A PROPOSED COMPANY PERFORMANCE MANAGEMENT SYSTEM USING THE BALANCED SCORECARD FOR PT PATROL JAYA MANDIRI

• Main Author: Ramadhani Effendy, Ghayatri
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/85710
• Institution: Institut Teknologi Bandung

PT Patrol Jaya Mandiri (PJM) faced significant financial losses throughout 2023, primarily driven by high operational costs and insufficient gross profit margins. The company lacked an effective Performance Management System (PMS), leading to a narrow focus on financial metrics without considering other critical aspects such as customer satisfaction, operational efficiency, and employee development. The primary research was to identify a suitable performance management system that could help PT PJM improve profitability and operational efficiency. A secondary objective was to develop a practical implementation plan for this system. The research utilized a combination of primary and secondary data collection methods. Primary data were obtained through interviews with key stakeholders, including the Director, Field Supervisor, and Field Operators, alongside direct observations and CCTV monitoring. Secondary data were sourced from the company's financial records for the year 2023. A Balanced Scorecard (BSC) framework was proposed as the foundation for the new PMS, with Key Performance Indicators (KPIs) developed to measure the success of strategic objectives across financial, customer, internal process, and learning and growth perspectives. The findings revealed that PT PJM's financial difficulties were exacerbated by the lack of a comprehensive PMS. The proposed BSC framework included KPIs focused on improving liquidity, reducing operational costs, enhancing customer satisfaction, increasing service efficiency, and promoting employee development. The research concluded that implementing the BSC-based PMS could help PT PJM address its financial challenges and achieve sustainable growth. This research is focus on a single gas station within PT PJM, which may not be fully representative of the broader operations of the company. The proposed PMS implementation is at the corporate level, with the expectation that it will be gradually rolled out to other stations under the PT PJM umbrella. Future research could explore the effectiveness of the BSC framework across multiple stations to validate its applicability on a larger scale.