ANALISIS PENERAPAN BSC DALAM PENGUKURAN KINERJA MANAJEMEN PADA PT GUDANG GARAM TBK

Abstract

This study analyzes the implementation of the Balanced Scorecard (BSC) as a management performance measurement tool at PT Gudang Garam Tbk, Indonesia's leading tobacco producer. Integrating four key perspectives—financial( profitability and ROI),customer (satisfaction and market share), internal business processes (production efficiency and supply chain), and learning and growth (employee training and innovation) BSC provides a holistic approach beyond traditional financial metrics. Employing a descriptive qualitative method via document analysis, financial reports from 2017-2022, and synthesis from 15 related journals on the Indonesian cigarette industry, findings reveal suboptimal financial performance due to historical sales volatility but potential gains from internal process optimization. The functioning of the financial department is a condition for the smooth implementation of activities in other sections. A company's financial statements will be useful if it can provide information needed by internal and external parties of the company for the present and able to predict the future. Key findings from the literature review indicate that successful implementation of the BSC can result in improved financial performance, higher customer satisfaction, optimal operational efficiency, and strong innovation capabilities. The causal relationships between perspectives ensure that investments in one area (e.g., employee training) can positively impact other perspectives, ultimately increasing the company's profitability and desirability.  Results indicate successful BSC alignment of strategy with operations at PT Gudang Garam Tbk, despite challenges like excise regulations and market competition impacting customer and financial perspectives, with 15-20% internal efficiency improvements in 2020-2022 analogs. Discussion confirms cause-and-effect linkages across perspectives, where learning investments drive sustainable growth. Conclusions highlight managerial implications for top-level commitment and BSC adaptation to tobacco industry dynamics, recommending future empirical studies for primary data validation.