8/5/2014 1 DAYA SAING KONSTRUKSI NASIONAL FORUM KONSULTASI PENINGKATAN DAYA SAING SEKTOR KONSTRUKSI NASIONAL PROVINSI KALIMANTAN TENGAH PALANGKARAYA, 05 JUNI 2014 Sapri Pamulu, Ph.D. 2 PENDIDIKAN S3 : Manajemen Strategi, QUT Brisbane Australia. S2 : Manajemen Proyek , VU Melbourne, Australia. S1 : Teknik Sipil, UNHAS Makassar, Indonesia. PUBLIKASI TERAKHIR 2010 - Buku : Praktek Managemen Strategi di Industri Konstruksi 2013 – Buku : Kontributor Buku Konstruksi Indonesia 2013 (PU) Sapri Pamulu, Ph.D • Strategist PT Wiratman, Jakarta • Sessional Lecturer UI, Jakarta • Construction Business Researcher 2 DAYA SAING ≈ PRODUKTIFITAS Daya Saing (Competitiveness) adalah produktifitas dari suatu negara dalam menggunakan sumber dayanya. Competitiveness as the set of institutions, policies, and factors that determine the level of productivity of a country (World Bank) “The fundamental goal of economic policy is to enhance competitiveness, which is reflected in the productivity with which a nation or region utilizes its people, capital, and natural endowments to produce valuable goods and services.” (Porter, 2009) ISSU–ISSU AEC 2015 1. Potensi AEC dan daya saing Indonesia. Neraca perdagangan defisit (Malaysia, Singapura, Brunei, Thailand & Vietnam). Daya saing global di bawah negara-negara tsb. 2. Tahun politik 2014, pemerintah fokus ke pileg/pilpres 3. Pemerintah belum serius Implementasi kebijakan untuk menghadapi AEC” Inpres No 5/2008, Inpres No 11/2011, dan Rancangan Inpres 2012 tentang peningkatan daya saing nasional menghadapi AEC 4. Kalangan industri belum menyadari (aware) terhadap kondisi mengkhawatirkan menjelang pelaksanaan AEC 5. Produktivitas pekerja Indonesia juga masih lebih rendah dibandingkan negara ASEAN lainnya
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8/5/2014
1
DAYA SAING KONSTRUKSI NASIONAL
FORUM KONSULTASI PENINGKATAN DAYA SAING SEKTOR
KONSTRUKSI NASIONAL PROVINSI KALIMANTAN TENGAH
PALANGKARAYA, 05 JUNI 2014
Sapri Pamulu, Ph.D.
2
PENDIDIKAN
S3 : Manajemen Strategi, QUT Brisbane Australia.
S2 : Manajemen Proyek , VU Melbourne, Australia.
S1 : Teknik Sipil, UNHAS Makassar, Indonesia.
PUBLIKASI TERAKHIR
2010 - Buku : Praktek Managemen Strategi di Industri Konstruksi
2013 – Buku : Kontributor Buku Konstruksi Indonesia 2013 (PU)
Sapri Pamulu, Ph.D• Strategist PT Wiratman, Jakarta• Sessional Lecturer UI, Jakarta• Construction Business Researcher
2
DAYA SAING ≈ PRODUKTIFITAS
Daya Saing (Competitiveness) adalahproduktifitas dari suatu negara dalammenggunakan sumber dayanya.Competitiveness as the set of institutions, policies, and factors that
determine the level of productivity of a country (World Bank)
“The fundamental goal of economic policy is
to enhance competitiveness, which is
reflected in the productivity with which a
nation or region utilizes its people, capital,
and natural endowments to produce valuable
goods and services.” (Porter, 2009)
ISSU–ISSU AEC 2015
1. Potensi AEC dan daya saing Indonesia. Neraca perdagangan defisit (Malaysia, Singapura, Brunei, Thailand & Vietnam). Daya saing global di bawah negara-negara tsb.
2. Tahun politik 2014, pemerintah fokus ke pileg/pilpres
3. Pemerintah belum serius Implementasi kebijakan untukmenghadapi AEC” Inpres No 5/2008, Inpres No 11/2011, danRancangan Inpres 2012 tentang peningkatan daya saing nasionalmenghadapi AEC
4. Kalangan industri belum menyadari (aware) terhadap kondisimengkhawatirkan menjelang pelaksanaan AEC
5. Produktivitas pekerja Indonesia juga masih lebih rendahdibandingkan negara ASEAN lainnya
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PERINGKAT DAYA SAING INDONESIAPERINGKAT DAYA SAING
26 Sulawesi Tengah 366832324 549166599 449118292 620172244 1006910000 2105455892 2400749847 2528254010
27 Sulawesi Selatan 1154461713 1831794175 2047974112 2128513632 2576943000 5349241103 6408649385 7773816977
28 Sulawesi Barat - 169858268 223413900 263207659 589118000 726702000 838277000 866398017
29 Sulawesi Tenggara 398565836 525550970 435778240 582297934 1226411000 1890941568 2279324841 2548774286
Provinsi
Nilai Konstruksi Yang Diselesaikan Menurut Provinsi, 2004 - 2011 (000 rupiah)
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PERUSAHAAN KONSTRUKSI
KALTENG
Sumber:
Statistik Badan Usaha Tahun 2008 Menurut Propinsi dan Golongan (LPJK, 2009)
No Propinsi K M B Jumlah
1 Sulawesi Utara 2,609 346 10 2965
2 Sulawesi Tengah 2,772 191 2 2965
3 Sulawesi Selatan 9,218 738 51 10007
4 Sulawesi Tenggara 3,112 277 4 3,393
5 Sulawesi Barat 1,630 56 3 1,689
6 Gorontalo 1,442 137 4 1,583
MASALAH UKM (BRI, 2012)
AksesPasar
SDM
ManajemenAkses
Pembiayaan
Teknologi
PASAR KONSTRUKSI INDONESIA PASAR KONSTRUKSI INDONESIA
24
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PASAR KONSTRUKSI INDONESIA
25
PASAR KONSTRUKSI INDONESIA
26
PASAR KONSTRUKSI INDONESIA
27
Value of building construction commencements in billion IDR
PASAR KONSTRUKSI INDONESIA
28
Value of building construction commencements in billion IDR
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SKENARIO INFRASTRUKTUR –
MP3EI Economic Corridors Development Theme Supporting Infrastructure Needed Investment Value
1.Sumatra EC Center of production and
processing of natural resources
and as nation's energy
reserves
Railways, Roads, Power & Energy,
Ports, Sunda Straits Bridge (JSS),
Water Utilities
$ 26.5 billion
2.Jawa EC Driver for national industry and
service provision
Roads, Power & Energy, Airports,
Ports, Railways, Other Infrastructure
$ 72.2 billion
3.Kalimantan EC Center for Production and
processing of national mining
and energy reserves
Roads, Power & Energy, Airports,
Ports, Railways, Bridge, Water Utilities,
Overland Conveyor
$ 60.2 billion
4.Sulawesi EC Center for production and
processing of natural
agricultural, plantation,
fisheries, oil and gas, mining
Roads, Power & Energy, Fishing Ports,
Power Plant, Jetty, Irrigation, Water
Ponds
$ 20.5 billion
5.Bali-Nusa Tenggara EC Gateway for tourism and
national food support
Ports, Nusadua-Ngurah Rai-Benoa
Airport, Toll Roads, Airports, Roads,
Fishery Production Facilities
$ 6.2 billion
6.Papua-Kep.Maluku EC Center for development of
food, fisheries, energy, national
mining
Sea Ports, Power & Energy, Water
Utilities, Roads, Fishery Production
Facilities, Road & Bridges, Airport
$ 53.1 billion
STRATEGI PERTUMBUHAN PASAR
1. STRATEGI PENETRASI PASAR• Mendorong pelanggan untuk membeli
lebih banyak
• Mengakuisisi pelanggan pesaing
• Meyakinkan pembeli baru
3. STRATEGI PENGEMBANGAN JASA• Fitur baru
• Kualitas yang berbeda
• dll
2. STRATEGI PENGEMBANGAN
PASAR• Identifikasi pelanggan potensial
• Mencari jaringan distribusi baru
• Menjual di lokasi baru atau luar negeri
4. STRATEGI DIVERSIFIKASIContoh: Apple menjual Ipod
Jasa/Produk Sekarang Jasa/Produk Baru
Pasar Sekarang
Pasar Baru
SEGMEN KONTRAKTOR BUMN
31
TOP 10 KONTRAKTOR INDONESIA
32
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DATABASE PASAR KONSTRUKSI DATABASE PASAR KONSTRUKSI
DATABASE PASAR KONSTRUKSI
www.bciasia.com
AKSES PEMBIAYAAN
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SUMBER PEMBIAYAAN KONSTRUKSI KREDIT/PEMBIAYAAN KALTENG (2013)
KREDIT/PEMBIAYAAN KALTENG (2013)
MANAJEMEN
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KEY SUCCESS FACTORS (PAMULU, 2012)
Intangible Asset:
• Kapabilitas yang
terkait dengan
terkelolanya asset pengetahuan
• Knowledge Asset
atau Knowledge
Economy
41
Dunia Berubah
38%
90%
62%
10%
0%
20%
40%
60%
80%
100%
1980 2000
Intangible Assets Tangible Assets
How do we link these
new frameworks into
our management
systems?
“If you can’t
measure it, you
can’t manage it”
TWO IMPROVEMENTS ARE NEEDED
How do we describe
business strategies
that are based on
intangible assets?
“If you can’t
describe it, you can’t
measure it”
1 2
PEMETAAN & PENGUKURAN
STRATEGI
VISI - MISI
STRATEGI
SASARAN STRATEGIS
INDIKATOR KINERJA
TARGET
SWOT
CSF
INISIATIF STRATEGIS
HOW DO WE MAKE STRATEGY HAPPEN?
The Balanced Scorecard / Strategy Map provides a strategic
framework that integrates all parts of the management process
Process
Initiative
EXECUTION
1
3
5
6
2
� Key process
improvement
� Sales planning
� Resource capacity
plan
� Budgeting
PLAN OPERATIONS4
� Business Units
� Support Units
� Employees
ALIGN THE ORGANIZATION
� Strategy Reviews
� Operating Reviews
MONITOR & LEARN
� Profitability Analysis
� Strategy Correlations
� Emerging Strategies
TEST & ADAPT
� Strategy Map /
Themes
� Measures / Targets
� Initiative Portfolios
� Funding / Stratex
TRANSLATE THE STRATEGY
� Mission, Values,
Vision
� Strategic Analysis
� Strategy
Formulation
DEVELOP THE STRATEGY
Strategy Map
Financial
Perspective
Customer Perspective
Learning & Growth Perspective
Operations
Excellence
Customer
RelationshipInnovation
Social
Responsibility
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THE BSC MANAGEMENT SYSTEM
1. MOBILIZE: Executive Leadership to Mobilize Change
2. TRANSLATE: Translate Strategy to Operational Terms
3. ALIGN: Align the Organization to the Strategy
4. MOTIVATE: Make Strategy Everyone’s Job
5. GOVERN: Make Strategy A Continual Process
The Balanced Scorecard Management System
results
performance measures
Proce ss
Initia tiv e
EXECUTION
performance measures
results
1
3
5
6
Stra te gic Pla n
• Stra tegy Map• Balanced Scorecard• Stra tex
Operati ng Pla n
• Sales Forecast• Resourc e Requirements
• Dashboa rds• Budgets
2
• Key process improvemen t
• Sa les p lann ing
• R esou rce capacity p lan• Budge ting
PLAN OPERATIONS4
• Business Units
• Suppo rt Units• Employ ees
A LI GN THE OR GANIZATION
• Strategy Reviews
• Operating Reviews
MO NITOR & LEARN
• Pro fitability Ana ly sis
• Strategy Co rre lations
• Emerg ing St rat egies
TEST & ADAPT
• Strategy Map / Themes
• Measures / Targe ts• In itiative Por tfolios• Funding / Stratex
TRANSLA TE THE STRATEG Y
• Mission , Values, Vision
• Strat egic Analysis• Strat egy Formu lation
DEVELOP THE STRATEGY
results
performance measures
Proce ss
Initia tiv e
EXECUTION
performance measures
results
1
3
5
6
Stra te gic Pla n
• Stra tegy Map• Balanced Scorecard• Stra tex
Operati ng Pla n
• Sales Forecast• Resourc e Requirements
• Dashboa rds• Budgets
2
• Key process improvemen t
• Sa les p lann ing
• R esou rce capacity p lan• Budge ting
PLAN OPERATIONS
• Key process improvemen t
• Sa les p lann ing
• R esou rce capacity p lan• Budge ting
PLAN OPERATIONS4
• Business Units
• Suppo rt Units• Employ ees
A LI GN THE OR GANIZATION
• Business Units
• Suppo rt Units• Employ ees
A LI GN THE OR GANIZATION
• Strategy Reviews
• Operating Reviews
MO NITOR & LEARN
• Strategy Reviews
• Operating Reviews
MO NITOR & LEARN
• Pro fitability Ana ly sis
• Strategy Co rre lations
• Emerg ing St rat egies
TEST & ADAPT
• Pro fitability Ana ly sis
• Strategy Co rre lations
• Emerg ing St rat egies
TEST & ADAPT
• Strategy Map / Themes
• Measures / Targe ts• In itiative Por tfolios• Funding / Stratex
TRANSLA TE THE STRATEG Y
• Strategy Map / Themes
• Measures / Targe ts• In itiative Por tfolios• Funding / Stratex
TRANSLA TE THE STRATEG Y
• Mission , Values, Vision
• Strat egic Analysis• Strat egy Formu lation
DEVELOP THE STRATEGY
• Mission , Values, Vision
• Strat egic Analysis• Strat egy Formu lation
DEVELOP THE STRATEGY
Four measurement perspectives balance lag and lead indicators
Measures and targets define performance gaps
Strategic initiatives close performance gaps
� Strategy is…– A hypothesis of value creation
– Multiple complimentary themes
– A customer value proposition
– Alignment of business processes
– Readiness of intangible assets
An Integrated
Management
System
The Balanced Scorecard Management Philosophy
The Balanced Scorecard Value Creation Model
A Philosophy of
Management
An Economic
Model of Value
Creation
FIVE EXECUTION PRINCIPLES
46
STRATEGY MANAGEMENT REQUIRES A NEW WAY
OF MANAGING. YOU MUST BUILD A CENTER OF
COMPETENCE TO LEAD THESE CHANGES.
“A New Way of Managing”
Enterprise
Office of Strategy
Management
Financial
Managemen
t
Human
Resource
Management
Marketing /
Communications
Technology
Management
Strategic
Planning
Organizational
Unit A
Organizational
Unit B
Organizational
Unit C
Organizational
Unit D
47
CONTOH KPI PERUSAHAAN
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CASE STUDY:
WIRATMAN ─ 3-YEAR PERFORMANCE
IMPROVEMENTS
Financial
Perspective
Customer
Perspective
Internal
Perspective
Learning &
Growth
Perspective
Shareholder
Value
Profitable
Growth
Expand
Market
Customer
Satisfaction
Human Capital
Support
Operation &
Customer
Management
Execution Premium
� Training Delivered
80% → 107% of plan
� Working Climate Index
2.61/4 → 2.93/4
� % Projects Late
15% → 3%
� WIP & AR Due
46.82% → 26.56%
� Customer Satisfaction
3.62/5 → 3.90/5
� Market Share
3.85% → 4.48%
� Revenues
� EVA (Profits)
Wiratman (Indonesia)
+74%
+7%
+12%
-80%
Shareholder
Value
+16%
-43%
+33%
+30%
EVALUASI DIRI DENGAN SWOT
SWOT BUJK KALTENG SWOT BUJK KALTENG
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CONTOH HASIL SWOT-I/EFE
EFE SCORE
5.0
4.0
3.8
2.5
1.3
5.0 3.8 2.5 1.3 IFE SCORE
3.55
VII VIII IX LOW
I II III HIGH
IV V VI MEDIUM
Grow &
Build
Strategy
STRATEGI
PERUSAHAAN
• Diversification
• Growth
• Liquidation
• Turn Around
54
STRATEGI PERUSAHAAN - WIKA
55
STRATEGI
PERUSAHAAN PTPP
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STRATEGI DAYA SAINGSTRATEGI DAYA SAING
KONSTRUKSI NASIONAL
Strategi Peningkatan Daya Saing Konstruksi melalui Cluster
• Pemetaan Daya saing secara Komparatif berdasarkan besarannilai pertumbuhan konstruksi/infrastruktur (core/construction industry) dan ketersediaan sumber daya (related/supporting industries) ?
1. Peta MP3EI
2. Peta Proyeksi Konstruksi
3. Peta SISDI (Material & Peralatan)
4. Peta Modal/Pembiayaan
5. Peta Penyedia Jasa (kontraktor/konsultan)
Strategi Pemetaan Industri Konstruksi
• Klaster: analisa industri dilakukan bersifat lintas sektoral yaitupemetaan keterkaitan antara industri yang akan dianalisa sebagaiindustri inti (core industry), dengan industri pendukung danterkaitnya dalam sebuah rantai penciptaan nilai (value chain).
Pendekatan dari luar ke dalam (outside-in) yang dikembangkanoleh Porter (1980) yang juga dikenal sebagai teori posisi ataupendekatan pasar. Kiat usaha itu intinya adalah mencari posisiyang tepat dalam suatu sektor industri. Lalu, proses penentuankiat di memilih industri yang berdaya tarik tinggi dan cakupanpasar, kemudian diikuti dengan memilih posisi yang tepat. danrangkaian nilai yang mendukung posisi yang diambil.
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PENDEKATAN STRATEGI 2
Kiat dari dalam ke luar (inside-out) dimana kiat dimulai denganmemetakan sumber daya yang dimiliki lalu kemudianmenentukan industri dan strategi apa yang akan dipilih. Pendekatan sumber daya yang diteorikan oleh Barney (1991) inimensyaratkan adanya nilai, kelangkaan, tak-tertirukan danterorganisasi untuk dapat memiliki keunggulan dan kinerja yang lestari.
PENDEKATAN STRATEGI 3
Kerangka kapabilitas dinamis ((David Teece, 1997/2007). Dayasaing yang lestari dapat diperoleh jika organisasi memilikikapasitas untuk terus menerus melakukan penyesuaian danrekonfigurasi sumber dayanya secara kombinasi menyeluruh, baik internal/ eksternal maupun tangible/intangible, untukmerespons perubahan pasar atau teknologi yang cepat.
Enhanced customer linkages
MENOPANG DAYA SAING LESTARI
Target Pasar ygJelas & Definisi
Ketat
Jasa yg Unik &
Nilai Tambah
Kredibilitas merek dan
reputasi perusahaanKeterkaitan
Pelanggan yg
terpacu
Relatif mudah
Ditiru
TIDAK DAPAT DITIRUHak Cipta & Paten, Keunikan Lokasi, dan
Keunikan Asset Fisik
SULIT DITIRUReputasi dan nama/merek, kesetiaan pelanggan,
budaya organisasi, Etos karyawan, & Jaringan/JO-JV-KSO
DAPAT DITIRU TAPI MAHALKapasitas fisik, mesin & peralatan
MUDAH DITIRUTENAGA KERJA TIDAK TERAMPIL, BARANG/JASA UMUM/TANPA DIFF