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All Journal HAYATI Journal of Biosciences Jurnal Agronomi Indonesia (Indonesian Journal of Agronomy) Jurnal Ilmu Pertanian Indonesia Jurnal Teknologi Industri Pertanian Jurnal Manajemen dan Agribisnis VALENSI Ecotrophic, Journal of Environmental Science International Journal of Science and Engineering (IJSE) Teknotan: Jurnal Industri Teknologi Pertanian Jurnal Manajemen Teknologi Majalah Ilmiah Ekonomi Komputer Agrointek Jurnal Penelitian Pascapanen Pertanian Jurnal Penelitian Tanaman Industri Journal of Degraded and Mining Lands Management Journal Industrial Servicess Jurnal Pengelolaan Sumberdaya Alam dan Lingkungan (Journal of Natural Resources and Environmental Management) Jurnal Riset Industri agriTECH Jurnal Aplikasi Bisnis dan Manajemen (JABM) E-Journal BERITA BIOLOGI Science and Technology Indonesia Jurnal Matematika Sains dan Teknologi JEPA (Jurnal Ekonomi Pertanian dan Agribisnis) Journal of Tropical Crop Science JIEMS (Journal of Industrial Engineering and Management Systems) STI Policy and Management Journal Journal of Applied Engineering and Technological Science (JAETS) Jurnal Penelitian Tanaman Industri (Littri) JURNAL TEKNIK INDUSTRI Jurnal Standardisasi

Anas Miftah Fauzi

Department Of Agroindustrial Technology, Faculty Of Agriculture Technology, IPB University, Bogor, 16680, Indonesia

Author-ID : 733634

Agriculture, Biological Sciences & Forestry Biochemistry, Genetics & Molecular Biology Chemical Engineering, Chemistry & Bioengineering Chemistry Civil Engineering, Building, Construction & Architecture Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Earth & Planetary Sciences Economics, Econometrics & Finance Electrical & Electronics Engineering Energy Engineering Environmental Science Industrial & Manufacturing Engineering Materials Science & Nanotechnology Mathematics Mechanical Engineering Physics Social Sciences Transportation Other

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Analysis on Indonesian Sustainable Palm Oil (ISPO):A Qualitative Assessment the Success Factors for ISPO Dina Harsono; M. Achmad Chozin; Anas M. Fauzi
Jurnal Manajemen & Agribisnis Vol. 9 No. 2 (2012): Vol. 9 No. Edisi Khusus Juni 2012
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

ISPO (Indonesian Sustainable Palm Oil) serves as the baseline of sustainability standards for palm oil industry and is expected to improve the competitive advantage of Indonesian palm oil industry. ISPO was introduced by the government in March 2011 and currently most of plantations are in process of applying ISPO. The objective of this research is to analyze success factors affecting implementation of ISPO. Using qualitative method of in-depth interview on 20 selected experts representing actors mapped in the value chain of palm oil industry. The results depicted that; very little companies apply sustainable principles hence ISPO is needed for industrial standards, success factors affecting ISPO implementation, and necessary conditions for ISPO implementation. SWOT technique resulting 8 recommended strategies to be applied for ISPO implementation. Acknowledging ISPO applies to upstream industry (plantations and mills) only, managerial implication for this research is the need to develop of a grand master plan for Indonesian palm oil Industry by developing integrated policies complementing ISPO aiming for sustainability, growing and developing downstream industry to add value to CPO product, and for upstream industry to be developed by farmers and cooperatives while big investors to develop mills and downstream industry.Keywords: Palm Oil, ISPO, Sustainable Certification, Success Factors, Qualitative

ANALYSIS OF OIL PALM SUSTAINABLE REPLANTING MODELS, A CASE AT PT. AGROWIYANA , TUNGGUL ULU, TANJUNG JABUNG BARAT, JAMBI Solikhin Solikhin; Anas M. Fauzi; Hadi K. Purwadaria
Jurnal Manajemen & Agribisnis Vol. 9 No. 2 (2012): Vol. 9 No. Edisi Khusus Juni 2012
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

The oil palm replanting program is becoming of importance for the next decade as some of oil palm plantations are reaching the productivity peak. This research was aimed to select the priority of oil palm replanting strategy with respect to the related factors and impacts to the share holders of PIR Trans and KPPA plantation of PT. AGROWIYANA , and to identify key success indicators of replanting model. A discriptive research methodoligy was carried out using Analytical Hierarchy Process (AHP) and Focus Group Discussion (FGD) involving multi stakeholders of PT. AGROWIYANA . Results of this research indicated that financial is considered as the most important factor for replanting implemention with the total cutting using standard technology as chosen replanting strategy. The funding scheme through intensive fund rising IDAPERTABUN needs to be well prepared to involve more farmer groups.Keywords: PT. AGROWIYANA , Replanting Strategy

DAYA SAING PT BENAR FLORA UTAMA BERDASARKAN AKTIVITAS RANTAI NILAI FLORIKULTURA Ratih Marina Kurniaty; Anas M. Fauzi; M. Achmad Chozin
Jurnal Manajemen & Agribisnis Vol. 9 No. 3 (2012): Vol. 9 No. 3, November 2012
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

ABSTRACTThe aims of this research were (1) to identify of the value chain that has been applied by the company, (2) to describe projections from internal and external condition as input in the company’s success factor analysis, (3) to determine the company’s strategic position, and (4) to formulate alternative strategies to increase the company’s competitiveness in floriculture industry. This research used SWOT analysis method by considering company’s position and value chain approach which was started with chain mapping to describe actors involved, what business issues in this company face and which activity has the greatest contribution. The value chain approach were also used to determine the prominent product based on the annual sales report. The research results indicated that the issues in the value chain include: expensive input prices, uncertainty in seed supply and higher transportation cost especially for Euro Country and America. Based on internal and external matrix, the company’s position is in the strategic growth quadrant, so the company can apply some alternative strategies such as (1) maintaining good relationships with customers and suppliers, (2) expanding market to Asia, (3) upgrading the types of tree, (4) attending big exhibitions, (5) develop products by creating plants trendcentre, (6) enhancing the knowledge management for the company’s human resource, (7) production maximizing for the domestic market, (8) establishing distribution channels in each city, (9) setting a clear target market, (10) maintaining the quality of the plants, (11) restructuring the company in order to clarify the specialization of work, and (12) designing documents to better provide the seeds according to customers’ need.Keywords: competitiveness, floriculture industry, chain mapping, value chain economic analysis, SWOT analysisABSTRAKTujuan penelitian ini adalah (1) identifikasi rantai nilai yang telah diterapkan oleh perusahaan, (2) menggambarkan dari kondisi internal dan eksternal sebagai analisis faktor keberhasilan perusahaan, (3) posisi strategis perusahaan, dan (4) merumuskan strategi alternatif untuk meningkatkan daya saing dalam industri florikultura. Penelitian ini menggunakan metode analisis SWOT dengan mempertimbangkan posisi perusahaan dan pendekatan value chain dimulai dengan pemetaan rantai untuk menggambarkan siapa aktor yang terlibat, apa masalah bisnis di perusahaan ini dan aktivitas mana memiliki kontribusi terbesar. Pendekatan rantai nilai juga digunakan untuk menentukan produk terkemuka dari laporan penjualan tahunan. Hasil penelitian menunjukkan bahwa isu-isu dalam rantai nilai meliputi: harga input yang mahal, pasokan benih tidak menentu dan biaya transportasi terutama untuk Negara Eropa dan Amerika lebih tinggi. Hasil matriks internal dan eksternal, posisi perusahaan pada pertumbuhan strategis sehingga perusahaan menerapkan beberapa strategi. Strategi alternatif yang dapat ditingkatkan oleh perusahaan, seperti: (1) maintaning hubungan baik dengan pelanggan dan pemasok, (2) memperluas pasar ekspor ke Asia, (3) meningkatkan jenis pohon, (4) mengikuti pameran besar, (5) berinovasi produk ke membuat trendcentre tanaman, (6) peningkatan manajemen pengetahuan untuk sumber daya manusia di perusahaan, dan (7) memaksimalkan produksi untuk pasar domestik, (8) saluran distribusi yang didirikan di setiap kota, (9) membuat target pasar yang jelas, (10) mempertahankan kualitas tanaman, (11) merestrukturisasi perusahaan dalam rangka untuk memperjelas spesialisasi pekerjaan, (12) membuat dokumen menyediakan benih sesuai dengan kebutuhan pelanggan.Kata kunci: daya saing, industri florikultura, rantai pemetaan, analisis rantai nilai ekonomi, analisis SWOT

RANTAI NILAI PRODUK OLAHAN BUAH MANGGIS Mochamad Aji Narakusuma; Anas Miftah Fauzi; Muhammad Firdaus
Jurnal Manajemen & Agribisnis Vol. 10 No. 1 (2013): Vol. 10 No. 1, Maret 2013
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

ABSTRACTThe purposes of this study were to 1) analyze the main problems in value chain of mangosteen product; 2) estimate value added of manggosteen products in BBP Mektan; 3) identify the gap main criteria between the value added and the mangosteen farmers; and 4) determine the mangosteen product priority that can be developed by farmers. The data were analyzed using qualitative and quantitative method such as in depth interview, Hayami value added method, exponential comparison method, and gap analysis. The main problems in value chain of mangosteen product were (A.1) PT IKA was having difficulty to get mangosteen (grade A) as the raw material because of the competition with exporters; (A.2) BBP Mektan’s limited machines and the unequal value added information were the main problems at farmers’ level. (B) The value added analysis of mangosteen products in BBP Mektan resulted mangosteen extract herbal capsules (IDR 153.723/kg), mangosteen rind powder (IDR 56.144/kg), mangosteen seeds lunkhead (IDR 72.500/kg), and mangosteen cocktail (IDR 18.043/kg). (C) The main criteria of the value added gap among farmers is the market certainty (67,87%). (D) Mangosteen rind powder is got the highest priority of value added product that can be applied at farmer level because of the abundance of its raw materials, its high value added, its wide potential market, and the simplicity of technology used. Therefore, local government as law and policy maker has a role to make policies regarding mangosteen trade at the regional level.Keywords: exponential comparison method, gap analysis, hayami value added, mangosteen product, value chainABSTRAKTujuan penelitian ini adalah 1) menganalisis permasalahan utama terkait rantai nilai produk olahan manggis; 2) melakukan estimasi nilai tambah produk olahan manggis di Balai Besar Pengembangan Mekanisasi Pertanian (BBP Mektan); 3) mengidentifikasi kriteria utama yang menjadi kesenjangan terhadap nilai tambah produk olahan manggis di tingkat petani; 4) menentukan prioritas produk olaha manggis yang dapat dikembangkan di tingkat petani. Data dianalisis secara kualitatif dan kuantitatif dengan cara interview mendalam, nilai tambah metode Hayami, metode perbandingan eksponensial, dan analisis kesenjangan. Hasil penelitian menunjukan permasalahan utama dalam rantai nilai produk olahan manggis yaitu (A.1) Kesulitan dari PT Inti Kiat Alam (PT IKA) untuk mendapatkan manggis (grade A) sebagai bahan baku produksi karena adanya kompetisi dengan eksportir; (A.2) permasalahan utama di tingkat petani ialah keterbatasan mesin yang dimiliki oleh BBP Mektan dan belum meratanya informasi nilai tambah. (B) Hasil analisis nilai tambah produk olahan manggis di BBP Mektan, kapsul herbal ekstrak manggis (Rp153.723/kg), tepung kulit manggis (IDR 56.144/kg), dodol biji manggis (Rp72.500/kg), dan koktail manggis(Rp18.043/kg). (C) Kriteria utama yang menjadi kesenjangan terhadap nilai tambah di tingkat petani ialah kepastian pasar (67,87%). (D) Tepung kulit manggis menjadi prioritas utama sebagai nilai tambah yang dapat dikembangkan di tingkat petani disebabkan kondisi bahan baku yang melimpah, nilai tambah yang tinggi, potensi pasar yang luas, dan kesederhanaan adopsi teknologi yang digunakan. Oleh karena itu, Peran pemerintah daerah sebagai pemangku kebijakan dan hukum perlu membuat peraturan yang jelas mengenai perdagangan manggis di tingkat daerah. Kata kunci: analisis kesenjangan, nilai tambah Hayami, metode perbandingan eksponensial, produk olahan manggis, rantai nilai

STRATEGI DISTRIBUSI PRODUK TEH SIAP SAJI Sally Wiedjarnarko; Anas Miftah Fauzi; Meika Syahbana Rusli
Jurnal Manajemen & Agribisnis Vol. 12 No. 1 (2015): Vol. 12 No. 1, Maret 2015
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Freshbrew Mels Beverages is a small-sized packaged tea beverage company. The brand product is "Mary Tea" which consists of two types of tea beverages. The company uses forwarding channel in delivering its products to the markets in Central Java, Lampung and Bali. The current problems faced by the company include the channel distribution which is not optimum in delivering its total products and costs it has spent. This study was designed to analyze the optimum distribution system and formulate the most cost-effective product delivery strategy. The methods used were descriptive and quantitative approaches. The descriptive method included a method of benchmarking, and the quantitative approach included analysis of the distribution margin, Data Envelopment Analysis (DEA), Analytic Hierarchy Process (AHP), and financial analysis. The results show that: 1) a forwarder was the only distribution system used by the company, 2) Central Java was ‘under-performing group’, whereas Lampung and Bali were in ‘effectively managed but sales’ group, 3) the critical factor that affected the highest distribution costs was the number of authorized distributors owned by the company, 4) the best alternative strategy was to expand sales locations in the area of production, and 5) the investment for purchasing a container truck in order to minimize cost was feasible with NET B/C of 4.88 for 5 years and 6 months. The recommended strategies for solving the problem include developing markets, selecting transportation and expedition, having authorized distributors, increasing sales, and creating coordinated management system. Keywords: distribution, distribution margin, DEA, AHP, financial analysisABSTRAKFreshbrew Mels Beverages adalah sebuah perusahaan yang bergerak di bidang minuman ringan yang memproduksi teh dalam kemasan. Merek produknya adalah “Mary Tea” yang terdiri dari dua jenis minuman teh. Freshbrew Mels Beverages menggunakan sistem distribusi “forwarder” dalam mendistribusikan produk ke pasaran yaitu Jawa Tengah, Lampung dan Bali. Permasalahan yang dihadapi oleh perusahaan adalah saluran distribusi yang tidak optimal dalam jumlah produk yang dikirimkan dan biaya yang dikeluarkan. Tujuan dari penelitian ini adalah menganalisis sistem distribusi yang digunakan oleh perusahaan dan merumuskan strategi untuk mendistribusikan produk dengan biaya minimum. Metode yang digunakan adalah metode deskriptif dengan pendekatan kuantitatif. Metode deskriptif meliputi benchmarking, sedangkan pendekatan kuantitatif meliputi analisis marjin distribusi, Data Envelopment Analysis (DEA), Analytic Hierarchy Process (AHP), dan analisis finansial. Hasil penelitian menunjukkan: 1) sistem distribusi “forwarder” adalah sistem distribusi yang digunakan oleh perusahaan, 2) Jawa Tengah termasuk kelompok “under-performing”, sedangkan Lampung dan Bali termasuk kelompok “effectively managed but sales”, 3) faktor kritis yang mempengaruhi tingginya biaya distribusi adalah jumlah distributor resmi yang dimiliki oleh perusahaan, 4) alternatif strategi terbaik adalah memperluas lokasi pemasaran di area produksi, dan 5) biaya investasi untuk membeli satu buah truk kontainer dapat dilakukan dengan Net B/C 4,88 selama lima tahun enam bulan. Strategi yang direkomendasikan adalah melalui pengembangan pasar, pemilihan transportasi dan jasa ekspedisi, kepemilikian distributor resmi, peningkatan penjualan, dan sistem manajemen yang terkoordinasi.Kata kunci: distribusi, marjin distribusi, DEA, AHP, analisis finansial

STRATEGIES FOR DEVELOPING SUSTAINABLE AND COMPETITIVE CLUSTER FOR SHRIMP INDUSTRY Fauzi, Anas M.; Indrawan, R.Dikky; Setiawan Slamet, Alim; Ratna Dewi, Farida; Kartika, Lindawati; S, Firmansjah
Jurnal Manajemen dan Agribisnis Vol. 9 No. 2 (2012): Vol. 9 No. Edisi Khusus Juni 2012
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Kampung Vannamei as shrimp cluster is being developed since 2004 by PT CP Prima, tbk Surabaya through Shrimp Culture Health Management transformation technology to several traditional farmers in Gresik, Lamongan, Tuban, and Madura areas. The research objectives aims to identify and mapping of stakeholder, to analyze interaction of stakeholders, to formulate strategy from internal and external environment factors and to set priority on strategy to develop sustainable and competitive shrimp cluster in the Kampung vannamei. Primary data was collected through stakeholders’ discussion forums, questionnaires, and interviews with relevant actors. Observations to the business unit also performed to determine the production and business conditions, particularly in capturing information about the threat and challenges. While the secondary data is used in policy documents national and local area statistics, and relevant literature. Analyses were performed by using the SRI International cluster pyramid, diamond porter’s analysis, SWOT and Matrix TOWS analysis, and analytical hierarchy process. Analyses were performed by the methods discussed in qualitative and descriptive. There are 7 strategies could be implemented to develop sustainable and competitive shrimp cluster. However, it is recommended to implement the strategy base on priority, which the first priority is strategy to improve linkages between businesses in the upstream and downstream industries into multi stakeholders’ platform in shrimp industry.Keywords: Shrimp, Cluster, Competitiveness, Diamond Porter, SWOT Analysis, AHP

Co-Authors Addinia Nur Ar Rachmah Ade Iskandar Adelyna Adelyna Ahmad Juanedi Amril Aman Andi Gunawan Ani Suryani Ani Suryani Ani Suryani Arief Daryanto Bambang Prasetya Bambang Prasetya Bambang Prasetya Bibiana W Lay BIBIANA W LAY Bibiana W Lay Bustami Bustami CHANDRA INDRAWANTO Dede Rais Dewi Diniaty Dewi, Farida Ratna Dharmayanti, Indrani Dina Harsono Djumali Mangunwidjaja Djumali Mangunwidjaja Djumali Mangunwidjaja Djumali Mangunwidjaja Djumali Mangunwidjaja DWI ANDREAS SANTOSA Dwi Febriantini Dwi Purnomo Dwi Purnomo E. Gumbira-Sa’id E.Gumbira- Sa’id Edi Santosa Edy Hartulistiyoso Efendi, . Endang Gumbira Said Endang Warsiki dan Citra Dewi Wahyono Putri (E-Jurnal Agro-Industri Indonesia) Eriyatno . Erizal Erliza Hambali Fiora Helmi Firmansjah S Fitri Arum Sekarjannah Fitri Arum Sekarjannah Hadi K. Purwadaria Hardjomidjojo, Hastisari Hari Wijayanto Henny Purwaningsih Husada, Muhamad Hadid I Dewa Ketut Sastrawidana Illah Sailah Irawan, Andre Irdika Mansur Irdika Mansur Irdika Mansur Jumali Mangunwidjaja Kartika Trianita Khaswar Syamsu Kulsum, Kulsum Lanjar Sumarno Lanjar Sumarno Lembito, Hoetomo Liesbetini Hartoto Lina Karlinasari Lindawati Kartika Luky Adrianto M A Chozin M Syamsul Ma'arif Machfud Machfud MACHFUD MACHFUD Meika Syahbana Rusli Mochamad Aji Narakusuma Muchamad Yusron Muhammad Firdaus Muhammad Romli dan Suprihatin Andes Ismayana Muhammad Tasrif Muhammad Tasrif Mulyadi, Dedi Murodif, Atfal Muslich Nastiti Siswi Indrasti nFN Machfud nFN Misgiyarta NOER SOETRISNO Ono Suparno Puspita Yuliandari R.Dikky Indrawan Rahmayanti, Fetty Dwi Ratih Marina Kurniaty Retno Sri Endah Lestari Retno Sri Endah Lestari Rizal Priambudi Rusli Anwar S Joni Munarso Sally Wiedjarnarko Sandy Ardiananda Pratama Santun R.P. Sitorus Sapta Raharja Setyo Pertiwi Siska Pebriani Slamet, Alim Setiawan Solikhin Solikhin Suharto Honggokusumo Suharyono Suharyono Sukardi Sukardi Sukardi SUKARDI SUKARDI Sukardi, Sukardi Suprihatin Suprihatin Tanto Pratondo Utomo Teti Resmianty Titah Haritul Ichwani Titi Candra Sunarti Tun Tedja Irawadi Wagiman Wagiman Widiatmaka Yessy Rosalina Yuli Sukmawati Yuli Wibowo Yusron Rivai Zaenal Abidin Zainal Alim Mas’ud

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