PLANNING FOR RISK MANAGEMENT BASED ON BUSINESS CONTINUITY MANAGEMENT SYSTEM IN PT RAJA PAKET LEBARAN

• Main Author: Permata Derose (NIM : 13413017), Kintan
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/22832
• Institution: Institut Teknologi Bandung

The issue of this research is based on Business Continuity Management System (BCMS) at PT Raja Paket Lebaran (PT RPL). The small amount of study on risk assessment based on BCMS utilized for small enterprises, mainly on disruptive risk in comparison with operational risk, is primarily the cause behind this study. As for the objectives of this study are to identify, record and deal with disruptive risks and <br /> <br /> <br /> operational risks based on evaluation of deviation from the company goal due to lack of resources and strategy for the minimal resource provision in favor of the key functions sustainability to company’s business. <br /> <br /> <br /> Qualitative and quantitative combination method using risk assessment framework model approach in the BCMS context consisting of risk identification, risk analysis, risk evaluation and risk response plan steps; is applied to this study. The data collection techniques used in this study are interview, discussion and questionnaires distributed to key decision makers as well as documentation studies. <br /> <br /> <br /> The outcome of this study on PT RPL shows that a company would probably encounter higher disruptive risks rather than operational risks. The highest probability is encountering disruptive risk, which is based on human-error (average at 38%), as well as the impact risk, which is natural risk (66%). However, the highest risk at PT PRL lies in operational risk, which is supplier risk (19%). Flood (natural risk) is included in disruptive risk with highest position of potential risk (19%), whilst poor service quality (internal risk) and delay in service (market risk) are included in operational risk with highest position of potential risk (23%). Natural risk is <br /> <br /> <br /> apparently prone to resources (average at 49%), risk effect (7%) and at its top is deviation from the company goal (average at 10.8%). The risk effect of material loses <br /> <br /> <br /> after disruptive risk incidents is higher than operational risk effect; whereas the disruptive risk effect on the human-resource loses, financial-resource loses, and <br /> <br /> <br /> facility-resource loses is smaller than operational risk effect. According to benefitcost analysis, the strategy option that is most suitable on the providing of replacement resource to respond to a risk that exceeds risk appetite is by doing recruitment of new employees (provision of human resources), seeking for relation assistance (provision of financial resources), renting (provision of facility resources), and investing on new <br /> <br /> <br /> equipment (material supply).