Volume 6, Issue 8, August – 2021 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

Design of Key Performance Indicators Using

Balanced Scorecard Method in Tire
Manufacturing Industry
Mohammad Irwansyah, Erry Rimawan, Yosef Handa Usman, Arifin Hasudungan Manurung
Mercu Buana University

Abstract:- PT ABC is a tire manufacturing company experienced negative growth of -6.7% from the previous
that have domestic and global market share. Currently, year which reached 2.3%, while Indonesia's economic
it is one of the impacts of the disruption era and the growth reached -1,9%, this achievement experienced
VUCA era, this has from the decline in sales volume in negative growth of -6.9% from the previous year which
2020 by -21.6% and also a decrease in revenue -15.9% reached 5%. The COVID-19 pandemic has resulted in
compared to the previous year. This study aims to extreme disruption of economic and business activities in
determine the company's direction strategy and to the world, including the automotive manufacturing sector.
transalation strategy using a balanced scorecard. The Based on data obtained from Counter Point Research, world
process in this research is to determine the strategic automotive sales in 2020 decreased -20% from the previous
direction using the TOWS matrix and the grand strategy year, in addition, based on data from AISI (Indonesian
matrix, determine priority strategies, create strategic Motorcycle Association) related to motorcycle sales in
themes, create strategic goals and translate them into a Indonesia and Gaikindo related to car sales in Indonesia, that
balanced scorecard. The results of the strategic direction motorcycle sales in Indonesia in 2020 decreased by -40.2%
in this study are customer intimacy, operational from the previous year, meanwhile in terms of car sales in
excellence, market development, and market Indonesia also decreased in 2020 by -48.3% from 2019.
penetration. While the results of strategy translation are
four strategic objectives and nine key performance PT ABC is a tire manufacturing company that has a
indicators in the financial perspective, two strategic domestic and global market share, currently, the company is
objectives and three key performance indicators in the one of the impact of the disruption era and the VUCA era.
customer perspective, four strategic objectives and eight The emergence of innovations in the automotive sector, such
key performance indicators in the internal process as the development of electric vehicles which is currently
perspective, and two strategic objectives and two key being carried out, of course, it can have a disruptive effect
performance indicators from learning and growth on the company. The impact of the decline in sales of the
perspective. global and Indonesian automotive industries also affected
the decline in sales volume of PT ABC in 2020 by -21.6%
Keywords:- Balanced Scorecard, TOWS Matrix, Grand and also a decrease in net sales value by -15.9% compared
Strategy Matrix, Strategy Direction, Translate The Strategy, to the previous year. In this era, companies are required to
Strategic Objectives, Key Performance Indicator be dynamic and have an agile management system to be able
to continue to grow in an era filled with uncertainty. A
I. INTRODUCTION management system that creates agility is a management
system that can build strategies and translate these
The phenomenon of the disruption effect causes strategies, both innovation and other strategies into quick
changes and triggers intense competition, in Indonesia this and real action.
effect has been very real and felt with the development of
technology with the emergence of online stores that change Based on the problem above, this research is expected
the buying and selling trend of people and disrupt to be able to communicate strategy to all work units and
conventional shops. The era of disruption cannot be individuals. it can be understood and executed properly. As
underestimated, because companies that do not properly proof of seriousness in facing increasingly stringent business
manage their management system and change quickly may challenges in this era, the company's management has the
be affected by the disruption. initiative to implement a balanced scorecard-based strategic
management system so that the company can move agilely
At the beginning of 2020, the VUCA (Volatility, to maintain excellence and continue to grow.
Uncertainty, Complexity, and Ambiguity) era was felt all
over the world with the emergence of the Covid-19 (Corona
Virus Disease-19) pandemic which caused the weakening of
people's purchasing power due to declining income. Based
on IMF (International Monetary Fund) data, world economic
growth in 2020 reached -4.4%, this achievement

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Volume 6, Issue 8, August – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
II. LITERATURE REVIEW impact of threats, W-T strategy is an effort to generate or
reduce weaknesses so as not to be vulnerable to threats.
SPEx2 (Strategy and Performance Execution Excellence Based on the results of the strategic composition carried out,
(SPEx2) Strategic Management Model there will be many possible strategies that can be carried out
SPEx2 strategic management model is a strategic by the company (L. Suwardi, P. Biromo, 2011).
management system model that has become a world best
practice company and has been implemented by hundreds of Grand Strategy Matrix
GML Performance Consulting client organizations in Asia. The grand strategy matrix is a matching stage in the
The purpose of the SPEx2 model is to achieve the goals of strategy formulation process. This matrix is have two basic
creating a sustainable organization that can translate strategy evaluation dimensions, namely competitive position and
into performance. The SPEx2 strategic management model market growth. it has four quadrants that represent the state
includes five stages, namely strategy formulation, strategy of a company. Quadrant I represents companies with high
mapping, organizational alignment, operational execution market growth and a strong competitive position.
and monitoring and realignment. (L. Suwardi, P. Biromo, Companies in this quadrant have a very good position. For
2011). this company, always concentrate on the market (market
penetration and market development) and about the products
SWOT Analysis (Strength, Weakness, Opportunity, (product development). Next, quadrant II need to seriously
Threat) evaluate their current approach to the market. Then, for
Opportunities and threats from the results of the quadrant III compete in industries that grow slowly and have
external analysis, together with the company's strengths and a weak competitive position. And the last is Quadrant IV
weaknesses from the results of the internal analysis will be companies have a strong competitive position in a slow-
input in compiling with SWOT analysis (L. Suwardi, P. growing industry. (David, 2017).
Biromo, 2011). The company's strengths are resources and
capabilities that can provide a competitive advantage. The Balanced Scorecard
weakness of the company that the absence of certain The balanced scorecard-based strategy mapping
strengths that the company needs can be considered a initiated by Robert Kaplan and David Norton is an effective
weakness. Next, Company opportunities are the result of to describe about logical cause-and-effect relationships of a
external analysis in identifying new opportunities to increase predetermined strategy. Strategic visualization in the form of
profits and growth. Corporate threats are changes in the strategy that will be focus and integration of the various
external environment that pose a threat to the company. (L. strategic activities determined. strategic mapping based on
Suwardi, P. Biromo, 2011). the balanced scorecard has many components, namely
perspectives, strategic objectives, key performance
TOWS Matrix indicators and strategic initiatives. (L. Suwardi, P. Biromo,
The TOWS matrix is a tool to used compile the 2011).
company's strategic factors, this matrix can produce four
possible alternative strategies (Rangkuti, 2018). In making a III. RESEARCH METHOD
strategy that takes with the results of the SWOT analysis,
after that a TOWS matrix already (L. Suwardi, P. Biromo, This study aims to describe an event or condition that
2011). S-O strategy is an effort to pursue opportunities by occurs in accordance with the object of research in the field
using existing strengths, W-O strategy is an effort to based on reality. This research was conducted to visualize
overcome weaknesses to pursue opportunities, S-T strategy the company's strategy into the company's strategy map.
is an effort to use strengths to overcome or reduce the Figure 1 will describe the steps in this research.

Figure 1. Research Framework

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Volume 6, Issue 8, August – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
Method of Collecting Data been collected in the data collection process, then the data is
processed into Internal Factor Analysis Summary (IFAS)
 Strength, Weakness, Opportunity, and Threats of PT and External Factor Analysis (EFAS), as well as making a
ABC grand strategy matrix.
The strengths, weaknesses, opportunities and threats of
PT ABC are collected data to be used as input for making  Strategy Theme
the TOWS matrix and Internal Factor Analysis Summary At this stage, the strategy theme is determined. The
(IFAS) and External Factor Analysis Summary (EFAS) in purpose of the strategy theme is to provide direction
the grand strategy matrix. Data on strengths, weaknesses, regarding the strategic focus to be achieved by the company,
opportunities, and threats of PT ABC were obtained by later the theme will be translated into strategic objectives
focus group interviews. contained in the perspective of the balanced scorecard
strategy map. In this study, the strategy theme was obtained
 Destination Statement of PT ABC from determining the priority of strategic directions in the
The purpose of the data collection to be used as input TOWS matrix and the grand strategy matrix.
for mapping the company's strategy. it was obtained by
conducting interviews on focus groups discussion with the In obtaining priority strategic direction sourced from
head of the Corporate Planning Division. the TOWS matrix, the author uses the customer value
proposition approach and in obtaining strategic direction
 Value Chain of PT ABC priority sourced from the grand strategy matrix, the author
In this study, the value chain of PT ABC's business determines the priority direction for growth strategy using
processes is secondary data obtained by the author to be the AHP (Analytical Hierarchy Process).
used as input in mapping the company's strategy in the
perspective of internal business processes. This data was  Strategy Map Balanced Scorecard
obtained by observing the PT ABC business process After obtaining the strategic theme, then the theme is
documents. translated into strategic goal in each perspective. After that,
PT ABC's strategic objectives were formulated along with
 Achievement of PT ABC Performance Indicators in the the causal relationship between strategic objectives based on
Previous Period (2019 – Semester 1 2021) the strategic objectives contained in each perspective. After
The achievement of PT ABC's performance indicators obtaining the strategic objectives, then the key performance
in the previous period is data collected by the author to be indicators and targets are made, which are translated from
used as a benchmark in determining the target of the the strategic objectives.
company's main performance indicators. In this study, the
achievement of PT ABC's performance indicators for the  Review the Strategy Map
previous period (2019 – semester 1 2021) is secondary data This sub-chapter discusses the review mechanism
collected by the author by observing the PT ABC applicable in evaluating PT ABC's strategy map. This
performance indicator document. mechanism was created to guide company management and
PT ABC division leaders to conduct a review of the
IV. RESULTS & DISCUSSION achievement of strategic objectives, by reviewing the
achievement of key performance indicators in a
 TOWS Matrix predetermined period.
The TOWS matrix in this study is used to compile PT
ABC's strategic factors in the form of strengths, weaknesses, V. RESULTS AND DISCUSSION
opportunities and threats obtained from data collection of PT
ABC's strengths, weaknesses, opportunities and threats. In TOWS Matrix
addition, this matrix also produces four alternative The results of these studies show that seven
strategies, namely S-O strategy, W-O strategy, ST strategy strengths, six weaknesses, ten opportunities, and four
and W-T strategy. threats. it also has several strategies, namely four S-O
strategies, three W-O strategies, three S-T strategies, and
 Grand Strategy Matrix three W-T strategies. Table 1 will be presented the items of
The grand strategy matrix in this study is used to strengths, weaknesses, opportunities and threats of PT ABC
determine the strategy recommendations of PT ABC. Enter in the TOWS matrix, and table 2 will be presented about the
the data in making the grand strategy matrix, namely data on alternative strategies in the TOWS matrix.
strengths, weaknesses, opportunities and threats that have

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Volume 6, Issue 8, August – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
Table 1. Strengths, Weaknesses, Opportunities and Threats of PT ABC
No Strength (S) No Weakness (W)
PT ABC is the only tire manufacturer in Indonesia Equipment and machines used in the production
S1 W1
that produces mining tires, both radial and bias types process have below target utilization
Scrap finished good in the company have not been
S2 PT ABC has an integrated information system W2
managed properly
Employees at PT ABC are predominantly young (< Scrap on-process in the company have not been
S3 W3
30 years old) managed properly
Raw materials are available in sufficient volume to
S4 W4 Production costs have not been managed properly
enable sustainable production
Equipment and machines used to support production
S5 W5 Sales volume did not reach the target
activities are in good condition
Orders from customers are always fulfilled in the
S6 W6 Customer satisfaction is not better than competitors
required quantity and time
Customer voices and customer complaints are well
S7
followed up
No Opportunity (O) No Threat (T)
Minister of Trade Regulation No. 05 of 2019 which
has the goal of importing tires, it is hoped that they The price of rubber (RSS3) is projected to increase
O1 T1
will not interfere with the existence and be able to from 2021 to 2022
support the development of the national tire industry
Good Year Tire & Rubber Co. officially acquires tire
New car tax relaxation PPnBM (Sales Tax on
O2 T2 company from the United States (US), Cooper Tire &
Luxury Goods) 0% Cars which can increase car sales
Rubber Co
Michelin will increase the number of local production
It is projected that there will be an increase in
O3 T3 in each regional region (America, Europe, Asia,
Indonesian and global economic growth in 2021
Africa)
It is projected that global automotive production The Jakarta-Bandung high-speed rail project which
O4 T4
growth in 2021 will reach 10% will be completed by the end of 2022
Sales of motorcycles and cars in Indonesia have
O5
increased
A new industrial landscape characterized by four
O6 characteristics: hygienic, reduced touch, avoidance
of crowds, and low mobility
The potential of electric vehicles in Indonesia from
O7
those that have increased from 2021-2030
O8 Have loyal customers compared to competitors
O9 The company does not depend on one supplier
The local tire industry has not been able to meet the national demand for mining tires
O10
and heavy equipment, so the unmet tire needs still have to be imported by importing

Table 2. Alternative Strategies of PT ABC

S-O Strategy W-O Strategy
S1 + O1, O3 Increase sales volume of domestic mining tires W2 + O4, O5 Reducing scrap finished well
S4 + O2, O3, Increase sales volume of domestic motorcycle
W3 + O4, O5 Reducing scrap on-process
O5 and car tires
Develop a digital platform that provides sales
Increase sales volume of
S2 + O6 channels from outside the network into the W5 + O3, O4, O5
motorcycle and car tires
network
Company OE strategic alliances, as well as
S1 + O8
collaborating with national mining companies
S1 + O10 Increase sales volume of domestic mining tires
S-T Strategy W-T Strategy
S7 + T2 Increase customer satisfaction and loyalty W2, W3, W4 + T1 Implement production cost-efficiency
Increase export sales volume. This is
S4, S5, S6 + T3 Increase export sales volume W1 + T3 an effort to increase machine
utilization
Increase brand awareness, customer
S3 + T4 Employees are involved as brand ambassadors W6 + T3
satisfaction and loyalty

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Volume 6, Issue 8, August – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
Grand Strategy Matrix and External Factor Analysis (EFAS) to obtain the total
The grand strategy matrix is used to obtain PT ABC's value of external and internal factors. After obtaining the
strategy recommendations. This matrix is based on two value of internal factors and external factors, then these two
evaluation dimensions, namely competitive position and values are used as x, y coordinates in the grand strategy
market growth. The appropriate strategy for the company to matrix. The value of the internal factor is the x-axis, and the
consider is in the order of attractiveness in each quadrant of value of the external factor is the y-axis. So, the coordinates
the matrix. of the grand strategy matrix in this study are (x = 128,07, y
= 42,75). In Figure 2, the grand strategy matrix of PT ABC
In making the grand strategy matrix, the first thing to will be presented.
do is to make the Internal Factor Analysis Summary (IFAS),

Figure 2. Grand Strategy Matrix of PT ABC

Based on the results above, the coordinate values are balanced scorecard perspective. This study was obtained by
in quadrant I (the matrix recommends) it can be use a determining the priority of strategic direction on the TOWS
growth strategy. there are several types of strategies, namely matrix of PT ABC based on the customer value proposition,
market development, market penetration, product and determining the priority of the direction of growth
development, forward integration, backward integration, strategy on the grand strategy matrix of PT ABC using the
horizontal integration, and related product diversification. AHP (Analytical Hierarchy Process) method. In table 3, will
be presented about the priority direction of the strategy on
Strategy Theme the TOWS matrix and the next table (table 4) will be
The purpose of the strategy theme is to provide presented about the priority direction of the growth strategy
strategic direction to be achieved by the company, later the on the grand strategy matrix.
theme is translated into strategic goal contained in each

Table 3. Priority of Strategic Directions on TOWS Matrix

Category Strategy Strategic Direction
Develop a digital platform that provides sales channels from outside the network into the
S-O
network
S-O Company OE strategic alliances, as well as collaborating with national mining companies
Customer Intimacy
S-T Increase customer satisfaction and loyalty
S-T Employees are involved as brand ambassadors
W-T Increase brand awareness, customer satisfaction and loyalty
W-O Scrap finished good reduction
W-O Scrap inprocess good reduction Operational Excellence
W-T Implement production cost-efficiency

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Volume 6, Issue 8, August – 2021 International Journal of Innovative Science and Research Technology
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Table 4. Priority of Strategic Directions on Grand Strategy Penetration, Customer Intimacy and Operational
Matrix Excellence".
Growth Strategy Direction Persentase
Market development 21,43% Strategy Map Balanced Scorecard
The next steps is translated into the strategic goals
Market penetration 18,65%
which aims to determine the initial framework for making
strategic goals contained in each perspective of the balanced
Based on the results above (determining strategic scorecard strategy map. Table 5 will describe the strategic
priorities on the TOWS matrix and the grand strategy goal contained in the perspective of the balanced scorecard
matrix), the strategy theme is determined, namely strategy map.
"Corporate Value Growth Through Market Development &

Table 5. Strategic Goal in the Perspective of the Balanced Scorecard

Identification PT ABC's Strategic Themes Strategic Goal Balanced Scorecard Perspective
Creating a growing income level through
Growth of company value through market market development & market penetration to
Financial
development & penetration support the realization of company profits in
a sustainable manner
Customer intimacy Increase customer trust and loyalty Customer
Improving operational excellence to support
Internal Process, Learning &
Operational excellence the realization of corporate profits in a
Growth
sustainable manner

After that, make strategic objectives along with cause-and-effect relationships that refer to the strategic goals. Then in the
main performance indicators and targets are determined. the main performance that have the indicator targets, namely the main
performance indicator targets in semester 2 2021 obtained based on the difference between actual achievements in semester 1
2021 with the full target in 2021. Figure 3 will describe the PT ABC balanced scorecard strategy map as a whole.

PT ABC's Strategy Map

Balanced Scorecard

Strategic Goal:
Creating a growing
F1 Company Value Optimization
income level through
market development
& market penetration • Operating Profit (Rp)
to support the • Gross Profit (Rp)
realization of
company profits in a
sustainable manner FINANCIAL
Market
Market Penetration Development
F4 Increasing Current Market
F2 Cost Efficiency F3 Raising New Market Revenue
Revenue
• New Market Sales Revenue (Rp) • Current Market Sales
• Selling Expenses(Rp) • New Market Sales Volume (Rp) Revenue (Rp)
• General & Administrative Expenses (Rp) • Current Market Sales
• Cost of Sales (Rp) Volume (Rp)

Strategic Goals: Customer

Increase customer
trust and loyalty Intimecey C1 Build Trust and Loyalty C2 Market Leader in Indonesia
CUSTOMER
• Customer Satisfaction (Score) • Domestic Market Share (%)
• Customer Complaint Response (Hari)

Strategic Goal:
Improving P1 Excellence Inbound Logistics P4 Distribution & Service
operational
excellence to support Operational Excellence Network Optimization
the realization of • Service Level Agreement
corporate profits in a • Number of Distributor (Qty)
Internal (%)
sustainable manner

INTERNAL
PROCESS P2 Manufacturing Process P3 Excellence Outbound
Optimazation Logistics
• Number of New Product (Produk) • Supply Plan vs Delivery Plan (%)
• Production Achievement (%)
• Scrap Inprocess (%)
• Scrap Finished Goods (%)
• Machine Physical Availability (%)

Tujuan Strategi:
Improving Operational Excellence
operational
excellence to support
the realization of LEARNING & L1 Enhance Employee L2 Management System
corporate profits in a GROWTH Competencies Optimization
sustainable manner
• Training Coverage (%) • External Audit Finding (Major)

Figure 3. PT ABC's Complete Balanced Scorecard Strategy Map

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Volume 6, Issue 8, August – 2021 International Journal of Innovative Science and Research Technology
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Review the Strategy Map indicators in the financial perspective, two strategic
The review of PT ABC's balanced scorecard strategy objectives and three key performance indicators in the
map was made to guide company management and PT ABC customer perspective, four strategic objectives and eight
division leaders in conducting a review of the achievement key performance indicators in the internal process
of strategic objectives, by reviewing the achievement of key perspective, and two strategic objectives and two key
performance indicators in a predetermined period. The performance indicators from learning and growth
results of this review are documented in the manual (CP- perspective.
SM-PL-05) which is derived from the company's standard
operating procedures related to the business plan process. SUGGESTION
The following is the mechanism contained in the guidelines Results Based on what was done in the main
for reviewing the PT ABC strategy map. performance design research using the balanced scorecard
 Pelaksanaan tinjauan dihadiri oleh pimpinan divisi dan method in the tire manufacturing industry (PT ABC) put
dewan direksi forward some suggestions for further research and the
 Reviews are conducted in semester periods. Semester 1 company.
is held in early July of the current year and semester 2 is 1. The next researcher, it is hoped that further research can
held in early January of the following year be carried out on translation strategies up to the
 The discussion in the review of PT ABC's strategy map divisional level (business unit) to the individual level.
is as follows. 2. The researcher herself, it is hoped that the strategic
 Discussion of notes from the strategy map review management process of PT ABC can be carried out more
conducted in the previous period systematically from the formulation stage to strategy
 Key performance indicators for the period to be reviewed translation.
 If the main performance indicators do not reach the
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