Sasaran Strategis Perusahaan Perkebunan Kelapa Sawit Teladan Prima Group

Abstract

Teladan Prima Group (TPG) as one of the palm oil plantations company have a strategic objectives in perspective of financial, customer, internal business processes, and learning and growth with the implementation of the Balanced Scorecard (BSC). The efforts to improve of high productivity of all resources that owned, are effectiveness managed with cost efficiency is the ultimate goal of company performance measurement. The problems occurred, management is confronted on the issues of the achievement of company performance targets that are not optimal and the strategic objectives of the company have not been cascaded down in a balanced way. The purpose of this research is to analyze of the strategic objectives and the implementation of BSC by using the technique of analysis of fourteen strategic objectives of the company in the four BSC perspectives with the integration of analytic network process (ANP). Results from the processing of primary data obtained through in-depth interviews and pairwise comparison of 7 respondents on the company executive level shows the results: financial perspective has the biggest weighting 42.21%, internal business process perspective 27.45%, customer perspective 16.29% growth and learning perspective 14.04% with consistency ratio (CR) 2.14% which means the respondent opinion is acceptable and consistent.

Keywords: strategic objectives, balanced scorecard, ANP, oil palm

Abstrak: Teladan Prima Group (TPG) sebagai salah satu perusahaan perkebunan kelapa sawit memiliki sasaran strategi dalam perspektif kinerja keuangan, pelanggan, proses bisnis internal dan pembelajaran dan pertumbuhan dengan penerapan Balanced Scorecard (BSC). Upaya peningkatan produktivitas sumberdaya yang dimiliki, dengan efektivitas pengelolaan dan efisiensi biaya merupakan tujuan akhir dari pengukuran kinerja perusahaan. Permasalahan yang terjadi, manajemen dihadapkan pada isu pencapaian target kinerja perusahaan yang belum optimum dan sasaran strategis perusahaan belum diturunkan secara seimbang. Tujuan penelitian ini adalah untuk menganalisis sasaran strategis dan implementasi BSC dengan menggunakan teknik analisis terhadap 14 sasaran strategis perusahaan di dalam empat perspektif BSC dengan integrasi proses jejaring kerja analitik (ANP). Dari hasil pengolahan data primer yang diperoleh melalui wawancara secara mendalam dan kuesioner perbandingan berpasangan terhadap 7 responden level eksekutif perusahaan menunjukkan hasil: perspektif kinerja keuangan memiliki bobot terbesar 42,21%, kinerja proses bisnis internal 27,45%, kinerja pelanggan 16,29%, dan kinerja pertumbuhan dan pembelajaran SDM 14,04% dengan tingkat rasio inkonsistensi (CR) sebesar 2,14% yang berarti konsistensinya dapat diterima dan konsisten.

Kata kunci: sasaran strategis, balanced scorecard, ANP, kelapa sawit