Ayuningtyas, Maharani (2019) Pengembangan strategi pada aktivitas rantai nilai panas pt.geo dipa energi (persero). Masters thesis, Institut Pertanian Bogor.
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Abstract
As a state-owned company that has been assigned by the government, PT Geo Dipa Energi (Persero) is required to achieve the target set by the government in developing geothermal energy in Indonesia. Through the "National Energy Management Road Map" the government set a plan to gradually increase the utilization of geothermal energy in Indonesia up to 9 500 MW in 2025, which is 5% of the energy mix in 2025. While in 2019 geothermal mixture in the renewable energy mix is only reach 21% of the specified target. Moreover, as a stated-owned company PT Geo Dipa Energi (Persero) is also required to produce profit for the company so that it must be effective and efficient in carrying out its business processes. With high investment and risk, and a relatively long period of time, causes investors do not invest much in this energy sector. Especially with the presence of a single buyer, in this case is PT PLN (Persero). The Minister of Energy and Mineral Resources Regulation Number 50 of 2017 states that the selling price of geothermal electricity is equal to the price of basic cost of national providing generation. In case the basic cost of providing generation in the local electricity system is above the national average basic cost of providing generation, the purchase price of electricity from geothermal power plant is the highest at the basic cost of providing generation in the local electricity system. On the other hand, if the basic cost of providing generation in the local electricity system is equal or below the national average basic cost of providing generation, the purchase price of electricity from geothermal power plant is determined based on the agreement of the parties. Currently the basic cost of providing generation in the local electricity system of PT Geo Dipa Energi (Persero)'s existing field is below the national average basic cost of providing generation, so the price of purchasing electricity for adding capacity or adding new development areas will be determined based on the agreement of the parties. PT Geo Dipa Energi (Persero) has negotiated with PT PLN (Persero) within 2 (two) years since Minister of Energy and Mineral Resources Regulation Number 50 of 2017 issued. However, untill now, no agreement has been reached because from the negotiations, PT PLN (Persero) only wants to buy electricity from geothermal power plant owned by the company for the basic cost of providing generation in the local electricity system, which is the price is below to the existing field’s price of purchasing electricity. This causes PT Geo Dipa Energi (Persero) not yet courageous to carry out development plan because the electricity purchase price set by PT PLN (Persero) is considered not to meet economic aspects. This condition makes the company's business challenges not just about the availability of resources, but also how the company can create the optimum basic cost of providing generation so that the company can obtain the maximum margin. To achieve this goal, a strategy is needed so that PT Geo Dipa Energi (Persero) can proceed to the development stage before large investment spending is carried out. Therefore this study aims to (1) analyze the value chain of PT Geo Dipa Energi (Persero), (2) analyze the external and internal conditions of PT Geo Dipa Energi (Persero) which can affect generating the basic cost of providing generation, (3) analyze the strategic position of PT Geo Dipa Energi (Persero) in the Indonesian geothermal industry, (4) formulate alternative strategies that can be done by PT Geo Dipa Energi (Persero) in generating the basic cost of providing generation, and (5) decide appropriate priority strategy used by PT Geo Dipa Energi (Persero) in producing the optimum basic cost of providing generation. The research was conducted from April 2018 to May 2019. Data collection used purposive sampling with judgment sampling technique. The first step is to gather information about the general conditions of PT Geo Dipa Energi (Persero) and its stakeholders, then do a descriptive analysis of the company's value chain. The next step is to analyze the company's external and internal environment. The results from external and internal analysis are presented in the EFE and IFE matrix. With the value generated from EFE and IFE matrix, then IE matrix analysis is carried out to find out the company's strategic position in the Indonesian geothermal industry. Furthermore, determination and alignment are made with the company's mission. The next process is to do TOWS analysis to provide several alternative strategies that can be chosen by the company based on the strategic position of the company resulting from the IE matrix analysis. After that, the selection of priority strategies is done using Analytical Hirearchy Process (AHP). Hierarchy in AHP consists of focus, actors, factors, criteria, and alternative strategies. From the results of data processing, the alternative strategy that become the first priority to achieve the focus of optimizing the basic cost of providing generation at PT Geo Dipa Energi (Persero) that refers to the stratetegic position of the company that is grow and build is to execute intensive coordination with PT PLN (Persero) in negotiating development plan (0.24); the second priority strategy is to improve the advantages of human resources management, especially core needs in the drilling sector (0.20); the third priority strategy is to use state-owned corporation status as an access to facilitate obtaining funding and grants in developing new prospect areas (0.14;) the fourth priority strategy is to find competitive partners as drilling subcontractors (0.12); the fifth priority strategy is to collaborate with competent partners (local and foreign) to develop more reliable and efficient technology and expertise (0.09); the sixth priority strategy is to implement lean manufacturing to improve the efficiency and quality of the company's operations (0.07); the seventh priority strategy is to collaborate with Indonesian Geothermal Association to prepare input to the government regarding regulation clarity (0.06); the eighth priority strategy is to implement and certify integrated management systems including ISO 9000, 31000, and 55000 (0.05); the ninth priority strategy is to implement asset securitization in the submission of funding loans for exploitation stage (0.04).
| Item Type: | Thesis (Masters) |
|---|---|
| Uncontrolled Keywords: | industri panas bumi, panas bumi, pengembangan strategi, rantai nilai geothermal industry, geothermal, development strategy, value chain. |
| Subjects: | Manajemen Produksi dan Operasi |
| Depositing User: | SB-IPB Library |
| Date Deposited: | 15 Jul 2020 02:47 |
| Last Modified: | 15 Jul 2020 02:47 |
| URI: | http://repository.sb.ipb.ac.id/id/eprint/3655 |
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