Policy. The important collaboration of the integrated service system at BTP is framed in a structured concept. Incubator operation supervision focuses on service systems that play a role in four types of management, namely: business innovation and incubation, tenant service and support, marketing, and technology solutions. The findings of the analysis with VSM relate to the role of technology-based business incubators in creating value co-creation from a service science point of view. Keywords— Value Co-creation; New Technology-based Firms; Business Incubators; University-industry Collaboration
Evaluation And Analysis Of Decision-Making on the Business Method of hhe Paseh's Strategic Business Unit (SBU) For The Stones And Non-Metallic Mine At Jasa Sarana (Bumd Of West Java) Topan Ardiansyah Putra; Pri Hermawan
Journal of Economics and Business UBS Vol. 12 No. 2 (2023): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i2.186

Abstract

Jasa Sarana is a BUMD Holding of the West Java Provincial Government engaged in Infrastructure. In running its business, Jasa Sarana applies the Business Strategic Unit (SBU), a rock and non-metal mineral mining business. It was initiated in 2005-2006, with a mining area of 19.45 hectares, with rock mineral resource reserves of 3.3 million BCM. However, it could only do optimized by 24% over 16 years. If done correctly, the mining business plan must be implemented for only 15 years. With a target Payback Period of 3.35 Years, an NPV of Rp. 1,641,000,000, and IRR of 20.44%. The remaining rock mineral resources currently available are 2.5 million BCM, expected to be re-developed and generate profits for the company. Jasa Sarana has carried out preparatory steps, including conducting feasibility studies and exploratory research on this mining business unit. It did expect that the losses suffered by the company could recover in a fast time. Decision-making on the right ways and methods to reactivate this Business Unit becomes a concentration of research, consisting of situation assessment, decision analysis, and analysis of potential problems. An evaluation of the situation determines the conditions and causes of business operations underperforming externally and internally. Several problems were revealed, such as corruption, mis-partners, ineffective work methods, to improper handling of mining techniques, which became the root of the problem. Jasa Sarana has several options for handling this Business Unit with several alternatives. Including running this business unit owned by providing additional capital and recruiting competent experts, looking for the right partner with the qualifications of an experienced partner, or even selling this business unit so that it does not become a burden on the company.
Training Needs Analysis (TNA) Regulatory Development Strategy to Increase the Effectiveness of Training Programs at PT BIB Hari Gemilaksono; Pri Hermawan
Jurnal Syntax Transformation Vol 6 No 5 (2025): Jurnal Syntax Transformation
Publisher : CV. Syntax Corporation Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46799/jst.v6i5.1071

Abstract

The increasing production target of PT Borneo Indobara (PT BIB) to 54 million tons by 2026 necessitates strategic improvements in workforce competency through effective training programs. However, the current implementation of Training Needs Analysis (TNA) at PT BIB reveals significant gaps, including poor regulatory structure, minimal supervisor involvement, and inadequate post-training evaluation, resulting in misaligned training delivery. This research aims to analyze the TNA process, evaluate training effectiveness, identify influencing factors, and develop a structured regulatory strategy using the RACI Matrix approach. Employing a mixed-methods design, the study integrates qualitative methods (interviews and observations) with quantitative analysis (descriptive statistics, mean ranking, and Pearson correlation) involving 150 respondents. The results demonstrate that the absence of formal TNA regulations and limited stakeholder engagement undermine the alignment between training programs and operational realities. The implementation of the RACI Matrix significantly clarifies roles and responsibilities across departments, particularly enhancing the involvement of supervisors, and is associated with a marked improvement in training effectiveness (p < 0.001). The study concludes that adopting RACI-based TNA regulations, coupled with performance-focused evaluation systems and periodic monitoring, can significantly enhance employee competence and contribute to the achievement of corporate goals. This research offers a novel, practical framework for improving training governance and invites further longitudinal exploration on the sustainability and broader applicability of the proposed model.
Strategic Decision Analysis for Electric Dump Truck Adoption in Hauling Projects: A Benefit-Cost and Return Evaluation at PT Borneo Indobara Wahyudi; Pri Hermawan
Jurnal Syntax Transformation Vol 6 No 5 (2025): Jurnal Syntax Transformation
Publisher : CV. Syntax Corporation Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46799/jst.v6i5.1076

Abstract

PT Borneo Indobara (BIB), a coal mining company in Indonesia, faces escalating operational costs due to diesel fuel dependency and volatile prices, exacerbated by impending subsidy reductions. Transitioning to electric dump trucks (DT EVs) presents a potential solution, but requires rigorous feasibility analysis. This study evaluates DT EV adoption against hybrid and internal combustion alternatives, aiming to identify the most cost-efficient option while mitigating risks associated with diesel reliance. The SMART method was employed to weight operational, technical, and financial attributes, validated by SWOT analysis and Kepner-Tregoe risk assessment. Data included primary inputs from focus group discussions (FGDs) and field observations, alongside secondary financial and technical metrics. DT EVs emerged as the optimal choice, offering annual savings of IDR 480 billion versus an infrastructure investment of IDR 183 billion. Sensitivity analysis confirmed robustness, with SWOT highlighting alignment with sustainability goals. Risks, such as charging downtime, were mitigated via phased PDCA implementation. The study provides a replicable framework for mining firms transitioning to electrification, emphasizing cost efficiency and strategic risk management. Future research should explore environmental impacts and co-investment models to enhance ROI.
Co-Authors Astri Ghina Eka Yuliana Hari Gemilaksono Topan Ardiansyah Putra Utomo Sarjono Putro Wahyudi