Risk Assessment

Purchasing
No.
1

Process
Determine SCM method
based on product type
Vendor Performance
Evaluation

Objective
Effective & Efficiency of SCM methods
such as consignment, JIT, or retail
purchase
Improve implementation of contract
with vendor partner

Inherent Risk

Risk

Respon

IL

IRS

Forecast of material per product not available

yet caused inaccuracy inventory of vendor
consignment & JIT

Understanding of contract summary

Medium
High

Transfer Follow up PO after contract signed

High

Reduce

Medium

Reduce

Reduce

Follow up MRM (Material

Request Monitoring) during
Material readiness ref to gate sheet
pre and final WRB (Workscope
Review Board)

Inaccuracy information during WRB

Leadtime doesn't meet schedule

Daily control of PR (Purchase

Material readiness ref to production
Requisition) open for "N" type
schedule
reservation

Unplan request from user

12

Lead time doesn't meet to schedule

late respond from vendor

Delay PO approval

Part(s) sold before PO booked

Medium

Reduce

High

Reduce

Medium

Reduce

Medium

Reduce

Medium

Reduce

Manage RFQ (Request for

Quotation) to vendor

Procurement process compliance in

accordance with QCD, safety, and GCG

Issue and manage PO

Comply procurement requirement as per

Quality Procedure

Control Point

Due Date

Request related KPI to Material Planning

Material Forecast per

product type available by Q3
2013

30-Sep-13

GM TVE

Sharing Session of contract summary

Contract well implemented

30-Sep-13

GM TVF

No deviation caused by
planned item material

01-Jul-13

GM TVF

Looking for alternatif to vendor partner, inform

Gate#5 on schedule
status at beginning to EO

15-Jun-13

GM TVF

Manager
TVF-1

Propose to maintain stock level

No material shortage

15-Jun-13

GM TVF

Manager
TVF-1

Reduce

High

Reduce

Propose other solution such as exchange

No delay schedule

15-Jun-13

GM TVF

Medium

Reduce

Improve communication, direct phone call,

issue "Berita Acara" for less vendor respond

QCD meet to requirement

15-Jun-13

GM TVF

Improve communication to superior

Getting approval to book PO

15-Jun-13

GM TVF

15-Jun-13

GM TVF

15-Jun-13

GM TVF

15-Jun-13

GM TVF

Low
6

Late informed Shipping detail

7

Control shipment (export /

import )

On time delivery

Wrong shipment address

Part missing

Control custom process

On time delivery

Control Receiving Process

Part receive with 3 C (correct, current,

complete) phisically and documentation Low priority in Receiving Inspection
Part(s) doesn't accept after shop check
Hold shipment

10

11

Monitor AP (Account Payable)

Maintain balance account status
status
Invoice repair verification with
Support AR (account receivable) cycle
CPM

12

Record PO documentation

13

Enhance Procurement process

Data Integrity
in SAP system

L = Likelihood
RS = Risk Score
RL = Risk Level
IRS = Inherent Risk Score
IRL= Inherent Risk Level

Comply Quality Procedure

4
4

3
2
2

Low priority in the custom process

Documentation doesn't complete

9

Reduce

Send warning to vendor, sellect another

Leadtime meet to schedule
vendor best on sellection (price comparison)
Force vendor to provide AWB tracking number Shipment tracking on
schedule

Manager
TVE-1
Manager
TVF-1
Manager
TVF-1

Manager
TVF-1
Manager
TVF-1
Manager
TVF-1
Manager
TVF-1

Note

RC

RL

RRS

RRL

SVP TV

Low

GM TMS,GM TSB SVP TV

Low

Manager TVE-2

SVP TV

Low

EO

SVP TV

Low

Low

Low

Low

Manager TVE-3

EO, Manager TVE4, Manager TVE- SVP TV

5
EO, Manager TVEManager
4, Manager TVE- SVP TV
TVF-1
5
EO, Manager TVEManager
4, Manager TVE- SVP TV
TVF-1
5
Manager
TVF-1

Residual Risk

GM TVF, SVP TV

SVP TV

Low

GM TVF, SVP TV

SVP TV

Low

PM PGL

SVP TV

Low

PM PGL

SVP TV

Low

PM PGL

SVP TV

Low

Tracking directly to forwarder, purchase

replacement parts

Leadtime meet to schedule

15-Jun-13

GM TVF

Implement SLA Blue Print SCM DB

Same day for AOG, 1 day for

urgent, 2 days for normal
parts

15-Jun-13

GM TVF

Manager
TVF-1

PM PGL

SVP TV

Low

12

High

Reduce

Improve specification requirement to vendor

MRIR close within 5 days

15-Jun-13

GM TVF

Manager
TVF-1

GM TQS, GM
TVQ

SVP TV

Low

16

Crisis

Reduce

Implement SLA Blue Print SCM DB

Same day for AOG, 1 day for

urgent, 2 days for normal
parts

15-Jun-13

GM TVF

Manager
TVF-1

GM TQS, GM
TVQ

SVP TV

Low

Medium

Reduce

Improve specification requirement to vendor

No parts return to vendor

15-Jun-13

GM TVF

Manager
TVF-1

GM TQS, GM
TVQ

SVP TV

Low

12

High

Reduce
Reduce

No aging invoice

15-Jun-13

GM TVF

Manager
TVF-1

GM TXC

SVP TV

Reduce
Reduce

GM TVF

Manager
TVF-1

Cash in Advance Payment

Medium

Low reputation from vendor

Low
Low

Late approval billing from customer

Lack of priority in saving document

SAP process being late caused by LAN system

not working properly

IRL

High
4

Control Activity

IC

Low

Reduce

High

Reduce

Low
Provide biweekly vendor account status to
Cash Management

Low
Low

Ask invoice from vendor repair 5 days after

parts deliver

Invoice verified no later than

10 days after engine
serviceable
Improve priority for documentation recording Document recorded properly
without finding
Ask SLA with TDI
Back up system available
when SAP down

15-Jun-13
15-Jun-13
31-jun-13

Manager
TVF-1
Manager
GM TVF TVF-1, GM
TDI
GM TVF

CPM

SVP TV

Low

GM TVQ

SVP TV

Low

GM TDI

SVP TV

Low

Kriteria Consequence & Likelihood

Consequence criteria
Consequence (C)
Insignificant
Minor
Moderate
Major
Catastrophic

Score

No effect or system operable with minimal interference

System operable with some degradation of performance

System operable with significant degradation of performance

Low performance system with destructive effect

Very high effect and system can't be operated at all.

Likelihood criteria
Likelihood (L)
Rare

Score

Very low risks

Unlikely

Relatively low risks

Possible

Occasional risks

Likely

Repeated risks

Risks is almost inevitable

Certain

Risk Level
Risk level (RL)

Risk Score (RS)

Low

1-4

Risk is controlled by Manager and informed to General Manager .

Medium

5-8

Risk is controlled by Manager and discussed with General Manager .

High

9 - 15

Risk is controlled by General Manager and informed to Strategic Business Unit Vice President.
Risk mitigation plan must be arranged immediately

Crisis

16 - 25

Risk is controlled by General Manager. Risk is discussed and monitored by Strategic Business
Unit Vice President,. Risk mitigation plan must be arranged immediately

Responsibility

RiskToleranceLine

Risk Score is multiplication result of consequence (C) dan likelihood (L)

Source of Risk
Sumber
Finansial

Penjelasan
terkait dengan pendanaan, proses penagihan
termasuk risiko kredit, risiko likuiditas, risiko pasar

Strategi

terkait dengan hal-hal yang sifatnya strategis seperti kontrak, pengembangan kapabilitas, kerjasama
dengan pihak luar
termasuk perubahan kebijakan perusahaan maupun pemerintah

Proses kerja

terkait dengan proses yang dilaksanakan saat bekerja

termasuk pelaksanaan prosedur dan intruksi kerja

Produk

terkait Quality Cost Delivery dari barang dan jasa yang dihasilkan

SDM

terkait dengan kualitas/kompetensi dan kuantitas sumber daya manusia

Tool/equipment &
facility

terkait dengan peralatan, mesin, teknologi yang digunakan dan fasilitas-fasilitas pendukung lainnya

Material

meliputi spare part aircraft & engine

ICT

meliputi data, sistem, teknologi ICT

Customer service

pelayanan terhadap customer dari luar

termasuk respon terhadap komplain customer
8620 (telp TI) - sekretaris

ARCI
Keterangan untuk ARCI sebagai berikut:

A ccountable

: pihak yang berhak membuat keputusan akhir ya atau tidak atas kegiatan tersebut, serta
menjawab pertanyaan-pertanyaan pihak lain

R esponsible

: pihak yang mengerjakan suatu kegiatan

Consulted

: pihak yang harus diajak konsultasi atau dilibatkan sebelum atau saat kegiatan tersebut
dilaksanakan atau dilanjutkan

I nformed

: pihak yang harus diberi informasi mengenai apa yang sedang terjadi atau sedang dilakukan
tanpa harus menghentikan kegiatan tersebut

Risk Response
Accept

: Risk Owner accept risk.

Risk come from external organisation. Risk Owner have no capable of
doing mitigation plan. Risk Owner do nothing unless the risk occurs.
Example : Custom goverment regulation.
Mitigation : Risk Owner must be adapting and consolidating the
regulation impact.

Share/Transfer

: Risk Owner share risk

Risk owner transfer the risk to a third party who will carry the risk
impact and ownership of the response.
Example : the plant have high possibility of fire burning.
Mitigation : Insurance the building.

Reduce

: Risk Owner reduce the risk

Risk come from internal process that require risk owner action plan to
mitigate the risk. Risk owner have big role for mitigating the risk. Risk
mitigation aims at reducing the probability and/or impact of a risk to
within an acceptable threshold.
Example : No standar operating procedures for grinding process
Mitigation : Compose grinding procedure

Avoid

: Risk Owner avoid the risk

Risk Owner completely eliminate the possibility of the risk by
eliminate the process.
Example : Customer Requirement is hard to be completed. While the
risk owner have no ability to increase its machine capability.
Mitigation : Reject the customer.