The current business environment has prompted various companies to develop strategies to stay competitive. One effective way to do this is through good operational management. PT Sindo Manufaktur Industri is a manufacturing company that specializes in mass production and contract manufacturing services for various industrial products. The company has recognized the importance of operational management and has taken steps to improve it. The objective of this research is to analyze the operational management of PT Sindo Manufaktur Industri. This study uses primary qualitative data and collects information through interviews with the company's operational manager. The research findings reveal that PT Sindo Manufaktur Industri has not implemented many good operational strategies at present, but this is not necessary as their business processes are not complex. As their business expands in the future, they can consider implementing various operational management strategies suggested by the authors of this study.
The economic crisis that has occurred around the world since the emergence of the Covid-19 pandemic has had a severe impact on the operational costs of a business. With that, the purpose of this research is to assist the New Pelita Motor Store in dissecting the problems that exist in them, especially in managing demand and production capacity. Data collection techniques used are literature studies and interviews with owners and employees at the New Pelita Motor Store. The interview questions discussed how their day-to-day operations were, as well as how their sales progressed from period to period. The results obtained are that the management of demand and capacity of these partners has not been effective in the operation, because New Pelita Motor Store tends to be in a manual or traditional operational position. Therefore, suggestions that can be given are to improve the consumer experience when and after receiving services and balance their demands through promotional media to get optimal production capacity.
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