Articles

Job Cat Egory Prioritization and Selection in PT.MAI 88 Using Analytical Hierarchy Process (AHP)

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PT. MAI 88, one of the government company divisions in the Pekanbaru City which operates in the fields of Public Works, Spatial Planning, Housing, Settlement Areas and Land. PT.MAI 88 experienced difficulties, namely that material resources were not allocated properly. With the main aim of prioritizing the procurement of goods for road and bridge construction maintenance, this research focuses on one of the uses of Multicriteria Decision Making (MCDM), namely the Analytical Hierarchy Process (AHP) to determine the ranking of each construction goods procurement job. The AHP method itself has been discussed with stakeholders involved in the project. It has four categories and thirteen subcategories that have been determined and lead to 12 job alternatives. The results of the AHP show that the criteria with the highest weight starts from Urgency followed by Public Satisfaction, Quality, and Cost Management. Then for the Sub criteria with the highest weight, namely Reports from local public, followed by Traffic Management, Long-term Durability and Reliability, Compliance with specifications and Standards, Labor Cost, Public Safety, Rent Construction Equipment, Resources Availability, Material Cost, Public Engagement and Communication, Stakeholder Expectations, Ease of Installation and Integration, and finally Subcontractor Cost. The alternatives with the highest weight are Procurement of Road Signs, Procurement of “Urugan Pilihan”, Procurement of Base A Stones, Procurement of Base B Stones, Procurement of Several Construction Equipment, Procurement of Asphalt Concrete Binder Course, Procurement of Non-subsidized diesel fuel , Procurement of Dump Truck, Procurement of Binder Absorbent layer, Procurement of material for Culvert Channels and Boxes, Procurement of Construction Retaining Wall, Procurement of Cementation Work.

Simple Multi-Attribute Rating Technique for Warehouse Location Selection (Case Study: PT. PPT)

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Indonesia’s Manufacturing Industry, encompassing processing and non-oil and gas processing, grew in Q3 of 2022, contributing 17.88% and 16.10% to GDP. Transportation and storage played a significant part, with a 15.93% year-on-year growth in Q1 2023, highlighting the sector’s importance. PT. PPT is a sub-holding of one of Indonesia’s companies. The company manages to trade PP/PE significantly from more sources (import, local producer, or local trader). This research will determine and analyze the criteria for the selection of warehouse locations for PT. PPT analyzes the weight of each criterion at each location in the warehouse location selection process for PT. PPT and obtain the priority location for PT. PPT to build a new warehouse.  This research aims to guide and help the decision makers to choose and find a suitable location based on the Centre of Gravity (CoG) analysis conducted by a third-party consultant. The five locations resulting from the Centre of Gravity (CoG) as alternatives will be analysed with Kepner-Tregoe Analysis in the decision-making process, using Situation Appraisal defined in Business Issues. The author then employs a Rich Picture and Fishbone Diagram to assess the scenario or the process of select the new warehouse. The decision analysis was carried out in eight stages using the one of Multi-Criteria Decision Making (MCDM) method, which is the Simple Multi-Attribute Rating Technique (SMART). Lastly, using the preceding analysis, undertake a Potential Problem Analysis. The major criterion is the distance to the customer, which aligns with the company’s emphasis on customer satisfaction. Demand growth affects warehouse capacity, with more growth necessitating a larger facility. Distance from suppliers reduces delivery lead time, and the size of the land must accommodate demand growth and product capacity for PT. PPT.

Applying an Analytical Hierarchy Process for Decision Making Business Strategy in CV. Optik President

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Vision is one of the vital organs of the human body which has a very fundamental role for life. With good eyesight, this can help people improve their quality of life. The eyeglass market is anticipated to develop over the next several years as a result of a variety of factors, including expanding populations, a demographic shift toward older age groups, and changing lifestyles characterized by a higher reliance on digital gadgets. Of course, the COVID-19 pandemic is also one of the factors that increases eye disease because most people use gadgets in their lives, causing symptoms of digital eye strain. In this way, this is a supporting factor in the development of the optical market. The market is expanding the fastest in the Asia Pacific region, with a growth rate of 13.5%. Offline optical retail stores provide significant promise and value. These physical businesses provide customers with an immersive and tangible shopping experience that is unmatched by internet shopping. To guarantee that customers receive accurate prescriptions and distinctive eyewear options, optometrists and store staff offer customized services like frame fittings, professional eye exams, and expert lens consultations. In actual storefronts, customers may physically try on frames to assess fit, comfort, and style. Trained staff members are available to provide timely assistance. Furthermore, a wide range of eyewear options, including designer brands and niche goods, are usually available in these stores, giving customers the opportunity to peruse and select from a diverse inventory. Furthermore, optical retail stores foster confidence and trust, particularly among those who appreciate in-person interactions or have certain vision needs that necessitate expert guidance. By looking at this market development, the company wants to expand, targeting West Karawang, East Karawang and Cikarang as targets for opening their branches. using the Analytical Hierarchy Process (AHP) method will be able to improve the quality of decision making that will be produced by the company starting from developing criteria and sub-criteria which can ultimately determine the best alternative. The results of this research provide recommendations for new criteria and sub-criteria for the company and also determine which location of the three alternatives the company will provide.

Analytical Hierarchy Process (AHP) Analysis to Selecting Best City for Opening Outlet of Grillto Indonesia

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The culinary business sector is a very popular one; apart from being a cultural identity, the culinary sector also plays a role in the country’s economy, being the largest contributor to Indonesia’s GDP in the creative industry. The rapid development of business in the culinary sector has made business actors continue to innovate, one of which is by taking advantage of the development and use of technology. Seeing this opportunity, Grillto Indonesia innovated to open a Cloud Kitchen outlet that only relied on online food delivery (OFD). Based on his considerations, Griilto Indonesia plans to open outlets in five potential cities, namely Medan, Pekanbaru, Jakarta, Bandung, and Yogyakarta. This research focuses on determining two priority cities for the launching strategy. The method used in this study is multi-criteria decision making (MCDM) with the analytic hierarchy process (AHP) method. The criteria for this method are determined based on literature reviews and the Focus Group Discussion (FGD) method. The results of the study show that the city of Pekanbaru and the city of Medan are the two highest in order, with a value of 0.3503 and 0.2332, respectively. Thus, Grillto Indonesia will open its first outlet in the cities of Pekanbaru and Medan.