Strategi Pengembangan Bisnis Pengelolaan Used Cooking Oil (UCO) sebagai Bahan Baku Biodiesel

Abstract

Indonesia memiliki potensi besar dalam pengembangan biodiesel melalui pemanfaatan Used Cooking Oil (UCO) sebagai bahan baku alternatif seiring meningkatnya kebutuhan energi nasional dan implementasi program mandatori B35. Namun, optimalisasi pemanfaatan UCO masih menghadapi berbagai kendala, seperti ketergantungan pada bahan baku CPO, fluktuasi harga, persaingan usaha, serta kebijakan pembatasan ekspor melalui Domestic Market Obligation (DMO). Penelitian ini bertujuan menganalisis model bisnis PT XYZ, mengidentifikasi faktor internal dan eksternal yang memengaruhi strategi pengembangan bisnis UCO, menentukan alternatif dan prioritas strategi, serta merumuskan model bisnis baru yang lebih adaptif. Penelitian menggunakan pendekatan deskriptif kualitatif dengan data primer dan sekunder melalui analisis PESTEL, Porter’s Five Forces, VRIO, SWOT, dan AHP menggunakan perangkat lunak Expert Choice 11 terhadap 10 responden yang berasal dari internal perusahaan, kompetitor, dan pemasok UCO. Hasil penelitian menunjukkan bahwa PT XYZ menjalankan model bisnis pengelolaan UCO dalam skema business-to-business (B2B) sebagai pengumpul dan pemasok bahan baku biodiesel. Aktivitas utama perusahaan meliputi pengumpulan, quality control (QC) sederhana, pengolahan awal, dan distribusi kepada eksportir domestik. Meskipun bisnis telah berjalan, model yang diterapkan masih sederhana karena keterbatasan pemanfaatan teknologi, kemitraan, skala operasional, serta ketergantungan pada satu sumber pendapatan dari penjualan UCO, sehingga memerlukan pengembangan untuk meningkatkan daya saing dan nilai tambah perusahaan. Analisis lingkungan internal menunjukkan bahwa kekuatan utama PT XYZ meliputi daya saing harga, kemudahan akses permodalan, kemampuan quality control (QC), laboratorium pengujian yang memadai, reputasi perusahaan, kerjasama yang baik dengan pemasok dan pembeli, budaya kekeluargaan dan tingkat loyalitas kapasitas penyimpanan, lokasi yang strategis. Dari sisi eksternal, ancaman terbesar berasal dari kebijakan ekspor, regulasi limbah yang ketat, dan DMO, persaingan usaha sejenis, fluktuasi/ketidakstabilan harga, fluktuasi nilai tukar dan konflik global, tingginya daya tawar pemasok, serta substitusi bahan baku maupun end product (biodiesel). Namun, kondisi ini didukung dengan peluang utama yaitu meningkatnya kesadaran lingkungan dan kesehatan, keterbatasan energi terbaharukan, pembuangan UCO yang belum tersistem secara optimal, pertumbuhan penduduk, program pemerintah melalui B35, serta masifnya penggunaan teknologi digital dan media sosial. Berdasarkan hasil analisis lingkungan internal dan eksternal, PT XYZ berada pada Sel II (grow and build). Oleh karena itu, strategi prioritas yang direkomendasikan meliputi penerapan kontrak jangka menengah dengan pemasok dan pembeli, pengembangan jaringan pengumpulan, efisiensi biaya operasional, dan ekspansi pasar. Strategi dengan prioritas tertinggi adalah penerapan kontrak berjangka sebagai upaya meningkatkan stabilitas pasokan, menjaga kepastian harga, mengurangi risiko perubahan kebijakan, serta memperkuat posisi tawar perusahaan. Implementasi strategi tersebut menghasilkan usulan model bisnis baru yang berorientasi pada peningkatan nilai tambah dan keberlanjutan. PT XYZ diarahkan untuk memperluas pasar melalui ekspor langsung kepada end user, mengembangkan pengolahan biodiesel secara terintegrasi dari hulu hingga hilir melalui kemitraan strategis, serta menerapkan transformasi digital pada proses pemasaran, penjemputan UCO, quality control, pengelolaan persediaan, dan sistem pembayaran. Model bisnis ini diharapkan mampu meningkatkan daya saing, memperkuat ketahanan perusahaan terhadap dinamika pasar, serta mendukung pertumbuhan bisnis yang berkelanjutan. Penelitian selanjutnya disarankan mengevaluasi implementasi strategi yang telah dirumuskan untuk mengukur tingkat keberhasilan, faktor-faktor yang memengaruhi efektivitas penerapannya, serta dampak model bisnis baru terhadap peningkatan kinerja perusahaan dan daya saing industri pengelolaan UCO sebagai bahan baku biodiesel.

Indonesia has significant potential for biodiesel development through the utilization of Used Cooking Oil (UCO) as an alternative feedstock in response to the increasing national energy demand and the implementation of the B35 mandatory biodiesel program. However, the optimization of UCO utilization continues to face several challenges, including dependence on crude palm oil (CPO), price volatility, intense market competition, and export restrictions under the Domestic Market Obligation (DMO) policy. This study aims to analyze the existing business model of PT XYZ, identify the internal and external factors influencing its business development strategy, determine strategic alternatives and priorities, and formulate a more adaptive business model. This study employed a qualitative descriptive approach using both primary and secondary data. The analytical tools included PESTEL analysis, Porter’s Five Forces, VRIO analysis, SWOT analysis, and the Analytical Hierarchy Process (AHP) using Expert Choice 11 software. The study involved ten respondents representing PT XYZ, competitors, and UCO suppliers. The findings indicate that PT XYZ currently operates a business-to-business (B2B) model as a collector and supplier of UCO for biodiesel production. Its core business activities include UCO collection, basic quality control (QC), preliminary treatment, and distribution to domestic exporters. Although the business has been operating successfully, its business model remains relatively conventional due to limited technological adoption, strategic partnerships, operational scale, and dependence on a single revenue stream derived from UCO sales. These conditions highlight the need for business model development to enhance competitiveness, profitability, and downstream business integration. The internal environmental analysis indicates that PT XYZ's key strengths include competitive pricing, convenient access to financial resources, strong quality control (QC) capabilities, well-equipped laboratory facilities, a well-established corporate reputation, strong collaborative relationships with suppliers and buyers, a family-oriented organizational culture with a high level of employee loyalty, adequate storage capacity, and a strategic business location. From the external perspective, the most significant threats include export policies, stringent waste management regulations, the Domestic Market Obligation (DMO) policy, intense industry competition, price volatility, exchange rate fluctuations and global geopolitical conflicts, the high bargaining power of suppliers, and the availability of substitute feedstocks and end products (biodiesel). Nevertheless, these challenges are accompanied by substantial opportunities, including growing public awareness of environmental protection and health, increasing concerns over energy scarcity, the absence of an integrated UCO disposal and management system in Indonesia, population growth, government support through the B35 biodiesel mandate, and the widespread adoption of digital technologies and social media. Based on the internal and external environmental analyses, PT XYZ is positioned in Cell II (Grow and Build) of the Internal–External (IE) Matrix. Accordingly, the recommended strategic priorities include implementing medium-term contracts with suppliers and buyers, expanding the UCO collection network, improving operational cost efficiency, and expanding market coverage. Among these alternatives, the implementation of contractual agreements with both suppliers and buyers represents the highest strategic priority, as it is expected to stabilize raw material supply, reduce price volatility, mitigate policy uncertainty, and strengthen the company's bargaining position. The proposed strategies resulted in the development of a new business model focused on value creation and long-term sustainability. PT XYZ is expected to expand its market through direct exports to end users, develop an integrated biodiesel production business from upstream to downstream through strategic partnerships, and implement digital transformation across its business processes, including marketing, UCO collection, quality control, inventory management, and payment systems. This business model is expected to enhance the company's competitiveness, strengthen its resilience to market dynamics, and support sustainable business growth. Future research is recommended to evaluate the implementation of the proposed strategies by assessing their effectiveness, identifying critical success factors, and measuring the contribution of the proposed business model to improving company performance and enhancing the competitiveness of the UCO-based biodiesel industry.