BUSINESS PROCESS &

ERP
 Curriculum Vitae
Adel Rahadi

Recent Job Positions

2021 - Now :
BoD Staff
Semen Padang
Formal Educations
2018 - 2021 :
VP of Integrated Management Office,
Industrial Engineering,
Semen Indonesia Group
Bandung Institute of Technology
2016 -2018 :
CEO of PT SISI, an IT company,
Master of Commerce in Information
a subsidiary of Semen Indonesia Group
System, University of Auckland, New
Zealand
2013 -2016 :
VP of Strategic ICT,
Semen Indonesia Group
 Agenda

1. Business Process
2. Business Process Improvement (BPI)
3. Business Process Reeningineering (BPR)
4. BPR & ERP
5. ERP Definition & Benefit
6. ERP Impementation Methodology & Approach
7. Challenges in ERP Impementation
 Contoh Proses Bisnis Healthcare

Proses Bisnis
• Proses bisnis merupakan
rangkaian aktivitas yang
dilakukan perusahaan untuk
mencapai tujuan. Umumnya
berhubungan dengan produk
atau jasa yang dihasilkan.
• Dalam sebuah perusahaan
atau organisasi, proses
tersebut akan dibagi ke
dalam beberapa sub proses,
dengan tugas atau aktivitas
berbeda-beda di tiap
bagiannya.
 Why it Matters?

Proses bisnis perlu dirancang dan diimplementasikan dengan baik untuk

tujuan :

• Effectiveness : memastikan tujuan proses dapat dicapai dengan kualitas terbaik.

• Efficiency: memastikan proses dilaksanakan dengan penggunaan sumber daya minimum.
• Consistency : kualitas proses konsisten, tidak tergantung kepada individu yang melaksanakan proses.
• Customer Experience : memastikan customer mendapatkan pengalaman yang menyenangkan.
• Compliance : memastikan proses dilaksanakan sesuai peraturan/UU yg berlaku.
• Risk Mitigation : memastikan risiko terkait proses dimitigasi.

Perlu ada penanggung jawab dalam organisasi untuk memonitor dan melakukan perbaikan proses
secara terus menerus.
 Business Process
Improvement & Reengineering

BP Improvement :
Perbaikan proses secara gradual dan terus
menerus
BP Reengineering :
Proyek perbaikan proses secara drastis
(rombak total proses, termasuk dengan
penggunaan teknologi informasi)→ ERP
Impelementation
Objectives
• Effectiveness : hasil yang lebih baik.
• Efficiency: proses lebih efisien.
• Consistency : proses lebih konsisten
• Customer Experience : memberikan
pengalaman yang lebih menyenangkan bagi
customer.
• Compliance : proses lebih comply
• Risk Mitigation : tingkat resiko (risk level)
lebih rendah
 Business Process Improvement :
Siklus Invoice To Pay
3.1. Process Mapping
 Business Process Improvement :
Siklus Invoice To Pay
3.2. Data Collecting No = 30

Daily Volume = 100

Yes = 70

• Cycle Time = 3 days • Cycle Time = 14 days

• Touch Time = 5 min • Touch Time = 20 min
• Reject Rate = 30% • Reject Rate = 10%
• Head Count = 4 • Head Count = 2

1. Analyses each task data performance.

2. Sumber data bisa berasal dari :
• Aplikasi SAP atau Aplikasi lainnya
• Catatan Manual / Log
• Pengamatan
 (Contoh)
Business Process Analysis Siklus Invoice To Pay Karyawan Terlibat : 30
• 13 outsourcing
• 3 Pelaksana
Min 13 Steps • Verifikasi (& Approval) • 5 Supervisor
• 4 Staf
Max* 25 Steps • Perpindahan Dokumen • 2 Ka. Unit
*Jika semua tahapan proses mulus / tidak ada kesalahan • 1 Ka.Dept
~150 invoice per hari • 2 Direksi

A. Verifikasi Dok : B. Verifikasi Pajak : C. Verifikasi & Approval D. 4-7 Level Verifikasi & E. Arsip
(4 Level) (2 Level) AP ( sd 5 Level) Approval Perbendaharaan : 1. Adm Pengarsipan (1)
1. Adm Verifikasi [1] 1. Adm Pajak [1] 1. Adm AP [1, 1] (sd 7 Level) 2. Petugas Rekapan
2. Personil Parking [5] 2. Spv Verifikasi [1] 2. Spv AP [1] 1. Adm Perbendaharaan [1] Dokumen (1)
3. Spv Verifikasi [2] 3. Staf AP [1] 2. Spv Perbendaharaan [1] 3. Petugas Pembersihan
4. Staf Verifikasi [1] 4. Ka Unit AP (> Rp. 50 jt) 3. Staf Perbendaharaan [1] Dokumen (2)
5. Ka Dept AP (> Rp. 1M) 4. Ka Unit Perbendaharaan 4. Petugas Scan (2)
WorkLoad
• ~150 invoice per hari 5. Ka Dept AP (> Rp. 50 jt) 5. Staf Akuntansi
• Waktu Verikasi (Touch Time) : 3-5 menit per invoice 6. Direktur (> Rp. 500 jt) Keuangan (1)
• ~4 x 150 = 600 menit ~ 10 jam per hari 7. Direktur Utama (> Rp. 2M)

Perubahan / Tambahan yang dilakukan (selain verikasi dan approval)

Parking Dokumen di Penentuan Nilai Pajak Posting SAP dan Cetak

SAP oleh A.2 oleh B.2 Jurnal oleh C.1
 Business Process Improvement :
Toward Process Automation
Analog Data – Fully Digital Data –
Manual Process Transformation Automatic Process

Data Hardcopy Digitalize Input E-Invoice &

Acquisition Documents Data E-Documents

Digitalize Analog Data:

Data Analog Data • Type In Data Digital Data
• Scanner & OCR

Manual Automatic
Process Process Automation
Process Process
 Business Process Improvement
Customer Experience
Customer Journey Mapping
How Do You Measure Customer Experience
Business Process Improvement :
Customer Experience

How Do You Measure Customer Experience

 BPR <<Best Practices>> ERP

BPR ERP
(Business Process Reengineering) (Enterprise Resource Planing)

• Merombak total / merancang ulang proses • “Best Practices” embedded in ERP Software
bisnis “from the the scratch”.
• Desain ulang proses bisnis mengacu kepada
“best practices” dalam industri
What is ERP ?
ERP stands for Enterprise
Resource Planning

The simplest way to define ERP is

to think about all the core
business processes needed to run
a company: finance, HR,
manufacturing, supply chain,
services, procurement, and others.
At its most basic level, ERP helps
to efficiently manage all these
processes in an integrated system
ERP Softwares
Benefit of ERP
Single Truth of Data
Implementation Entry once, use many times through out the
organization.

Best Practice Processes

Adopt proven best practice process for
effectiveness & efficiency

Enforce Process Control & Transparency

Enforcement of process and business rule
through rigid system

Integrated Process
Smooth process and enable bottle neck
identification for analysys & process
improvement

Enforce Better Planning

Process prerequisite
SIG Performance 2004 -2014
 ICT Master Plan

ICTMP I : 2008-2013 ICTMP II : 2014 - 2018

Core ERP Extended ERP

SAP SAP
ECC 6 ECC 6
SCM CRM

SAP Core Module: Supply Chain Mgt : Revitalize SAP Core Customer
• FICO Integrated Mgt. of Module: Relationship Mgt :
• SD Chain of Supply : • Maintenance Mgt Attract and Retain
• MM • Supplier Mgt. • Integrated Plant Customer Through
• PP, QM • Purchasing Information Integrated:
• PM, PS • Warehouse System • Customer Profile
• HR • Transportation • Analytical Report • Marketing
• Distribution • Project Mgt. • Sales
• Delivery • Support
ERP Implementation : Methodology

SAP ASAP Methodology

 ERP Implementation : Approach
The big bang approach
In the big bang approach, ERP software is
deployed for the entire organization in one
go. This means that on the go-live date, the
system will be deployed across business
functions—manufacturing, operations, sales,
finance, marketing, etc.
The big bang approach requires a lot of
planning since the software is implemented,
in most cases, on a pre-decided date. Also,
the pressure to get things done right is high,
as any error can potentially affect all
business functions.
The phased approach
In this approach, implementation is planned
sequentially, with each phase implementing the
ERP system for one or more business
processes. You can plan these phases by
business department, location, manufacturing
facility, and more.
The phased approach takes more time to
implement than the big bang method, but it
provides a higher degree of safety because
errors, if any, won’t be impacting all business
operations. It also puts less pressure on the
implementation team, as there are fewer things
to worry about during each phase.
ERP Implementation : Challenges

Resistance to Change

ERP Implementation is not about technology.

It’s about “Change Management”.