Transformasi IT Dalam Mendukung Business

PT Garuda Indonesia

Curriculum Vitae

GM :
Corporate Logistics Applications *July 2007 March 2008

Manager :
Maintenance & Engineering Applications, (Jan07-Jun07)

SAP Project Manager :

SAP Maintenance & Engineering
Line Maintenance Material management
SAP Corporate Logistics

Sri Sardjananto
Certified :
SAP SCM Procurement 2002
ISO 9000 :
attendance & examination,
Documentation & Flow
Charting.
attendance & examination,
Internal Audit.

SAP Project Coordinator : Plant Maintenance ( 2000-2002)

SAP Project Coordinator : Order Controlling (1999-2000).

Staf Production Planning & Control, Engine maintenance (1995-1999).

ITB Teknik Industri (1988), SAMAPTA(1994), BATK (Basic Aircraft Technical

Knowledge(1994).

Aerospace Industry Trends

Globalization: U.S. still has 60% share of output. Airbus is challenging
Boeing for leadership in commercial aircraft
Airlines set an example: Global alliances, code-sharing, shared
reservation systems, and shared standards for parts, services and
electronic transactions -- allow airlines to focus their competition in
the sales and service arena

Aerospace manufacturers: Companies that team on one program

compete on another
Suppliers: Consolidating and going global, to broaden their
opportunity
Services: Seeking profit in maintenance, parts, financial services
Supply chain: Technology redefines relationships
Aviation week

The New Realities of Aerospace

Old way

Higher, Farther, Faster

What customers want now.

Faster, Better, Cheaper

But how can this be done, safely and reliably?
Aviation week

New realities : eBusiness technology

Ecommerce:

Business-to-business sales

Customer relations: Company Web sites, extranets, databases

Collaboration: Among operators, supply-chain participants, engineers

Documentation: Manuals, catalogs, histories

As of 2000, the Internet reaches practically everyone in aviation and
aerospace worldwide
Old rules and barriers no longer apply:
-- Customers have more information more power to cut through
market inefficiencies
-- Expensive IT infrastructure is no longer needed to get started in
electronic business
-- Established firms and new players... are launching aerospace
dot.com strategies

But there are still barriers to real eBusiness

Aviation week

Garuda IT
Transformation

Aviation week

Eksternal dan
Lingkungan

Mendukung
bisnis

Perkembangan
Teknologi

Kemana arah bisnis

dan mengapa?

Strategi Bisnis

Arahan untuk bisnis

Strategi Sistem Informasi

Infrastruktur
dan layanan

Apa yang dibutuhkan?

Kebutuhan dan prioritas

Strategi Teknologi Informasi

Aviation week

Bagaimana cara
mewujudkannya?

IT Project Priority

New PSS

Growth

IBE
www.Garuda-indonesiia.com

IOCS
MRO Solution

(Maint Plan, Pipom)

Legacy PSS

Messaging

Legacy CMS

Cost Reduction

3-4 years

Transformation path
Adaptive

1-2 years
Efficient

Stable

&

Development

Maintain & Stabilize

Business

Operational legacy
system :
CMS
ARGA
Data Migration

Process

Implement PSS

Simplification &
standardization by
system automation

Implement New

Monitoring &
Business
Improvement

Messaging System
Implement IBE

Strategic Partner
(IT & Business
relationship)

Enterprise SOA
Flexible

Operational

Implement IOCS
Implement MRO

Excellence

Implement BI for FI/CO and MRO

Maintain ,

Stabilize &

Improve IT infrastructure

People Management
Challenges

Aviation week

Transformation On IT Organization

Current Issues

No single point of leadership and accountability

Silo based - multiple IT organizations with

narrow departmental viewpoints and skills

Duplicative roles and independent development
efforts
Lack of understanding of implications of IT
issues on business strategy
Insufficient business case evaluation for new IT
projects resulting in unchecked proliferation of
IT projects
Insufficient prioritization of projects to be
implemented
Insufficient focus on monitoring quality and
punctuality of delivery

Key features of Garudas new IT organization

Single leadership and accountability, with IT

representation on the Board

Alignment of IT vision with business strategy

within entire organization

Functionality-based organizational structure

Talent Management Map

Organization : QXP
CANDIDATE STAR (A1 Type)
- Identify next development
opportunities
- Plan for bigger challenge in
assignments

CAREER PERSON (B Type)

-Keep in place

Acceleration Pool

Performance

FH-MM AH-SD
EM-DMSDW-MMNK-PM

RG-MM

Hi-P

MS-MM

MY-FLOP
AG-FLOP

ZL-FLOP

STAR (A+ Type)

- Plan multiple moves
- Assign special projects

Adi W / PS-ISA&D
CANDIDATE STAR (A2 T
EPMM-ABAP
- Plan next move

- Provide extra coaching

CC-MM

UH-FLOP

DD-MM
HP-ABAP
MN-ABAP
TTL-FLOP

RH-MM

I
DEADWOOD (D Type)
-Manage out

RF-MM

Potential

Hi-P

KPROBLEM EMPLOYEE (C Type)

-Give warning
-Performance Improvement Plan
*
-Consider if in a wrong placement

PEOPLE DEVELOPMENFLOW PROCESS

People Attribute

People Review

HAV Mapping

Talent People
(A-Type)

Ordinary People
(A1,A2,B-Type)

Problem Employee
(C -Type)

Dead Wood
(C & D Type)

Warning

Early Retirement

Mentor & Co-mentor

IDAP

IDP

IDP

Future Leader

High Performer

 Our future depends

on the changes we
make today

Thanks for
your attentions