Articles

Asset Management Transformation in Energy Companies: Integration of ISO 55001, Balanced Scorecard, and SWOT Analysis for Competitive Advantage

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Asset management is a strategic component in ensuring the sustainability and operational efficiency of electric energy companies, especially in facing the challenges of increasing demand and the need for reliable electricity services. This article examines the implementation of ISO 55001 as a structured asset management system framework, with a Balanced Scorecard (BSC) approach as an integrated performance measurement tool from four perspectives: financial, customer, internal business processes, and learning and growth. The research was conducted at an electric energy provider organization, by analyzing Key Performance Indicators data for 2022–2023. The results of the BSC measurement show positive trends, such as increasing ROI, EBITDA Margin, Customer Satisfaction Index, and human capital readiness, but also reveal weaknesses such as the still high ratio of power outages and Equivalent Forced Outage Rate (EFOR). SWOT analysis is used to identify internal factors (strength and weakness) and external factors (opportunity and threat). Quantitative SWOT results show that the company is in quadrant I (aggressive strategy), with internal strengths and external opportunities dominating. Based on these findings, alternative strategies are formulated that are adjusted to each BSC perspective and ISO 55001 pillars (Cost, Performance, Risk). Strategies include optimizing asset life cycles, reducing maintenance costs, increasing distribution system reliability, and developing Human Resource capabilities. The integration of ISO 55001 and BSC has been proven to provide a holistic approach in designing data-based and risk-based strategies. These findings not only provide theoretical contributions to the development of modern asset management systems, but are also practically relevant for corporate policy makers in improving the efficiency, reliability, and competitiveness of organizations in the energy sector.

Performance Improvement of Procurement Activities in Reaching KPI On-Time Delivery and Purchase Requisition to Purchase Order by Implementing E-RFQ Tools and Developing Team Collaboration and Communication

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Procurement activity in for an aircraft industry in Indonesia has suffered most during pandemic few years ago. The progress of Procurement at certain company is not that different. Moreover, one of the main problems in Procurement Division at the company is KPI On-Time Delivery target has not yet been achieved for aircraft commodities, especially for AEI. During these last 5 years, the procurement progress only achieved 48,5% on time, while the target is above 90% of total procurement activity. So far, mitigations has already been taken in order to reduce the delay rate. It give an impact, but the delay rate is higher than the target. The purposes of this study is to increase the On-Time progress and decrease the delay. this study uses conduct several analyses. Internal analysis using SWOT analysis method, while finding the root cause use method 5 Why’s Analysis method. Also, there are quantitative analysis and qualitative analysis. Qualitative analysis is done by using DMAIC Method to analyze the problem in a larger scope, while quantitative analysis is done to analyze the procurement data with Regression Analysis. The root cause of it was PR which could not be converted to PO because of the long-lasting RFQ and EQ process. The second root cause is miscommunication in the preparation of ordering aircraft materials. For the issue of the RFQ and EQ process is solved by developing and using e-RFQ Evaluation Tools to make sure that the quotation process and feedback from the supplier are done faster than using the manual method. For the miscalculation problem with improving teamwork and communication. The recommendation is to conduct research further regarding strategy purchasing.