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"[Advanced Planning Systems (APS) are a key enabler of the supply chain management. However, APS are highly complex and difficult to comprehend. This book with valuable insights into the capabilities of state-of-the-art APS and bridges the gap between theory (model building and solution algorithms), software implementation, and adaptation to a specific business case., Advanced Planning Systems (APS) are a key enabler of the supply chain management. However, APS are highly complex and difficult to comprehend. This book with valuable insights into the capabilities of state-of-the-art APS and bridges the gap between theory (model building and solution algorithms), software implementation, and adaptation to a specific business case.]"

"Supply Chain Management, Enterprise Resources Planning (ERP), and Advanced Planning Systems (APS) are important concepts in order to organize and optimize the flow of materials, information and financial funds. This book, already in its fifth edition, gives a broad and up-to-date overview of the concepts underlying APS. Special emphasis is given to modeling supply chains and implementing APS successfully in industry. Understanding is enhanced by several case studies covering APS from various software vendors. The fifth edition contains updated material, rewritten chapters and an additional case study."

"Industri penerbangan mengalami penurunan kinerja keuangan di masa pandemi sebagai dampak berkurangnya jumlah penumpang akibat pembatasan perjalanan. Meskipun demikian, maskapai tetap perlu melakukan pengembangan TI untuk memfasilitasi peningkatan proses pembelian tiket secara daring. Penelitian kualitatif ini dilakukan untuk menilai tingkat kapabilitas aktual proses perencanaan TI pada digital sales channel dan menganalisis kesenjangan terhadap target internalnya. COBIT 2019 digunakan sebagai kerangka kerja terkait isu-isu tata kelola dan manajemen TI. Pengumpulan data dilakukan melalui studi literatur dan wawancara, serta dinilai dan dianalisis menggunakan acuan detail aktivitas pada COBIT Detailed Guidance. Hasil penilaian menunjukkan kapabilitas Domain APO rata-rata berada pada tingkat 3, sesuai dengan target internalnya. Proses perencanaan TI pada maskapai telah ditentukan dan diorganisir dengan baik untuk pencapaian tujuan.

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The aviation industry's performance suffered during the pandemic as a result of the drop in trip numbers. On the other hand, to assist the increasing of the online ticket transaction, airline must continue to enhance IT. The author performed qualitative research to assess the capability level of the IT planning process on the digital sales channel and to analyze the gap compared to the internal target. COBIT 2019 is used as a framework for IT governance and management issues. Literature reviews and interviews were used to gather data, which was then evaluated and analyzed using specific reference activities from the COBIT Detailed Guidance. According to the evaluation results, the APO Domain capability is at level 3, which is achieved its internal target. The airline's IT planning process is well defined and organized to achieve the objectives."

"ABSTRAKPada perusahaan yang bergerak di bidang konsultasi, pengelolaan pengetahuan merupakan proses yang penting dalam perusahaan, karena inti dari produk yang dijual adalah pengetahuan itu sendiri. Group SAP merupakan bagian dari PT ABC, yang merupakan perusahaan konsultan teknologi dan informasi di Indonesia, telah menyadari pentingnya mengelola pengetahuan para konsultan SAP yang dimilikinya. Salah satu proses pengelolaan pengetahuan yang telah dijalankan adalah berbagi pengetahuan. Tujuan proses ini adalah untuk membantu para konsultan SAP mencari solusi terbaik bagi pelanggan berdasarkan pengalaman yang telah lalu.Namun, knowledge sharing yang dilakukan oleh group SAP belum optimal. Hal ini terlihat dari presentase kehadiran kegiatan knowledge sharing, di mana tidak semua peserta yang diundang menghadiri kegiatan tersebut. Selain itu, pemanfaatan KnowldgeHub, yang merupakan knowledge repository yang digunakan untuk menyimpan dan mengakses pengetahuan yang dimiliki organisasi, masih rendah. Untuk itu, perlu dilakukan evaluasi mengenai knowledge sharing capability konsultan SAP. Dengan adanya penelitian ini, organisasi dapat mengetahui faktor yang mempengaruhi kemampuan berbagi pengetahuan para konsultan SAP, sehingga organisasi dapat menentukan program yang perlu dijalankan agar knowledge sharing bisa berjalan secara optimal.Penelitian dilakukan kepada 70 konsultan SAP PT ABC. Pengolahan data statistik menggunakan teknik analisis PLS dengan bantuan software SmartPLS 3.2.1. Faktor-faktor yang secara empiris terbukti mempengaruhi knowledge sharing capability adalah organizational reward, social network, trust, personality, end-user focus, altruism dan IT apliaction usage. Sementara itu, faktor awareness, knowledge self-efficacy, top management support dan ICT infrastructure tidak secara signifikan mempengaruhi knowledge sharing capability. Pada penelitian ini didapatkan nilai R2 sebesar 0.701, yang berarti tujuh variabel eksogen secara moderate menjelaskan 70.1% variansi dari variabel dependen (knowledge sharing capability), dimana sisanya sebesar 29.9% dipengaruhi oleh variabel lain yang tidak dijelaskan dalam model penelitian ini.

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ABSTRACT

Knowledge management is an important process in consulting firm, because the core of the product of consulting firm is the knowledge itself. SAP group is a part of PT ABC, which is an information communication and technology consulting firm in Indonesia, have realized the importance of knowledge management. One of knowledge management process that has been implemented in PT ABC is knowledge sharing. The purpose of this process is to help SAP consultants looking for the best solutions for customers based on their past experience in industry.

However, knowledge sharing undertaken by SAP group has not been optimal. The evident of this statement came from the attendance percentage of knowledge sharing activities, where not all the participants were invited attended the event. In addition, the use of KnowldgeHub, as a knowledge repository to store and access the knowledge of organization, is still low. Based on these conditions, there should be an evaluation of knowledge sharing capability of SAP consultant. Given this research, organizations can determine the factors that affect the ability to share the knowledge of SAP consultants, so that the organization can determine which program should be run in order to optimize the knowledge sharing in organization.

The study was conducted at 70 SAP consultants of PT ABC. Statistical data processing uses PLS analysis techniques using software SmartPLS 3.2.1. Based on the results of statistical data processing, it is known that the individual, organizational and technological aspects affect knowledge sharing capability of SAP consultant. Factors that are empirically proven affecting knowledge sharing capability is organizational rewards, social networks, trust, personality, end-user focus, altruism and IT apliaction usage. Meanwhile, the factor such as awareness, knowledge self-efficacy, top management support and ICT infrastructure does not significantly affect knowledge sharing capability. The value of R2 of this study is 0.701, which means seven exogenous variables are moderate explain 70.1% variance of the dependent variable (knowledge sharing capability), where the remaining of 29.9% is influenced by other variables that are not described in this research model."

"ABSTRAKSAP adalah sistem aplikasi berbasis ERP yang paling banyak digunakan. Keunggulan sistem berbasis ERP antara lain adalah: sistem yang terintegrasi, fitur yang lengkap, dan mengadopsi best practices. Perusahaan mengeluarkan investasi yang tidak sedikit untuk implementasi sistem SAP. Tujuan penggunaan sistem SAP adalah untuk dapat meningkatkan efisiensi, melakukan controlling terhadap operasional perusahaan dan membantu menghasilkan laporan-laporan yang digunakan dalam proses pengambilan keputusan. Group XYZ sudah menggunakan sistem SAP sejak 2010, namun penggunaan sistem SAP di Group XYZ belum optimal dengan masih adanya proses-proses manual yang dijalankan. Pengguna yang sebelumnya telah terbiasa melakukan proses tanpa bantuan sistem, merasa bahwa sistem SAP kurang fleksibel dan menyulitkan. Sebagaimana banyak dikutip dalam penelitian sebelumnya bahwa penerimaan pengguna merupakan faktor yang penting untuk kesuksesan penerapan sistem baru. Penelitian ini bertujuan untuk mengetahui faktor-faktor yang dapat mempengaruhi penerimaan pengguna terhadap sistem SAP. Konstruk-konstruk dari model TAM Technology Acceptance Model digunakan sebagai variabel endogen, dikombinasikan dengan variabel eksogen yang diambil dari ASAP Methodology dan kondisi di organisasi. ASAP Methodology merupakan best practices yang digunakan dalam proses implementasi SAP. Data untuk penelitian didapatkan dengan melakukan survei kepada pengguna sistem SAP di Group XYZ. Melalui survei didapatkan data dari 92 responden yang kemudian dianalisis menggunakan aplikasi smartPLS. Hasil penelitian ini menemukan faktor-faktor yang mempengaruhi penerimaan pengguna, yaitu: business process adoption, training, social influence, ERP support, shared belief in benefit, perceived ease of use, dan perceived usefulness. Secara empiris terbukti bahwa business process adoption mempengaruhi perceived usefulness, training dan social influence mempunyai pengaruh pada shared belief in benefit, ERP support mempunyai pengaruh pada perceived ease of use. Faktor-faktor tersebut perlu menjadi perhatian dalam upaya peningkatan penerimaan pengguna.

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ABSTRACTSAP is the most popular ERP based application system. The benefit of an ERP based systems are integrated, complete feature and adopted from the best practices. Company is required to invest a substantial amount to implement SAP system, but the implementation may improve efficiency, perform controlling function of company rsquo s activity and useful to produce analytical report that will be used in decision making process. Group XYZ has been implementing SAP system since 2010, but the usage still far from optimum considering many process activities are still manually performed by the users. Users who previously accustomed to perform manual process without a system in place found that the SAP system is not flexible and complicated. Meanwhile, user acceptance is noted as an important factor for the implementation of a new system. This research aim to identify factors that influence user acceptance of the SAP system. TAM Technology Acceptance Model is used as endogenous variable, combined with exogenous variable obtained from ASAP Methodology and organization condition. ASAP Methodology is the best practice used in the SAP implementation process. A total 92 survey data were collected from the SAP system users in Group XYZ and analyzed using smartPLS. The result of this research found the factors that influence user acceptance are business process adoption, training, social influence, ERP support, shared belief in benefit, perceived ease of use, and perceived usefulness. It is proven empirically that business process adoption affects perceived usefulness, meanwhile training and social influence affects the shared believe in benefit. Furthermore, ERP support is affecting the perceived ease of use. Those factors should become the main attention in an effort to improve the user acceptance of the SAP system."

"ABSTRAKKarya akhir ini tentang rekomendasi perbaikan implementasi enterprise resource planning (ERP) PT Mega Eltra, salah satu UKM Indonesia. Ekspektasinya adalah keputusan dan pelayanan yang cepat. Realitanya tidak sesuai karena masalah implementasi sistem belum sesuai best practice, sehingga tidak real-time dan menghambat informasi. Akar masalahnya adalah belum dipenuhinya kriteria best practice. Penelitian berjenis evaluasi, kualitatif, dan studi kasus menggunakan soft system methodology. Data diperoleh melalui wawancara enam karyawan perusahaan dan observasi terhadap aplikasi ERP yang digunakan di PT Mega Eltra yaitu SAP ERP, kemudian dianalisis berdasarkan kategori best practice. Kondisi implementasi ERP dibandingkan konsep best practice implementasi untuk menemukan kesenjangan. Hasilnya menunjukkan bahwa aspek manajemen proyek, business process reengineering, vendor, strategi, pelatihan, dan komunikasi bermasalah, seperti lambatnya komunikasi dengan aplikasi pihak ketiga, sistem tidak terhubung dengan pelanggan dan gudang, belum adanya dukungan pihak ketiga untuk human capital management, belum semua lembaga keuangan terintegrasi dengan sistem, belum adanya dashboard, dan kesalahan manusiawi yang masih sering terjadi. Rekomendasinya upgrade server, otomatisasi aplikasi pihak ketiga untuk persetujuan, penerapan sistem customer relationship management dan supply chain management, menghubungkan aplikasi pendukung HCM ke modul tersebut, komunikasi dengan lembaga keuangan yang belum terintegrasi untuk sistem manajemen cash online, integrasi semua data yang didukung oleh manajemen perubahan sebagai basis penerapan dashboard, dan menerapkan manajemen pengetahuan dalam media komunikasi umum perusahaan.

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ABSTRACTThis paper is about recommendations for resolving problems in enterprise resource planning (ERP) system implemented in PT Mega Eltra, an Indonesian SME. Expectations include quick decision and service. In reality, expectations are not met because implementation best practice is not fulfilled, making system not real-time and hinder information. The root problem stems from unfulfilled best practice criteria. Research type is evaluative, qualitative, and case study using soft system methodology. Data is obtained from interviewing six employees and observing the SAP ERP, and then analyzed based on best practice categories. Implementation conditions are compared with best practice concepts to uncover gaps. Results show that project management, business process reengineering, vendor, strategy, training, and communication aspects have problems, like slow third-party application communication, no integration for customer and warehouse, lack of third-party support for human capital management, not every financial institution being integrated, lack of dashboard, and recurring human errors. Recommendations include upgrading server, automating third-party applications for approval, implementing customer relationship management and supply chain management systems, integrating HCM applications, communicating with financial institutions not yet integrated regarding online cash management system, integrating all data supported by change management as basis for dashboard, and implementing knowledge management on common communication media."

"Tujuan penelitian ini adalah untuk menganalisis kesuksesan sistem informasi yang telah di terapkan oleh PT KAI Daop 1 dari perspektif pengguna dengan menggunakan Model Sukses SI Delone dan Mclean dengan subjek peneliti adalah JM dari unit Keuangan. Penelitian dilakukan di lingkungan PT KAI Daop 1 dengan 2 responden yaitu JM 1 dan JM 2. Metode yang dilakukan adalah metode kualitatif yaitu wawancara elite member. Hasil dari penelitian ini adalah JM 1dan JM 2 merasa puas dengan penggunaan sistem informasi ERP berupa aplikasi SAP sehingga mengarahkan dampak yang menguntungkan bagi perusahaan.

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The purpose of this study is to analyze the success of information systems that have been applied by PT KAI Daop 1 from the perspective of users using Success Model SI Delone and Mclean with the subject of research ersis JM from the Finance unit. Research conducted in PT KAI Daop 1 environment with 2 respondents that is JM 1and JM 2. The method is qualitative method that is elite member interview. The results of this study are JM 1 and JIM 2 are satisfied with the use of ERP information systems in the form of SAP applications so as to direct abeneficial impact for the company Model delone dan mclean, kesuksesan sistem informasi, SAP, ERP, KAI Daop 1."

"Skripsi ini membahas mengenai evaluasi kinerja rantai pasokan bantuan logistik lembaga kemanusiaan Aksi Cepat Tanggap dalam kegiatan penanggulangan bencana fase tanggap darurat di Indonesia dengan menggunakan metode supply chain agility assessment. Penelitian ini disusun dengan rancangan studi kasus untuk menerapkan model supply chain agility assessment dari Charles et al., 2010 untuk mengetahui kemampuan rantai pasokan dalam merespon perubahan dalam jangka pendek. Tujuan dari penelitian ini adalah menganalisis penerapan manajemen rantai pasokan serta mengevaluasi kapabilitas supply chain agility pada lembaga kemanusiaan Aksi Cepat Tanggap. Penelitian ini menemukan bahwa sistem rantai pasokan lembaga kemanusiaan Aksi Cepat Tanggap berada pada agility level 2. Hal tersebut berarti sistem rantai pasokan belum terlalu mampu dalam merespon dan menangani perubahan secara pada jangka pendek maupun ketidakpastian permintaan dan penawaran pada kondisi gawat darurat. Untuk meningkatkan kapabilitas supply chain agility pada rantai pasokan bantuan logistik lembaga kemanusiaan Aksi Cepat Tanggap diperlukan adanya perbaikan pada manajemen pengadaan dan manajemen pemasok khususnya dengan menerapkan sistim kontrak serta kerjasama baik dengan pemasok maupun lembaga kemanusiaan di sekitar wilayah operasional masing-masing kantor cabang.

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This study discusses humanitarian supply chain performance evaluation in humanitarian organization Aksi Cepat Tanggap ACT for emergency response activities in Indonesia by using supply chain agility assessment method. This study was conducted with case study design to apply supply chain agility assessment model by Charles et al., 2010 to know the supply chain 39s ability to respond short term changes.

The purpose of this study is to analyze the implementation of supply chain management and evaluate the capability of supply chain agility at humanitarian organization Aksi Cepat Tanggap ACT.

This study found that ACT's agility level of supply chain systems are at level 2. This means the supply chain system has not been very able to respond and handle sort term changes as well as the uncertainty of demand and supply in emergency conditions.

To improve the supply chain agility capability in the ACTs supply chain, there is a need for improvements in procurement management and supplier management especially by implementing contract system as well as cooperation with suppliers and other humanitarian agencies around the operational areas of each branch office. "