PENINGKATAN DAYA SAING BERBASIS NETWORK DAN KLASTER Arief

PENINGKATAN DAYA SAING BERBASIS NETWORK DAN KLASTER Arief Daryanto, Ph. D Staf Pengajar Senior, Sekolah Bisnis IPB; Chairman, Peer Review Committee ABEST 21, Tokyo; Adjunct Professor, University of New England, Australia Seminar Nasional Fakultas Ekonomi dalam Rangka Dies Natalis Universitas Islam Batik ke-XXXIV, Surakarta 23 September 2017

Presentation Outline • Introductory remarks • Definisi dan Faktor-faktor Penentu Daya Saing • Perkembangan Teori Daya Saing • Strategi Peningkatan Daya Saing • Concluding remarks

1 Introductory Remarks

Introductory Remarks “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” “Bukan spesies yang paling kuat yang dapat bertahan, bukan pula yang paling pintar, tetapi yang paling responsif menyesuaikan diri terhadap perubahan” Charles Darwin

2 Definisi dan Faktor-faktor Penentu Daya Saing

Definisi Daya Saing (Competitiveness)? Dari perspektif mikro, daya saing didefinisikan sebagai pertumbuhan produktivitas yang berkelanjutan yang didorong oleh kualitas operasi dan strategi bisnis, kualitas lingkungan bisnis dan iklim ekonomi makro yang sehat dan kondusif (Yener, 2002) Dari perspektif makro, daya saing menunjukkan sejauh mana negara dalam kondisi pasar bebas dan adil dapat memproduksi barang-barang dan jasa-jasa yang sesuai dengan yang dibutuhkan oleh pasar internasional, sekaligus dapat mempertahankan dan meningkatkan pendapatan riil masyarakat dalam jangka panjang (Garelli, 2002)

Definition of Competitiveness ØCompetitiveness as “a range of factors, policies and institutions which determine the level of productivity” (Schwab and Porter, 2007) ØCompetitiveness of a territory as “the ability of locality or region to generate high and rising incomes and improve livelihood of the people living there” (Meyer-Stamer 2008)

Figure 1. 12 Pillars of Country’s Competitiveness Source: World Economic Forum (WEF), 2016

Figure 2. 5 Dimensions of Corporate Health: Firm Competitiveness

3 Perkembangan Teori Daya Saing

Teori Daya Saing • Classical Economic Theory: Absolute Advantage Theory - Smith (1776); Comparative Advantage Theory - Richardo (1817); Neoclassical Model Heckscher (1919); Olhin (1933) • Technological Gap Theory - Posner (1961) • Representative Demand Theory - Linder (1961) • Product International Life Cycle Theory - Vernon (1966) • Foreign Direct Investments (FDI) - Hymer (1976) • The Eclectic Model - Dunning (1988) • The Stage Models - Aharoni (1966), Vernon (1979, Rogers (1962) • The Born Global Approach - Jolly, Alahuhta & Jeannet (1992) • The Network Approach - Luostarinen (1977); Håkansson (1982) • • Global Approach

The Network Approach: Luostarinen (1977); Håkansson (1982) • Focuses on the relationships between companies, involved in production, distribution and use of goods and services, within an industrial system. • According to this view, enterprises internationalize by establishing and cultivating relationships with partners in foreign networks by: international extension, where companies establish new relationships with partners in local networks in other countries; penetration, by developing relationships and increasing resource commitments in networks abroad where the company is already cooperating; and/or international integration by increasing coordination within different networks. • Network approaches perceive contemporary inter-organizational markets as organized behavior systems manifesting network structures.

Network, Cluster and Networking (UNIDO, 2014) • Network refers to a group of firms that cooperate on a joint development project complementing each other and specializing in order to overcome common problems, achieve collective efficiency and conquer markets beyond their individual reach. • Cluster is used to indicate a sectoral and geographical concentration of enterprises which produce and sell a range of related or complementary, with common challenges and opportunities. • Networking refers to the overall action of establishing the relationships characterizing both networks and clusters. 13

4 Strategi Peningkatan Daya Saing

PENDEKATAN KLASTER

DEFINISI KLASTER INDUSTRI Klaster Industri ü Klaster adalah aglomerasi geografikal perusahaan-perusahaan yang memiliki berbagai spesialisasi membentuk kerjasama strategis yang saling menguntungkan Perusahaan-perusahaan dalam klaster mendapatkan keuntungan dari terbentuknya efisiensi kolektif (collective efficiency): Ø Secara bersama, mereka menciptakan “external economies”, yang memberikan keuntungan kepada perusahaan-perusahaan lain (spillover) efek “involuntary” karena bergabung dalam klaster (passive effects) Ø Mereka melaksanakan aksi bersama (joint actions) efek bekerjasama yang sifatnya aktif bagi perusahaan-perusahaan yang tergabung dalam klaster (active effects)

Figure 3. Concept of Cluster Combination u Buyers & sellers u Cooperators & competitors u Sharer of resources Advantages u Lower transport cost u Easy to get pros u Fast information exchange u Sharing of public facilities Sharing Resources Competition/ Cooperation Sharing Overhead Cost Strategic Alliance Trade Upstream Supplier Downstream Maker Industrial Premises Source: CEPD, Strengthening core competitiveness through Development Industrial clusters of Taiwan, 2008

Empat Elemen Kunci dari Klaster • • Aglomerasi perusahaan (cluster); Nilai Tambah (value added) dan Mata Rantai Nilai (value chain); Jaringan Pemasok; Infrastruktur Ekonomi.

Pelaku Klaster Dunia usaha: (1) perusahaan yang bergerak dalam industri inti yaitu industri yang menjadi pemicu dan pendorong timbulnya usaha lain dan (2) perusahaan yang tergolong dalam industri pendukung yang meliputi industri pemasok bahan baku, industri pelengkap, dan industri lanjutan dari industri inti. Institusi pendidikan juga mempunyai peran penting sebagai katalisator dalam pengembangan klaster. Perantara finansial, seperti perusahaan modal usaha, asosiasi usaha yang bekerja untuk kepentingan usaha dan anggota, serta institusi layanan usaha dengan keahlian yang sesuai dengan kebutuhan perusahaan. Pemerintah lokal dan lembaga ekonomi lainnya yang berperan dalam memfasilitasi pengembangan klaster melalui intervensi kebijakan.

Figure 4. The Role of Integration in Cluster

Figure 5. CSFs in Managing Clusters

Figure 6. Enabling Needs for Agro-Industry Competitiveness

Gambar 7. Proses Pembentukan Cluster di Jepang

Figure 8. Cluster Model: Palm Oil Industrial Cluster (Sabah) Copyright © POIC Sabah Sdn Bhd

Figure 9. “Smile”-oriented Industrial Development In Taiwan Industrial smile curve Added Value Innovation and R&D Center Global Logistics Management Center High added value Low substitution Developing knowledge-intensive services Manufacturing center for high valueadded products Helping makeover of traditional industries Innovation　 Design R&D Market Research Manufacture Assembly Source: CEPD, Guidelines and Action Plan for Service Industry Development, 2004 Logistics Brand 　　 Marketing Services 　　 Industrial 25 Value Chain

PENDEKATAN “VALUE CHAIN MANAGEMENT”

Figure 10. The Impact of Different Institution Along A Value Chain Source: Vermeulen et al. , 2008

Gambar 11. Penerapan “Best Practice” dalam Value Chain VALUE CHAIN MANAGEMENT PETANI PEDAGANGAN BESAR /GROSIR Produksi Produkproduk (Fresh Food ) MANUFAKTUR /PRODUSEN » » Produksi melimpah saat tertentu Supply yang tidak “reliable”/kontinuitas Ketidakcocokan Supply and Demand Kualitas yang belum memenuhi standar yang diharapkan » Usahatani yang tidak efisien » Dll DISTRIBUTOR RETAIL KONSUMEN Produksi Produk-produk » Perbaikan reliabilitas supply memenuhi permintaan pasar » Monitoring kualitas produk » Perbaikan manajemen produksi » Promosi praktek usahatani yang efisien » Mendorong R&D dan Pelatihan » Dll…

Figure 12. Global Value Chain in Japan Source: MAFF, 2015

PENDEKATAN “STRATEGIC MANAGEMENT”

Figure 13. Strategies Pursued by World Class Companies (Lessons Learned From Australia)

Table 1. Industrial Organization vs Resource Based View Industrial Organization (IO) Resource Based View (RBV) Some Authors: Porter, Rumelt Barney, Wernerfelt Focus External—describes environmental conditions favoring high levels of firm performance Internal—describes firm’s internal characteristics and performance Assumptions: Firms within an industry have identical strategic resources. Resources are highly mobile (easily bought and sold) and therefore homogeneous. Firms have idiosyncratic, not identical strategic resources. Resources are not perfectly mobile and therefore heterogeneous.

Figure 14. External Analyses’ Outcomes Opportunities and threats By studying the external environment, organizations identify what they might choose to do

Figure 15. Internal Analyses’ Outcomes Unique resources, capabilities, and competencies By studying the internal environment, firms identify what they can do

Figure 16. The Roots of Competitive Advantage

Figure 17. Generic Building Blocks of Competitive Advantage

5 Concluding Remarks

Concluding Remarks: Leadership The pessimist complain about the wind; the optimist expects it to change; the leaders adjusts the sails. -William Arthur Ward Orang pesimis mengeluhkan angin; Orang optimis berharap agar angin berubah; Pemimpin menyesuaikan layar.