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"ABSTRACTPT. Marubeni Steel Processing Indonesia (MSPI) is one of manufactures that havesupported another manufactures in Indonesia, MSPI participates in steel processing. Itsactivities are ?Slitting? the coils and ?Shearing? or Cutting in pieces the steel coils. Thecompany income is divided in three categories. The first category is material sales whilecutting, which has a good reputation for his high reliability in measuring of cuttingqualities. The second category is ?Tolling Job? or only cutting the steel coils that arcbelong to other companies or only the service income. The last category is ?Trading? thesteel coils without cutting. The best results of them are in the first category. At this moment, PT. MSPI has lack of information as the result of inaccurateanticipation in sales and stocks information. In 2000, PT. MSPI didn?t build his salesbudget. The enterprise has built it based on sales of the preceding year and adding themabout between 10% and 15% for each month. If we compare the budget and monthlysales report, there is a gap between them and they vary more than 40%. It could influenceanother budget such as the production budget, the treasury budget, and the finance reportprojected. Then, in the stock management, there are another gaps between the deliveries andthe stocks in Warehouse. The discrepancies inventory reports between the Deliverydepartment and the Accounting department has been caused by human error. Therefore,due to these gaps, PT. MSPI could lose USD 224,980.56 in year 2000 In June 2001, PT. MSPI has obtained PT. Samatech that has an activity«Stamping». MSPI has developed a new divisioni the finance division, This division hasan important role iii order to develop the sale budget ¡ 2002 and in the following years. The most possible solution to resolve the problem is while developing a budgetbut it should be based on the statistic theory. We can use « Time-Series Models ». TheCompany could use this budget in order to diminish the gaps. But MSPI has to tookrough it in 2002 if this budget will be suit to the current sales. In stocks management, itis better to use ?Bar code? to prevent gaps in the inventory account. But the company hasto spend a lot of money if they want to use it, whose Cost approximately IDR100,000,000,00 or USD 10,000.00. Therefore MSPI must consider realizing it. The reportof the Delivery department has to be integrated with the report of the Accountingdepartment. We can use the information system in order to realize it. "

"Ce rapport cherche à analyser la politique de prix de Carrefour Indonésie en observant le processus de la fixation et l'ajustement des prix chez Carrefour Indonésie. A partir des observations aux ces deux éléments principales d'une politique de prix, L'auteur procède au raisonnement inductif concernant la politique de prix de Carrefour Indonésie. Le processus de raisonnement est base sur la comparaison entre les aspects théoriques et réels de la politique de prix, en ces cas la politique de prix du secteur de grande distribution et celle de Carrefour IndonésieLa politique de prix est un concept qui combine les aspects de comptabilité et marketing, de manière que le prix d'un produit doive satisfaire l'objectif den consommateurs, qui est d'acheter un produit duquel ils reçoivent certaine qualité d'utilité au prix raisonnable. Ces aspects sont couverts par le processus de fixation des prix de vente à partir des couts et demande.Pendant la période du stage qui dure trois mois, l'auteur a observé et participe aux activités journalières de département de priming, de la division de marchandise de Carrefour Indonésie, notamment concernant la maintenance des prix de vente et marges commerciales de marchandise. Dans la réalisation de ces taches, l'auteur a développé une compréhension à fond sur le processus de la fixation des prix et la maintenance des marges. Ce type de compréhension aide l'auteur d'établir une perspicace de tous les aspects de politique des prix de Carrefour Indonésie.La politique de prix de Carrefour Indonésie, comme celle de I ?industrie, couvre les deux aspects de la politique de prix. La fixation des prix de vente initiaux se procède de la méthode a partir des couts, cependant l'ajustement des prix de vente se procède de la méthode a partir des couts et demande. Afin de suivre la demande de consommateur, Carrefour Indonésie a développé une classification de marchandise orientée à la demande. Cette classification est basée sur la comparabilité des produits et la sensibilité des consommateurs à la variation des prix.Ca rapport est conclu par quelques conclusions concernant la politique de prix de Carrefour Indonésie, particulièrement sur le processus d'ajustement des prix. A l'égard de ce facteur, Carrefour Indonésie doit clairement définir sa classification de marchandise orientée a la demande et réaliser plus d'études liées a la demande sur les produits auxquels l'entreprise peut maximiser son profit sans réduisant les ventes.

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This report is an attempt to analyze the pricing policy of Carrefour Indonesia by observing the process of price setting and adjustment in Carrefour Indonesia. From the observations on these principal elements of pricing policy of Carrefour Indonesia. The analysis is based on the concerning the pricing policy of Carrefour Indonesia. The analysis is based on the asessment of theoretical and factual aspects of pricing policy, in this case, the pricing policy of the retail industry and the pricing policy of Carrefour Indonesia.Pricing policy is a concept that combines the aspects of accounting and marketing, in a sense that the price of a product must satisfy the objective of the company, which is to sell a product more than the cost of producing it, and the objective of the consumers, which is to buy a product that gives them a certain kind of utility reasonables price. These aspects are covered by the process of price setting that based on cost and on demand.During the internship program that last for three months, the writer has observed and participated in day-to-day activities of the pricing department in the merchandise division of Carrefour Indonesia, especially in the tasks of maintaining retail price and commercial margin of the merchandise. In performing these tasks, the writer has developed a profound comprehension on the process of price setting and margin maintenance. This kind of comprehension helps the writer to establish an insight of all the aspects of pricing policy of Carrefour Indonesia.The pricing policy of Carrefour Indonesia, as that of the industry, covers the two aspects of pricing policy. THe initial price setting proceeds in a cost and demand oriented method. In order to follow the consumer's demand, Carrefour Indonesia has developed a demand-oriented method of merchandise classification. This classification is based on comparability of the products and consumer's price sensitiveness.This report is concluded by several findings concerning the pricing policy of Carrefour Indonesia, particularly in the process of price adjustment. In this process, Carrefour Indonesia must clearly define its demand oriented product category and perform more demand-related study on the products where the company can maximize its profit without reducing the sales."