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.
