Strategic management at PT Bilplast

Billy, Ardit Jang (2000) Strategic management at PT Bilplast. Masters thesis, Universitas Pelita Harapan.

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Abstract

Many companies cannot avoid from declining business and profit. This study is a strategic and practical approach implemented at PT Bilplast, a small engineering trading company with turnover of 2-3 million US$/year which can represent industrial market of plastic machinery. It is important to formulate the principal strategy follow j the changing of technological and market trend, demand, and human resource availability. Accurate and immediate anticipating will keep the company growing. Slow anticipation to this condition, as shown at PT Bilplast during me crisis in 1998, making sales of new machinery drop to zero in 1998. Restructuring the company strategy has been done in the early 1999, by developing the range of new products i.e. monofilament, multifilament, tape, constantly in the similar industry, and some others i.e. textile and plastic products. To overcome the lack of cash flow, the company is also creating new income by selling consumer or post industrial product, i.e. waste from industrial plastic regrind , color pigment, spin finish oil, plastic pallet and additives. By applying this strategy, the company has already improved the sales to US$ 1,205,000 by August 2000. By the end ofyear 2000, sales will be expected to be more than US$ 3 million. / Cukup banyak perusahaan yang tidak dapat menghindari dari menurunnya tingkat keuntungan dan tingkat perdagangan selama masa krisis moneter. Studi ini merupakan pendekatan praktis strategik yang diterapkan di PT Bilplast, perusahaan kecil yang bergerak di perdagangan mesin plastik dengan tingkat penjualan kira-kira 2 sampai 3 juta US dollar. Adanya perubahan seperti kemajuan teknologi dari sumber yang lebih murah, daya beli yang lebih lemah karena depresiasi US$ terhadap Rupiah, kecenderungan pasar, dan tersedianya tenaga penjualan yang memadai, patut dipertimbangkan dan dikaji ulang untuk memformulasikan stratcgi yang diperlukan untuk masa mendatang.. Dengan mengantisipasi yang cepat dan akurat, perusahaan dapat terus bcrtahan dan berkembang. Antisipasi yang lambat seperti yang ditunjukkan pada PT Bilplast pada masa krisis 1998, perusahaan tidak dapat bereaksi terhadap daya beli yang lemah dan tingkat keamanan yang tidak stabil sehingga tidak ada penjualan mesin baru yang dapat diandalkan. Restrukturisasi strategi perusahaan dilakukan pada awal 1999 dengan mengembangkan jumlah keagenan mesin baru seperti extruder monofilament, multifilament, benang karung pada industri plastik. Di samping itu, untuk mengatasi kekurangan arus modal kerja, perusahaan menjual gilingan plastik dari sampah industri, menjual pigment pewarna, oli mesin spinning, pallet plastik dan additive plastik. Dengan menerapkan strategi baru ini, perusahaan dapat meningkatkan penjualan sampai US$ 1.250.000 pada Agustus 2000. Diperkirakan sampai akhir tahun ini, penjualan akan mencapai lebih dari 3 juta US$ dollar

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