THE USE OF SCENARIO PLANNING IN MAKING STRATEGIC PLANS ON THE MARKET CONDITIONS THAT ARE NOT EASILY PREDICTABLE AND INTEGRATED PERFORMANCE MANAGEMENT SYSTEM PT KALBE FARMA TBK (PERSERO)

• Main Author: DAVID TENGGO WIDJOJO (NIM: 29108039); Pembimbing: Dr. Ir. Dermawan Wibisono, M.Eng, AGUS
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/14708
• Institution: Institut Teknologi Bandung

Fall events in the United State financial sector, sparked by the sub-prime mortgage crisis, causing a global economic turbulence and a threat to the pharmaceutical and healthcare manufacturers in Indonesia that resulted in decreased performance management PT. Kalbe Farma, indicated by a decrease of performance indicators of financial performance in 2008. Decrease in Gross Profit Margin of -2,4%, The Operating Profit Margin of -1,6% and Net Income Margin for down to -1,1% has become a challenge to be faced Kalbe in 2008 within <br /> <br /> <br /> the limits in efficiency is the main concern remains the company that the company can survive in conditions of economic fluctuations, so the condition does not cause Chaos to the company. In this case the application of scenario planning and risk management that is integrated in the system of corporate management into one tool for dealing with turbulence in company's situation, including integrated with the performance activity on the functional units of sales and marketing, information technology, finance, R&D and human resources response to <br /> <br /> <br /> business situations, so that management will be easier in making decisions and implement response strategies at the corporate level to face the situation and overcome the risk of turbulence Chaos condition. Based on the chosen strategy to solve business issues, the action taken is to build a model of corporate performance management system which is adaptitve and can accommodate the unpredictable economic situation, so the company can be more agile in implementing the strategy with the balance between growth strategies and productivity strategies using the balance scorecard.