The problem in this research is that the performance appraisal system for the outsourcing vendor PT Ghuma at PT PLN (Persero) UP3 Cianjur is still administrative and relies on financial penalties without a comprehensive strategic framework. Consequently, critical dimensions such as personnel competency growth and turnover risk remain unmonitored. This study aims to identify Key Performance Indicators (KPIs), design a performance measurement system using the Balanced Scorecard (BSC), and formulate managerial strategies for sustainable vendor performance improvement. The method integrates the BSC framework for evaluation structure with the Analytical Hierarchy Process (AHP) for strategic weighting. Research data includes primary data (interviews and observations) and secondary data (productivity and attendance reports) from November 2025 to April 2026. The results identified 18 KPIs, with the Internal Business Process perspective holding the highest weight (0.5541). PT Ghuma's total performance score reached 98.29, classified as excellent. However, gaps were identified in work completion percentage and labor productivity KPIs (89.5%) due to inconsistent performance in the ULP Mande area. The study concludes that the BSC-AHP integration provides an objective evaluation, detecting performance disparities missed by penalty-based systems. Proposed strategic recommendations include location-based target reviews and formalizing productivity KPIs within Service Level Agreement (SLA) contracts to ensure operational sustainability.
References
J. Hwang, “Strategic alignment and performance measurement in outsourced business processes: A comprehensive analysis of Key Performance Indicators (KPIs) and streamlining strategies,” Int. J. Front. Res. Multidiscip. Stud., vol. 04, no. 01, pp. 063– 073, 2024.
U. B. Wijaya, Suprayogi, I. E. Zahra, Suripto, and Holiawati, “Implementation of Balanced Scorecard as a Benchmarking Tool in Public Organizations,” JIAKES J. Ilm. Akunt. Kesatuan, vol. 12, no. 5, pp. 695–705, 2024, doi: 10.37641/jiakes.v12i5.2850.
Nurjanah, E. Sukaesih, and A. A. Rachman, “Measuring Company Performance: Using The Balanced Scorecard,” IQTISHODUNA J. Ekon. Islam, vol. 13, no. 2, pp. 525–544, 2024.
Sulkhan and Alek, “Penerapan Metode Balance ScoreCard Untuk Penentuan Key Performance Indicator di Departemen Production Engineering pada PT XYZ,” SEED J. Sci. Res., vol. 2, no. 1, pp. 28–35, 2025.
[5] Y. K. Damanik, N. Sudjana, and M. . W. E. NP, “Analisis Pengukuran Kinerja Perusahaan Dengan Metode Balanced Scorecard Untuk Menilai Tingkat Kesehatan Bumn (Studi pada PT. PLN (Persero) Area Pelayanan dan Jaringan Malang Periode 2013- 2015) Yessy,” J. Adm. Bisnis, vol. 35, no. 2, pp. 204–2012, 2016.
H. R. Putera and V. Fernando, “Usulan Metode KPI Transmisi Tenaga Listrik pada PT. Perusahaan Listrik Negara (PT. PLN),” J. Serambi Eng., vol. X, no. 3, pp. 13750–13758, 2025.
N. Yuwitasari and Y. Utomo, “Analisa Perspektif Balanced Scorecard Dalam Pengukuran Kinerja (Studi Kasus: Bidang Contract MGMT & Customer Relations I (CMR I) PT. PLN Nusantara Power),” J. Has. Penelit. dan Karya Ilm. Dalam Bid. Tek. Ind., vol. 9, no. 2, pp. 572–576, 2023.
M. E. Ilahiyah, “Rancangan Balanced Scorecard Sebagai Alat Eksekusi Strategi Pada Perguruan Tinggi Swasta X di Surabaya,” J. EBBANK, vol. 8, no. 2, pp. 75–89, 2017.
M. S. Rybyantseva and Y. N. Galitskaya, “The Assessment of Business Performance
Based on a Balanced Scorecard,” Atl. Press Adv. Econ. Bus. Manag. Res., vol. 165, no.
Emle 2020, pp. 387–394, 2021.
Sugiyono, Metode Penelitian Kuantitatif, Kualitatif dan R&D. Bandung: Alfabeta, 2020.