International Journal of Science and Research (IJSR)

International Journal of Science and Research (IJSR)
Call for Papers | Fully Refereed | Open Access | Double Blind Peer Reviewed

ISSN: 2319-7064

Downloads: 142 | Views: 188

Research Paper | Management | Indonesia | Volume 6 Issue 5, May 2017

Strategic Planning of Bogor Concrete Products Factory XYZ Tbk

Castri Pratidina | Rina Oktaviani [3] | Kirbrandoko [5]

Abstract: Precast concrete industry has a quite potential market share in Indonesia. In relation to the developmental acceleration by the government, it is projected to increase the growth of infrastructure for the following years. However, Bogor Concrete Product Factory under PT XYZ Tbk faces a challenge in an intense competition i. e. the decrease in production and sales in recent years. In reference to the problem, the objectives of this research are to identify the internal and external factors influencing the present and future conditions, and second, to formulate business strategic plans to overcome the intensity of competition. The formulation of strategic planning is inseparable from both internal and external environmental conditions. Internal environment analysis covers the strengths consisting of competent and experienced human resources, possessing large capacity production capability, product brand image, quality consistency, research program implementation and strategic location, and the weaknesses are consisting of lacking of human resource regeneration, limited field of factory development, and relatively high product prices. Furthermore, the external factor analysis covers the opportunities i. e. the workers supports from the surrounding areas, government development programs, precast concrete technological development, and infrastructure potential in Indonesia. Meanwhile, the factors examined as threats on external environment are the rise of new competitors in precast concrete industry, policy in the increase of provincial minimum wage, and natural material limitation. In reference to the internal analytical result, IFE value obtained is 3.06, while the from the external analysis result, EFE value obtained is 3.41 in quadrant II. Furthermore, based on the result of QSPM analysis, the strategic alternative priority is to optimize the resources to undertake large production projects, innovate for new products, conduct regeneration of employees in accordance with the qualifications and requirements, optimize the number of workers and working hours, build cooperation with suppliers for material availability. Lastly, rent an area surrounding the factory site for stock yard.

Keywords: Strategic Planning, Bogor Concrete Product Factory, Competition, Precast Concrete Industry

Edition: Volume 6 Issue 5, May 2017,

Pages: 933 - 937

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