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Implementation of Sustainable Procurement in Purchasing at Hotel X Ni Putu Eka Amaylia Kusuma Dewi; I Dewa Ayu Rai Sumariati; Luh Nyoman Tri Lilasari
Jurnal Ekonomi Kreatif dan Manajemen Bisnis Digital Vol 4 No 2 (2025): NOVEMBER
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/jekombital.v4i2.1050

Abstract

Consumer demand for environmentally friendly practices is pushing hotels to change. Hotel X has implemented an ESG Policy, prioritizing sustainable procurement. This means focusing on local and environmentally certified suppliers instead of just cost and quality. However, transitioning to this model presents challenges. Therefore, this study aims to examine the implementation of sustainable procurement within the purchasing department at Hotel X. This study utilizes a qualitative descriptive method by engaging two selected informants. The data analysis technique consisted of several stages: data collection, data reduction, data presentation, and conclusion drawing. The data were obtained through a combination of interviews, observations, and document analysis. The results indicate that four out of six principles of the Environmental Social Governance (ESG) Policy in the area of materials sourcing and efficiency have been successfully implemented. The remaining two principles have not been fully implemented due to several challenges. These challenges include phased implementation, limited availability of certified local suppliers, low supplier awareness, and difficulties in sourcing renewable raw materials that meet the hotel’s operational needs. These findings provide significant contributions to the development of sustainable procurement practices in the hospitality sector and open up opportunities for broader application across other industries. Organizations can formulate more targeted and effective strategies to facilitate the implementation of sustainable procurement, which in turn contributes to improving the hotel's reputation, increasing customer satisfaction, and promoting environmental sustainability.
IMPLEMENTASI SUSTAINABLE PURCHASING DI HOTEL THE RITZ-CARLTON BALI Ni Made Salma Meilani; I Dewa Ayu Rai Sumariati; Ni Made Sri Rukmiyati
ANALISA : JURNAL MANAJEMEN DAN AKUNTANSI Vol 14 No 2 (2026): Agustus 2026
Publisher : Fakultas Ekonomi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62734/analisa.v14i2.1105

Abstract

Industri perhotelan merupakan sektor bisnis yang secara langsung menghasilkan dampak lingkungan melalui konsumsi energi, air, dan bahan sekali pakai, sehingga penerapan praktik keberlanjutan dalam aktivitas pengadaan barang menjadi semakin penting, termasuk pada hotel berjaringan internasional seperti The Ritz-Carlton, Bali yang berada di bawah naungan Marriott International. Penelitian ini bertujuan untuk menganalisis implementasi Sustainable Purchasing di Hotel The Ritz-Carlton, Bali, dengan mengacu pada lima tahapan Sustainable Purchasing menurut Leire dan Mont (2010) serta sepuluh kategori produk dalam Marriott International Responsible Sourcing Guide. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan teknik pengumpulan data melalui wawancara mendalam, observasi, dan dokumentasi, serta dianalisis melalui reduksi data, penyajian data, dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa The Ritz-Carlton, Bali telah menerapkan kelima tahapan Sustainable Purchasing, meskipun sebagian belum dituangkan dalam kebijakan tertulis khusus dan lebih banyak diwujudkan melalui program operasional seperti Balanced Scorecard dan Sustainability Scorecard. Hotel juga telah mengimplementasikan tujuh dari sepuluh kategori produk dalam Responsible Sourcing Guide secara maksimal, sementara tiga kategori lainnya, yaitu seafood, sugar, dan textiles, belum sepenuhnya memenuhi standar akibat keterbatasan pemasok lokal bersertifikasi. Penelitian ini menyimpulkan bahwa implementasi Sustainable Purchasing di hotel tersebut mencerminkan penerapan stakeholder theory melalui pengelolaan hubungan kolaboratif dengan pemasok, meskipun masih dihadapkan pada kendala ketersediaan produk berkelanjutan dan tingginya biaya.