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All Journal Journal of Social Research Journal Research of Social Science, Economics, and Management
Nurhadi Siswanto
Institut Teknologi Sepuluh Nopember, Indonesia
Humanities Computer Science & IT Economics, Econometrics & Finance Education Environmental Science Social Sciences

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Control of Key Distribution Material Requirements (MDU) in Meeting the Demand for New Installations and Power Changes in Utility Companies Oktavian Syaputra; Nurhadi Siswanto
Journal of Social Research Vol. 4 No. 9 (2025): Journal of Social Research
Publisher : International Journal Labs

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55324/josr.v4i8.2741

Abstract

Inventory control in utility companies is crucial due to its potential to improve the achievement of sales revenue ratios in serving New Connection (PB) and Power Change (PD) requests. In inventory management, accurate demand planning is essential to minimize both excess and shortage of materials. The inaccuracy in calculating inventory parameters for Distribution Main Materials (MDU), especially for PB and PD, is primarily due to the lack of consideration for demand uncertainty, often resulting in stockouts or overstock. This study aims to optimize inventory management and minimize MDU inventory costs based on the company's inventory policy by classifying MDU according to criticality levels ABA, ABB, and ABC. Short-term forecasting is conducted using exponential smoothing or double exponential smoothing, selecting the method with the smallest forecasting error. Inventory parameters are calculated using the Continuous Review (s,S) and Periodic Review (R,s,S) methods, compared against the company's current condition, and the most optimal policy is selected under stochastic demand conditions. After selecting the best parameters among the three policies, total inventory cost and Service Level per MDU are calculated using Material Requirement Planning (MRP) simulation. By applying inventory policy parameters using the Periodic Review method (R,s,S), the total inventory cost and Service Level for each MDU classification (ABA, ABB, ABC) vary, with an average inventory cost of IDR 76 billion for ABA, IDR 3.6 billion for ABB, and IDR 844 million for ABC, and a Service Level of 98%. This allows the company to achieve inventory cost savings of up to 70% within 36 months compared to the current condition.
Improving Coal Loading and Unloading Performance at Loading and Unloading Terminals with Lean Thinking Concept Alvin Ichwannur Ridho; Nurhadi Siswanto
Journal Research of Social Science, Economics, and Management Vol. 4 No. 12 (2025): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v4i12.927

Abstract

The coal mining logistics industry in Indonesia has a strategic role as the world's largest coal producer, with a significant contribution to state revenue. This study aims to analyze the main obstacles, wastes that occur, and proposed improvements in the coal loading and unloading process at PT XYZ to increase efficiency and productivity through a lean thinking approach. The methodology of this research includes a qualitative approach through value stream mapping and quantitative using fishbone diagrams to produce a comprehensive analysis. The analysis is carried out through process activity mapping, the preparation of current state maps, and the design of future state maps to provide suggestions for improvement. Based on the results of the study, several recommendations for improvement were obtained from the results of the analysis on coal unloading or loading activities which included Value Added (VA) or Necessary but Non-Value Added (NNVA). The proposed improvements include the application of double crossing dismantling methods, digitization of administrative processes, and the use of drone technology to facilitate the physical inspection process in the field. If the proposal can be implemented, there will be an increase in the time effectiveness of coal loading and unloading activities by 14.20%, with details of unloading activities increasing by 25.30% or from 1,004 minutes to 750 minutes, and coal loading activities by 3.10% or from 3,067 minutes to 2,972 minutes.
Co-Authors Alvin Ichwannur Ridho Oktavian Syaputra