Agility Strategies for Human Capital Management and Supply Chain Resilience Amidst Crisis: A Resilience-Based Approach to the Restructuring of PT Waskita Karya

Buyung W  Prinatama

doi:10.31851/jmksp.v11i2.22576

Authors

Buyung W Prinatama Monash University

DOI:

https://doi.org/10.31851/jmksp.v11i2.22576

Keywords:

Human Capital Agility, Supply Chain Resilience, SOE Restructuring, PT Waskita Karya, Crisis Management

Abstract

The construction industry, particularly State-Owned Enterprises (SOEs) such as PT Waskita Karya, is currently navigating severe liquidity and operational distress within a highly volatile (VUCA) environment. Traditional economic equilibrium approaches, which center on cost-efficiency and market equilibrium, have proven inadequate for entities undergoing massive Master Restructuring Agreements (MRA). This article applies a Resilience and Agility Approach to analyze the integrated recovery strategies of Human Capital (HC) Management and Supply Chain (SC) Resilience. The study asserts that HC strategies must pivot from basic technical competency enhancements toward workforce agility focusing on crisis management, conflict resolution, and cross-divisional financial literacy. Concurrently, SC strategies must transition from lowest-cost procurement schemes to relational contracting and localized vendor redundancy to mitigate sudden project halts. The synthesis of this analysis concludes that an agile workforce is an absolute prerequisite for establishing a resilient supply chain. The integration of both elements serves as the fundamental engine not only for sustaining daily operational survival but also for ensuring the successful execution of Waskita Karya's overarching corporate restructuring agenda.

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