THE DEVELOPMENT STRATEGY IN SUPPORTING MATERIAL MAINTENANCE AND DEVICES OF THE INDONESIAN NAVY

Abstract

The Eastern Region Material Maintenance Unit (Satharmattim) is a Technical Implementing Element (UPT) located directly under the Indonesian Navy Material Service (Dismatal) which is in charge of carrying out supervision, controlling the implementation of Depot Maintenance (Har Depo), and capacity building and carrying out the development of the planned Maintenance System (SPT) of ships and combat materials. Due to the many shortcomings and limitations in carrying out the material maintenance function, it is necessary to formulate a development strategy to support the function of material maintenance and defense equipment development in the Indonesian Navy. The stages of this research include the identification of internal and external strategic factors; analyzing alternative priority strategies through Matrix Space and SWOT; determine the best alternative strategy with Borda; set strategic goals and strategic maps with the Balance Score Card (BSC) and set Key Performance Indicators (KPI). The research method used is SWOT, Borda and BSC analysis. The results of the identification in Satharmattim contained seventeen internal factors and fourteen external factors that were used as a reference for the formulation of development priority strategies. Then the SWOT analysis process is carried out and produces seven alternative priority strategies. The results of the weighting, the best alternative strategy is WO1 which is to Validation of Satharmattim Organizations and Procedures (Orgaspros) by utilizing the policies of the President, the Ministry of Defense, and Chief of Indonesian Navy which regulates the maintenance of materials and the development of the Indonesian Military's strength to become the world's maritime axis. Then, the SWOT analysis translated into strategic goals that form a cause-and-effect relationship. There are twenty strategic targets divided into four BSC perspectives, namely financial, internal business, customer, and learning and growth with the determination of KPIs from these strategic targets. In strategy mapping, the internal business perspective is used as the main foundation perspective with the best strategy target, namely WO1, followed by a financial perspective, learning and growth perspective finally a customer perspective.

Keywords: Borda, BSC, Eastern Region Material Maintenance Unit, KPI, SWOT.