Indonesia’s Mining Downstream Industry in 2045: Applying Scenario Planning for Testing Corporate Diversification Strategy-Study Case of an Indonesian Mining Company


International Research Journal of Economics and Management Studies
© 2024 by IRJEMS
Volume 3  Issue 11
Year of Publication : 2024
Authors : Achmad Denial Hamdan, Yos Sunitiyoso, Ahmad Yuniarto
irjems doi : 10.56472/25835238/IRJEMS-V3I11P110

Citation:

Achmad Denial Hamdan, Yos Sunitiyoso, Ahmad Yuniarto. "Indonesia’s Mining Downstream Industry in 2045: Applying Scenario Planning for Testing Corporate Diversification Strategy-Study Case of an Indonesian Mining Company" International Research Journal of Economics and Management Studies, Vol. 3, No. 11, pp. 90-105, 2024.

Abstract:

The plausible future scenarios of Indonesia’s Mining Downstream Industry in 2045 will be created in this study as the basis for strategy testing. The corporate diversification strategy of Indonesia’s mining group company toward sustainable futures is used as a case study to check its adequacy and find improvement recommendations. The Oxford Scenario Planning Approach (OSPA) is used in this scenario project, considering its suitability for strategy testing by following a full iteration process of reframing-reperception to refine the current strategy. The scenario creation used inductive methodology of all key driving forces gathered from a set of questionnaires, interviews, and focus group discussions with key respondents. Thirtythree aggregated key driving forces that can shape Indonesia’s Mining Downstream Industry in 2045 were identified. Three scenarios are created from these key-driving forces: “The Endless Winter”, which emphasizes the dominancy of foreign actors and factors indicated by the prolonged and harsh state of the global geopolitical situation; “The Monsoon Rain”, which emphasizes the dominancy of disruptive technological development factors, ESG requirement, and customer behavior change towards cleaner products, and “The Uneven Harvest Season”, which emphasizing dominance role of Government of Indonesia in pushing mining resources nationalism and shaping the domestic mining-based industrialization. This research will not dig into detailed calculations of the economic feasibility of mining downstream business portfolios. Instead, this research will focus more on visualizing the plausible futures of the downstream mining industry as the basis to test the strategy. The selected mineral commodities are coal and other minerals without, including petroleum and natural gas.

References:

[1] MEMR, MEMR Decree No. 301. K/MB.01/MEM.B/2022, Ministry of Energy and Mineral Resources, 2022.
[2] IEA, “Coal 2022 - Analysis and Forecast to 2023,” IEA, France, 2023.
[3] MEMR, “Coal Production and Sales Realization,” 12 February 2024. [Online]. Available: https://modi.esdm.go.id/produksi-batubara.
[4] J. Dalin, “Transformation and Development of the Coal-Based Energy Industry Under the Goals of Carbon Peaking and Carbon Neutrality,” Chinese Journal of Urban and Environmental Studies Vol. 10, No. 2 (2022) 2250008, 2022.
[5] Ministry of Investment, "Peta Jalan Hilirisasi Investasi Strategis 2023-2040," Ministry of Investment, 2022.
[6] KADIN, “Indonesia’s Mining Sector in Brief,” February 2022. [Online]. Available: https://bsd-kadin.id/2022/06/22/indonesias-mining-sector-in-brief/.
[7] M. M. Islam, K. Sohag, S. O. Mammana and H. Herdhayinta, “Response of Indonesian mineral supply to global renewable energy generation: Analysis based on gravity model approach,” Geoscience Frontiers, 2023.
[8] GoI, “Enhanced Nationally Determined Contribution Republic of Indonesia,” 2022.
[9] IEA, “An Energy Sector Roadmap to Net Zero Emissions in Indonesia,” IEA, 2022.
[10] WEF, “The Global Risk Report 2024,” 2024.
[11] EY, “Top 10 business risks and opportunities for mining and metals in 2024,” EY, 2024.
[12] BI, “Financial Statement,” 2024.
[13] C.-M. Li, “Does diversification help improve the performance of coal companies? Evidence from China’s listed coal companies,” Resources Policy 61, p. 88–98, 2019.
[14] R. Ramirez and A. Wilkinson, Strategic Reframing: The Oxford Scenario Planning Approach, Oxford: Oxford University Press, 2016.
[15] L. Mortlock and O. Osiyevskyy, “Strategic scenario planning in practice: eight critical applications and associated benefits,” Strategy & Leadership, vol. 51, no. 6, pp. 22-29, 2023.
[16] M. E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, 1985.
[17] P. Schwartz, The Art of The Long View, New York: Doubleday, 1991.
[18] G. Ringland, Scenario Planning: Managing for the Future, West Sussex, England: John Wiley & Sons, 1998.
[19] M. Lindgren and H. Bandhold, Scenario Planning - The link between future and strategy, New York: Palgrave Macmillan, 2009.
[20] Garvin and Levesque, “A Note on Scenario Planning,” Harvard Business School, 2006.
[21] P. J. Schoemaker, “Scenario Planning; A Tool for Strategic Thinking,” MIT Sloan Management Review; Winter 1995, p. 25, 1995.
[22] H. Mintzberg, The Rise and Fall of Strategic Planning, New York: The Free Press, 1994.
[23] D. Meyerowitz, C. Lew and G. Svensson, “Scenario-planning in strategic decision-making: requirements, benefits and inhibitors,” Foresight, vol. 20, no. 6, pp. 602-621, 2018.
[24] K. Cordova-Pozo and E. A. Rouwette, “Types of scenario planning and their effectiveness: A review of reviews,” Futures, vol. 149, 2023.
[25] M. Saunders, P. Lewis and A. Thornhill, Research Methods for Business Students 8th Edition, Pearson Education, 2019.
[26] B. Sharpe, The Three Horizons, Axminster: Triarchy Press, 2020.
[27] K. Van-der-Heijden, Scenarios: The Art of Strategic Conversation, New York: John Wiley & Sons, 1996.
[28] P. R. Walsh, “Dealing with the uncertainties of environmental change by adding scenario planning to the strategy reformulation equation,” Management Decision, vol. 43, no. 1, pp. 113-122, 2005.
[29] D. C. Hambrick and J. W. Fredrickson, “Are You Sure You Have a Strategy,” Academy of Management Executive Vol. 19 No. 4, pp. 51-61, 2005.

Keywords:

Corporate Diversification Strategy, Indonesia’s Mining Downstream, Scenario Planning, Strategy Testing, Sustainable Futures.