STRATEGIC PLAN FOR COSTS EFFICIENCY ON AFTER SALES DIVISION (CASE STUDY AT PT. XYZ TBK. IN BANJARMASIN, SOUTH BORNEO)

• Main Author: Suranta, Rinaldy
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/62904
• Institution: Institut Teknologi Bandung

The Covid-19 pandemic affected PT. XYZ Tbk., specifically in Banjarmasin branch After Sales area. The overall gross profit increased compared to 2019 before pandemic hit which was 0,6%. However, in the After Sales area itself, there was a significant decline of -17,4% where the largest decline was in the body repair sector, which was -47,7%. But from there, we can see that the gross profit margin was increased by 6,0% from 18,9% to 24,9% in December 2020 compared to last year. On the net operating profit side, where this value depends on the amount of operating expenses as a deduction from the gross profit amount, there is also a decrease of -37,3% in the after sales division. Where the largest decline was again in the body repair sector of -108,7%. But, if we look at the percentage of NOP to Revenue, there is no change between 2020 and 2019 which is 0%. PT. XYZ Tbk. must minimize the impact of the Covid-19 pandemic and continues to strive to grow in its performance. This study aims to formulate strategies for PT. XYZ Tbk. Banjarmasin branch to earn potential profits during and after the pandemic. The authors use sensitivity analysis methods on feasibility studies to find the most impactful variable. Next, the author formulates an alternative financial and operational strategies for PT. XYZ Tbk. Banjarmasin branch. The sensitivity analysis found that changes in COGS and OPEX in cost structure had the greatest impact on overall profitability during this pandemic. With the decline in sales in the After Sales division, profitability did not change drastically. So, if the composition is applied at a time when the pandemic has ended, this will be a means of development to get a higher profit value in the future. In this study, the authors compare the costs structures when only using COGS during the pandemic, OPEX during the pandemic, and when the two cost structures are combined and look at PT. XYZ Tbk. Banjarmasin branch projections for the next 5 years. Based on the results of the sensitivity analysis, PT. XYZ Tbk. Banjarmasin branch may choose to use a mixed composition between COGS and OPEX during the pandemic because it has a fairly large impact on the company's overall margin. If we look at the projection results for the fifth year, the margins that may be obtained are 26.57% on Gross Profit, 19.26% on Operating Profit, and 19.83% on EBITDA. To ensure to get maximum results, the author supports PT. XYZ Tbk. Banjarmasin branch with detailed operational strategies for each department in the After Sales area. This strategy to increase productivity does not mean that it would not cost money. However, the costs incurred are focused on training and managing the work composition of the workforce in the After Sales area itself. In the General Repair department, skill training is conducted for Service Advisor, Foreman, and Mechanic. For the Parts department, digitalization training was conducted. While in the Body Repair department, Service Advisors are trained to increase the number of Heavy and Medium Repair jobs composition to increase profitability.