#TITLE_ALTERNATIVE#

• Main Author: SALUGARA PURBODININGRAT (NIM: 29106381) ; Pembimbing : Dr. Ir. Gatot Yudoko, ELWIN
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/18395
• Institution: Institut Teknologi Bandung

Sand Management facility (SMF) was known as Slurry Fracture Injection (SFI). SMF is an environmentally viable deep well disposal process of exploration and production (E&P) waste streams in Duri Oil Field operation PT Chevron Pacific Indonesia (PT CPI).Since the success of the two years full scale pilot, SMF has become an integrated part of the Duri oil exploration and production process, which will be no longer be regarded as a separated entity. Any disruption to the SMF operation will directly impact to the operation and could cause an irrepairable damage to the environment. Currently, Sand Management Facility is operated by a third party. PT CPI only manages the facility and provides infrastructure, such as tanks, pits and its supporting facility. According to regulation its continual existence and operation require a periodic tendering process for a contract renewal. Its first tender was failed in 2005, and as a consequence and because of its criticality to business continuity, PT CPI decided to take over the operation. But as years proceed and efforts were made, there were some problems of resource and technology scarcity, which had made the take over process delayed. In 2008, PT CPI Management decided to return its SMF operation to full outsourcing. The major concern was which kind of outsourcing strategy would be suitable for the SMF operation to support exploration and production activity in Duri Oil Field, PT Chevron Pacific Indonesia. <br /> <br /> <br /> <br /> <br /> <br /> <br /> To deal with the problem a conceptual framework is proposed, consisting of three parts: (1) mapping the existing condition after the decision by HOOU VP on May 2008 to implement Full “Outsourcing Strategy” for SMF operation, (2) outlining the desired condition in the future in which it is expected that the Outsourcing Strategy would be able to comply with all KLH requirement and BPMIGAS regulation, and (3) a strategy to achieve the desired condition. This strategy consists of a decision analysis regarding outsourcing strategy and an implementation strategy. The methodology used for the decision analysis is based on SMART system developed by Goodwin and Wright (2000) with a qualitative approach. The result of the decision analysis indicates that the business solution proposed is selecting the outsourcing alternative of Double Contract Full Capacity system. This alternative is considered as the most expensive compare to others, but it is regarded as an insurance paid for a guarantee of business continuity. However the benefit gain from Double Contract Full Capacity system is high in flexibility and reliability that will contribute to achieve the operational excellence as a phylosophy of PT CPI.The proposed implementation plan uses two contracts in two separate SMF locations, which are totally independent and have different contract periods, where one contract could provide spare capacity for back up as the other contract available for transition phase from the old contractor to the new contractor. Temporary extension of the current contract is required to ensure continuity of operation until the two SMF contracts established.