Strategi Pengembangan Bisnis Briket Arang Batok Kelapa di PT Nudira Sumber Daya Indonesia

Abstract

Indonesia menempati posisi pertama dunia dalam ekspor briket arang batok kelapa (HS Code 440290) dengan nilai USD 340,8 juta dan pangsa pasar 22,7 persen pada tahun 2024. PT Nudira Sumber Daya Indonesia, produsen dan eksportir berbasis di Bogor dengan fasilitas produksi di Sukabumi, menghadapi tantangan struktural berupa penurunan ekspor briket shisha sebesar 74 persen dari puncak 19 FCL (2021) menjadi 5 FCL (2023–2024), lonjakan harga bahan baku dari Rp6.000 menjadi Rp17.000 per kilogram, serta persaingan ketat dari sekitar 350 produsen aktif dengan kekuatan tawar pembeli internasional yang tinggi dan biaya perpindahan pemasok yang sangat rendah. Penelitian ini bertujuan mengevaluasi proses bisnis, menganalisis faktor internal dan eksternal, merumuskan alternatif strategi, serta menetapkan prioritas strategi pengembangan bisnis. Desain mixed method sequential diterapkan melalui Value Chain Analysis (VCA), kerangka VRIO berbasis Resource-Based View (RBV), PESTEL, dan Porter's Five Forces untuk analisis kualitatif, serta Matriks IFE-EFE, IE, SWOT-TOWS, dan QSPM untuk analisis kuantitatif. Data diperoleh dari lima narasumber melalui purposive expert judgment sampling. Evaluasi VCA mengidentifikasi sistem pengendalian mutu (43 dokumen SMM, standar ASTM D1762-84), pemasaran berbasis canvasing langsung, dan Nudira Learning Center (NLC) sebagai aktivitas unggulan, sementara utilisasi kapasitas 30 persen menjadi kelemahan utama. Analisis VRIO atas 19 sumber daya mengidentifikasi sembilan Sustained Competitive Advantage, mencakup keahlian Direktur Utama beserta jejaring Kemendag dan HIPBAKI, model bisnis agregasi ekspor terintegrasi, NLC sebagai satu-satunya lembaga SDM bersertifikasi BNSP di industri briket, dan jaringan buyer di 15+ negara. Skor IFE sebesar 3,6296 mencerminkan posisi internal yang kuat. Analisis PESTEL dan Porter's Five Forces menghasilkan skor EFE 3,6190 dengan peluang utama berupa Peta Jalan Hilirisasi Kelapa 2025–2045 Bappenas dan pertumbuhan pasar hookah global (CAGR 5 persen). Posisi Sel I Matriks IE (Grow and Build) merekomendasikan strategi intensif dan integratif. Dari 14 alternatif SWOT-TOWS, QSPM menetapkan ST2 — Stabilisasi Pasokan Bahan Baku melalui Diversifikasi Sumber dan Kemitraan Jangka Panjang — sebagai prioritas utama (TAS 7,1993), diikuti SO1 (TAS 6,7993) serta SO2 dan SO4 (TAS 6,3994). Strategi diimplementasikan dalam tiga gelombang (0–12 bulan, 1–3 tahun, 3–5 tahun) guna memperkuat ketahanan pasokan, memperluas pasar ekspor, dan membangun ekosistem bisnis jangka panjang.

Indonesia ranks first globally in coconut shell charcoal exports (HS Code 440290) with an export value of USD 340.8 million and a 22.7 percent market share in 2024. PT Nudira Sumber Daya Indonesia, a Bogor-based producer and exporter with production facilities in Sukabumi, faces structural challenges including a 74 percent decline in shisha briquette exports from 19 FCLs (2021) to 5 FCLs (2023–2024), raw material price surges from IDR 6,000 to IDR 17,000 per kilogram, and intense competition from approximately 350 active producers with high international buyer bargaining power and minimal supplier switching costs. This study aimed to evaluate business processes, analyze internal and external strategic factors, formulate alternative strategies, and determine priority business development strategies. A sequential mixed-method design was applied, combining qualitative analysis through Value Chain Analysis (VCA), VRIO framework based on Resource-Based View (RBV), PESTEL, and Porter's Five Forces, with quantitative analysis through IFE-EFE matrices, IE Matrix, SWOT-TOWS, and QSPM. Data were collected from five expert informants using purposive sampling. VCA evaluation identified documented quality control (43 SMM documents, ASTM D1762-84 standard), direct canvassing-based marketing, and Nudira Learning Center (NLC) as outstanding activities, while 30 percent capacity utilization and supplier dependency were the primary weaknesses. VRIO analysis of 19 resources identified nine Sustained Competitive Advantages, including the Director's expertise and institutional network with the Ministry of Trade and HIPBAKI, a unique integrated aggregate export business model, NLC as the industry's only BNSP-certified human resource development platform, and an international buyer network spanning 15+ countries. The IFE score of 3.6296 indicates a strong internal position. External analysis via PESTEL and Porter's Five Forces yielded an EFE score of 3.6190, with key opportunities from Bappenas' Coconut Downstream Roadmap 2025–2045 and global hookah market growth (CAGR 5 percent). Combined scores placed PT Nudira in IE Matrix Cell I (Grow and Build). Of 14 SWOT-TOWS alternative strategies, QSPM ranked ST2 — Raw Material Supply Stabilization through Source Diversification and Long-term Partnerships — as top priority (TAS 7.1993), followed by SO1 (TAS 6.7993) and SO2 and SO4 (TAS 6.3994 each). Implementation is structured in three waves (0–12 months, 1–3 years, 3–5 years) to strengthen supply resilience, expand export markets, and build a long-term business ecosystem.