Strategi bersaing PT Dharana Inti Boga dalam industri minuman

YUNANTI, Rya Dewi, Harsono, Dr., M.Sc

2008 | Tesis | S2 Magister Manajemen

Industri minurnan merupakan salah satu Industri yang dinamis. Berdasarkan penyajiannya secara umum dapat dibagi menjadi dua bagian besar yaitu minurnan siap disajikan (Ready To Serve I RTS) dan minuman siap langsung diminurn (Ready To Drink!RTD). Dalam industri RID di Indonesia, tahun 2007 didominasi oleh industri air minum dalam kemasan, industri minuman teh, industri minurnan ringan berkarbonasi I carbonated, Minuman fungsional (Functional Drink), Concentarates sebesar, industry minurnan kopi, jus (fruit vegetables juice), Asian Specialty drink. PT. Dharana Inti Boga (DIB) adalah perusahaan yang memproduksi minuman teh dalam kemasan. Tingginya tingkat persaingan dalam industri minurnan khususnya minuman teh dalam kemasan, menuntut DIB menerapkan strategi yang tepat untuk dapat bertahan dan berkembang. Thesis ini menganalisa strategi yang diterapkan oleh DIB dengan cara menganalisis lingkungan eksternal yang meliputi analisis lingkungan umum yang menyangkut pengaruh aspek-aspek politik, ekonomi, teknologi dan sosial serta menganalisa karakter industri, analisa prospek industri minuman berdasarkan atas kerangka analis is lima keunggulan bersaing (five competitive forces), competitive advantage, driving forces, analisa kompetitor, analisa key success factors, analisa pasar, dan analisa strategi group. Sedangkan analisa lingkungan internal perusahaan yang dilakukan meliputi kinerja perusahaan, area fungsional, value chain, dan analisa positioning. Setelah melakukan analisis lingkungan ekstemal dan internal perusahaan, maka kemudian akan dapat dilakukan analisis SWOT untuk mengetahui kekuatan (strength) dan kelemahan (weakness) yang dimiliki perusahaan serta mengetahui peluang (opportunity) dan ancaman (threat) yang dihadapi dari luar perusahaan. Dari analisa diketahui bahwa dalam menerapkan strategi DIB menemui beberapa permasalahan yaitu output produksi yang tidak dapat diprediksikan karena banyaknya faktor eksternal dan internal yang mempengaruhi, mutu produk yang kurang terjamin akibat kurangnya pengawasan dan adanya perbedaan kepentingan, sulitnya mengembangkan efisiensi proses produksi terutama yang berkaitan dengan investasi ruang dan peralatan baru. Untuk mengatasi permasalahan tersebut maka disarankan agar DIB mengambil beberapa langkah strategi yaitu pendirian pabrik sendiri dalam skala kecil sebagai pusat riset, pembaharuan kontrak dengan OEM (terutama kuantitas produksi), pembukaan OEM didaerah strategis (di daerah kantong-kantong pasar ), memperkuat tim QA (Quality Assurance)IQC (Quality Control), menjalin hubungan dengan PTPN untuk source bahan baku. Kata kunci : industri mmurnan dalam kemasan, teh contract manufacturelmakloon.

Beverage industry is a dynamic industry. Based on product form, it can be dividing into two groups, which is Ready to Serve Product (RTS) Ready to Drink Product (RTD). In 2007 RTD industry in Indonesia dominate by drinking water industry, tea beverage industry, soft drink industry (carbonated), functional Drink, Concentrates, coffee beverage industry, juice (fruit/vegetables juice), Asian Specialty drink. PT. Dharana Inti Boga (DfB) is a company which produced ready to drink tea. The competition in beverage industry is high competition, especially in ready to drink tea industry. DIB must have right strategy to survive and grow. Thesis analyze the strategy that was applied in DIB by analyzing the external environment that covered the analysis of public's environment that was related to the influence of aspects of politics, economics, technology and social aspects, and analysis the character of the industry, analysis of the prospect of the drink industry be based on the framework of five competitive forces, competitive advantage analysis, driving forces, competitor analysis, key success factors analysis, market analysis, and the analysis of strategy group. Thesis also analyze company's internal environment by analyzing the company achievement, functional area, value chain, and positioning analysis. Based on the external and internal environment analyses, next analysis is SWOT to know the strength and weakness of the company as well as knowing the opportunity and the threat from outside the company. From the analysis known that in applying the strategy, DIB faced several problems: unpredictable production output the because of external and internal factors, uncontrollable product quality because of different interests between DIB and OEM, difficulty in developing product especially when it linked with investment of new equipment. To overcome this problem, DIB suggested to took several steps in the strategy: build their own factory in small scale as centre of research, reform contract with OEM (especially about the quantity of production), develop new OEM in strategic area (near the potential market area), reinforced the QA team (Quality Assurance) /QC (Quality Control), established relations with PTPN to source the raw material. The key word: beverage industry, tea, contract manufacture.

Kata Kunci : Industri minuman dalam kemasan,Teh,Contract manufacture/makloon