STRATEGIC DECISION ANALYSIS FOR ENHANCING ELECTRICAL SYSTEM OPERATIONS AT PTKP COAL MINING COMPANY (PCMC) IN PLANNING FUTURE ELECTRICITY DEMAND
PTKP Coal Mining Company (PCMC), a prominent player in the Indonesian coal mining industry, faces operational challenges in increasing the utilization its power generation capacity following the termination of a contract with the National Electricity Supply Company in 2020. This study employs a mixe...
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| Format: | Theses |
| Language: | Indonesia |
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| Online Access: | https://digilib.itb.ac.id/gdl/view/81793 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | PTKP Coal Mining Company (PCMC), a prominent player in the Indonesian coal mining industry, faces operational challenges in increasing the utilization its power generation capacity following the termination of a contract with the National Electricity Supply Company in 2020. This study employs a mixed-methods approach, combining qualitative insights from interviews with key stakeholders and quantitative data analysis using the Analytic Hierarchy Process (AHP) to provide a comprehensive and structured framework for project prioritization and resource allocation. The qualitative findings reveal a multifaceted approach to addressing the company's operational challenges, focusing on improving asset utilization, reassessing operational strategies, operational flexibility, and adapting to load changes. The AHP analysis offers a robust decision-making framework, considering various criteria such as economic feasibility, strategic alignment, regulatory compliance, technical feasibility, and environmental impact. The project priorities demonstrate the strategic significance of each initiative, with Project E emerging as the top priority, followed by Project G, and Projects B, H, and M forming the middle tier. This structured approach enables PCMC to navigate complex challenges, remain agile in changing market conditions, and effectively leverage its assets and capabilities to achieve its objectives and drive long-term success. The study highlights the strength of the AHP methodology in guiding strategic planning and resource distribution while shaping decision-making processes across the organization. However, the research also acknowledges limitations such as reliance on a small sample size, focus on a single company, and emphasis on the prioritization phase. Future research directions are proposed to address these limitations and further enhance the understanding and effectiveness of structured decision-making approaches in the energy sector and beyond, ultimately contributing to the alignment of corporate strategies with broader societal goals and sustainable development.
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