TABLE OF CONTENTS
Preface
List of Contents List of Tables List of Figures 1. Introduction
A. Background
B. Problem Identification
C.
Scope of Research D. Problem Statement E. Research ObjectiveII. Theoretical O v e ~ e w
A. Theoretical Foundations 1. Concepts of Strategy
2.
Strategy Formation Process 3. Dimension of Strategy 4. Strategic Management B. Conceptual Framework1. The Concept of Core Competence 2. Types of Core Competencies
3. Techniques for Building New Core Competence a. Skill Mapping
b. Opportunity Matrix c. Skillbase Simulation
i iii ix
xi
iii
d. Skill-Cluster Analysis 21
e. Critical Skill Analysis 22
4. Relationships between Core Competence and Future
Challenges 22
5. Strategic Architecture 24
Ill. Conceptual Framework of Research A. Gap Analysis
I. Current Performance Audit 2. Industry Foresight
5. Developing Strategic Architecture 1. Strategy as Stretch and Leverage 2. Strategic Intent
3. Corporate Challenges IV. Methodology
A. Research Design
0. Variabel and Location Specification C. Data Resources
1. Primary Data 2. Secondary Data
.
D. Sampling Design Technique 1. Element
2. Population
3. Unit Sampling Design 4. Frame
5. Design of Survey Sample
E. Data Collection Technique F. Data Analysis
1. Tools of Analysis 2. Types of Data 3. Likert Scaling G. Research Conduct
Time and Location of Research V. Company Profile
A. Brief History of PT Pupuk Kujang B. Location of The Company
1. Nearest To Raw Material
2. Availability of Transportation lnfrastnrcture
C.
PT Pupuk Kujang & Its Shareholder D. Organizational StructureE. Employee Welfare & Human Resources 1. Employee Welfare
2. Human Resources F. Line of Business & Products
1. Line of Business a. Plant Services b. Industrial Estate c. Training Centre d. Urea Plant
e. Plant equipment Fabrication f. Engineering Bureau
2. Portfolio of Investment
G. Production
1. Main Products 2. By Products H. Marketing
I. Financial Administration
J. Waste Management & Environmental Concern
K.
PT Pupuk kujang & IS0 14000 L. Social EngagementVI. Results and Discusgions
A. Vision and Corporate Intelligence of PT Pupuk Kujang 1. Vision and Mission of PT Pupuk Kujang
a. The Mission of PT Pupuk Kujang
b. Identification of PT Pupuk Kujang SBU's and Their Interaction
c. Corporate Philosophy of PT PK
1) Relationships with Stakeholders 2) Broad Corporate Objectives 3) Corporate Strategies
4) Corporate Policies 5) Corporate Values 2. Opportunity-Threats
B. Audit Performance 1. Sales Growth 2. Profit Growth 3. Assets Growth
4.
Profit Margin 5. Return on Assetsvi
6. Returnon Equity 7. Total Assets Tumove~
8. Inventory Turnow
9. Long Tern Debt to Equity Ratio TO. Total Debt to Equity Ratb 1 I. Acid Test Ratio
B. Cwe Competence I d e n t i f i t i n 1. Skill Mapping
a. Stage1
:
T a x m y of PT PK Skils b. Stage2; PT PK Skills BenchmaMng c. -3; Strategic Skills klentifiitbnof PT Pupuk Kujang
1) Deflning Strategic Skills 2) StFateg'ic S k i s Results 2. Opportunity Matflx
a. Stage 1;
M i
S k i f i sand
Organizational Skill Scwe b. Stage 2; Defining Product Axis c. Stage 3; Analysisof
O p p w t u n i t i1 The Matrix 2) The Results 3. Skillbase S i r n u l a t i
a. Sirnulati
b. Resutts of Skillbase Sirnutation 4. Skill Clustef. Interlinkages Analysis
a. New Organizational S m w e
c. Philosophical Intediftkages 5. Cfltiiai Skill Analysis
D. Industry Foresight
I. New Fundionali of Products & %vices 2. Competeftcies RequiFed
3. Customer InterFace E.
Gap
Analysis1. Cwrmt Peffmance and Industry Foresight a. Financial Resources
b. Core Competence Resources F. Strategic Architecture of PT Pupuk Kujang
1. Corporate Chaflenges 2. Strategic Intent
3. Blue PFint
a. Acquisition of New Core Competencies b. W g f a t i i of Existing Core Competencii
C. mgafligraph fOf hvt?bpklg Portfot'io of ctxnpeteflcies
VII. Cmlusions and Recommgndations A. Conclusions
1. CoreCompetenciis 2. Strategic Architectwe 8. Recommendations
Ligt of References
List of Tables
Table 1. Skill Mapping Table
Table 2. Table of Opportunity Matrix
Table 3. Raw Matrix for Skill-Clustering l n d i i s Table 4. Reordered Skill-Clustering lndiies Table 5. Employee of PT Pup& Kyang
Table 6. Table of Employee Distribution Education Table 7. Tabk of employee distribution by
ma* study in technml science Table 8. Table of employee distribution by
major study
in
&echniml xience Table 9. Table of age distribution of Pupuk Kujang Table 10. Table of employee by gendefTabk 11. TaMe of Pupuk Kujang employee domicite Table 12. Table of Vision & Missian of PT PK
Table 13. Table of shared resowces of each SBU Table 14. Tabk of shared c o r n between each SBU Table 15. Rationale for segmentation of each SBU
within PT Pupuk Kujang
Table 16. Table of broad assessment that generate Opportunity-Threats
Table 17. Audit Performance Table
Table 18. Taxonomy of PT Pupuk Kujang Skills
Table 19.
PT
Pupuk Kujang Benchmarking Skills Table ixTable 20. Strategic Skills Identification Table
Table 20-b. Strategic Skills of PT Pupuk KujangTable Table 21. Skill AxLs Table
Table 22. Product Axis Table Table 23. The Opportunity Matrix
Table 24. Results of Opportunity Matrix Table Table 25. SkillBase Simulation
Table 26. SkillBase Results Table Table 27. Skill Cluster Matrix Table 28. Re-Ordering Matrix Table
Table 29. Table of Pupuk Kujang Corporate Challenges Table 30. Acquisition Of Competencies Table
List
of FiguresFigure 1. The Fundamental elements in the definitions of Corporate Strategy: Ten Tasks
Figure 2. Skillbase Matrix
Figure 3. Line graph of time 8 cost to acquire single skill
Figure 4. General Model of Strategic Architecture Figure 5. Strategic Architecture Model
Figure 6. A Conversion Model of the Formulation of Corporate Strategy
Figure 7. General Model of Strategic Architecture for Research
Figure 8. Strategic Architecture Model for Research Figure 9. Broad array of products beyond customer
driven
Figure 20. PT Pupuk Kujang Organizational Structure Figure 11. Waste Water Treatment Diagram
Figure 12. Time Cost Curve
Figure 13. Time & Contribution Curve Figure 14. Map of Chemical
Figure 15. Migration Path of PT Pupuk Kujang Competencies
Figure 16. PT Pupuk Kujang Organigraph
