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All Journal Eduvest - Journal of Universal Studies Asian Journal of Social and Humanities
Raden Dikky Indrawan
Institut Pertanian Bogor
Aerospace Engineering Computer Science & IT Decision Sciences, Operations Research & Management Earth & Planetary Sciences Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Neuroscience Social Sciences

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Business Development Strategy for Mechanical Electrical Plumbing Contractor at PT Vastorindo Djaya Semesta Aditya Eko Purnomo; Raden Dikky Indrawan; Suhendi
Eduvest - Journal of Universal Studies Vol. 6 No. 5 (2026): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v6i5.52710

Abstract

The mechanical, electrical, and plumbing (MEP) construction industry faces external pressures in the form of tightening infrastructure budgets, price-based tender competition, and the accelerated adoption of digitalisation such as Building Information Modelling (BIM), which demands an increase in contractors' internal capabilities. This study aims to formulate a business transformation strategy for PT Vastorindo Djaya Semesta (PT VDS) as a MEP contractor through a comprehensive analysis of the external-internal environment and an industry foresight approach. The research uses primary data (observations, in-depth interviews, and internal-external expert questionnaires) and secondary data (literature studies). The analysis was conducted through industry foresight, PESTEL and Porter's Five Forces for the external environment, value chain analysis and VRIO for the internal environment, followed by the preparation of IFE–EFE, IE Matrix, and SWOT/TOWS matrices to produce alternative strategies, and priority determination using AWOT (a combination of SWOT and AHP). The analysis results placed PT VDS in Cell V of the IE Matrix (hold and maintain), indicating the need to maintain core performance while selectively strengthening internal capabilities. This study provides priority strategy guidelines that PT VDS can use to strengthen its competitiveness and business sustainability through capability transformation and refinement of its service value proposition in the MEP construction market.
Development of Performance Management in Refrigerated Transportation Company PT WET Logistics Indonesia Based on the Balanced Scorecard (BSC) Widaningsih Widaningsih; Raden Dikky Indrawan; Popong Nurhayati
Asian Journal of Social and Humanities Vol. 4 No. 4 (2026): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v4i4.668

Abstract

PT WET Logistics Indonesia is a company engaged in the refrigerated truck rental sector. To improve service quality, PT WET Logistics Indonesia has implemented integrated Industry 4.0 technology through the Transportation Management System (TMS), Global Positioning System (GPS), and data thermologger (DTL) across its fleet, positively impacting the company's revenue. Nonetheless, management realizes that developing a long-term strategy cannot rely solely on financial performance indicators and customer satisfaction. This dependence risks delays in responding to changes in the business environment and lost strategic opportunities. Therefore, this research aims to design the stages of strategy formulation by translating the company's vision, mission, and strategy into four Balanced Scorecard (BSC) perspectives and developing a strategic map based on cause-and-effect relationships. The research method involves performance management design aligned with the company's vision and strategy, supported by Focus Group Discussions (FGD) and interviews with stakeholders. The results show that the strategy formulation stage yields an elaboration of the vision, mission, and strategy into four BSC perspectives. The strategic planning stage produces a strategic map, 13 strategic goals, 15 critical success factors (CSF), and 17 key performance indicators (KPIs) with priority targets and weights determined using the Saaty scale (1–9). Furthermore, 39 strategic initiatives were formulated and are monitored through a BSC-based performance management dashboard with a traffic light control system.  
Co-Authors Aditya Eko Purnomo Popong Nurhayati Suhendi Widaningsih Widaningsih