Mission SC
To provide Material and Services procurement at optimal cost, in order to achieve effective,
efficient operations and customer satisfaction, in compliance with the Company’s policy and
guidelines also government regulations.
In order to support this mission, SCC is committed to attracting and developing personnel to
ensure a professional discipline providing the following services; CTC – Contracting for the
Supply of Services. MAT – Procurement of Goods. STO – Management of TI Stock
Inventory. TAW – Freight Forwarding, Importation and Warehousing Operations. MPL –
Development of Methods and Supply Chain Improvements.
To develop and maintain close coordination between Jakarta Supply Chain Authorities &
Coordination Team, Government and partners, TDO/CA and District’s Divisions on all
procurement and budget matters.
Key Objectives
• 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
Detailed Activities and Interfaces
(← Input to entity, → Output from entity, ↔ Interaction)
1. Set-up the Supply Chain Division operations
• Monitor the implementation of the organization and make
adjustment where necessary
• Ensure each entity in the Division coordinate with Methods
department to set-up and standardize its internal processes
↔ SC Dept
Heads/
Services.
2. Direct, monitor and control the Division
• Provide direction on the supply chain priorities / objectives
• Monitor regularly the performance of each department and ensure
that they are working together in an efficient and transparent
manner (KPI utilization)
• Understand major issues and provide guidance in resolving any
significant material or service procurement issues
• Discuss and review prior issuance external communication from
department heads
• Approve and sign procurement request and orders (PR, PO/SO) as
delegated by the DAS
→ SC/MPL
→ SC Dept
Heads
3. Coordination with PSC authorities, regulatory bodies and partners
• Provide link through Jakarta coordination team between PSC
supervisory authorities and user entities
• Act as a correspondent for the district on all procurement regulatory
matters vis-à-vis national and local regulatory bodies and other
stakeholders
• Make necessary reports and presentation to BP Migas, the regulator
for the Indonesian Upstream Oil & Gas Industry, also Migas, Inpex
or other business partners if needed.
→ CRD
4. Develop and maintain good communication with user entities
• Maintain regular contact with user Divisions to better understand
their needs
• Meet with users entities to define services and material contractual
strategy
• Define with user entities proper interfaces with the Division
• Ensure department heads of the Division provide timely information
to users entities
↔ Other Div
Heads
↔ Users
5. Manage relationship with suppliers/contractors through Supplier
Management Relationship.
• Review regularly suppliers/contractors performance and discuss
with department heads improvement opportunities
• Control that suppliers/contractors are complying with TOTAL HSE
requirements
• Maintain regular contact with suppliers and contractors and trade
associations to ensure the concern of the suppliers and
contractors role is properly addressed by the division.
• To improve and update the supplier/ contractor data base.
↔ Suppliers/
Contractors
6. Coordination with TDO/CA
• Having close coordination and communication with TDO CA
regarding Supply Chain operations in TI.
• IMPACTS assessment and others assessment to measure and
improve supply chain division performances.
↔ TDO/CA

Mission SC MAT
Monitor and control material procurement operations. Develop new material procurement
strategies/ processes to smooth internal activity and ensure that user’s materials
requirements are met in the most timely and cost-efficient manner.
Key Objectives
• Ensure timely and accurate processing of incoming PR’s into PO’s by the different
materials procurement services.
• Ensure all PO conform to users’ specific needs and company standards.
• Ensure compliance with internal and external HSE regulations.
• Find the most efficient procurement processes to meet internal strategy and user
requirement, while complying with the company guideline, government regulation and
Production Sharing Contractor (PSC) supervisory authority requirements.
• Create a competitive atmosphere in bid process and transparency in evaluation.
• Continuously monitor and develop ways to improve the performance of Materials
Procurement
o Improve staff capabilities on procurement and technical skills for specialized items.
o Refine processes to optimize procurement efficiency.
• Actively seek out new competent suppliers to increase sourcing options.
• Explore with users new purchasing strategies that meet the objectives of the users and
the company (e.g. partnership, blanket orders).
• Prepare actively and support the implementation of new purchasing systems (e.g. eprocurement,
UNISUP, Contiki).
• Ensure cooperation between various departments within SC and with other divisions.
• Coordinate with Jakarta material procurement entities to ensure homogeneity of our
procedures at company level.
• Provide the main/strategic users with information regarding deliverability of the material.
Scope
From PR validated to PO issued; Material Delivery at final destination point to PO close-out;
Vendor evaluation to future deliverability improvement; Enhance professionalism and ethics.
Detailed Activities and Interfaces
(← Input to entity, → Output from entity, ↔ Interaction)
1. Set-up the new Material Procurement operations
• Monitor the implementation of the organization and make
adjustment where necessary.
• Coordinate with MPL to set-up and standardize internal processes
for Material Procurement services/sections.
↔ PR1/PR2/PR3
↔ MPL/SPD
2. Direct, monitor and control the department
• Provide proper supervision to subordinates to be in line with
management directive and supply chain mission & policy.
• Co-ordinate with MPL in developing key performance indicators and
tracking systems.
• Monitor regularly the performance of each services/section based
on KPI.
• Understand major issues and provide guidance in resolving any
significant procurement issues.
• Approve and sign users’ procurement request orders (PR, PO) as
delegated by the DAS.
• Approve and review any documents related to cost incurred
against department budget as delegated by the DAS.
• Monitor expenditure of the various services/sections.
• Monitor delivery of material purchased.
↔ MPL/SSD
3. Report to Division Head
• Review regularly department KPIs with division Head (particularly to
monitor the backlog).
• Report major issues to Division Head and propose potential
solutions.
• Discuss and review with division Head external communication prior
issuance.
• Develop annual departmental budget and recruitment plans.
• Individual buyer performance.
→ SC Head
4. Ensure compliance with procurement regulations
• Receive updates on procurement regulations from MPL.
• Design and update procedures in line with regulatory environment
changes (i.e. PTK 007, ITT and ITB, GCP, New PMK).
• Benchmark procurement processes against other PSC and stateowned
enterprises facing the same regulatory constraints (i.e. East
Kalimantan Logistic Forum).
← MPL/SPD
5. Develop ways to improve the performance of Material
procurement.
• Coordinate with MPL to continuously update and refine internal
process.
• Coordinate with MPL in developing new tools and systems.
← MPL/SPD
← MPL/SSD
6. Develop new strategies for procurement of materials
• Coordinate with division head and users to define and implement
possibilities for new contract types and supplier arrangements.
• Coordinate search for new and better suppliers.
• Encourage and implement new strategic sourcing method of making
materials available (e.g. consignment, asset sharing, inventory
pooling, etc.).
↔ Div Head, Users
↔ MPL/PCS
7. Streamline communication with user entities
• Ensure buyer to regularly update the individual reporting status
→Tracking
to make it available for user upon request.
• Standardize procurement process to minimize clarification.
• Coordinate with STO, ACP and/or users to ensure the
availability of all valid technical guidelines for inspection.
↔ MPL/SPD
↔ STO & ACP
8. To improve DUET with User
• Communication and coordination with Users.
• Establish regular meeting to build better working relation,
exchange critical information and resolve any problems.
↔ Users/ DUET
9. Manage Suppliers Relationship
• Ensure buyers provide timely feedback to Supplier Assessment on
suppliers’ performance.
• Support the rationalization of suppliers through the analysis of
service offering and performance.
• Organize periodical meetings with contractors to discuss
improvement opportunities (monthly coordination meeting).
• Review and respond timely to all incoming communication
requested by suppliers
→ Supplier Mgnt/
MPL (MPL/PCS)
10. Encourage the implementation of new purchasing systems
• Coordinate with Paris e-procurement support group.
• Prepare and monitor electronic transactions.
• Prepare the implementation of SAP / UNISUP in coordination
with Project specialists.
• Ensure buyers will embrace new purchasing systems.
↔ HQ/TDO-CA
→ HQ/TDO-CA
↔ MPL/SSD
11. Allocate duties according to skills and provide regular training
• Coordinate with HRD and MPL/PCS to identify orders to be
managed in priority and allocate internal resources accordingly.
• Ensure each service is properly staffed to perform required duties.
• Review regularly staff performance.
• Arrange for regular training to develop both technical (materials
specialization) & non-technical (general purchasing skills) expertise.
↔ HRD & MPL/PCS
↔ SC
↔ HRD & MPL/PCS
12. HSE Compliance
• Monitor and improve when possible the compliance to the team
towards the company’s HSE policy as well as towards ethical
guidelines.
↔ HSE
13. Clarification to Audit Findings
• Prepare appropriate answer to queries from any auditors (external &
internal).
• Organize the clarification meeting whenever required
• Review auditor’s recommendation, carry on with the implementation
and monitor the progress
↔ Auditors
14. Maintain good communication with other SC departments
• Maintain regular contacts with other department/ service heads ↔ SC Dept Heads
/Services within the division to share concerns and propose improvement
opportunities within SC division.



Mission sc ctc
Monitor and control services procurement operations. Develop new services procurement
strategies/ processes to smooth internal activity and ensure that user’s services
requirements are met in the most timely and cost-efficient manner
Key Objectives
• Ensure timely and accurate processing of incoming validated PRs into Framework
Orders / contracts by different contracts coordinators.
• Ensure timely and accurate processing of incoming Requisition of changing scopes of
services into Change Orders or Contracts amendment by different contracts coordinators
• Ensure all contracts conform with users specific needs and company standards
• Find the most efficient procurement processes to meet internal strategy and user
requirement, while complying with the company guideline, government regulation and
PSC supervisory authority requirements
• Create a competitive atmosphere in bid process and transparency in evaluation
• Continuously monitor and develop ways to improve the performance of Services
Procurement
• Improve staff capabilities on procurement and technical skills for specialized
contracts
• Refine processes to optimize procurement efficiency
• Actively seek out new service providers to increase sourcing options
• Explore with users new contracts strategies that meet the objectives of the users and the
company
• Responsible to develop, maintain and improve of standard contracts as guidance from
HQ, user’s input and to adapt the market situation.
• Coordinate and advice in relation to major issues occurring during contract
implementation.
• Implementation of the procurement systems (e.g. UNISUP, CONTIKI)
• Ensure cooperation between various departments within SC and with other divisions
(user) especially to improve DUET with user.
• Coordinate with Jakarta Coordination Team to ensure homogeneity of our procedures at
company level and coordination with Government/ BPMIGAS
• Ensure and comply with internal and external HSE regulations.
Scope
From validated PR to Framework Orders/ Contract awarded and signed.
Detailed Activities and Interfaces
(← Input to entity, → Output from entity, ↔ Interaction)
1. Set-up the new Services Procurement operations
• Monitor the implementation of the new organization and make
adjustment where necessary
• Co-ordinate with MPL to set-up and standardize internal processes
for Services Procurement services/sections
↔ MPL
2. Direct, monitor and control the department
• Co-ordinate with MPL in developing key performance indicators and
tracking systems
• Monitor regularly the performance of each services/section based
on KPI
• Understand major issues and provide guidance in resolving any
significant procurement issues
• Approve and sign users’ procurement request orders (FO) as
delegated by the DAS
• Approve and review PRs contracts, frame work orders, change
orders and/ or other documents related to cost incurred against
department budget as delegated by the DAS
• Monitor expenditure of the various services/ sections
↔ MPL/SSD
↔ MPL/SPD
↔FIN/OPS
3. Report to Division Head
• Review regularly department KPIs with Division Head
• Report major issues to Division Head and propose potential
solutions ( to reduce backlog)
• Discuss and review with division Head external communication prior
issuance
• Develop annual departmental budget and recruitment plans
→ SC Head
4. Ensure compliance with procurement regulations
• Receive updates on procurement regulations from MPL
• Design and update procedures in line with regulatory
environment changes
• Benchmark procurement processes against other PSC and
state-owned enterprises facing the same regulatory constraints
↔ MPL/SPD
↔ MPL/SSD
5. Develop ways to improve the performance of services procurement
• Coordinate with MPL to continuously update and refine internal
process
• Coordinate with MPL to develop new tools and systems
• Ensure proper coordination between contract experts and contract
coordinators to develop and update contracts in conformity with user
specific needs and Group standards
↔ MPL/SPD
↔ MPL/SSD
6. Develop new strategies for procurement of services
• Coordinate with division head and users to define and implement
possibilities for new contract types and contractors
arrangements
• Coordinate search for new and better contractors
• Encourage and implement new methods of making service
available (e.g. consolidating service contract)
↔ Div Heads, Users,
7. To improve DUET with user
• Communication and coordination with Users.
• Ensure contract officers provide timely inputs to Tracking to ensure
proper reporting to users
• Standardize procurement process in order to request minimal inputs
from users
• Coordinate with Contract Responsible, to ensure users provide to
contract officers all necessary supporting documents
↔ Users/ DUET
→ Tracking
↔ MPL
8. Manage Contractors Relationship
• Ensure contract officers provide timely feedback to Supplier
Assessment on contractors performance
• Support the rationalization of contractors through the analysis of
service offering and performance
• Coordinate safety audit to control that contractors are complying
with TI HSE requirements
• Organize with MPL meetings to discuss improvement
opportunities with external party, HSE, user or contractors if
required.
• Review and respond timely to all incoming communication
requested by contractors, after discussion with Division Head
→ Supplier Mngt
↔ MPL/PCS
↔ HSE
↔ MPL/SPD
9. Encourage the implementation of new procurement systems
• Ensure contract officers will embrace UNISUP and CONTIKI ↔ HQ
↔ MPL/SSD
10. Allocate duties according to skills and provide regular training
• Coordinate with MPL/PCS to identify orders to be managed in
priority and allocate internal resources accordingly
• Ensure each services are properly staffed to performed required
duties
• Review regularly staff performance
• Arrange for regular training to develop both technical (service
specialization) and non-technical (general contract negotiation
skills) expertise
• Ensure contract officers will solicit contract experts knowledge
↔ MPL/PCS,
→ Svc Heads
↔ HR,MPL/PCS
↔ HR,MPL/PCS
11. HSE Compliance
• Monitor and improve when possible the compliance to the team
towards the company’s HSE policy as well as towards ethical
guidelines
↔ HSE
12. Maintain good communication with other SC departments
• Maintain regular contacts with other department heads within the
division to share concerns and propose improvement
opportunities within SC
↔ All SC Depart.







Mission SC/TAW CHARTER
• Ensure the correctness & the quality material being purchased comply with the
contract/specification /standard requirement in order to achieve effective , efficient and
customer satisfaction
• Ensure in coordination with external services providers (logistics or transit forwarder) the
timely and accurate processing of material deliveries as per Purchase Orders and
invoice payments.
• Ensure that materials stored in warehouses are organized, maintained and released in a
proper and timely manner, and properly reflected in the stock management systems
(UNISUP).
• Ensure all jobs done by either subordinates and others within warehouse area are
conducted in safe manner.
Key Objectives
• Acceptance (TAW/ACP):
􀂃 Ensure the QA/QC/correct certificate /document requirement in the PO (Purchase
Order)
􀂃 Ensure in coordination with QA/QC of Head Quarter, the Third Party Inspection (TPI)
service is provided independent and efficient service for the Inspection, and provide
the Acceptance of material delivered to Company Hub and inspection of materials
stored in warehouses
􀂃 Manage in a timely and accurate manner the inspection of material purchased by
Company, in coordination with QA/QC in Head Quarter.
􀂃 Manage in a timely and accurate manner the acceptance process of material
delivered to Company Hub (reception area) and issue a Goods Receipt.
􀂃 Manage and organize the reception area in coordination with warehouse supervisors
􀂃 Ensure regular inspection of materials in warehouses
􀂃 Build local inspection know-how and expand capability to include wider range of
materials in coordination with users
• Transit Service & Custom (TAW/TSC):
􀂃 Co-ordinate TSP (Transit Service Providers) to ensure smooth and efficient delivery
of materials and documents from Manufacturers to warehouses including proper
procedures for custom clearance
􀂃 Ensure proper documentation/approvals present for reception and custom clearance
of cargo
􀂃 Improve expediting methods and build expeditor knowledge base
• Warehouse (TAW/WHS):
􀂃 Record, store and maintain indoor and outdoor warehouse items
􀂃 Store and safe keep material documents
􀂃 Provide support to TAW/ACP for the reception process
􀂃 Process user dispatch requests for material and co-ordinate with logistics for delivery
􀂃 Maintain the warehouse infrastructure
􀂃 Improve warehousing methods and build store keeping capability
􀂃 Act as Operating Authority and manage safe working practice in Senipah warehouse
Scope
• Acceptance (TAW/ACP):
􀂃 Before PO issuance and from material delivered in the reception area to the
issuance of the Good Receipt, for all EKD material procurement, returned exused
materials, and returned surplus.
• Transit Service & Custom (TAW/TSC):
􀂃 From material delivered to TSP (at Global or Regional Hub) up to the
reception area, for all EKD material procurement
• Warehouse (TAW/WHS):
􀂃 Receive from ACP, storage and dispatching for stock items in Senipah, Handil
Base, and Tanjung Batu.
􀂃 Covers all equipment stored in Senipah, which includes slow-moving, surplus
materials, scrap and hazardous waste material, primarily tubular and fastmoving
items in Handil and Tanjung Batu
Detailed Activities and Interfaces
(← Input to entity, → Output from entity, ↔ Interaction)
Acceptance (TAW/ACP)
1. Allocation with User(TADM) /(STO) to update description of
QA/QC requirement
• Ensure the correct specification and certification required before PO
issuance
• Ensure the correct QA/QC requirement is written in the PO
↔User(TADM/STO)
􀁊 Buyer
2. Manage OEM’s Quality plan approval in coordination with
QA/QC of HQ
• Collect and file all quality plans and specification deviation
• Remind vendor to send the Quality Plan to QA/QC HQ
􀁉 OEM/TPI
􀁊 Vendor
3. Manage manufacturing plans and related technical drawings
• Receive manufacturing plans and technical drawings
• Forward to User for approval
􀁉 OEM/TPI
􀁊 User
4. Liaise with TPI (Third Party Inspector) for inspection at all
locations
• Receive NFI (Notification For Inspection) from OEM with schedule
of ready date, address, and contact person
• Issue RFI in coordination with QA/QC HQ to TPI
• Resolve issues delays in inspection with TPI or OEM
􀁉 OEM/TPI
􀁊 TPI
↔ TPI/OEM
5. Direct, monitor, and control local inspectors and acceptance
• Co-ordinate with MPL to develop/monitor KPIs
• Manage inspectors and acceptance staff to provide guidance and
resolve issues
↔ MPL
6. Manage acceptance process of incoming materials
• Receive materials delivery schedule and PO document
• Receive materials, Verify DO against delivered materials (quantity
and condition), and Sign DO
• Posting the Goods Receipt (GR) in UNISUP system
• Report any irregularities (quantity, damage, missing doc, etc.)
􀁉 TAW/TSC
↔ TSP/Forwarder
􀁊 Buyer/
TAW/TSC
7. Manage reception process for returned, ex-used or surplus
materials
• Receive ex-used or surplus materials from sites
• Ensure all documents are provided by the user
• Request inspector to conduct inspections and re-certification as
necessary
• Hand over to TAW/WHS supervisor the good condition
materials complete with documents as per standard procedures.
􀁉 Sites
􀁊 Inspector
↔ TAW/WHS
8. Arrange the return of rejected material of PO
• Return the unaccepted material to vendor via buyer
• Material rejected can be collected directly by vendor or by TSP
• Arrange TSP to collect rejected material to be send back to vendor,
when necessary, and back charge the transportation cost to vendor
􀁊 buyer
↔ TSC
9. Co-ordinate restocking of transit materials
• Receive request from TAW/WHS to inspect/re-certify/accept transit
materials uncollected by user
• Perform inspection, re-certification, and acceptance on materials
• Hand over to TAW/WHS for re-stocking or scrap
􀁉TAW/WHS
􀁊TAW/WHS
10. Quality verification of tubular sent to rigs
• Received request for verification from TAW/WHS supervisor for
material to be sent to rig
• Perform verification inspection
• Inform TAW/WHS supervisor for the result of verification
􀁉 TAW/WHS
􀁊 TAW/WHS
11. Specification and Inspector Competency
• Collect inspection requirements and specification
• Build, expand, and standardize inspection specification and
requirements
• Develop inspector skills to increase proportion of POs inspected
􀁉 User
Transit Service & Custom (TAW/TSC)
1. Direct, monitor, and control all related to Expediting service
from Global Hub (OEM) up to Company Hub (Warehouse).
• Coordinate with MPL to develop KPIs and MAT to monitor
• Manage expeditors, logistics, and customs clearance to provide
guidance and resolve issues
↔ MPL/MAT
2. Co-ordinate materials delivery (including Personal Effect)
• Provide input to tracking expediting staff in Technical support to
update regularly status of POs in SAP tracking systems & e-transit
• Track backlog of PO in tracking system and resolve issues when
arises
• Request & Receive authorisation to collect material
• Receive discrepancy report, weekly/monthly progress report,
transport schedule plan report from Transit Service Provider (TSP)
• Resolve discrepancy of material received
• Verify that PO terms & conditions are being stipulated
• Verify that delivery comply with new Incoterms of Exwork, FCA and
DDU
→ MAT, MPL
↔ OEM/TSP
← TSP
↔ Buyer
↔ TSP
• Manage changes in delivery schedule, destinations, and Incoterms
in the event of special deliveries or unforeseen circumstances.
• Instruct buyer to make PO amendments when changes occurred
→ Buyer
3. Communicate and liaise with Transit Service Providers
(Forwarders) to pick up (from OEM) and sent to Singapore
• Liaise with TSP to plan pick-up from OEM to Singapore (by
Shipping Instruction)
• Communicate that dangerous shipments must be properly
handled and packed
↔ TSP
→ TSP
4. Plan inbound cargoes from Singapore (Regional Hub) and
custom clearance up to Company Hub (Warehouse)
• Verify delivery based on inventory report, QML, transport schedule
plan, weekly/monthly progress report
• Prepare and sent shipping instructions
• Receive approved QML from Technical Support
• Prepare, submit and sign PIB
• Assist in custom clearance process if required
• Receive hand over documents i.e PIB definitive, etc
• Forward material documents to Acceptance
→ TSP
← CRD/OPS
← TSP
→ ACP
5. Arrange TSPs to return rejected material from
warehouses/sites
• Arrange for TSP to collect rejected material to be send back to
supplier, if necessary
• Back charge transportation cost to supplier
→ TSP
Warehouses (TAW/WHS)
1. Direct, monitor, and control warehouse supervisor
• Co-ordinate with MPL to develop/monitor KPIs
• Manage warehouse staff to provide guidance and resolve issues
↔ MPL
2. Provide support to TAW/ACP in reception process
• Provide stock keepers support to move items in the acceptance
area
• Co-ordinate with TAW/ACP to plan the use of transport and heavy
equipment
↔ TAW/ACP
3. Manage day-to-day use of transport and heavy equipment
• Co-ordinate with MAR/BSP on incoming and outgoing materials
at the SNP Jetty and provide land transport (in coordination with
LOG)
• Co-ordinate with LOG/ALT on providing heavy equipment and
trucks for daily use in warehouse
• Co-ordinate overland movement of materials between SNP,
Handil, BPPN and Tj Batu
↔ MAR/BSP /
LOG/HDL
↔ LOG/ALT
↔ Mat. Dispatcher
4. Coordination with inspection and acceptance process
• Received materials and documents upon acceptance
• Tag material reference numbers
• Co-ordinate transport of Direct Purchase items to final destination
• File documents to ensure traceability and safe keeping
← TAW/ACP
↔ MAR, LOG/HDL
Ref no: 02-013
Page: 7 of 8
Date: 07/05/07
5. Record, store and maintain properly indoor and outdoor
warehouse items
• Make SAP entries to update location and quantity of accepted items
• Move items to proper storage location
• Manage maintenance requirements of stock items (e.g. tubular
maintenance)
6. Ensure rapid and accurate processing of user requests for
materials
• Receive stock exit request from User
• Consolidate requested items from different locations for dispatch
• Update in the system UNISUP
• Package and tag items with final destination and prepare packing
list
• Co-ordinate with Marine Transport on vessel availability
• Transfer items to vessels or trucks to Handil Base, Badak, BPPN,
Tj.Batu or Senipah Jetty (transport method depends on destination)
← Users
↔ MAR/OPS
↔ LOG/HDL &
MAR/OPS
7. Maintain the accuracy of physical and system location,
quantity and condition
• Perform regular and full stock checks by continues cycle
counting
• Enforce proper procedures in stocking, exiting, and moving
items to prevent discrepancies
8. Maintain and improve warehouse facilities
• Request services when third party services and repairs are
required
• Inform logistics when heavy equipment and transportation
equipment required servicing.
• Co-ordinate warehouse maintenance team to ensure stock is in good condition
→ ENG/GNM
→ LOG
9. Monitor and improve warehousing processes
• Monitor performance of Warehousing along key metric and focus
on problem areas
• Develop efficient and refinement of stock keeping, stock-in and
stock-out procedures with MPL
↔ MPL/PCS
10. Manage returned material ex-project (both PJC & ENG) after
being inspected by TAW/ACP
• Receive ex-project materials from TAW/ACP
• Ensure all documents are presented by TAW/ACP services for the
materials declared as “serviceable” material.
• Directly stock input entry to the system for those originally taken
from warehouse.
• Co-ordinate with STO for inputting ex project material which are
originally not taken from warehouse, e.g. ex Direct Purchase, ex
PJC project, or the ones has no nomenclature exist in SAP material
number.
• Stock materials in good condition and with complete documents as
per standard procedures.
Note:Material w/o proper document should be considered as
“unserviceable’.
← TAW/ACP
↔ STO
11. Manage reception process for ‘Transit Materials’
• Receive transit materials
• Store received materials in transit area
• Send reminder to users on the 1st and 2nd month since receipt of
materials
• Restock or scrap materials after 3 months if Users do not take
action
← Sites / User
→ Sites/ Users
TAW/ACP
12. Manage reception and write-off process for ‘Movable Asset’
materials
• Receive new arriving movable asset materials
• Make entries and update moveable assets data for BSP & HDL
area. (HDL Mov Asset is not under TAW/WHS)
• Hand over the arriving movable asset to end-users.
• Monitor & record active moveable asset for annual audit by MPS.
• Write-off process of damage / un-reparable moveable assets.
• Received physically the write-off moveable assets from end users.
• Store received write-off movable assets and keep until approval of
MPS
• Control hand over of movable assets to BPMigas
← TADM / Users
↔ BPMigas
← Users
→ BPMigas
13. Proper handling of scrap and waste material according to
procedures and regulations
• Receive scrap and waste material from sites and rigs
• Process and store hazardous waste material as required by
regulations
• Control removal of waste and scrap material by 3rd parties for
BPMigas
• Co-ordinate with BSP Safety and Environment team on removal
of ex-used lubricant oil and and other hazardous waste
←Sites
↔ BPMigas, Scrap
buyers
↔ BSP
Environment
Team
14. Maintain and improve warehouse facilities to meet HSE
standard regulations


SC mpl
To support the SC operational entities by focusing on continuously improving the SC
services and enhancing customer satisfaction.
Key Objectives
• To have a complete list of all SC improvements, including scope, objectives, & status
along with a record of the actual improvements delivered.
• To manage the deployment of the MPL resources in order to focus on the delivery of the
top priority improvements for SC.
• To consider the extent of all SC improvements and be sensitive to the need for Change
Management.
• To develop, deploy and continue the optimization of ALL procurement electronic tools /
systems used in the SC operations.
• To conduct strategic analysis of main procurement concerns of supplier management,
strategic sourcing, and higher level management coordination via contract committee.
• To develop a means of measuring the improvement of SC customers satisfaction.
• Develop the concept of DUET as a smooth interface with user divisions for planning,
tracking and informing users regularly on the progress of their orders
• Ensure the procurement and warehousing process comply with the company guideline,
PTK 007 and other government regulations also PSC supervisory authority
requirements through proper technical support and internal control
• Coordinate activities and resolve issues related to method and planning department
• Ensure compliance with internal and external HSE regulations
Scope
• Assistance & Support of overall Supply Chain Operation
• Report to Division Head:
o Review regularly department KPIs with division Head (particularly to monitor
the backlog)
o Report major issues to Division Head and propose potential solutions
o Discuss and review with division Head external communication prior to
issuance
o Support the development of annual departmental budget and recruitment
plans
• Individual MPL staff performance
Detailed Activities and Interfaces
Ref no: 02-014
 (← Input to entity, → Output from entity, ↔ Interaction)
1. Set-up the new Procurement operations
• Monitor the implementation of the organization and make
adjustment where necessary
• Coordinate with other SC departments/ services to set-up and
standardize internal processes for Procurement activities in SC
↔SSD/SPD/
PCS
↔ MPL/SPD
2. Direct, monitor and control the department
• Co-ordinate with other SC departments/ services in developing key
performance indicators and tracking systems
• Understand major issues and provide guidance in resolving any
significant procurement issues
• Monitor expenditure of the various services and material purchased
↔ MPL/SSD
↔All SC dept./
Services
3. Report to Division Head
• Review regularly department KPIs with division Head (particularly to
monitor the backlog)
• Report major issues to Division Head and propose potential
solutions
• Discuss and review with division Head external communication prior
issuance
• Develop annual departmental budget and recruitment plans
• Individual MPL staff performance
→ SC Head
4. Ensure compliance with procurement regulations
• Receive updates on procurement regulations from authorities
• Design and update procedures in line with regulatory
environment changes (i.e. PTK 007, ITT-ITB, GCP, PMK)
• Benchmark procurement processes against other PSC and
state-owned enterprises facing the same regulatory constraints
(i.e. East Kalimantan Logistic Forum)
← MPL/SPD
Supply Chain Performance Development
1. Policy / Procedures & Referential.
• To develop, structure and implement ALL SC reference documents,
including initial drafting and regular updating of the SC policy,
procedures, and standard documents. Also to keep up to date with
any new regulations or rules being imposed on the SC processes.
• To document, analyse and optimize the SC process flows for both
the supply and storage of materials and for the contracting of
services.
↔ All SC Dept.
2. Internal Quality & Compliance Control
• To perform internal compliance and quality control functions in
order to ensure compliance with regulations and procedures and
also a high level of SC service to our customers.
↔ All SC Dept.
3. HSE Awareness - Interface Coordination
• To develop regular coordination between SC & HSE divisions, in
order to promote HSE awareness within SC, to ensure compliance
↔ HSE, All SC
with all internal and external HSE requirements and to specifically
address the implementation of the Group HSE Policy: MAESTRO.
4. Risks Management
• To develop a Risk Management process focused on the Supply
Chain processes, in order to identify and manage potential risks
and to specifically achieve SOX Compliance.
↔ All SC Dept.
5. Best Practices
• Identification and deployment of Supply Chain Best Practices,
particularly the IMPACTS methodology from TDO/CA and any
other practices identified from benchmarking with other Total
Affiliates or industry forums.
↔ All SC Dept
↔ TDO/CA.
6. SC Objectives Coordination
• To coordinate the creation of SC annual objectives and then
monitor the actual performance on each objective.
↔ All SC Dept.
7. Audit Coordination
• To coordinate and facilitate all supply chain audits from entities
outside of SC as well as coordinating any post-audit follow-up
actions. (DAG, K3L, ISO 14001, etc)
↔ All SC Dept
↔ Auditor
8. Supply Chain Management System
• To be the controller of the Supply Chain Management System,
ensure that all procedure published in SCMS intranet site is the
most recent.
↔ All SC Dept.
Supply Chain System Development
1. Systems Focal Point.
• To act as the focal point for the development, deployment and
continuous optimization of ALL electronic tools / systems used in the
SC processes.
↔ All SC Dept
↔ IST
2. User Training
• To coordinate the delivery of the initial deployment training of all
system users and follows up with regular reminders / refresher
training.
• To give particular emphasis to the continuous development of all
e-Procurement systems and continue the achievements to date..
↔ All SC Dept.
3. 'Problems' Help Desk
• To act as the front line help desk for systems problems - answering
queries where possible, logging on systems improvement logs
where development is required and interfacing with the Information
System Analysts / Experts.
↔ All SC Dept
4. Systems Evolution
• To keep up to date with evolution of new technology
developments and monitor the potential for improvements to SC
processes.
↔ All SC Depart.
5. SC Performance Analysis via system generated KPIs
􀂃 To analyse the operational activities of SC by developing, deploying
and continuously monitoring the use of Key Performance Indicators
within SC.
↔ All SC Dept
↔ TDO/CA.
􀂃 To analyse and improve the KPI development as well the BW
reporting as SC Internal Control tools
6. Web Master for SC Intranet
• To be the controller of the SC Intranet site to ensure that all
published data has a responsible author and an approver, also
that all data is regularly updated and that the site is continually
enhanced both in respect of the quality of the data and the
relevance of the data.
↔ All SC Dept.
Supply Chain Planning, Coordination, and Strategy
1. People and Training.
• To assist the division management, where necessary, in analyzing
personnel requirements, competency requirements and necessary
training.
• To assist the division/department management, where necessary, in
preparing missions, objectives, organizational charts & charters
together with job descriptions and participating in the recruitment
process of new personnel.
• To develop a portfolio of potential training courses / training
materials and organize training where necessary.
• To develop the concept of cross-training between the
users/customers and the SC entities.
↔ All SC Dept
↔ HRD/TR
2. Identification of Supply Chain Planning
• To capture the TI operational planning in order to ensure that it is
communicated within the SC Supply Chain entities.
• To develop the SC analysis/use of the TI operational planning in
orders to identify the requirement for the supply of major goods or
services and in turn ensure early involvement of the SC entities in
the supply process.
↔ All SC Dept
↔ User.
3. Interface Coordination
• To improve the internal communications between the SC entities.
• To review and enhance the meeting / reporting processes within SC
and within TI supply chain.
• To monitor and enhance the concept of DUET working between the
users/customers and the SC entities.
• To facilitate communications - 'information flow' - on operational
supply chain issues between the users/customers and the SC
entities.
• To review interfaces with other internal entities involved in the
Supply Chain
• To facilitate communications with external entities such as
Regulators, Customs, Industry Bodies or Forums.
• To ensure coordination with the TDO/CA Metier on all aspects.
↔ All SC Dept
↔User
↔All SC Dept
↔Activities - finance,
legal, HSE &
CRD/OPS
↔TDO/CA
4. Strategy
• To analyse the SC expenditure portfolio and the evolution of the SC
stock profile in order to develop a clear understanding of SC
activities and trends.
• To identify areas of strategic importance - either from the SC
expenditure portfolio or from natural / intuitive reasoning - and then
↔ SC Head
develop the most appropriate sourcing strategy, perhaps by using
the Common Core Training Methodology.
• To develop the concept of Market Intelligence / Monitoring either as
an independent subject or as part of specific sourcing strategies.
• To develop and to implement an efficient suppliers management
strategy - including supplier identification, registration, prequalification,
qualification, financial analysis / financial monitoring,
performance follow up including HSE results, management of good /
poor suppliers & optimization of the 'approved' suppliers listing - all
supported with the most appropriate system(s) and procedure(s).
• To promote the strategic use of the Total Group Frame Contracts
produced by TDO/CA and the sharing of stock with Group Affiliates
where ever possible.
• To tackle any strategic issue / study / project that requires to have
competent resources committed at short notice to initiate or deliver
an important improvement.

Mission sc sto
Provide users with highest justifiable level of materials availability while optimizing stock
inventory management cost by implementing proper stock management techniques.
Key Objectives
• Translate the material planning consumption into proper stock management parameter.
• Perform stock analysis to review and determine proper parameter, in order to have
optimal level and ensure appropriate level of stock is maintained to meet the user needs.
• Advising the Management considering the i) present stock status; ii) end of year stock
forecast; iii) the three-years planning, and its obstacle/constraint to achieve.
• Track stock availability and issue replenishment orders on timely basis to avoid shortage.
• Ensure consistency between UNISUP records and physical stock by initiating twice-ayear
stock counts.
• Identify potential surplus, and initiate to reduce surplus by optimization, transfer between
PSC/K3S other new methods.
• Ensure integrity and quality of information entering to UNISUP system by controlling
material descriptions, specification, modifications, parameters and stock re-integration at
all sites.
• Discuss with and communicate to warehouse for any alteration on storage location
organizational structure.
• Coordinate with warehouse to ensure space availability.
• Give advice to the stock officers/buyers/TADM/warehouse to guarantee smooth
operation on sites but also to maintain appropriate documentation.
• Act as a lead user for UNISUP/SAP stock management modules
• SOX compliance and justify to every audit finding
Scope
• All operational materials required to be stocked for EKD activities.
• All services related directly to serviceability of materials.
• All SAP stock management modules related to UNISUP configuration.
Detailed Activities and Interfaces
 (← Input to entity, → Output from entity, ↔ Interaction)
1. Validate Purchase Requisition
1. For Stock Items – MRP type PD and V1 (Non BOM Related)
• Verify, validate each Planned Order and issue PRs for stock
replenishment when triggered by UNISUP MRP Run
• Perform analysis on actual consumption rate, compare with
planned consumption and adjust purchase/delivery volume
whenever necessary.
2. For Stock Items – MRP type PD and V1 (BOM Related)
• Receive manual requisition through memo/note from TADM.
• Perform analysis on actual consumption rate, compare with
planned consumption and adjust purchase/delivery volume
whenever necessary.
• Verify all parameter, schedules, and needs and attached all
justification and consumption table then issue PRs for ordering.
3. For Non-Stock Items
• Receive manual requisition memo/note from User and or TADM.
• Verify the needs against the similar stock items and propose to
requester
• If no similarity, create them as stock item type PD and follows
above process as stock item.
• TADM/end users enable to create the PRs in UNISUP but only
for MRP type ND (No planning) with a specific operating cost
object and considered as non-stock/direct purchase order.
UNISUP will automatically convey such PRs directly to MAT.
• To minimize using the Generic Item for operational material.
← TADM
↔ TADM
← User
↔ TADM
2. Perform stock analysis
The objective is not to reduce the stock, but to avoid occurrences of
stock-out and to identify surplus and potential dead stock.
Analysis will include but not limited to below;
- Identify PD-0, PD-non0 (insurance material) but with frequent
consumption/buying, potential classified as V1.
- Identify V1 but with no movement >= 5 years, potential
classified as PD-non 0 (if it’s insurance material) or PD-0.
Identify potential surplus and identify V1 with real consumption > stock
parameter (max-level), potential to increase stock parameter (min/max
level)
1. Permanent schedule (on bi-weekly/monthly basis)
• Analyse the result of MRP run by comparing the recent
requirement against the current stock level and historical
consumption. Propose stock parameters adjustment for items
with significant evolution to meet the UNISUP optimum stock
parameter.
• Continuously perform analysis and develop KPI to monitor and
→ MPL
→ SC Dept Heads
to ensure the quality of material master data in UNISUP system,
by capturing any improper data or parameter (e.g. duplicate
materials, inconsistency QM View Setting, etc.)
2. Regular schedule (on quarterly basis)
• Analyses perform to identify critical zero stock. The outcome will
be used to accelerate the purchasing/expediting process.
• Analyse the result of quarterly ASD (Active-Slow-Dead) report,
the aim is not to reduce the stock, but to avoid occurrences of
stock-out and to identify surplus and potential dead stock.
􀂃 Identify PD-0, PD-non0 (insurance material) but with
frequent consumption/buying, potentially classified as V1.
􀂃 Identify V1 but with no movement >= 5 years, potentially
classified as PD-non0 (if it is insurance material) or PD-0.
• Identify the stock parameter need to be optimized (increase or
reduce the mini-maxi for V1 or Safety Level for PD) by taking
into account the consumption history.
3. Regular schedule (on yearly basis)
• Analyses perform to identify surplus stock that segregated into
excess and dead stock items. The outcome will be distributed to
each TADM to get their justification for written-off for the dead
stock. For excess stock, re-allocation of quantities in the system
shall be made to provide the real figure of TOR.
3. Provide information on stock availability of strategic material
1. Drilling, completion, well connection
• Initiate regular monthly meeting with main vendors of strategic
material. Gathered all information of stock availability from the
vendors and operational needs based on the latest drilling
sequence then indicate either the potential shortage or potential
surplus items to be focused on, concerning the arrangement and
rescheduling of delivery or alternative solution.
• Advise TADM for the meeting result and propose solution. Next
actions will be taken based on TADM replies and through
discussion.
2. Chemical Production, Field Operation maintenance
• Monitoring stock consumption pattern and stock situation.
Gather information from vendor and discuss next action within
SC to ensure delivery in due time for operation. Advise the final
status to TADM.
↔ VENDORS,
MPL/PCS
→ MAT, TAW
↔ TADM
← TADM
↔ MAT, TAW
↔ TADM
4. Coordinate with TAW/WHS for space availability and material
segregation
• Inform TAW/WHS for space requirement for future deliveries and
discuss the feasibility and options.
• Coordinate with TAW/WHS on what to input into UNISUP especially
when there are dispute specification/quantities between PO and
actual delivery.
• Inform and coordinate with TAW/WHS, TADM/User, to book /
segregate certain materials tagged for specific project (well
↔ TAW/WHS
↔ TAW/WHS
connection, mrs, eprs, surplus, damaged, expired product, etc)
5. Prepare Stock Objectives for each budget version.
• Prepare the estimate stock objective for main division and discuss
with respective TADM within each division.
• Discuss the overall managerial comment with finance
• Publish the objectives to management Balikpapan & Jakarta.
↔ TADM,
↔ FIN/SUP
→ FIN, EVP,
FIN/OPS, PGM
6. Physical Inventory
• Arrange Physical Inspection of materials at all warehouse(s) against
data maintained in UNISUP, to ensure the accuracy data between
quantities recorded in system (UNISUP) and physical quantities in
the storage. Coordinate with TAW/WHS to clarify any discrepancies.
• To invited FIN, AUD and other external party on the Physical
Inspection
• Together with WHSE, to reach 98% of yearly average stock value
• Physical inspection to be performed at least 2 times a year.
↔ FIN, TAW
7. Surplus management
• Identify material with potential surplus and segregate from active
storage location
• Reduce surplus by optimization and offering the similar items to
user
• Regularly and actively offer the surplus to BPMigas and other
PSC/KKKS.
• Initiate other/new method to reduce surplus, such as buy-back,
replacement etc
↔ TAW, TADM,
→ TADM
↔ PSC, CRD
8. Coordinate Material Transfer between PSC
• Coordinate material transfer both from or to other PSC/KKKS to
cope with any urgent requirement by operations
↔ other PSCs,
CRD, TAW
9. Prepare Stock Objectives for each budget version.
• Prepare the estimate stock objective for main division and discuss
with respective TADM within each division.
• Discuss the overall managerial comment with finance
• Publish the objectives to management Balikpapan & Jakarta.
↔ TADM,
↔ FIN/SUP
→ FIN, EVP,
FIN/OPS, PGM
10. Prepare inventory management report
• Monthly report of stock movement to BPMigas and service level
• Monthly stock evolution report to CRD/OPS (summary of BPMigas
report)
• Quarterly report of stock surplus (excess & dead stock) to BPMigas
• Quarterly report of stock movement to DFB Jakarta for depreciation
• Regular report of well connection stock to ENG/CST for monitoring
and further analysis of material substitution.
• Bi-weekly report of PPE to site superintendent and Safety
• Monthly report to FO/PRD on chemical stock
• Monthly report to BPMigas for lubricant consumption
• Various report for internal SC/STO analysis
• Capital and Non Capital MM Stock
→ BPM
→ CRD
→ BPM
→ DFB
→ CST
→ HSE, FO
→ FO/PRD
→ BPM
11. Maintain UNISUP system – MM module
• Close communication with IST – UNISUP & BW Support team to
resolve problem on MM module, improvement of SAP and BW
report.
• Coordinate with TAW/WHS to ensure accurate input
• Follow up the right input of material master maintenance as per
recommendation on M.C.U.R
↔ IST
↔ TAW/WHS
12. Discuss the implementation of new tools, procedures and
report
• Initiate new report for KPI and discuss with MPL to update the
existing stock procedures and inform MPL
• Request support of market price from MPL/PCS (OCTG, Specific
Product for OA purpose)
↔ MPL/SPD
↔ MPL/PCS
13. Accommodate Auditors inquiries
• Provide relevant data information for auditors inquiries and
accompany them during warehouse visit
• Discuss the progress of auditor’s recommendation
• Join the presentation of stock procedure given by MPL/SPD to
auditor
• Prepare clear answer for all the auditor’s findings
↔ AUDITORS
(DG/AUD,
BPMIGAS, BPK,
BPKP, HQ)
14. Support on Procurement process
• Evaluate the necessities of certain product/commodity of
product/brand to have an OA initiated.
• Prepare AFE or Pre-AFE for any stock purchase within certain
value.
• Participate on AFE/Pre-AFE meeting with BPMigas.
• Provide Engineer Estimate of stock items for SC for final OE figure
to buyer and/or Bid Committee as well as OE revision
• Provide consumption planning of strategic and programmed
material upon request from buyer and discuss the best one.
• Participate on the tender plan meeting with BPM.
↔ TADM, MAT
→ BCB, CRD/OPS
→ BCB, SC
↔ MAT