Analisis Strategi Aliansi pada PT. Dharma Lautan Nusantara Cabang Semarang

Abstract

The phenomenon of global competition is hardly to be avoided anymore at the international as well as at the domestic market, so the strategic alliance /business patner strategy has become an important choice. The basic of this is because it is not enough if the company only relies on the cost and fund sources from inside the company, but it is also demanded to cooperate with other companies to face the competition which is finning up. By applying the strategic alliance the company will be able to obtain the important capacity sources from other companies (outsourcing). The basic principles of this strategic alliance are that each side has to divide his profits and risks, has a core competence, keeps his interdependence, and is based on continuous cooperation with the principle to barter on one mainfield like technology, products/services, certain skills and access to market. Such a condition was also experienced by PT. Dharma Lautan Nusantara, as one of the companies which is active in the field of Loading and unloading services. By way of the strategic alliance, PT. Dharma Lautan Nusantara wishes to cooperate with another company especially in industy which supports shipping services. This thesis is focussed on the cooperation between PT. Dharma Lautan Nusantara and PT. Pelindo III , the Tanjung Emas Branch. By investigating and identifying the enviromental factors/the external variables and internal variables of the company, PT. Dharma Lautan Nusantara is expected to identify the strengths and weaknesses also the opportunities and threats that inight occur: And by analysing the External Factor Evaluation Matrix (EFE Matrix) and the Internal Factor Evaluation Matrix (WE Matrix) we know the position and the capability of the company to compete and the capability to exploit opportunities and to ininiinize threats that inight appear. By using the TOWS Matrix analysis and by applying the key variables (Key Success Factors) through a matching level, four strategies can be reached. Those are: • Market Penetration Strategy • Services Differentiation Strategy • Joint of Operation Strategy • Personnel Differentiation Strategy To obtain the best and and proper strategy PT. Dharma Lautan Nusantara has applied The Quantitative Strategic Planning Matrix (QSPM) analysis and has been able to achieve the priorities for strategic application which are as follows: • First : Joint of Operation Strategy • Second : Market Penetration Strategy • Third Services Differentiation Strategy • Fourth : Personnel Differentiation Strategy ABSTRAK Fenomena persaingan global hampir tidak dapat dihindari lagi baik bagi pasar internasional maupun domestik, maka strategi aliansilkeinitraan menjadi pilihan yang penting. Hal ini didasarkan bahwa perusahaan tidak cukup hanya mengandalkan pembiayaan dan sumber daya dan dalam perusahaan saja tetapi juga dituntut untuk melakukan kerjasama dengan perusahaan lain didalam menghadapi persaingan yang semakin ketat. Melalui strategi aliansi pemsahaan akan mampu mendapatkan sarana yang penting dan perusahaan lain (outsourcing). Prinsip-prinsip yang mendasani strategi aliansi adalah masing-masing pihak hams membagi keuntungan dan resiko, meiniliki kompetensi inti, menjaga intedependensi, dan didasarkan atas kerjasama yang berkesinambungan dengan prinsip mempertukarkan pada satu bidang pokok seperti teknologi, produk/jasa,ketrampilan tertentu serta akses pasar. Kondisi deinikian juga dialaini oleh PT Dharma Lautan Nusantana sebagai salah saW perusahaan yang bergerak dibidang jasa bongkar muat barang. Melalui strategi aliansi/keinitraan PT. Dharma Lautan Nusantara berharap dapat melakukan kerjasama dengan perusahaan lain khususnya dalam industri yang mendukung jasa pelayaran. Dalam tesis ini difokuskan pada kerjasarna antara PT. Dharina Lautan Nusantara dengan PT. Pelindo ifi cabang Tanjung Emas. Dengan mengkaji dan mengidentifikasikan faktor-faktor lingkungan / variabel eksternal dan variabel internal perusahaan, diharapkan PT. Dharma Lautan Nusantara dapat mengenali dengan balk kekuatan dan kelemahan serta peluang dan ancaman yang mungkin terjadi. Melajui analisis External Factor Evaluation Matrix (EFE Matrix) dan Internal Factor Evaluation Matrix (IFE Matrix) dapat diketahui posisi dan kemampuan perusahaan untuk bersaing serta kemainpuan untuk mengeksploitasi peluang dan meininimumkan ancaman yang bakal muncul. Dengan menggunakan analisis TOWS Matrix dan memasangkan variabelvat -label kunci (key success factor) dengan melaiui tahap matching diperoleb empat strategi yaitu : strategi penetrasi pasar, strategi differensiasi pelayanan, strategi kerjasama operasi dan strategi differensiasi personel. Untuk mendapatkan strategi terbaik dan iayak bagi PT. Dharma Lautan Nusantara dengan menggunakan analisis Quantitative Strategic Planning Matrix (QSPM) diperoleh prioritas penerapan strategi sebagai berikut: • Pertama : Strategi Kerjasama Operasi • Kedua : Strategi Penetrasi Pasar • Ketiga : Strategi Differensiasi Pelayanan • Keempat : Strategi Differensiasi Personel.