Strategi Peningkatan Daya Saing Bisnis Jasa Kontraktor Pertambangan Nikel Laterit: Studi Kasus PT XYZ

Abstract

ANASTASYA AMALIA OLIVIANI PUTRI. Strategi Peningkatan Daya Saing Bisnis Jasa Kontraktor Pertambangan Nikel Laterit: Studi Kasus PT XYZ. Dibimbing oleh RADEN DIKKY INDRAWAN dan ARRY EKANANTA. Industri pertambangan nikel laterit di Indonesia berkembang pesat seiring meningkatnya kebutuhan nikel untuk mendukung kebijakan hilirisasi mineral dan industri kendaraan listrik (electric vehicle/EV). Dalam konteks tersebut, PT XYZ sebagai perusahaan jasa kontraktor pertambangan nikel laterit menghadapi tantangan eksternal berupa persaingan industri yang ketat, dinamika kebijakan, dan risiko sosial di wilayah tambang, serta tantangan internal yang berkaitan dengan kualitas sistem pelaporan, stabilitas tenaga kerja, dan kesiapan infrastruktur operasional. Penelitian ini bertujuan merumuskan strategi prioritas untuk meningkatkan daya saing PT XYZ dalam memperoleh dan mempertahankan kontrak kerja melalui penguatan kapabilitas internal dan respons terhadap dinamika lingkungan eksternal secara terukur. Penelitian ini menggunakan metode A’WOT (Analytical Hierarchy Process–SWOT) untuk mengidentifikasi faktor strategis internal dan eksternal serta menentukan prioritas strategi berdasarkan tingkat kepentingannya. Penyusunan strategi dilakukan melalui matriks TOWS dan diprioritaskan menggunakan AHP dengan melibatkan enam responden, terdiri atas empat pakar internal perusahaan dan dua ahli industri pertambangan nikel laterit. Hasil penelitian menunjukkan bahwa kekuatan utama PT XYZ meliputi tacit knowledge operasional di wilayah Morowali–Banggai, reputasi profesional perusahaan, dan budaya keselamatan kerja. Kelemahan utama perusahaan terletak pada kualitas sistem pelaporan, kapasitas pemasaran tender, dan tingkat retensi tenaga kerja. Peluang terbesar berasal dari kebijakan hilirisasi nikel dan pembangunan fasilitas smelter, sedangkan ancaman utama mencakup persaingan antar kontraktor, dinamika sosial di wilayah tambang, serta ketidaksinkronan kebijakan antara pemerintah pusat dan daerah. Integrasi hasil AHP, IE Matrix, dan analisis kinerja keuangan menunjukkan bahwa PT XYZ berada pada kondisi yang menuntut penguatan internal sebelum melakukan ekspansi bisnis. Temuan ini menegaskan bahwa perbaikan kinerja keuangan merupakan dampak dari peningkatan keandalan operasional dan kualitas sistem manajerial, bukan tujuan utama strategi bersaing. Oleh karena itu, daya saing perusahaan lebih ditentukan oleh stabilitas operasional, kepatuhan regulasi, kualitas pelaporan, serta kemampuan mengelola risiko sosial dan ketenagakerjaan. Berdasarkan integrasi A’WOT, penelitian ini menghasilkan lima strategi prioritas, yaitu optimalisasi pengetahuan lapangan dan budaya keselamatan kerja, penguatan hubungan dengan pemangku kepentingan regulasi, penerapan sistem monitoring operasional dasar, pembangunan infrastruktur data yang lebih andal, serta perluasan kerja sama dengan industri kendaraan listrik.

ANASTASYA AMALIA OLIVIANI PUTRI. Strategy for Enhancing the Competitiveness of Laterite Nickel Mining Contractor Services: A Case Study of PT XYZ. Supervised by RADEN DIKKY INDRAWAN and ARRY EKANANTA. The laterite nickel mining industry in Indonesia has experienced rapid growth in line with increasing demand for nickel to support mineral downstreaming policies and the electric vehicle (EV) industry. In this context, PT XYZ, as a laterite nickel mining contractor, faces external challenges in the form of intense industry competition, policy dynamics, and social risks in mining areas, as well as internal challenges related to the quality of reporting systems, workforce stability, and operational infrastructure readiness. This study aims to formulate priority strategies to enhance the competitiveness of PT XYZ in securing and sustaining mining contracts through the strengthening of internal capabilities and measured responses to external environmental dynamics. This research applies the A’WOT (Analytical Hierarchy Process–SWOT) method to identify internal and external strategic factors and to determine strategic priorities based on their relative importance. Strategy formulation is conducted using the TOWS matrix and prioritized through AHP by involving six respondents, consisting of four internal company experts and two specialists from the laterite nickel mining industry. The results indicate that PT XYZ’s main strengths include tacit operational knowledge in the Morowali–Banggai region, the company’s professional reputation, and a strong safety culture. The company’s key weaknesses lie in the quality of its reporting systems, tender marketing capacity, and workforce retention. The most significant opportunities arise from nickel downstreaming policies and the development of smelting facilities, while the primary threats include competition among contractors, social dynamics in mining areas, and misalignment between central and regional government policies. The integration of AHP results, the IE Matrix, and financial performance analysis shows that PT XYZ is in a condition that requires internal strengthening prior to business expansion. These findings confirm that improvements in financial performance are outcomes of enhanced operational reliability and managerial system quality, rather than the primary objectives of competitive strategy. Accordingly, the company’s competitiveness is more strongly determined by operational stability, regulatory compliance, reporting quality, and the ability to manage social and labor-related risks. Based on the A’WOT integration, this study identifies five priority strategies: optimization of field-based knowledge and safety culture, strengthening relationships with regulatory stakeholders, implementation of basic operational monitoring systems, development of more reliable data infrastructure, and expansion of cooperation with the electric vehicle industry.