<![CDATA[The purchasing business process at Toko Emas Asia Ceger still experiences operational inefficiencies caused by sequential activities after invoice generation, resulting in waiting time during inventory updates and delayed inventory recording. This study aims to analyze the existing purchasing business process (AS-IS) and develop a redesigned business process model (TO-BE). A qualitative approach was employed through three days of non-participant observation and semi-structured interviews involving three operational staff representing the Sales, Finance, and Inventory divisions. The analysis integrated Business Process Model and Notation (BPMN) 2.0, Value Added Analysis (VAA), Root Cause Analysis (RCA) using a Fishbone Diagram, and Business Process Redesign (BPR). The findings indicate that the main source of inefficiency is the sequential dependency between payment, product delivery, and inventory updates. Based on process-based estimation, the proposed TO-BE model introduces a parallel gateway after invoice generation, reducing estimated waiting time in the Inventory Division from approximately 8 minutes to 2 minutes (75%) and overall process lead time from approximately 28 minutes to 22 minutes (21%). This study contributes an integrated BPMN–VAA–RCA–BPR evaluation framework for analyzing purchasing business processes in local gold retail and provides a TO-BE business process model as a basis for process improvement.]]>
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