CHAPTER I INTRODUCTION This chapter will explain about the background of the research, problem identification, the research objectives, benefit of this research, scope of research, and report writing process phase. 1.1 Background Recently, Supply Chain management in many companies has rapidly growth. They developed their Supply Chain System to reach efficiency and effective system that will give profit in process and production activity. Inventory, transportation, and information as the key drivers of Supply chain performance. Supply Chain strategy decides what the chain’s configuration will be, how resources will be allocated, and what processes each stage will perform. Strategic decision made by company include the location and capacities of production and warehousing facilities. Inventory is one supply chain performance driver which need to be managed in good system. Important role that inventory plays in the supply chain is to increase the amount demand that can be satisfied by having product ready and available when the customer wants it. Inventory is a major source of cost in Supply Chain and it has a huge impact responsiveness. MRP is one example system that manage inventory effectively inventory and well-known in many company. So this research will observe about material management which related to inventory and MRP system. 1.2 Problem Identification Decrease generic item purchase order in MRP terminology, that low control in procurement process. 1.3 Research objectives Objective of the research are: • Identify consumption trend of generic item. • Analyze the main cause of generic item problem. • Evaluate the Existing Outline agreement. • Suggestions for generic item management system control. 1.4 Benefit and advantages of research. Benefit and advantages of research that might be achieved are : • Decrease procurement department (MAT) workload. • Improvement of generic system control system. 1.5 Scope of research and the assumption The scope of research are : • Research will be held in Supply Chain division of TOTAL E&P Indonesie. • Observing material management system. The asumption of research are : • Supply Chain System in normal condition 1.6 Report writing process phase There are some phases in this report writing, consists of: BAB I : INTRODUCTION This chapter will explain about the background of the research, problem identification, the research objectives, benefit of this research, scope of research, and report writing process phase. BAB II : COMPANY PROFILE This chapter is explaining about brief description of the company. Profile of the company that being observed. BAB III : LITERATURE REVIEW This chapter is consisting of the theorems that support the observed condition of the research. This theorems will be based-view of the data processing. BAB V : DATA COLLECTING AND PROCESSING This chapter describe about data that support the research to analyze the problem, and give recommendation for improvement. BAB VI : ANALYSIS AND DATA INTEPRETATION This chapter will be explain the data analysis, and whether the processing data that related to the problem BAB VII : CONCLUSION AND RECOMMENDATION This chapter is explaining the conclusion of the analysis and the recommendations to improve the problem. REFERENCE APPENDIX CHAPTER II COMPANY PROFILE This chapter is explaining about brief description of the company. Profile of the company that being observed. Company history, Vision, mission and organization chart 2.1 Company history TOTAL E & P INDONESIE, a 100% Indonesian subsidiary of the Paris based TOTAL Group, was incorporated in Jakarta on 14 August 1968. Since then it has been working in partnership with the Indonesian Government, as a Production Sharing Contractor in the search for, and development of, Indonesia’s vast hydrocarbon reserves. Early work involved geological studies and seismic acquisition. Exploratory drilling started in the inhospitable swamps of Jambi in South-East Sumatra. But it was in East Kalimantan, on the Mahakam Contract Area, that TOTAL E&P INDONESIE, as operator for their association with INPEX since 1970, found success. TOTAL E&P INDONESIE’s activities during more than three decades can be summarized in two major phases. • A first phase concentrated on oil production and started with the discovery of the Bekapai and Handil oil fields respectively in 1972 and 1974 in the Mahakam Contract Area. These fields started to produce in 1974 and 1975 respectively, oil production reached its peak in 1977 with an average of 230 000 bopd and today continues to gradually decline. Enhanced recovery programs have been carefully studied and implemented to slow the decline and optimize the overall hydrocarbon recovery. • In the second phase, TOTAL E&P INDONESIE oriented its efforts on the hydrocarbon potential of Mahakam towards natural gas as the key to its future in East Kalimantan. Exploration and appraisal works led to discoveries of considerable reserves of gas in Tambora, Tunu, Sisi, Nubi, and PEciko fields. Figure 1.1 Areas of Oil-and-Gas-Production Fields As gas production and processing units from these fields have been progressively brought on stream, TOTAL E&P INDONESIE has become the largest gas producer in Indonesia supplying over 60% feed gas Bontang Plant, the largest producing LNG plant in the world. Feed gas also supplies the East Kalimantan industrial zone where fertilizer, urea, methanol, and ammonia plants are located to supply the domestic market. The current hydrocarbon output from the Mahakam Block is on average approximately equivalent to 500 000 barrels of oil equivalent per day (boepd) (or 80 000 bopd of liquid hydrocarbon and 2 400 Million standard cubic feet or gas per day (MMscfd). On March 21, 2004, TOTAL R&P INDONESIE reached its highest ever daily production of 584 927 boe including 2 725 MMscf gas. In the coming years, TOTAL E&P INDONESIE will continue to develop the Mahakam fields with the aim of increasing hydrocarbon production and sales. 2.2 Areas and Production Fields The areas of TOTAL E&P INDONESIE production fields are: 2.2.1 Bekapai Discovered in 1972, Bekapai is a complex oil field covering an area of 20 square kilometers in the Makassar Straits off the coast of East Kalimantan. At present, the average production is around 2 500 bopd. Figure 2.2 Bekapai oil Field 2.2.2 Handil This oil field was discovered in 1974 located at the edge of the Mahakam River Delta among swampy islands which are partially submerged at high tide and covered by thick layers of local vegetation known as Nipah-Nipah. Current production is around 13 000 bopd. Figure 2.3 Handil Field 2.2.3 Tambora and Tunu Located in the central part of the Mahakam delta lies the Tambora field an oil and gas field. Tunu is a giant gas and condensate field covering 400 square kilometers stretching 80 km from North to South in shallow water along the coastline on the outer limits of the Mahakam River Delta. Production of Tambora and Tunu fields started in 1989 and 1990 respectively. Figure 2.4 Tambora and Tunu Gas Field 2.2.4 Peciko This gas field was first discovered in 1983, 60 kilometers offshore, north –east of the city of Balikpapan and south-west of Bekapai in the Makassar Straits. Production at its initial level of 400 MMscfd is increasing gradually about 1 300 MMscfd of gas by 2004 with the development of additional platforms, the drilling of new wells and the installation of onshore process and compression facilities. Figure 2.5 Peciko Gas Field 2.2.5 Senipah Oil and Condensate Handling Terminal In response to the increasing production at Handil and the adverse conditions on site, a permanent terminal was built near the village of Senipah some 20 kilometers south of Handil. Figure 2.6 Senipah Oil Gas Completed on 1976, the Senipah Terminal which received crude oil from Handil and Bekapai, now also receives condensate from Tambora and Tunu and gas for processing and compression from Peciko. Since 1982 the Handil and Bekapai associated gas has been sent to the Bontang LNG Plant. The processed crude and condensate are stored and exported separately 2.26 Bontang LNG Plant TOTAL E&P INDONESIE became a 10% shareholder of PT Badak NGL Co. Ltd. in 1993. Figure 2.7 Bontang LNG Plant 2.3 Supply Chain Division policy Total E&P Indonesia shall ensure that all contractual relationships for supply of goods and services in support of Total E&P operations must be committed in accordance with the Company procedures. The Supply Chain Division (SC) is the owner of the company’s EKD supply chain business process, and it exists in order to maintain and administer the company supply chain policies and procedures. • Supply Chain are responsible for complying with all policies, rules and regulations imposed on the supply chain processes, specifically those from the Total group and from BP MIGAS. In addition the general commitment to Health, Safety, the Environment, Code of Conduct and Sustainable Development shall be observed at all times. Supply Chain mission : • The SC mission is to provide Goods and Services at optimal cost, in order to achieve effective, efficient operations and customer satisfaction. The following overriding principles shall be observed by all personnel involved in any activities related to the TI supply chain process • Competition: Competition is to be encouraged as far as possible. Any direct award must be justified and conducted with the rigour required to maintain competitiveness of the services being provided. • Transparency: All activities performed in the supply process must be clearly justified by adequate documentary evidence and able to be audited. • Independence: Where ever possible, the commercial and technical aspects of a tender should be handled separately. • Objectivity: The criteria used in selecting suppliers must remain objective at all times, be consistent with the goals / purpose in hand and be measurable. • Confidentiality: Access to and disclosure of confidential information contained in tender enquiries and subsequent Contract must be strictly limited & controlled. • Fairness: Suppliers must at all times be afforded equal opportunity and be treated in the same manner, especially during a tendering process. 2.4 Supply Chain and Coordination Objective Supply Chain Key Objectives are : • Responsible for complying with all policies, rules and regulations imposed on the supply chain processes, specifically those from the Total SA group and BP MIGAS,. In addition the general commitment to Health, Safety, the Environment, Code of Conduct, Business Ethics and Sustainable Development shall be observed at all times during all supply chain activities. • Monitor the functioning of the material and services procurement chain as well as the warehousing to ensure the material and services needs of the Company are properly taken care of in a cost efficient manner • Manage and develop human resources for the Division • Provide link through Jakarta coordination team (DC) between PSC supervisory authorities or partners and user-Divisions in the District • Develop relationship with local authorities and act as a correspondent on all procurement regulatory matters in the District • Ensure the Company’s inventory are properly controlled, maintained and safeguarded • Control and improve the suppliers/ contractors quality database through Supplier Relationship Management. • Ensure proper coordination within other Divisions in DK and provide required information to other relevant parties • Ensure compliance with HSE requirements, SOX, and other Group requirements. • Prepare and manage divisional budget and control cost 2.5 Organizational chart 2.5.1 TOTAL E&P INDONESIE Organizational chart TOTAL E&P INDONESIE, organizational chart is shown below: Figure. 2.8 TOTAL E&P INDONESIE ORGANIZATIONAL CHART 2.5.2 Supply chain Division organizational chart Supply Chain (SC) Division, organizational chart is shown below: Figure. 2.9 Supply Chain Division ORGANIZATIONAL CHART CHAPTER III LITERATURE REVIEW In this part there are related theories about the research subject that become the based-view of the data processing and support the research. 3.1 Supply Chain management A Supply Chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.. The supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and customer themselves. Within each organization, such as manufacturer, the supply chain includes all functions involved in receiving and filling a costumer request. These functions include, but are not limited to new product development, marketing, operations, distribution, finance, and customer service. Figure. 3.1 Supply Chain activities Supply Chain activities begin with a costumer order and end when a satisfied customer has paid for his purchase. The primary purpose for the existence of any Supply Chain is to satisfy customer needs. The supply/value chain of an organization is the entire chain or network of organizations, technologies, and capabilities that together deliver goods or services to the customer. It is generally the essence of the organization’s existence and creation of wealth, and is usually its most critical business process Figure. 3.2 Value chain of Supply Chain activities The term supply chain conjures up images of product or supply moving from supplier to manufacturers to distributors to retailers to costumer along a chain. But most supply chains are actually networks. A typical supply chain may involve a variety of stages. These supply chain stages include : • Customers • Retailers • Wholesalers/Distributors • Manufacturers • Logistic/transportations • Component/ raw material supplier Figure. 3.3 Supply Chain (Hub system) 3.2 Supply Chain performance drivers. Company achieves the balance between responsiveness and efficiency in its supply chain that best meets the needs of company’s competitive strategy. To understand how a company can improve supply chain performance, by examine the factors drivers of Supply Chain performance. These factor drivers also determine whether strategic fit is achieve across the supply chain. Supply Chain performances drivers include: • Facilities are the places in the supply chain network where product is stored, assembled, or fabricated. The two major types of production sites and stores sites .Whatever the function of the facility, decisions regarding location, capacity, and flexibility of facilities have a significant impact of the supply chain’s performance. For instance, a highly-efficiency distributor would have fewer warehouses to increase efficiency despite the fact that this practice will reduce responsiveness. • Inventory is all raw materials, work in process, and finished goods within a supply chain. Inventory is an important supply chain because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness. • Transportation entails moving inventory from point to point in the supply chain. Transportation can take the form of combination of modes and routes, each with its own performance characteristics. Transportation choices have a large impact on supply chain responsiveness and efficiency. • Information consists of data and analysis concerning facilities, inventory, transportation and customers throughout the supply chain. Information is potentially the biggest driver of performance in the supply chain as it directly affects each of the other drivers. Figure. 34 Supply Chain performance driver 3.3 Inventory planning in Supply Chain. Inventory exists in the supply chain because of a mismatch between supply and demand. This mismatch is intentional at steel manufacturer where it is economical manufacturer in large lots that are then stored for future sales. The mismatch is also intentional at a retail store where inventory is held in anticipation of future demand. An important role that inventory plays in the supply chain is to increase the amount demand that can be satisfied by having product ready and available when the customer wants it. Another significant role inventory plays is to reduce cost by exploiting economies of scale that may exist during both production and distribution. Components of inventory decisions that supply chain managers must make effectively create more responsive and more efficient supply chain are : • Cycle inventory is the average amount of inventory used to satisfy demand between receipt of supplier shipments. The size of the cycle inventory is a result of the production or purchase of material in large lots. Companies produce and purchase in large lots to exploit economies of scale in the production, transportation or purchasing process. With the increase in lot size, however also come increases in carrying costs. • Safety inventory is inventory held in case demand exceeds expectations; it is held to counter uncertainty. If the world were perfectly predictable, only cycle inventory would be needed. Because demand is uncertain and may exceed expectations. However, companies would safety inventory to satisfy an unexpectedly high demand. Managers face a key decision when determining how much safety inventory to hold. Choosing safety inventory involves making a trade between the costs of losing sales due to not having enough inventory. • Seasonal Inventory is inventory that is built to counter predictable variability in demand. Companies using seasonal will build up inventory in a periods of low demand and store it for period of high demand when they will not have the capacity to produce all that is demanded. Managers face key decisions in determine whether to build seasonal inventory. And if they do build it, in deciding how much build. If a company can rapidly change the rate of its production system at very low cost then it may not need seasonal inventory because the production system can adjust to a period of high demand without incurring large costs. Therefore, the basic trades off supply chain managers face in determining how much seasonal inventory to build is the cost of carrying the additional seasonal inventory versus the cost of having a more flexible production rate. • Sourcing is the set of business processes required to purchase goods and services. Mangers must first decide the tasks that will be outsourced and those that will be performed within the firm. For each task, the manager must decide whether to source from single supplier or a portfolio of suppliers. If a portfolio of multiple suppliers to be carried, the role of each supplier in the portfolio must be clarified. The next step is to identify the set of criterion that will be used to select suppliers and measures the performance. Managers then select suppliers and negotiate contracts with them. Contracts should be structured. To improve supply chain performance and minimize information distortion from one stage to the next. Contracts also clearly define the role of each supply source. Once suppliers and contracts are in place, procurement processes that facilitate the placement and delivery of orders play a major role. Sourcing decisions are crucial for a firm because they affect all other inventory decisions and the level of efficiency and responsiveness the supply chain can achieve. 3.4 Uncertainty in Supply Chain; Safety inventory Safety inventory is inventory carried for the purpose of satisfying demand that exceeds the amount forecasted for a given period. Safety inventory is carried because demand forecasts are uncertain a product shortage may result if actual demand exceeds the forecast demand. A supply chain manager must consider when planning safety inventory. On one hand, raising the level of safety inventory increases product availability and thus the margin captured for customer purchases. The appropriate level of safety inventory is determined by the following these factors : • The uncertainty of both demand and supply • The desired level of product availability • Lead time variability • Replenishment lead time 3.5 Material Requirement Planning (MRP) system. Material Requirement Planning is planning and controlling system of material (parts) which dependent into higher level of material parts. This condition is impact of complementary system in production, for instance when raw material and assembly component is complementary in creating complete product. This dependent condition is random and lumpy. Lumpy demand is random pattern and discontinued demand, where large demand being order in a period or there is no demand at all in other period. Material requirement planning objectives is planning material and scheduling for components and sub assembling product. MRP support Mater Production Scheduling (MPS) forecasting future demand of components parts. This demand influence by On hand inventory and Schedule receipts (SR) according to time phase, so production size is able to schedule whenever needed. There are four abilities which are MRP system characteristics: • Able to predict demand in the proper time MRP able to predict how long is the proper time for job completion or when material should be available to fulfill demand of products which is scheduled in Master Production Scheduling. • Composing minimal demand for each item By mean of product demand, MRP able to composing accurate scheduling system (priority) in fulfill minimum demand of each item. • Decide Re-order planning in proper condition MRP indicate reorder planning of material to fulfill product demand, whether outbound or inbound demand. • Able to rescheduling or postponement of planned scheduled. When production capacity is unable to fulfill product demand, MRP indicate rescheduling planning to define real order priority. Figure. 3.5 Material requirement Planning flow process Figure 3.5 describe about MRP system which divided into 2 parts: • MRP Input 1. Master production scheduling MPS is according to forecast of product demand. Long term forecast support short term forecast which contain detail plan of “production size” and “production period” with considering available resource. 2. Inventory master file Inventory master file describe status of level item in inventory. Inventory level of each item has to be identified clearly, transactions that being occurred, receiving, consuming, defect, data about lead time, and production size are the main data to avoid planning mistakes. 3. Product structure file ( Bill Of Material) Product structure describe about relationship of each components in assembling process. This information being processed to define the real demand, beside that product structure contain component demand information in every step of assembly process. • MRP Output Output of MRP system is determined the quantity of each item according to BOM and schedule of each item being needed. This information being processed to create Planned Order Release (POR). Planned order release contain 3 main activity; work orders, purchase orders, and rescheduling. CHAPTER IV RESEARCH METHODOLOGY Research needs a methodology that suitable with the objective. Research methodology describe the all the step process from the problem identification until conclusion. (Figure 4.1) 4.1 Problem Identification. This process phase is the initial phase of all research process. Observing the real condition of the system and directing the step process to reach the research objectives. In this phase, we have to identify the problem in the real Supply chain system and compare it with the ideal system. 4.2 Literature study This phase is making some review that relevant with the identified problem. Some theories which related to the problem, there are Supply Chain management, Supply Chain performance drivers, Inventory planning in Supply Chain, Uncertainty in Supply Chain; safety inventory, Material requirement planning system. 4.3 Field study In this phase, real problems in field are observed. Observing Supply chain flow process, procurement process, material management, and generic item control system. It takes some period to get accurate result of observation. 4.4 Data Collecting and processing This phase is continuing phase from the phase before. Data obtained by capturing in the system. Data processing in this phase is clustering by classification and finds the consumption level of each material. 4.5 Data analysis and data interpretation. This chapter will be explaining the data analysis, and whether the processing data that related to the problem. Analyzed some critical factors, and find the impact of those factors. Data interpretations are describing the data and get the patterns of consumption level. This chapter include initial recommendation for root causes. 4.6 Conclusion and recommendation. The research last phase are taking conclusion and give some suggestion from the result of the research. Conclusion taking is the answer of the existing problem. Beside that, some suggestion will be given as input in relation with the research. Figure 4.1 Research methodology flow process CHAPTER V DATA COLLECTING AND PROCESSING Data collecting is taking some material data to support the research and the main data to analyze the system. Before analyzing system, data were processed according to the research objectives. 5.1 Data Collecting 5.1.1 Supply Chain management system in TOTAL E&P Indonesie. Main objective of Supply Chain management system in TOTAL E&P Indonesia is to provide Goods and Services at optimal cost, in order to achieve effective, efficient operations and customer satisfaction Supply Chain are responsible for complying with all policies, rules and regulations imposed on the supply chain processes, specifically those from the Total group and from BP MIGAS, the regulator for the Indonesian Upstream Oil & Gas Industry. Supply Chain is only one actor in the supply process and can only contribute as a co-responsible with other actors. SC organization is committed to attracting and developing personnel to ensure a professional discipline providing the following services; • CTC – Contracting for the Supply Services. • MAT – Procurement of Goods. • STO – Management of TI Inventory stocks. • TAW – Transit, Importation, Acceptance and Warehouse. • MPL – Development of Methods and Supply Chain Improvements. The contracting, procurement and inventory management activities are executed by so called “Duets”, consisting of representatives of SC and the user departments, in order to ensure a coordinated joint approach to these activities. In line with Government Regulations/Guidelines(PTK 007) which allows for procurement activities below 100K USD to be administered through a procurement committee within Supply Chain. For all East Kalimantan District (EKD) procurement above US$ 100K, the Bid Committee Balikpapan (BCB) administers the procurement activities. To avoid any conflict of interests, the Bid Committee Balikpapan are independent of both the Supply Chain Division and the EKD organization, reporting directly to the Coordination Division. All process in the Supply Chain management system is captured by Supply Chain Intranet (Supply Chain Information system). This system called paperless system. This integrated system simplifies the Supply Chain process. The other benefits are minimizing the expenses and shorten the process. 5.1.2 MRP system in TOTAL E & P Indonesie Material Requirement Planning (MRP) system in TOTAL E&P Indonesie is used for efficient planning and checking of the stocks and stock replenishments on the basis of replenishments strategies defined and the requisitions recorded in the system. Automatically create procurement proposals for purchasing and production (Planned orders, purchase requisitions, or delivery schedules). These strategies based on the nature of the items and the suppliers. MRP is a complex process which takes into account existing stock, existing material reservations, planned work, outstanding goods receipts, items under repair and stock levels. SAP R/3 provides functions to calculate how many materials need to be ordered according to these parameters. Figure5.1 MRP system Offshore reservations. Work orders will automatically create reservations for all of the stock materials which are required. Users can also create reservations manually if there is no work order. Master Data. Material master data contains information which is vital for MRP. SAP uses several parameters to calculate if a stock level is too low and needs to be replenished. Stock levels / status. MRP checks on the status of current stock levels including items under repair which may be returned to stock within a number of days. MRP will only work successfully if the stock levels are accurate. This means always creating a goods issue when an item is taken from stock and running a periodic inventory count. Having considered the three different inputs MRP produces a report called the MRP list which shows all of the stock items which need to be ordered. For each of the materials it creates a planned order. The MRP controller or material owner checks this list, verifies details if necessary, and the system automatically creates purchase requisitions for the required materials from the planned orders. 5.1.3 Management criteria of MRP system The management criteria are determined when the tem is created on the basis of the estimated consumption; the procurements lead time and the criticality of the item. They are defined at plant level. The relevant parameters are determined by the Technical Administrator and the Stock controller in charge of referencing. These people set the reorder people (ROP) and determine whether or not planned needs are taken into consideration. 5.1.4 Type of planning in MRP terms There are three MRP types of planning are as follows: • V1 : Consumable items. Planning based on the reorder point by considering needs ( Stock items) • PD : Planning and safety/Insurance items. Replenishment according to actual demand and safety stock. (Stock item) • ND : Non stock/direct purchase. There is no planning, the item is not processed by the MRP module (Non stock item). 5.1.5 Non stock/Direct purchase material Non stock/direct purchase material is a type of material which is not processed by MRP module. User who needs the material makes their own purchase order and purchase requisitions. This type must not be used for stock items. 5.1.6 Generic item terminology Generic item is Non stock/direct purchase material which is not registered on company’s material master and falls into non technical equipment, moveable asset, and one time purchase of specific assembled technical equipment. Generic item should be having low value. 5.1.7 Material requisition flow for generic item Material requisition flow describes the flow process of material from material requirements until procurement and people who involve the process. Figure 5.2 Material requisition flow for generic item When user needs material at the first time they have to check in material master. If the material that user need is available in material master, then user have to raise a reservation. In condition when there isn’t any material master and classify as non catalogue material then user have to specify material description, certification required, QA/QC, Engineering Estimate requirement in the Purchase Requisitions (PR). Prior to PR Approval, cost controller will check the budget allocation. Last, the PR ready to release to procurement process. 5.1.8 Procurement data from Purchase order and contract Release order for generic item. This data is total number of purchase order (PO) and contract release order (CRO) for generic item between 01/01/2005 and 28/05/2007. In that period company has spent for PO & CRO of generic item for USD 22,036,237.64 or 4.13% of total expense.. The partition of the commitment is shown in below figures. Figure 5.3 Partition of generic item by value Figure 5.4 Partition of generic item by commitment This chart shows that the biggest consumption level of generic item is in DRL department followed by FO department. Meanwhile in term of item purchased, FO department is leading with 32% of 1404 commitment. 5.1.9 Total of generic item procurement in yearly basis Data. These charts show data of generic item procurement between 2005 until 2007 in yearly basis. Figure 5.5 Evolution chart of generic value by commitment and generic to all Figure 5.5 defined the evolution chart of generic item in yearly basis. The value of the chart defined the commitment value of generic item in every year and comparison of generic procurement with other planning type procurement. This chart shows the improvement of generic item management. In 2005, the value of generic represent 4.5% of total commitment generated in a year, increased to 5.6% in 2006, and decreased significantly to 1.7 % up to mid 2007. Figure 5.6 Evolution chart of generic commitment by commitment and generic to all Figure 5.6 defined the evolution chart of generic item in yearly basis. The value of the chart defined number of commitment of generic item in every year and comparison of generic commitment with other planning type procurement. The consumption trend of generic item is decreased. In 2005, the number of commitment is 25.6% of total commitment issued and then decreasing to 14.2% in mid 2007. 5.1.10 Data of generic item by procurement method. This is the data of procurement method that occurs in generic item procurement between 2005 until 2007. There are four methods in procurement process; Call for tender (CFT), direct Appointment (DA), direct selection (DS) and top ten procurement. Procurement Method Value Nb Commitment % Compliance to value threshold Ratio (USD/PO) CFT 5 Mio 78 100% 63 K DA 9,8 Mio 802 72.90% 12 K DS 6,5 Mio 285 87.00% 22 K TOP 10 943 K 4 236 K Table 5.1 Table of generic item by procurement method The most common procurement method to buy generic item is Direct appointment ( DA) which reach 802 number commitment worth value is 9.8 Million USD. 5.1.11 Direct appointment data in generic item terms. This is the data of generic item procurement with direct appointment method between 2005 until 2007. Direct Appointment is the procurement goods/service which is conducted by way of direct appointment to 1 (one) supplier of goods that widely known able to supply. DA can be conducted to procure to sole agent or with the value less than 5K. DA may be used for bigger value then 5K when there is a justification. In below table we breakdown the Direct appointment in four transaction value; <5K, <20K, <100K and >100K. This data show the number of commitment in each transaction value. The biggest commitment is for commitment worth less than 5000 USD (5K). We can can get the conclusion that most of the procurement process are in compliance. Transaction value Nb of Commitment Value < 5K 648 1,369,555.27 < 20K 340 3,708,169.85 < 100K 144 6,732,632.19 > 100K 37 10,225,880.33 Table 5.2 Table of direct appointment method in generic items procurement 5.1.12 Generic item data in material category. This is the data of generic item procurement by material category in 2005-2007. This data consist of generic item value and generic item commitment by material category. Company has own policy about the consumption level of generic item. Figure 5.7 Generic item data in material category Company policy is considering the biggest number of commitment than the value to be observed So from this data we can see the consumption trend of generic item by number of commitment. The big three of number of commitment are machine/hand tools with 278 Nb of commitment, personnel safety equipment with 217 Nb of commitment, and office equipments/parts with 211 Nb of commitment. These category consumption level totally is 703 Nb of commitment ( 60% of total number of commitment). We will observe these material category furthermore. 5.1.13 Active Outline agreement until 2007 Outline agreement is a long term contract to one and several supplier which normally covers recurring requirement, consumables, low value expenditure or material/service under a sole agent. The utilization of OA is recommended to increase efficiency and cut-back administrative task in repetitive tendering process. Using auto-CRO, the commitment process will only take less than 2 working days. Company has 110 Outline Agreement which valid until 2007 . This data is enclose in appendix (A.1) 5.2 Data processing Data processing in this research is to find the consumption trend of generic item, by counting and clustering raw data of generic item procurement and into the same material category between 2006 and 2007. 5.2.1 Data of generic item user (departments) in material category Data of generic item user in material category (figure 5.7) describe the consumption level in material category. From that figure, we decide to evaluate big 3 generic item consumption level (number of commitment) in material category. These big 3 represent the consumption trend of generic item which are Machine and hand tools, personnel safety equipment, office equipment/parts. These category will be evaluate furthermore 5.2.1.1 Data of generic item user (departments) in machine and hand tool category. In 2006-2007 the category of machine and hand tools is the most frequently purchase in generic item data. This figures data describe consumption level of generic item in each department in TOTAL E&P Indonesie. Figure 5.8 Machine and Hand tools purchase order There are two departments who have the highest consumption level of generic item. FO/MNT department with 30 purchase order and then followed by DRL/CWO department with 25 purchase order. Repetitive material order of machine and hand tool category describes this material occurrences in purchase order that made by FO/MNT and DRL/CWO departments. We can get this data by processing the total of purchase order data in each department .Figure 5.9 shows that there are 5 material that occurs in purchase order more than one times. The materials are Bow turbolizer, injection relay test, digital camera, Industrial video system, and Ultrasonic monitoring system. The most frequently purchase are bow turbolizer and injection relay test by 3 times. Figure 5.9 Repetitive material in machine and hand tools purchase order data 5.2.1.2 Data of generic item user (departments) in personnel safety equipment category. Personnel safety equipment is in the second place of the most frequently purchase of generic item data. This figures data describe consumption level of generic item in each department in TOTAL E &P Indonesie. Figure 5.10 Personnel safety equipment purchase order There are two departments who have the highest consumption level of generic item. FO/AMT department with 27 purchase order and then followed by DRL/CWO department with 14 purchase order. In personnel safety equipment category both FO/AMT and DRL/CWO departments have the highest number of generic item procuring with 41 purchase orders. So we analyzed these departments data for the category. The figure shown, the most frequently generic item bought in this category is Antiflame protective clothing with 5 times during this period. Figure 5..11 Repetitive material personnel safety equipment purchase order data 5.2.1.3 Data of generic item user (departments) in office equipment/parts category. Office equipment parts/category is in the third place of the most frequently purchase of generic item data. This figures data describe consumption level of generic item in each department in TOTAL E & P Indonesie. Figure 5.12 Office Equpment/parts purchase order There are two departments who have the highest consumption level of generic item. FO/AMT department with 30 purchase order and then followed by SC/TAW department with 17 purchase order. In personnel safety equipment category, FO/AMT and DRL/CWO departments have the biggest number of generic item procuring with 41 purchase orders (5.1.2). We are processed that data to get the repetitive material order. Figure 5.13 Repetitive material in office equipment/parts purchase order data This chart shows us the consumption level of material. The most significant number of repetitive material order is office chair with 8 po or 23 % of total repetitive material order in this category. The other materials, which need to be evaluated, are Plywood, nail and bangkirai wooden. Three of them have 4 repetitive material order during this period. 5.2.1.4 Active Outline agreement data in Machine and hand tool, personnel safety equipment, office equipment parts/purchase category. This data shows the active outline agreement which valid until 2007 in above 3 material categories This data is taken from appendix (A1) and processed in SAP. The category of Machine and hand tools has 2 Outline Agreements, Office equipment/parts has 4 outline agreement, and Personnel safety equipment has 8 outline agreements. Table 5.3 Active OA for 3 categories CHAPTER VI DATA ANALYSIS AND DATA INTEPRETATION This part described about results analysis of data collecting and data interpretation in this research. The analyses are: 6.1 Analysis of Generic item problem Main problem of generic item is high consumption level in this category. Generic item considered as low value purchase and one-time purchase. If the purchasing activity occur more than one times, this should be categorized non generic item. Figure 6.1 Fishbone diagram In the real system, root causes of high consumption levels of generic item are uncovered material in outline agreement, human and repetitive material purchase. In term of value, the problems are considered as simple problem for supply chain, but if they are not managed in a good system this problem will increase procurement department workload and make Supply Chain management system run ineffectively. First root cause of high consumption level is uncovered material in outline agreement. Company has made Outline agreement (OA) to covered demand of low value material. For 2005 until 2007 company has 110 outline agreements. But in some cases, the existing outline agreement was not effective. Because not covering user demand. This mistake is impact of bad OA planning and unidentified future/consumption planning. Officers generate OA without communication with user. They should be understood the rule and policy of OA proposal. At least, observe the consumption trend of the material and identified future consumption planning before deciding to make Outline agreement. In the real system company has low control in OA evaluation, whether the existing OA has covering generic item demand or not. But company can decrease these problems by evaluate OA periodically. Second root cause is human factor. Some user has bad habit, easier the process system to minimize replenishment process by using generic item terminology. This point of view is minimize replenishment time of user but increasing the procurement department workload. Material management terminology is not well-known by some user. For instance, when user ordering some material, user lack of information about how to find material in UNISUP (software for material management). This lack of information makes user buy material in generic item to replenish material. Third root cause is repetitive material purchase. TOTAL E &P material management system has a policy in manage generic item. Generic item should be purchase in one time in some period, but the reality is for some identical material being bought in generic item terms for many times. For this kind of material, should be not categorized as generic item but other material management category such as direct purchase and include in material master (catalogue). So company can manage and control it. But in some cases, repetitive material purchase is impact of un-userfriendly system in managing material. Users difficult to find the catalogue then decide to make new requirement in generic item terms. 6.2 Analysis of Generic item management in yearly basis. Generally, generic item management is improving from the first time implemented. Generic item management evolution is decreasing in 2005 trough 2007. Figure 5.5 defined the commitment value of generic item every year is decreased and the generic item procurement is increase in 2006 then go down in 2007. This evolution is significant improvement of generic item management. Meanwhile figure 5.6 shows the number of commitment generic item in every year and comparison of generic procurement with other planning type procurement. The data shown the decreasing trend of commitment in 2005 through mid 2007. From this data in 2005 number of commitment is about 600 and decreasing to 150 in 2007. Although number of commitment in yearly basis is decreasing, but 150 number of commitment is a big value that still weight the procurement department workload. This number commitment considered as more important than big value of generic item. Big value of generic item could happen for expensive material which is uncatalogue. It’s a common problem, in condition requiring generic item classification. 6.3 Analysis of generic item by procurement method. In purchasing generic item, user can use all the procurement method. There are no special criteria to procuring generic item, in condition requiring procurement procedure. In table 5.1 we can see the biggest procurement that being used in procuring generic item is direct Appointment ( DA) with 802 number of commitment. This procurement method is known as the shortest way to minimize procurement time because procurement goods/service which is conducted by way of direct appointment to 1 (one) supplier of goods that widely known able to supply or procure to sole agent or with the classification of value transaction. But buyer still evaluate vendor related to the rule. From the table 5.2 which is describe about direct appointment transaction value, we can see the biggest commitment is for commitment worth less than 5000 USD (<5K). This value is suitable for generic item which classify as low value material. 6.4 Analysis of generic item data by material category. From figure 5.7, we can see the consumption level of generic item in material category. According to the company policy in evaluating generic item, this research considered to the number of commitment which made during 2005 until 2007. Observing number of commitment is more critical than purchasing value of generic item. In material category, machine and hand tools has the biggest number of commitment then followed by personnel safety equipment and office equipment parts. Other category distributed into average commitment number. Machine and hand tools category has the biggest number of commitment with 119 purchase order. More than 50 % of total commitment in this category is made by FO/MNT and DRL/CWO. We can see it in figure 5.8. Machine and hand tools are technical material in production operation and these departments are main core of company production operation. In this category company has 2 outline agreements to cover demand. But the real fact is high demand of machine hand tools were not covered by these OA. These OA is used effectively but not efficient in covering generic item demand, so user preference to buy in generic item terms. So recommendation for this category is when buyer makes outline agreement they have to considering the consumption trend of the material. We can observe the consumption trend by evaluate the repetitive material purchase in this category. We can see it in figure 5.9. In these departments, there are 5 materials which buy repeatedly and these materials recommended having new Outline Agreement. Personnel safety equipment is in the second place the most frequently purchase or big number of commitment with 105 purchase order. The biggest department is FO/AMT then followed by DRL/CWO, we can see it in figure 5.10. Their purchase order take the biggest part of total purchase order in this category about 75%. These department are one of the main core of company work area, in production. These departments need a lot of attention in safety equipment. All the materials that being buy in this category, quite rarely buy or one time purchase materials except two materials, Dale antiflame protective clothing and working jacket. We can see it in figure 5.11. These materials have 8 times repeatedly purchase in this observed period. This category already has 8 outline agreement to cover demand in this category. From table 5.13 we can see that these Outline Agreement are not used effectively, average usage level is under 100%. And then consumption level in this category is still high, so existing Outline Agreement not covering demand in this category. These existing Outline agreements were not used effectively and not efficient to covering demand. For these cases, we have to evaluate existing OA and decrease the value or extending consumption range period. and then decrease consumption level in this category by make new Outline agreement specially for repetitive material purchase, Dale antiflame protective clothing and working jacket. Office Equipment/ parts category is in the third place of the most frequently purchase or big number of commitment with 95 purchase order (po). Departments which have the highest level of consumption in this category is FO/AMT department with 30 purchase order and then followed by SC/TAW department with 17 po. This consumption level not really represent the real material consumption, we have to evaluate material which repetitive purchase in some categories. The most significant number of repetitive material purchase is office chair with 8 po or 23 % of total repetitive po in this category. It mans that office chair has been buy for 8 times in this period (2006-2007). We can see from the figure 5.12 that the other material have repetitive average consumption. Office chair become the most frequently purchase in this category and should be have an outline agreement. But the consumption trend is a quite odd. For instance, in one department and one period, user order different brand of office chair in big quantity. And this consumption trend still high in 2007. Office equipment parts has 4 active OA until 2007. These OA used effectively, and the usage level almost 100% in every period. But the consumption level of office equipment still high, then the recommendation of creating a new Outline Agreement to cover this demand is feasible or increase value and material list. Especially for Office chair which has been bought repeatedly. 6.5 Analysis of Effective and efficiency of Outline Agreement According to table 5.2, we can see active outline agreement which valid until 2007 for 3 material category (Machine and hand tools, Office Equipment/part, Personnel safety Equipment). In generic item data, this material category has the highest consumption level. In this observe period, machine and hand tools have 119 number of commitment. It is the biggest number of commitment in generic item analysis in this period. To covered machine and hand tools demand, company already has 2 outline agreement. We can see it in table 6.5 these outline agreement was release in 2006 and the end period is 2008 and 2009. Initial value of these OA is totally about 2,396,182 USD. These OA are used effectively, because the usage level is up to 50% and almost 100% this period. In terms of demand coverage, these OA is not efficient. There are still purchase orders in generic item in this category, which is uncovered demand of these OA. Table 6.1 Outline agreement of machine and handtools The other material category is Office Equipment parts; this category has 95 number of commitment. This category is low value material but the number of commitment is quite high. Company already have 4 Outline Agreement to cover this category demand. But the reality is consumption level of this category still high, though in this period. Usage level of each OA ( table 6.5) is good, show that these Outline agreement is used effectively. But for high consumption level in this category, company have to create a new outline agreement to decrease it or implementing another proposal. New Outline agreement specially for repetitive material purchase in generic item, in this case is office chair. Table 6.2 Outline agreement of office equipment part Personnel safety equipment consumption levels for this observe period is 105 number of commitment. This category already has 8 Outline Agreement to cover this category demand. But number of commitment that represents consumption level is quite high. This condition shows that Existing Outline agreement in this category is not efficient, not covering optimum number of demand. From the usage level of each existing OA, most of all are not used in effectively. Remained values in the end of period are high; indeed gain to 39.79 % from initial value ( Table 6.7). So these existing Outlines is not used effectively and not efficient in covering demand. This problem occurs because bad strategy in planning Outline agreement and for long terms period company can lose a lot of money. To avoid this, company have to evaluate the existing OA in this category. So when create a new OA, which related to this category. Stock officer have to considering the consumption trend of material such as repetitive material purchase. And change planning strategy by extend the OA range period or minimizing the value. Table 6.3 Outline agreement of personnel safety equipment 6.6 Analysis of Option proposed in solving Generic item problem. Generic item considered as a low value purchase, in managing this category TOTAL E&P Indonesie has implemented many systems. Problems that often occurs in Generic item is about high consumption level. This proposals implementation concentrated in different objective. Some of the proposals is concentrated on eliminating or reducing transaction time and cost, the other one is more in finance supervision and control responsibility. Method Approaches Simplify procurement process Control Request OA and PA X X e-procurement X Finance supervision X p-card thru MoU X X Table 6.4 Option proposed in Solving Generic item problem • Outline Agreement and Price Agreement. Outline agreement and price agreement is one of the solution to manage low value and generic commitment. Creating outline agreement or price agreement coupled with the implementation of auto-CRO will by large be simplifying the procurement process for low value commitment. Anyhow, the prerequisite to establish the OA and PA is that the definition of the item shall be put into SAP. This prerequisite will need big effort from user by the assistance of buyer or stock controller to identify the description, set standardization on product, and set the requirement planning. Nevertheless, coverage of Hand tools, Personnel safety equipment, and office equipment and parts, thru creation of new outline or price agreement is feasible to implement. • e-procurement Implementation of e-procurement is believed as one way to simplify procurement process. E-procurement has also proofed as the method to reduce acquisition cost and time, in addition if e-proc is coupled by the implementation of the paperless then the acquisition cost and time will significantly decrease. Starting from January 2005, company has implemented full e-procurement process. In managing generic item, the implementation is significant, as shown in the figure below. Starting from 2005 to 2006 number of generic item purchased thru e-procurement is taking off, especially in 2006. Commitment Value 2005 2006 2007 < 5K 38.7% 89.0% 80.4% < 20K 46.6% 79.4% 81.6% < 100K 20.5% 48.0% 87.5% > 100K 4.5% 15.4% 0.0% Table 6.5 Implementation of e-proc in yearly basis The implementation of e-procurement for all generic items is seen as the feasible approach implemented at this moment. In term of the system point of view, e-proc is quite mature, in term of personnel, buyers are familiar with the e-procurement process for two years, and many suppliers are also familiar with this approach. • Finance supervision (cost controller) Finance supervision or cost controller involvement in TI case has been proofed as an efficient approach. Dept % Total Generic Value Value DRL/CWO 20.61% 4,5 Mio FO/MNT 11.73% 2,6 Mio ENG/CST 10.92% 2,4 Mio SC/STO 9.72% 2,1 Mio IST/TEL 6.33% 1,4 Mio Table 6.6 Generic item value in each department In top 3 departments issuing Purchase Requisition for generic item are having the same trend in term of issuer. In 2005 there are more than 2 people issuing the PR for generic item, in 2006 number of people is decreasing and become 1 person in 2007. It seems that user has centralised the creation of PR for generic item, thus more control gain in the first place. In general following the overall trend of generic item, the requests from TOP 3 department are decreasing. Even DRL/CWO has been able to reduce the generic item more than 80% in 2006. For MNT and CST, even though the value was increasing in 2006, but number of commitment generated for generic are decreasing significantly. The data above shows us, that the control given to cost controller has however reduce number of commitment for generic item. A special credit shall be addressed to the effort of cost controller team, this approach shall be continue and even reinforce to ensure the proper request of generic item. Figure 6.2 Evolution of generic commitment value Figure 6.3 Evolution of generic commitment item • p-card P- card is a new proposal for solving generic item problem. So far there is no proper p-card model can be implemented. Meanwhile the utilization of p-card may reduce procurement workload in managing low value and generic item. But not decrese the consumption level of generic item. Even though, Supply chain may find great benefit from the implementation of p-card, but shifting purchasing responsibility to the user, and establishing proper transaction control are two significant concerns that shall be considered. Latest benchmark to other PSC, ConocoPhillips has been working with Bank Niaga to develop the p-card, and they have successfully shifted the procurement responsibility to the user for the transaction less than 500 USD per transaction. The merchants covered only by MoU and span from Pharmacy (Kimia Farma), IT and office equipment (Bhinneka.com), Hand tools (Kawan Lama), and etc. CHAPTER VII CONCLUSION AND SUGGESTIONS In this phase, it would be concluded from some analysis produced and give suggestion from the research in TOTAL E&P Indonesie. These conclusions expected to answers some goal of research. 7.1 Conclusion According to the research, it can be taken some conclusion: 1. Main causes of high consumption level of generic item are uncovered material in outline agreement, human mentality and repetitive material purchase. 2. Generally, generic item management is improving from the first time implemented. From 2005 to 2007 generic item commitment tend to decrease. This evolution is significant improvement of generic item management. 3. The highest levels of generic item consumption by “commitment” are in Machine and hand tools category, Personnel safety equipment category, Office Equipment/ parts category. 4. Active Outline Agreement which related to Machine and hand tools, Personnel safety equipment, and Office Equipment/ parts can not cover the demand of those 3 categories. 5. There are four option proposed to manage generic item problem; Outline Agreement and Price Agreement, e-procurement, Finance supervision (cost controller) and p-card 7.2 Suggestions 1. It is expected to continue the research that hasn’t discussed here and implement the recommendation as result of the research. 2. Improving Supply Chain information system to be more user-friendly to the user. 3. Creating outline agreement has to considering future consumption trend and historical data. 4. Generic item has to be evaluated periodically. REFERENCE Chopra.Sunil and Peter Meindl. 2004.”Supply Chain management: Strategy, Planning, and Operation”. New Jersey : Pearson Education. Pujawan, I Nyoman . 2003. “Supply Chain management”. Surabaya : Guna Widya Nasution, Arman Hakim.2001. “ Production and Planning Control”. Surabaya : Guna Widya. Manuhoro, Putranto “Generic item analysis report” Balikpapan. APPENDIX A.1 Active Outline agreement until 2007 Purchasing Document PO First Release Date Validity period end 4600000643 18/12/2004 30/09/2007 4600000667 08/12/2004 11/10/2007 4600000673 03/11/2004 01/11/2007 4600000674 01/11/2004 31/03/2008 4600000683 17/11/2004 01/12/2007 4600000686 17/11/2004 31/10/2007 4600000700 13/12/2004 31/12/2007 4600000706 21/12/2004 20/12/2007 4600000707 21/12/2004 20/12/2007 4600000708 21/12/2004 20/12/2007 4600000710 16/12/2004 23/12/2007 4600000725 18/01/2005 02/01/2008 4600000754 27/01/2005 31/12/2007 4600000762 15/02/2005 15/02/2008 4600000768 30/06/2005 16/06/2008 4600000769 07/04/2005 31/12/2007 4600000772 07/04/2005 31/01/2008 4600000800 12/04/2005 07/03/2008 4600000807 16/03/2005 29/11/2007 4600000808 16/05/2005 16/05/2008 4600000810 21/03/2005 18/03/2008 4600000811 22/03/2005 01/04/2008 4600000816 06/04/2005 08/04/2008 4600000827 25/05/2005 06/04/2008 4600000888 12/08/2005 01/08/2007 4600000895 20/07/2005 15/07/2008 4600000896 21/07/2005 22/07/2008 4600000914 19/07/2005 20/07/2008 4600000915 28/07/2005 01/08/2008 4600000935 16/08/2005 11/08/2008 4600000938 12/09/2005 15/09/2008 4600000945 14/09/2005 15/09/2008 4600000946 22/11/2005 01/11/2008 4600000950 31/10/2005 23/08/2008 4600000970 16/11/2005 01/11/2008 4600000971 22/11/2005 01/11/2008 4600000972 07/10/2005 15/10/2008 4600001002 16/03/2006 15/10/2008 4600001004 19/10/2005 27/10/2008 4600001006 28/10/2005 15/11/2008 4600001016 27/10/2005 15/11/2008 4600001028 24/01/2006 31/12/2008 4600001067 27/02/2006 15/05/2008 4600001072 15/03/2006 01/03/2008 4600001076 21/02/2006 10/02/2009 4600001078 24/01/2006 24/01/2008 4600001116 16/03/2006 15/03/2008 4600001125 27/04/2006 01/05/2008 4600001131 29/03/2006 31/03/2008 4600001132 29/03/2006 31/03/2009 4600001145 20/04/2006 15/04/2008 4600001168 13/06/2006 31/05/2009 4600001177 05/06/2006 15/06/2009 4600001178 26/05/2006 31/12/2007 4600001180 26/05/2006 01/06/2009 4600001186 13/06/2006 16/05/2009 4600001194 21/06/2006 01/07/2009 4600001196 02/07/2006 31/12/2008 4600001197 27/06/2006 30/06/2009 4600001205 27/06/2006 12/06/2009 4600001206 20/06/2006 12/06/2009 4600001215 27/07/2006 31/07/2009 4600001219 12/09/2006 31/08/2009 4600001235 31/07/2006 17/07/2007 4600001236 04/08/2006 31/08/2009 4600001237 12/09/2006 31/08/2009 4600001238 31/07/2006 01/08/2008 4600001239 12/09/2006 06/11/2008 4600001245 26/07/2006 29/07/2007 4600001246 26/07/2006 29/07/2008 4600001247 26/07/2006 29/07/2009 4600001248 01/08/2006 20/08/2007 4600001254 08/08/2006 18/06/2008 4600001279 26/09/2006 15/09/2008 4600001282 28/09/2006 14/09/2009 4600001289 11/09/2006 15/09/2008 4600001295 13/10/2006 31/12/2007 4600001299 20/10/2006 31/10/2009 4600001302 27/11/2006 31/12/2008 4600001320 14/11/2006 15/11/2008 4600001330 17/11/2006 15/11/2007 4600001356 23/12/2006 06/10/2007 4600001357 21/12/2006 06/10/2007 4600001375 02/01/2007 31/10/2007 4600001376 02/01/2007 31/12/2007 4600001377 02/01/2007 31/12/2008 4600001386 15/05/2007 03/10/2007 4600001401 10/01/2007 04/08/2007 4600001402 10/01/2007 04/08/2007 4600001416 31/01/2007 01/02/2009 4600001439 06/03/2007 26/02/2009 4600001441 02/04/2007 27/02/2010 4600001442 03/04/2007 31/12/2008 4600001451 08/03/2007 11/11/2007 4600001454 13/03/2007 19/03/2010 4600001455 29/06/2007 30/04/2010 4600001477 16/05/2007 30/03/2009 4600001481 28/05/2007 31/12/2008 4600001482 09/07/2007 10/04/2010 4600001484 04/06/2007 16/04/2010 4600001485 21/06/2007 20/06/2010 4600001503 06/06/2007 10/04/2008 4600001510 25/06/2007 31/12/2008 4600001518 29/06/2007 01/06/2009 4600001545 11/07/2007 26/05/2008 4600001546 11/07/2007 26/05/2008 4600001547 11/07/2007 26/05/2008 4600001573 24/07/2007 01/02/2008 4600001574 24/07/2007 01/02/2008 4600001580 30/07/2007 01/08/2009 4600001583 27/07/2007 24/07/2010