PROPOSE CORPORATE PERFORMANCE MANAGEMENT SYSTEM IN PT DIRGANTARA INDONESIA (PERSERO)

• Main Author: Himawan, Chandra
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/55028
• Institution: Institut Teknologi Bandung

PT Dirgantara Indonesia (Persero), also known as PTDI is one of the original aerospace companies in Asia with core competencies in aircraft design and development, aircraft structure manufacturing, aircraft production, and aircraft services for civil and military light and medium aircraft. As a State Owned Enterprise, PTDI, one of PTDI's goals is to contribute to the country's development, including supporting the country's defense equipment program, creating jobs, increasing exports to other countries and providing benefits to the state in the form of dividends. However, in recent years PTDI has had various problems, both financial problems such as fluctuating financial performance and non-financial problems such as there are still some products sent to customers late, there are still high losses due to rejection, so company performance management system is needed that can measure the achievement of company performance. towards the company's target furthermore to achieve the company's vision and mission. The performance management system proposed using the Balanced Scorecard (BSC) framework by Kaplan and Norton (1992), Performance Prism (PP) Neely (2002) and Wibisono's Integrated Performance Management System (IPMS) (2003) from the three frameworks will be proposed. the most suitable framework to be proposed will be used by PTDI. It is hoped that implementing this performance management system can help solve the problems faced by PTDI. A comprehensive performance management system in line with the company's vision, mission and values by considering the results of the company's external analysis using the PESTEL & Porter Five Force method and conducting internal analysis using the Altman-Z Score analysis and combining the two analyzes using SWOT analysis and formulating strategies (corporate strategy, business strategy and functional strategy) then create a performance management system using three frameworks. Each framework has different number of perspectives, for the balanced scorecare consists of 4 perspectives (financial, customer, internal business processes and learning & innovation growth), for Performance Prism consists of 5 perspectives (stakeholder satisfaction, strategy, process, capabilities and stakeholder contributions) and the Integrated Performance Management System consists of 3 perspectives (organizational output, internal processes and resource capabilities). Each perspective has measurable indicators to measure its achievement. Knowing the achievement of each indicator is expected to become a monitoring system which is the starting point for further analysis and can be used as input for decision making for management. After each framework is made the next step is to determine which framework is most suitable, here the author uses the Analytical Hierarchy Process (AHP) method and a review of the literature so that in the end the proposed framework to be implemented is IPMS.