Performance Management System Based On Balanced Scorecard

Abstract

The aim of the study was to analyze the performance management system in a government-owned company engaged in the gas and oil industry in Indonesia, named PT. Pertamina. The performance management system used is a Balanced Scorecard (BSc) with 4 perspectives as the basis of analysis, namely finance, marketing, internal business and growth learning. The research method is a case study with an interview approach, focus group discussion (FGD) and a questionnaire as a data collection tool for 3 months. The sources of interviews were directors, general managers, managers and supervisors on all lines with 78 people. The results of the study show that there must be a clear separation of subsidized and non-subsidized commodities in financial and marketing performance. While for internal business performance and learning growth does not need to be distinguished. PT. Pertamina must balance business interests, especially for non-subsidized products by paying attention to competitors, so that performance measures related to improving product quality, acquisition of new customers, increasing sales volumes, and increasing consumer consumption are very important. For subsidized products, the performance measure that must get the main attention is related to the achievement of distribution targets, stock stability, cost savings, and supply and working losses.