SUPPLY CHAIN RISK MANAGEMENT FOR CONSTRUCTION PROJECT (CASE STUDY: WASKITA RAJAWALI TOWER PROJECT)

• Main Author: ANINTYA NIM 14414050, FARADISA
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/27151
• Institution: Institut Teknologi Bandung

PT Waskita Karya is one of the State-Owned Enterprises (SOEs) companies engaged in the <br /> <br /> construction sector. In order to strengthen its position in the construction sector, PT Waskita Karya <br /> <br /> is fully committing on implementing risk management, and recognizes that reliable risk <br /> <br /> management framework is a necessity for any company in maintaining its business continuity. PT <br /> <br /> Waskita Karya’s implementation on risk management is using the COSO - Enterprise Risk <br /> <br /> Management Framework methodology as its guideline. <br /> <br /> Increasing challenges from the external environment regarding supply chain readiness in the <br /> <br /> construction sector, increasing supply chain-related risks that can cause construction project <br /> <br /> delays, and the arise of urgency to link the SCRM framework with COSO-ERM explicitly to <br /> <br /> maximize synergy, are the three main issues underlying the urgency of implementation supply <br /> <br /> chain risk management, especially in construction projects run by PT Waskita Karya. The design <br /> <br /> of supply chain risk management implementation in the construction sector will use the framework <br /> <br /> of the Supply Chain Risk Management Process (SCRMP) that was introduced in 2011. The design <br /> <br /> of supply chain risk management will be carried out in one of the building projects that are still <br /> <br /> under construction and exposed to the risk of project delays. that is Waskita Rajawali Tower <br /> <br /> Project. <br /> <br /> The supply chain risk management process begins by identifying supply chain stakeholders in the <br /> <br /> project, as well as mapping supply chain business process activities based on the Plan, Source, <br /> <br /> Build and Handover stages. Furthermore, the supply chain risk identification process is carried out <br /> <br /> based on uncertainty analysis in each business process and literature review. After 64 supply chain <br /> <br /> risks were identified, a consequence and probability measurement process was carried out for 10 <br /> <br /> respondents using a questionnaire. The questionnaire results are then processed using the Relative <br /> <br /> Importance Index (RII), which is then used as a parameter of supply chain risk classification into <br /> <br /> four categories according to the company's risk appetite, namely extreme, high, moderate and low <br /> <br /> risk. The risk evaluation process classifies 64 supply chain risks to 34 moderate risks and 30 low <br /> <br /> risks. <br /> <br /> The risk management process is continued with mitigation design for 10 risks with the highest <br /> <br /> Risk Exposure Values. Proposed risk mitigation is designed based on strategy of risk avoidance, <br /> <br /> risk reduction, risk acceptance, and risk transfer. In the last stage, two procedures are designed to <br /> <br /> control and monitor supply chain risk which can then be carried on by the company.