| dc.description.abstract | In the beginning of New Order Government economic activity based on the primary agriculture (on-farm agribusiness), such activity emerge into industrialization significantly. Indonesian industrial competitiveness was stuff of legend in the 1980 and 1990. This is the central question experience suggest that most South East Asian Economics can race to challenge, but success is by no means a foregone conclusion. The future performance is likely to be inextricably bound with the capability to implement institutional changes and building innovation capability which increasingly the arbiter of competitive strength. Towards the third millenium, competition in almost every sector trading and business activity getting stiffer, weather that competition come from within (domestic) or overseas. For Agriculture product such as Fruits and Vegetables there are many countries become dominant supplier in the market namely; China, Thailand, Vietnam, Philippine, Singapore, Hongkong, Japan or even Taiwan. Those countries are Strategic Competitors and to encumber such competition a company must be fully equipped with up to date technology alongside a proper management and business strategy that enable the company to reach its own goals. PT Agrindo Nusantara was established in 2001 with initial investment of USD 10 Millions, on building High Tech Permanent Green House covering area 26 ha, mainly to produced vegetables of which are peppers, tomatoes, strawberries, flower and leather fern. But although the company used such innovative technology its operational yields only reach 60% of the maximum capacity. There are some problems at PT.Agrindo Nusantara such as follows: (1) it is assumed that PT.Agrindo Nusantara did not include the scanning of the location, availability and capability of workforce alongside environmental characteristic of which has direct relationship with the technology implemented in the project, (2) the company seems did not realized that Technology Strategy and Business Strategy should be set prior to the project implementation, (3) the company current situation strive for the alternatives of Technology Strategy and Business Strategy that will help the company in increasing its productivity and competitiveness according to the availability of Human Resources and Innovative Technology. The Objective of this study was to assess the Technology Strategy at PT.Agrindo Nusantara of which: (1) assessment on the current status of the company including Technology capability and Technology transformation status, (2) providing recommendation to the government and other related stake holder for more conducive investment climate such as policies, fiscal, infrastructure, etc (3) providing recommendation to the company for enhancing its capability to optimize production and increased market, and (4) providing recommendations for further studies in improving and enhance the contribution of Agribusiness sectors toward National Gross Domestic Products. This study was started by data collection from different sources on how the application of technology management in the following matter: (1) Technology Management alongside the capability in utilising Technoware, Humanware, Inforware, and Orgaware at PT.Agrindo Nusantara. Assessments of Technoware emphasising on production of horticulture and postharvest activities and Humanware assessment was specified by the usage and understanding of Inforware and Orgaware applied at most of the productions process, (2) environmental scanning of the company current situation, and (3) an overlook towards government policy in regards of supporting agriculture development in West Nusa Tenggara. This study was conducted between July 2005 and September 2005 at PT.Agrindo Nusantara using Descriptive Method along side case study whereby Primary data collection applied in depth interview towards end users, third parties (expert) and other cross functional department. Secondary data was taken from literatures, CBS and Company Profile (2001). The Respondent were choose by recommendation of the company Managing Directors of which were: (1) Managing Director, (2) Farm Manager, (3) Human Resources Manager, (4) Research and Development Manager, (5) Horticulture Coordinator and (6) Netafim Agronomist expert. The assessment toward company current position by Internal Factors Evaluation (IFE) and External Factors Evaluation (EFE) and environmental scanning of Political, Economic, Social and Technology (PEST) Identification and internal audit SWOT Identification were applied. Technology Management of PT.Agrindo Nusantara then analyzed using Science and Technology Management Information System (STMIS) emphasizing od assessment of technology capability and supporting aspect then formulated into 8 technology indicators such as: Company profile and activity indicators; Technology component indicators, Technology capability indicators, Technology infrastructure building indicators; technology productivity indicators, owners and suppliers influence indicators; market rivalry indicators, customer influence indicators; and industry climate and regulation indicators. The results and discussion of the company Internal condition significantly shows on the result of product continuity weight value (0.0757) its reflection of firm's internal concern towards the continuance of such operation as the managemement realized the availability of adequate resources to produce a high quality products. Internal weakness mainly come from Distribution Infrastructure score (0.24853) causing by poor road condition and communication as of location is far from the market. The company Opportunity to get up to date technology and the wide open of Domestic and Export market are External Factor to be consider in building competitiveness. Alsongide Threats come out of insecurity whereby the company lack of interaction with the local community causing it. The company Technology capability position is 3, which mean the company is in the best position among similar industry in Indonesia. It is ironic such position now struggle to perform accordingly due to severals obstacles of which are location disadvantage, poor infrastructure that connect the production site with the market, whereby in agriculture activity such facilities must be first priority to consider. The reason of the company choosing this particular far from market project location was mainly to answer gorvenment invitation to set an example of an advance 'Precision Farming' in East Indonesia. Based upon the result and findings of this study, the conclusions are; (1) the project is a very good project in its kind and size but there are many problem occured due to lack of government willingness to support the project by providing better infrastructure such as road condition need to be fix and communications, (2) the company technological component assessment Technoware classified as High Category but the result of Humanware and Inforware assessment is classified as Low because there aren't anough high standard skills agronomist to support such establishment, (3) the company capability position as the best among similar industry in Indonesia force the company to collaborate with strategic competitors to build a comprehensive marketing net work, (4) the technology applied for this project is the best but lack of performance due to project location is sitting in the middle of nowhere, and (5) the establishment of this project seems to be rather ambitious, because there aren't enough Human Resources to support and run such advance base technology. Therefore a set of recommendation has been composed namely; (1) the company must enhance its marketing startegy both for domestic and export market by maintaining production quantity and continuity utilising available expertise and technology, (2) the company must improve promotion and distribution organisation by collaborate with strategic competitors and find a new means of transportation to solve the road obstacle by using charter helicopter to lift the cargo, (3) the company must used a broader media to expose the poor infrastructure conditions in seeking government support to facilitate such development by providing better quality infrastructure (road overlay, widening and improve port facilities), and (4) the gorvenment must commiting them selves to build conducive investment climate of which are fiscal, policies, and provide good infrastructure, (5) enhance post harvest handling utilizing suitable technology towards competitiveness at domestic and export market, (6) enhance product competitiveness by using expertise available from technology provider, (7) midterm strategy using broader media to expose location and transportation obstacle to influence local and central government policy, and (8) long term strategy collaborate with government (central and regional) and other supporting business organisation such as Indonesian Hotel and Restaurant Association (IHRA) to promote company as Remote Tourist Destination for Integrated Agribusiness. | id |
