HARIADI, Kuncoro (2021) Strategi Daya Saing Industri Pengalengan Daging Rajungan di Jawa Tengah. Masters thesis, Universitas Jenderal Soedirman.

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Abstract

The Competitiveness Strategy of the Crab Meat Canning Industry in Central Java. Main Advisor: Purnama Sukardi, the member of Tri Yanto. The competitiveness strategy is important because it is a set of decisions and actions that result in the formulation and implementation of plans designed to achieve company goals. Parameters that are often used to measure the competitiveness of a commodity are comparative advantage and competitive advantage. The main export commodity for Central Java fishery products is crab meat, which increased from 1,198 billion in 2017 to 1,361 billion in 2018. The crab meat commodity in Central Java is interesting to study because it has high economic value. In the period of the 1990s to the present time, there have been many companies engaged in the crab meat canning industry. The competition is so tight, it has decreased and even stopped, but many new companies have also appeared in this canning business. Companies that have a competitiveness strategy with market needs that are able to survive and develop. The crab meat canning industry must be able to set a strategy so that it can always produce costs efficiently and effectively. The research objective is to know strategic priorities, competitive advantages and comparative advantages . The location is done in the crab meat canning industry in the Central Java region. The analytical method used is quantitative and qualitative analysis. Quantitative analysis uses the PAM (Policy Analysis Matrix) method to explain competitive advantages and comparative advantages. Qualitative analysis uses AHP (Analytical Hierarchy Process) to determine strategic priorities. The crab meat canning industry in Central Java has high competitiveness with a score of (4 +). Competitive advantage with a Private Profitability (PP) value of IDR 7,019,870, 489 / year, a Private Cost Ratio (PCR) of 0,901 and a comparative advantage of a Social Profitability (SP) of IDR 6,260,037,757/year, a Domestic Resources Cost Ratio (DRCR) of 0,909. The strategic priorities according to the AHP results are the main priority factors are the Raw Material Supply (42.9%), Working Capital (31.4%), Marketing (16.1%), Product Quality (6.8%) and the lowest factor. is the Human Resourse (3.8%). Meanwhile, the alternative strategy that becomes the choice or top priority is Production Cost Efficiency (50.9%), followed by Supplier Partnership (26.5%), Standard Production Process (9.9%), Adding Suppliers and Buyers (6.7%), Value Added Products (6.0%).

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