Indikator Pembentuk Kinerja Operasi, Manajemen Mutu Terpadu, Manajemen Risiko dan Keunggulan Bersaing pada Proyek Konstruksi

Primanda Adi Wibowo; I Putu Artama Wiguna

doi:10.59603/ppiman.v4i4.1452

Authors

Primanda Adi Wibowo Institut Teknologi Sepuluh Nopember
I Putu Artama Wiguna Institut Teknologi Sepuluh Nopember

DOI:

https://doi.org/10.59603/ppiman.v4i4.1452

Keywords:

Competitive Advantages, Cost, Quality, Risk Management, Time, Total Quality Management

Abstract

Operational performance is a primary indicator of construction project success, reflected through cost, quality, and time performance achievements. However, complexity and uncertainty in the construction industry cause companies to face challenges in maintaining continuous overall performance consistency. Therefore, strengthening organizational capabilities through Total Quality Management (TQM), Risk Management, and Competitive Advantage is necessary as a strategic approach to improve process effectiveness, control risks, and create added value for construction companies. This research aims to identify and evaluate indicators forming the constructs of Operational Performance, Total Quality Management (TQM), Risk Management, and Competitive Advantage in active construction projects. The study uses a quantitative approach with Confirmatory Factor Analysis (CFA) to confirm reflective indicators' ability to properly represent each construct. Research data were obtained through questionnaire distribution to managers at State-Owned Enterprise contractors. Analysis was conducted based on loading factor values to determine each indicator's contribution level in forming the research construct. Results show that indicators used possess good representation capability for measured constructs. In Total Quality Management (TQM), Customer Focus is the dominant indicator with a loading factor of 0.903. Next, Buyer-Supplier Relationship (0.893) is the most representative indicator forming Competitive Advantage, while Risk Response Development (0.965) is dominant in Risk Management. Operational performance regarding Project Cost Performance is most dominantly indicated by Cost Efficiency (0.799), followed by documentation and reporting (0.867) in Project Quality Performance and NC/Rework Completion Duration in Project Time Performance. These research findings contribute key indicators to guide construction companies in setting operational performance improvement priorities.

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