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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>CONTRACTOR SELECTION ASSESSMENT STRATEGYINTHE UPSTREAM OIL AND GAS INDUSTRY TOWARDSGREEN SUPPLY CHAIN MANAGEMENT</text>
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                <text>Analytic Hierarchy Process (AHP), contractors/suppliers selection</text>
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                <text>Nowdays,the  level  of business  competition  in managing  the  upstream  oil  and  gas  industry  is  getting higher,  therefore  oil  and  gas  companies  need  to  improve their performance and optimize the existing resources in the company.This must also be considered in efforts to manage and save the environment, which is currently the main focus of governments and businesses to preserve the environment.In    addition    to    internal    improvements    were    made, improvements     are     also     needed     on     the     part     of contractors/suppliers  to  support  this.In  this regard,  this study was conducted to develop a strategy for conducting an assessment   in   the   contractors   selection/suppliers   in   the upstream oil and gas industry with the aim of implementing Green   Supply   Chain   Management   with   the   Analytic Hierarchy  Process(AHP)  method.This  study  maps  the evaluation   criteria   and   sub-criteria   in   the   contractors selection  and  obtains  the  main  criteria  in  the  contractors selectionfor  the  upstream  oil  and  gas  industry  towards Green  Supply  Chain  Management.  Results  of  the  study obtain 6 criteria and 23 evaluation criteria in the contractors selection in the upstream oil and gas industry towards Green Supply Chain Management.The twomost important criteria obtained  are  the  Environmental  criteria  and  the  Health  and Safety criteria, both of which have an assessment weight of more  than  50%  of  the  total  assessment  weight.The  next criteria   obtained  are   the   Quality   (Technical),   Technical (Shipping), and Price (Quality) criteria, where these criteria are taken into account in the selection of contractors for the upstream  oil  and  gas  industry towards  Green  Supply Chain Management, so that the spirit of competition remains  with the contractorand companies have many options contractor to achieve Green Supply Chain Management.</text>
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                <text>ajar Tri Prasetia1, Tukhas Shilul Imaroh2</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/314/254</text>
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                <text>Universitas Mercu Buana</text>
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                <text>7th July 2020</text>
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                <text>fajartri.prasetia@yahoo.com</text>
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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>INFLUENCE OF CAREER DEVELOPMENT, WORK ENVIRONMENT, COMPENSATIONANDIT’SIMPLICATION ON JOB SATISFACTION OF PERMANENT LECTURER AT MARITIME COLLEGES IN DKI JAKARTA</text>
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                <text>Career development, work environment, Compensation, Job Satisfaction, SEM.</text>
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                <text>This study aims to analyze and prove the Influence Career  Development, Work  Environment, Compensationandit’simplication     on     job satisfaction   of   permanent   lecturer   of   maritime colleges    in    DKI    Jakarta    both    partially    and simultaneously.    The    research    method    used    is descriptive  survey  method  and  explanatory  survey with 253 respondents. The analysis of the data used is  Structural  Equation  Modeling  (SEM),  consisting of   career   development,   work   environment   and compensation as exogenous variables, job satisfaction as an endogenous variable. Based on the partially   and   simultaneous   research   that   Career development,  work  environment  and  compensation have   a   positive   and   significant   effect   on   job satisfaction  with  a  contribution  (R2)  of  92  %.  Work environment  has  the  most  dominantt  effect  on  the job  satisfaction  of  lecturers  at  maritime  colleges  in DKI Jakarta.</text>
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                <text>Ali Muktar Sitompul1, Marhalinda2, Anoesyirwan Moeins3</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/379/255</text>
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                <text>Sekolah Tinggi Ilmu Pelayaran Jakarta</text>
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                <text>7th July 2020</text>
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                <text>alimuktarsitompul@yahoo.com</text>
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                <text>English</text>
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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>THE ANALYSIS OF PORTER'S FIVE FORCES IN LUCKY TEXTILE GROUP IN FACING THE COMPETITION OF TEXTILE INDUSTRY.</text>
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                <text> Strategic  Management,  5  Porter  Forces,  SWOT Analysis</text>
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                <text>Lucky   Textile   Group   is   one   of   the   textile industries    in    Indonesia.    Lucky    Textile    Group    has    2 subsidiaries,   each   of   which   has   different   processes   and production  results  while  maintaining  mutual  sustainability, namely  PT.  Benang  Citra  Indonesia  and  PT.  Eternal  Lucky Print.  PT.  Yarn  Citra  Indonesia  is  an  industry  that  produces yarn  with  the  main  raw  materials,  namely  cotton,  rayon, capital,  tencel  and  cotton  blends,  while  PT.  Lucky  Print Abadi  is  an  industry  that  produces  woven  and  finishing fabrics  (Printing,  Dyeing  and  White).  The  raw  material  for making  woven  fabric  is  yarn  obtained  from  PT.  Yarn  Citra Indonesia or can also be from an outside factory according to the  appropriate  type  of  raw  material.  Then  processed  into finishing  fabrics  (Printing,  Dyeing  and  White)  according  to customer   requests   including   special   finishing   such   as waterproof, anti-fire, anti-bacterial etc.Market competition in Indonesia Even the world is getting stronger with the entry of new  competition  so  this  creates  challenges  that  must  be resolved.  Improving efficiency,  innovation and quality in the production   process   is   a   way   to   attract   the   attention   of customers and do not forget to maintain customer confidence by  implementing  customer  responses  that  encourage  and meet  customer  demandThrough  the  analysis  of  5  porter strengths  and  SWOT  analysis,  it  is  expected  that  Lucky Textile  Group  can  prepare  and  build  strength  in  the  current and future competition in the textile industry</text>
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                <text>Afthon Kumbara1</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/419/273</text>
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                <text>Universitas Mercu Buana</text>
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                <text>30th July 2020</text>
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                <text>Afthon Kumbara</text>
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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>MPLEMENTATION OF BLUE OCEAN STRATEGY (BOS) AT PT. ANEKADIGITAL SUKSESINDO IN THE EFFORT TO INCREASE THECOMPETITIVEADVANTAGE AGAINST THE COMPETITORS</text>
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                <text>Strategy,  Blue  Ocean  Strategy,  SWOT Analysis, Competitive Advantage</text>
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                <text>The    increasing    competition    in    the business world requires a company to always make transformation   not   only   to   meet   the   company's targets   but   also   for   business   sustainability   or survival. The similar thing happened with PT.Aneka Digital   Suksesindo   which   is   one   of   the   PMA (Foreign  Investment  Company)  from  China  which is engaged in the distribution of electronic products made in  China  which  is  always  innovating  in  order to  maintain  its  existence  in  Indonesia.  Some  of  its superior products   are   1.   Black   Shark   which   is mobile  gaming  that  offers  maximum  performance. It  is  a  smart  phone  which  is  able  to  hold  on  for hours  to  play  games  and  fast  charging,  2.  Amazfit Smartwatch is  a  smart  watch  from  Xiaomi  that  can be  used  to  monitor  heartrate,  real  GPS  time  to record running track, speed and distance.This study aims  to  explain  the  implementation  of  the  Blue Ocean  Strategy  in  an  effort  to  improve  competitive advantage  and  also  to  determine  the  conditions  of the   internal   and   external   environment   through SWOT    Analysis,    namely    Strength,    Weakness, Opportunity,  Threat  (Threat)at  PT.  Aneka  Digital Suksesindo.  Based  on  the  type  of  research  that  is descriptive research using a qualitative approach</text>
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                <text>Acep Andi Suhendi</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/420/274</text>
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                <text>Universitas Mercu Buana</text>
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                <text>acepandisukses@yahoo.com</text>
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                <text>IMPLEMENTATION OF BUSINESS MODEL CANVAS IN CHEMICAL MANUFACTURING COMPANY PT TIMURAYA TUNGGAL</text>
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                <text>Business  ModelCanvas, Business  Model,Value,Manufacture, and Economic Globalization.</text>
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                <text>One of the industries that drives the economy is  manufacturing.Companies  to  be  able  to  continue  to excel and  compete  need  a  business  model  that is  in  line with  the  strategy  to  achieve  corporate  goals,  especially under  the  current  conditions  of  economic  globalization.Business  Model  Canvas  (BMC)  is  one  of  the  business models  that  describes  how  a  company  creates,  delivers and   records   the   value   of   the   product   or   service   it produces.The  background  of  this  research  is  to  identify the  business  model  used  by  chemical  manufacturing companies in creating value for their customers.The aim of  this  study  is  to  find  out  how  the  implementation  of BMC  in  chemical  manufacturing  companies  in  creating value  and  provide  advice  and  recommendations  on  the business  models  used.Key  activities  and  key  resources are important elements in a chemical company's business model,  since the  production  process  is  the  main  activity in  the  manufacture  of  products,  which  are  then  sold  and distributed to customers</text>
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                <text>Agus Mangiring Siburian</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/421/275</text>
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                <text>Agus Mangiring Siburian</text>
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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>BLUE OCEAN STRATEGIES ATXYZSAFARIRESORT'SHOTEL</text>
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                <text>Strategic Management, SWOTAnalysis, towsMatrix, Strategy Blue Ocean.</text>
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                <text>In  the  third  quarter  of  2018,  growth  in  the hospitality   sector   by   4,   31%   suffered   a   decline compared to growth in the third quarter of 2017 by 5, 58%.   This   is   due   to   the   increasingly   intense competition   in   the   digital   era.   Reported   by   the economics of Warta, economist from the Institute for Economic    and    Financial    development,    Bhima Yudhistira  argues  that  the  competition  of  hospitality business  is  becoming  increasingly  tight  due  to  the increasing   small   hotels   and   Airbnb.   Due   to   the increasingly    competitive    price,    the    hospitality business  is  hard  to  get  too  high  profit.  In  the  face  of fairly  tight  competition,  XYZ  Safari  Resort  performs strategy  analysis  using  the  SWOT,  TOWS,  and  Blue Ocean   analysis   methods,   so   that   the   appropriate strategy  recommendation  is  achieved  within  the  next period of time</text>
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                <text>Dedi Rustandi</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/422/276</text>
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                <text>Universitas Mercubuana</text>
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                <text>30th July 2020</text>
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                <text>rustandi2006@yahoo.co.id</text>
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                <text>English</text>
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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>BUSINESS DIFFERENTIATION STRATEGY OF ANTIMICROBIAL PRODUCTSIN THE COVID-19 PANDEMIC</text>
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                <text>Differentiation   strategy,   Michael   Porter's   generic strategy,    antimicrobial    color,    economic    situation,    business slowdown</text>
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                <text>The  Covid-19  pandemic  that  has  struck  the  world worldwide  has  had  a  major  impact,  particularly  on  the  economic and socio-cultural conditions of every person in every country. No exception in Indonesia, which has not escaped and is also affected by  the  global  pandemic.  There  is  a  slowdown  in  the  growth process in the economic and financial sectors. This is the result ofefforts  to  stop  the  spread  of  the  virus  with  a  lock-down  action country  in the world, and the  implementation of the  WFH (Work From   Home)   program   and   the   PSBB   (Large-Scale   National Limitation)  in  Indonesia  is  having  an  effect  for  most  industrial companies to slow down the  business.This  situation  has  a  major impact  on  conditions  in  almost  all  companies  where  business  is slowing  down.  There  has  also  been  a  decline  in  activity  in manufacturing companies producing paints, as  consumer demand for paint products has  been drastic due to the  many delays  in the process  of  building  and  building,  and  the  process  of  painting houses  and  buildings  has  been  stopped  by  painters.PT  XYZ Raya,   a   national   paint   company   that   realizes   competitive advantages between paint manufacturers, develops a differentiation    strategy    for    paint    products   that    meets    the conditions   and   needs   of   paint   consumers   under   the   current pandemic  conditions,  namely  antimicrobial  paint  products  that can  prevent  this  and  inhibit  the  growth  of  viruses,  germs and bacteria  on  the  walls  of  our  houses.  So that  family  health  can  be maintained  by  using  these  antimicrobial  wall  paint  products.  The product  differentiation  strategy,  in  this  case  wall  paint,  is  an embodiment   of   one   of   the   company's   competitive   strategies according to Michael Porter's generic strategy</text>
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                <text>Judiatin Rachmiarti Kusumah</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/423/277</text>
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                <text>Universitas Mercu Buana</text>
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                <text>30th July 2020</text>
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                <text>judiatin@gmail.com</text>
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                <text>English</text>
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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>CAPITAL STRUCTURE DETERMINANTSOF PLANTATION SUB-SECTOR COMPANIES IN INDONESIA STOCK EXCHANGE PERIOD 2014 –2018</text>
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                <text>DAR, ROA, SA, CR</text>
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                <text>The  purpose  of  this  study  is  to  analyze  the factors that influence the Debt to Asset Ratio which is a proxy of Capital Structure as the dependent variable. Theindependent  variables  studied  as  determinants  of Capital    Structure    (DAR)    include    Size    (SIZE), Profitability    (ROA),    Asset    Structure    (SA),    and Corporate   Liquidity   (CR)   using   regression   model. Thepopulation  in  this  study  are  plantation  sub-sector companies listed on the Indonesia Stock Exchange for the period 2014 -2018. The findings suggest that ROA negatively significant affect DAR, while SA positively significant  affect  DAR.  On  the  other  hand, both SIZE &amp; CR have no significant relationship with DAR</text>
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                <text>Septian Wildan Mujaddid1), Bambang Santoso Marsoem2</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/424/278</text>
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                <text>Mercu Buana University</text>
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                <text>wildanmujaddid@gmail.com</text>
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                <text>BUSINESS DEVELOPMENT STRATEGY WITH CANVAS MODEL BUSINESS APPROACH IN CV. HAKHENBIK</text>
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                <text>Business  Model Canvas, SWOT Analysis, Strategic Marketing, furniture.</text>
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                <text>CV.  Hakhenbikisacompany  engaged  in  the field  of  furniture  and  equipment  of  the  school  with  its production  material  made  from  solid  wood  that  has durable  strength,  and  not  easily  damaged  and  has  a  high selling  price. On  this  research  author  uses  qualitative descriptive  methodthatis  by  using  the  business  modelBusiness  model  Canvas  (BMC),  then  evaluated  using  a SWOT analysis in everyBusiness model Canvas (BMC)blockon CV. Hakhenbik.The most powerful element in the Business Model Canvasis the  Key Partnership, sisthe   value propositions.The elements that still lack areCustomer Relationshipsand the next isKey Resources. Berbased on SWOT analysis, CV. Hakhenbik is advised to improve on the elementofcustomer relationshipsThis is because the important factor in running the business is to maintain good relations withthecustomer, one way to maintain  a  good  relationship  withthe customeris  to maintain  communication  withcustomerssuch  as increase  communication  through  social  media  such  asfacebook, whats up group, Instagramand others, and can be  done  by  maintaining  loyal  customers  by  providingmembers  cardsand  discounts  for  loyal  customers.  In additionto the customer relationships elementsthat need to be repaired arekey Resourcesby conducting training and  developmenttoemployees  of  both  operational  and management employees.</text>
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                <text>Iqbal Kamaluddin1</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/431/279</text>
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                <text>University of Mercu Buana</text>
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                <text>6th August 2020</text>
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                  <text>Vol. 1 No. 3 (2020)</text>
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                <text>Good Corporate Governance, GCG Principles, Good Corporate Governance</text>
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                <text>Good  Corporate  Governance  is  corporate governance  that  explains  the  relationships  between various participants in the company that determine the direction    of    the    company's    performance.    Good corporate  governance  is  corporate  governance  that explains the relationship of the parties participating in the  management  and  performance  of  the  company. Implementation   of   good   governance   principles   is considered to have a positive impact on the company. Seeing   the   many   achievements   achieved   by   PT. Unilever Indonesia isprimarily an award for GCG so researchers  are  interested  in  examining  how  it  is applied  and  the  constraints  experienced.  From  the results of this study it can be seen that the application of GCG principles in the internal environment of PT. Unilever  Indonesia  has  been  going  well,  although sometimes  it  collides  with  changes  that  occur  in  the internal environment so that there are adjustments that must be made by all employees. The research method used is descriptive qualitative. Qualitative descriptive writing  is  writing  that  seeks  to  explain  the  current problem  solvi</text>
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                <text>Vebina Desi EkaWati</text>
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                <text>https://dinastipub.org/DIJEFA/article/view/432/280</text>
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                <text>Universitas Mercu Buana</text>
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                <text>6th August 2020</text>
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                <text>Vebina</text>
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