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http://repository.ipb.ac.id/handle/123456789/170341| Title: | ANALISIS KELAYAKAN RENCANA BISNIS PT XYZ: PEMANFAATAN HASIL TANGKAPAN SAMPINGAN PERIKANAN MENJADI HIDROLISAT PROTEIN IKAN |
| Other Titles: | |
| Authors: | Abdullah, Asaduddin Zulbainarni, Nimmi Abdillah, Muhammad Reza |
| Issue Date: | 2025 |
| Publisher: | IPB University |
| Abstract: | Pemanfaatan hasil tangkapan sampingan (HTS) perikanan menjadi Hidrolisat
Protein Ikan (HPI) adalah langkah inovatif untuk meningkatkan nilai tambah dan
keberlanjutan sektor perikanan serta mengurangi food loss and waste di Indonesia.
Penelitian ini menganalisis proses bisnis, pasar, dan kelayakan finansial HTS
perikanan menjadi HPI dengan metode analisis deskriptif, diagram alir, STP, TAM,
SAM, SOM, serta analisis kelayakan finansial menggunakan NPV, IRR, ROI, dan
Payback Period (PP). Hasil menunjukkan bisnis ini layak dengan NPV
Rp4.995.068.789, IRR 27%, ROI 16% per tahun, dan pengembalian modal dalam
4,76 tahun. Penelitian ini memberikan lima kebijakan perusahaan: (1) kontrak
supplier, kemitraan koperasi, dan diversifikasi pemasok; (2) efisiensi pengeluaran
secara teratur; (3) diversifikasi pelanggan; (4) perencanaan investasi dan optimalisasi
layout pabrik; dan (5) evaluasi SOP serta beban kerja untuk menjaga efisiensi, mutu
dan kesesuaian job desk. The utilization of bycatch in fisheries into Fish Protein Hydrolysate (HPI) is an innovative step to enhance added value and sustainability in the fisheries sector, as well as to reduce food loss and waste in Indonesia. This study analyzes the business process, market, and financial feasibility of converting bycatch into HPI using descriptive analysis methods, flowcharts, STP, TAM, SAM, SOM, and financial feasibility analysis using NPV, IRR, ROI, and Payback Period (PP). The results indicate that this business is feasible with an NPV of IDR 4,995,068,789, an IRR of 27%, an ROI of 16% per year, and a payback period of 4.76 years. This research provides five company policies: (1) supplier contracts, cooperative partnerships, and supplier diversification; (2) regular expenditure efficiency; (3) customer diversification; (4) investment planning and factory layout optimization; and (5) evaluation of SOPs and workload to maintain efficiency, quality, and job desk suitability. |
| URI: | http://repository.ipb.ac.id/handle/123456789/170341 |
| Appears in Collections: | UT - Business |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| cover_K1401211003_c56129eb022b4604b808023845ceb452.pdf | Cover | 535.67 kB | Adobe PDF | View/Open |
| fulltext_K1401211003_8908e42881b84add9f70cab6cde7e0c9.pdf Restricted Access | Fulltext | 1.92 MB | Adobe PDF | View/Open |
| lampiran_K1401211003_1914b8be82534b26836edd33ed32ad77.pdf Restricted Access | Lampiran | 431.96 kB | Adobe PDF | View/Open |
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