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ASSIGNMENT ENTERPRISE ARCHITECTURE DESIGN

IT STRATEGIC PLAN ANALYSIS


CASE STUDY OF PT. POS INDONESIA (PERSERO)
LECTURER : Dr. Ir. Arry Akhmad Arman, MT.

Oleh :
Bintang Ginanjar
NIM : 23514057

SEKOLAH TEKNIK ELEKTRO DAN INFORMATIKA


MAGISTER TEKNOLOGI INFORMASI
INSTITUT TEKNOLOGI BANDUNG
2014

Abstraction
As one of the state own enterprises, PT Pos Indonesia has an obligation to
implement Good Corporate Governance (GCG) on business aspect and
corporate governance at all levels of the company. One key factor that will
decide the organizational capability and competitiveness is Information
Technology (IT). Information technology support can improve firm capability
in order to enhance business value, improve business transformation through
the speed and the accuracy of information exchange. As long as business
transform, IT should follow the transformation no matter how the condition
going. In order to aligning IT with business transformation, the company
need IT Strategic Plan.
Keywords: Information technology, business transformation, IT Strategic Plan

1. Introduction
1.1.Company Profile
Established on middle of 70s the history of postal service in Indonesia
started by the establishment of the first post office in Batavia on 26 August
1746. On 27 September 1945, the Posts Telegraaf end Telefoon Diendis (PTT)
Youth Militia took over the PTT Head Office in Bandung from the Japanese
military,

which

date

is

marked

every

year

as

National

Posts

and

Telecommunication Day.
The ups and down has been coloring a long journey for two and half
centuries of PT Pos Indonesia. The golden age of postal industry was in the
years

1970

to

1980s.

The

rapid

development

of

information

and

communication technology, lifestyle changes and the liberalization of postal


service has made PT Pos Indonesia experiencing a significant business
change. All factors that mentioned above have cause PT Pos Indonesia
experiencing a business decline in 2000-2007.
At 2009 company management announced the revival of the company
and compiled a new vision and mission as well as the long term planning to
build the company to be more adaptive against the development of the

times. Through a variety internal programs and business transformation, PT


Pos Indonesia has been able to adjust it business against the development of
the times as indicated by the increase of revenue in 2009 2013, which in
2013 has reached 4 (four) trillion rupiah or increased nearly three times than
2006-2007 period.
The largest revenue of PT Pos Indonesia is still from mail business and
financial services. Although the volume of individual mail tends to be
decreased, but the volume of corporate mail continue to rise. In addition, PT
Pos Indonesia has optimized the source of new business such as logistics,
property and insurance. Beside that the company also continues to develop
and prepare a new business in financial services, retail, city courier, ecommerce, air cargo and insurance.
1.2.Vision and Mission
Vision : To be a trusted postal service company
Mission
Committed to our customer to provide a service that always on time

with the best value


Committed to employees

convenience and value the contribution


Committed to delivering results for shareholders of profitable

business and continues to grow


Committed to contributing positively to community
Committed to behaving transparently and trustworthy to all

to

provide

safe

working

climate,

stakeholders
1.3.Line of Business
Accordance to Articles of Association of the company, the scope
business of the company includes the following:
a. Written communication services and/or electronic mail
b. Parcel services
c. Logistic services
d. Financial transaction services
e. Postal agency services
f. Giropos services
g. Other supporting services accordance with the legislation in force.

In addition to the main business activities, the company can perform other
business activities in order to optimizing belonging resource such as
property, vehicle and physical network. In present time, PT Pos Indonesia
running their postal activity accordance to three business cores namely mail
and parcel delivery service, logistic service and financial service. In 2013,
mail and parcel service contribute by 53%, logistic by 4% and financial
services by 36% which in total about 93% of the company revenue. In line
with company vision and mission, the business line has been developed by
the company into these following below.
1.3.1.
Mail and parcel
This service includes mail delivery to domestic area and international
area which include the following:
Domestic mail and parcel service
This service includes mail delivery with maximum weight up to 2 kg
and parcel delivery with weight from 2 kg up to unlimited to all
regions in Indonesia. To provide these services, PT Pos Indonesia has
provide a variety types of product namely Pos Express, Pos Kilat
Khusus, Paket Pos Biasa and Pos Standar.
In addition to provide value added service to the corporate and
government customer, PT Pos Indonesia has provide Admail for mail
production especially for billing letter or notification letter, and
Mailroom service for handling the receipt, processing and delivery of

letters and parcel.


International mail and parcel service
This service includes mail and parcel delivery with maximum weight
up to 100 kg to all country which registered on United Postal Union
(UPU).

1.3.2.
Logistic
The logistic business was starting in 2004 which started by the
existence of logistic business project. To penetrate developing logistic
market, PT Pos Indonesia established SBU Logistik in 2007. In late 2011, PT

Pos Indonesia established a subsidiary PT Pos Logistik in order to increase


the revenue from developing logistic market by using established physical
network. These are the following services provided by PT Pos Logistik:
Transporting (trucking) goods from a factory to the agent
Warehousing and inventory management activities such as storage,

labeling, tagging and others


Freight forwarding
Customs services and administration through custom clearance
Regulated agent that performs the transaction with aircraft operator
for security check against goods and mail.

1.3.3.
Financial service
Through an extensive and scattered network to the corner of the
country, this service is addressed to people who have limited access to
financial service in terms of obtaining fund for consumption or venture
capital purpose. PT Pos Indonesia offer financial services as follow:
Remittance, the purpose of this service is to sending money to all
over destinations in Indonesia even to international destinations. For
this service, PT Pos Indonesia has several products such as Wesel

Pos Instan, Wesel Pos Domestik and Western Union.


Giropos, is a financial service that based on current account as an

alternative to banking service.


System Online Payment Point (SOPP), is a payment service for a

variety of bills and installment.


Fund distribution services which include fund channeling from

government institution to community.


Bank channeling which include saving and installment credit.

1.3.4.
Retail
This line of business covers the entire transaction at post office or
postal agents spread across Indonesia. The products offered are:
Documentary tax seal
Philatelic (stamps)
E-commerce
Post Shop
1.3.5.

Property

To manage its property assets, PT Pos Indonesia has form a various


partnership such as rent out part or all of his land/building to the partner and
establishment of buildings by partnership with land ownership by PT Pos
Indonesia.

2. Business Analysis
2.1.Business objectives
Accordance to the statute, the goal and purpose of Pos Indonesia is to
carry out business in postal accomplishment to community both inside and
outside the territory of Indonesia by optimizing their resources to generate
high quality products and competitive power. It is intended to make a profit
and increase the firm value.
2.2.Business Issues
Based on history, postal industry is tasked to deliver written news from
sender to receiver called mail. Originally it was strategically important
industry

for

community

considering

it

was

under

developing

telecommunications technology. The development of telecommunications


industry has brought a huge impact to industry especially mail courier.
Based on data collected from the Universal Postal Union (UPU), global
conventional mail volume decreased by 57 billion from 2006 to 2010. In
addition, the result analysis conducted by International Pos Corporation
showed a high possibility of decreasing mail volume in the next 15 years.
Therefore, the major challenges in the world of postal service at this time are
as follows:
1. Estimate the volume of conventional mailing (via post or courier) at a
later date.
2. There is an intense competition between postal services and private
courier services.
3. Technological development and demographic change in society which
make customers move from conventional mail to electronic mail.
Considering the things mentioned above, Universal Services Obligation (USO)
from public or state owned postal service could be tough to be maintained
and was not able to rely on income derived from conventional mail. To face

this challenge postal service around the world should be able to have a
business model that is capable of supporting sustainability.
Generally, the steps that must be taken by postal service provider
around

the

world

are,

among

others,

product

diversification,

price

adjustment, policy changes and increased productivity. In addition, the postal


service provider should pay attention to the needs of customers including
quality of service.
According to

International

Post

Corporation,

the

postal

service

company serving the USO will evolve from a conventional mailing service
provider into broadband internet service provider. If postal service provider
still remains concentrate on conventional mail service, it is estimated will
required subsidies from the government in order to keep its business
continuity. Therefore, to face technological development impact and postal
liberation, postal service operator should form investment drafts based on
various researches about world pos industry of postal business trends in the
future as follows:
1. Investments are directed to diversify products and increase the
productivity of postal service.
2. Postal service provider must focus on the needs of the customers and
quality of service.
3. The current product

should

be

integrated

with

the

existing

contemporary communication technology.


4. Postal service provider should be oriented on the value of business
network and converged with a digital society.
2.3.Business Architecture
Accordance to business issues and business strategies mentioned
above, Pos Indonesia will change their business architecture with significant
change. Existing in house operational such as mail & parcel, logistics and
financial service will be handled with their subsidiaries such as Pos Kurir
Indonesia, Pos Logistik Indonesia, and Pos Jasa Keuangan Indonesia. To
maximizing and optimizing their physical network which linked by their

branch that spread across Indonesia, Pos Indonesia will create their own
subsidiaries as follows Pos Properti Indonesia and Pos Retail Indonesia.
Special case for Bhakti Wasantara Net (BWN), this subsidiary already
exists since 2000 in order for network cost efficiency. In the future their
existence will become the strategic partner for Pos Indonesia to support the
needs of information technology.

Figure 1. Current business architecture of Pos Indonesia

2.4.Business Strategies
In the next five years, Pos Indonesia will enter the era of free
competition of business post activity. Therefore, Pos Indonesia enhances
their business strategic into four main activities called Program Revitalisasi
PT Pos Indonesia that is:
Reclaim the leader position of mail and parcel service business
Maintain financial service business
Expand products and portfolio
Developing the logistic company effectively and efficiently

Figure 2. Future business architecture of Pos Indonesia

Strategic initiatives developed by Pos Indonesia are grouped into three main
business lines namely mail and parcel, logistics, and financial service.
Furthermore, each of them specified into several proponents Enabling Project
as follows:
Strategic Initiatives
a.
Regain the market share of mail and
parcel service business

b.
c.

Promote the using of mail in

a.

Indonesia

b.
a.

Improve the efficiency of network


operating model

b.

Expand portfolio of services and

a.

products

b.
c.

Enabling Projects
Optimizing strategies and price
approaching
Rationalizing product portfolio
Improving service quality through
the implementation of quality
control and training operations
Increasing
the
advertising
activities of existing products
Developing Direct Mail Services
Reschedule
the
mode
of
transportation and transportation
cost optimization to achieve SLA
Optimizing the transport routes
for
better
cost
and
time
management
Designing a comprehensive retail
strategy
Developing e-commerce strategy
Developing
the
business
of

Increase the scale of logistics

a.

business

b.

Arrange a partnership model for

a.
b.

product expansion

c.
a.

Integrating IT systems
comprehensively

b.
c.

government services
Forming SBU logistics as separate
entity
Acquiring
and
integrating
domestic logistics
Developing a savings service
Developing loans / micro credit
services
Developing
micro-insurance
services
Upgrading support application
especially finance and accounting
Upgrading support application
especially postal operation
Upgrading IT infrastructure

Pos Indonesia has been developing their three line business, mail and
parcel services, financial services, and logistics. Accordance to their strategic
business plan there is two new business lines to be developed, Property and
Pos Mart and the consideration behind that among these reasons. First, the
current level of the building and land belong to Pos Indonesia is still low while
Pos Indonesia has significant numbers of assets and most of them placed on
strategic location.
Second, Pos Indonesia has more than 3650 post office that spread
across Indonesia. With such large number of post office, Pos Indonesia has a
great potential physical network which can be developed into outlet
networks and used by partners to selling their products and services
physically or online through Post Shop services and Post Online Shopping.

3. IT Analysis
c.1. IT Objectives
As part of the Financial Services and Technology Directorate, the
functionality of IT in Pos Indonesia is to provide supporting technology, both
hardware and software, in order to support main business operational and
support functions of the company. The main activity of IT in Pos Indonesia
aims to meet the need of IT services for the benefits of company which
includes:

Strategic planning, IT system policy and automation.


IT architecture development.
Design and development IT solutions.
Manage IT service quality.

c.2. IT Architecture
To support business operation activity, IT in Pos Indonesia provides
applications and systems required by business function as follows:
c.2.1.
Mail and Parcel Service
a. Integrated Postal Operation System (IPOS), support for business for
mail and parcel operations, which include Collecting, Processing,
Transporting and Delivery.
b. Direct Mail, main application for Admail service which include
printing, folding, and enveloping function.
c. Warehouse Management System (WMS), system which used in
warehouse management in Pos Indonesia.
d. Taskforce Sales, application used for mail and parcel selling activity.
e. Portable Data Terminal (PDT), hardware used for updating final
delivery. Currently used limited on Jakarta area.
c.2.2.
Financial Service
a. Financial Services Systems, system which used to processing
financial transaction based on cash / fund which include Giro, Fund
Distribution, Remittance and System Online Payment Point (SOPP).
b. Mobile Agent Application, mobile devices application which has
SOPP functionality based on Android platform.
c. Agency System, system used to process financial transaction
through agent.

c.2.3.
Retail Business
a. Retail Information Management System (SIM Ritel), system which
used to managed retail business of Pos Indonesia.
b. Galeripos.com, e-commerce website to sell partner
through internet.

products

Figure 3. Current IT Architecture

c.2.4.
Property Business
Property Management Information System (SIM Properti), system that
used for manage the entire property of Pos Indonesia.
Beside their function to provide support for main core business, IT in Pos
Indonesia also provides support to other support functions following:
c.2.5.
Accounting and Finance
a. SIMAKPOS, system that used for financial reporting from branch
post office to office Area.
b. ITEMS, system that used for treasury management.
c. SPK, financial reporting system as a support function for SIMAKPOS.

Figure 4. Future IT Architecture

c.2.6.
Human Resource
Human Resource Management Information System (SIM SDM), system
that used for management and operational support of human resource.

c.2.7.
Assets and Procurement
a. Asset Management Information System (SIM ASET), system that
used for asset company management.
b. E-Procurement, system that used for procurement operations.
c.2.8.
Other function support
Beside application and system that has mentioned above, IT in Pos
Indonesia also provide internal system and application such as:

a. Data Warehouse and Executive Information System (EIS), system


that used for management reporting.
b. Customer Complaint Handling (CCH), system that used for handling
customer complaint.
c. E-office, system that used for mailing through internal department
in order to paperless implementation and effectively.
d. Helpdesk, system that used for handling IT complaint for internal
users.
For the infrastructure, Pos Indonesia has an extensive coverage 2520
of more than 3800 post offices connected through dedicated network and
the rest use a GPRS connection.
c.3. IT Strategies
To support Program Revitalisasi, Pos Indonesia has several IT strategies
to strengthen the operation business and support function and to alignment
their IT resources with their business as follow as:
N
o

Initiative Strategies
Application improvement and
development for business
function

Application improvement and


development for supporting
function

Strategies Plan
Improvement and development focus
on mail and parcel and financial
service application such as:
IPOS Web Based
RSPOS : WU Outgoing
RSPOS : Customer Member
Module
FDPOS : Taspen (e-Karip)
FDPOS : Program Keluarga
Harapan (Smart Card)
FDPOS : Asabri (e-Dapem)
WU Agent : Payment Module
SOPP Agent : Weselpos Instans
(send and pay)
Salesforce upgrading
Advanced Dashboard Financial
Service
DWH Monitoring Application

Information Technology
operations optimization
UPS procurement program
Video conference

Seat management

DC & DRC maintenance


Server maintenance
Dedicated backup link
UPS procurement to support operation
at post office branches.
Video conference to enhance
communication function become
effective and efficient
Computer procurement for post office
branches in order to revitalization
ancient computer hardware

Currently, Pos Indonesia has several IT development and improvement


plan in effort the future development of the company and integrating
information system. The lack of integration between the applications used in
business operations and support function impact to financial reporting
problem. Currently SIMAKPOS only used in several branch offices while the
other prepare and send their financial report manually. This led to delays and
inaccurate financial report. Regard to that problem, Pos Indonesia in 2012
decided to integrate their business function with other support function
especially financial report through Enterprise Resource Planning (ERP). To
implement ERP, POS Indonesia appointed PT Astra Graphia Information
Technology (AGIT) as consultant.
c.4. Constraints
As strategies planned to implement there must be some constraints
that may happen. The financial and resource constraint seem to be classical
constraint that will happen, to solve this problem gain intensive informal
communication with board of director or stakeholder to get more political
support and more importantly to make sure that resource allocation and
planning action carried out successfully.
Time constraint happened when several projects happen at the same
time or come in a short time. One key to solve this constraint make sure the
project leader / project manager supervise their subordinates along with goal
purpose.

Special case for Pos Indonesia, as they have to manage thousand post
office

branches

social

constraint

seems

happened

so

that

informal

communication with board of director to release company rule or procedure


is needed.
4. Conclusion
Pos Indonesia as the oldest postal company in Indonesia has to
transform their business core into more divergent products to get alignment
with the technological development. Business strategies formed along with
IT strategies to get struggle in liberation postal service. But to implement IT
strategies there must be constraint happened. Accordance to explanation
above, Pos Indonesia has planned and implement IT strategies to get more
struggle in liberation postal service.

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