¬STRATEGI KOMPETITIF NEW ENTRANT INDEPENDENT POWER PRODUCER (IPP) DI INDONESIA

BENTLY NEVADA TOBING, Wakhid Slamet Ciptono, PhD, MBA, MPM

2015 | Tesis | S2 Manajemen

Program pembangunan ketenagalistrikan sebesar 35 GW untuk periode tahun 2015 - 2019 yang telah dicanangkan Pemerintah membutuhkan peran serta pihak swasta (IPP) karena PLN pada kenyataaannya tidak sepenuhnya mampu untuk memenuhi kebutuhan energi listrik di Indonesia yang harus tumbuh lebih tinggi dari pertumbuhan ekonomi secara umum. Peran serta IPP diharapkan akan meningkat secara signifikan dimana pada tahun 2016 diharapkan akan berkontribusi sebesar 32% dan pada tahun 2024 sebesar 41% dari total kapasitas pembangkit listrik di Indonesia. Momentum pengembangan bisnis kelistrikan tersebut harus dapat dimanfaatkan oleh new entrant IPP. Penelitian ini bertujuan untuk dapat mengidentifikasi sumber-sumber energi primer di Indonesia, mengidentifikasi macro environment (PESTLIED) bisnis kelistrikan di Indonesia, menganalisa model pasar kelistrikan dan gambaran serta potensi bisnis kelistrikan di Indonesia, menganalisa skema investasi dan resiko pengembangan bisnis IPP serta mengidentifikasi strategi kompetitif new entrant IPP. Data-data yang digunakan dalam penelitian ini diperoleh dari berbagai observasi, interview dan kepustakaan sumber-sumber baik teori maupun praktek bisnis kelistrikan secara umum dan IPP secara khusus di Indonesia. New entrant IPP akan memperoleh gambaran yang komprehensif mengenai sumber-sumber energi primer di Indonesia, macro environment (PESTLIED), model pasar kelistrikan di Indonesia yaitu model kombinasi monopoly vertically integrated dan single buyer, Porter’s 5 forces industri kelistrikan, SWOT serta analisa investasi keekonomian proyek IPP dimana project finance diajukan sebagai skema yang terbaik dalam membiayai proyek IPP yang akan memberikan return yang menarik (project IRR diatas 11%). New entrant IPP juga perlu untuk memetakan serta memitigasi resiko-resiko bisnis yang muncul. Selanjutnya, new entrant IPP akan menggunakan pendekatan cost leadership strategy untuk pilihan base load power plant, pendekatan differentiation strategy untuk pilihan load follower power plant serta pendekatan focus differentiation strategy untuk pilihan peaker power plant. Critical success factor harus dimiliki dan dikembangkan didalam penerapan strategi kompetitif.

Electricity development program of 35 GW for the period year of 2015 to 2019 which has been declared by the government requires the participation of the private sector (IPP) since PLN, in reality, is not fully able to meet the needs of the electric energy in Indonesia which must grow higher than general economic growth. IPP participation is expected to increase significantly in year 2019 which is expected to account for 32% and in year 2024 by 41% of the total capacity of power plants in Indonesia. This electricity business development momentum must be used by the new entrant IPPs. This study aims to identify primary energy sources in Indonesia, identify macro environment (PESTLIED) of electricity business in Indonesia, analyze the electricity market model and picturize the potential of electricity business in Indonesia, analyze the investment scheme and the risk of IPP business development and identify competitive strategy of new entrant IPP. The data used in this study is obtained from various observations, interviews and literature sources of both theory and practice of electricity business practices in general and specifically in IPP business practices in Indonesia. New entrant IPP will be provided with comprehensive pictures about the identified primary energy sources in Indonesia, macro environment (PESTLIED), the market model of electricity in Indonesia which is a combination of monopoly vertically integrated and single buyer, Porter's 5 forces of the electricity industry, SWOT and investment economics analysis of IPP project where project finance is proposed as the best scheme for the IPP project which provides an attractive return (IRR project is above 11%). New entrant IPPs also need to map and mitigate any business risks that arisen. Furthermore, new entrant IPP will use cost leadership strategy approach when selecting base load power plant, differentiation strategy approach when selecting load follower power plant as well as a differentiation focus strategy approach when selecting peaker power plant. Critical success factor should be owned and developed in the implementation of competitive strategies.

Kata Kunci : New entrant IPP, PESTLIED, monopoly vertically integrated, single buyer, Porter’s 5 forces, SWOT, investment, economic, cost leadership, differentiation, focus, base load, load follower, peaker, critical success factor, competitive strategy, risk.