Pendirian Unit Bisnis Pupuk Bokashi untuk Meningkatkan Pendapatan SASPRI Kawasan Cijeruk

Abstract

Pendirian unit bisnis pupuk bokashi direncanakan sebagai upaya pemanfaatan limbah kotoran sapi yang belum diolah secara optimal serta sebagai alternatif peningkatan pendapatan SASPRI kawasan Cijeruk. Penelitian ini bertujuan untuk menganalisis faktor internal dan eksternal, merumuskan prioritas strategi, serta menganalisis kelayakan bisnis pendirian unit bisnis pupuk bokashi. Metode analisis yang digunakan meliputi matriks IFE, matriks EFE, matriks IE, analisis SWOT, QSPM, dan analisis kelayakan bisnis berdasarkan aspek nonfinansial dan finansial. Hasil analisis finansial menunjukkan nilai NPV sebesar Rp87.288.762, IRR 53,80%, Net B/C 2,8, Gross B/C 1,05, Payback Period 3 tahun 2 bulan, hasil switching value penurunan produksi dan penurunan harga jual lebih sensitif dibandingkan dengan peningkatan biaya produksi yaitu sebesar 15,44%. Hasil switching value menunjukkan bahwa penurunan harga jual lebih sensitif dibandingkan peningkatan biaya produksi, dengan batas perubahan sebesar 15,44%.

The establishment of a bokashi fertilizer business unit is planned as an effort to urtilize cow manure waste that has not been optimally processed and as an alternative to increase the income of SASPRI Cijeruk area. This study aims to analyze internal and external factors, formulate priority strategies, and assess the feasibility of establishing a bokashi fertilizer business unit. The analytical methods used in this study include IFE matrix, EFE matrix, IE matrix, SWOT analysis, QSPM, and business feasibility analysis based on non-financial and financial aspects. The results show that the establishment of the bokashi fertilizer business unit is feasible to implement. The financial analysis shows an NPV of IDR IDR 87.288.762, an IRR of 53,80%, a Net B/C of 2,8, a Gross B/C of 1,05, and a Payback Period of 3 years and 2 months. The switching value analysis indicated that decreases in production and selling price were are more sensitive than increases in production costs, with a tolerance limit of 15,44%.