Studi eksplorasi aliansi strategik bisnis bahan bakar penerbangan

HARTO, Surya Tri, Supriyadi, Dr., M.Sc

2009 | Tesis | S2 Magiste Manajemen

Terbukanya pasar domestik bisnis bahan bakar penerbangan Indonesia, memungkinkan terjadinya persaingan langsung head-to-head antarpelaku usaha dan merupakan ancaman dan atau tantangan yang tidak menguntungkan bagi Pertamina yang semula merupakan pemain tunggal. Oleh sebab itu, Pertamina harus dapat menentukan strategi yang mampu menjawab ancaman dan atau tantangan tersebut, khususnya untuk mempertahankan dan atau memperkuat keunggulan bersaingnya. Salah satu strategi yang dapat dipilih adalah aliansi strategik dengan para pelaku usaha lainnya baik pada tingkat rantai suplai maupun pada tingkat unit bisnis dan atau korporat. Analisis struktur industri dengan menggunakan metoda Porter’s Force Analysis menyimpulkan tiga tantangan dan atau ancaman utama Pertamina dalam bisnis bahan bakar penerbangan yaitu kekuatan tawar pembeli (buyer), kekuatan (calon) pendatang baru (new entrants), dan kekuatan otoritas dan regulator bandar udara (airport authority). Kemudian dengan analisis rantai suplai, analisis rantai nilai, dan analisis sumber daya diperoleh kesimpulan bahwa sustained competitive advantage Pertamina pada rantai suplai bahan bakar penerbangan adalah pada receiving & storage ownership & operatorship, dan temporary competitive advantage Pertamina adalah pada rantai suplai delivery and intoplane services. Sementara competitive disadvantage utama Pertamina terletak pada rantai suplai product sourcing. Sedangkan dengan analisis internal dan eksternal, dirumuskan empat strategi utama yang direkomendasikan bagi Pertamina yang berkaitan dengan aliansi strategik yaitu reciprocal supply agreement through alliance, geographical market expansion through alliance, network sales through alliance, dan learning through alliance. Keempat strategi tersebut ketika divalidasi ternyata sejalan dengan tujuan Pertamina untuk beraliansi. Dengan rasionalisasi bahwa setelah beraliansi rantai suplai hendaknya jangan sampai menjadi competitive disadvantage bagi Pertamina, disarankan aliansi dilakukan pada rantai suplai product sourcing dengan supply agreements tanpa cross-equity holdings, serta pada delivery or intoplane operation dengan non-equity aliance, serta distribution agreements pada rantai suplai marketing intermediaries. Rekomendasi ini juga menyimpulkan secara tidak langsung bahwa tidak diperlukan aliansi pada tingkat unit bisnis atau korporasi. Berdasarkan diskusi atas hasil analisis disarankan untuk memperluas cakupan geografis – dari domestik ke regional atau global – dan/atau cakupan sektor industri – dari sub sektor bahan bakar penerbangan ke sektor hilir, hulu atau terintegrasi – sebagai kerangka studi lanjutan untuk mengamati kecenderungan dalam skala makro tentang implementasi aliansi strategik dalam industri minyak dan gas.

Enactment of the new oil and gas law in Indonesia has deregulated downstream sector of Indonesia oil and gas industry including aviation fuel sub-sector, and allowed foreign and domestic private players to compete in a free competition in Indonesia domestic aviation fuel marketplace. The deregulation may also create head-to-head competition among the players. This situation means threats and challenges for Pertamina as the single player in the previous monopoly era. Therefore, Pertamina has to find out a strategy in order to strengthen its competitive advantage and retain the market in the about to come competitive environment. For such kind situation, strategic alliance is a well-known strategy which may apply at supply chain, business unit, and/or corporate level. Three challenges and/or threats for Pertamina were concluded as the result of industry structure analysis on Indonesia aviation fuel sub-sector using Porter’s Five Forces Model. The challenges and/or threats were namely buyer bargaining power, (potential) new entrant power, and airport authority power. Meanwhile, resource base view and supply chain analysis result in sustained competitive advantage, temporary competitive advantage, and competitive disadvantage of Pertamina. Receiving and storage ownership and operatorship was defined as the sustained competitive advantage, while delivery and into plane services was defined as the temporary competitive advantage of Pertamina, and product sourcing was named as the competitive disadvantage of Pertamina. Hence, four main strategies related to strategic alliance were formulated during internal and external analysis. They were reciprocal supply agreement through alliance, geographical market expansion through alliance, network sales through alliance, and learning through alliance. It was recommended that Pertamina may engage in strategic alliance at product sourcing supply chain with supply agreements without cross-equity holdings. Strategic alliance was also defined allowable at delivery and into plane services operation with non-equity alliance, and at marketing intermediary chain with distribution agreements. The recommendations was built with the rationale that the designated supply chain is not changed to become a competitive disadvantage for Pertamina as it is engaged in with an alliance with other players. It was also recommended that in Pertamina perspective, alliance is not necessary at the level of business unit and/or corporation. Further discussion on the results of analysis suggested broadening geographical coverage – from domestic to regional or global – and/or broadening industrial sector coverage – from aviation fuel sub-sector to downstream sector, upstream sector, or integrated sector of oil and gas industry – for further study on implementation of strategic alliances in Indonesia oil and gas industry.

Kata Kunci : Persaingan langsung head,to,head,Aliansi strategik,Analisis struktur industri,Analisis rantai suplai,Analisis rantai nilai,Analisis sumber daya,head-to-head competition, strategic alliance, industry structure analysis, supply chain analysis, value chain a