Employee Performance Improvement Strategy based on ERP Integration Post Company Merger PT Pelabuhan Indonesia (PERSERO)
Abstrak
The merger of state-owned enterprises (SOEs) represents a strategic initiative to enhance operational efficiency, strengthen organizational competitiveness, and create sustainable business synergies. Following the merger of four Indonesian state-owned port companies into PT Pelabuhan Indonesia (Persero), the organization encountered significant challenges in integrating business processes, information systems, organizational culture, and human resources. To support this transformation, the company implemented an Enterprise Resource Planning (ERP) system as an integrated platform for standardizing business processes and improving organizational performance. A qualitative case study approach was employed using data collected through interviews, observations, documentation, and questionnaires involving employees directly involved in ERP implementation. The strategic analysis was conducted using the Internal Factor Analysis Summary (IFAS), External Factor Analysis Summary (EFAS), SWOT Analysis, Internal–External (IE) Matrix, and Grand Strategy Matrix. The IFAS analysis produced a total score of 2.50, indicating a moderate internal strategic position, while the EFAS analysis produced a score of 3.25, reflecting strong external opportunities. The SWOT analysis positioned the company in Quadrant I (Strength–Opportunity), the IE Matrix placed the organization in Cell II (Grow and Build), and the Grand Strategy Matrix confirmed a Quadrant I (Growth Strategy) position. These results demonstrate that the company possesses substantial opportunities for growth, supported by adequate internal capabilities, although improvements in human resource competencies remain essential.
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