ANALISIS PENGARUH BIAYA OPERASIONAL PADA PERUSAHAAN PENERBANGAN NASIONAL

2017 ◽  
Vol 1 (2) ◽  
pp. 81-107
Author(s):  
Dheny Biantara
Keyword(s):  
Value Chain ◽  
Cost Efficiency ◽  
Cost Reduction ◽  
Cost Leadership ◽  
Oil Pricing ◽  
The Cost ◽  
Operation Flexibility ◽  
Airline Maintenance

Summarized Indonesian airline executive views on the reason for the cost problem in mayor airline andon the potential areas and measures of cost reduction in airline operation. Present an introductionsurvey where 3 executives from 3 Indonesian airlines were respondent. In the executive opinion the costproblem in mayor Indonesian airline is primarily due to fuel and oil pricing and money currency. Of thevarious function in airline maintenance was seen as least cost efficiency, whereas flight operation wasseen as an area with most potential for cost reduction. Indonesian airline had made route and fleetchanges after the beginning of 2011 to reduce cost, concludes from the analisys result havingprivatization would be an important step towards more efficient airline operation. Flexibility fromIndonesian airline regulatory would be very much welcome and the value chain concept to improveIndonesian airline having competitive adventage and cost leadership differentiation.

ANALISIS PENGARUH BIAYA OPERASIONAL PADA PERUSAHAAN PENERBANGAN NASIONAL

2019 ◽  
Vol 1 (2) ◽  
pp. 81-107
Author(s):  
Dheny Biantara
Keyword(s):  
Value Chain ◽  
Cost Efficiency ◽  
Cost Reduction ◽  
Cost Leadership ◽  
Oil Pricing ◽  
The Cost ◽  
Operation Flexibility ◽  
Airline Maintenance

Summarized Indonesian airline executive views on the reason for the cost problem in mayor airline and on the potential areas and measures of cost reduction in airline operation. Present an introduction survey where 3 executives from 3 Indonesian airlines were respondent. In the executive opinion the cost problem in mayor Indonesian airline is primarily due to fuel and oil pricing and money currency. Of the various function in airline maintenance was seen as least cost efficiency, whereas flight operation was seen as an area with most potential for cost reduction. Indonesian airline had made route and fleet changes after the beginning of 2011 to reduce cost, concludes from the analisys result having privatization would be an important step towards more efficient airline operation. Flexibility from Indonesian airline regulatory would be very much welcome and the value chain concept to improve Indonesian airline having competitive adventage and cost leadership differentiation

scholarly journals Coopetition Effect Determinants: Competitor’s Size, Geographical Scope, Market and Technological Positions

Organizacija ◽  
2015 ◽  
Vol 48 (4) ◽  
pp. 219-231 ◽  
Author(s):  
Joanna Cygler ◽  
Katarzyna Dębkowska
Keyword(s):  
Value Chain ◽  
Cost Reduction ◽  
High Tech ◽  
Qualitative Variable ◽  
Explanatory Variables ◽  
Top Executives ◽  
Data Space ◽  
The Cost ◽  
Geographical Scope ◽  
Selection Of

Abstract Background and Goal: The article is aimed at conducting an empirical analysis of the value and significance of coopetitors’ attributes thanks to which coopetition, which is a combination of cooperation and competition between competitors, generates a substantial corporate profit. Four major competitors’ attributes have been analysed: its size, geographical scope, market and technological position. The research also includes the Porter’s value chain. Design/ Methodology/Approach: The survey has been conducted on a sample of 235 high- tech companies operating in Poland and involved in coopetition. The sample is representative. The data have been collected at interviews with company top executives or owners. The research applies the method of classification trees, which, thanks to diagrams, sequentially divides the examined data space into classes (spaces) of similar properties. The assessment of the effect of coopetition, including its variants, made by the examined company served as a dependent qualitative variable. Four coopetitor’s attributes and their variants were assumed as explanatory variables (predictors) affecting the assessment of cooperation. Results: The results of research indicated the necessity for an accurate competitor’s profile selection. The significance of each of the four attributes may be different depending on the undertaken areas of cooperation with a competitor. The value of all the attributes of competitors is also diverse depending on the area of cooperation. A selected competitor’s profile with regard to the four analysed attributes may become a stimulant to generate benefits in one area, while in another area it may become an inhibitor. Conclusions: So far, the selection of a coopetition partner has been treated universally, without scrutinizing on some specific needs in relation to the area of cooperation. The selection of an appropriate coopetitor’s profile will allow for the cost reduction in search of appropriate candidates for cooperation and in relations management.

scholarly journals ANALISIS VALUE CHAIN DALAM UPAYA PENINGKATAN COMPETITIVE ADVANTAGE

2020 ◽  
Vol 27 (2) ◽  
pp. 238
Author(s):  
Ratna Christiana Dewi
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Value Chain Analysis ◽  
Cost Leadership ◽  
Analysis Process ◽  
Leadership Strategy ◽  
Chain Analysis ◽  
The Cost ◽  
Cost Leadership Strategy

Introduction: This study aims to identify primary activities in the value chain analysis process to increase competitive advantage (competitive advantage) in order to support the cost leadership strategy of East Java Youth Lodging in order to survive and win with other tourist lodges and inns in Surabaya.Methods: This research uses a qualitative approach with the method chosen is a case study, while the type of this research is exploratory research.Results: The result of this research is that East Java Youth Lodging still has the opportunity to develop and compete in facing business threats because the Youth Lodging currently has a cost leadership strategy. East Java Youth Lodging as one of the accommodation services that offers cheaper prices with services and facilities that are no less than tourist lodges and other inns in Surabaya.Conclusion: Through the indication of primary activities with the value chain analysis process identified cost drivers that create opportunities for cost reduction, especially in logistics, so that the reduction in costs can be used as an increase in competitive advantage for East Java Youth Lodging.

scholarly journals Strategies for reducing the costs of clean-energy technologies in buildings in Nigeria

Clean Energy ◽  
2020 ◽  
Author(s):  
Samuel Ekung ◽  
Victor Ohama ◽  
Reginald Ajiero
Keyword(s):  
Value Chain ◽  
Cost Reduction ◽  
Clean Energy ◽  
Green Buildings ◽  
Cost Performance ◽  
Energy Technologies ◽  
Supply Capacity ◽  
The Cost ◽  
Building Designs ◽  
Very High

Abstract The costs of clean-energy technologies are currently very high and their adoption in buildings is voluntary. This study evaluated strategies for improving the cost performance of photovoltaic (PV) electricity applied in buildings in Nigeria using a questionnaire survey involving 415 targets. The efficacy of each strategy and consensus in respondents’ perceptions were determined using Fuzzy Set Theory and Kruskal–Wallis tests. The top four strategies for achieving PV-cost reduction are mandating green buildings, standardization of building designs and PV components, facilitating import licensing and massive public education. Developing these strategies to improve the PV value chain will increase the supply capacity of clean energy in emerging markets.

scholarly journals ANALISIS VALUE CHAIN DALAM UPAYA PENINGKATAN COMPETITIVE ADVANTAGE

2020 ◽  
Vol 27 (2) ◽  
pp. 238
Author(s):  
Ratna Christiana Dewi
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Value Chain Analysis ◽  
Cost Leadership ◽  
Analysis Process ◽  
Leadership Strategy ◽  
Chain Analysis ◽  
The Cost ◽  
Cost Leadership Strategy

Introduction: This study aims to identify primary activities in the value chain analysis process to increase competitive advantage (competitive advantage) in order to support the cost leadership strategy of East Java Youth Lodging in order to survive and win with other tourist lodges and inns in Surabaya.Methods: This research uses a qualitative approach with the method chosen is a case study, while the type of this research is exploratory research.Results: The result of this research is that East Java Youth Lodging still has the opportunity to develop and compete in facing business threats because the Youth Lodging currently has a cost leadership strategy. East Java Youth Lodging as one of the accommodation services that offers cheaper prices with services and facilities that are no less than tourist lodges and other inns in Surabaya.Conclusion: Through the indication of primary activities with the value chain analysis process identified cost drivers that create opportunities for cost reduction, especially in logistics, so that the reduction in costs can be used as an increase in competitive advantage for East Java Youth Lodging.

scholarly journals Analisis Value Chain Guna Mencapai Strategi Cost Leadership dalam Meningkatkan Efesiensi Biaya (Studi pada Perusahaan ”X” di Sidoarjo)

2018 ◽  
Vol 1 (1) ◽  
pp. 38
Author(s):  
HERI WIDODO
Keyword(s):  
Value Chain ◽  
Cost Efficiency ◽  
Corporate Strategy ◽  
Value Added ◽  
Value Chain Analysis ◽  
Cost Leadership ◽  
Company Value ◽  
Leadership Strategy ◽  
Chain Analysis ◽  
Primary Activity

This research aim for knowing, how value chain analysis was do in company value chain for achieve cost leadership strategy in increasing cost efficiency. According to value chain analysis explained what activities made company value chain, therefore will be know value addedd activity and non value added activity. In the same way, research in value chain analysis can showing company activity. This activity can devided into primary activity and supporting activity, value added activity and non value added activity and cost trigger, therefore cost efficiency can be achieve which reducing and eliminate wate activity. In conclusion, this research can be a input for company, while taking corporate strategy to increase profit and give value added for costumer. Value chain analysis will achieve cost leadership can increase company competitive adventage because it can increase cost efficiency.

A generalized fuzzy cost efficiency model

2020 ◽  
Vol 54 (6) ◽  
pp. 1775-1791
Author(s):  
Nazila Aghayi ◽  
Samira Salehpour
Keyword(s):  
Cost Efficiency ◽  
Minimum Cost ◽  
Extensive Literature ◽  
Data Envelopment ◽  
Fuzzy Environment ◽  
Decision Making Unit ◽  
Production Possibility Set ◽  
Fuzzy Cost ◽  
The Cost ◽  
Generalized Cost

The concept of cost efficiency has become tremendously popular in data envelopment analysis (DEA) as it serves to assess a decision-making unit (DMU) in terms of producing minimum-cost outputs. A large variety of precise and imprecise models have been put forward to measure cost efficiency for the DMUs which have a role in constructing the production possibility set; yet, there’s not an extensive literature on the cost efficiency (CE) measurement for sample DMUs (SDMUs). In an effort to remedy the shortcomings of current models, herein is introduced a generalized cost efficiency model that is capable of operating in a fuzzy environment-involving different types of fuzzy numbers-while preserving the Farrell’s decomposition of cost efficiency. Moreover, to the best of our knowledge, the present paper is the first to measure cost efficiency by using vectors. Ultimately, a useful example is provided to confirm the applicability of the proposed methods.

Implementasi Analisis Proses Bisnis Sebagai Upaya Pengurangan Biaya

2019 ◽  
Vol 10 (1) ◽  
pp. 1-27
Author(s):  
Aniek Wijayanti
Keyword(s):  
Business Process ◽  
Cost Reduction ◽  
Process Analysis ◽  
Value Added ◽  
Added Value ◽  
Natural Material ◽  
Management Activity ◽  
Procurement Process ◽  
Material Procurement ◽  
The Cost

Business Process Analysis can be used to eliminate or reduce a waste cost caused by non value added activities that exist in a process. This research aims at evaluating activities carried out in the natural material procurement process in the PT XYZ, calculating the effectiveness of the process cycle, finding a way to improve the process management, and calculating the cost reduction that can achieved by activity management. A case study was the approach of this research. The researcher obtained research data throughout deep interviews with the staff who directly involved in the process, observation, and documentation of natural material procurement. The result of this study show that the effectiveness of the process cycle of natural material procurement in the factory reached as much as 87,1% for the sand material and 72% for the crushed stone. This indicates that the process still carry activities with no added value and still contain ineffective costs. Through the Business Process Mechanism, these non value added activities can be managed so that the process cycle becomes more efficient and cost effectiveness is achieved. The result of the effective cycle calculation after the management activities implementation is 100%. This means that the cost of natural material procurement process has become effective. The result of calculation of the estimated cost reduction as a result of management activity is as much as Rp249.026.635,90 per year.

IMPROVEMENT OF INNOVATIVE ACTIVITY OF THE ENTERPRISE

2017 ◽  
Author(s):  
Nataliya Stoyanets ◽  
◽  
Mathias Onuh Aboyi ◽  
Keyword(s):  
Value Chain ◽  
Net Present Value ◽  
Successful Implementation ◽  
Innovative Development ◽  
Technological Equipment ◽  
Alliance Partner ◽  
Innovation Potential ◽  
Wide Range ◽  
Technological Platform ◽  
The Cost

The article defines that for the successful implementation of an innovative project and the introduction of a new product into production it is necessary to use advanced technologies and modern software, which is an integral part of successful innovation by taking into account the life cycle of innovations. It is proposed to consider the general potential of the enterprise through its main components, namely: production and technological, scientific and technical, financial and economic, personnel and actual innovation potential. Base for the introduction of technological innovations LLC "ALLIANCE- PARTNER", which provides a wide range of support and consulting services, services in the employment market, tourism, insurance, translation and more. To form a model of innovative development of the enterprise, it is advisable to establish the following key aspects: the system of value creation through the model of cooperation with partners and suppliers; creating a value chain; technological platform; infrastructure, determine the cost of supply, the cost of activities for customers and for the enterprise as a whole. The system of factors of influence on formation of model of strategic innovative development of the enterprise is offered. The expediency of the cost of the complex of technological equipment, which is 6800.0 thousand UAH, is economically calculated. Given the fact that the company plans to receive funds under the program of socio-economic development of Sumy region, the evaluation of the effectiveness of the innovation project, the purchase of technological equipment, it is determined that the payback period of the project is 3 years 10 months. In terms of net present value (NPV), the project under study is profitable. The project profitability index (PI) meets the requirements for a positive decision on project implementation> 1.0. The internal rate of return of the project (IRR) also has a positive value of 22% because it exceeds the discount rate.

A seven year plan for upgrading the 200.000 p.e. treatment plant of Uppsala, Sweden

1994 ◽  
Vol 29 (12) ◽  
pp. 117-127
Author(s):  
Jan Erik Lind ◽  
Ernst Olof Swedling
Keyword(s):  
Cost Efficiency ◽  
Sewage Treatment ◽  
Sewage Treatment Plant ◽  
Treatment Plant ◽  
Working Environment ◽  
Regional Environment ◽  
Nitrogen Reduction ◽  
Total Investment ◽  
Close Cooperation ◽  
The Cost

The sewage treatment plant of Uppsala was originally built in 1946 and has since then been extended and upgraded several times up to 1972 when the last major upgrading was completed. In 1987 it was decided to renew the treatment plant for at least another 20-30 years of operation and to upgrade the biological process to include nitrogen reduction. A 7 year plan covering some 18 items with a total investment cost of approximately 120 MSEK was set in action during 1987. The aim was to raise the cost efficiency by introducing modern techniques, new machinery, a better working environment and a better understanding of the processes used. The need to keep the plant in operation during reconstruction work has caused difficulties, delays and unforseen costs but a close cooperation between all parties concerned (operators, contractors, engineers and the regional environment administration) has solved most of the problems. Experiences so far include an improved effluent quality, a better cost efficiency, a healthier and more engaged operating staff. A research team has been engaged to develop and introduce a nitrogen reduction scheme in the activated sludge process. This has been a challenging and fruitful experience.

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