Integrating Value Chain Analysis and Resource-Based View for Enhancing Port Competitiveness: A Case Study of Pelindo IV Regional Makassar

Abstract

This study aims to develop a strategic framework for enhancing the competitiveness of port services by integrating Value Chain Analysis (VCA) and the Resource-Based View (RBV). This research adopts a qualitative case study approach, focusing on PT Pelabuhan Indonesia (Pelindo) IV Regional Makassar, a key player in the maritime logistics sector of Eastern Indonesia. Data were collected through in-depth interviews with key personnel from port operators, shipping companies, and freight forwarders, supplemented by document analysis and archival records. The Delphi method was employed to gather expert consensus on critical factors influencing port competitiveness. The findings reveal that integrating VCA and RBV provides a comprehensive model for identifying and leveraging sources of competitive advantage. The VCA identifies primary and support activities crucial for value creation, such as efficient operational processes and technological infrastructure. Concurrently, the RBV framework helps in recognizing valuable, rare, inimitable, and non-substitutable (VRIN) resources and capabilities, including strategic location, skilled human resources, and established stakeholder networks. The integrated model demonstrates that sustainable competitive advantage is achieved by aligning operational value-creating activities with unique internal resources. This study contributes to the literature by offering a synthesized framework and providing practical recommendations for port authorities to enhance their strategic planning and operational efficiency in a competitive global market. Statistical analysis of the Delphi survey results provides empirical validation for the identified factors. Notably, the analysis also highlights cost efficiency implications of these strategies, linking operational improvements to better financial performance.

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