STRATEGI BERSAING PT PJB UNIT PEMBANGKITAN PAITON DALAM MEMENANGKAN KOMPETISI PENYEDIAAN TENAGA LISTRIK
ABSTRAK
Sejalan dengan rencana restrukturisasi Sektor Ketenagalistrikan yang telah dicanangkan oleh pemerintah melalui Policy Paper pada Agustus 1998, maka akan ditempuh dua tahapan bentuk mekanisme niaga transaksi jual beli ketenaga listrikan, yaitu tahapan Single Buyer Multi Seller (SBMS) yang dimulai pada tahun 2000 hingga akhir 2002, yang dilanjutkan dengan tahapan Multi Buyer Multi Seller ( MBMS) yang akan dimulai tahun 2003, tetapi mengingat kondisi perekonomian Indonesia yang masih belum pulih dari krisis maka diperkirakan akan terjadi kemunduran rencana pelaksanaan tahapan MBMS ini. Pada era model pasar Single Buyer Multi Seller, maksud dari Policy Paper pemerintah adalah mewujudkan kompetisi pasar dalam berbagai aktivitas penyediaan tenaga listrik, yang implementasinya dimulai dari aktivitas pembelian tenaga listrik oleh PT PLN (single buyer) dari beberapa pembangkit tenaga listrik (multi seller). PT Pembangkitan Tenaga Listrik Jawa Bali (PT PJB) merupakan salah satu pemain pemasok tenaga listrik di sistem interkoneksi ketenagalistrikan Jawa Bali. PT PJB bersaing dengan pembangkit tenaga listrik lainnya (baik dari anak perusahaan PLN maupun Swasta) dalam mememuhi kebutuhan energi listrik. Selain harga yang dikompetisikan, maka tuntutan pembeli atas pasokan tenaga listriknya adalah : security of supply, availability & reliability of supply, mampu sebagai unit frecuency stabilizer voltage stabilizer di sistem ketenagalistrikan Jawa Bali. Salah satu andalan pembangkit PT PJB untuk mendapatkan keuntungan usaha adalah Pusat Listrik Tenaga Uap (PLTU) — Unit Pembangkit Paiton berbahan bakar Batubara (PJB Paiton) berkapasitas 2 x 400 MW. Dalam mengembangkan strategi bersaing menghadapi kompetitor, maka perlu dilakukan analisis ligkungan internal, lingkungan bisnis ckstemal dan lingkungan industri. Kemudian dengan kerangka kerja analisis SWOT didapat akternatif strategi yang tepat, sedangkan untuk mengetahui arah strategi digunakan kerangka kerja Internal External Matrix yang memanfaatkan hasil kerangka kerja Internal Factor Evaluation dan External Factor Evaluation, selanjutnya untuk mengetahui posisi relatif terhadap pesaing digunakan Competitive Profile Matrix.
Selain pendekatan secara mekanistik tersebut, maka formulasi strategi juga dilakukan secara intuisi dengan menggunakan pendekatan model The 3 C's strategy oleh Kenichi Ohmae dan model Competitive Generic oleh Michel E. Porter. Akhirnya hasil dari proses formulasi alternatif strategi, baik secara mekanistik maupun intuisi dikelompokan dan digabungkan sesuai dengan sifat dan karakternya menjadi suatu strategi yang sejalan dengan filosofi, Misi, Visi dan tujuan organisasi. Formulasi strategi bersaing utama PT PJB - Unit Pembangkit Paiton untuk memenangkan kompetisi penyediaan tenaga listrik di pasar ketenagalistrikan sistem Jawa Bali adalah "Bertahan sambil melakukan konsolidasi internal. melakukan integrasi ke hulu dan pada saat yang tepat melakukan penetrasi pasar secara seleksif (pada pilihan . Harga kompetitif diferensiasi pelayanan/atribut produk atau keduanya secara bersama ". Adapun strategi operasionalnya adalah meliputi : • Strategi Penetrasi Pasar . •
Strategi Bertahan.
•
Strategi Pemasaran Intensif.
•
Strategi Pertumbuhan dan Pengembangan.
•
Strategi Integrasi.
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ABSTRACT
The Government Of Indonesia through its Policy Paper August 1998 has decided to restructure the Power Energy Sector. And there are two main steps that should be taken in the form of commercial arrangement of the electricity power energy market. The first step is the Single Buyer Multi Seller (SBMS) market beginning on 2000 until 2002 and the second is the Multi Buyer Multi Seller (MBMS) market on 2003. But since the country's economic crisis has not been over yet, the second step of this Power Energy Sector Restructuring is going to be delayed for some times. During the period of the Single Buyer Multi Seller market the Government's purpose in its Policy Paper is to create the market competition in all activities covering the electricity power supply. And i t s implementation w i l l be the power purchase activities between P T . P L N ( Persero) a s the Single Buyer and some Power Plant Company as the Seller. PT.Pembangkitan Tenaga Listrik Jawa Bali (PT.PJB) being one of the subsidiary company of PT.PLN (Persero) act as a player in the market of the electricity power supply in the Jawa Bali interconnected system. PT.PJB has to compete among others supplier (which are other PLN's subsidiary company and the IPP) to supply the Jawa Bali electrical demand. The area of competition is not mainly the Transfer Pricing but also the Single Buyer specification of supply which consist of: the security of supply, the availability and reliability of supply, the function as the unit frequency and voltage stabiliser. PT.PJB has a steam power plant named the Unit Pembangkit PAITON which is being one of its profit centre unit operating on fuel coal based with the capacity of 2 X 400 MW To develop the competition strategy among others competitor there should be analysis on internal and external business environment together with the industrial environment. As the result using the SWOT Analysis this paper has come to the most appropriate strategy, while to decide the strategy direction the Internal and External Matrix which take the result of the framework of the Internal Factor Evaluation and
External Factor Evaluation has been taken into the process. And for the last framework, The Competitive Profile Matrix has been used to know and understand the relative position among other competitors. As an intuitive strategy approach beside those mechanistic frameworks this paper has used The 3 C's Strategy Model from Kenichi Ohmae and the Competitive Generic Model by Michel E.Porter. The end result of the formulation process of the alternative strategy between the mechanistic and the intuitive strategy has been put into groups and blended according to its profile and characteristic to be one of the company's strategy which in line with the mission, vision and the goal of the organisation. The competition strategy formulae of the PT.PJB Unit Pembangkit Paiton to win the power supply competition in the electricity power market is " To survive and in the meantime doing the internal consolidation, fuel source integration and at the most appropriate time penetrating the market selectively" (in the choice of Competitive price, services differentiation/product attribution or using both of them simultaneously). And the operational strategies are consist of: • • • • •
Market Penetration Strategy Survival Strategy Intensive Marketing Strategy Grow and Develop Strategy Integration Strategy
