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"Indonesia saat ini kurang mampu memenuhi kebutuhan konsumsi dalam negeri. Hal ini disebabkan oleh peningkatan kebutuhan konsumsi BBM yang pesat namun kapasitas produksi BBM di Indonesia rendah, sehingga Indonesia mengandalkan impor untuk memenuhi kebutuhan konsumsi BBM. Ketergantungan Indonesia akan impor ini berbahaya karena berpotensi menimbulkan kelangkaan BBM apabila pasokan impor terhambat akibat krisis energi. Penelitian ini bertujuan untuk mengestimasi besar Cadangan Strategis BBM untuk mengantisipasi terjadinya krisis energi dengan cara memproyeksikan keadaan cadangan BBM Nasional hingga tahun 2025 menggunakan program berbasis sistem dinamik. Hasil simulasi menunjukkan bahwa kebutuhan konsumsi RON 88 terlalu besar sehingga menyebabkan Indonesia sulit mencapai besar cadangan strategis yang diinginkan. Oleh karena itu, diperlukan kebijakan yang dapat mengurangi konsumsi RON 88 seperti pengurangan subsidi maupun konversi ke arah energi alternatif.

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Indonesia is currently less able to meet the needs of domestic consumption. This is due to rapid increase of fuel consumption but low of fuel production capacity, so Indonesia relies on import to fulfiill needs of fuel consumption. Indonesia’s dependency on import is potentially dangerous because fuel scarcity can happen if import supply was hampered due to energy crisis. This research aim to estimate strategic fuel reserves to anticipate energy crisis by means of projecting national fuel reserves until 2025 using system dynamics based. Simulation results indicate that consumption needs of RON 88 too large causing Indonesia having difficulty to achieve the desired strategic reserves. Therefore, we need policies which can reduce the consumption of RON 88 such as reduction in subsidies and conversion towards alternative energy."

"Cadangan strategis Bahan Bakar Minyak (BBM) merupakan cadangan BBM yang digunakan pada saat terganggunya pasokan minyak bumi guna mendukung penyediaan BBM dalam negeri. Idealnya, sebuah negara memiliki cadangan strategis minyak untuk tiga bulan konsumsi. Indonesia hanya memiliki cadangan strategis BBM untuk premium selama 17 hari dan solar selama 21 hari. Tujuan dari penelitian ini adalah mengkaji perencanaan cadangan strategis BBM jenis solar ADO dan IDO di Indonesia melalui pendekatan sistem dinamik supaya nantinya dapat diketahui volume, kebutuhan, dan juga ketahanan cadangan strategis BBM jenis solar ADO dan IDO di Indonesia. Untuk hasil penelitian dengan skenario ketahanan cadangan strategis selama 30, 60, dan 90 hari diketahui bahwa ketahanan cadangan strategis BBM jenis solar ADO di Indonesia dapat ditingkatkan hingga 30 hari untuk saat ini dengan adanya peningkatan kebutuhan maupun volume storage hingga tahun 2025. Sedangkan IDO, tetap berlaku selama 21 hari, didukung dengan adanya penurunan kebutuhan dan volume storage hingga tahun 2025. Fenomena tersebut juga terlihat pada hasil simulasi skenario penurunan PDB dan penambahan variabel harga BBM. Sedangkan hasil dari skenario konversi energi alternatif, diketahui bahwa tingkat kebutuhan dan volume storage BBM jenis solar ADO akan menurun pada tahun 2019. Dan untuk BBM jenis solar IDO, kebutuhan dan volume storage hingga 2025 juga semakin menurun, akan tetapi kebutuhan masih dapat bertahan hingga tahun 2025. Kebijakan yang dapat dilakukan terhadap hasil penelitian ini adalah dengan menerapkan kebijakan tata kelola efisiensi, konversi, dan kemandirian energi serta kebijakan peningkatan produksi.

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Strategic fuel reserves can be defined as fuel reserves which is strategically used when a disruption of oil supply happened, in order to support the domestic fuel oil supply. Ideally, a country has strategic fuel reserves for 3 (three) months of consumption, yet Indonesia only has strategic fuel reserves coverage days is approximately 21 days for diesel oil. The purpose of this experiment is to examine the strategic fuel reserves planning of Automotive Diesel Oil (ADO) and Industrial Diesel Oil (IDO) in Indonesia by using system dynamics approach.

Thus, the demand, volume, and coverage days of strategic fuel reserves of ADO and IDO in Indonesia can be defined. For strategic fuel reserves coverage day scenario which is turned to be 30, 60, and 90 days can be known that strategic fuel reserves for ADO can be increased up to 30 days for nowadays with the increasing of demand and storage volume until 2025. Whereas for IDO, the coverage days is still 21 days, supported by the decreasing of its demand and also storage volume until 2025.

Those phenomenons are also resulted by the decreasing of GDP rate and addition of subsidized fuel price scenarios. Whilst, for the scenario of alternative energy conversion, it is known that the rate of ADO’s demand and also its storage volume will be declining in 2019. And for IDO, its storage volume and demand will also be declining until 2025, however its demand is able to stick out until 2025. A policy that may be applied well is the energy efficiency and the implementation process of enhancing oil production and reserves by using some particular techniques."

"Letak geografis Indonesia yang merupakan negara kepulauan memiliki hambatan dalam pemerataan pembangunan salah satunya karena jarak antar pulau yang sulit dijangkau. Alternatif solusi dalam mengatasi salah satunya yaitu teknologi keantariksaan seperti adanya teknologi pesawat kecil yang dapat menjangkau pulau-pulau terluar dan teknologi satelit yang dapat mempermudah penyampaian informasi dan komunikasi. Tujuan dari penelitian ini adalah mengidentifikasi faktor sukses MP keantariksaan, mengembangkan model manajemen pengetahuan yang sesuai untuk karakterikstik penyelenggara keantariksaan di Indonesia serta menyusun perencansan strategis MP Keantariksaan yang diharapkan dapat menjadi panduan dalam implementasi MP yang efektif untuk organisasi keantariksaan. Penyusunan model menggunakan pendekatan Grounded Theory dan studi kasus..Hasil dari penelitian mendapatkan faktor kesuksesan dalam implementasi MP ada 18 faktor, meliputi : KM Vision and Mission, KM Stratregy, KM Capturing, KM Sharing, KM Discovering, KM Application, Human Resources, Management Support, Expert network, Process Business, Learning, Collaboration and Teamwork, Culture, Strategy Organizatio, Leadership, Information Technology, Policy, Structure organization. Model yang terbentuk terdiri dari 6 layer, meliputi : (1)KM goals; (2)KM strategy; (3) KM system; (4) KM process; (5)KM Resources ; (6)KM enabler.

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The geographical location of Indonesia, which is an archipelagic country, has obstacles in equitable development, one of which is because the distance between islands is difficult to reach. Alternative solutions to overcome one of them are space technology such as small aircraft technology that can reach the outer islands and satellite technology that can facilitate the delivery of information and communication.The purpose of this study is to identify the success factors of space management, develop a knowledge management model that is suitable for the characteristics of space operators in Indonesia and develop strategic planning for space management which is expected to be a guide in implementing an effective KM for space organizations. The modeling uses the Grounded Theory approach and case studies. The results of the study found that there were 18 success factors in MP implementation, including: KM Vision and Mission, KM Strategy, KM Capturing, KM Sharing, KM Discovering, KM Application, Human Resources, Management Support, Expert network, Business Process, Learning, Collaboration and Teamwork, Culture, Strategy Organization, Leadership, Information Technology, Policy, Structure organization. The formed model consists of 6 layers, including: (1) KM goals; (2) KM strategy; (3) KM system; (4) KM process; (5) KM Resources ; (6)KM enablers."

"Penyusunan perencanaan strategis lima tahun kedepan (2007 - 2011) pada Direktorat Bina Obat Publik dan Perbekalan Kesehatan Departemen Kesehatan R.I. merupakan suatu kebutuhan yang didorong oleh komitmen pimpinan dalam pelaksanaan tugas dan fungsi untuk menjamin ketersediaan, pemerataan dan keterjangkauan obat dan perbekalan kesehatan serta meningkatkan mutu pelayanan kefarmasian yang didukung oleh tenaga farmasi yang profesional.Perencanaan Strategis disusun melalui penelitian operasional yang diawali dengan analisis situasi lingkungan eksternal dan internal untuk mengidentifikasi faktor peluang dan ancaman serta faktor kekuatan dan kelemahan Direktorat Bina Obat Publik dan Perbekalan Kesehatan.Dari hasil penelitian ini ditetapkan strategi peningkatan sosialisasi pedoman¬pedoman dan juknis, pengembangan kapasitas organisasi, peningkatan advokasi, peningkatan kompetensi tenaga pengelola obat, peningkatan sistem informasi pencatatan dan pelaporan, peningkatan pemanfaatan obat esensial, dan peningkatan efisiensi pemanfaatan dana pengadaan obat. Strategi yang telah ditetapkan secara konsesnsus selanjutnya dilakukan pemetaan strategi dengan pendekatan Ballance Scorecard (BSC) agar dapat diimplementasikan ke dalam langkah-langkah kegiatan yang komprehensif dan berkesinambangan melalui pendekatan empat perspektif sasaran strategik: 1) keuangan, 2) pelanggan, 3) proses bisnis internal, dan 4) pembelajaran dan pertumbuhan.Pada tahap implementasi dilakukan upaya tindak lanjut dengan menyusun Rencana Aksi (Plan of Action/POA) pada pelaksanaan kegiatan pokok dan kegiatan indikatif untuk pencapaian tujuan jangka panjang dan penilaian pencapaian kinerja

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To develop further five years strategic planning (2007 - 2011) at Directorate of Public Drug and Medical Device Ministry of Health (MoH) Republic of Indonesia was a demand which to be supported by managerial commitment in performing task and functions of assuring availability, equity, affordability of medicines and medical devices and promoting pharmaceutical care which supported by professional pharmacy staff.

Strategic Planning was developed through operational research initiated by situational analysis of external and internal environment in identifying opportunity - threat factors and strength - weakness factors of Directorate of Public Drug and Medical Device.

Regarding to research results, it was defined strategies of strengthening socialization of guidelines and standardized procedures, developing organization capacity, strengthening advocacy, escalating pharmacy staff competency, revitalizing reporting and recording system, expanding essential drug utilization, and increasing efficiency of drug funding. A set of strategies decided consensually followed by strategy mapping with Balance Scorecard (BSC) approaches for better implementations into comprehensive and sustained steps in perspectives of finance, customer, internal process and grow-build.

Follow up actions on implementation stage articulated in developing Plan of ActionlPOA at Main Activities and streamlined by indicative actions toward long term objective achievement and performance assessment."

"[ABSTRAK Pemanfaatan sistem informasi dan teknologi SI TI dalam bisnis drilling atau pengeboran dapat membantu perusahaan dalam pencapaian tujuan bisnisnya PT Pertamina Drilling Services PDSI merupakan perusahaan yang berfokus pada bisnis pengeboran dan well services PDSI belum dapat memaksimalkan pemanfaatan SI TI sebab adanya berbagai faktor internal dan eksternal seperti belum adanya integrasi aplikasi antar fungsi perusahaan pengembangan SI TI belum terarah serta belum memiliki strategi SI TI yang baik dalam membantu perusahaan mencapai tujuan bisnis Permasalahan tersebut dapat diatasi dengan adanya dokumentasi perencanaan strategis sistem SI TI yang selaras dengan tujuan bisnis Perencanaan strategis SI TI yang dikembangkan dalam penelitian ini menggunakan metodologi Ward Peppard dengan beberapa metode analisa pendukung seperti SWOT Balance Scorecard BSC Five Forces Model PEST Mc Farlan Matriks serta tren teknologi informasi saat ini dalam menganalisis internal eksternal bisnis dan SI TI perusahaan Hasil dari perencanaan strategis SI TI ini adalah strategi management SI TI berupa usulan baru akan hadirnya struktur IT Steering Committee di PDSI sebagai komite penengah serta penyelaras antara bisnis dengan TI termasuk tata kelola TI strategi SI TI berupa integrasi aplikasi dengan sistem SAP seperti Timesheet Management dengan modul I P2P Sistem Monitoring Aset Rig dengan modul FI Online Maintenance System dengan modul Plant Maintenance dan sebagainya serta strategi pemanfaatan tren teknologi ke depan seperti enterprise cloud bagi perusahaan sampai kepada roadmap implementasi SI TI di PDSI ABSTRACT Use of information systems and technology IS IT in the business of drilling can help the company in achieving its business objectives PT Pertamina Drilling Services PDSI is a company focused on the business of drilling and well services PDSI have not been able to maximize the use of the IS IT because the various internal and external factors such as the lack of cross functional enterprise application integration development of IS IT is not directed and do not have a strategy of IS IT in helping companies achieve business objectives These problems can be overcome with the strategic planning documentation system IS IT are aligned with business goals Strategic planning of IS IT are developed in this study using the methodology Ward Peppard with several methods of support such as SWOT analysis Balanced Scorecard BSC Five Forces Model PEST Mc Farlan matrix as well as current information technology trends in the internal external analyzing business and IS IT companies The results of the strategic planning of IS IT is strategic management IT in the form of a new proposal for the present structure of the IT Steering Committee The committee PDSI as mediator and alignment between business and IT including IT governance the strategy of IS IT in the form of application integration with SAP systems such as Timesheet Management with I P2P module Asset Monitoring system Rig with FI module Online Maintenance system with Plant Maintenance module and so on as well as the utilization strategy ahead of technology trends such as enterprise cloud roadmap for the company until the implementation of IS IT in PDSI ;Use of information systems and technology IS IT in the business of drilling can help the company in achieving its business objectives PT Pertamina Drilling Services PDSI is a company focused on the business of drilling and well services PDSI have not been able to maximize the use of the IS IT because the various internal and external factors such as the lack of cross functional enterprise application integration development of IS IT is not directed and do not have a strategy of IS IT in helping companies achieve business objectives These problems can be overcome with the strategic planning documentation system IS IT are aligned with business goals Strategic planning of IS IT are developed in this study using the methodology Ward Peppard with several methods of support such as SWOT analysis Balanced Scorecard BSC Five Forces Model PEST Mc Farlan matrix as well as current information technology trends in the internal external analyzing business and IS IT companies The results of the strategic planning of IS IT is strategic management IT in the form of a new proposal for the present structure of the IT Steering Committee The committee PDSI as mediator and alignment between business and IT including IT governance the strategy of IS IT in the form of application integration with SAP systems such as Timesheet Management with I P2P module Asset Monitoring system Rig with FI module Online Maintenance system with Plant Maintenance module and so on as well as the utilization strategy ahead of technology trends such as enterprise cloud roadmap for the company until the implementation of IS IT in PDSI ;Use of information systems and technology IS IT in the business of drilling can help the company in achieving its business objectives PT Pertamina Drilling Services PDSI is a company focused on the business of drilling and well services PDSI have not been able to maximize the use of the IS IT because the various internal and external factors such as the lack of cross functional enterprise application integration development of IS IT is not directed and do not have a strategy of IS IT in helping companies achieve business objectives These problems can be overcome with the strategic planning documentation system IS IT are aligned with business goals Strategic planning of IS IT are developed in this study using the methodology Ward Peppard with several methods of support such as SWOT analysis Balanced Scorecard BSC Five Forces Model PEST Mc Farlan matrix as well as current information technology trends in the internal external analyzing business and IS IT companies The results of the strategic planning of IS IT is strategic management IT in the form of a new proposal for the present structure of the IT Steering Committee The committee PDSI as mediator and alignment between business and IT including IT governance the strategy of IS IT in the form of application integration with SAP systems such as Timesheet Management with I P2P module Asset Monitoring system Rig with FI module Online Maintenance system with Plant Maintenance module and so on as well as the utilization strategy ahead of technology trends such as enterprise cloud roadmap for the company until the implementation of IS IT in PDSI ;Use of information systems and technology IS IT in the business of drilling can help the company in achieving its business objectives PT Pertamina Drilling Services PDSI is a company focused on the business of drilling and well services PDSI have not been able to maximize the use of the IS IT because the various internal and external factors such as the lack of cross functional enterprise application integration development of IS IT is not directed and do not have a strategy of IS IT in helping companies achieve business objectives These problems can be overcome with the strategic planning documentation system IS IT are aligned with business goals Strategic planning of IS IT are developed in this study using the methodology Ward Peppard with several methods of support such as SWOT analysis Balanced Scorecard BSC Five Forces Model PEST Mc Farlan matrix as well as current information technology trends in the internal external analyzing business and IS IT companies The results of the strategic planning of IS IT is strategic management IT in the form of a new proposal for the present structure of the IT Steering Committee The committee PDSI as mediator and alignment between business and IT including IT governance the strategy of IS IT in the form of application integration with SAP systems such as Timesheet Management with I P2P module Asset Monitoring system Rig with FI module Online Maintenance system with Plant Maintenance module and so on as well as the utilization strategy ahead of technology trends such as enterprise cloud roadmap for the company until the implementation of IS IT in PDSI , Use of information systems and technology IS IT in the business of drilling can help the company in achieving its business objectives PT Pertamina Drilling Services PDSI is a company focused on the business of drilling and well services PDSI have not been able to maximize the use of the IS IT because the various internal and external factors such as the lack of cross functional enterprise application integration development of IS IT is not directed and do not have a strategy of IS IT in helping companies achieve business objectives These problems can be overcome with the strategic planning documentation system IS IT are aligned with business goals Strategic planning of IS IT are developed in this study using the methodology Ward Peppard with several methods of support such as SWOT analysis Balanced Scorecard BSC Five Forces Model PEST Mc Farlan matrix as well as current information technology trends in the internal external analyzing business and IS IT companies The results of the strategic planning of IS IT is strategic management IT in the form of a new proposal for the present structure of the IT Steering Committee The committee PDSI as mediator and alignment between business and IT including IT governance the strategy of IS IT in the form of application integration with SAP systems such as Timesheet Management with I P2P module Asset Monitoring system Rig with FI module Online Maintenance system with Plant Maintenance module and so on as well as the utilization strategy ahead of technology trends such as enterprise cloud roadmap for the company until the implementation of IS IT in PDSI ]"

"Penelitian ini dilatarbelakangi perubahan kondisi RSPP yang sebelumnya berada dibawab Pertamina lengkap dengan fasilitas pembiayaannya, namun kini dilepaskan menjadi organisasi mandiri yang harus memenuhi segala kebutuhannya secara mandiri termasuk dalam pembiayaan kegiatan pelayanannya.Faktor tersebut mendorong RSPP membuat suatu perencanaan strategi agar tetap mampu melaksanakan kegiatan pelayanannya serta bersaing dengan rumah sakit lain seperti kondisi sebelumnya bahkan bila mungkin menjadi lebih baik.Dari analisis situasi diketahui bahwa sebenarnya RSPP telah mempunyai perencanaan strategi, tetapi karena dalam pembuatan tidak melibatkan para karyawannya sehingga mengalami kesulitan dalam implementasinya.Tujuan dari penelitian ini adalah menyusun suatu perencanaan strategi RSPP tahun 2003 - 2007 yang benar-benar representatif dengan melibatkan para karyawan secara aktif dalam penyusunannya.Jenis penelitian ini adalah Operational Research dengan analisis strategik, yaitu gabungan metode deskriptif analitik dan intuisi terbaik (good intuitive judgement). Penelitian ini menggunakan informasi sebagai dasar pengambilan keputusan strategik. Penyusunan strategi dilakukan melalui tiga tahap dengan menggunakan empat matriks. Tahap I (input stage) mengunakan matriks EFE dan IFE. Tahap 11 (matching stage) menggunakan matriks IE dan TOWS, dan tahap III (decision stage) menggunakan QSPM. Teknik untuk analisis lingkungan, penentuan faktor sukses kritis dan penilaian (scoring) untuk setiap matriks menggunakan metode delphi dan CDMG.Hasil penelitian untuk tahap I diperoleh nilai total EFE 3,06 dan IFE 2,65. Artinya RSPP mampu merespon dengan baik peluang dan menghindari ancaman yang ada serta memiliki posisi internal yang kuat.Tahap II dengan matriks IE menunjukkan RSPP berada pada posisi grow and build serta dengan matriks TOWS posisi RSPP pada Future Quadrant. Strategi alternatif yang direkomendasikan oleh keduanya adalah market development, market penetration dan product development.Pada tahap Ill dengan menggunakan QSPM diperoleh Strategi Utama untuk RSPP adalah Product Development. Produk yang akan dikembangkan kemudian dinilai lagi dengan QSPM dan menghasilkan produk prioritas yang akan dikembangkan yaitu Diabetic Center. Langkah terakhir untuk mendukung implementasi strategi yang telah disusun adalah menerjemahkannya ke dalam program kerja tahunan dan mensosialisasikannya kepada seluruh karyawan RSPP agar timbul rasa memiliki dan tanggung jawab untuk secara optimal melaksanakannya.

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This research is inspired by conditional change of RSPP formerly managed by Pertamina, including financing facilities, into an independent organization entitled to comply with every single need including financing activities on owned sources at present.

This factor motivates RSPP to set a comprehensive strategic plan to maintain better services and to compete with other competitors as has been performed before.

The situational analysis found that RSPP has had a strategic plan, however, there have been too much trouble in implementing such a plan due to absence of staffs participation in format.

In purpose this research is proposed to set a strategic plan for RSPP for the period of 2003 - 2007 through which all staff are actively participated that result may represent all levels.

The type of this research was operational research through strategic analysis, a consolidated method between descriptive analysis and good intuitive judgment, that strategic decision making should be information-based. The research was strategically carried out through 3 (three) steps using 4 (four) matrixes. Step I (input stage) using EFE and WE matrix. Step II (matching stage) using IE and TOWS matrix. Step III (decision stage) using QSPM. Delphi and CDMG method were used for internal and internal analysis, critical success factors and scoring for every matrix.

The input stage resulted on EFE 3,06 and IFE 2,65 total values. It means RSPP has good respond capacity for any opportunities and at the same way overcoming the available threats, and has strong internal position either.

The matching stage with IE matrix showed RSPP is on grow and build position, and with TOWS matrix RSPP is on Future Quadrant position. Both matrixes recommended a strategic alternative on market development, market penetration and product development.

The decision stage using QSPM resulted on Product Development, proposed as Grand Strategy for RSPP. The product to develop has to be appraised using QSPM and found The Diabetic Center to be the first priority.

The last step is to support the strategic implementation has been set by realizing those into annual working program and socializing through all staffs of RSPP to get sense of belonging and responsibility for optimum performance."

"The management of communication sector which included government as a regulator and providing the service by operator and also other service provider, aimed to provide communication service which can fulfill intention and requirement of all public community not only in country, but also from and to foreign country.

In sea communication sub-sector, especially in port, the government through the revision from Government Regulation No. 7011996 become Government Regulation No. 6912001 has given the facility to stakeholder to be able to respond the situation that happened in liberalization, competition in globalization, transformation in reformation era and also the implementation of decentralization.

By the implementation of Government Regulation No. 6912001, PT. Pelabuhan Indonesia II, in managing port service in the future should positively done in improving income through good strategic management, because the challenge in the future in facing the competition is more competitive either in the country, for example of Local Government demand in order to make-up of Local Government Income and also competition which tend to ascend with other port in ASEAN, for example Port Of Singapore, Port of Kiang, Bintulu, Tanjung Pelepas, Hochi Minh, etc which have more efficient in operational performance.

In facing the competition which tend to global, it is needed the existence of reliable strategic management matching with existing strategic environment which able to assign value added to company growth, especially in make-up its income. This is the condition which need excellence compete in managing its business.

Therefore, in stimulating how the company could succeed in facing the competition in the future which tend to spread out, it is needed the existence of scenario planning of strategic management for company to know the situation happened in the next time, so that various policy which need to solve the condition could set up early.

This research is aiming to analyze how compilation process of scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the globalization, to show what factors were become resistor in creating excellence competition of the company in providing the port service, and also to explain what factors which can be developed to to create excellence competition in providing the port service.

The theory in this research, are taken from various literature, Internet websites and interview with all experts concerning the strategic management of PT. Pelabuhan Indonesia II to face the competition globally which analyzed with scenario planning approach.

This research are basically showing and describing all external and internal factors related to scenario planning of company which estimated that it can influence emulation of management of port that happened in the future. The approaches used in this research are qualitative approach, so that it can explain the reality or symptom which happened in business management in the future.

From the result of analysis, it can know that the decision of the strategic management of the company in the future very influenced by the decisions as a key factors for scenario input. Hereinafter, from the result of that analysis found that there are 10 factors which have high impact level and uncertainty of degree, which influence the compilation process of scenario, can divide to four clusters.

The conclusion of this research is there are four scenarios in developing PT. Pelabuhan Indonesia II base on most sensible strategic management in the future. Pursuant to interpretation, hence the scenario ?PT. Pelabuhan Indonesia II Berjaya? is the scenario which is more reliable happened in the future.

So that the scenario planning of strategic management of PT. Pelabuhan Indonesia II in facing the of globalization which have been compiled in this research become better and more objective, it is suggested to be continued with additional research by socialization or consulted with other related parties outside the company."

"Saat ini kondisi Laboratorium RSJP Bogor masih merupakan unit yang bersifat cost center. Seiring dengan perubahan status RSJP Bogor menjadi RS Perjan diharapkan Laboratorium bisa menjadi unit yang profit center. Sehingga dalam operasional pelayanannya diperlukan suatu perencanaan strategik.Dalam penyusunan perencanaan strategik Laboratorium RS Jiwa Pusat Bogor dilakukan penelitian operasional dengan analisis data kualitatif dan kuantitatif. Penyusunan strategi dilakukan melalui beberapa tahapan yaitu Tahap I Input Stage yang merupakan analisa lingkungan Internal dan External, Identifikasi faktor kekuatan, kelemahan dan faktor peluang serta ancaman yang dilakukan oleh Consensus Decision Making Group (CDMG) yang terdiri dari direksi, para kepala bidang dan para kepala Instansi.Tahap II dilakukan Matching Stage, CDMG melakukan analisa dengan IE matrix dan BCG Matrix, yang menghasilkan beberapa alternatif strategi. Selanjutnya Tahap III adalah Decision Stage dengan menggunakan matrix QSPM untuk menentukan prioritas strategi.Dari hasil penelitian pada Matrix IE, posisi Laboratorium RSJP Bogor berada pada posisi kuadran III yaitu Hold and Maintain dengan alternatif strategi yaitu Market Penetration dan Product Development. Sedangkan dengan BCG Matrix berada pada posisi kuadran II yaitu Question Mark dengan alternatif strategi market penetration dan product development.Penelitian ini menyimpulkan bahwa Laboratorium RSJP Bogor masih memiliki peluang pasar yang besar dan dengan memaksimalkan kekuatan yang dimiliki serta meminimalkan kelemahannya diharapkan dapat meraih peluang yang ada. Sebagai saran, maka strategi yang terpilih perlu dijabarkan dalam bentuk kegiatan sehingga lebih mudah dioperasionalkan dan dipantau.

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Now a days, the condition of RSJP Laboratory still a cost center unit. According to the changing of RSJP Bogor become RS Perjan we hope that the Laboratory will be the profit center unit. Within the operational services will need a strategic planning.In heaps of strategic planning of Laboratory RSJP Bogor held the operational research of analysis from qualitative and quantitative data. The strategic heaps was done by ranking or step such as step 1 is Input Stage means Internal and External Environment analysis, identification of strengthen, weakness, opportunities and threatened factor done by Consensus Decision Making Group (CDMG) consist of Board of Director, and other staffs. Step II is Matching Stage, CDMG has analyzed with IE matrix and BCG matrix, has produced a few strategy alternative. Next step, step III is Decision Stage using QSPM matrix to set up the strategy priority.From the result of IE matrix research, the position of RSJP Bogor Laboratory exists on position Quadrant III which Hold and Maintain with strategy alternative which is Market Penetration and Product Development. According to BCG matrix the position was Quadrant II is Question Mark with strategy alternative Market Penetration and Product Development.The research has conclude that RSJP Bogor Laboratory still have a big market chance with maximizing the strengthen and minimizing the weakness, and hope to get the chance. As an advising, the strategy still need to apply on good activity means easy to operate and evaluate."