q4 All Lecocotier

[Type the document title]
[Type the document subtitle]

Aufaria
[Pick the date]
[Type the abstract of the document here. The abstract is typically a short summary of the contents
of the document. Type the abstract of the document here. The abstract is typically a short
summary of the contents of the document.]
PREFACE
All the praise and gratitude will be given to the God almighty, because by His guidance
and presence had leaded the observers in finishing this all module report of Industrial Design
project. The writers also giving thanks to Mrs. Naning Aranti Wessiani as the lecturer in
Industrial Design who always give us guidance and suggestions in the process of presentation
and evaluation discussion of the writers working progress of this report. Besides that, the writer
also giving thanks to the assistants, Robertus Willy Gunawan, Linggar Asa Baranti, Denisa
Napitupulu, Agustin Rohmaniah, and Ivana Irene Helen Adam, who always guide the writers
in completing the module requirements and give the suggestions to the writers for the module
working progress in order to achieve the maximum expectation outcome of the Industrial
Design lectures.
This Industrial Design module report will accommodates all the final work reports from
Module 1 until Module 5 which had been fulfilled during one semester taking Industrial Design
lectures. It consists of the Industrial Design proposed by the writers which divided into modules,
such as strategic analysis and planning module, products design and market analysis,
manufacturing system planning, organization and human resources management planning and
strategies, and also supply chain and distribution strategies determination. Since the report for
the Industrial Design lectures, then in this module all the discussion field is the proposed design
and plan made by the writers by using and considering many resources which mentioned in
references parts later.
The writers are truly realized that this module may very far from perfect and qualified
for the feasibility study of proposed industrial design. The writers understand that the module
might consist of many mistakes, but hopefully the module is able to give the positive impacts
to others. For many mistakes which included in this module report and which done in the
process of this feasibility study module arrangement, the writers are profusely apologizing.
Surabaya, 2105
Writers
Q4
This page is intentionally left blank
ii
TABLE OF CONTENTS
Prefacei
Table of Contentsiii
List of Tables. vii
List of Figuresxix
MODULE 1 STRATEGIC ANALYSIS
1.1
Business Idea Identification 1

1.1.1 Background 2
1.1.2 Product Description 5
1.2
Competitor Analysis 9
1.2.1 Benchmarking Procedures 9
1.2.2 Observed Competitors 10
1.2.3 Competitor Attributes 14
1.2.4 Weighting, Scoring, and Ranking Process 15
1.2.5 Analysis about the Benchmarking Process 21
1.3
Stakeholder Analysis... 23
1.4
SWOT and Strategic Analysis 34

1.4.1 SWOT Analysis 35
1.4.2 Tracy Wiserma.. 44
1.4.3 SWOT Strategy
Determination. 45
1.4.4 Strategy
Formulation. 50
1.5
Vision and Mission Formulation, Company Logo 53

1.5.1 Mission of PT. Coco Indigene Indonesia53
1.5.3 Strategic Objectives of PT. Coco Indigene Indonesia 53
1.5.2 Vision of PT. Coco Indigene
Indonesia. 54
1.5.3 Logo of PT. Coco Indigene Indonesia and Le Cocotier 56
MODULE 2 PRODUCT DESIGN AND MARKET ANALYSIS.. 61

2.1
Voice of Customer Identification 61

2.1.1 Product Attribute Determination 61
2.1.2 Questionnaire about Product Attribute.. 64
iii
2.1.3 Attribute Level of Importance Determination... 67

2.2
Quality Functional Deployment 68

2.2.1 Product Benchmarking and Objectives 69
2.2.2 Technical Response Determination 74
2.2.3 Interaction Matrix.. 76
2.2.4 Interaction between Technical Response78
2.2.5 Concept Generation... 79
2.3
Planning and Marketing Strategy 89

2.3.1 Marketing Competitive Advantage Identification 90
2.3.2 Market Segmentation Identification. 93
2.3.3 Market Targetting Identification.. 96
2.3.4 Market Positioning Identification 97
2.3.5 4P (Product, Price, Promotion, Place) Strategy Identification 99
2.3.6 4P Cost Analysis Strategy 102
2.4
2.3.7 Short and Long Term Strategy
105
Supply and Demand Analysis..
111
2.4.1 Demand Forecasting Analysis
112
2.4.2 Supply Forecasting Analysis... 123

2.4.3 Market Share
Planning 128
MODULE 3 PRODUCT PROCESS DESIGN.......143
3.1
Manufacturing Process Analysis.. 143

3.1.1 Products Components and Raw Materials Determination
144
3.1.2 Alternative Components and Raw Materials Determination.
151
3.1.3 Bill of Materials for the Products 171

3.1.4 Decision Analysis about Buying or Making for each Components of the
Products 176
3.1.5 Products Processing
Determination 196
3.2
Manufacturing System Analysis 263

3.2.1 Calculation of Production Target Requirement 264
3.2.2 Optimization of Production Line.. 271
3.3
Material Handling Analysis and Layout Design 292

iv
3.3.1 Material Handling Planning.. 292

3.3.2 Facilities Design 316
3.3.3 Layout Analysis 328
3.3.4 Manufacturing Process Cost Recapitulation. 329
MODULE 4 ANALYSIS OF ORGANIZATION & HUMAN RESOURCE DESIGN 351
4.1
Organization Structure Design based on SWOT Strategy 351
4.2
Job Position Analysis 358
4.3
Manpower Requirements Planning... 397
4.4
Design Scheme of Worker`s Salary and Compensation 405

4.4.1 Base Salaries Determination 406
4.5
Legal Aspect. 424

4.5.1 Form of Business Entities 424
4.5.2 Legal Entities and Business Licensing 426
4.5.3 Patent Registration... 428
4.5.4 Trademark Registration 429
4.5.5 Industrial Design Registration.. 430
4.5.6 Copyright Registration. 431
4.5.7 BPOM Certification.. 432
4.5.8 Halal Certification. 433
4.5.9 SNI (Standar Nasional Indonesia) Registration 435
4.5.10 Legal Aspect Budgeting
436
MODULE 5 FACILITY AND SUPPLY CHAIN NETWORK DESIGN.. 441

5.1
Supply Chain Analysis 441

5.1.1 Supply Chain Structures 441
5.1.1.1 Value Chain 442
5.1.1.2 Supply Chain Strategy 445
5.1.1.3 Distribution Strategy 448
5.1.1.4 Supply Chain Stakeholder Identification 458
5.2 Supplier Selection Determination 467

5.2.1 Supplier Selection Criteria.. 467
5.2.2 AHP for Supplier Selection 472
5.3
Location and Distribution Analysis. 453

5.3.1 Alternative Location Determination... 524
v
5.3.2 Location Determination.. 536

5.3.2.1 Objective Factors Calculation. 536
5.3.2.2 Subjective Factors Calculation 543
5.3.2.4 Mapping of Plant Location, Demand, and Supplier 551
5.3.3 Transportation and Distribution. 560
5.3.3.1Transportation Modes and Transportation Cost Calculation 560
5.4 Industrial Layout Design. 573
5.4.1 Space Requirement Analysis.. 573
5.4.2 Space Interrelatedness Analysis. 592
5.4.1 2D Industrial Layout Design.. 608
5.4.3.1 Layout Design for the whole Industrial Plant of PT. Coco Indigene Indonesia
(1st floor) 608
5.4.3.2 Layout Design for the whole Industrial Plant of PT. Coco Indigene Indonesia
(2nd floor) .. 610
5.4.3.3 Layout Design for the Office. 611
5.4.3.4 Layout Design for the Production Floor. 612
5.4.3.5 Layout Design for the Warehouse... 613
5.4.3.6 Layout Design for the Supporting Facilities 613
REFERENCES 621
ATTACHMENTS 635
vi
LIST OF TABLES
Table 1. 1 Reasons for Engaging in and Benefits Derived and Problems Encountered by Nata
de Coco Makers..........................................................................................................................3
Table 1. 2 Top Ten Coconut Producing Countries in the World................................................ 4
Table 1. 3 Nutrient Facts of Coconut Water ............................................................................... 6
Table 1. 4 Le Cocotier Nutrition Facts ....................................................................................... 6
Table 1. 5 Estimated Investment Cost ........................................................................................ 8
Table 1. 6 Le Cocotier Packaging Dimensions .......................................................................... 8
Table 1. 7 The Competitors Data from the Observation .......................................................... 11
Table 1. 8 The Recapitulation of the Questionnaire Answers about the Attributes Importance
.................................................................................................................................................. 16
Table 1. 9 The Rating Determination of each Attributes for Nata de Coco Products .............. 17
Table 1. 10 Comparison Table for the Competitors Company in the Market .......................... 17
Table 1. 11 Company SWOT ................................................................................................... 36
Table 1. 12 Cup Data Production ............................................................................................. 40
Table 1. 13 Score Determination for SWOT of the Company ................................................. 47
Table 1. 14 TOWS Matrix ........................................................................................................ 50
Table 2. 1 Products Attribute Determination Table ................................................................ 61
Table 2. 2 Attribute Level of Importance Determination ......................................................... 67
Table 2. 3 Attribute Mode Calculation ..................................................................................... 67
Table 2. 4 Product Benchmarking ............................................................................................ 69
Table 2. 5 Product Objectives .................................................................................................. 73
Table 2. 6 Technical Responses Determination ....................................................................... 75
Table 2. 7 General Idea Concepts from each Technical Response Selected ............................ 79
Table 2. 8 Concepts Generation for Product 1 ......................................................................... 81
Table 2. 9 Concept Screening for Product 1 ............................................................................. 81
Table 2. 10 Concepts Scoring for Product 1............................................................................. 82
Table 2. 11 Concepts Generation for Product 2 ....................................................................... 83
Table 2. 12 Concepts Screening for Product 2 ......................................................................... 83
Table 2. 13 Concepts Scoring for Product 2 ............................................................................. 84
Table 2. 15 Concepts Screening for Product 3 ......................................................................... 86
Table 2. 16 Concepts Scoring for Product 3 ............................................................................. 86
vii
Table 2. 18 Concept Screening for Product 4 .......................................................................... 88

Table 2. 19 Scoring Concepts for Product 4 ............................................................................ 88
Table 2. 20 Concepts Selected for each Products Variation based on the Concept Generation
.................................................................................................................................................. 89
Table 2. 21 Group Division of the Customer Targets .............................................................. 94
Table 2. 22 Attributes Scoring based on Customers Group ..................................................... 95
Table 2. 23 Symbol Description for Table 2.23 ....................................................................... 95
Table 2. 24 Comparison between Le Cocotier and Kara Nata de Coco .................................. 98
Table 2. 25 Benchmarking Recapitulation between Le Cocotier and Kara Nata de Coco ...... 98
Table 2. 26 4P Strategy Identification for the Company and its Competitor ........................ 100
Table 2. 27 Cost Analysis of 4P Strategy .............................................................................. 102
Table 2. 28 First-Three-Month Strategy ................................................................................ 105
Table 2. 29 Second-Three-Month Strategy ............................................................................ 105
Table 2. 30 Third-Three-Month Strategy............................................................................... 106
Table 2. 31 Fourth-Three-Month Strategy ............................................................................. 106
Table 2. 32 2nd year Long Term Marketing Strategy............................................................ 107
Table 2. 33 3rd year Long Term Marketing Strategy ............................................................ 107
Table 2. 34 4th year Long Term Marketing Strategy ............................................................ 108
Table 2. 40 10th year Long Term Marketing Strategy .......................................................... 111
Table 2. 41 Total Urban Residents who Spent in Around Rp750.000,00 until more than
Rp1.000.000,00 for Food and Beverages Things each Month in 2010-2014 ........................ 113
Table 2. 42 Historical Demand Data Used for Forecasting ................................................... 114
Table 2. 43 Accuracy Measures Comparison ........................................................................ 119
Table 2. 44 Nata de Coco Dessert Demand Forecasting........................................................ 120
Table 2. 46 Nata de Coco Drink Demand Forecasting .......................................................... 122
Table 2. 47 Coconut Production from Indonesian Plantation each Year in 2010-2014 ........ 123
Table 2. 48 Coconut Water Supply Estimation from Indonesia Plantation in 2010-2014..... 124
viii
Table 2. 50 Coconut Water Supply Forecasting ..................................................................... 127

Table 2. 51 Summary of Demands, Coconut Water Required and the Supplies in 2017-2026
................................................................................................................................................ 128
Table 2. 52 Analysis of Competitor Comparison ................................................................... 131
Table 2. 53 Attribute and Importance Value .......................................................................... 132
Table 2. 54 Scoring for Each Competitors to Determine Market Share Value ...................... 133
Table 2. 55 Market Share Percentage Summary of Nata de Coco Companies ...................... 134
Table 2. 56 Market Share Percentage Estimation .................................................................. 136
Table 2. 57 Le Cocotier Types Production Target (in mL) .................................................... 139
Table 2. 58 Le Cocotier Packaging Types Production Target (in mL) .................................. 139
Table 2. 59 Le Cocotier Packaging Types Production Target (in mL) .................................. 140
Tabel 3. 1 Nata de Coco Desserts in Pillow Pack Components Determination ..................... 145
Tabel 3. 2 Nata de Coco Desserts in Bucket Pack Components Determination .................... 146
Tabel 3. 3 Nata de Coco Drinks in Bottle Pack Components Determination ........................ 148
Tabel 3. 4 Nata de Coco Drinks in Cup Pack Components Determination ........................... 149
Tabel 3. 5 Alternative Components Determination ................................................................ 152
Tabel 3. 6 Ingredients Identification for Nata de Coco Dessert Products for each 1000ml ... 161
Tabel 3. 7 Ingredients Identification for Nata de Coco Drink Products for each 1000 ml..... 168
Tabel 3. 8 Nata de Coco Dessert in Pillow Pack BOM Table ................................................ 173
Tabel 3. 9 Nata de Coco Dessert in Bucket Pack BOM Table ............................................... 174
Tabel 3. 10 Nata de Coco Dessert in Cup Pack BOM Table ................................................. 175
Tabel 3. 11 Nata de Coco Drinks in Bottle Pack BOM Table ............................................... 176
Tabel 3. 12 Decision Analysis about Buying or Making for Nata de Coco Ingredients ........ 178
Tabel 3. 13 Decision Analysis about Buying or Making for LeCocotier Products Components
................................................................................................................................................ 182
Tabel 3. 14 Making or Buying Ingredients ............................................................................ 195
Tabel 3. 15 Making or Buying Le Cocotier Product Components ......................................... 195
Tabel 3. 16 Selected Le Cocotier Production Process ............................................................ 200
Tabel 3. 17 Alternative Production Process ........................................................................... 200
Tabel 3. 18 Recapitulation of Selected Processing Alternative ............................................. 202
Tabel 3. 19 Alternatives Machines for Nata de Coco Products Machines Requirement ....... 204
Tabel 3. 20 Alternatives Machines for Packaging Process Machines Requirement .............. 210
Tabel 3. 21 Alternatives Machines for Miscellaneous Machines Requirement ..................... 214
Tabel 3. 22 Selection of Nata de Coco Products Machines Requirement .............................. 216
ix
Tabel 3. 23 Selection of Packaging Process Machines Requirement .................................... 219

Tabel 3. 24 Selection of Miscellaneous Machines Requirement ........................................... 221
Tabel 3. 25 Alphabet Information .......................................................................................... 224
Tabel 3. 26 Number Information ........................................................................................... 224
Tabel 3. 27 Processing Time in Bottle Le Cocotier Machine ................................................ 227
Tabel 3. 28 Energy Requirement for Nata de Coco Production ............................................ 233
Tabel 3. 29 Dessert Flavoring Energy Calculation ................................................................ 235
Tabel 3. 30 Drink Flavoring Energy Calculation................................................................... 235
Tabel 3. 31 Bucket Packaging Energy Calculation................................................................ 236
Tabel 3. 33 Cup Packaging Energy Calculation .................................................................... 237
Tabel 3. 34 Bottle Packaging Energy Calculation ................................................................. 237
Tabel 3. 35 Sealing Machine Energy Calculation ................................................................. 238
Tabel 3. 36 Drink Flavoring Energy Calculation................................................................... 238
Tabel 3. 38 Pillow Packaging Energy Calculation ................................................................ 240
Tabel 3. 39 Cup Packaging Energy Calculation .................................................................... 240
Tabel 3. 40 Bottle Packaging Energy Calculation ................................................................. 241
Tabel 3. 41 Sealing Machine Energy Calculation ................................................................. 241
Tabel 3. 42 Total Energy Cost for each Variants of Le Cocotier Products ........................... 243
Tabel 3. 43 Operator Required Determination ...................................................................... 244
Tabel 3. 44 Operation Process Chart Information for Bucket Packaging .............................. 249
Tabel 3. 45 Operation Process Chart Information for Pillow Packaging............................... 252
Tabel 3. 46 Operation Process Chart Information for Bottle Packaging ............................... 254
Tabel 3. 47 Operation Process Chart Information for Cup Packaging .................................. 256
Tabel 3. 48 Production Routing of Le Cocotier Bucket Packaging ....................................... 257
Tabel 3. 49 Production Routing of Le Cocotier Pillow Packaging for Nata de Coco ........... 258
Tabel 3. 50 Production Routing of Le Cocotier Bottle Packaging for Nata de Coco ............ 260
Tabel 3. 51 Production Routing of Le Cocotier Cup Packaging for Nata de Coco ............... 262
Tabel 3. 52 Calculation of Production Target Requirement .................................................. 265
Tabel 3. 53 Desserts Pillow and Bucket Pack Target Production .......................................... 267
Tabel 3. 54 Cup Packaging Target Production ...................................................................... 267
Tabel 3. 55 Material Requirements of Producing 1,000 and 5,225.07 kilogram Desserts
Product ................................................................................................................................... 268
x
Tabel 3. 56 Material Requirements of each Pillow and Bucket Packaging and Target Output
of each Packaging ................................................................................................................... 269
Tabel 3. 57 Materials Requirements of Producing 1,000 and 61,107.08 kilogram Drinks
Product .................................................................................................................................... 269
Tabel 3. 58 Material Requirements of each Cup and Bottle Packaging and Target Output of
each Packaging and Taste ....................................................................................................... 270
Tabel 3. 59 Availability Determination for each Machine in the Production Process of Le
Cocotier Products ................................................................................................................... 272
Tabel 3. 60 Availability Determination for Operators in the Production Process of Le Cocotier
Products .................................................................................................................................. 276
Tabel 3. 61 Availability Determination for each Process....................................................... 278
Tabel 3. 62 Calculation of Production Capacity .................................................................... 280
Tabel 3. 63 Work Units Calculation in 2017 .......................................................................... 284
Tabel 3. 64 Recapitulation of Required Work Units from 2018 until 2026 ........................... 291
Tabel 3. 65 Materials Used for the Product Components ...................................................... 293
Tabel 3. 66 Materials Characteristic for Le Cocotier Products .............................................. 294
Tabel 3. 67 Types of Material Handling ................................................................................ 297
Tabel 3. 68 Material Handling Requirement Determination .................................................. 299
Tabel 3. 69 Total Material Handling Required....................................................................... 310
Tabel 3. 70 Material Handling Details Information ............................................................... 314
Tabel 3. 71 Material Handling Requirement Recapitulation .................................................. 316
Tabel 3. 72 Calculation of the Required Space for Each Station ........................................... 317
Tabel 3. 73 Adjacency Code and Degree of Importance ........................................................ 320
Tabel 3. 74 Reason of Adjacency ........................................................................................... 320
Tabel 3. 75 Line Codes on Activity Relationship Diagram ................................................... 322
Tabel 3. 76 Recapitulation of Activity Relationship Chart .................................................... 323
Tabel 3. 77 Station Code Name .............................................................................................. 325
Tabel 3. 78 Machine Buying Cost .......................................................................................... 329
Tabel 3. 79 Energy Consumption per Variant ........................................................................ 331
Tabel 3. 80 Total Energy Cost for Bottle Variant .................................................................. 332
Tabel 3. 81 Total Energy Cost for Cup Variant ..................................................................... 333
Tabel 3. 82 Total Energy Cost for Pillow Bag Variant .......................................................... 333
Tabel 3. 83 Total Energy Cost for Bucket Variant ................................................................. 334
Tabel 3. 84 Total Energy Cost for Carton Box Sealing ......................................................... 334
xi
Tabel 3. 85 Total Operator Cost............................................................................................. 335

Tabel 3. 86 Total Operator Cost for Bottle Packaging .......................................................... 337
Tabel 3. 87 Total Operator Cost for Cup Packaging ............................................................. 337
Tabel 3. 88 Total Operator Cost for Bucket Packaging ......................................................... 339
Tabel 3. 89 Total Operator Cost for Pillow Packaging .......................................................... 339
Tabel 3. 90 Total Operator Cost for Carton Box Sealing ...................................................... 340
Tabel 3. 91 Material Handling ............................................................................................... 340
Tabel 3. 92 Total Material Handling Cost ............................................................................. 342
Tabel 3. 93 Desserts Material Cost ........................................................................................ 342
Tabel 3. 94 Drinks Material Cost ........................................................................................... 343
Tabel 3. 95 PT. Coco Indigene Indonesia Fix Costs .............................................................. 344
Tabel 3. 96 Total Variable Cost Recapitulation of Le Cocotier Product ............................... 345
Tabel 3. 97 Recapitulation of Fix and Variable Cost............................................................. 346
Tabel 3. 98 Recapitulation of Cost of Goods Production and Cost of Goods Sold ............... 347
Table 4. 1 Functional, Divisional, and Matrix Organizational Structure Advantages and
Disadvantages Comparison .................................................................................................... 353
Table 4. 2 Organization Structure Job Description and its Interrelatedness .......................... 354
Table 4. 3 Additional Department and Division Job Description and Interrelatedness in
Operational Phase .................................................................................................................. 356
Table 4. 4 Additional Positions in Development Phase of PT. Coco Indigene Indonesia ..... 358
Table 4. 5 Job Analysis Questionnaire for Director Position ................................................ 360
Table 4. 6 Job Analysis Questionnaire for Secretary ............................................................. 361
Table 4. 7 Job Analysis Questionnaire for Finance Analyst .................................................. 362
Table 4. 8 Job Analysis Questionnaire for Research and Development Analyst .................. 364
Table 4. 9 Job Analysis Questionnaire for Facility Planning Analyst ................................... 365
Table 4. 10 Job Analysis Questionnaire for Marketing Department Manager ...................... 366
Table 4. 11 Job Analysis Questionnaire for Finance Department Manager .......................... 367
Table 4. 12 Job Analysis Questionnaire for Research and Development Department Manager
................................................................................................................................................ 369
Table 4. 13 Job Analysis Questionnaire for Human Resource Department Manager ........... 370
Table 4. 14 Job Analysis Questionnaire for Production Department Manager ..................... 371
Table 4. 15 Job Analysis Questionnaire for Public Relation Department Manager .............. 373
Table 4. 16 Job Analysis Questionnaire for Public Relation Department Manager .............. 374
Table 4. 17 Job Analysis Questionnaire for a. Customer Care Head of Division ................. 375
xii
Table 4. 18 Job Analysis Questionnaire for Corporate Social Responsibility Head of Division
................................................................................................................................................ 376
Table 4. 19 Job Analysis Questionnaire for Production Department Manager ...................... 378
Table 4. 20 Job Analysis Questionnaire for PPIC Head of Division ..................................... 380
Table 4. 21 Job Analysis Questionnaire for Procurement Head of Division ......................... 381
Table 4. 22 Job Analysis Questionnaire for Customer Care Manager ................................... 383
Table 4. 23 Job Analysis Questionnaire for Customer Care Staffs ........................................ 384
Table 4. 24 Job Analysis Questionnaire for Corporate Social Responsibility Manager ........ 385
Table 4. 25 Job Analysis Questionnaire for Corporate Social Responsibility Staffs ............. 386
Table 4. 26 Job Analysis Questionnaire for PPIC Manager ................................................... 388
Table 4. 27 Job Analysis Questionnaire for PPIC Staffs ........................................................ 389
Table 4. 28 Job Analysis Questionnaire for Procurement Manager ....................................... 390
Table 4. 29 Job Analysis Questionnaire for Procurement Staffs ............................................ 391
Table 4. 30 Job Analysis Questionnaire for Maintenance Division Staffs ............................. 392
Table 4. 31 Job Analysis Questionnaire for Quality Control Division Staffs ........................ 394
Table 4. 32 Job Analysis Questionnaire for Promotion Division Staffs ................................ 395
Table 4. 33 Job Analysis Questionnaire for LSCM Staffs ..................................................... 396
Table 4. 34 Work Load of each Department .......................................................................... 398
Table 4. 35 Direct Workers Requirement............................................................................... 401
Table 4. 36 Indirect Workers Requirement ............................................................................ 402
Table 4. 37 PDCA Definition and Tools ................................................................................ 405
Table 4. 38 Ranking Weight ................................................................................................... 406
Table 4. 39 Director Base Salaries Determination ................................................................. 407
Table 4. 40 Directors Secretary Base Salaries Determination .............................................. 407
Table 4. 41 Directors Secretary Base Salaries Determination .............................................. 407
Table 4. 42 Research and Development Analyst Base Salaries Determination ..................... 407
Table 4. 43 Facility Design Analyst Base Salaries Determination......................................... 408
Table 4. 44 Marketing Manager Base Salaries Determination ............................................... 408
Table 4. 45 Finance Manager Base Salaries Determination .................................................. 408
Table 4. 46 Research & Development Manager Base Salaries Determination ...................... 409
Table 4. 47 Human Resources Development Manager Base Salaries Determination............ 409
Table 4. 48 Production Manager Base Salaries Determination .............................................. 409
Table 4. 49 Public Relation Manager Base Salaries Determination....................................... 409
Table 4. 50 Head of Maintenance Division Base Salaries Determination ............................. 410
xiii
Table 4. 51 Head of Quality Control Division Base Salaries Determination ........................ 410
Table 4. 52 Head of Promotion Division Base Salaries Determination................................. 410
Table 4. 53 Marketing Staff Base Salaries Determination .................................................... 410
Table 4. 54 Finance Staff Base Salaries Determination......................................................... 411
Table 4. 55 Research and Development Staff Base Salaries Determination ......................... 411
Table 4. 56 Human Resources Development Staff Base Salaries Determination ................. 411
Table 4. 57 Maintenance Staff Base Salaries Determination ................................................ 411
Table 4. 58 Quality Control Staff Base Salaries Determination ............................................ 412
Table 4. 59 Promotion Staff Base Salaries Determination .................................................... 412
Table 4. 60 Head of Customer Care Division Base Salaries Determination ......................... 412
Table 4. 61 Head of CSR Division Base Salaries Determination .......................................... 412
Table 4. 62 Head of PPIC Division Base Salaries Determination ......................................... 413
Table 4. 63 Head of Procurement Division Base Salaries Determination ............................. 413
Table 4. 64 Head of Logistics and Distribution Division Base Salaries Determination ........ 413
Table 4. 65 Customer Care Staff Base Salaries Determination ............................................. 414
Table 4. 66 Corporate Social Responsibility Staff Base Salaries Determination .................. 414
Table 4. 67 PPIC Staff Base Salaries Determination ............................................................. 414
Table 4. 68 Procurement Staff Base Salaries Determination ................................................. 414
Table 4. 69 Logistics and Distribution Staff Base Salaries Determination ........................... 415
Table 4. 70 Salary Determination for the Workers during Pre-Construction and Construction
Phases ..................................................................................................................................... 416
Table 4. 71 Salary Determination for the Workers during Implementation Phase ................ 416
Table 4. 72 Salary Determination for the Workers during Implementation Phase ................ 418
Table 4. 73 Total Cost Required for Annual Employee Wages in PT. Coco Indigene Indonesia
................................................................................................................................................ 420
(Contd) .................................................................................................................................. 422
Table 4. 75 Ranking Position ................................................................................................. 424
Table 4. 76 Legal Aspect Budgeting ...................................................................................... 437
Table 4. 77 Budget Allocation for Certification .................................................................... 437
Table 5. 1 Product Characteristics for Le Cocotier ............................................................... 446
Table 5. 2 Product Characteristics for Le Cocotier................................................................ 446
Table 5. 3 Comparison of Efficient and Responsive Supply Chain....................................... 446
Table 5. 4 Direct Shipping Performance Characteristics ....................................................... 449
xiv
Table 5.5 Direct Shipping and In-Merge Performance Characteristics ................................. 451
Table 5.6 Last Mile Delivery Performance Characteristics ................................................... 453
Table 5.7 Customer Pickup Performance Characteristics ...................................................... 455
Table 5.8 Retail Storage with Customer Pickup Performance Characteristics ...................... 456
Table 5.9 List of Raw Materials Supplier for Making Component ....................................... 459
Table 5.10 List of Wholesaler ................................................................................................ 462
Table 5.11 Criteria and Sub-Criteria set by PT. Coco Indigene Indonesia ............................ 468
Table 5.12 Criteria Comparison Input for Expert Choice Software ....................................... 473
Table 5.13 Supplier Enterprise Condition Sub-Criteria Comparison Input ........................... 474
Table 5.14 Price Sub-Criteria Comparison Input ................................................................... 475
Table 5.15 Delivery Sub-Criteria Comparison Input ............................................................. 475
Table 5.16 Quality Sub-Criteria Comparison Input ............................................................... 476
Table 5.17 Service Sub-Criteria Comparison Input ............................................................... 476
Table 5.18 Criteria and Sub-Criteria Weight Results ............................................................. 477
Table 5.19 Selected Supplier for Le Cocotier Products ........................................................ 522
Table 5.20 Weight Determination of Each Approach Used in Alternative Location
Determination ......................................................................................................................... 526
Table 5.21 Wholesaler/Retailer Location, Number of People Living in Urban Area and Final
Weight .................................................................................................................................... 527
Table 5.22 Weight of Location for each Supplier Region ...................................................... 532
Table 5.23 Weight of Location for each Supplier Region (for Liters and Kilograms Units of
the Component) ...................................................................................................................... 532
Table 5.24 Total Weight Determination based on Market Area and Supplier Location
Approach ................................................................................................................................ 535
Table 5.25 Selected Industrial Alternatives Location ............................................................ 536
Table 5.26 Land Price of each Alternative Location for the Industry .................................... 537
Table 5.27 Annual Payment for 20 Years of each Alternative Location ............................... 537
Table 5.28 Salaries Based Pay for each Alternative Location of the Industry ....................... 538
Table 5.29 Annual Salaries which required to be paid according to Alternative Location ... 538
Table 5.30 Total Building Price for each Alternative Location ............................................. 539
Table 5.31 Land and Building Value for each Location Alternative based on the Taxes
Classes .................................................................................................................................... 540
Table 5.32 Land and Building NJOP for each Alternative Location ..................................... 540
Table 5.33 Total NJKP Value for each Alternative Location ................................................ 541
xv
Table 5.34 Total PBB Value for each Alternative Location .................................................. 541
Table 5.35 Total Cost Required for each Alternative Location ............................................. 542
Table 5.36 Objective Factors for each Alternative Location ................................................. 542
Table 5.37 Weighting of Subjective Factors .......................................................................... 545
Table 5.38 Weighting of Region towards Factor 1 ................................................................ 546
Table 5.39 Weighting of Region towards Factor 2 ............................................................... 546
Table 5.30 Total Building Price for each Alternative Location ............................................. 539
Table 5.31 Land and Building Value for each Location Alternative based on the Taxes
Classes.................................................................................................................................... 540
Table 5.32 Land and Building NJOP for each Alternative Location ..................................... 540
Table 5.33 Total NJKP Value for each Alternative Location ................................................ 541
Table 5.34 Total PBB Value for each Alternative Location .................................................. 541
Table 5.35 Total Cost Required for each Alternative Location ............................................. 542
Table 5.36 Objective Factors for each Alternative Location ................................................. 542
Table 5.37 Weighting of Subjective Factors .......................................................................... 545
Table 5.39 Weighting of Region towards Factor 2 ............................................................... 546
Table 5.41 Weighting of Region towards Factor 4s .............................................................. 547
Table 5.44 Recapitulation of Assessment Data from each Factor ......................................... 549
Table 5.45 Recapitulation of SFi ........................................................................................... 550
Table 5.46 Location Preference Measure (LPM) for each Alternative Location by Using 5
Replications of Different k Values......................................................................................... 550
Table 5.47 Le Cocotoer Customer Percentage....................................................................... 552
Table 5.48 Le Cocotoer Demand ........................................................................................... 553
Table 5.49 Le Cocotoer Wholeseler Location ...................................................................... 555
Table 5.50 Product Transport Capacity ................................................................................. 560
Table 5.51 Other Consideration in Choosing Transportation Mode...................................... 561
Table 5.52 Insurance Percentage ........................................................................................... 561
Table 5.53 Driver Cost ........................................................................................................... 561
Table 5.54 Cost Comparison of New, Second Handed, Rent Box Truck .............................. 561
Table 5.55 Cost Comparison of New, Second Handed, Rent Box Truck per KM ................ 562
xvi
Table 5.56 New, Second Handed, and Rent Box Truck Net Present Value Comparison ...... 563
Table 5.57 Recapitulation of Cost Expensed ......................................................................... 563
Table 5.58 Retailer's Warehouse Location ............................................................................. 564
Table 5.59 Bottle Pack Demand ............................................................................................ 565
Table 5.60 Cup Pack Demand ................................................................................................ 565
Table 5.61 Pillow Pack Demand ............................................................................................ 566
Table 5.62 Bucket Pack Demand ........................................................................................... 566
Table 5.63 Total Recapitulation of Demand .......................................................................... 566
Table 5.64 Recapitulation of Total Variants Demand per Week ........................................... 567
Table 5.65 Saving Cost Principle ........................................................................................... 568
Table 5.66 Saving Cost ........................................................................................................... 569
Table 5.67 Recapitulation table .............................................................................................. 570
Table 5.68 Distribution Route ................................................................................................ 570
Table 5.69 Area Covered by Truck ....................................................................................... 571
Table 5.70 Area Covered by Truck ....................................................................................... 572
Table 5. 71 Recapitulation of Indirect Labor in 2026 ............................................................ 574
Table 5. 72 Recapitulation of Direct Labor in 2026 ............................................................... 575
Table 5. 73 Space Requirement for Director Office............................................................... 576
Table 5. 74 Space Requirement for Director Secretary Office .............................................. 577
Table 5.75 Space Requirement for Finance Office ................................................................ 577
Table 5. 76 Space Requirement for Research and Development Office ................................ 578
Table 5. 77 Space Requirement for Human Resource Development Office .......................... 578
Table 5. 78 Space Requirement for Marketing Office ........................................................... 579
Table 5. 79 Space Requirement for Public Relation Office .................................................. 579
Table 5.80 Space Requirement for Production Office .......................................................... 580
Table 5. 81 Space Requirement for Logistics Management Office ....................................... 580
Table 5. 82 Space Requirement for Meeting Room ............................................................... 580
Table 5. 83 Space Requirement for Production Area ............................................................. 583
Table 5. 84 Space Requirement for Men Toilet (1st Floor) ................................................... 585
Table 5.85 Space Requirement for Women Toilet (1st Floor) ............................................... 585
Table 5. 86 Space Requirement for Men Toilet (2nd Floor) .................................................. 585
Table 5. 87 Space Requirement for Men Toilet (2nd Floor) .................................................. 585
Table 5. 88 Space Requirement for Mushalla (1st Floor) ...................................................... 586
Table 5. 89 Space Requirement for Mushalla (2nd Floor) ..................................................... 586
xvii
Table 5.90 Space Requirement for Pantry ............................................................................. 586

Table 5.91 Space Requirement for Cafeteria ......................................................................... 587
Table 5.92 Space Requirement for Office Parking Lots ........................................................ 587
Table 5.93 Space Requirement for Factory Parking Lots ...................................................... 587
Table 5.94 Space Requirement for Quality Inspection Laboratory ....................................... 587
Table 5.95 Space Requirement for Security Office ............................................................... 588
Table 5.96 Space Requirement for Health Clinic .................................................................. 588
Table 5.97 Space Requirement for Lobby (1st Floor) ........................................................... 588
Table 5.98 Space Requirement for Lobby (2nd Floor) .......................................................... 589
Table 5.99 Space Requirement for Ingredients Warehouse ................................................... 590
Table 5.100 Space Requirement for Material Warehouse ..................................................... 590
Table 5.101 Space Requirement for Finished Good Warehouse ........................................... 591
Table 5.102 Space Requirement for Loading Unloading Area .............................................. 591
Table 5.103 Adjacency Degree used for ARC Determination .............................................. 592
Table 5.104 Adjacency Code and Degree of Importance ...................................................... 593
Table 5.105 Line Codes meaning used for ARD Approach .................................................. 597
Table 5. 106 ARD Worksheet for Production Floor .............................................................. 597
Table 5. 107 Production Floor ARD Code Name .................................................................. 598
Table 5. 108 ARD Recapitulation Table................................................................................ 599
Table 5. 109 Warehouses ARD Code Name.......................................................................... 600
Table 5. 110 ARD Worksheet for Office ............................................................................... 600
Table 5. 111 Office ARD Code Name ................................................................................... 601
Table 5. 112 ARD Worksheet for the 1st Floor ..................................................................... 602
Table 5. 113 1st Floor ARD Code Name ............................................................................... 603
Table 5. 114 ARD Worksheet for the 2nd Floor.................................................................... 603
Table 5. 115 2nd Floor ARD Code Name ............................................................................. 604
Table 5. 116 Production SRD Code Name ............................................................................ 605
Table 5. 117 Warehouse SRD Code Name ............................................................................ 605
Table 5. 118 Office SRD Code Name.................................................................................... 606
Table 5.119 1st Floor SRD Code Name ................................................................................ 607
Table 5.120 2nd Floor SRD Code Name ............................................................................... 608
xviii
LIST OF FIGURES
Figure 1. 1 Business Idea Identification Flowchart... 1
Figure 1. 2 Le Cocotier Logo..................................... 5
Figure 1. 3 Bottle, Cup, Pillow, and Bucket Pack Le Cocotier Package.............................. 7
Figure 1. 4 Procedures of Benchmarking................. 10
Figure 1. 5 Screenshot of the Questionnaire from Google Docs.. 16
Figure 1. 6 Stakeholder Analysis Flowchart............ 23
Figure 1. 7 Industrial Tree of Le Cocotier............... 24
Figure 1. 8 Porter`s Stakeholder Model for PT Coco Indigene Indonesia.. 25
Figure 1. 9 The Preferred Source for Product and Service Information.. 27
Figure 1. 10 Why do Consumers Share Company Experiences.. 28
Figure 1. 11 Percentage of Indonesian People Who Go Shopping in Modern Retail Stores 28
Figure 1. 12 Brand Switching Analysis for Hypermart Category 29
Figure 1. 13 Brand Switching Analysis for Supermarket Category 29
Figure 1. 14 Brand Switching Analysis for Minimarket Category.. 30
Figure 1. 15 Outstanding of Micro, Small, and Medium Enterprises (MSMEs) Credits
32
Figure 1. 16 SWOT Analysis Flowchart................. 34

Figure 1. 17 Packaging Plastics for Le Cocotier. 37
Figure 1. 18 Cup Nata de Coco Production Data.... 41
Figure 1. 19 Pillow Bag Nata de Coco Production Data. 42
Figure 1. 20 Value Disciplines based on Treacy Wieserma Model 44
Figure 1. 21 Expert Choice Screenshot in Weight Determinatio. 45
Figure 1. 22 Output from Expert Choice Software... 46
Figure 1. 23 SWOT Matrix Quadrant....................... 48
Figure 1. 24 Logo of PT. Coco Indigene Indonesia.. 56
Figure 1. 25 Le Cocotier Logo.................................. 57
Figure 2. 1 Le Cocotier Questionnaire...................... 64
Figure 2. 2 Questionnaire Respondents Information 65
Figure 2. 3 Recapitulations of Qualitative Questions 65
Figure 2. 4 Recapitulations of Qualitative Questions (cont) .. 66
Figure 2. 5 Attribute Mode Graph............................ 68
Figure 2. 6 Recapitulation of Attributes Selection.... 68
Figure 2. 7 Interaction Matrix between Attributes and Technical Responses... 77
Figure 2. 8 Interactions between Technical Responses 78
xix
Figure 2. 9 Planning and Marketing Strategy............ 90

Figure 2. 10 SWOT Map for PT. Coco Indigene Indonesia. 90
Figure 2. 11 Kotler Model of PT. Coco Indigene Indonesia. 91
Figure 2. 12 Perceptual map of Le Cocotier Products.. 99
Figure 2. 13 Forecasting Demand Process Flowchart112
Figure 2. 14 Autocorrelation Graphic Results for Nata de Coco Dessert Demands.. 115
Figure 2. 15 Autocorrelation Function Results from Minitab for Nata de Coco Dessert
Demands.................................................................... 116
Figure 2. 16 Autocorrelation Graphic Results for Nata de Coco Drink Demands 116
Figure 2. 17 Autocorrelation Function Results from Minitab for Nata de Coco Drink
Demands............ 117
Figure 2. 18 Linear Trend Model of Desserts Nata de Coco 118
Figure 2. 19 Quadratic Trend Model of Desserts Nata de Coco.. 119
Figure 2. 20 Exponential Trend Model of Desserts Nata de Coco.. 119
Figure 2. 21 Linear Trend Model of Nata de Coco Drinks.. 121
Figure 2. 22 Quadratic Trend Model of Nata de Coco Drinks. 121
Figure 2. 23 Exponential Trend Model of Nata de Coco Drinks.. 122
Figure 2. 24 Autocorrelation Graph for Coconut Water Supply.. 124
Figure 2. 25 Autocorrelation Function Results from Minitab for Coconut Water Supply... 125
Figure 2. 26 Linear Trend Model of Nata de Coco Supply.. 126
Figure 2. 27 Quadratic Trend Model of Nata de Coco Supply 126
Figure 2. 28 Linear Trend Model of Nata de Coco Supply. 126
Figure 2. 29 Market Share Planning Determination Flowchart 129
Figure 2. 30 Existing Market Share Percentage....... 135
Figure 2. 31 Targeting Market Share Percentage of PT. Coco Indigene Indonesia. 136
Figure 2. 32 Product Proportion............................... 138
Figure 3. 1 Manufacturing Process Identification Flowchart 143
Figure 3. 2 Nata de Coco Desserts in Pillow Pack BOM Tree. 171
Figure 3. 3 Nata de Coco Desserts in Bucket Pack BOM Tree 172
Figure 3. 4 Nata de Coco Drinks in Cup Pack BOM Tree 172
Figure 3. 5 Nata de Coco Desserts in Bottle Pack BOM Tree. 173
Figure 3. 6 Le Cocotier Drinks Production Process Flowchart 197
Figure 3. 7 Le Cocotier Dessert Production Process Flowchart 198
Figure 3. 8 Le Cocotier Parallel Series Production Process Determination.. 223
xx
Figure 3. 9 Production Process Ganttchart 232

Figure 3. 10 Tariff Adjustment of PLN since 1 March 2015 242
Figure 3. 11 Operation Process Chart for Bucket Packaging 249
Figure 3. 12 Operation Process Chart for Pillow Packaging. 251
Figure 3. 13 Operation Process Chart for Bottle Packaging. 253
Figure 3. 14 Operation Process Chart for Cup Packaging. 255
Figure 3. 15 Manufacturing System Analysis Flowchart.. 264
Figure 3. 16 Desserts Target Production Estimation in 1 Year. 266
Figure 3. 17 Drinks Target Production Estimation in 1 Year 266
Figure 3. 18 Adjacency Relationship Chart of PT. Coco Indigene Machines and
Departments.. 321
Figure 3. 19 Activity Relationship Diagram of PT. Coco Indigene Indonesia 325
Figure 3. 20 Space Relationship Diagram of PT. Coco Indigene Indonesia 326
Figure 3. 21 Bloc Plan of PT. Coco Indigene Indonesia.. 327
Figure 3. 22 Plant Layout of PT. Coco Indigene Indonesia. 328
Figure 3. 23 Product Flow of PT. Coco Indigene Indonesia 329
Figure 4. 1 PT. Coco Indigene Indonesia Pre-Construction Organization Structure 354
Figure 4. 2 PT. Coco Indigene Indonesia Operational Phase Organization Structure. 355
Figure 4. 3 PT. Coco Indigene Indonesia Development Phase Organization Structure... 357
Figure 4. 4 Job Description Determination Flowchart... 359
Figure 4. 5 Manpower Determination Flowchart 397
Figure 4. 6 Process of PT Establishment 426
Figure 4. 7 Patent Registration Procedures. 429
Figure 4. 8 Trademark Registration Procedures. 430
Figure 4. 9 Industrial Design Registration Procedures 431
Figure 4. 10 Copyright Registration Procedures.. 432
Figure 4. 11 Product Registration Procedures.. 433
Figure 4. 12 Halal Logo 434
Figure 4. 13 Halal Certification Procedure.. 434
Figure 4. 14 SNI Registration Procedure. 436
Figure 5. 1 Supply Chain Structure Determination Flowchart 441
Figure 5. 2 Value Chain of Le Cocotier Product. 442
Figure 5. 3 Strategic Fit of Le Cocotier for Implementation Phase 447
Figure 5. 4 Strategic Fit of Le Cocotier for Development Phase 447
xxi
Figure 5. 5 Flow of Supply Chain of Le Cocotier Products. 448

Figure 5. 6 Manufacturer Storage with Direct Shipping.. 448
Figure 5. 7 Manufacturer Storage with In-Merge Strategy.. 450
Figure 5. 8 Distributor Storage with Last Mile Delivery. 452
Figure 5. 9 Distribution Strategy with Customer Pickup. 454
Figure 5. 10 Retail Storage with Customer Pickup.. 455
Figure 5. 11 Reverse Logistics Strategy.. 457
Figure 5. 12 Direct Shipping Distribution Strategy. 457
Figure 5. 13 Stakeholder Model Model of Supply Chain Stakeholder in PT Coco Indigene
Indonesia... 458
Figure 5. 14 Three Streams of Supply Chain 465
Figure 5. 15 Supply Chain Configuration of LeCocotier. 466
Figure 5. 16 Supplier Selection System (Input, Process, Output) ... 467
Figure 5. 17 Pairwise Comparison Score Table 473
Figure 5. 18 Criteria Priorities Rank Results from Expert Choice Software 474
Figure 5. 19 Suppliers Enterprise Condition Sub-Criteria Comparison Results. 474
Figure 5. 20 Price Sub-Criteria Comparison Results 475
Figure 5. 21 Delivery Sub-Criteria Comparison Results.. 475
Figure 5. 22 Quality Sub-Criteria Comparison Results 476
Figure 5. 23 Service Sub-Criteria Comparison Results 476
Figure 5. 24 Supplier Priorities for Fresh Coconut Water from Near Location Aspect 478
Figure 5. 25 Supplier Priorities for Fresh Coconut Water from Their Image History
Aspect 478
Figure 5. 26 Supplier Priorities for Fresh Coconut Water from Completeness Documents
Aspect 478
Figure 5. 27 Supplier Priorities for Fresh Coconut Water from Affordable Price Aspect 478
Figure 5. 28 Supplier Priorities for Fresh Coconut Water from Price Stability Aspect 479
Figure 5. 29 Supplier Priorities for Fresh Coconut Water from On-Time Delivery Aspect 479
Figure 5. 30 Supplier Priorities for Fresh Coconut Water from Right Amount Delivery
Aspect 479
Figure 5. 31 Supplier Priorities for Fresh Coconut Water from Goods Specification
Aspect 479
Figure 5. 32 Supplier Priorities for Fresh Coconut Water from Consistent Quality. 479
Figure 5. 33 Supplier Priorities for Fresh Coconut Water from Responsiveness Aspect. 480
xxii
Figure 5. 34 Supplier Priorities for Fresh Coconut Water from Ease to be Contacted.. 480
Figure 5. 35 Supplier Determination Output Results for Fresh Coconut Water 480
Figure 5. 36 Supplier Priorities for Acetobacter xylinum from Near Location Aspect. 481
Figure 5. 37 Supplier Priorities for Acetobacter xylinum from Their Image History
Aspect 481
Figure 5. 38 Supplier Priorities for Acetobacter xylinum from Completeness Document
Aspect 481
Figure 5. 39 Supplier Priorities for Acetobacter xylinum from Affordable Price Aspect 481
Figure 5. 40 Supplier Priorities for Acetobacter xylinum from Price Stability Aspect 482
Figure 5. 41 Supplier Priorities for Acetobacter xylinum from On-Time Delivery Aspect 482
Figure 5. 42 Supplier Priorities for Acetobacter xylinum from Right Amount Delivery
Aspect 482
Figure 5. 43 Supplier Priorities for Acetobacter xylinum from Goods Specification. 482
Figure 5. 44 Supplier Priorities for Acetobacter xylinum from Consistent Quality Aspect 482
Figure 5. 45 Supplier Priorities for Acetobacter xylinum from Responsiveness Aspect. 483
Figure 5. 46 Supplier Priorities for Acetobacter xylinum from Ease to be Contacted
Aspect 483
Figure 5. 47 Supplier Determination for Output Results for Acetobacter xylinum. 483
Figure 5. 48 Supplier Priorities for Natural Sugar from Near Location Aspect 484
Figure 5. 49 Supplier Priorities for Natural Sugar from Good Image History Aspect.. 484
Figure 5. 50 Supplier Priorities for Natural Sugar from Completeness Documents Aspect 484
Figure 5. 51 Supplier Priorities for Natural Sugar from Affordable Price Aspect 484
Figure 5. 52 Supplier Priorities for Natural Sugar from Price Stability Aspect 485
Figure 5. 53 Supplier Priorities for Natural Sugar from On-Time Delivery Aspect. 485
Figure 5. 54 Supplier Priorities for Natural Sugar from Right Amount Delivery Aspect. 485
Figure 5. 55 Supplier Priorities for Natural Sugar from Goods Specification Aspect.. 485
Figure 5. 56 Supplier Priorities for Natural Sugar from Consistent Quality Aspect. 485
Figure 5. 57 Supplier Priorities for Natural Sugar from Responsiveness Aspect. 486
Figure 5. 58 Supplier Priorities for Natural Sugar from Ease to be Contacted Aspect. 486
Figure 5. 59 Supplier Determination Output Results for Natural Sugar.. 486
Figure 5. 60 Supplier Priorities for Citric Acid from Near Location Aspect 487
Figure 5. 61 Supplier Priorities for Citric Acid from Good Image History Aspect.. 487
Figure 5. 62 Supplier Priorities for Citric Acid from Completeness Document Aspect.. 487
Figure 5. 63 Supplier Priorities for Citric Acid from Affordable Price Aspect 487
xxiii
Figure 5. 64 Supplier Priorities for Citric Acid from Price Stability Aspect 487
Figure 5. 65 Supplier Priorities for Citric Acid from On-Time Delivery 488
Figure 5. 66 Supplier Priorities for Citric Acid from Right Amount Delivery 488
Figure 5. 67 Supplier Priorities for Citric Acid from Goods Specification Aspect 488
Figure 5. 68 Supplier Priorities for Citric Acid from Consistent Quality Aspect 488
Figure 5. 69 Supplier Priorities for Citric Acid from Responsiveness Aspect 488
Figure 5. 70 Supplier Priorities for Citric Acid from Ease to be Contacted Aspect 489
Figure 5. 71 Supplier Determination Output Results for Natural Sugar 489
Figure 5. 72 Supplier Priorities for Ammonium sulfate from Near Location Aspect.. 490
Figure 5. 73 Supplier Priorities for Ammonium sulfate from Good Image History Aspect 490
Figure 5. 74 Supplier Priorities for Ammonium sulfate from Completeness Documents
Aspect 490
Figure 5. 75 Supplier Priorities for Ammonium sulfate from Affordable Price Aspect 490
Figure 5. 76 Supplier Priorities for Ammonium sulfate from Price Stability Aspect 491
Figure 5. 77 Supplier Priorities for Ammonium sulfate from On-Time Delivery Aspect. 491
Figure 5. 78 Supplier Priorities for Ammonium sulfate from Right Amount Delivery
Aspect 491
Figure 5. 79 Supplier Priorities for Ammonium sulfate from Goods Specification Aspect.. 491
Figure 5. 80 Supplier Priorities for Ammonium sulfate from Consistent Quality Aspect.491
Figure 5. 81 Supplier Priorities for Ammonium sulfate from Responsiveness Aspect. 492
Figure 5. 82 Supplier Priorities for Ammonium sulfate from Ease to be Contacted Aspect 492
Figure 5. 83 Supplier Determination Output Results for Amonium sulfate.. 492
Figure 5. 84 Supplier Priorities for Sodium metabisulfate from Near Location Aspect... 493
Figure 5. 85 Supplier Priorities for Sodium metabisulfate from Good Image History
Aspect 493
Figure 5. 86 Supplier Priorities for Sodium metabisulfate from Completeness Document
Aspect 493
Figure 5. 87 Supplier Priorities for Sodium metabisulfate from Affordable Price Aspect493
Figure 5. 88 Supplier Priorities for Sodium metabisulfate from Price Stability Aspect 493
Figure 5. 89 Supplier Priorities for Sodium metabisulfate from On-Time Delivery Aspect 494
Figure 5. 90 Supplier Priorities for Sodium metabisulfate from Right Amount Delivery
Aspect 494
Figure 5. 91 Supplier Priorities for Sodium metabisulfate from Goods Specification Aspect
494
xxiv
Figure 5. 92 Supplier Priorities for Sodium metabisulfate from Consistent Quality Aspect 494
Figure 5. 93 Supplier Priorities for Sodium metabisulfate from Responsiveness Aspect. 494
Figure 5. 94 Supplier Priorities for Sodium metabisulfate from Ease to be Contacted
Aspect 495
Figure 5. 95 Supplier Determination Output Results for Sodium metabisulfate.. 495
Figure 5. 96 Supplier Priorities for Epsom Salt from Near Location Aspect 496
Figure 5. 97 Supplier Priorities for Epsom Salt from Good Image History Aspect. 496
Figure 5. 98 Supplier Priorities for Epsom Salt from Completeness Documents Aspect. 496
Figure 5. 99 Supplier Priorities for Epsom Salt from Affordable Price Aspect 496
Figure 5. 100 Supplier Priorities for Epsom Salt from Price Stability Aspect. 497
Figure 5. 101 Supplier Priorities for Epsom Salt from On-Time Delivery Aspect.. 497
Figure 5. 102 Supplier Priorities for Epsom Salt from Right Amount Delivery Aspect.. 497
Figure 5. 103 Supplier Priorities for Epsom Salt from Goods Specification Aspect 497
Figure 5. 104 Supplier Priorities for Epsom Salt from Consistent Quality Aspect.. 497
Figure 5. 105 Supplier Priorities for Epsom Salt from Responsiveness Aspect 498
Figure 5. 106 Supplier Priorities for Epsom Salt from Ease to be Contacted Aspect............498
Figure 5. 107 Supplier Determination Output Results for Epsom Salts 498
Figure 5. 108 Supplier Priorities for Fruit Extract from Near Location Aspect 499
Figure 5. 109 Supplier Priorities for Fruit Extract from Good Image History Aspect.. 499
Figure 5. 110 Supplier Priorities for Fruit Extract from Completeness Documents Aspect 499
Figure 5. 111 Supplier Priorities for Fruit Extract from Affordable Price Aspect 499
Figure 5. 112 Supplier Priorities for Fruit Extract from Price Stability Aspect 499
Figure 5. 113 Supplier Priorities for Fruit Extract from On-Time Delivery Aspect. 500
Figure 5. 114 Supplier Priorities for Fruit Extract from Right Amount Delivery Aspect. 500
Figure 5. 115 Supplier Priorities for Fruit Extract from Goods Specification Aspect.. 500
Figure 5. 116 Supplier Priorities for Fruit Extract from Consistent Quality Aspect. 500
Figure 5. 117 Supplier Priorities for Fruit Extract from Responsiveness Aspect. 500
Figure 5. 118 Supplier Priorities for Fruit Extract from Ease to be Contacted Aspect. 501
Figure 5. 119 Supplier Determination Output Results for Fruit Extract 501
Figure 5. 120 Supplier Priorities for Corrugated Box from Near Location Aspect 502
Figure 5. 121 Supplier Priorities for Corrugated Box from Good Image History Aspect 502
Figure 5. 122 Supplier Priorities for Corrugated Box from Completeness Document
Aspect 502
Figure 5. 123 Supplier Priorities for Corrugated Box from Affordable Price Aspect........502
xxv
Figure 5. 124 Supplier Priorities for Corrugated Box from Price Stability Aspect.. 503
Figure 5. 125 Supplier Priorities for Corrugated Box from On-Time Delivery Aspect 503
Figure 5. 126 Supplier Priorities for Corrugated Box from Right Amount Delivery Aspect 503
Figure 5. 127 Supplier Priorities for Corrugated Box from Goods Specification Aspect..... 503
Figure 5. 128 Supplier Priorities for Corrugated Box from Consistent Quality Aspect 503
Figure 5. 129 Supplier Priorities for Corrugated Box from Responsiveness Aspect 504
Figure 5. 130 Supplier Priorities for Corrugated Box from Ease to be Contacted Aspect
504
Figure 5. 131 Supplier Determination Output Result for Corrugated Box.. 504
Figure 5. 132 Supplier Determination for Adhesive Tape from Near Location Aspect.. 505
Figure 5. 133 Supplier Determination for Adhesive Tape from Good Image History
Aspect 505
Figure 5. 134 Supplier Determination for Adhesive Tape from Completeness Documents
Aspect 505
Figure 5. 135 Supplier Determination for Adhesive Tape from Affordable Price Aspect 505
Figure 5. 136 Supplier Determination for Adhesive Tape from Stable Price Aspect 506
Figure 5. 137 Supplier Determination for Adhesive Tape from Stable Price Aspect 506
Figure 5. 138 Supplier Determination for Adhesive Tape from On-Time Delivery Aspect 506
Figure 5. 139 Supplier Determination for Adhesive Tape from Right Amount Delivery
Aspect 506
Figure 5. 140 Supplier Determination for Adhesive Tape from Goods Specification
Aspect 506
Figure 5. 141 Supplier Determination for Adhesive Tape from Consistency Quality
Aspect 507
Figure 5. 142 Supplier Determination for Adhesive Tape from Responsiveness Aspect
507
Figure 5. 143 Supplier Determination for Adhesive Tape from Ease to be Contacted
Aspect 507
Figure 5. 144 Supplier Determination Output Result for Adhesive Tape. 507
Figure 5. 145 Supplier Determination for Pillow Pack from Near Location Aspects.. 508
Figure 5. 146 Supplier Determination for Pillow Pack from Good Image History Aspects 508
Figure 5. 147 Supplier Determination for Pillow Pack from Completeness Documents.. 508
Figure 5. 148 Supplier Determination for Pillow Pack from Affordable Price Aspects....508
Figure 5. 149 Supplier Determination for Pillow Pack from Stable Price Aspects... 509
Figure 5. 150 Supplier Determination for Pillow Pack from On-Time Delivery Aspects.509
xxvi
Figure 5. 151 Supplier Determination for Pillow Pack from Right Amount Delivery
Aspect 509
Figure 5. 152 Supplier Determination for Pillow Pack from Goods Specification Aspect... 509
Figure 5. 153 Supplier Determination for Pillow Pack from Consistent Quality Aspect. 509
Figure 5. 154 Supplier Determination for Pillow Pack from Responsiveness Aspect.. 510
Figure 5. 155 Supplier Determination for Pillow Pack from Ease to be Contacted Aspect.. 510
Figure 5. 156 Supplier Determination Output Result for Pillow Pack 510
Figure 5. 157 Supplier Determination for Bucket Pack from Near Location Aspect.. 511
Figure 5. 158 Supplier Determination for Bucket Pack from Good Image History Aspect. 511
Figure 5. 159 Supplier Determination for Bucket Pack from Completeness Documents
Aspect 511
Figure 5. 160 Supplier Determination for Bucket Pack from Affordable Price Aspect 511
Figure 5. 161 Supplier Determination for Bucket Pack from Stable Price Aspect 512
Figure 5. 162 Supplier Determination for Bucket Pack from On-Time Delivery Aspect. 512
Figure 5. 163 Supplier Determination for Bucket Pack from Right Amount Delivery
Aspect 512
Figure 5. 164 Supplier Determination for Bucket Pack from Goods Specification Aspect.. 512
Figure 5. 165 Supplier Determination for Bucket Pack from Consistent Quality Aspect. 512
Figure 5. 166 Supplier Determination for Bucket Pack from Responsiveness Aspect..513
Figure 5. 167 Supplier Determination for Bucket Pack from Goods Specification Aspect 513
Figure 5. 168 Supplier Determination Output Result for Bucket Pack. 513
Figure 5. 169 Supplier Determination for Bottle Pack from Near Location Aspect. 514
Figure 5. 170 Supplier Determination for Bottle Pack from Good Image History Aspect514
Figure 5. 171 Supplier Determination for Bottle Pack from Affordable Price Aspect. 514
Figure 5. 172 Supplier Determination for Bottle Pack from Stable Price Aspect. 515
Figure 5. 173 Supplier Determination for Bottle Pack from On-Time Delivery Aspect... 515
Figure 5. 174 Supplier Determination for Bottle Pack from Right Amount Delivery
Aspect 515
Figure 5. 175 Supplier Determination for Bottle Pack for Good Specification Aspect 515
Figure 5. 176 Supplier Determination for Bottle Pack for Consistent Quality Aspect. 515
Figure 5. 177 Supplier Determination for Bottle Pack from Responsiveness Aspect.. 516
Figure 5. 178 Supplier Determination for Bottle Pack from Ease to be Contacted Aspect... 516
Figure 5. 179 Supplier Determination Output Result for Bottle Pack.. 516
Figure 5. 180 Supplier Determination for Cup Pack from Near Location Aspect 517
xxvii
Figure 5. 181 Supplier Determination for Cup Pack from Good Image History Aspect 517
Figure 5. 182 Supplier Determination for Cup Pack from Completeness Documents
Aspect 517
Figure 5. 183 Supplier Determination for Cup Pack from Affordable Price Aspect 517
Figure 5. 184 Supplier Determination for Cup Pack from Stable Price Aspect 517
Figure 5. 185 Supplier Determination for Cup Pack from On-Time Delivery Aspect.. 518
Figure 5. 186 Supplier Determination for Cup Pack from Right Amount Delivery Aspect 518
Figure 5. 187 Supplier Determination for Cup Pack from Goods Specification Aspect.. 518
Figure 5. 188 Supplier Determination for Cup Pack from Consistent Quality Aspect 518
Figure 5. 189 Supplier Determination for Cup Pack from Responsiveness Aspect 518
Figure 5. 190 Supplier Determination for Cup Pack from Ease to be Contacted Aspect 519
Figure 5. 191 Supplier Determination Output Result for Cup Pack 519
Figure 5. 192 Supplier Priorities for Cup Sealed Cover from Near Location Aspect. 520
Figure 5. 193 Supplier Priorities for Cup Sealed Cover from Good Image History Aspect 520
Figure 5. 194 Supplier Priorities for Cup Sealed Cover from Completeness Document
Aspect 520
Figure 5. 195 Supplier Priorities for Cup Sealed Cover from Affordable Price Aspect520
Figure 5. 196 Supplier Priorities for Cup Sealed Cover from Price Stability Aspect520
Figure 5. 197 Supplier Priorities for Cup Sealed Cover from On-Time Delivery Aspect. 521
Figure 5. 198 Supplier Priorities for Cup Sealed Cover from Right Amount Delivery
Aspect 521
Figure 5. 199 Supplier Priorities for Cup Sealed Cover from Goods Specification Aspect 521
Figure 5. 200 Supplier Priorities for Cup Sealed Cover from Consistent Quality Aspect 521
Figure 5. 201 Supplier Priorities for Cup Sealed Cover from Responsiveness Aspect 521
Figure 5. 202 Supplier Priorities for Cup Sealed Cover from Ease to be Contacted Aspect 522
Figure 5. 203 Supplier Determination Output Result for Cup Cover Sealed 522
Figure 5. 204 Location and Distribution Analysis Flowchart. 524
Figure 5. 205 Location Determination of PT. Coco Indigene Indonesia (Surabaya) 552
Figure 5. 206 Le Cocotier Demand Percentage 553
Figure 5. 207 Le Cocotoer Supplier Mapping. 554
Figure 5. 208 Wholesale Distribution Center.. 557
Figure 5. 209 Superindo Distribution Center Mapping 557
Figure 5. 210 Giant Distribution Center Mapping 557
Figure 5. 211 Hypermart Distribution Center Mapping 558
xxviii
Figure 5. 212 Lottemart Distribution Center Mapping 558

Figure 5. 213 Indogrosir Distribution Center Mapping 558
Figure 5. 214 Carefour Distribution Center Mapping559
Figure 5. 215 Le Cocotoer Distribution Flow 559
Figure 5. 216 PT. Coco Indigene Indonesia Development Phase Organization Structure 574
Figure 5. 217 ARC Approach used for Production Floor Layout Determination Input 594
Figure 5. 218 ARC Approach used for Warehouse Layout Determination Input. 595
Figure 5. 219 ARC Approach used for Office Layout Determination Input. 595
Figure 5. 220 ARC Approach used for 1st Floor Layout Determination Input 596
Figure 5. 221 Approach used for 2nd Floor Layout Determination Input 597
Figure 5. 222 ARD of Production Floor 598
Figure 5. 223 ARD of Warehouses 599
Figure 5. 224 Office ARD 601
Figure 5. 225 ARD of 1st Floor 602
Figure 5. 226 2nd Floor ARD.. 604
Figure 5. 227 SRD of Production Floor 604
Figure 5. 228 SRD of Warehouse 605
Figure 5. 229 SRD of Office 606
Figure 5. 230 SRD of 1st Floor 607
Figure 5. 231 SRD of 2nd Floor.. 608
Figure 5. 232 S First Floor Layout 609
Figure 5. 233 Second Floor Layout. 610
Figure 5. 234 Office Floor Layout 611
Figure 5. 235 Production Floor Layout 612
Figure 5. 236 Warehouse Area Layout. 613
Figure 5. 237 Men Toilet Area Layout. 614
Figure 5. 238 Women Toilet Area Layout 614
Figure 5. 239 Mushalla Area Layout 615
Figure 5. 240 Pantry Area Layout 615
Figure 5. 241 Cafeteria Area Layout 616
Figure 5. 242 Office Parking Lot Area Layout 616
Figure 5. 243 Factory Parking Lot Area Layout 617
Figure 5. 244 Quality Inspection Laboratory Area Layout 618
Figure 5. 245 Security Office Area Layout618
xxix
Figure 5. 246 Health Clinic Area Layout 619

Figure 5. 247 Lobby Area (1st floor) Layout.. 619
Figure 5. 248 Lobby Area (2nd floor) Layout 620
xxx
MODULE 1
STRATEGIC ANALYSIS
This first module will focus on the Business Idea Identification, and
then followed by the analysis about the Competitors, Stakeholder,
SWOT of the proposed company, and the Strategy for the company
as well. The last part of the module explains about the vision,
mission, and companys logo formulation.
MODULE 1
STRATEGIC ANALYSIS
In this module the preliminary explanation about the business idea which had been
planned. The parts in this module are about the business idea identification, analysis about the
competitors and stakeholder of the proposed company, SWOT and strategy analysis, vision and
mission formulation, and the last is companys logo development.
1.1
Business Idea Identification

In general, business idea identification is an activity to explore the main topic into
several derivatives idea. Then, each of alternatives ideas will be identified. It can be from the
business opportunities, production process, market feasibility, and so on. This process is the
earliest stage of product development process.
Figure 1. 1 Business Idea Identification Flowchart
Business idea identification begin with formulate general business ideas or concept.
Source of general ideas can be from internet, newspaper, etc. After business idea is found, the
next step is analyze from its supporting data, such as product characteristic, production process,
market demand, etc. From this second process, drawbacks and advantages of business idea will
appear. After being assessed, the idea is proposed to assistant, and the decision is made whether
the idea accepted or not. If it isnt, the idea should be revised from the early step. When the idea
seems to be feasible and promising, the next stage can be done.
This sub chapter will explain business idea identification, including business idea
background and product description. This module use coconut based product as topic that
already determined, which is soon will be developed into main product. After conducting
several research about business opportunities, characteristic and processed product of coconut
from internet and personal knowledge, product Nata de Coco is chosen. Reasons about why
does Nata de Coco is chosen to become the main product, will be explain on the Business Idea
Background sub chapter. Whereas the description and how the product will be develop further,
are explained on Product Description sub chapter.
1.1.1
Background
Agro industry is the activity of transforming the farming products as the raw materials
into the more added value products by designing and providing the equipment and service
through some sequence of processes. In Indonesia, agro industry is divided into five categories;
one of it is agricultural product processing industry for plantation crops. This industry covers
sugarcane, coffee, tea, rubber, coconut, palm, tobacco, cloves, cocoa, vanilla, cinnamon and
others. Considering the potential of this industry, some commodity such as coconut can be one
of the promising sectors in developing agro business in the future.
In the between of economic crisis in Indonesia during 1997-1998, agro industry has
become one of the economic activity that positively contributed to the growth of national
economic. This industry itself still becoming a very potential sector up to nowadays, even it
has the potential to become the most leading sector in national economic growth. In term of
Gross Domestic Product (GDP), agro industry contributes up to 45% of total value added to the
national economy. Agro industry also absorbs the largest labor force up to 74% of total national
employment. Thus the agro industry can be a strategic step to increase the added value of
agricultural products, expand employment and improve social welfare.
As it mentions earlier, one of potential commodity to be developed in agro industry is
coconut. Indonesia has the largest coconut plantation in the world, which covers up to 3,23
million ha or 34,9% from the total area of coconut plantation in the world. With the total of
national production up to 21,5 million tons, it makes Indonesia becomes the biggest coconut
producer in the world. The largest plantation is located in Riau Province (15,28%), followed by
Central Java Province (7,68%) and East Java Province (7,67%). Coconut has a very great
potential since it contributes to 27% of the coconut production in the world. But unfortunately,
only 50% of that potential has been covered by the industry in Indonesia. The main cause comes
from the technology implementation, capital power, and the weak market absorption. In term
of productivity, Indonesia also behind Philippine, which can utilize their coconut up to two tons
per ha.
Coconut becomes the important and promising commodity because it has high
economic value, from its water, meat, leaves, stem and shell. The derivatives products from
coconut itself are very vary, such as desiccated coconut, coconut milk cream, coconut jam,
coconut vinegar, coconut charcoal, brown sugar, nata de coco, and virgin coconut oil. These
products has potential prospect in global market. Trend shows that demand for exporting those
products are keep increasing, especially for Nata de Coco product.
Business in nata de coco is still becoming one of the precious sectors nowadays. The
domestic demand for nata de coco has not yet all been covered by the existing nata de coco
companies. The demand also comes from international market such as Japan and Taiwan. The
data from www.natadecoco-indonesia.co.nr informs that every month they receive order from
Taiwan about 3,025 ton, but they can only fulfill the demand about its 6.7%. It indicates that
the market for nata de coco producers is widely open and brings huge opportunity whether for
domestic or international market.
Table 1. 1 Reasons for Engaging in and Benefits Derived and Problems Encountered by Nata de
Coco Makers
Reasons for Engaging in Nata de Coco Production (N=65)
Definite and accessible market outlet
Easy to do/simple production processes
Can be done inside the house and easily adoptable/under normal household
conditions
High profit
Fast source of income/short period of recovering capital
Compatibility with family structure and activities in the household
Source of subsistence
Raw materials can be easily procured
Benefits Derived (N=65)
Increase in income
Percentage
100
72
69
60
48
34
18
8
Percentage
85
Table 1. 1 Reasons for Engaging in and Benefits Derived and Problems Encountered by Nata de
Coco Makers (Cont`)
Reasons for Engaging in Nata de Coco Production (N=65)
Use of idle time
Develop entrepreneurship
Develop self-esteem
Increase harmony and cooperation among household members
Problems encountered (N=65)
Unavailability and rising prices of ingredients
Keeping the mother liquor alive and productive
Difficulty in deciding what formulation to follow
Time availability
Compete with existing household activites
Unavailability of additional space/tracks for the culture
Health
Percentage
83
63
62
57
Percentage
100
40
15
8
5
3
2
Source: www.cabi.org
Table 1.1 shows the reason why nata de coco production is promising business ideas.
As mentioned earlier, definite and accessible market outlet and simple production process
becomes the main reason. Besides, it does not need a big production area, high profit, fast source
of income, and high amount of raw material. Nata de coco as beverages ingredients can easily
distribute everywhere, from traditional market to supermarket, especially on Ramadhan. The
production process of nata the coco is relatively easy, because it does not need high technology
machine and complex chemical reaction.
Table 1. 2 Top Ten Coconut Producing Countries in the World
Country
Indonesia
Philippines
India
Sri Lanka
Brazil
Thailand
Vietnam
Mexico
Papua New Guinea
Malaysia
WORLD
Production
(tons) 2009
21,565,700
15,667,600
10,148,000
2,099,000
1,973,370
1,380,980
1,128,500
1,004,710
930,000
459,640
61,708,358
% of World
Production
34,9
25,4
16,4
3,4
3,2
2,2
1,8
1,6
1,5
0,7
-
Acreage under
Production (ha)
3,231,710
3,401,500
1,903,000
394,840
284,058
237,882
121,500
155,713
216,000
166,400
11,864.344
Yield/ha (tons)
6,67
4,61
5,33
5,32
6,95
5,80
9,29
6,45
4,30
2,76
5,20
Source: United Nations Conference on Trade and Development

The source of the nata de coco which is the coconut water is very easy to obtain as
well, it is available the whole round year and the price is also cheap. At the beginning before
nata de coco production was found, the coconut water was only the waste from the oil. But now
the water has become the important source for nata de coco production and Indonesia itself
produce more than 900 million liter of coconut water per year. The number provides adequate
sources for the production of Nata de Coco in Indonesia.
Indonesian people have been quite familiar with consuming Nata de Coco as their
dessert in their daily menu. They have high consumption especially when it comes to Ramadhan
or any other big festival. Some factors like the freshness or the sweetness are not the only factors
that become the consideration in selecting the desserts. Nowadays people are getting more
concerned in the importance of selecting the more healthy foods without abandon the taste of
the foods itself. Nata de coco is a very good source for this type of healthy food, it has high
dietary fiber, low in fat, with low cholesterol content and a healthy sweet treats. Because the
nutrient (particularly energy) is very low, it is safe to be eaten by anyone especially for those
who are low-calorie diet to lose weight.
Consuming highly fiber in the dietary menu can be one way to greatly improve the
health and give a boost to the diet. Fiber enables to make the trip through the body with no real
change in its structure. Fibers can also provide other health benefits such as lowering the risk
of diabetes and heart disease. For parents whom the children are difficult to eat healthy meals,
adding nata de coco as the dessert can be one of the solution as well. It is taste good and favorite
among children when it is cool or mixed with other food ingredients. Many studies show that
regular consumption of nata de coco is believed to protect against bower cancer and prevent
atherosclerosis and coronary thrombosis as well as prevent sudden rise of sugar in the urine.
1.1.2
Product Description
In this subchapter, it will explain about the product that will be made by PT. Coco
Indigene Indonesia. This part will cover up the benefits of coconut water, process in making
the nata de coco, nutrition facts and ingredients of Le Cocotier, and packaging of the product
itself.
Figure 1. 2 Le Cocotier Logo
PT. Coco Indigene Indonesia is a large scale company that produces product made of
coconut in the form of beverages and dessert with product namely Le Cocotier. These product
are made of fresh and best quality coconut from Indonesia. By using fresh and best quality
coconut with no artificial sweeteners added, it will make sure the very best nutrient of coconut
that will be got by its consumer. Le Cocotier can be widely consume by all people either
children, adult, or pregnant women because it is quality-assured and high nutrient with
permitted chemicals substance. In coconut itself contain several things such as vitamin C,
nicotinic acid, pantothenic acid, biotin, riboflavin, as well as folic acid. As known, coconut has
many nutrient and benefits to its consumer which can be seen as follow.
Table 1. 3 Nutrient Facts of Coconut Water

Content Per 100 gram Young Fruit Meat Ripe Fruit Meat Old Fruit Meat Coconut Water
Calories (cal)
36.04
101.23
202.46
17
Water (g)
44.15
37.1
24.86
95.5
Protein (g)
0.53
2.12
1.80
0.2
Fat (g)
0.48
7.95
18.39
0.1
Carbohydrate(g)
7.42
5.3
7.42
3.8
Mineral (g)
0.42
0.53
0.53
0.4
Calcium (mg)
3.71
4.24
11.13
15
Phosphor (mg)
15.9
29.15
51.94
Zink (mg)
0.53
0.69
1.06
0.2
Vitamin C (mg)
2.12
2.12
1.06
Source: FK UI List Analysis of Foodstuffs
As in medical point of view, coconut has several benefits such as aids in weight-loss
effort as the fat content in coconut water is extremely low, facilitates digestion as it contains
high concentration of fiber, boosts hydration in which coconut water serves an excellent
replacement medium with 294 mg of potassium and 5 mg of natural sugar per glass, neutralize
poison effects especially green coconut water, reduces blood pressures because coconut water
contains an adequate supply of electrolytes so it can be used as a balancing mechanism, and
rich in nutrients such as calcium, magnesium, phosphorus, potassium, and sodium (Kathleen
M. Zelman, n.d.).
PT. Coco Indigene Indonesia in making Le Cocotier itself will be using fully
automated, modern, and hygiene machine and process so it will make sure its quality keeps on
the top. Le Cocotier ingredients consist of coconut water, water, sugar, flavor, citric acid
(acidity regulator E330), malic acid (296), sodium benzoate (preservative E211), and honey.
Table 1. 4 Le Cocotier Nutrition Facts

Nutrition Facts
Serving Size
250 g
Serving per Package
4
Amount Per Serving
Total Calories
180 kcal
Calories from fat
0 kcal
% Daily Value*
Total Fat
0g
0%
Saturated Fat
0g
0%
Cholesterol
0 mg
0%
Protein
0g
0%
Total Carbohydrate
45 g
15%
Dietary Fiber
2g
8%
Sugar
31 g
Sodium
10 mg
1%
*% Daily values are based on a 2000 calorie diet.
Your daily values may be higher or lower depending
on your calorie needs.
Source: Inaco Food Package
Figure 1. 3 Bottle, Cup, Pillow, and Bucket Pack Le Cocotier Package
The process in proceeding the coconut water into Le Cocotier is simply started from
cutting the coconut; filtering its water; cooking the coconut water until it boils to 100 oC degree;
mixing the coconut water with sugar, ZA fertilizer, and glacial acetic acid; wait until the cooked
coconut water become cold and then added nata de coco starter to begin fermenting until one
week; after the fermentation process is done, the nata de coco is then washed to remove any
dirt; and finally nata de coco is cut into desired shape and it is ready to be packed and
distributed. Le Cocotier also comes with several different variation of flavor such as original
(coconut) flavor and lychee.
Table 1. 5 Estimated Investment Cost
Estimated Cost of Utensils
Weighting Scale
1 Straining Cloth
Stainless/Enamel Kettle
Fermenting basin or Jar (@Php61.75/basin x 30/hr x 8 hrs)
Total
Estimated Cost of Packaging Materials
Sterilized glass jar with cap
Cap sealer (100 pcs)
Total
Estimated Cost of Raw Materials/Ingredients
1. Nata de Coco grower
1 kilo fresh coconut, grated
400 ml of glacial acetic acid
2 kgs of refined sugar
24 liters tap water (Hauling)
2 liters nata starter
Total 1 kilo raw nata de coco
2. In Heavy Syrup
kg refiner sugar
0.1% citric acid
Total for 1 kilo raw nata de coco
199.75
25.00
800.00
14,820.00
15,844.75
12.94
0.25
13.19
51
108
71.5
2.86
41.67
275.03
26.81
0.99
27.8
(Source: Business Diary, 2015)

Table 1. 6 Le Cocotier Packaging Dimensions
Packaging
Bottle
Cup
Pillow Pack
Bucket Pack
Volume
320g
200g
1000g
1000g
Diameter
6 cm
9.5 cm
15 cm
Height
17 cm
5.7 cm
20 cm
15 cm
Width
20 cm
Le Cocotier also packed in several types such as cup, bottle, pillow pack, and bucket.
In the cup package, the product is packed in 200g volume, diameter of 9.5cm, and height 5.7cm
with three different flavors such as original (coconut) and lychee with sliced of rectangularshape nata de coco. As in bottle package, the product is packed in 320mL volume, with diameter
of the cap 2.7cm and height of the bottle 17cm which also comes with three different flavors
such as original (coconut) and lychee with sliced of rectangular-shape nata de coco. The pillow
pack of Le Cocotier contains 850gr, with 22x22cm, and it comes with original (coconut) flavor
only but it comes with unique shape of nata de coco, sliced with thicker size. The last type of
packaging is bucket pack contains 1,000g original nata de coco, with 15 cm diameter, and 15
cm height. The shape of the nata de coco is sliced with thicker size.
The packaging of Le Cocotier also consider green aspect in which it is using an
environmentally safe compostable pouch. The packed product is then distributed to the market,
so that market can taste the very best of Indonesias coconut processed beverages and dessert
with every best nutrient contains in it.
1.2
Competitor Analysis
Competitor is the person or entity which is a rival against another, in business it will
refer to the company who offers the same or similar products or services [1]. However, in this
chapter the analysis about the competitors in Indonesia who had the similar working fields will
be explained. The analysis will focus on the strength and weakness of the competitors through
the competition profile in a matrix form. Further explanation about this analysis will be divided
into the following sub-chapters.
1.2.1
Benchmarking Procedures
Benchmarking study is important to help the company in getting the ideas for the
improvement required. The desired outputs from the benchmarking study are the plans or
strategies for the company in order to keep being competitive enough with the other competitors
in the market. The procedures that followed in benchmarking study for the companies are can
be seen at the figure on the next page.
START
Benchmarked
Competitors Data
Define the
competitors
Create the
product attributes
Likert Scale
Weighting each
attributes
Scoring and
ranking the
competitors
Analyze the
results
Develop the plans

for the company
END
Figure 1. 4 Procedures of Benchmarking

(Source: Maria A. & Naning A.W., 2011)
Benchmarking study started by defining the competitors with the minimum number of
competitors are three. Then, the product attributes which means as the important characteristics
of the products should be determined. These attributes then will be weighted based on the Likert
Scale. The weight for each attributes will influence the scoring and ranking process of the
competitor analysis in the next procedure. When the scoring and ranking for the competitors
had been done, then the results of the benchmarking study should be analyzed and the best plans
or strategies should be developed.
1.2.2
Observed Competitors
There are some competitors companies which produced Nata de Coco products as well
that exist in Indonesia markets. All the competitors data will be shown and concluded in a table
that shown on the next page.
10
Table 1. 7 The Competitors Data from the Observation

No.
1.
Competitor
Category
Industrial Name
Description
Source : www.dinomarket.com
Established in the mid of

2002, PT Javavia Wirabuana
is relatively new company
which concentrating in
providing International
Trade to Worldwide Buyers.
Currently, the product of
Nata de Coco are only
available in limited outlets
in Indonesia, that is in
Jakarta, Tangerang, Palu and
Makassar
Inferior
Competitor
PT. Javavia Wirabuana
2.
Products Figure
Inferior
Competitor
PT. Bevera Green Indonesia
Source: cocona.co.id
Had produced Nata de Coco

since 1998, with the large
expansion of market
segments in Indonesia.
Currently the company is
trying to approach to export
the products to Hongkong
and South Korean.
Advantages
Disadvantages
1.
1.
2.
3.
4.
5.
Offers new and

unique variation of
Nata de Coco, the
products are offered
in roasted and freeze
type
The price is cheaper
compare to others
brand of Nata de
Coco
Offer the customers

with the different
packages and flavors.
Focusing on hygiene
and quality of the
product.
Had been long
enough since
established.
2.
3.
4.
Limited availability in
the market makes the
products are not so
well known and
difficult to get
There are only two
variations of Nata de
Coco products, that is
in the roasted and
freeze type, with only
provided in two
package (pouch and
cup)
Low innovations, with

only offering original
Nata de Coco in
pillow bag, and
flavored Nata de Coco
in cups.
Low level in
availability and
branding.
11
Table 1. 7 The Competitors Data from the Observation (Cont)

No.
Competitor
Category
Industrial Name
Products Figure
Description
Advantages
Disadvantages
1.
3.
Had established in 1997, but

started to operate in July
2002. The market
segmentation of the
company are both local and
other countries, such as
Malaysia, Hongkong, and
Netherlands.
Similar
Competitor
PT. Kara Santan Pertama
4.
2.
3.
Has the market

segmentation both for
local and outside the
country.
Using local and fresh
materials.
The brand has been
familiar with
Indonesian.
2.
3.
Source: alibaba.com
Similar
Competitor
PT. Sumber Berkat Prima
1.
Source:
www.indonetwork.co.id
Focused on food and

beverages industry based on
coconut, the company
produces Nata de Coco, fruit
cocktail, coconut water, and
virgin coconut oil. The
products are distributed
through big retailer
company such as
Hypermart, Carrefour,
Giant, Indomaret and
Alfamidi
1.
2.
3.
The products made

from natural sugar
without artificial
sugar
The price is cheaper
than the other brand
of nata de coco
Easily found in big
retailer company in
Indonesia
1.
2.
Nata de Coco is not

the main products to
produced, since the
branding for the Nata
de Coco product is
lower than the other
products.
Low innovations for
the products.
Better known by its
coconut milk.
Lack of product
variations especially
for Nata de Coco
The packaging design
is not too attractive,
with only offering
flavored Nata de Coco
in pillow bag and in
cup
12
Table 1. 7 The Competitors Data from the Observation (Cont)

No.
Competitor
Category
Industrial Name
Products Figure
Description
Advantages
1.
2.
5.
At the beginning of its

establishment, the company
was worked to produce the
escargot and sell it to other
countries. But, after the
escargot had been especially
produced in Canada and
France, the company started
to produce the beverages.
Such as, aloe vera, nata de
coco, jelly, ice, juice, etc.
Superior
Competitor
PT. Keong Nusantara

Abadi
6.
4.
5.
Source: wongcoco.com
Has two factories which

located in Pontianak and
Bekasi. The company has
been producing many
varieties of the products
beside nata de coco, such as
instant pudding powder,
aloe vera, nata drink, and
jelly.
Superior
Competitor
PT. Niramas Utama
3.
1.
2.
3.
Has been established

since 1984.
Achieved many
awards for the zero
accident, best
exporter, and
superbrand.
It has market targets
until more than 10
other countries.
High innovations for
the products.
Develop a green and
environmentally
packaging product
made from renewable
resources
High availability in
the market.
Good branding,
familiar for the
Indonesian people.
Quite high level for
innovation.
Disadvantages
1.
1.
2.
Known better by its

jelly products.
Have not considering
the eco-friendly and
sustainability
company for the
products.
Source: inacofood.com
13
1.2.3
Competitor Attributes
The competitor attributes determination is required to be the main factors in
competitors comparison for the analysis. The attributes that determined as the important
characteristic which can be the main reasons of competitiveness of the company, including the
characteristics found in the product and also the capability of the company.
a.
Quality and Taste

Quality of the product is the standard that desired to be achieved, used by the company
in producing the products. As the product with the food and beverage concerns, then
the taste will be an important aspect which required to be fulfilled by the company in
producing Nata de Coco.
b.
Hygiene
Since the company works with the food and beverage area, then the hygiene is the
important attribute for the product to make sure that the product can be consume by
the customer safely. Many companies are focusing on this aspect in order to gain the
customers trust and loyalty.
c.
Nutritional Value
Like other food and beverage products, the nutritional value has been an important
aspect for the customer in selecting the products. Higher quality of the product
composition and proper production process will result more nutrition for the product.
d.
Packaging
Nowadays, with the fast of the technology development the design of the package for
the product can be the factor of the customer selecting the product desired. Many
companies concentrate in keep improving their package for the product to make their
products different with others. Even more, the package may also influence the shelf
life of the products.
e.
Product Variety
Since the product included in food and beverage business area with the wide target of
market segments, then the variety of the products packaging, taste, or other innovations
can be the important factor to compare the company with the other company who offer
similar products. Besides that, more variations of the products may make the market
targets get wider, since the customer desires will fulfilled by the variations of offered
products.
14
f.
Affordable Price
Many customers in the market will desire to buy the product with the highest
satisfaction level, but the lowest price required. That is why, in comparing the
companies with the similar customer targets, the affordable price can be the important
factors too.
g.
Shelf Life
Since the product is not included in one of the primary needs for the human, then the
product will not always come up as the daily needs which required to be fulfilled every
day. There will be times that the product stored in a place before being consumed or
processed. That means the shelf life of the products will be the considerations too for
the customers or retailers in selecting the Nata de Coco product in the market.
h.
Availability
Nowadays, people are tending to select the practical products. It means that the ease
of customers in getting the products will also be able to influence the competitiveness
of the company in the market. Higher availability may increase the sales of the
products, because the products are easily can be found by the customers or have higher
level in trying to reach the customers.
i.
Promotion or Branding
Many companies are spending high cost for the promotion and branding aspects.
Promotion and branding aspects are important for the companys credibility in
customers view, although the effect of those aspects not always came up directly. Good
promotion and branding which in line with the good quality of the products will
increase the sales of the products and customers loyalty to the products as well.
j.
Eco-friendly
Eco-friendly cannot be defined as the new issue anymore. Focusing in this aspect
means that the company is trying to make its environment better or not getting worse
by the existence of the company. Considering the future aspect is important, since the
sustainability of the company will influenced by the environment condition too.
1.2.4
Weighting, Scoring, and Ranking Process

Using the Likert Scale, the rating will be given to each attributes which had been
mentioned and explained before. The rating is based on the questionnaire that had been spread
to many Nata de Coco customers in the market, which consists of the students, housewives, and
employees. The number of correspondences collected for the questionnaires are 50. The
questionnaires were spread by using the Google Docs form in order to make the responses easier
15
and more practical in fulfilling the questionnaires. The screenshot of the part of Google Docs
questionnaires are can be seen at the following figures.
Figure 1. 5 Screenshot of the Questionnaire from Google Docs
From the collected questionnaires, then the modes for the attributes are determined to
get the rating. The recapitulation of the questionnaire answers about the attributes importance
are can be seen at the following table.
Table 1. 8 The Recapitulation of the Questionnaire Answers about the Attributes Importance
Product
Variance
Price
Nutrition
Quality and
Taste
Shelf Life
Hygiene
Availability
Promotion or
Branding
Eco-friendly
...
48
49
50
\Modes
3
3
4
4
4
3
3
4
4
4
2
3
3
3
4
2
Packaging
Design
Corresponden
ces
1
Notes:
1 : Less Important
2 : Quite Important
3 : Important
4 : Very Important
16
Based on the recapitulation on the table above, then the determination of the rating for
each attributes can be conducted. From the data collected, the modes for each attributes were
calculated in order to be used as the rating for the attributes. The rating and weight calculation
of the attributes are can be seen at the following table and the calculation example.
Table 1. 9 The Rating Determination of each Attributes for Nata de Coco Products
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Attributes
Importance Rating (IR)
Weight (W=IR/Total IR)
4
4
4
3
3
3
4
3
3
2
33
0.121
0.121
0.121
0.091
0.091
0.091
0.121
0.091
0.091
0.061
1
Quality and Taste

Hygiene
Nutritional Value
Packaging Aesthetic
Product Variety
Affordable Price
Shelf Life
Availability
Eco-friendly
Total
The calculation example in determining the weight can be seen at the formulation
below.
=
Example
: =
4
33
= 0.121
After the weight for each attributes had been defined as seen at the table above, then
the comparison of the competitors can be conducted by using the competitors comparison
matrix which can be seen at the following table.
Table 1. 10 Comparison Table for the Competitors Company in the Market
No.
Attributes
Weight
(W)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Quality and Taste

Hygiene
Nutritional Value
Packaging Aesthetic
Product Variety
Affordable Price
Shelf Life
Availability
Eco Friendly
Total
0,121
0,121
0,121
0,091
0,091
0,091
0,121
0,091
0,091
0,061
1
PT. Bevera Green

Indonesia
Rating
Score
(R)
(S=W*R)
2
0,242
4
0,485
2
0,242
1
0,091
1
0,091
2
0,182
3
0,364
1
0,091
1
0,091
1
0,061
1,939
PT. Kara Santan

Pertama
Rating
Score
(R)
(S=W*R)
2
0,242
3
0,364
2
0,242
2
0,182
2
0,182
3
0,273
3
0,364
3
0,273
3
0,273
1
0,061
2,455
PT. Keong
Nusantara Abadi
Rating
Score
(R)
(S=W*R)
4
0,485
4
0,485
4
0,485
3
0,273
3
0,273
3
0,273
3
0,364
3
0,273
4
0,364
4
0,242
3,515
Notes:
17
1 : Considerably Weaker
2 : Slightly Weaker
3 : Slightly Stronger
4 : Considerably Stronger
The calculation example for the attribute score determination can be seen at the
formulation below.
=
Example
: = 0.121 2
= 0.242
The score which shown in table at the rating columns for each competitor came from
the subjectivity by comparing the competitors company with the proposed company (PT. Coco
Indigene Indonesia). When the competitor company having greater strength than PT. Coco
Indigene Indonesia, then the competitors company will get the 4 in rating score. In contrast,
when the competitor company having greater weakness then the competitor company will get
1 in rating score. And then, the rating will be multiplied with the weight for each attributes to
get the score for each attributes. Those score then being summed in order to get the competitor
score.
The further explanation and analysis in determining the score as can be seen at the
table will be shown at the following description.
a.
Quality and Taste

For the quality and taste of the products, PT. Bevera Green Indonesia has the lowest
rating score. It was so, since the products had never been easily can be found in the
market, and the Indonesian people are unfamiliar with the brand (Cocona) itself. The
lower customers in the market may mean that the taste and the quality of the products
were lower than the other competitors. The lower customers means that the customers
selecting the product are fewer than the other competitors which the taste and the
quality had been proved.
b.
Hygiene
All the competitors company which observed has the highest score for the comparison
with the proposed company. In hygiene aspects, all the competitors get considerably
stronger rating, since all the observed competitors were worked by putting the hygiene
in the very first place. It was so, because all the competitors belief that the hygiene is
the most important for the factories when they are going to produce food and beverage
things.
18
c.
Nutritional Value
For the nutritional value aspect, PT. Bevera Green Indonesia has the lowest score than
other competitors, because the products from PT. Bevera Green Indonesia and PT.
Kara Santan Pertama have not offer or focus on the other aspects than Nata de Coco
taste or quality. That makes the products from PT. Bevera Green Indonesia and PT.
Kara Santan Pertama get slightly weaker than the products from proposed company.
However, the products from PT. Keong Nusantara Abadi have the other aspects to
focus on, such as the products should contain the dietary fiber and also the guarantee
that the products were free from cholesterols.
d.
Packaging Aesthetics
As seen from the packaging of the products from all the competitors, the packaging
from PT. Bevera Green Indonesia claimed as the considerably weaker than the
proposed company. It is caused by the design that used in the products packaging
which too simple and only offering low types of packaging. In other side, the products
packaging from PT. Kara Santan Pertama has the slightly weaker rating than the
proposed company, because from the aesthetics aspects the packaging of the products
from PT. Kara Santan Pertama is not quite good. While PT. Keong Nusantara Abadi
has slightly stronger than the proposed company with the good aesthetics in products
packaging.
e.
Product Variety
For the product variety, PT. Bevera Green Indonesia defined as the company that
considerably weaker than PT. Coco Indigene Indonesia. It caused by the types that
offered by PT. Bevera Green Indonesia was fewer than the products that going to be
offered by PT. Coco Indigene Indonesia. The products variety from the proposed
company also more than the products variety offered by PT. Kara Santan Pertama.
That is why, PT. Kara Santan Pertama get the slightly weaker rating score. However,
for the PT. Keong Nusantara Abadi, the variety level of the products offered were
higher than the other competitors, but still below on the variety of the products that
offered by the proposed company. That is why, PT. Nusantara Keong Abadi get
slightly stronger rating score.
f.
Affordable Price
The price that offers by the products from PT. Bevera Green Indonesia is Rp16.000,00
per 1000gr packaging. While the price of the products from PT. Kara Santan Pertama
is only Rp14.400,00 per 1000gr packaging, and the products from PT. Keong
19
Nusantara Abadi is Rp13.350,00 per 1000gr. That is why; PT. Kara Santan Pertama
and PT. Keong Nusantara Abadi get the slightly stronger rating for the price, while
PT. Bevera Green Indonesia get the slightly weaker than the proposed company. The
proposed company is going to sale the products for around Rp14.000,00-Rp15.000,00
for the pillow pack packaging in 1000gr.
g.
Shelf Life
For the shelf life, all the products from the competitors had the shelf life at least for
one year ahead after the production process. That is why; all the competitors get the
slightly stronger rating. For the products from PT. Kara Santan Pertama, they have
good point which using the sugar as the main preservative to make longer shelf life of
the products.
h.
Availability
The products from PT. Bevera Green Indonesia has lowest availability than the other
competitors in the market. It was quite difficult in finding the products in the
minimarket, supermarket, or other food stores. The number of suppliers via online or
website of the products from PT. Bevera Green Indonesia also fewer than the other
competitors. That is why; the availability of the products from PT. Bevera Green
Indonesia get the rating score for considerably weaker while others get slightly
stronger than the proposed company.
i.
For the promotion and branding, PT. Bevera Green Indonesia has the lowest score than
the others, since PT. Bevera Green Indonesia has the lowest level in the branding than
the other competitors.The promotion that found by this company is only in website
media while PT. Kara Santan Pertama and PT. Keong Nusantara Abadi had been done
the promotion in many minimarket and supermarket. Even more, PT. Keong Nusantara
Abadi do the promotion by the eventual activities.
j.
Eco-Friendly
The eco-friendly have not been the consideration aspects for PT. Bevera Green
Indonesia and PT. Kara Santan Pertama. However, the proposed company had been
consider the eco-friendly through the determination of the products packaging
materials. Even more, PT. Keong Nusantara Abadi had a specific programs in
considering the environment and the green aspects as well.
Regarding that all the competitors were compared with PT. Coco Indigene Indonesia,
and then the score for PT. Coco Indigene Indonesia is from the median value of the 1-4 score
20
scales. It means that PT. Coco Indigene Indonesia will get the 2.5 score. This score will be the
main factor to determine the competitor company with the approximate score to 2.5 as the
company which can be seen as the proposed company in the market. It means that the company
which selected to be seen as the proposed company in the market is PT. Kara Santan Pertama.
1.2.5
Analysis about the Benchmarking Process

As can be seen at the Table 1.11, the highest score of the competitors observed is
dedicated for PT. Keong Nusantara Abadi, with the total score from the attribute 3.515. Then
followed by PT. Kara Santan Pertama with the score 2.455 which is the closest with the median
value that dedicated for PT. Coco Indigene Indonesia. It means that PT. Kara Santan Pertama
can be observed as the figure or model for the proposed company which had been existed in the
market. And the last observed competitor company is PT. Bevera Green Indonesia that only has
score for 1.939 from all the attributes.
In order to make the improvement for the proposed company and make the company
able to be competitive enough in the market can by using the analysis through the advantages
and disadvantages of PT. Kara Santan Pertama based on the comparison table. Based on the
comparison matrix, PT. Kara Santan Pertama has lack score in quality and taste, nutritional
value, packaging aesthetics, product variety, and also eco-friendly aspects. In order to make the
proposed company more competitive in the market, then the company should improve the
ability of PT. Kara Santan Pertama. Based on the quality and taste aspects, the proposed
company should consider the taste and quality as the main aspects in producing the products
and selecting the fresh coconuts. By using the better materials, the taste of the products will be
tastier and make the nutrition contained in the products higher. For the quality aspects, the
production process and hygiene in the factories have to be the focus of the company as well,
regarding that the products are included in food and beverage area.
The lack of PT. Kara Santan Pertama Company can be the evaluation of the
establishment of PT. Coco Indigene Indonesia in the future. That is why; company is going to
be offering more variations of the products and also start to consider the environment aspects.
And as the observation of PT. Kara Santan Pertama company, PT. Coco Indigene Indonesia
should focused on the quality, taste, nutritional value, and also hygiene of the products with
registering all the products in BPOM RI (Badan Pengawas Obat dan Makanan Republik
Indonesia) in order to get the customers trust and loyalty. Since the proposed company going
to register the products in BPOM RI, then the preservatives used for the products should be
safely consume. It is favorably to imitate the ability of PT. Niramas Utama in selecting sugar
as the materials for their preservatives.
21
In order to make the brand of the product is familiar with the customers at least as well
as the product from PT. Kara Santan Pertama, and then the promotion and the availability of
the product should be the important consideration as well. Spreading the distribution of the
products and dividing into right amount based on the demand forecast can make the availability
level of the products higher and the brand will be more familiar to the customer. The higher
availability may require more production process. The higher production targets may leading
the company into mass production in order to minimize the production cost, since the product
is included into the continuous production process type. It means that, it will be more desirable
if the mass production based is used in the company.
22
1.3
Stakeholder Analysis
Stakeholder person, company, or organization who support and has an interest at the
company/organization had effect and affected by the business activity. Based on the position,
it is divided into two types, internal and external. Internal stakeholder means everyone inside
the company who work directly in the company, for examples are employees, managers, and
investors. External stakeholders are group of people or organization, that doesnt work directly
within the business, but still affected by business activity. The examples are suppliers,
government, customers, creditors, etc.
This sub chapter will be explained about stakeholder analysis, starting from identifying
the product elements by using BOM tree. The next step is develop the value stream mapping
(downstream to upstream). The last step is stakeholders are identified and presented on Porters
Stakeholder Model to know who the stakeholder that involve in the business
Figure 1. 6 Stakeholder Analysis Flowchart

(Source: Maria A. & Naning A.W., 2011)
23
1.3.1 Industrial Tree

Industrial tree is a tool that shows the product element in form of Bill of Material
(BOM) tree and stakeholder that related with materials procurement. The main stakeholders
that will be shown below are included on external stakeholder, considering they didnt work
directly within the production process.
Figure 1. 7 Industrial Tree of Le Cocotier
Le Cocotier products is constructed by three levels of Bill of Material. The first level
consist of the main products elements, which are nata de coco itself, nata de coco water and the
packaging. The second level shows four of packaging variations, from pillow pack, bucket,
bottle, until cup. The next level is the ingredients of nata de coco water and nata de coco itself,
also components of four packaging. The last is determine the related industry and governments
enterprises who becomes supplier of the materials. As the main raw material, coconut water
becomes the most important element of production process. Thus, choosing the right coconut
supplier who can fulfill the companys demand is need to be carefully considered.
24
1.3.2
Stakeholders Identification
Stakeholders that related with the PT Coco Indigene Indonesia includes from the
internal to external. Porters Stakeholder Model that shows the external stakeholders is
presented below:
Customers
Employees
Suppliers
Quality
Control
Institution
Media
Advertisem
ent
PT Coco
Indigene
Indonesia
Training
Institution
Retailers
Financial
Institution
Distributor
s
Governme
nt &
Regulators
Figure 1. 8 Porter`s Stakeholder Model for PT Coco Indigene Indonesia
a.
Customers
Customer is the center of company activities. Market condition will effect on internal
company. Building sustaining relationship in order to keep the customers loyalty is the
important aspect. Even more, customer also takes part on price and market determination,
product variation, and promotion. The customer of nata de coco is categorized as the final
consumer who consume the product immediately whether for drinks or dessert in their daily
menu. Therefore its really important to keep the customer loyalty by ensuring the reliability
and quality of nata de coco products. As it mentions in the sub chapter 1.1 about the background
of the business, the demand for nata de coco is keep increasing nowadays. Indonesian people
itself also have high consumption of dessert and beverages in their daily life, especially
nowadays the people are more concerned with the healthy option. Even though there is no exact
data about the number of nata de coco consumer in Indonesia, but by observing the trend that
25
many special occasions are hold in Indonesia such as Ramadhan month, Christmas, wedding
party, or special ceremony, there will be high prospect that people will choose nata de coco as
the beverages or dessert for the events. It indicates that the market for nata de coco producers
is widely open and brings huge opportunity whether for domestic or international market. For
the domestic market, the consumer is coming from the household families, teenagers and
catering organizer. For the international market, the customer is also the same like domestic
market that is household families, teenagers and catering organizer. The products are delivered
through exporter to the retailer stores in the foreign countries. The data from www.natadecocoindonesia.co.nr informs that every month they receive order from Taiwan about 3.025 ton, but
they can only fulfill the demand about its 6.7%. It indicates that the company can target their
customer from Taiwan and also from another country in Southeast Asia.
b.
Suppliers
In order to make the production process run as scheduled, company needs to find good
suppliers who can fulfill the production demand and maintain the materials quality. If somehow
the suppliers cannot fulfill the company demand or the quality becomes poor, products quality
also will be affected. Company also needs to maintain the relationship to its direct suppliers,
considering procurement is important to business activity. Indonesia has the largest coconut
plantation in the world, which covers up to 3,23 million ha or 34,9% from the total area of
coconut plantation in the world. With the total of national production up to 21,56 million tons,
it makes Indonesia becomes the biggest coconut producer in the world. This data can be seen
on the figure 1.2. The largest plantation is located in Riau Province (15,28%), followed by
Central Java Province (7,68%) and East Java Province (7,67%). The water supplier can be
choosing from one of this region by considering the location of the factory. From this coconut
plantation, there is about 3,75 million ton coconut water produced each year. Coconut water
can be used for production of nata da coco, ethyl acetat, alcohol, and the others. But among
these products, it is only nata de coco that has been well developed whether by small enterprise
or big enterprise. However not all enterprises are capable to transform the whole available
coconut water into nata de coco due to the operation problems and the weak marketing process.
There are plenty of excessive coconut water that has not been utilized to become the added
value products. Therefore the supply of coconut water for nata de coco production is widely
available. Somehow the good communication with the supplier is very important in order to
keep the quality of the raw material remain the best. The supplier for nata de coco production
itself is not only coming from the owner of coconut plantation, but also from sugar and chemical
substances supplier, plastic supplier and cardboard supplier.
26
c.
Media Advertisement
One of media role is to makes the products known by the customers. Thus, media
becomes the part of company external stakeholder. Product promotion usually done through
various media such as television, internet, newspaper, and others to make sure the information
such as new products, advertising, and company achievement can be delivered to the customers.
As the final product as its category, it`s important to acknowledge the customer with the
company reliability and the best quality offered. The media can be used for that and also
becomes the method to win the market.
Figure 1. 9 The Preferred Source for Product and Service Information

(Source : http://www.nielsen.com)
Moreover, the company needs social media as its role to help consumers discover,
research and share information about the products and the brands. The research shows that
among the active social media users, 3 out of 5 create their own reviews of products and
services. All of them are more likely to read product reviews online as well. Overall, the trend
shows that the most preferred sources of product information among social media users are
derived from consumer generated reviews and product ratings. It shows that the main promotion
is not only from TV, radio or newspaper advertising, but also from the company website and
social media such as face book or twitter. The company must be aware that nowadays
communication between producer and consumer becomes easier and can be more intense
through the social media. This is a positive things knowing that the company can easily reach
out feedback from their consumer to support the continuous improvement effort.
27
Figure 1. 10 Why do Consumers Share Company Experiences

(Source : http://www.nielsen.com)
d.
Retailers
Retailers have the role to help the company by promoting products directly to
customers as well as to give customers an experience to view and test products. Business will
be rarely achieved the high level of publicity or extensive product distribution without a
presence in retail store. Being able to work with retailers and maintain good cooperation is very
important for the company whos the products depends on being visible to the typical customer.
Figure 1. 11 Figure 1.11 Percentage of Indonesian People Who Go

Shopping in Modern Retail Stores
(Source : Marketing.co.id, 2013)
The number of retailer stores in Indonesia itself is keep increasing with the average
growth 17,57% per year. In 2011, the retailer stores reaches up to 18.152 stores in almost the
entire city in Indonesia (Marketing.co.id, 2013). Indonesia becomes the potential market for
retailer business. This is supported by the shift of behavior from Indonesian people, who move
28
from shopping in traditional market to shopping in modern retail stores. This trend is shown in
figure 1.11 above.
Figure 1. 12 Figure 1.12 Brand Switching Analysis for Hypermart Category

(Source: Marketing.co.id, 2013)
Figure 1. 13 Figure 1.13 Brand Switching Analysis for Supermarket Category

29
Figure 1. 14 Brand Switching Analysis for Minimarket Category

The data that shows the switching of consumer behavior helps the company to determine
which retailer stores that potential to give the exposure of the products to the market. Based on
Top Brand 2012 survey, retailer stores were divided into three categories, they are hypermarket,
supermarket and minimarket. The positive net switching from the brand switching analysis
result shows that the retailer stores have possibility of increasing number of customer in future.
In hypermarket category, Carrefour, Hypermart and Lotte Mart has positive net switching and
therefore these company include in potential retailer stores. In supermarket category, Hero is
the only retailer store that has positive net switching. While in minimarket, it shows that
Alfamart, Yomart and 7-eleven will have the increasing number of customer in the future.
Considering the data showed on figure 1.12, 1.13, and 1.14, the company will have
options to distribute large number of their products to the retailer stores that has positive net
switching such as Carrefour, Hypermart, Lotte Mart, Hero, Alfamart, Yomart and 7-eleven.
However, it does not mean that the company will not distribute any of their products to the
retailer stores that has negative net switching, such as Giant, Super Indo, and Alfamidi. The
products will still be distributed to this retailer stores but in fewer number considering that the
company wants to reach wider market.
e.
Distributor
Distributor plays an important role in the supply chain, especially for producer of
continuous product such as Nata de Coco. Distributors generally offer a higher level of
flexibility than manufacturers. Bring in quicker turnaround times on orders. With the company
focused on increasing inventory turns and improving revenue through operational efficiencies,
the distributor is essential to maintain inventory located near the customer base. Another
advantage of using distributor is that they can offer product bundling. The company has the
30
ability to purchase several items from one supplier, and they can also deliver several items to
the retailer stores. This method greatly reduces administrative and freight costs. For example is
the company able to purchase several chemical substances from one chemical supplier and also
several plastic materials for packaging from one plastic supplier. In addition, distributor enables
the company as the supplier for the retailer stores to have the effective sales channel
management that will lead to greater profitability, increased market share and higher customer
satisfaction.
As the company that producing consumer good, the distribution system applied for
distributing the products are following this path: Producer -> Retailer Stores -> Customers. For
the distribution process itself the company will use distributor that provides services and
specific function related to product distributions, but they do not have the right to own the
products. From the observation on the competitor company that is PT. Keong Nusantara and
PT. Kara Santan, both of them already involved the distribution process inside their business.
However as the new company, the decision for using external distributor is more suitable to
reduce the operational cost. Considering also that AEC is getting closer in which the foreign
company will rely so much on working with distributors to deliver their products to Indonesian
market quickly. As the local company, working with distributor enables providing the quick
response on demand in order to win the market. There are about 3000 modern outlets spread all
over Indonesia (Groedu International Consultant, 2012), therefore it is becomes essential to
work with distributor as the company will find great complexity in delivering the products to
the retailer stores all over Indonesia.
f.
Government and Regulators

Government and regulators has the role in providing the license or permit, both permits
regarding marketing and production. As the reference to establish new business, the company
should look up the Indonesian Standard for Industrial Classification (KBLI) which published
by the Head of Central Bureau of Statistics (BPS) no 57 year 2009. This reference will be
needed to determine the type of Trading License (SIUP) required for business in nata de coco.
Business in nata de coco is categorized as the beverages category which comes from coconut
industry. It is written in the Category C: No. 10773.
The involvement of government in establishing business is started when the company
tries to release the domicile certificate of the business. This certificate is released by head of
the village. The other involvement comes from Tax Service Institution in order to release the
Taxpayer Identification Number (NPWP). The Local Government (Pemda) also takes critical
part in establishing the license of company, they are the institution that capable to release the
31
Trading License (SIUP) and Company Registration Certificate (TDP) in order to complete the
licensing process. For the company, SIUP is important to obtain the security and facilitate the
expansion.
As the company notice the opportunity to do the export to another country, therefore
there has to be the governmental involvement for this case. Government has the role to give the
permit of conducting export. This is important for a company who wants to do export because
the permit enables the company to have certified export activity and ensure that their products
are legal when its received by foreign customers. The procedure for export in Indonesia is
managed under Indonesian Trade Department.
g.
Finance Institution
Finance Institution has the role to provide a loan to the company as the capital
investment to establish the business, for example is Bank. Bank loans are available to finance
the purchase of inventory and equipment as well as to obtain operating capital and funds for
business expansion (DeMerceau, John, (n.d)). Banks do not ask for any of a loan in exchange
for part ownership, the right to influence decision making and a share of the profits. If they do
aauthorize a loan, they are only interested in getting their interest and partial loan payment.
Though difficult to get, banks offers loans at lower rates of interest than other lending agencies
and instruments like credit cards.
Figure 1. 15 Outstanding of Micro, Small, and Medium Enterprises (MSMEs) Credits

(Source : Bank Indonesia, 2014)
Data from Bank Indonesia shows that there is an increasing number of loan given by
Bank Indonesia to small medium enterprise in order to develop their business. It shows that
there is a growth in the entrepreneurship in Indonesia. In another word, Indonesian enterprises
32
have put their trust in requesting the loan from Bank knowing all the benefits obtained from
that.
h.
Quality Control Institution

Quality control is a method to reassure the product quality through several test to make
sure that the output is standardized. In food and beverages production, product quality is very
important, from the food safety, taste, organic production, animal friendly until environmental
effects. Nowadays, people willing to pay more to receive better product (Caswell & Joseph,
2007). It is happen following the increasing health awareness. Companies can use those factors
to design a product and choose the right quality control system to persuade the customers to
buy the product through several indicators, such as certification system, labeling, or branding.
In general, food that will be sold to the market must be assessed by Badan Pengawas Obat dan
Makanan to make sure that it isnt contaminated by virus or bacteria. The assessment done in
the whole production processes, from the raw material, how it is produced, until distribution
process to control the implementation (Badan POM, 2013). In Indonesia almost 88, 1 % of its
population is a muslim, then certification of halal for food and beverages is important. It is
usually done by Majelis Ulama Indonesia.
i.
Training Institution
Starting a business especially on food and beverages product is a little bit difficult,
considering the company must create a product that should be able accepted by the customer
taste. For a starting small business, trial and error can be developed. But, for a middle range
company like PT. Coco Indigene Indonesia, it will be easier to hire an instructor to train the
employee to develop a proper production process. The conducted training is not only limited
on the production processes, but also on other aspects, such as safety, human resource training,
ESQ training, etc. The trainee can be from various department, from university or government
institution, or other training institution.
In human development process, training activity give a big role. Increase of 1% of the
number of workers receiving training will increase sectors value added by 0.6% and the
average wage by 0.3% (Dearden, 2005). Thus, having a good relationship with several training
institution is important to increase employee qualification.
j.
Employees
Employees are included as internal stakeholder that has important contribution for the
business, whether for strategic position or technical operation position. The employees or staffs
in managerial position are required to have good knowledge and good analysis thinking in order
to manage the whole operation process and link them to the objectives of the company through
33
some strategic decisions made. The role of the managerial employees is important for
continuous improvement of the business. The employees or staffs in operational level become
the key for the productivity of production floor. They will be responsible to ensure that only
best quality of coconut water and others supply are coming as the raw materials. They are also
responsible to control the manufacturing process of nata de coco and ensure that it operates in
the most effective way.
1.4
SWOT and Strategic Analysis

In this subchapter, it will explain about the SWOT and Strategic Analysis of PT. Coco
Indigene Indonesia.
Start
Identify internal factors

(Strength and Weakness)
Competitor
Benchmarking
Identify external factors
(Threat and Opportunities)
Likert Scale
Weighting
Scoring Value (1-4)
Find Weighted-Score value

of internal and external
factors
Subtract internal and

external factors
Weighted-Score
Plot the subtracted

value to the graph
Analysis
End
Figure 1. 16 SWOT Analysis Flowchart
34
SWOT Analysis is begin with the determination of attributes that describe the strengths
and weaknesses of PT. Coco Indigene Indonesia based on internal, and then determine the
attributes that describe opportunities and threats based on external aspects. After all the
attributes had been determined, then the weighting for each attribute can be conducted by using
the helps from software called Expert Choice. The weight from Expert Choice output next will
be multiplied by the rating from subjectivity aspects. For each Strength, Weakness,
Opportunity, and Threat will be summed as the strength, weakness, opportunity, and threat
scores. The differences between strength and weakness to be the x-value in SWOT matrix, and
so do the differences between opportunity and threat to be the y-value. Results from the SWOT
matrix can be the basis for determination of the strategy for proposed company.
In this sub-chapter the explanation about SWOT analysis will contain of SWOT
determination of PT. Coco Indigene Indonesia, and then the weighting and scoring for each
SWOT, after that followed by the determination of strategy based on SWOT matrix. The last
part of the analysis will consist of TOWS matrix in order to determine the strategy used to face
the problems existed in the proposed company.
1.4.1
SWOT Analysis
In this subchapter, it will explain about the SWOT analysis where the analysis is started
by identifying both internal (strengths and weaknesses) and external factors (threats and
opportunities). Having determining the factors, it is then being weighted for each internal and
external factor based on its importance rate using expert choice application. Value got from the
expert choice will be used then to determine the position of the company (in which quadrant it
lies) which is then being used to determine the strategy need to be taken in the future.
35
Table 1. 11 Company SWOT

Strengths
S1
S2
Using high quality standards of coconut from

Indonesia.
Product's packaging consider green aspects or
environmental aspects by using plastic made of
PLA.
Weaknesses
W1
The product quality tends to be similar with the

competitors in market
W2
Materials used for production have short shelf

life
S3
Product has attractive cover design.
W3
S4
Has variations of products offered.
W4
S5
Offers innovative shapes of the Nata de Coco

Opportunities
O1
O2
O3
O4
Many materials of the products that can be easily

found in Indonesia markets.
Materials cost of the production in the market
tend to be stable and affordable.
Demand of Nata de Coco in the market cannot be
fulfilled by the existing company as in Taiwan it
only fulfilling 6.7% of the demand.
AFTA agreement and AEC policies in 2015.
Products price which is offered by the

company is relatively higher than the superior
competitor companys product price
High quality standards of coconut may lead to
insufficient supply of coconut for production
Threats
T1
T2
Many competitors that had been existed for

long time that offer the similar products.
Demands of the products tend to be
fluctuating.
T3
The brand of the products has not been known

well in the market.
T4
Company relies on the suppliers (other

company) for the products packaging.
Reasons of determining the SWOT attributes which can be seen at the tables will be
explained further in this section.
a.
Strengths
Reasons of attributes determination that included in strength as can be seen at the
companys SWOT table are:

i.
Using high quality standards of coconut from Indonesia.

Coconut is the main materials that able to influence the quality of Nata de Coco
produced. Better quality of coconut selected, the better quality of coconut water
inside it, and the higher possibility of better Nata de Coco produced that being
used in selecting coconut is from its ages. The older of the coconut ages, the
fewer sugar contained in its water. It will be better if selecting the younger
coconut, but not the very young coconut, to make sure that the coconut contains
of enough sugar (Priyanto, 2011). Enough sugar on Nata de Coco is able to make
Nata de Coco. The best coconut for Nata de Coco production is when the coconut
reaching the age of 13 months after the plants had been bloomed (Mahmud,
2005).
Coconut required for the better quality of Nata de Coco is the coconut with the
old enough age. The older coconut also may reduce the growth of the bacteries
used in fermenting process (Perencanaan Produksi Nata de Coco Mentah dan
36
Siap Santap, 2006). However, the most important process in Nata de Coco
production is fermentation process that relies on Acetobacter Xylinum as the
fermenting bacteries growth.
ii.
Product's packaging consider green aspects or environmental aspects by using

plastic made of PLA.
Products from the proposed company is using the biodegradable plastics which
made from PLA. PLA is the biodegradable thermoplastic aliphatic polyester
derived from renewable resources, such as corn starch (in United States), tapioca
rods, chips or starch (mostly in Asia), or sugarcane (in the rest of the world)
(Ceresana, 2014).
Figure 1. 17 Packaging Plastics for Le Cocotier

(Source: Biodegradablestore.com)
Types of plastics used for the cup and bottle packaging are Round Deli
Containers, which made of PLA or plant based plastics. On the Biodegradable
Store website, it was shown that the plastic is safely for the food and beverage.
However, for the bucket packaging, the proposed company will using the likely
salad bowls from PLA plastics too. Since there are many advantages in using the
PLA as the plastics materials for packaging, it is preferable to use the pillow
pouch packaging using PLA plastics too.
iii.

Products packaging is one of the important matters for the products. As
mentioned in product description there are four types of products packaging in
order to satisfy the customers preferences. In comparison between proposed
company packaging and competitors company, the packaging of the products
from PT. Coco Indigene Indonesia has better variations and designs with the
packaging from the similar and inferior competitors in competitors benchmarked
process.
37
iv.
Has six variations of products offered.

As mentioned in product description, the proposed company offers some
variations to the customers. The variations of the Nata de Coco from PT. Coco
Indigene Indonesia are, the Nata de Coco ready to be processed in cup and bucket
packaging, and also Nata de Coco drink in cup and bottle packaging with two
different flavors.
v.
Offers innovative shapes of the Nata de Coco.

Nata de Coco produced in the proposed company is different with the Nata de
Coco produced in other company in its shape. Shape of the Nata de Coco offered
by PT. Coco Indigene Indonesia is the combination between cubes and slices
Nata de Coco, which is Nata de Coco in rectangular shape in slices but still
thicker than the slices Nata de Coco in the market nowadays.
b.
Weaknesses
Further explanation about the determination of the attributes which included as
weakness in the product are:

i.
The product quality is tend to be similar with the competitors in the market.
Nata de Coco production process is quite easy and not requiring complex
technology. The production process procedure can be explained as follow:
1. Coconut water will be filtered in order to make sure there are not any dirt
contained in the water. Clean coconut water able to make the Nata de Coco
produced clean and had the natural white color.
2. After the coconut water filtered, then the next process is boiling the water
until reach 100oC. The boiled coconut water able to make the coconut water
more sterilized without any bacterium, virus, or fungi contained in it. After
the coconut water boiled, then the Acetobecter Xylinum mixed into the water.
3. The boiled coconut water, next being poured into Nata de Coco molds. Then,
the molds being covered in order to prevent any dirt or bacterium influencing
the fermenting process.
4. Coconut water in molds then being cooled until 24 hours with the room
temperature between 28-30oC.
5. Inoculation and fermentation until 7 days in order to make the coconut water
being crust and forming Nata de Coco.
38
Since the quality of the products is mostly caused by the sequence process in
production, the easy and similar process may resulting the similar quality of Nata
de Coco produced from the company with the other competitors.
The differences of quality of the products from the company may came up from
the taste of Nata de Coco. Nata de Coco taste may influenced by the mixing
process with sugar or the other sweetener later after the Nata de Coco produced.
ii.
Materials that used for production have short shelf life.

Coconut is included in natural resources that was not contained of any
preservatives in its fruit. In room temperature, the coconut fruits that consists of
its fruit meats and water can maintain their quality in a state condition until the
4th day after the coconut being peeled (Mahmud, 2005). Even more, the coconut
water when it was poured into the wallow with the open air, the coconut water
only able to have the good quality after 40 hours.
In other hand, the bacterium used for the fermentation or Acetobacter Xylinum
is requiring the particular temperature and acidity degree. The temperature that
able to make the bacterium growth well is in 28-30oC with the acidity degree
between 4.0-4.5 pH (Perencanaan Produksi Nata de Coco Mentah dan Siap
Santap, 2006). In other room temperature and acidity degree, the bacterium may
growth unwell, even more it may dead.
iii.
Product's price which offered by the company is relatively higher than the
superior competitor company's product price.
As mentioned in the weighting and scoring of the benchmarking comparison
between competitors based on each attributes determined before, in Affordable
Price aspect, the price of Nata de Coco from PT. Keong Nusantara Abadi offered
in Rp13.350,00 for each 1000gr. However, PT. Niramas Utama is offering Nata
de Coco with the price of Rp14.250,00 for each 1000gr. Beside that, PT. Coco
Indigene Indonesia is planning to sale the products in between Rp14.000,00Rp17.000,00 which means it may higher than the price offered by the superior
competitors.
iv.
High quality standards of coconut may lead to low supply of coconut for
production.
Regarding that the quality of Nata de Coco was influenced by the quality from
the selected coconut, PT. Coco Indigene Indonesia may become strict in sorting
the coconut for the production process. When the company get more strict about
39
the coconut standards for the production, it be able to make the supply of the
coconut from the farmers, suppliers, or in the market cant fulfill the standard
from the company. That is why; the strict of sorting coconut to be produced able
to minimize the number of supply of coconut for the production.
c.
Opportunities
The opportunities existed in the company are:
i.
Many materials of the products that can be easily found in Indonesian markets
PT. Coco Indigene Indonesia which is using coconut as its main ingredient found
no difficulties in getting its resource, as mentioned in subsection 1.1.1 that
Indonesia is the largest coconut producer, so it is quite easy for company to get
directly best quality of coconut from the farmers and it also supported by rest of
its ingredients used in the production that can be easily found in the market.
ii.
Materials cost of the production in the market tend to be stable and affordable
Nata de Coco production by Le Cocotier is mainly using material that is same
as common nata de coco production, it is using materials that can be easily found
in the market which it costs reasonable and affordable price. As can be seen in
Table 1.5 above, it covered up the materials used including its utensils along
with it prices has been stated above, where it cost quite reasonable price and it
is a good opportunities to manage this business. Based on Business Diary, with
a production cost per 12 oz. bottle which cost 21.65, the business can get up to
20% profit from the production cost in which it only comes from 1 kind of
product and it can be said that this is a promising business with low cost
production.
iii.
Demand of Nata de Coco in the market that cannot be fulfilled by the existing
company as in Taiwan it only fulfilling 6.7% of the demand.
Refer to subsection 1.1.1, it can be seen that there are still some place that has
not fulfill the demand of nata de coco yet it only fulfill less than 10% of the
demand. Below will be shown the demand of cup and pillow bag of PT. Kara
Santan starting from January 2006 until May 2007 (17 months).
Table 1. 12 Cup Data Production
Periods Demand (Box)

Jan-06
5,030
Feb-06
5,193
Mar-06
2,787
Apr-06
3,714
40
May-06
June-06
July-06
Aug-06
Sep-06
Oct-06
Nov-06
Dec-06
Jan-07
Feb-07
Mar-07
Apr-07
May-07
6,100
10,628
8,848
9,033
10,458
5,116
141
2,324
2,438
4,518
5,028
5,450
7,242
(Source: PT. Kara Santan Production Data)
Demand (Box)
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
6-Jan
6-Feb 6-Mar 6-Apr 6-May 6-Jun
6-Jul
6-Aug 6-Sep 6-Oct 6-Nov 6-Dec
Figure 1. 18 Cup Nata de Coco Production Data

Table 1.11 Pillow Bag Production Data
Periods Demand (Box)

Jan-06
6,448
Feb-06
3,416
Mar-06
10,095
Apr-06
6,189
May-06
7,526
June-06
14,124
July-06
26,910
Aug-06
35,159
Sep-06
33,765
Oct-06
17,470
41
Nov-06
1,436
Dec-06
5,782
Jan-07
9,210
Feb-07
10,137
Mar-07
14,977
Apr-07
13,230
May-07
14,571
(Source: PT. Kara Santan Production Data)
Demand (Box)
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
6-Jan 6-Feb 6-Mar 6-Apr 6-May 6-Jun 6-Jul 6-Aug 6-Sep 6-Oct 6-Nov 6-Dec
Figure 1. 19 Pillow Bag Nata de Coco Production Data
Based on the fact, the existing company still cannot fulfill the demand in the
market, so the establishment of PT. Coco Indigene Indonesia seems to be a big
opportunities for the company to be well known in the market as it can help to
fulfill the demand either domestic or international demand of nata de coco.
iv. AFTA agreement and AEC policies in 2015
Asean Free Trade Area (AFTA) agreement and Asean Economic Communities
policies that will be announced in 2015 will come to an advantages for PT. Coco
Indigene Indonesia to export its product overseas along ASEAN countries. As
stated in subsection 1.1.1 that there is still some other countries that cannot fulfill
the demand of Nata de Coco in example Taiwan, Taiwan cannot fulfilling their
demand of Nata de Coco and yet it is a chance for PT. Coco Indigene Indonesia
to export the products to Taiwan in order to gain international recognition of the
42
product itself, so it will also be a media of promotion so that Le Cocotier can be

known well.
d.
Threats
The threats existed in the company are:
i.
Many competitors that had been existed for long time that offer the similar
products
As PT. Coco Indigene Indonesia is a newly established nata de coco company, it
faced many competitors that has been existed before. The existed company that
has been expert in this business for many years which also produced the same
product become a serious threat to the company, because not only Le Cocotier is
a newcomer, but also it still has no market and not well known by the market
compared to others, thus to overcome this threat, PT. Coco Indigene Indonesia
should make new innovations that differ it from others and make promotion to get
markets attention.
ii.
Demand of the products tend to be fluctuating

Other threat that may be faced by this company is that the demand of nata de coco
tends to be fluctuating which means the demand cannot be predicted precisely.
The fluctuating demand can be caused by several things, such as, consumer
preferences, boredom on the product, and also the main cause is occasions, which
meant that the demand rise significantly regarding to several occasions such as
Ramadhan, Christmas, New Year, and etc. During these time, the demand of nata
de coco tends to be increased as it is usually made as dessert.
iii.
The brand of the products has not been known well in the market
As a newcomer in nata de coco beverages and dessert industries, Le Cocotier
brand has not been widely known in the market, which is a big threat to the
company as it will make the demand of Le Cocotier product itself will not as much
as its competitor. In order to resolve this problem, good promotion and variations
of product is a must to be done to attract consumer.
iv.
Company is rely on the suppliers (other company) for the products packaging
Le Cocotier products package still supplied from other plastic company is also a
threat to the company, as it will increase the expenditure of the company, also it
does not rule out the possibilities that there will be a mistake done either on
printing the packaging or delay in supplying the package while needed.
43
1.4.2 Tracy Wiserma

Treacy Wiserma value discipline model is a strategic tool that helps enterprises
establish what the company want its customers valued the enterprise for (Matthew, 2012). This
discipline looks at three different areas which the company or enterprise can focus. Each area
results in customers valuing the enterprise in different way.
Based on Treacy & Wieserma model, in order the company to be competitive, it has
to be competent in all three disciplines in the model, but to be a market leader the company
must excel in just one discipline. Treacy & Wiersema further claimed that the company can not
being excellent in all three disciplines. The
Figure 1. 20 Value Disciplines based on Treacy Wieserma Model
(Source: Enterprise-Advocate)
a.
Operating Excellence
Characterized by low or lowest price and hassle free service. The enterprise which
using this discipline as the focus will try to make an efficiency in managing people, efficient
transactions, managing customer expectations well, and also ensuring rigorous quality and cost
control of its products or services (Matthew, 2012).
b.
Product Leadership
Characterized by the best products in the market which produced by the enterprises
and the products will be high valued by the customers (Matthew, 2012). The principles used in
this type of discipline for the company are innovation encouragement, orienting risk
management style, and the company recognize the needs of education and training to design
and develop new products.
c.
Customer Intimacy
Customer Intimacy is characterized by occupying only one (or a few) high-value
customer niches and being obsessive about understanding the individual customers in detail.
Excel in customer attention and customer service (Matthew, 2012).
44
Based on the description of three discipline values described above, PT. Coco Indigene
Indonesia is trying to focus on the last discipline value, which is customer intimacy. The reason
of selecting the value is because the product from the company was classified into new products
in the market, that the customers are not know the brand or the company who produced. In
order to get the sales target, the bigger market segments, and also higher demand, the customer
loyalty will be the first target of the company can be competitive enough in the market.
1.4.3 SWOT Strategy Determination
Weighting and scoring determination for each attribute in SWOT of the company will be
based on Expert Choice and subjectivity. Expert Choice software will help the determination of
the weight for each attribute. The determination was based on the comparison between internal
and external aspects whether the most impactful to the company. That is why; in input process,
the strength and weakness should get the total weight for 1 and the opportunity and threat should
get the total weight 1 as well. The screenshot of the uses Expert Choice in the determination of
weight can be seen at the following figure.
Figure 1. 21 Expert Choice Screenshot in Weight Determinatio
45
Figure 1. 22 Output from Expert Choice Software
In order to get the score for each attribute, the weight have to be multiplied by the
rating that can be from the subjectivity. The rating should be given to each attribute as well by
considering the Likert Scale from 1-4 scales. From the weight and the rating of each attribute,
the score can be calculated. The calculation of score can be seen at the following table.
46
Table 1. 13 Score Determination for SWOT of the Company

ATTRIBUTES
S1
S2
S3
S4
S5
W1
W2
W3
W4
O1
O2
O3
O4
T1
T2
T3
T4
WEIGHT
RATING
SCORE
0.248
0.038
3
2
3
0.111
0.206
0.438
0.612
0.498
0.247
0.741
0.015
0.03
0.364
0.15
Strengths
0.062
Indonesia.
Product's packaging consider green aspects
or environmental aspects by using plastic
0.019
made of PLA.
0.037
0.103
0.146
Weaknesses
The product quality tends to be similar with
0.204
the competitors in market
Materials used for production have short
0.166
shelf life
Products price which is offered by the
company is relatively higher than the
superior competitor companys product price
High quality standards of coconut may lead
to insufficient supply of coconut for
production
TOTAL
1.041
1.881
Opportunities
Many materials of the products that can be
0.091
easily found in Indonesia markets.
Materials cost of the production in the market
0.05
tend to be stable and affordable
Demand of Nata de Coco in the market
cannot be fulfilled by the existing company
0.275
as in Taiwan it only fulfilling 6.7% of the
demand.
AFTA agreement and AEC policies in 2015.
0.039
Threats
Many competitors that had been existed for
0.222
long time that offer the similar products.
0.119
fluctuating.
The brand of the products has not been
0.18
known well in the market.
Company is rely on the suppliers (other
0.024
company) for the products packaging.
TOTAL
TOTAL
1.731
4
1.1
0.117
0.666
0.476
0.36
0.048
1.55
Notes:
1 : Not Impactful
2 : Less Impactful
3 : Quite Impactful
4 : Very Impactful
After the score for each internal and external aspects, SWOT matrix can be developed
based on the differences score of strength and weakness as x-axis point and the differences
47
score of opportunity and threat as y-axis. The calculation to define x-axis and y-axis for the
SWOT matrix can be seen as follow.
a.
X-Axis Determination
=
X Axis = 1.041 1.881
X Axis = 0.84
b.
Y-Axis Determination
=
Y Axis = 1.731 1.55
Y Axis = 0.181
SWOT matrix that can be made based on the results above can be graphed as seen at
the following figure.

TURN AROUND
opport.
STRATEGY
AGGRESSIVE
STRATEGY
weakness
strength
DEFENSIVE
STRATEGY
DIVERSIFICATION
threat
STRATEGY
Figure 1. 23 SWOT Matrix Quadrant
As can be seen in the figure above, the strategy that determined as the suitable to be
implemented for PT. Coco Indigene Indonesia is using the Weakness-Opportunity strategy. The
strategy is trying to focus on the opportunities utilization to reduce or even solving the
weaknesses of the proposed company. This kind of strategy is commonly named as the TurnAround Oriented Strategy.
Turn-around strategy is a process that dedicated to corporate renewal. The strategies
are containing of the management review, root cause analysis, and SWOT analysis, these all
are used when the company was turned into failed. When the company was failed, then longterm strategic plans based on those analysis should be made and the restructure of the plans
should be developed. However, when the new company was not failed, the improvement
48
based on those analysis should be completed too and continuing the review for progress of
company, and also may change the plans if needed.
49
1.4.4
Strategy Formulation
Based on the SWOT Analysis of PT. Coco Indigene Indonesia that has been made before, PT. Coco Indigene Indonesia is stated on quadrant II
which is Weakness-Opportunities area. In order to overcome the lack of problem both from internal and external of the company itself, the TOWS
Matrix is made to determine the strategies need to be taken.
Table 1. 14 TOWS Matrix
S1
S2
Strength
Indonesia.
Product's packaging consider green aspects or
environmental aspects by using plastic made of PLA
W1
W2
TOWS Matrix
S3
W3
S4
W4
S5

SO Strategies
Working together with coconut farmers in order to get
the best quality of coconut and other materials
supplier to ease company in buying needed materials.
Make many variations and increase the quantity of the
nata de coco due to low cost production in order to
attract consumer
Opportunity
O1
Many materials of the products that can be

easily found in Indonesia markets.
O1-S1
O2
Materials cost of the production in the

market tend to be stable and affordable
O2-S4
O3
Demand of Nata de Coco in the market

cannot be fulfilled by the existing
company as in Taiwan it only fulfilling
6.7% of the demand.
O3-S4
O4
AFTA agreement and AEC policies in

2015.
O4S2-S3S4-S5
Threats
Make various of product that will change customer

preference to other new product and to change the
demand increment of nata de coco to other products
Export Le Cocotier to many other countries that
included in AFTA agreement, as this product will
come up with new and attractive design of product
proceed by high quality machine.
ST Strategies
Weakness
The product quality tends to be similar with the
competitors in market
Materials used for production have short shelf life
Products price which is offered by the company is
relatively higher than the superior competitor
companys product price
High quality standards of coconut may lead to
insufficient supply of coconut for production
WO Strategies
O1W2W4
Using best quality coconut water to lengthen the

products shelf life.
O2W3
Increase the contents of the beverages and dessert so

that it will balance between what consumer pay and
get.
O3W1W3
Cooperate with company that have insufficient in

fulfilling market demand.
O4W1W3
Hire qualified employee to keep the companys

standard controlled and analyzed the customer
preference regarding to taste, packaging design, and
promotion to attract customers
WT Strategies
50
T1
Many competitors that had been existed

for long time that offer the similar
products.
T1S1-S2S3-S4
Favor the attractive packaging and shape of the nata

de coco that different from any existed competitors
product
T1W1
T2

fluctuating.
T2S3-S4
Varies product of nata de coco lead the customer not

bored with current existed product in the market
T2W2
The brand of the products has not been

known well in the market.
Products package supplied from other
company
T3S3-S4
Make unique promotion regarding to the product

based on its attractive packaging design
T3W1
T4W3
T3
T4
Benchmarking with existing competitors to overcome

the lack in existed company
Avoid overproduction to prevent loss due to low
demand by using production planning approach to
forecast the demand based on benchmarked report to
prevent overproduction.
Make totally different promotion ways to prevent
boredom of customer with existed products
Cover the rise on expenditure caused by supplied
package by slightly added into products price
Based on the TOWS Matrix that has been developed above, it is used as the strategies to overcome the lack in the product, where based on the
SWOT Matrix, the product lies on Weakness-Opportunities/turn around quadrant where it is using opportunities in external parties to overcome the
weakness in the product. In the TOWS Matrix above, it has four WO strategies that can be implemented to the product to overcome lack in product,
such as follows.
51
Using best quality coconut water to lengthen the products shelf life
This strategy is implemented in order to overcome the weakness of product that have
short shelf life, the strategy is by using the best quality coconut water so that the product
will have longer shelf life because the freshness of coconut used which is supported by
the easiness of finding raw material needed in producing Nata de Coco.
Increase the contents of the beverages and dessert so that it will balance between what
consumer pay and get
In order to keep customer satisfaction on the top, PT. Coco Indigene Indonesia make
sure what its customer paid equals to what they got so customer will not feel
disadvantage because based on the company vision, it aims to be Indonesias world class
beverages and dessert company so it is important to keep quality of the product under
controlled so that it can attract new customer as this is a newly made brand.
Cooperate with company that have insufficient in fulfilling market demand.

In order to overcome the weakness of the product itself in competing with existing
product and also it has higher cost than offered than the existing company, then it should
take an advantage of its opportunity to fulfilling insufficient demand of market demand
by cooperating with existing company in fulfilling the demand either domestic market
or international market so it will increase the productivity of the company itself and
resulted in higher profit.
Hire qualified employee to keep the companys standard controlled and analyzed the
customer preference regarding to taste, packaging design, and promotion to attract
customers
AFTA agreement and AEC policies in 2015 will result in good opportunities for the
product itself as the product can be promoted overseas to get a new market along with
fulfilling insufficient demand abroad in example Taiwan which it only fulfilling 6.7%
of its annual demand. But in order to export the product overseas, it also need to make
sure that the product is high quality and have controlled standardization in order to win
the market in international market. Thus, it is important to hire qualified employee so
that it can make sure the quality of the product and also analyzed international customer
preference regarding to products taste, packaging design, and promotion to attract the
market so it will be well known in the market although it is a newly made product.
52
1.5
Vision and Mission Formulation, Company Logo

Vision and mission is an important key for a company in running its business. It will
become the guidance in any aspects of decision making. As well as the logo of the company,
the logo enables the company to differentiate its existence among the others company and
attract the customer to well recognize the company products. In sub chapter 1.5, the vision,
mission, and logo of PT. Coco Indigene Indonesia are formulated.
1.5.1 Mission of PT. Coco Indigene Indonesia
Mission contains the list of efforts to achieve the goals stated in vision. The mission
represents the things that the company will conduct in running its business based on the
guidance from the vision. It also gives the direction and limitation in the process of achieving
the goals. Mission is formulated based on the chosen strategies from TOWS matrix on the
previous subchapter. The mission of PT. Coco Indigene Indonesia are:
a.
Producing high quality beverages and dessert by ensuring the fresh and high quality
raw material.
b.
Doing continuous improvement in production process to increase customer

satisfaction.
c.
Maintaining a good relationship with competitors to build cooperation in various

aspects.
d.
Improving the human resources competences to increase product quality and the
operation productivity.
1.5.3 Strategic Objectives of PT. Coco Indigene Indonesia

Strategic objectives is continuous improvements activities that the company must do
to achieve its goals. It is a building blocks of strategy to develop its further steps focused both
externally and internally (Keyte, 2014). Strategic objectives which is the elaboration of
company mission statements are mentioned below:
a. Improve distributor and supplier relationship
Improving distributor and supplier relationship is very important in order to make the
supply chain run smoothly. If only one thing that makes supplier deliver the product,
production process that already scheduled will be late. The same thing happen to
distributors. Finish product also cannot delivered to retailer, and in the end cannot
received by the customer. It will makes the customers satisfaction becomes low. This
strategy will answer the first and second mission.
b.
Improve the quality control on raw material, production process, and finish product
53
As a food and beverages company, product quality is a must. Then, to assure that Le
Cocotier product is safe to eat and standardized. This strategy answer the first, second
and forth mission.
c.
Capture attractive growth opportunities

Beverages products tends to easily accept on the market. It will makes there are a lot
of opportunities to expand the target market of Le Cocotier products. For example, in
Ramadhan or other big festival, Le Cocotier may launch the products in parcel form.
Besides, AFTA agreement can becomes the gate of PT. Coco Indigene Indonesia to
expand it in Asean or even worldwide.
d.
Formed a partnership with competitors

The third mission stated that that PT. Coco Indigene Indonesia will be maintaining a
good relationship with competitors to build cooperation in various aspects. As
mentioned on the previous subchapter, nata de coco demand from Taiwan cannot be
fulfilled by existed companies. Here, PT. Coco Indigene Indonesia is capturing growth
opportunities through the unfulfilled demand from other companies, or try to supply
nata de coco in large packaging to help them fulfill the demand.
e.
Improve employees knowledge and skills

Human resources is deniable becomes the pillars of company. Thus, the development
of their knowledge, skills, and welfare is important. Increasing the human resource
means increasing safety and production process standard, and in the end followed by
the increasing of products quality.
f.
Strengthen internal relationship among employees

Employees in the company is not only for the one who work on the production floor,
but also including all the head of division, manager, even the CEO. Good relationship
between them will increase the sense of belonging to the company. Thus, the internal
stakeholders loyalty will be increase. Then it is hoped will lead to the high working
spirit.
1.5.2
Vision of PT. Coco Indigene Indonesia

Vision is a mid-term or long term description of what the company would like to achieve
(Business Dictionary, 2015). The vision represents the focusing goals and the directions of the
company for 5 or 10 years. The entire stakeholders are expected to acknowledge the vision in
order to understand the objectives of the business running by the company. An effective way
to set objectives is to follow the well-known acronym SMART. It is a series of objectives
54
criteria that define as Specific, Measurable, Achievable, Realistic, and Time Scaled. SMART
criteria of PT Coco Indigene Indonesia defined as:
Specific: clear and well-defined. PT. Coco Indigene Indonesia expects to be one of the
leading beverages and Dessert Company not only in Indonesia but also internationally.
Knowing that the global market is soon going to be opened and the demand whether
for domestic and international is also high.
Measurable: to know when that work has been done and the objectives are completed.
The company wants its brand to be well acknowledged in the market as high quality
beverages company not only domestically but also internationally.
Achievable: there is the access to reach the goals. The company sees the supply for
coconut water is very high in Indonesia, considering that Indonesia has the biggest
coconut plantation in the world and not all of the water coconut that has been value
added.
Realistic: being aligned with strategies and higher goals. The company sees that
Indonesia has high number of workforce that can be the power in running the business.
Continuous improvement and excellence operation process can only be achieved when
the employees along with managerial staffs are capable enough in the importance of
developing the business.
Time Scaled: to sense of urgency and ensures that the goals do not dribble out over an
unreasonably long timescale. The company notices that by the end of 2015, AEC will
be officially opened and global market is widely opened for developing business in
international scale.
From those criteria above, vision of PT. Coco Indigene Indonesia formulated as:
To be an Indonesian`s world class beverages and dessert company by making high
quality coconut products and employees committed to excellence in sales and customer
satisfaction.
55
1.5.3
Logo of PT. Coco Indigene Indonesia and Le Cocotier

This subchapter will explain the meaning behind PT Coco Indigene Indonesia and Le
Cocotier products.
Figure 1. 24 Logo of PT. Coco Indigene Indonesia
Figure 1.24 above shows the logo of PT. Coco Indigene Indonesia. Coco in the
companys name means coconut, refer to the main products which is nata de coco that using
coconut water as the main material. Indigene phrase means native, because coconut as raw
materials is taken from Indonesia. Thus, coco indigene is coconut based product that using local
materials. On the left side of the logo, there are four leaves align from the smallest into the
biggest. It is represent that PT. Coco Indigene Indonesia will keep growing in order to become
Indonesians world class beverages and Dessert Company. Four leaves means PT. Coco
Indigene Indonesia conducting four missions to reach companys vision. Small lines on the top
of biggest leave form a coconut shape, means that it is a company that produce coconut based
products. Every single color on the logo also has its own meaning. Green is the color of balance
and growth, means the company is hoped to keep growing to achieve its goal. The second color
is yellow, which is represent optimistic to do the company missions, in order to makes the vision
come true. Red is color of energy, passion, and ambition, that represent the company is eagerly
willing to achieve its goals. The last color is brown, which is material wealth.
The products of PT. Coco Indigene Indonesia named Le Cocotier, which is means
coconut in French. Meaning behind the logo will be explained below:
56
Figure 1. 25 Le Cocotier Logo
Logo of the product is purposely made very simple. It is formed by two parts, the
products name, and the tagline. Product name is written using font Lobster Two, which has
simple script. Adapting Coca Cola logo that previously succeed with its simple logo, the simpler
the logo, the more remember the customers will be. This type of font is easily accepted by
various age of customers. It isnt too stiff for the younger and didnt too complex for the older.
The color of green is chosen to represents products freshness supported by tagline fresh nata
de coco everywhere below the product name. It is considered as a suitable tagline regarding to
our product types, which are ready to drink nata de coco.
57
58
MODULE 2
PRODUCT DEVELOPMENT
AND MARKET ANALYSIS
In this module the preliminary explanation is about the steps in

designing the products and the market analysis. The parts in this
module are about Voice of Customer identification, Quality Function
Development analysis, planning and marketing strategy and the last is
supply demand analysis.
60
MODULE 2
PRODUCT DESIGN AND MARKET ANALYSIS
In this module the preliminary explanation is about the steps in designing the products
and the market analysis. The parts in this module are about Voice of Customer identification,
Quality Function Development analysis, planning and marketing strategy and the last is supply
demand analysis.
2.1
Voice of Customer Identification

This sub-chapter will explain about the Voice of Customer (VOC) identification.
Customer is the main target a product was developed. In order to persuade the customer to buy
certain product, a company should know what they are really want. Voice of Customer is a tools
that used to capture the customers requirements of a product that will be developed (Gaskin &
Griffin, n.d.). VOC identification can be done by collecting the data from the customer about
their preferences related to the products proposed by PT. Coco Indigene Indonesia customers
preferences data are collected from the discussion, interview, and ethnography processes.
Ethnography is a method to know the customer preferences through behavior, value, and
culture. To know Le Cocotiers prospective customer, ethnography was done by observed the
customers in supermarket, which product they prefer to buy. Whereas, interview is conducted
to know what aspects (attributes) of the Nata de Coco product they considered.
Further explanation about each step in VOC identification can be seen at the following
discussions.
2.1.1
Product Attribute Determination

Product attributes are the important aspects which required or desired to be existed in
the proposed products by the company, PT. Coco Indigene Indonesia. It is preferable to
determine the attributes of the proposed products based on the VOC or customer needs. The
following determination of products can be determined based on the discussion, interview, and
ethnography to the Nata de Coco consumers. Table 2.1 below shows the customer preferences
and then its translation to the attribute and technical responses.
Table 2. 1 Products Attribute Determination Table
No.
Customer Preferences
(Primary Aspects)
Attribute
(Secondary Aspects)
1.
Products were offered in low price.
Affordable Price
2.
Products were offered in consumer's

favorite flavors.
Flavor's Variation
Technical Responses
(Tertiary Aspects)
Material's Quality
Packaging Materials
Types of Flavors
61
(Primary Aspects)
No.
Attribute
(Secondary Aspects)
Technical Responses
(Tertiary Aspects)
Nata de Coco's Color
3.
Nata de Coco should not be too chewy

or mushy.
Product's Texture
Material Composition
4.
It doesn't make the consumers fat.
Nutritional Value
Fiber Contents
5.
Products are still can be consume safely,

even though after being opened.
Shelf Life
Preservative Materials
6.
Nata de Coco shapes have to be in easy

to be eaten shape.
Nata Dimension
Nata de Coco Thickness

Length of Nata de Coco
Width of Nata de Coco
7.
Products are can be consumed safely.
Hygiene
Nata de Coco's Clearness
8.
Products packaging consider the

environmental aspects.
Eco-Friendly
Packaging Materials
Based on the table above, it can be seen that there are several aspects which required
to be fulfilled into the products design to satisfy the customers in the market. Customer
preferences which collected from the discussion, interview, and also ethnography are can be
used as the primary aspects in determining the requirement of the designed products before
being produced. In conducting the customers interview, it was done to 11 customers found in
the canteen, supermarket, and also minimarket which sold the Nata de Coco products. Then,
each primary aspect translated into the secondary aspect, which called as the attribute for Nata
de Coco products. After the attributes were determined, then the technical responses for each
attributes can be identified to make more specific actions that required to be conducted by the
company in fulfill the customer needs.
First customer preference was talked about the price of the products offered have to be
in a low range. That means the attribute which suitable for this condition is affordable price.
Affordable price for the products designed can be fulfilled by the determination of materials
quality and also packaging materials that used by the products. Regarding that production price
can be influenced by the materials price for the products, then the lower cost spent for the
materials used can also reduce the production cost of the products. That is why; if it is desirable
to have the lower product price offer in the market, the thing that company can do is by reducing
the quality of the materials for products and also selecting the lower price of packaging
materials.
Other customer preference was talked about the flavors variation. The customer
desires to have the products in their favorite flavors to make the products more attractive to be
62
bought. Flavors variation means that there should be at least more than one flavors which
offered by the company in the products. This attribute can be translated into the technical
responses, such as types of flavors and also the colors of Nata de Coco which planned to be
produced.
Third customer preference was desired to have Nata de Coco products which are not
too chewy or too mushy. This aspect can be included in the products texture attribute. Products
texture can be seen at the chewiness and tenderness of the Nata de Coco. Chewiness and the
tenderness of Nata de Coco can be influenced by the composition of the materials used in the
production process. Recall that there are many composition required in producing Nata de
Coco, in this aspect the compositions itself will be managed in order to get the right chewiness
and tenderness of the products.
Nata de Coco is one of the food and beverage products example in human daily life.
Because of that, the nutritional value become one important aspect in the Nata de Coco
products. Customer was expected that the Nata de Coco can be eaten without made the
consumers getting fat. This primary aspect can be translated into secondary aspect called as
nutritional value. Nutritional value means that the contains of Nata de Coco products on the
health and nutrient views.
Recall that Nata de Coco is not included in the primary needs which have not be
consumed every day, then there is possibility of the customers who bought Nata de Coco not
directly consume the whole product in a once, maybe the products will be consumed gradually.
It will require the longer life time expectancy of the Nata de Coco products while stored in a
place. The most suitable attribute to this condition is shelf life of the products.
Customer also reckoned about the shapes of the Nata de Coco have to be in an easy to
be eaten form. This requirement can be fulfilled by the Nata de Coco dimension consideration,
which are form the thickness, width, and also length aspects.
Since the product is included in food and beverage area, then the customer also
consider the hygiene aspect. Customer wants that Nata de Coco produced can be consumed
safely without create any health trouble in the future.
The last customer preference was talked about the environmental consideration in the
packaging of the products. As time goes by, the number of plastics and undegradable materials
used as the packaging of the products can also influence the earth condition. That is why;
customer also infer to have Nata de Coco products that packed in an eco-friendly packaging.
63
2.1.2
Questionnaire about Product Attribute

Product attributes are the characteristics of the product based on the customers
preferences. It is divided into two parts, the name of the attribute and the value of it. Le Cocotier
choose questionnaire method to determine the attributes because it is fast and easy. It is a written
set of questions that are given to people in order to collect facts or opinions about Le Cocotier
products (Merriam-Webster, n.d.). Questionnaire consist qualitative questions with multiple
choices, and product attributes with level of importance from 1 to 4. Questionnaire is given to
33 responders from various ages and occupations. It is because the target market of Le Cocotier
is intended to all people, from kids to adult. Based on the Pierre Simon Laplace (1749-1827)
theory, the number of samples was determined by central limit theorem which states that the
sampling distribution curve (for a sample size 30 or more) will be centered on the value of
population parameter, which means normally distributed (Kencana, 2013). Thus, 33 samples
are taken for this questionnaire.
Figure 2. 1 Le Cocotier Questionnaire
64
Questionnaire above consist eleven qualitative questions, including the responders

experiences of consuming Nata de Coco products before. Those qualitative questions are used
to explain the attribute on the lower table. Second question is about the type of Nata de Coco
that they usually consume. It will be used to determine which one of Nata de Coco type the
consumer prefers. It will affect the production number, whether bottles and cups, or bucket and
pillow. The third question asks about the thickness of Nata de Coco they prefer. Forth is place
where the consumer bought Nata de Coco. Knowing where they bought Nata de Coco may
become the market strategies consideration. The next question is about the product price. As
price is an essential factor, company need to know what range of price the customer more
willing to. Sixth question ask about the products shelf life. How long the customer would like
the product last. Because sometime, customers want to save the product for other occasion. On
the retailer point of view, they need to pay attention on expired date of the products. Later, it
will also effects on the production process, ingredients, and time to market. Question number
eight is about flavors the wanted the most. Same as the second question, it will effect on the
number of product produced, and the flavors variation. Then, tenth question is about the
products texture. The ninth and eleventh is the other products characteristic that they want to
such as, certifications, products nutrition, etc.
The recapitulations of Questionnaire are presents in chart form to make it easier to know
the most option that chosen by the respondents.
Proportion of Respondent's Age
Proportion of Respondent's
Gender
12% 3%
6%
10 - 20 years old
36%
21 - 30 years old
Male
48%
52%
Female
31 - 40 years old
43%
41 -50 years old

> 50 years old
Figure 2. 2 Questionnaire Respondents Information

Nata de Coco Types
Nata de Coco Thickness

6% 19%
38%
62%
Nata de Coco for

dessert
Ready to Drink
Nata de Coco
16%
59%
0.5 cm
0.75 cm
1 cm
1.25 cm
Figure 2. 3 Recapitulations of Qualitative Questions
65
Nata de Coco Price
Place to Buy Nata de Coco

Traditional
Market
3%
3%
14%
< Rp 5.000
7%
Supermarket
34%
60%
41%
38%
Rp 5.000 - Rp
9.999
Minimarket
Rp 10.000 - Rp
14.999
Grocery store
Rp 15.000 - Rp
20.000
Consumption Frequency
Nata de Coco Shelf Life
11%
22%
22%
3 months
22%
once a month
6 months
56%
67%
1 year
84%
once a year
Other Considerations
Taste Variation
0%
16% 0%
once a week
Original
(coconut)
Orange
No Preservative
21%
Lychee
28%
6%
High Fiber
Vitamin content
24%
21%
Low-Fat
Hygiene
Strawberry
Product's Texture
Packaging's Information
Hygiene
15%
24%
13%
Chewiness
61%
Tenderness
47%
Fiber content
9%
31%
Nutritional
Contents
BPOM RI
Halal
Figure 2. 4 Recapitulations of Qualitative Questions (cont)
Figures above show the recapitulation result of the qualitative question from the 33
respondents. Soon, this result becomes the consideration of concept generation. People mostly
choose ready to drink Nata de Coco rather than Nata de Coco for dessert. For the Nata de Coco
thickness, more than a half of respondents choose 1 cm. Respondent who are mostly student
prefer bought Nata de Coco from supermarket with price range from Rp 5.000,00 to Rp
9.999,00. Respondents more likely consumed Nata de Coco with 3 months shelf life once a
66
month. From four tastes, respondents only choose two tastes which are original (coconut) as
the majority and lychee as the minority. Chewy Nata de Coco was mostly chosen. Other
consideration was on the preservative used on the product and halal certification.
2.1.3
Attribute Level of Importance Determination

In this subchapter, it will explain about the attribute level of importance determination
where the attribute used is from the subchapter above by getting the attribute level of
importance of the customer/market. The attribute importance level is made by using Likert
Scale, which can be seen on the table below.
Table 2. 2 Attribute Level of Importance Determination
No.
1.
2.
3.
4.
5.
6.
7.
8.
Attribute
Affordable Price
Flavors Variation
Products Texture
Nutrition Facts
Shelf Life
Nata Dimension
Hygiene
Eco Friendly
After the level of importance been determined by distributing questionnaire, then

questionnaires result is recapitulated and found the mode value of each attributes. The
calculation is using mode value rather than average value because in using mode value it will
get exactly integer value, on the other hand, average value will result on decimal value of
attribute value, in which decimal value will make the attribute score cannot be determined
exactly where the attribute lies on. The mode value used is got from the questionnaire that had
been distributed to 33 responser before which range from student, entrepreneur, housewives,
and teenager. The recapitulation and calculation of each attribute can be seen in the table below.
Table 2. 3 Attribute Mode Calculation
RESPONDENTS
ATTRIBUTES
Affordable price
Flavour's Variation
Product's Texture
Nutrional Value
Shelf Life
Nata Dimension
Hygiene
Eco - Friendly
1
1
3
3
4
4
4
4
1
2
3
3
3
4
4
4
3
4
3
3
3
3
4
4
3
4
3
4
3
3
4
4
4
2
4
4
5
4
4
3
4
4
2
4
3
6
4
3
3
3
4
1
4
3
7
3
1
3
3
3
3
3
3
8
4
3
4
4
3
4
4
3
9
3
3
3
4
4
2
4
3
10
4
2
4
2
4
4
4
3
11
2
2
2
4
4
2
4
2
12
2
3
4
4
4
3
4
3
13
4
3
3
4
4
2
4
3
14
3
3
4
4
4
2
4
3
15
3
2
4
3
3
3
4
4
16
4
3
3
4
3
1
4
2
17
2
4
4
3
2
2
4
4
18
3
3
3
4
2
2
4
3
19
3
3
2
2
2
2
3
2
Mode
20
3
2
3
3
4
3
3
3
21
3
4
3
2
2
2
3
3
22
3
3
1
3
3
2
4
1
23
3
2
4
4
3
2
3
3
24
3
2
4
4
3
1
3
1
25
2
2
2
4
2
3
4
2
26
4
1
3
3
3
1
4
4
27
4
3
3
4
3
3
4
3
28
4
2
2
3
3
1
2
2
29
3
2
3
3
1
3
4
2
30
4
3
2
3
3
2
3
3
31
4
3
2
3
4
3
4
3
32
3
2
4
4
4
3
3
3
33
4
2
4
4
4
3
4
2
3
3
3
4
4
2
4
3
67
Attribute Mode
Affordable price
Flavour's Variation
12% 11%
Product's Texture
12%
15%
Nutrional Value
Shelf Life
12%
8%
Nata Dimension
15%
15%
Hygiene
Eco - Friendly
Figure 2. 5 Attribute Mode Graph
From table 2.4 above, it can be seen that in the most important attributes are nutritional
value, shelf life, and hygiene, while the other attributes have the same value except Nata de
Coco dimension that has the lowest mode value of 2. In figure 2.4 above, it shows the
distribution of the mode among eight attributes. The attribute mode value will be then used in
the Quality Function Deployment phase. Thus, the graph below shows the distribution of
selection on each attributes got from 33 respondents.
Attributes Selection
25
23
19
20
19
16
15
18
16
15
12
11
10
11
13
11
11
6
4
3
1
3
0
0
Affordable Flavor's
Price
Variation
Product's Nutritional Shelf Life

Texture
Value
1
Nata de
Coco
Dimension
Hygiene Ecofriendly
Figure 2. 6 Recapitulation of Attributes Selection
2.2
Quality Functional Deployment

In this subchapter, it will explain about the Quality Functional Deployment (QFD) of
Le Cocotier product. QFD is a structured approach to defining customer needs or requirements

68
and translating them into specific plans to produce products to meet those needs (Crow, n.d.).
The input for QFD comes from the result of Voice of Customer (VOC) in previous sub chapter
which used to describe the stated and unstated customer needs or requirements. The output from
QFD is House of Quality (HOQ) matrix which shows the interaction among the technical
responses and between the technical responses with the product attributes.
2.2.1
Product Benchmarking and Objectives

Benchmarking is the method to develop a technical evaluation of the company
products and competitive products based on the defined attributes. The competitive product is
the similar competitor who has the same level as the company in previous competitor
comparison, which is PT. Kara Santan Pertama. The objectives of benchmarking are to
determine the product improvements and analyze the way of the company achieve their high
performance levels to improve performance.
Table 2. 4 Product Benchmarking
No
Attributes
1
Benchmarking
3
Evaluation
Score
Target
Value
Affordable Price
Flavor`s Variation
Product`s Texture
Nutritional Value
Shelf Life
Nata de Coco
Dimension
Hygiene
Eco-Friendly
Notes:
2 : Slightly Weaker
Le Cocotier Products
Competitor Products
The evaluation score from the products competitor is used to evaluate the competitor
products. The evaluation score comes from the evaluation result of Le Cocotier products.
Benchmarking process is conducted by comparing the products from Le Cocotier with the
products from similar competitor for each attributes. There are eight attributes to be compared
which represent the important product characteristics for customers. Here is the explanation for
each attributes:
69
1.
Affordable Price
The company product has slightly weaker score (2) than the competitor product which
is slightly stronger (3) for affordable price attribute. This is because the price of the
company products is a bit higher than the competitor products. The price offered by PT
Kara Santan Pertama is Rp14.400,00 per 1000gr packaging, but company is going to
sale the products for around Rp14.000,00-Rp15.000,00 for the pillow pack packaging
in 1000gr.
The score for PT. Kara Santan Pertama is 3 because their price is competitive enough
in the market among the others Nata de Coco company in Indonesia. The price is not
the cheapest, yet not the most expensive either. Since the company price is higher than
the competitor price than the score is lower. But since there is another more expensive
product in the market then the Likert scale score is not the lowest either.
2.
Flavor`s Variation
The company products have slightly weaker score (2) than the competitor product
which is slightly stronger (3) for flavors variation attribute. The company only offers
two variations of flavors, while the competitor has more flavors to offer. PT. Kara
Santan Pertama offers five flavors variation that is vanilla, lychee, coco pandan,
strawberry and mango. That is why the company has smaller score than its competitor
for flavors variation.
The score for competitors products is 3 because they already produce quite many
variations than their inferior competitors. Yet their variations are not the most in the
market, thus only score number 3 given for this attributes. Since the company flavor`s
variation is only two which is less than the competitors, then the score given is lower.
3.
Product`s Texture
Both of company and its competitor products are considerably stronger (4) for product
texture attribute. The score is given considering that both company are concern in the
chewiness of their Nata de Coco texture. The chewiness becomes the important aspect
that affects the customer preference in choosing Nata de Coco. Both companies ensure
that the texture is not too chewy or mushy and has good surface. This aspect is
considered as quite strong since its an important aspect that the company must be able
to fulfill in order to reply the customer preferences.
4.
Nutritional Value
The company products have considerably stronger score (4) than the competitor
product which is slightly weaker (2) for nutritional value attribute. The products from
70
PT. Kara Santan Pertama have not offer or focus on the other aspects than Nata de
Coco taste or quality. They do not emphasize on the nutritional value to attract the
customer. While the company products are made by ensuring that the nutritional value
composition is suitable not only for sweet and fresh, but also healthy desserts and
beverages. The company wants the products to be recognized as the option for healthy
and dietary menu for any range of ages.
The score for competitors products is 2 because nowadays Nata de Coco is well
acknowledge as healthy beverages and drink, and if the company does not concern
about its nutritional value then it might lose the loyalty from its customer since
customer will try to find another products thats more healthy. Since the company put
full willingness in producing high quality of healthy drink and beverages, then it can
be concluded from its commitment to produce healthy products, thus the score given
is 4.
5.
Shelf Life
Both of company and its competitor products are slightly stronger (3) for shelf life
attribute. For the shelf life, all the products both from the company and the competitor
have the shelf life at least for one year ahead after the production process. For the
products from PT. Kara Santan Pertama, they have good point which using the sugar
as the main preservative to make longer shelf life of the products. Having proper shelf
life is important in food industry since Nata de Coco itself is not always consume every
day and some people do not finish the consumption immediately after buying the
products. That is why the products need to be ensure that its still consumable over some
period of time.
The score for both companies is 3 because their products are capable to be consumed
until it keeps for one year. Yet its only considering slightly stronger because nowadays
people are not always looking for products with long shelf life, sometimes they are
afraid that the longer the shelf life is, the more the artificial preservative used. The
natural preservative usually is less long than the artificial one. Thus even though it has
sufficient shelf life which is also good for products like Nata de Coco, but its not the
strongest capability owned by both companies.
6.
Nata de Coco Dimension

The company product has slightly stronger score (3) than the competitor product which
is slightly weaker (2) for Nata de Coco dimension attribute. PT Kara Santan Pertama
cut their Nata de Coco into 1cm x 1cm x 1cm or 1.5cm x 1.5cm x 1.5cm for all of their
71
packaging and flavors variation. While the company products offer different dimension
that is more suitable with the customer preferences nowadays. The company will also
adjust the dimension for each packaging variations to make it more consumable.
The score given to competitors products is only 2 because based on the group
subjectivity their dimension is too monotone and too big for ready to drink Nata de
Coco. The company tries to provide Le Cocotier with the dimension that is more
suitable for any type of packaging variations and offer new experience to the customer
in consuming Nata de Coco.
7.
Hygiene
Both of company and its competitor products are slightly stronger (3) for hygiene
attribute. Both company work by putting the hygiene in the very first place. It is so,
because both company believe that the hygiene is the most important for the factories
when they are going to produce food and beverage things. Hygiene also becomes the
critical factor that can affect customer trust and loyalty. Both company have to ensure
that their production process are hygiene so that the products are safe to be consumed
for their customers.
The score given for both companies are 4 because the whole production processes are
ensured to have high quality of hygiene to be consumed and followed the standard of
food and beverages safeties.
8.
Eco-friendly
The companys products have slightly stronger score (3) than the competitor product
which is slightly weaker (2) for Eco-friendly attributes. The eco-friendly has not been
the most consideration aspect for PT. Kara Santan Pertama. In contrary, the proposed
company considers the eco-friendly through the determination of the products
packaging materials. Thus the company has higher score than the competitors
products. But it does not mean that the competitors does not concern about the
environmental impact of their factory. The existing condition now is that the company
only focuses on the eco-friendly production process. But Le Cocotier products are
using more eco-friendly aspects from its raw material also.
The output of benchmarking is the product evaluation that is used for calculating the
determination of product objectives. It is by defining the value of IR, RII, Weight and %Weight.
The weight percentage is used to present the level of weakness from the company products after
being compared to the competitor products.
72
Table 2. 5 Product Objectives

No
1
2
3
4
Attributes
Benchmarking
2
3
4
Affordable
Price
Flavor`s
Variation
Product`s
Texture
Nutritional
Value
Evaluation
Score
Target
Value
IR
RII
Weight
%
Weight
0.67
0.75
0.5025
7%
0.67
0.75
0.5025
7%
0.75
0.75
10%
26%
Shelf Life
13%
Nata de
Coco
Dimension
1.5
0.5
0.75
10%
Hygiene
13%
1.5
0.75
1.125
15%
EcoFriendly
Notes:
2 : Slightly weaker
Competitor Products
The formula used for the calculation in the table 2.5 is described below along with
the example:
Calculation formula
Target Value
IR = Evaluation Score
Mode
RII = Max value in Likert Scale

Weight = IR x RII
Weight
%Weight = Total Weight x 100%
Example of calculation from Affordable price attribute

2
IR = 3 = 0.67
3
RII = = 0.75
4
Weight = 0.67 x 0.75 = 0.5025

%Weight =
0.5025
7.63
x 100% = 7%
The output of product objectives calculation is the weight percentage of each

attributes. The weight percentage indicates the level of weakness in each attributes for the
company when compared to the competitors products. The lowest the weight percentage is,
the more weakness in that attributes. But the higher the weight percentage is, the less weakness
73
in that attribute. Attribute nutritional value has the highest weight percentage 26%, it shows
that the least weakness for this attribute. This is because the company concerns or focuses very
much on the nutritional composition in making Nata de Coco in order to make it as a healthy
beverages and desserts. But the competitor does not emphasize too much in their Nata de Coco
nutritional value. This strength is supported also with the customer preferences that say
nutritional value is very important for Nata de Coco products. So that the company must give a
priority in the composition of Nata de Coco to make it really have high nutritional value in it.
Below nutritional value there is eco-friendly attributes that has 15% weight percentage.
It denotes that the company has stronger capability in term of using eco-friendly material or
procedure in the process of producing their products. Considering also that people nowadays
getting more aware in the impact of industrial products to environment, the trend is now
demanding manufacturers or company to have the awareness towards the environmental
impacts. Hence the company should not neglect this aspect in their products later on.
The third rank is shelf life and hygiene that has 13% weight percentage. All of them
have the same weight score. It indicates that the company still has stronger capability in these
three attributes even though there is slightly weakness than the nutritional value or eco-friendly
attribute. Both the company and the competitor have the same capability in providing shelf life
in their products and ensuring that the whole production process are keep in hygiene. Both of
them also distribute high number of products to many retailers whether in domestic or
international. Thus the company should keep up the good work to maintain the capability in
these two attributes.
Another attributes that has lower weight percentage is product`s texture and Nata de
Coco dimension with 10% weight percentage. It indicates that the company has more weakness
in both attributes. The least weight percentage is affordable price and flavors variation with 7%.
This indicates that the company most weakness is regarding the price and flavors attributes.
The company products are a bit more expensive and less variation than the competitors
product. Thus the company is able to improve the products in order to minimize the weakness
from these attributes.
2.2.2
Technical Response Determination

Technical response is a deployment or a translation of customer requirements, from
the customers language into engineering language (Mosses, 2013). Technical responses of the
determined attributes are listed below:
74
Table 2. 6 Technical Responses Determination

No.
Attribute
1.
Products were offered in low

price.
Affordable Price
2.
Products were offered in

consumer's favorite flavors.
Flavor's Variation
Nata de Coco should not be

too chewy or mushy.
Product's Texture
Nutritional Value
Fiber Contents
Shelf Life
Nata Dimension
Nata de Coco
Thickness
Nata de Coco width
Nata de Coco length
3.
4.
5.
6.
It doesn't make the

consumers fat.
Products are still can be
consume safely, even though
after being opened.
Nata de Coco shapes have to
be in easy to be eaten shape.
7.
Products are can be

consumed safely.
8.
Products packaging consider

the environmental aspects.
Technical Responses
Material's Quality
Packagings Material
Types of Flavors
Hygiene
Nata de Coco's
Clearness
Eco-Friendly
Packaging Materials
Idea Concepts
a. Using fresh coconut
b. Using ripe coconut
a. Original (Coconut)
b. Fruits flavored
a. White
b. Colorful
a. Adding more
Acetobacter xylinum
b. Adding more sugar
a. Adding more ZA
b. Adding fruit extract
a. Using natural sugar
b. Using Natrium Benzoat
a. Thick Nata de Coco
b. Thin Nata de Coco
a. Bacterial free
b. There is no undesired
granules particles in the
products
a. Using bio-degradable
plastics
b. Using common plastics
The first attribute is affordable price, with technical response, materials quality and
packagings material. Idea concept from materials quality is using fresh coconut or ripe
coconut. Older coconut has fewer coconut water and sugar content than fresh coconut. It makes
the ripe coconut price usually cheaper than the younger one.
Second attribute is flavors variation, seen from the flavors types and Nata de Cocos
color. As mentioned on module 1, there are two flavors proposed. The flavors alternative are
original (coconut) and fruit flavored, while Nata de Cocos color variations alternatives are
white and colorful.
The third attribute is products texture. Nata de Coco texture can be seen from its
material composition. Nata de Cocos texture will be thicker and chewier by adjusting the two
main materials, which are Acetobacter xylinum and sugar. Sugar is the Acetobacter xylinums
source to produce Nata de Coco.
Other technical responses are from the nutritional value attribute. Beverages product
aimed to give freshness and nutrition to its customer. Nata de Coco known as a beverage with
the high content of fibers. Basically, coconut water has a lot of nutritional contents, but it will
decrease during the production process. In return, Nata de Coco as the proceed coconut water
75
will have more fiber than the coconut water itself. Increasing fiber contents can be done by
adding ammonium sulfate (ZA) or adding the fruit juice.
Fifth attribute is shelf life measured from the preservatives material, which are
Natrium benzoat or using natural sugar. Both of the materials has its own advantages and
disadvantage. Using Natrium benzoat will be less costly, because 0.1% Natrium benzoat is
enough to restrain the bacterial growth (Agrotekno.net, 2014)
Next attribute is nata dimension. Because Le Cocotier offers innovative nata shape, in
thicker sliced shape, the technical responses are measured from its thickness, length, and width.
Seventh attribute is about the product hygiene. For the product that consumed by the
customer, hygiene is very important. From the production process, quality control should be
strictly done to make sure Le Cocotier is bacterial free. Regardless from the production process,
customer who bought Nata de Coco also can check the products hygiene. It can be seen by
observing Nata de Cocos condition directly. If there are granules on the Nata de Coco water,
it is indicates that the filtering process isnt good enough. Then, the customers will doubt about
the product hygiene.
The last attribute is eco-friendly. Same as affordable price attribute, it can be seen from
the packagings material. Packaging is the material left after Le Cocotier being consumed. As
the wasted material, assuring that it doesnt have any harmful impacts to the environment is
necessary. There are two types of packaging materials made out of plastic. The first one is
degradable plastic, and usual plastic. The difference between those two is on the decompose
time, where the degradable plastic will decompose faster than the regular plastic.
2.2.3
Interaction Matrix
In this subchapter, it will explain about the interaction matrix of the technical response
and attribute that has been stated before. The matrix will be weighted by multiplying the relation
of each technical response with its %weight, in which the relations of attributes can be seen as
follow.
= strong relation (9)
= medium relation (3)
= weak relation (1)
The result got from weighting will be then inputted into matrix interaction that will
show the relationship between attributes and technical response.
76
Product's Attribute
1 Affordable Price
0.75 0.5025 7% 0.63
2 Flavors Variation
0.75 0.5025 7% 0.21
3 Products Texture
0.75
4 Nutritional Value
26% 2.34
5 Shelf Life
13% 1.17
6 Nata de Coco Dimension

7 Hygiene
0.5
1
0.75 10% 0.9
0.75 10% 0.1

1
13% 1.17
0.07
0.9
0.26
0.9
2.34
0.39
Nata de Coco Clearness
Width of Nata de Coco
Length of Nata de Coco
Total
1.17
0.1
0.9
0.9
0.9
1.11
0.78
0.13
0.9
0.78
0.13
Nata de Coco thickness
0.07
0.07
0.1
0.63
0.63
Fiber Contents
Type of Flavors
Packaging Materials
Material's Quality
%Weight
Weight
Customer Importance
No
0.39
1.17
0.75 1.125 15% 1.35

1.35
0.15
Sum Scores
7.87
1.78
1.41
1.11
2.89
3.24
2.92
0.9
0.9
0.9
1.17 25.09
Priority (%)
31.37% 7.09% 5.62% 4.42% 11.52% 12.91% 11.64% 3.59% 3.59% 3.59% 4.66%
Figure 2. 7 Interaction Matrix between Attributes and Technical Responses
8 Eco-Friendly
Based on the interaction matrix above, it can be seen each of the attribute and technical response being compared to know its relationship
whether it is weak, medium, strong or even no relation. The value of customer importance is got from IR value, while weight is got from the
multiplication of IR and RII.
77
After being determined the relation between each attribute and technical response, the
weight of each relation is calculated by using formula below.
= % (, , )
Next, after the weight of each interaction known, the scores of each technical response
is sum up to know which technical response has highest priority compared to other. Based on
the matrix above, it can be seen that raw material has the highest priority of 31.37% and
followed by fiber contents, preservative materials, material composition, packaging materials,
type of flavors, Nata de Coco clearness, Nata de Coco color, with lowest priority of 3.59%
which are Nata de Coco thickness, length of Nata de Coco, and width of Nata de Coco. The
priority of the technical response itself will be used then to determine the consideration of
selecting suitable technical response that will be implemented.
2.2.4
Interaction between Technical Response

Interaction between technical responses has a purpose to recognize the relationship or
interaction between each technical response. The interaction is categorized as strong (),
medium () or weak (). By knowing the interaction between technical responses, it can be
noticed if one technical response is whether affected or affecting the other technical response
in production process and later on it is useful to prevent the occurrence of bottleneck.
Figure 2. 8 Interactions between Technical Responses
Figure 2.7 presents the relationship between technical responses, which of them that
have strong, medium and weak relationship. The determination of the relationship is based on
the subjectivity from the members of the company along with the reasons to support it.
Material`s quality and material composition has strong relationship with quite a lot technical
responses, especially concerning with the texture and the composition of Nata de Coco. The
78
quality of materials will affect the color, fiber content, and clearness of Nata de Coco produced.
For example the water coconut used must be ensured mature enough but not too old to avoid
the oil contains that will damage the texture of Nata de Coco. The water used must be ensured
to follow the standard that is not smelly, not tasty, colorless, and have neutral acidity to keep
the best nutrient in the Nata de Coco products. Packaging material has medium relationship
with material quality because the packaging itself is actually purchased from another supplier.
However in assembling process, the type of material needed for filling up Nata de Coco and
water inside the package will require certain procedure to minimize the occurrence of defects
during that process.
Material composition has many strong relationships towards Nata de Coco textures
and dimension. Proper control in managing material composition is important to ensure Nata
de Coco has good texture, chewiness and tenderness. The chewiness is depending on the
blending procedure, when the water coconut is mixed with sugar and fermented using some
chemical composition. Blending time must be done sufficiently to get the proper chewiness of
Nata de Coco and the fermentation composition must be also noticed to get the proper
tenderness. The dimension of Nata de Coco is depending on the cutting process. It must be done
properly to ensure that the precise dimension produced. Type of flavors has weak interaction
with preservative materials. The flavors added into the ready to drink Nata de Coco affect the
preservation of the product itself. It does not directly affect to the Nata de Coco life, but
somehow proper selection of flavors material can affect the product duration.
2.2.5
Concept Generation
Concept generation is the stage to select and determine the best chosen concept for the
designed products. In this phase, the concept required to be screened and scored. The concept
selected from this phase will be determined as the final products which will be produced
through the several processes in the production lines. In this phase, it will be required to define
the alternate concept from each technical response.
Table 2. 7 General Idea Concepts from each Technical Response Selected
No.
Attribute
Technical Responses
1.
Affordable Price
Material's Quality
2.
Flavor's Variation
Types of Flavors
3.
Product's Texture
Idea Concepts
a. Using fresh coconut
b. Using ripe coconut
a. Original (Coconut)
b. Fruits flavored
a. White
b. Colorful
a. Adding more
Acetobacter xylinum
b. Adding more sugar
79
No.
Attribute
Technical Responses
4.
Nutritional Value
Fiber Contents
5.
Shelf Life
6.
Nata Dimension
Nata de Cocos
Thickness
7.
Hygiene
Nata de Coco's
Clearness
8.
Eco-Friendly
Packaging Materials
Idea Concepts
a. Adding more ZA
b. Adding fruit extract
a. Using natural sugar
b. Using Natrium Benzoat
a. Thick Nata de Coco
b. Thin Nata de Coco
a. Bacterial free
b. There is no undesired
granules particles in the
products
a. Using bio-degradable
plastics
b. Using common plastics
As can be seen at the table above, not all the technical responses were used in the idea
concept definition. There are 2 technical responses which were not being used in the concept
generation, such as length and width of the Nata de Coco. It can be so, since the products
texture mostly can be influenced by the thickness of the Nata de Coco produced. The thickness
of Nata de Coco can also covered the length and width of the Nata de Coco. That makes the
idea concept in this sub-chapter will only combine 10 technical responses in total.
Regarding that the products designed from PT. Coco Indigene Indonesia are basically
have four variations, which are ready to be processed Nata de Coco in pillow pouch and bucket
packaging and also Nata de Coco drinks in cup and bottle packaging. That makes there should
be at least four concepts generation which required to be developed. Those concept generation
started by determining which type of product design that desired to be generated, then followed
by concept alternative determination, concepts combination, concept screening and scoring.
From concept screening and scoring, the concepts which should be developed can be
determined, and concepts which cannot be developed can be eliminated. The further
explanation about the concept generation discussion for each Le Cocotier variations can be seen
at the following.
a.
Nata de Coco as the Dessert in Pillow Pouch

Concept generation begin with the determination of the combination of idea concepts
from each technical responses mentioned before. The combination of idea concepts
will be the alternative concepts of the products designed to determine the best concept
which desired to be developed. Concepts of the designed product 1 can be seen at the
following table.
80
Table 2. 8 Concepts Generation for Product 1

PRODUCT
1
Material's
Quality
Type of
Flavors
Concept 1
Concept 2
Fresh
Coconut
Ripe Coconut
Original
Original
Nata de
Coco's
Color
Colorful
White
Material
Composition
More
Acetobacter
xylinum
Fiber
Contents
Concept 3
Concept 4
Concept 5
Ripe Coconut
Fresh
Coconut
Fruits
Flavored
Original
White
Colorful
White
More
Acetobacter
xylinum
More sugar
More sugar
More
Acetobacter
xylinum
More ZA
Adding fruit
extract
Adding
fruit extract
More ZA
Adding
fruit extract
Preservative
Materials
Natural
Sugar
Natrium
Benzoat
Natural
Sugar
Natrium
Benzoat
Natural
Sugar
Nata de
Cocos
Thickness
Thick
Thin
Thick
Thin
Thin
Nata de
Coco's
Clearness
Bacterial
Free
No undesired
granules
Bacterial
Free
No undesired
granules
Bacterial
Free
Packaging
Materials
PLA
Plastics
PETE Plastics
PETE
Plastics
PETE Plastics
PLA
Plastics
Fresh
Coconut
Fruits
Flavored
After the concepts were determined, then the screening procedure have to be
conducted. The screening is giving the evaluation score based on the subjectivity
which symbolized by positive to indicate better performance and negative to indicate
the worse performance with the initial proposed product design. The screening
procedure can be seen at the following table.
Table 2. 9 Concept Screening for Product 1
PRODUCT 1
Concept
Criteria
Affordable Price
Concept
0
0
Concept
1
--
Concept
2
++
Concept
3
--
Concept
4
++
Concept
5
--
--
++
--
++
++
++
++
++
5
6
7
Flavor's
Variation
Product's
Texture
Nutritional
Value
Shelf Life
Nata Dimension
Hygiene
0
0
0
++
+
+
+
++
+
+
+
++
+
+
Eco-Friendly
++
--
++
--
++
No.
1
2
3
4
81
PRODUCT 1
No.
Concept
Criteria
sum +'s
Concept
0
0
Concept
1
7
Concept
2
7
Concept
3
10
Concept
4
9
Concept
5
9
sum 0's
sum -'s
8
0
1
3
0
5
0
3
0
3
0
4
Net Score
Rank
0
6
4
4
2
5
7
1
6
2
5
3
Develop?
NO
NO
NO
YES
YES
YES
From the screening concepts as can be seen at the table above, some of the concepts
were eliminated from the concepts list. In order to get the best concepts from the whole
designed concepts, then the scoring for each selected concepts have to be conducted.
The scoring concept for the 3 concepts which chosen to be developed can be seen in
the table below.
Table 2. 10 Concepts Scoring for Product 1
PRODUCT 1
No.
Concept Criterias
Weight
1
2
3
4
5
6
7
8
Affordable Price
Flavor's Variation
Product's Texture
Nutritional Value
Shelf Life
Nata Dimension
Hygiene
Eco-Friendly
Total Sum
Rank
Continue?
6.58585
6.58585
9.82962
26.21232
13.10616
9.82962
13.10616
14.74443
Concept 3
Rating
Score
1
6.58585
3
19.75755
3
29.48886
3
78.63696
4
52.42464
2
19.65924
3
39.31848
1
14.74443
260.61601
2
NO
Concept 4
Rating
Score
4
26.3434
4
26.3434
3
29.48886
2
52.42464
2
26.21232
3
29.48886
3
39.31848
1
14.74443
244.36439
3
NO
Concept 5
Rating
Score
1
6.58585
1
6.58585
2
19.65924
3
78.63696
4
52.42464
3
29.48886
3
39.31848
4
58.97772
291.6776
1
YES
The concept generation result is recommend the concept number 5 which has the
highest score as the most suitable product design to be developed. From the scoring, it
can be seen that the concept number 5 is the most valuable concept design in order to
fulfill the 8 attributes or concept criterias that had been determined previously. In
conclusion, the best design product which required to be developed for the Nata de
Coco dessert in pillow pouch is considering the concept number 5.
b.
Nata de Coco as the Dessert in Bucket

Similar with the previous product, the first thing which required to do in concept
generation is define the concepts which involves the whole idea aspects from the
technical responses. The concepts proposed for the product 2 can be seen at the
following table.
82

PRODUCT
2
Material's
Quality
Type of
Flavors
Concept 1
Concept 2
Concept 3
Concept 4
Concept 5
Fresh
Coconut
Fresh Coconut
Fresh
Coconut
Ripe Coconut
Ripe
Coconut
Original
Fruits
Flavored
Original
Fruits
Flavored
Original
Nata de
Coco's
Color
White
White
Colorful
Colorful
White
Material
Composition
More sugar
More
Acetobacter
xylinum
More sugar
More
Acetobacter
xylinum
More sugar
Fiber
Contents
Adding
fruit extract
Adding fruit
extract
Adding
fruit extract
More ZA
More ZA
Preservative
Materials
Natural
Sugar
Natrium
Benzoat
Natural
Sugar
Natrium
Benzoat
Natural
Sugar
Nata de
Cocos
Thickness
Thin
Thin
Thin
Thick
Thick
Nata de
Coco's
Clearness
Bacterial
Free
No undesired
granules
Bacterial
Free
No undesired
granules
Bacterial
Free
Packaging
Materials
Plastics
Can
Plastics
Can
Plastics
Table 2. 12 Concepts Screening for Product 2
PRODUCT 2
No.
1
2
3
4
5
6
7
8
Concept
Criteria
Affordable Price
Flavor's
Variation
Product's
Texture
Nutritional
Value
Shelf Life
Nata Dimension
Hygiene
Eco-Friendly
Concept
0
0
Concept
1
-
Concept
2
--
Concept
3
-
Concept
4
--
Concept
5
-
++
++
++
++
++
++
++
0
0
0
0
++
+
+
++
+
+
--
++
+
+
++
+
--
++
+
++
83
PRODUCT 2
No.
Concept
Criteria
sum +'s
sum 0's
sum -'s
Net Score
Rank
Develop?
Concept
0
0
8
0
0
4
NO
Concept
1
10
1
1
9
1
YES
Concept
2
6
0
5
1
3
NO
Concept
3
10
0
1
9
1
YES
Concept
4
5
0
6
-1
5
NO
Concept
5
8
1
2
6
2
YES
the table below.
PRODUCT 2
No.
Concept
Criterias
Weight
Affordable
Price
Flavor's
Variation
Product's
Texture
Nutritional
Value
Shelf Life
Nata
Dimension
Hygiene
Eco-Friendly
Total Sum
Rank
Continue?
6,58585
2
3
4
5
6
7
8
Concept 1
Rating
Score
3
19,75755
Concept 3
Rating
Score
1
6,58585
Concept 5
Rating
Score
4
26,3434
6,58585
6,58585
19,75755
6,58585
9,82962
29,48886
29,48886
29,48886
26,21232
78,63696
78,63696
52,42464
13,10616
9,82962
4
3
52,42464
29,48886
4
3
52,42464
29,48886
4
2
52,42464
19,65924
13,10616
14,74443
3
3
39,31848
44,23329
299,93449
1
YES
3
3
39,31848
44,23329
299,93449
1
NO
3
3
39,31848
44,23329
270,4784
2
NO
Scoring concepts for Nata de Coco as dessert in bucket result is indicate that product
concept number 1 and 3 as the most valuable product design based on the 8 attributes
that mentioned in the previous chapter. The same score had been achieved by those
concepts design. Regarding that the concept selected from the concept generation have
to be one concept only, then the subjectivity in deciding which concept will be
developed can be conducted.
Based on the concept determination, the concept number 1 and the concept number
have the differences design in creating the color of Nata de Coco. Concept 1 was
proposed to make white Nata de Coco, while concept 2 proposed to make colorful
Nata de Coco. It is preferable to make white Nata de Coco, because in Indonesia the
84
colorful Nata de Coco is something quite unfamiliar with the Indonesian people. The
production process of colorful Nata de Coco also complex, since the color may harm
or influence the bacteria during fermentation process. There are some Nata de Coco
company which still doing some research about the colorful Nata de Coco. Seeing that,
PT. Coco Indigene is recommend to produce white Nata de Coco than colorful Nata
de Coco at the first establishment.
c.
Nata de Coco Drinks in Cup

In the concept generation, the first thing which required to do is determining the
designed concepts based on the combination between the ideas from each technical
responses. Those concepts will go through the screening and scoring concept in order
to get the best proposed concept for the product development later. The combination
of concepts for product 3 can be seen at the following table.
PRODUCT
3
Concept 1
Concept 2
Concept 3
Concept 4
Concept 5
Fresh
Coconut
Fruits
Flavored
Fresh
Coconut
Ripe
Coconut
Fruits
Flavored
Ripe Coconut
Fresh Coconut
Original
Fruits
Flavored
White
White
White
Colorful
Colorful
Material
Composition
More sugar
More sugar
More sugar
More
Acetobacter
xylinum
More
Acetobacter
xylinum
Fiber
Contents
Adding
fruit extract
More ZA
Adding
fruit extract
More ZA
Adding fruit
extract
Preservative
Materials
Natural
Sugar
Natural
Sugar
Natural
Sugar
Natrium
Benzoat
Natrium
Benzoat
Nata de
Cocos
Thickness
Thin
Thick
Thin
Thick
Thin
Nata de
Coco's
Clearness
Bacterial
Free
Bacterial
Free
Bacterial
Free
No undesired
granules
No undesired
granules
Packaging
Materials
PETE
Plastics
PLA
Plastics
PETE
Plastics
PLA Plastics
PETE Plastics
Material's
Quality
Type of
Flavors
Nata de
Coco's
Color
Original
85
Table 2. 15 Concepts Screening for Product 3
PRODUCT 3
No.
1
2
3
4
5
6
7
8
Concept
Criteria
Affordable Price
Concept
0
0
Concept
1
-
Concept
2
--
Concept
3
++
Concept
4
-
Concept
5
-
Flavor's
Variation
Product's
Texture
Nutritional
Value
Shelf Life
Nata Dimension
Hygiene
++
++
++
++
++
++
++
0
0
0
++
+
+
++
+
++
+
+
+
+
Eco-Friendly
sum +'s
0
0
-9
++
8
-11
++
6
-7
sum 0's
sum -'s
8
0
0
3
1
3
0
2
0
3
0
4
Net Score
Rank
0
4
6
2
6
2
9
1
3
3
3
3
Develop?
NO
YES
YES
YES
NO
NO
the table below.
PRODUCT 3
No.
Concept Criterias
Weight
1
2
3
4
5
6
7
8
Affordable Price
Flavor's Variation
Product's Texture
Nutritional Value
Shelf Life
Nata Dimension
Hygiene
Eco-Friendly
Total Sum
Rank
Continue?
6,58585
6,58585
9,82962
26,21232
13,10616
9,82962
13,10616
14,74443
Concept 1
Rating
Score
3
19,75755
3
19,75755
3
29,48886
3
78,63696
4
52,42464
3
29,48886
2
26,21232
1
14,74443
270,51117
2
NO
Concept 2
Rating
Score
1
6,58585
1
6,58585
3
29,48886
2
52,42464
4
52,42464
2
19,65924
2
26,21232
3
44,23329
237,61469
3
NO
Concept 3
Rating
Score
4
26,3434
3
19,75755
3
29,48886
3
78,63696
4
52,42464
3
29,48886
2
26,21232
1
14,74443
277,09702
1
YES
As can be seen at the table above, the selected concept for the development of Nata de
Coco drinks in bottle product will use the concept number 3. This concept has the
86
highest score from all aspects scoring compared with the other selected concepts from
concept screening.
d.
Nata de Coco Drinks in Bottle

As the previous explanation, for the fourth product variation the first thing to do in the
concept generation is determining the combined concepts from the whole idea concept
proposed before. The combination of the idea concepts are can be seen at the following
table.
PRODUCT
Concept 1
Concept 2
Concept 3
Concept 4
Concept 5
Fresh
Coconut
Fresh
Coconut
Fruits
Flavored
Ripe
Coconut
Ripe Coconut
Fresh Coconut
Original
Fruits
Flavored
Original
White
White
White
Colorful
White
Material
Composition
More
Acetobacter
xylinum
More sugar
More
Acetobacter
xylinum
More sugar
More
Acetobacter
xylinum
Fiber
Contents
More ZA
Adding
fruit extract
Adding
fruit extract
More ZA
Adding fruit
extract
Preservative
Materials
Natural
Sugar
Natural
Sugar
Natural
Sugar
Natrium
Benzoat
Natrium
Benzoat
Nata de
Cocos
Thickness
Thick
Thin
Thick
Thin
Thick
Nata de
Coco's
Clearness
Bacterial
Free
Bacterial
Free
Bacterial
Free
No undesired
granules
No undesired
granules
Packaging
Materials
PLA
Plastics
PETE
Plastics
PLA
Plastics
PETE Plastics
PLA Plastics
4
Material's
Quality
Type of
Flavors
Nata de
Coco's
Color
Original
87
Table 2. 18 Concept Screening for Product 4

PRODUCT 4
No.
1
2
3
4
5
6
7
8
Concept
Criteria
Affordable Price
Flavor's
Variation
Product's
Texture
Nutritional
Value
Shelf Life
Nata Dimension
Hygiene
Eco-Friendly
sum +'s
sum 0's
sum -'s
Net Score
Rank
Develop?
Concept
0
0
0
Concept
1
-0
Concept
2
+
Concept
3
0
Concept
4
++
+
Concept
5
-0
++
++
++
++
++
0
0
0
0
0
8
0
0
5
NO
++
+
++
7
1
6
1
4
NO
++
+
+
-9
0
3
6
1
YES
++
+
++
8
1
2
6
1
YES
+
+
-8
0
3
5
2
YES
+
++
6
1
4
2
3
NO
the table below.
Table 2. 19 Scoring Concepts for Product 4
PRODUCT 4
No.
Concept
Criterias
Weight
Affordable
Price
Flavor's
Variation
Product's
Texture
Nutritional
Value
Shelf Life
Nata
Dimension
Hygiene
Eco-Friendly
Total Sum
Rank
Continue?
6,58585
2
3
4
5
6
7
8
Concept 2
Rating
Score
3
19,75755
Concept 3
Rating
Score
3
19,75755
Concept 4
Rating
Score
4
26,3434
6,58585
19,75755
6,58585
26,3434
9,82962
29,48886
19,65924
29,48886
26,21232
78,63696
78,63696
52,42464
13,10616
9,82962
4
3
52,42464
29,48886
4
2
52,42464
19,65924
2
3
26,21232
29,48886
13,10616
14,74443
2
1
26,21232
14,74443
270,51117
1
YES
2
3
26,21232
44,23329
267,16909
2
NO
2
1
26,21232
14,74443
231,25823
3
NO
88
Based on the table above, it can be concluded that the most valuable design from all
the attributes aspects come from the concept number 2, for the Nata de Coco drinks in
bottle.
Regarding to the concept generation results that explained into each product variation
above, it can be concluded the several concept selected to be developed for each product
variation are can be seen at the table below.
Table 2. 20 Concepts Selected for each Products Variation based on the Concept
Generation
Nata de Coco
Dessert in
Pillow Pouch
Nata de Coco
Dessert in
Bucket
Nata de Coco
Drinks in Cup
Nata de Coco
Drinks in
Bottle
Concept 5
Concept 1
Concept 3
Concept 2
Fresh Coconut
Fresh Coconut
Ripe Coconut
Fresh Coconut
Original
Original
Fruits Flavored
Fruits Flavored
White
White
White
White
Material
Composition
More
Acetobacter
xylinum
More sugar
More sugar
More sugar
Fiber Contents
Adding fruit
extract
Adding fruit
extract
Adding fruit
extract
Adding fruit
extract
Natural Sugar
Natural Sugar
Natural Sugar
Natural Sugar
Thin
Thin
Thin
Thin
Bacterial Free
Bacterial Free
Bacterial Free
Bacterial Free
PLA Plastics
Plastics
PETE Plastics
PETE Plastics
Material's
Quality
Type of
Flavors
Nata de Coco's
Color
Preservative
Materials
Nata de Coco
Thickness
Nata de Coco's
Clearness
Packaging
Materials
Those four concepts above are the concepts which are indicated can be the most
valuable design in fulfilling the customer needs. That is why; in the production of Le Cocotier
products later it is recommended to follow these results as the consideration.
2.3
Planning and Marketing Strategy

In this sub module will be explained about planning and marketing strategy. Parts of
this sub module are marketing competitive advantage identification, market segmentation
identification, target market identification, 4P (Product, Price, Promotion, Place) strategy
identification, 4P cost analysis strategy, and short and long term marketing strategy.
89
Figure 2. 9 Planning and Marketing Strategy

(Anityasari, Wessiani, 2011)
2.3.1
Marketing Competitive Advantage Identification

Competitive advantage is what distinguish the product from the competition in the
minds of the customers (Amadeo, n.d.). The competitive advantage of the product measured
from the internal and external condition of the company. The suitable strategy of PT Coco
Indigene Indonesia that stated on the SWOT Map is presents at the figure below.
TURN AROUND
opport.AGGRESSIVE
STRATEGY
STRATEGY
weakness
DEFENSIVE
strength
DIVERSIFICATION
STRATEGY
threat
STRATEGY
Figure 2. 10 SWOT Map for PT. Coco Indigene Indonesia
90
Based on the SWOT Map above, the suitable strategy for the company is Turn-around
Strategy. Turn-around Strategy means that PT Coco Indigene Indonesia uses the opportunity to
overcome the weakness. But, it is not impossible to use other strategy as the consideration.
The next step is define the companys competitive advantages and the existing market
condition, through Kotler model. There are two aspects from determining the competitive
advantages and the market condition, which are customers and competitor. Identifying the
competitive advantages can be done by specifying which aspects may attract the customers to
buy the products and aspects that make Le Cocotier product different or better than the
competitors.
Customers
1.
2.
3.
4.
5.
Competitive Advantage
High nutritional value with fruit extracts to
increase fiber contents.
Le Cocotier offers thick sliced shape which
is different with the competitors product.
Le Cocotier offers 200ml cup packaging that
it is not owned by the comptitiors.
Using sugar as preservative.
Eco-Friendly packagings material.
Competitors
Market Condition
1. Easier export / import causes by AFTA agreements in
2015.
2. Competitors inability to fulfill high demand from
Japan and Taiwan
3. Increasing markets concern of eco-friendly issue.
4. Customer tend to buy a well-known products brand.
5. Peoples health awareness increases.
2.10 Model of PT. Coco Indigene Indonesia

FigureFigure
2. 11 Kotler
Competitive Advantage
The Kotler model above represents the competitive advantages and existing market
condition of PT. Coco Indigene Indonesia, by considering from both of customers and
competitors.
a.
High Nutritional Value

Le Cocotier product contains high nutritional value compared with the similar
competitors. The difference is on the fruit extract as the flavor. Fruit extract is added
to increase the fiber and vitamins contents. PT. Kara Santan Pratama, which is the
similar competitor of PT. Coco Indigene Indonesia only offers the ready to drink Nata
de Coco by using lychee flavor, not from the natural juice.
b.
Le Cocotier offers different natas shape.

91
Le Cocotier offers different shape of Nata de Coco comparing with other products.
Competitors usually produce the Nata de Coco in dice shapes. For the ready to drink
product, such as cup and bottle packaging, dice shape is a little bit hard to drink. Thus,
Le Cocotier comes with thin and longer shape that will makes the consumer slurping
the Nata de Coco through the straw easily.
c.
Le Cocotier offers 200ml cup packaging that it is not owned by the competitors.
PT. Coco Indigene Indonesia thought that products variation is important to attract
the customers. Thus, a 200ml cup packaging is offered, to makes one served Nata de
Coco that easy to take everywhere. The existing ready to drink Nata de Coco products
only packed in bottle, and regular cup.
d.
Using sugar as preservative.

For beverages products, the customers usually check the product shelf life to make
sure that it is not out of date. The retailer also needs to consider the product shelf life
to determine the procurement time. If the other products using artificial preservative
to extend the product life, Le Cocotier is using sugar as the natural preservative,
besides it can makes the Nata de Coco sweeter. The process is done by soaking Nata
de Coco in sugar solution and heating it until the sugar dissolved. Natural preservative
used by Le Cocotier will make the nutrition value increases, because sugar contains
high energy and carbohydrates. Besides, it also prevents the negative effects of
artificial preservatives.
e.
Eco-Friendly packagings material.

The last competitive advantage is eco-friendly packagings material. From the
benchmarking process, it can be seen that only the superior competitor, or Wong Coco
that using degradable materials. PT. Kara Santan Pratama which is the similar
competitor with PT. Coco Indigene Indonesia also hasnt considers this eco-friendly
issue.
Market Condition
Market condition needs to be considered to know the opportunities and threats that
exist in the market. The first market condition is AFTA agreements. It will expand the
opportunities for PT Coco Indigene Indonesia to expand the target market, since there are only
6.7% of demands that can be fulfilled by the competitors. It is indicates that the market of Nata
de Coco are widely spread, from domestic to international.
92
Nowadays, the eco-friendly issue and global warming issue has widely discussed from
the greenhouse effects until the degradable packaging design for daily products. Le Cocotier
products are packed using PLA plastic, which is degradable plastic material and PETE plastic,
which is not infecting the consumers health. It is also supported by increasing of peoples
health awareness. Before buying a products, customers usually check the condition or
composition whether the ingredients or the packaging materials. Customers also concern about
the products certification, because it makes them sure about the quality. The last market
condition is customers in Indonesia would like to buy a branded and trusted product rather than
a new comer product. For Le Cocotier products, it will be hard to obtain the customers trust.
To overcome this problem, several marketing strategies such as advertisement and promotion
should be develop.
2.3.2
Market Segmentation Identification

Market segmentation is the process of dividing market into the sub-groups which
consist of more homogeneous people, and from each sub-group can be determined the market
target that wanted to be achieved by the company through its marketing strategy. Each customer
sub-group, every individual who belongs to particular sub-group have the similar needs and
desires. That makes the customers from each sub-group will give the similar responses for the
marketing offered (Susanto, 2004).
In determining the market segmentation of the company, there are several pattern to
determine the segments which can be used. There are single segment concentration, selective
specialization, products specialization, market specialization, and also the whole market
scoped. PT. Coco Indigene Indonesia decided in determining the market segments
specialization based on the product specialization. The pattern used for the market segments is
that company is trying to produce some of the products variety and sale it to several segments
(Kotler, 2000).
Bases used in determining the market segmentation are consisting of geographic
segmentation, demographic segmentation, psychographic segmentation, and also behavior
segmentation. As the new company, PT. Coco Indigene Indonesia defines the dimension of its
market segment based on the demographic, geographic, and also psychographic aspects. In
details the company is grouping the customers target based on their ages and salaries for
demographic aspects, then based on region characteristics for geographic aspects, and the last
aspect from psychographic is based on the shopping convenience environment.
93
When the dimension used in grouping the customers were determined, then the profiles
of each groups have to be defined. Customers targets group profiles are can be seen as the
following.
Table 2. 21 Group Division of the Customer Targets
No.
Groups
Description
1.
Age 1
Consumers between 11-20 years old.
2.
Age 2
3.
Age 3
4.
Salary 1
5.
Salary 2
6.
Salary 3
7.
Region 1
Consumers who lived in rural areas.
8.
Region 2
Consumers who lived in suburban areas.
9.
Region 3
Consumers who lived in urban areas.
10.
Environment 1
11.
Environment 2
12.
Environment 3
Consumers with monthly salary lower than

Rp1.000.000,00.
Consumers with monthly salary between Rp1.000.000,00Rp2.000.000,00.
Consumers with monthly salary higher than
Rp2.000.000,00.
Consumers who always bought Nata de Coco in

supermarket.
minimarket.
traditional market.
For the first group division, which is based on age is using the consideration of the
range of Nata de Coco consumers. The ages selected for the group was based on the
questionnaires collected from the previous sub-chapter, regarding that all the correspondences
around that ages already consume Nata de Coco. However for the salary grouping, it was based
on the minimum wages rules and policies among all the province regions in Indonesia. From
the data, it can be calculated that the median from all the minimum wages based pay is
Rp1.655.000,00 (Liputan 6, 2014). That is why, the median value then being used as the median
of salaries group, or Salary 2.
Based on geographic aspects, the customers divided into the characteristics of places
they live in. The characteristics of the region divided into rural, suburban, and urban areas. The
aim of region division into rural, suburban, and urban areas is to determine most recommended
area to offer Le Cocotier products later after the production process can be conducted.
However, the last aspect which is psychographic aspect is dividing the retailers based
on the shopping convenience offered for the customers. There are supermarket, minimarket,
and also traditional market. This division also has the aim to determine the retailer to sale Le
Cocotier products.
94
After the customer group profiles were defined, and then the measurement of the
attractiveness from each group in companys point of view has to be developed. The
determination of scores was based on the subjectivity with considering the interaction or
relationship between each attributes into the groups of the customers segmentation. Scores
determination for Le Cocotier products can be seen at the table shown on the next page.
Table 2. 22 Attributes Scoring based on Customers Group
Segmenting
Customers
Age
1
Age
2
Age
3
Salary
1
Salary
2
Salary
3
Region
1
Region
2
Region
3
Store
1
Store
2
Store
3
Affordable
Price
Flavor's
Variation
Product's
Texture
Nutritional
Value
Shelf Life
+++
++
++
+++
++
+++
++
++
++
+++
+++
++
++
+++
+++
++
++
++
++
++
+++
++
+++
+++
++
+++
++
+++
++
++
++
+++
++
++
++
+++
Nata
Dimension
Hygiene
++
++
++
+++
+++
++
++
++
++
++
+++
+++
++
++
Eco-Friendly
++
++
++
++
Features
Total
+++
++
Table 2. 23 Symbol Description for Table 2.23

Notes:
Very strong relationship
+++
Strong relationship
++
Weak relationship
Deniable relationship
Unknown relationship
Scoring determination which can be seen at the table above was based on the
subjectivity aspect and considering the existing logical condition. For example, the first
attribute which called as affordable price, it claimed has very strong relationship with the
customers with ages between 11-20 years old and/or the customers regarding that the young
customers always prefer the ones with the lower price offered in the market, in addition some
people with minimum budget of salaries also consider the price aspects in determining the
products to be bought in the market.
95
After the scoring of customer groups were conducted, then the conclusion of selected
market segment for Le Cocotier products can be conducted. The determination of selected
segmenatation for the company can be conducted based on the number of symbols in the
attributes scoring table above. First consideration can be made based on the number of very
important symbols (+++) given for each customer's group. When there are same results on
(+++) symbols number, then the decision can be made used the number of important symbol
(++) comparison, and so on.
2.3.3
Market Targetting Identification

Recall the results of market segmentation identification using scoring at previous sub-
chapter, then there will be three segments selected for Le Cocotier targets in the market. There
are Nata de Coco consumers around 21-30 years old, consumers with monthly salary higher
than Rp2.000.000,00, and/or also the consumers from Java islands domiciles. These segments
identification can influence the marketing strategy of the company later, since the company had
been determined the main targets for Le Cocotier products in the market.
First market segmentation selected for Le Cocotier product, is the consumer with ages
between 21-30 years old, who can be grouped into the young and productive ones. It means that
marketing strategies later have to set some strategy to make the young ones in the market more
attracted to Le Cocotier products.
However, from the salary aspects it can be seen that the selected segmentation is the
consumers with monthly salary higher than Rp2.000.000,00. It can be so, since the product is
not included in the primary needs that can be avoided to be bought when there are many other
important needs. Nata de Coco product sometimes can be included in tertiary needs, because
the product is require higher cost than regular drink, like mineral water, tea, or syrup drinks.
Based on the results in market segmentation sub-chapter, it can be seen that the
recommended segment from region characteristic is urban area. This condition has some
advantages and disadvantages outcome. For the advantages aspect, urban area mostly has higher
population number than suburban and rural areas, which means it has higher probability of
customers buying the products offered by PT. Coco Indigene Indonesia. In other hand, the
higher population means the higher competition in the market, since there are many industries
in similar field may also select the urban areas as target for their sales.
Last, the psychographic aspect resulting supermarket as the most recommended places
based on the differences shopping convenience environment offered by retailers in the market.
Le Cocotier is preferable to be sold in supermarket in order to approach the customers who like
96
to buy Nata de Coco in a convenient stores. Since the services offered by supermarket can not
being doubted anymore.
In conclusion, it can be seen from market segmentation procedures that the preferable
customers are from the consumers of Nata de Coco with the ages between 21-30 years old,
having the monthly salaries larger than Rp2.000.000,00, also living in urban areas, and last
having habit to shop in supermarket stores. That makes Le Cocotier now has the specific
customers target for the products launch in the future.
2.3.4
Market Positioning Identification

Positioning is something that the company required to conduct in order to gain the
customers loyalty and trust. It should distinguishes their products with competitors product,
thus it will becomes unique, clear, and advantageous position in the customers mind. This is
created through the use of Product, Price, Promotion, and Place (Lynn, n.d.). If a product
already has its position in the market, it will be very hard to replace it, because the customers
already give their trust in the products. To determine market position, PT. Coco Indigene
Indonesia should know the differences of Le Cocotier with the competitors product.
Market positioning identification is done by firstly defining the market segment of Le
Cocotier, it can be done through dividing the entire market into different customer segments
(Suttle, n.d.). The next step is determining by whom Le Cocotier product will be sold, or usually
called as the market target. After knowing the specific customers, the next step to do is
benchmarking with competitors by comparing Le Cocotier products with competitors through
the competitive advantages of the products.
Previous subchapter already discussed the market segment and the target market. The
result that got for target segmentation, it recommends the consumers between 21-30 years old,
the consumers with the salaries higher than Rp2.000.000,00, and/or the consumers who living
in urban area, means that the target of Le Cocotier sales are the middle to high customers.
Besides that, since the selected segment is the customer between 21-30 years old, then the
market segment of Le Cocotier product can be focused on the productive customers. The place
of sales at the first establishment of the company will be in Java, with the highest ratio of people
living in every km2 compared with other islands in Indonesia.
Based on the explanation on chapter 1.2, the similar competitor of Le Cocotier product
is Kara Nata de Coco from PT. Kara Santan Pratama. The benchmarking recapitulation is
presents below:
97
Table 2. 24 Comparison between Le Cocotier and Kara Nata de Coco

No
1
Competitive advantages
Le Cocotier
High nutritional value
Using fruit extract, to increase fiber,

vitamin and nutrient content
Thick sliced shape
4 packaging types (200ml cup,
bottle, pouch, bucket)
Using sugar as natural preservative
Degradable packagings material
Nata de Coco shape
Packagings Variation
4
5
Preservative Material
Packagings material.
Kara Nata de Coco

Artificial fruit flavor
Regular dice shape
3 packaging types (pouch, pillow,
regular cup)
Using artificial preservative
Using regular packaging material
From the comparison table between Le Cocotier and Kara Nata de Coco above, the
products are compared based on the products competitive advantage, got from chapter 2.3.
Competitive advantage is chosen to makes the difference between Le Cocotier and Kara Nata
de Coco clearer. After that, benchmarking is done to determine two strongest competitive
advantages that will presented in perceptual mapping. The benchmarking calculation method is
same with the benchmarking in chapter 2.2.
Table 2. 25 Benchmarking Recapitulation between Le Cocotier and Kara Nata de Coco
No
Competitive
Advantage
Nutritional value
2
3
4
5
Benchmarking
1
2
3
4
Nata de Coco
shape
Packagings
Variation
Preservative
material
Packagings
material.
Evaluation
Score
Target
Value
IR
IRR
Weight
%
Weight
1.33
1.33
20.35%
1.33
1.33
32.47%
0.75
0.75
12.17%
1.33
1.33
21.59%
12.17%
Notes:
2 : Slightly weaker
Competitor Products
Table 2.25 above shows the comparisons between Le Cocotier and Kara Nata de Coco.
Compared with the competitors, Le Cocotier products have several excellences in several
competitive advantages. For the first attribute which is high nutritional value, Le Cocotier is
considerably stronger caused by the fiber contents, along with Nata de Cocos shape. Because
Kara Nata de Coco only has regular Nata de Coco shape, it is given slightly weaker relationship.
For packaging variation, both of Le Cocotier and Kara is slightly stronger.
Le Cocotier product has the advantages in nutritional value, Nata de Coco shape,
preservative material, and packagings material. Two highest weight is on the nutritional value
and packagings material. For the packagings material, it is obvious that the weight is biggest.
For the nutritional value, it is considered that the target market of Le Cocotier is 21-30, more
98
than Rp.2000.000,00 salary, and customers in urban area. This market is highly pay attention
to the nutritional value caused by their life style, education level, and other aspect. Then, the
perceptual map is developed, and present at the following figure.
Nutritional Value
High
Le Cocotier
Low
Kara Nata de Coco
Low
High
Figure 2. 12 Perceptual map of Le Cocotier Products
From figure 2.11 above, it can be seen that Le Cocotier product is on the higher
position than Kara Nata de Coco. Because Le Cocotier consider the eco-friendly aspects while
Kara Nata de Coco is not consider it, the position is put higher than Kara. The nutrition value
of both products is not much different.Le Cocotiers position is little bit higher because it is
added with fruit extract to enhance the nutrition value.
2.3.5
4P (Product, Price, Promotion, Place) Strategy Identification

The purpose of identifying 4P strategy used to determine the strategy for company in
term of Product, Price, Promotion and Place by considering the existing strategy from the
competitor. Product strategy is the strategy regarding the product characteristics. Price strategy
is about determining strategy for product`s price considering the condition in market and the
competitor`s product price. Promotion strategy is the strategy in how to promote and sell the
products, whether using media advertisement, online branding, or cooperation with retailers.
Place strategy is about the selection of location considering the area constraint from the external
stakeholder such as suppliers, distributors and retailers.
The assessment of 4P strategy is using three scales that is worse, equal and better. The
identification of 4P strategy of PT Coco Indigene Indonesia and its competitor that is PT Kara
Santan Pertama can be seen in the following table:
99
Table 2. 26 4P Strategy Identification for the Company and its Competitor

Criteria
Business Condition of PT Coco Indigene Indonesia

Worse
Equal
Better
Notes
Product
Flavor`s Variation
Nata Texture
Nutritional Value
Shelf Life
Nata Dimension
Hygiene
Packaging Design
Eco-friendly material
Price
Affordable Price
Discount
Bundling Pricing
Promotion
Media Advertisement
Online Branding
Exhibition / Events
Cooperation
with
Retailers
Places
Choosing the Factory
Location
Choosing the Supplier
Location
Choosing
the
Distributor Location
Choosing
the
Retailers Location
Table 2.26 defines the analysis of 4P strategy from PT Coco Indigene compares to the
strategy own by competitor based on subjectivity between the company products with the
competitor products. Here is the explanation from each analysis of products, price, promotion
and places.
a.
Product
LeCocotier as the Nata de Coco products from PT Coco Indigene has worse flavor
variations compare to Nata de Coco products from PT Kara Santan Pertama. Le
Cocotier only offers two types of flavors, while the competitor company has five
different flavors to offer. From the number of flavors offered, it can be identified that
the flavor variations of proposed company is worse than the competitor.
Regarding nata texture, shelf life and hygiene properties, both companies are
considered equal. The texture is an important aspect that affects the quality of Nata de
Coco, it`s also becoming basic requirement. Therefore both companies ensure that the
texture has good surface and is not too chewy or mushy. The shelf life for the products
100
from both companies is at least for one year ahead after the production process.
Knowing that Nata de Coco itself is not always consumed everyday thus having proper
shelf life is an important aspect to be concerned, especially for beverage products.
Hygiene becomes the critical factor that can affect customer trust and loyalty, thus
both companies put the hygiene factor in the very first place. The production process
is ensured to be hygiene thus the products are safe to be consumed for their customers.
LeCocotier has better nutritional value since the company wants the products to be
recognized as the option for healthy and dietary menu for any range of ages. However
the competitor has not yet considered about this instead of the freshness of the products
only. Nata dimension of LeCocotier is also better since different dimension is offered
which more suitable with the customer preferences nowadays rather than the standard
cubical nata dimension own by the competitor. Design of the packaging from
LeCocotier is also better with its variation and design that is easy to attract the
customers. For eco-friendly properties, LeCocotier use eco-friendly packaging
materials while the competitor has not yet consider about this aspect.
b.
Price
As the new products that offer more healthy benefits and some innovation in its nata
dimension and packaging design, LeCocotier has higher price than its competitor.
Even though in the price analysis LeCocotier gets worse, but the price difference is
actually not too much. Later on when LeCocotier already distributed to market, the
company can use discount and bundling pricing strategy to give more exposure on the
product and attract customers when its first released. It is not heard yet that the
competitors company also implement this kind of strategy. Thus LeCocotier gets better
analysis price value.
c.
Promotion
There are four strategies that can be done in promotion strategy analysis, which are
media advertisement, online branding, open booth in event/exhibition, and cooperation
with retailers. The promotion in media advertisement is usually through television,
newspaper and internet. LeCocotier has the equal condition with the competitors in
this strategy since the competitors also use the same media advertisement like
televisions and newspaper to promote their products. Opening booth in some
events/exhibitions enables the company to directly introduce the new LeCocotier
products to customers and allowing more intense persuading to the customers. Even
though this strategy is taking time and require outsource marketing resources, but it
101
can be useful for new company like PT Coco Indigene. LeCocotier has equal condition
with the competitors in this strategy since the competitors also promote their products
in some events/exhibitions.
Online branding enables LeCocotier brand to be presented and recognized in online
presence. Having the company website only is not enough to enliven the brand.
Instead, the company must also focus on building the online brand to create a
personable impression for first-time and continuing to engage and reward long-time
customers. The competitor brand only has website but currently it is still under
maintenance, it shows that they are has low capability in this strategy. Thus LeCocotier
is in better condition that its competitor for online branding strategy. Cooperation with
retailers enables the ease of availability from LeCocotier products. Besides that, giving
discount and bundling pricing is easier when cooperating with the retailers. The
competitors product are also can be found in several retailers store in Indonesia but
LeCocotier is planned to be distributed to more retailers so that people all around
Indonesia can easily get the products to be consumed. LeCocotier is also has better
condition in this strategy since it will enables the products to be recognized more than
its competitors products.
d.
Place
Place strategy related with the selection of factory location, as well as the supplier,
retailers and distributor location. In term of selecting supplier and factory location, it
is considered that PT Coco Indigene have equal condition with the competitor. For
selecting distribution center location and the retailers spot location, the company
should have better condition, considering the planned market expansion will definitely
depend on the location of the distribution center especially when the company planned
to market the products outside Indonesia.
2.3.6
4P Cost Analysis Strategy

The determination of 4P Strategy in previous subchapter is used to define the cost
analysis for 10 years period of time from the determined strategies. The cost analysis of 4P
strategies is showed in following table.
Table 2. 27 Cost Analysis of 4P Strategy
No
A
1
Attribute
Product
Flavor`s
Variation
Activities
-
Qty
Cost per unit
Explanation
-
Source
-
Total Cost
-
102
No
2
Attribute
Nata
Texture
Activities
Hold training to
improve the
workers
capability in
producing good
Nata de Coco
Qty
40
Cost per unit

Rp
600.000,00
Nutritional
Value
Assign
nutritionist to
determine the
composition of
nutritional
value
Rp
2.500.000,00
4
5
Shelf Life
Nata
Dimension
Hygiene
Register to
BPOM to get
Hygiene
Sanitation
Certificate
Rp
100.000,00
Register to
BPOM to get
Food &
Beverages
Company
Certificate
Rp.
10.000.000,0
0
Register to
BPOM to get
Beverages &
Dessert
Products
Certificate
Rp
300.000,00
Register to
BPOM to get
certificate
extension
Rp
5.000.000,00
Packaging
Design
Explanation
Work with
training agency to
give training to
the workers. The
training will be
given per three
years and there
are 10 workers get
the chance to join
the training
The nutritionist is
hired to check
Nata de
Cococomposition
and ensure it
contains high
nutritional value
-
Source
www.kurs
ustristar.c
om
Total Cost
Rp
24.000.000,0
0
Saraswati
Indo
Genetech
Rp
2.500.000,00
Hygiene
Sanitation
Certificate is
important to
ensure that all
production
process is safe and
the products are
safe to consume
Food &
Beverages
Company
Certificate is
required as the
base permission
for establishing
the business
Food &
Beverages
Products
Certificate is
necessary for the
company to sell
and promote their
products as the
beverages product
that is safe to
consume
Certificate
extension is
important to
continuing the
business activity,
it is done per five
years
-
PP RI No.
48 Tahun
2010
Rp
100.000,00
Rp
10.000.000,0
0
Rp
1.800.000,00
Rp
10.000.000,0
0
103
No
8
Qty
-
Cost per unit

-
Conduct a study
for determining
the pricing
strategy
Rp
4.000.000,00
Discount
Bundling
Pricing
Promotion
Media
Advertise
ment
Hire advertising
agency to put
the
advertisement
in TV
Rp
10.000.000,0
0
Online
Branding
Establish
website
Rp
8.000.000,00
Exhibition
/ Events
Cooperatio
n with
Retailers
Places
Choosing
the Factory
Location
Choosing
the
Supplier
Location
Choosing
the
Distributor
Location
B
1
2
3
C
1
D
1
Attribute
Ecofriendly
Material
Price
Affordable
Price
Activities
-
Explanation
Source
Total Cost
The study can be

done by
determining the
position in
market, analyzing
demand curve,
cost and the others
-
Idid.qerja.co
m
Rp
4.000.000,00
www.toko
pedia.com
Gugus
Gagas
Advertise
ment
Rp
10.000.000,0
0
www.niag
aweb.co.i
d
-
Rp
8.000.000,00
The advertising
agency is capable
to make the
promotion video
clip and give
access to promote
it in television
The establishment
cost is only paid
once
-
Recruit people
to do some
survey of the
proposed
factory
condition
Rp
3.500.000,00
Membuat
Laporan
Keuangan
Perusahaa
n by Peni
R.
Pratomo
Rp
7.000.000,00
Recruit people
to do some
survey of the
proposed
supplier
condition
Recruit people
to do some
survey of the
proposed
distributor
condition
Rp
3.500.000,00
Rp
3.500.000,00
The survey is used

to determine the
most suitable
location for the
company,
considering the
location of
coconut water raw
materials and the
consumers
location
The survey is used
to ensure that only
high quality of
raw materials is
ordered from
supplier
The survey is used
to determine the
most preferable
distributor,
considering the
company and
customers
location
Rp
7.000.000,00
Rp
7.000.000,00
104
No
4
Attribute
Choosing
the
Retailers
Location
Activities
Recruit people
to do some
survey of the
proposed
retailers
condition
Qty
2
Cost per unit

Rp
3.500.000,00
Explanation
The survey is used
to identify the
most preferable
retailers,
considering the
customers
location
TOTAL
2.3.7
Source
Total Cost
Rp
7.000.000,00
Rp 98.400.000,00
Short and Long Term Strategy

In this part, it will explain about the short term and long term strategy that will be
implemented in the product after determining the segmentation, market targeting, market
strategy, and 4P. The short term and long term strategy will be used to determine how the
marketing will be conducted. The short term strategy will be planned in a year strategy while
long term strategy will be planned in two or five years ahead.
2.3.7.1 Short Term Marketing Strategy
In this subchapter, it will explain about Le Cocotier short term marketing strategy that
will be separated into four-three month- strategy as follow.
Table 2. 28 First-Three-Month Strategy
Product
Get certificate of Halal and BPOM certification
Price
Make price and product analysis, survey, and observation to determine the best
price to market product
Promotion Make company website and determine company profile

Place
Observe place to market product

In the first-three-month of establishment, Le Cocotier should determine its market to
distribute or sold its product. For the first three month, the product is preferable to be distributed
to customer with target age 7-15 years old with region Surabaya.
Table 2. 29 Second-Three-Month Strategy
Hire qualified human resources to run production process

Product
Assigned nutritionist to maintain products quality

Conduct training to upgrade employee knowledge
Price
Promotion
Place
Make discount promotion to attract seller and large scale seller (reseller)
Published product to market by using electronic and printed media
Find suitable raw material supplier
Find event to promote and introduce product to market
In the second-three-month of establishment, Le Cocotier will find its market by finding

nearest event to introduce and promote the product to market while it starts hiring qualified
human resources to run production process, assigned nutritionist to maintain products quality,
105
and conduct training to upgrade employee knowledge. For the second three month, the product
is preferable to be distributed to customer with target age 12-20 years old with income Rp
500,000 and targeted region Surabaya and Sidoarjo.
Table 2. 30 Third-Three-Month Strategy
Product
Price
Develop marketing team to market and introduce Le Cocotier to customer

Do financial analysis in order to reduce expenses and improve profit
Promotion Published product through mass media

Place
Define best location to market product

Make a survey to determine best location of supplier, distributor, and retailer
In the third-three-month of establishment, Le Cocotier develop its marketing team to

market and introduce it to customer and do financial analysis in order to reduce expenses and
improve profit, while start publishing its product through mass media. For the third three month,
the product is preferable to be distributed to customer with target age 15-25 years old with
income Rp 1,000,000 with region Surabaya, Sidoarjo, and Malang.
Table 2. 31 Fourth-Three-Month Strategy
Product
Do monitoring, evaluation, and improvement to product
Price
Do financial analysis in order to reduce expenses and improve profit
Promotion
Spreading leaflet to houses to introduce product
Place
Define service level in market where product distributed

In the fourth-three-month of establishment, Le Cocotier should do monitoring,
evaluation, and improvement to product and do a financial analysis in order to reduce expenses
and improve profit, also spreading leaflet to houses as a mean of promoting and introducing
product along with defining its service level in market where product distributed. Thus for the
fourth three month, the product is then defined be distributed to customer with target age 21-30
years old with salary more than Rp 2,000,000 in a month and targeted region is urban areas
with the place used for the distribution is supermarket.
2.3.7.2 Long Term Marketing Strategy
In this subchapter, it will define the long term marketing strategy that will be
implemented by PT. Coco Indigene Indonesia in getting higher demand and well known Le
Cocotier in market. The long term marketing strategy will cover up the strategy used for 10
years ahead so that it will be well known and accepted by the market. The marketing strategy
can be seen as follow.
106
Table 2. 32 2nd year Long Term Marketing Strategy

Do monitoring, evaluation, and improvement to product based
Product
Price
Promotion
on the customer point of view regarding to the product

Make improvement on the production process of Le Cocotier
Rp 125,000,000
Make special promotion for wholesaler
Rp 35,000,000
Give special package for reseller
Rp 25,000,000
Make online promotion
Rp 60,000,000
Make door-to-door promotion
Rp 30,000,000
Spreading brochure
Rp 5,000,000
Website promotion
Rp 50,000,000
Make billboards promotion in several crowded point in East

Java
Place
Rp 250,000,000
Conduct survey on location, supplier, distributor, and retailer

determination in East Java
Total
Rp 450,000,000
Rp 35,000,000
Rp 1,065,000,000
In the 2nd year long term marketing strategy, PT. Coco Indigene Indonesia will have to
spend Rp 1,065,000,000 in order to do monitoring, make improvement to the product, make
special promotion for wholesaler, giving special package for reseller, make billboards
promotion in several crowded point in East Java, website promotion, and conduct survey on
location, supplier, distributor, and retailer in East Java.
Table 2. 33 3rd year Long Term Marketing Strategy
Do monitoring, evaluation, and improvement to product based on
the customer point of view regarding to the product
Product
Rp 250,000,000
Rp 125,000,000
Spreading questionnaire to customer regarding to the products Rp 500,000

performance to know which aspect to be improved
Price
Promotion
Rp 35,000,000
Rp 25,000,000
Rp 60,000,000
Make door-to-door promotion
Rp 30,000,000
Spreading brochure
Rp 5,000,000
Website promotion
Rp 50,000,000
Make billboards promotion in several crowded point in Jakarta

and West Java
Place

determination in West Java
Rp 500,000,000
Rp 35,000,000
107
Finding nearest event in order to promote product to the market

Total
Rp 15,000,000
Rp 1,130,000,000
In the 3rd year long term marketing strategy, PT. Coco Indigene Indonesia will have to
spend Rp 1,130,000,000 in order to find stand in several event in West Java, and to conduct
monitoring, evaluation and improvement regarding to the product. Also PT. Coco Indigene
Indonesia will spread questionnaire every three years in order to know how the products
performance in the market, whether it has fulfilled what customer required/asked/hoped for the
product or not.
Table 2. 34 4th year Long Term Marketing Strategy
Product
Price
Rp 125,000,000
Conduct training to improve employees quality
Rp 100,000,000
Rp 35,000,000
Rp 25,000,000
Rp 60,000,000
Make advertisement in local television channel
Rp 400,000,000
Promotion Make advertisement on radio
Rp 75,000,000
Do a website promotion and maintenance
Rp 70,000,000
Make billboards promotion in several crowded point in Surabaya
Rp 500,000,000

Place
Rp 250,000,000
determination in Central Java and Jogjakarta

Total
Rp 45,000,000
Rp 15,000,000
Rp 1,700,000,000
In the 4th year long term marketing strategy, PT. Coco Indigene Indonesia will have to
spend Rp 1,700,000,000 in order to do survey in Central Java and Jogjakarta, make online
promotion, website promotion and conducting website maintenance, make advertisement in
local television channel and radio, and to conduct monitoring, evaluation and improvement
regarding to the product. In the fourth year it also finding events to promote product.
Product
Price
Rp 250,000,000
Rp 125,000,000
Rp 35,000,000
Rp 25,000,000
108
Make a market survey to determine the products price either can

go higher or lower
Website promotion
Rp 50,000,000

Make billboard promotion in several crowded point in Sumatra
Place
Rp 2,000,000
determination in Sumatra
Total
Rp 75,000,000
Rp 950,000,000
Rp 75,000,000
Rp 15,000,000
Rp 2,002,000,000
spend Rp 2,002,000,000 in order to make online promotion, billboard promotion, and to
conduct monitoring, evaluation and improvement regarding to the product. By the 5 th year of
its establishment, the website of the company is made in order to help customer to know the
product better and to ease the promotion aspect.
Make innovation to product regarding to market and technology
development
Product
Price
BPOM certificate renewal
Rp 25,000,000
Finding unfulfilled demand data in oversea countries
Rp 20,000,000
Rp 35,000,000
Rp 25,000,000
Make a market survey to determine the products price either can

go higher or lower
Website promotion
Rp 2,000,000
Rp 50,000,000

Make billboards promotion in Kalimantan
Place
Rp 200,000,000
determination in overseas country

Total
Rp 75,000,000
Rp 900,000,000
Rp 75,000,000
Rp 15,000,000
Rp 1,347,000,000
spend Rp 1,347,000,000 in order to find nearest event to promote product, make website
promotion, BPOM certificate renewal, billboard promotion, and to conduct innovation to
product regarding to market and technology development.
109

Product
Price
Promotion
Place
development
Rp 200,000,000
Conduct training to improve and maintain employees quality
Rp 100,000,000
Rp 35,000,000
Rp 25,000,000
Website promotion
Rp 50,000,000
Make billboard in Singapore, Malaysia, Thailand, and Vietnam
Rp 1,000,000,000
Find international potential market
Rp 50,000,000
Finding nearest event overseas
Rp 70,000,000
Total
Rp 1,530,000,000
spend Rp 1,530,000,000 in order to make innovation to product regarding to market and
technology development, make special promotion, finding nearest event overseas, make
promotion overseas so that Le Cocotier can be known internationally. In its seventh year, PT.
Coco Indigene Indonesia start promoting and introducing its product to international market
and help fulfilling the demand that is insufficient.
Product
development
Price
Rp 35,000,000
Rp 25,000,000
Make billboards in Taiwan, Hongkong, Laos, Cambodia, and

Promotion India
Place
Rp 200,000,000
Rp 1,000,000,000
Website maintenance
Rp 35,000,000
Finding nearest international event
Rp 50,000,000
Total
Rp 1,345,000,000
technology development, make special promotion, give special package, make billboards in
several countries, website maintenance, and finding several nearest international event.
Product
development
Price
Rp 200,000,000
Rp 35,000,000
Rp 25,000,000
110
Promotion
Place
Make advertisement on international television channel
Rp 750,000,000
Make billboards promotion in Australia
Rp 850,000,000
Find potential market in ASEAN countries
Rp 75,000,000
Build stand in several events to introduce product
Rp 650,000,000
Total
Rp 2,585,000,000
technology development, make special promotion, make advertisement on international
television channel, make billboards promotion in Australias crowded point, finding several
potential market among ASEAN countries and build stand in several events to introduce
product.
development
Product
Price
Promotion
Place
Rp 200,000,000
Conduct training to improve and maintain employees quality
Rp 100,000,000
BPOM certificate renewal
Rp 25,000,000
Rp 35,000,000
Rp 25,000,000
Rp 60,000,000
Give special bundle package for special occasions/holiday
Rp 350,000,000
Find potential market in ASEAN countries
Rp 75,000,000
Build stand in several events to introduce product
Rp 650,000,000
Total
Rp 1,520,000,000
technology development, make special promotion, BPOM certificate renewal, give special
bundle package for special occasions/holiday in example Eid, Christmas, Chinese New Year,
etc., make online promotion, finding potential ASEAN market and build stand in several
international events.
2.4
Supply and Demand Analysis

Supply and demand analysis sub-chapter consists of demand forecasting analysis and
also market shares planning. This sub-chapter has the aim to describe industrial condition in the
future in case of production processes until at the phases of marketing and sales. Demand
forecasting analysis will result the total demand predicted from the market to the company,
111
which can be useful in production planning later. However, market share planning will help the
company in determining realistic requirements and production plans
2.4.1
Demand Forecasting Analysis

Demand forecasting has the aim in determining the production target of the company
in order to be able fulfilling the demand from the customer. If the company is able to fulfill the
whole demand from the customer in the market, the service level of the company can be
increased. In other hand, when the company was not be able to fulfill all the demand from the
customers in the market, there are some shortage costs which required to be paid by the
company regarding of the low level in their service levels. That is why; the demand forecasting
calculation is really important for the company in production process aspect. Steps in
conducting demand forecasting analysis can be seen at the following flowchart.
START
INPUT:
Historical
Demand Data
Demand Data Pattern

Evaluation
Demand Forecasting
Demand Forecasting
Evaluation (MSE,
MAD, MAPE)
OUTPUT:
Forecasted
Demand
END
Figure 2. 13 Forecasting Demand Process Flowchart
Demand forecasting is requiring historical demand data collection. From this historical
demand data the interpretation of demand in the future can be calculated. The results of
forecasting calculation cant be followed directly since there is any possibility of error in the
calculation process. It will require such analysis for the demand forecasting result to evaluate
whether the calculation can be used as the approximate demand in the future or not. Further
explanation can be seen at the following parts in this sub-chapter.
2.4.1.1 Historical Demand Data Collection
112
Since the proposed company has not been established yet, then there is not any
historical data which can be used by the company for the forecasting process. In this case, the
company can use the historical demand data from competitor company who offers the similar
products and also create an approach based on national data from statistical government
institution (Badan Pusat Statistik/BPS). As the data collected by PT. Coco Indigene Indonesia,
the historical demand data from the other competitor was not fulfill the requirements of data
required by the company, because the data had been updated until 2014. That is why; the
proposed company deciding to create an approach based on the statistical data from BPS.
Selected approach for historical demand data of PT. Coco Indigene Indonesia products
based on the selected market segment, which is urban residents with the monthly salary larger
than Rp2.000.000,00. The market segments selected for this approach are the segments that will
be used as the focus target of the company for the 10 years after the company was established.
The segments were selected, because the company thought there is a higher likelihood to offer
the products in urban area than in other areas. It can be so, regarding that knowledges of Nata
de Coco in urban areas are higher than in suburban or even rural areas. In addition it also has
the higher possibility in offering people with high salaries for the tertiary products like Nata de
Coco.
The data used in the approach of historical demand data is the statistical data of total
capita in urban area based on the amount of total expenses for goods in 2010-2014. This data
used because the data about the urban residents who have salary higher than Rp2.000.000,00
was not existed or collected by the previous survey. In this condition, the proposed company
sorted the data of total expenses from each capita in urban residents into 2 groups only, such as
urban residents with the total expenses in around Rp750.000,00-Rp999.999,00 for beverages
ingredients and ready to eat food and drinks, and also urban residents with the total expenses
more than Rp1.000.000,00 for beverages ingredients and ready to eat food and drinks. The data
selected based on the logic that the people with those total expenses only for beverages
ingredients and ready to eat food and drinks get the high possibility in having monthly salary
higher than Rp2.000.000,00. Sorted data based on those groups are can be seen at the following
table.
Table 2. 41 Total Urban Residents who Spent in Around Rp750.000,00 until more than
Rp1.000.000,00 for Food and Beverages Things each Month in 2010-2014
Year
Expenses
Rp750.000,00-Rp999.999,00
(People)
More than Rp1.000.000,00

(People)
TOTAL
(People)
2010
Beverages
Ingredients
95,463
110,790
206,253
113
Year
2011
2012
2013
2014
Expenses
Rp750.000,00-Rp999.999,00
(People)
More than Rp1.000.000,00

(People)
TOTAL
(People)
1,033,686
1,515,483
2,549,169
127,899
147,780
275,679
1,176,444
1,935,846
3,112,290
109,539
127,008
236,547
1,332,945
2,307,501
3,640,446
99,774
119,583
219,357
1,214,037
2,274,687
3,488,724
139,923
181,872
321,795
1,194,021
2,471,292
3,665,313
Ready to Eat Food

and Beverages
Beverages
Ingredients
Ready to Eat Food
and Beverages
Beverages
Ingredients
Ready to Eat Food
and Beverages
Beverages
Ingredients
Ready to Eat Food
and Beverages
Beverages
Ingredients
Ready to Eat Food
and Beverages
(BPS, 2015)
The historical demand data used for forecasting process of the company can by using
the data at the table above, regarding that the approach used is the selected market segments
and the table above is showing the amount of people who suitably with the segment
characteristics defined. Data used for the forecasting process later is the amount of total capita
from each goods groups. The goods types were not being summed in order to help the forecast
process later to determine the demand of the company in the next 10 years after establishment
for each variation, such as Nata de Coco drinks and Nata de Coco desserts. The data used for
the forecasting process can be seen at the following table.
Table 2. 42 Historical Demand Data Used for Forecasting
Goods Types
Nata de Coco Desserts

(Kilograms)
Nata de Coco Drinks

(Kilograms)
2010
206,253
2,549,169
2011
275,679
3,112,290
2012
236,547
3,640,446
2013
219,357
3,488,724
2014
321,795
3,665,313
Years
(BPS, 2015)
As can be seen at the table the total amount of capita which used as the historical
demand had not been changed from the raw data, but the difference of the historical demand
data used and the raw data is only at the title of column used. The beverage ingredients
mentioned before determined as the demand for Nata de Coco dessert, while other determined
as the demand for Nata de Coco drinks.
114
Regarding that the data used as the historical demand is using an approach, then the
number shown as the capita in historical demand data table above, assumed that each capita
who belongs to the segment target of PT. Coco Indigene Indonesia are desiring to have 1000gr
of Nata de Coco products in a year. In simply, the historical demand data above can be assumed
in kilograms units.
2.4.1.2 Demand Data Pattern Evaluation
Demand data pattern evaluation can be done by creating an autocorrelation graphic
from the historical demand data. Autocorrelation is a mathematical representation of the degree
of similarity between a given time series and lagged version of itself over successive time
intervals (Investopedia, 2015). Informally, it is the graph or method which used in order to
detect any similarities or influences between the previous data into the current data situation.
Autocorrelation can help detect the pattern of the data before it can be processed, especially for
the time series data.
Autocorrelation test is really important before conducting the forecasting process. This
evaluation can determine whether the data can be processed by using time series analysis or
not. If there is any correlation at the data, it means that the data can be divided into time series
data, while if there is not any correlation at the data, the method used is regression analysis.
Regarding that autocorrelation is violates the regression assumption that the error or residuals
at the data are random and independent, while in autocorrelation the error or residuals can also
being correlated.
Autocorrelation Function for Nata de Coco Dessert Demands
(with 5% significance limits for the autocorrelations)
1,0
Autocorrelation
0,8
0,6
0,4
0,2
0,0
-0,2
-0,4
-0,6
-0,8
-1,0
Lag
Figure 2. 14 Autocorrelation Graphic Results for Nata de Coco Dessert

Demands
115
Figure 2. 15 Autocorrelation Function Results from Minitab for Nata de

Coco Dessert Demands
Minitab software output above is the result from autocorrelation test using flavored
Nata de Coco historical demand data. From the output, it stated that the limitation used is 5%
or 0.05. That means the number used as the comparison are the values between -0.05 until 0.05.
The limitation itself will be used for the comparison with the ACF values. Each ACF value
from Minitab results, if it was lied between the limitation values, it means that there is not any
correlation for the lag with that ACF value.
Regarding that the results from Minitab software by using Nata de Coco dessert
historical demand data has varies of values, then each ACF value have to be tested whether it
lied in between -0.05 and 0.05 or not. From the result above, it can be seen that all the ACF
values from data were not lied in between -0.05 and 0.05. The ACF values of lag 1, lag 2, and
lag 4 from the results were lower than -0.05, while the ACF value of lag 3 was higher than 0,05.
It can be concluded that all the data can be determine has correlation. That is why; all the data
can be processed based on time series evaluation, not regression.
Autocorrelation Function for Nata de Coco Drink Demands
1,0
Autocorrelation
0,8
0,6
0,4
0,2
0,0
-0,2
-0,4
-0,6
-0,8
-1,0
Lag
Figure 2. 16 Autocorrelation Graphic Results for Nata de Coco Drink

Demands
116
Figure 2. 17 Autocorrelation Function Results from Minitab for Nata de

Coco Drink Demands
From the second result of autocorrelation evaluation, it can be seen that all the ACF
values were not lied in between -0.05 and 0.05 too. The ACF value from the Minitab result for
first lag was higher than 0.05, while ACF values for lag 2 until lag 4 were lower than -0.05.
That means all the historical demand data of Nata de Coco drink can be processed in forecasting,
because the autocorrelation test allow the data to be processed based on time series evaluation.
117
2.4.1.3 Demand Forecasting

In this subchapter, it will explain about the demand forecasting of the Nata de Coco
product. After the data got from the subsection above been made sure that there are correlation
between, next it will be used to forecast 12 years ahead starting from 2015-2026 based on the
data of 5 years historical data that have been stated in the subchapter before, but the data used
is only from 2017 until 2026 as in the first two years, the company is assumed still in the startup
phase. Demand forecasting is done by using trend analysis method that is differentiated to three
models such as linear, quadratic, and exponential growth. These forecasting methods is more
preferably used rather than Holt-Winters or Moving Average forecasting method because the
demand of the Nata de Coco itself is not affected by the season or weather. The forecasting is
done by using Minitab Software which is then the output is analyzed in order to find the best
model approach to forecast the demand where the demand is differentiated between Nata de
Coco Desserts and Nata de Coco Drinks. Output of Minitab Software of Nata de Coco
forecasting can be seen in the figure which divided into the following sub-parts.
Linear Trend Model
Trend Analysis Plot for Demand
Linear Trend Model
Yt = 199498 + 17476*t
500000
Variable
Actual
Fits
Forecasts
450000
Accuracy Measures
MAPE
12
MAD
30458
MSD
1154996567
400000
Demand
a.
350000
300000
250000
200000
2
8
10
Index
12
14
16
Figure 2. 18 Linear Trend Model of Desserts Nata de Coco
118
Quadratic Trend Model
b.

Yt = 243481 - 20224*t + 6283*t**2
1800000
Variable
Actual
Fits
Forecasts
1600000
1400000
A ccuracy Measures
MA PE
11
MA D
27945
MSD
1044453465
Demand
1200000
1000000
800000
600000
400000
200000
0
2
8
10
Index
12
14
16
Figure 2. 19 Quadratic Trend Model of Desserts Nata de Coco

c. Exponential Model
Growth Curve Model
Yt = 203873 * (1.0683**t)
Variable
Actual
Fits
Forecasts
600000
Accuracy Measures
MAPE
12
MAD
30175
MSD
1142412470
Demand
500000
400000
300000
200000
2
8
10
Index
12
14
16
Figure 2. 20 Exponential Trend Model of Desserts Nata de Coco
After the forecasting has been done using three model above, then the comparison of
accuracy measures of each model is done in order to know which trend strategy is best suit to
forecast the demand of the product. The accuracy measures comparison can be seen in the table
below.
Table 2. 43 Accuracy Measures Comparison
Linear
Quadratic
Exponential
MAPE
12
11
12
MAD
30,458
27,945
30,175
MSD
1,154,996,567
1,044,453,465
1,142,412,470
119
Based on the table above, it can be seen that the smallest error value is on Quadratic
Trend Model, the comparison of error value only using MAPE because the historical data used
is a large scale data, so it is best using MAPE as it is most sensitive. Thus, this model is best
suit used to forecast the demand of Desserts Le Cocotier product. The forecasting value of Le
Cocotier demand can be seen in the table below.
Table 2. 44 Nata de Coco Dessert Demand Forecasting
Year
Nata de Coco Dessert Demand

Forecast
2015
348,338
2016
409,797
2017
483,823
2018
570,415
2019
669,574
2020
781,300
2021
905,592
2022
1,042,450
2023
1,191,875
2024
1,353,867
2025
1,528,426
2026
1,715,550
The forecasting value of desserts Nata de Coco demand can be seen in the table above,
as the forecasting is done from 2015 until 2026 thus the first two year forecasting is ignored as
it is the startup phase of PT. Coco Indigene Indonesia. Also it can be seen that the demand keeps
increasing from year to year. The demand of desserts Nata de Coco in 2017 is 483,823
kilograms and it kept increasing until it reaches 1,715,550 kilograms in year 2026. Then, the
demand of Nata de Coco Drinks is also forecasted through three trends model, and the output
of Minitab Software of the trends can be seen in each following sub-parts.
120
a. Linear Trend Model

Linear Trend Model
Yt = 2508572 + 260872*t
7000000
Variable
Actual
Fits
Forecasts
Demand
6000000
Accuracy Measures
MAPE
5.34234E+00
MAD
1.72493E+05
MSD
4.06050E+10
5000000
4000000
3000000
2000000
2
8
10
Index
12
14
16
Figure 2. 21 Linear Trend Model of Nata de Coco Drinks

b. Quadratic Trend Model

Yt = 1782101 + 883562*t - 103782*t**2
5000000
Variable
A ctual
Fits
Forecasts
Demand
A ccuracy Measures
MA PE
2.30345E+00
MA D
8.06551E+04
MSD
1.04472E+10
-5000000
-10000000
-15000000
2
8
10
Index
12
14
16
Figure 2. 22 Quadratic Trend Model of Nata de Coco Drinks
121
c. Exponential Model

Yt = 1782101 + 883562*t - 103782*t**2
5000000
Variable
A ctual
Fits
Forecasts
Demand
A ccuracy Measures
MA PE
2.30345E+00
MA D
8.06551E+04
MSD
1.04472E+10
-5000000
-10000000
-15000000
2
8
10
Index
12
14
16
Figure 2. 23 Exponential Trend Model of Nata de Coco Drinks

Linear
Quadratic
Exponential
MAPE
5.34234E+00
2.30345E+00
5.83687E+00
MAD
1.72493E+05
8.06551E+04
1.90574E+05
MSD
4.06050E+10
1.04472E+10
4.80856E+10
is a large scale data, so it is best using MAPE as it is most sensitive. Thus, in forecasting Nata
de Coco Drinks, the model used is Linear Trend Model even though Quadratic Trend Model
has more smaller value, this is due to Quadratic Trend Model has negative value of forecasting,
thus this model is best suit used to forecast the demand of Le Cocotier Drinks product. The
forecasting value of Le Cocotier demand can be seen in the table below.
Table 2. 46 Nata de Coco Drink Demand Forecasting
Year
2015
Nata de Coco Drink Demands

Forecast
4,073,805
2016
4,334,677
2017
4,073,805
2018
4,334,677
2019
4,595,549
2020
4,856,422
2021
5,117,294
2022
5,378,166
2023
5,639,038
2024
5,899,910
122
Year
2025
Nata de Coco Drink Demands

Forecast
6,160,783
2026
6,421,655
The forecasting value of Nata de Coco drinks demand can be seen in the table above, as
the forecasting is done from 2015 until 2026 thus the first two year forecasting is ignored as it
is the startup phase of PT. Coco Indigene Indonesia. Based on the demand forecasting in the
table above, it can be seen that the demand is increasing from year to year. The demand of Nata
de Coco Drinks in 2017 is 4,595,549 kilograms and it kept increasing until it reaches 6,943,399
kilograms in year 2026.
2.4.2
Supply Forecasting Analysis

Beside demand forecasting results, the production process in a company will also
being influenced by the supply analysis. The production process only can be done by the
sufficient raw materials supplied in the company, then the supply analysis also required to be
conducted. Supply analysis will consist of data collection about the historical supply data of
main materials, then followed by data pattern evaluation and supply forecast. Supply forecast
as the result of this analysis can be used as the source of production planning strategy in the
company.
2.4.2.1 Historical Supply Data Collection
PT. Coco Indigene Indonesia is an Indonesia company who produce Nata de Coco,
requiring coconut fruits as the main materials for the production process. That makes in supply
analysis, the historical supply data used is the data about coconut production in Indonesia. The
coconut production from Indonesian residents plantation data which had been collected by BPS
as can be seen at the following table.
Table 2. 47 Coconut Production from Indonesian Plantation
each Year in 2010-2014
Years
Coconut
Production
(1000 ton)
2010
3,181.6
2011
3,126.4
2012
3,132.8
2013
3,148.8
2014
3,187.7
(BPS, 2015)
In the production process of Nata de Coco, the parts of coconut fruits which used is
only its water inside the fruit. For each coconut, the weight of the fruit was influenced by shells
123
for about 12-13%, then coconut fibers in range of 32-35%, coconut water for 19-25%, and also
coconut meats for about 28-35% of the whole coconut weight (Wahyudi, 2003). According to
this statement, the total coconut water supply can be determined by multiplying the coconut
supply weight with the median percentage of the coconut water percentage, which is 22% to
estimate the coconut water supply in 2010-2014 as can be seen at the following table.
Table 2. 48 Coconut Water Supply Estimation from Indonesia
Plantation in 2010-2014
Years
Coconut Water
(1000,000Litres)
2010
2011
2012
2013
2014
699.952
687.808
689.216
692.736
701.294
Calculation example of the coconut water estimation from Indonesia Plantation in

2010-2014 can be seen below.
= (19 25%) 3,181.6
= 22% 3,181.6
= 699.952
2.4.2.2 Supply Data Pattern Evaluation

Similar with the historical demand data, the supply demand data collected also
required to be evaluated to determine whether the data is time series or not. This evaluation also
has the aim to define the suitable method for the forecasting later. The evaluation of the
historical supply of coconut water can be seen at the following graph.
Autocorrelation Function for Coconut Water Supply
1,0
Autocorrelation
0,8
0,6
0,4
0,2
0,0
-0,2
-0,4
-0,6
-0,8
-1,0
Lag
Figure 2. 24 Autocorrelation Graph for Coconut Water Supply
124
Figure 2. 25 Autocorrelation Function Results from Minitab for Coconut Water Supply
By using the same limitation in evaluating the pattern of coconut water supply, which
is 5% or using the limits between -0.05 until 0.05. It can be seen that all the ACF values result
from Minitab by using coconut water supply data were also beyond the limit even though the
first lag was get the value which only slightly lower than the limit. It can be concluded that the
historical supply data of coconut water can be grouped into time series data and can be
forecasted not using regression methods.
2.4.2.3 Supply Forecasting
In this subchapter, it will explain about the supply forecasting of coconut water supply
in Indonesia that is used for producing Nata de Coco. The data is got from Badan Pusat Statistik
from the past 5 years to forecast the supply in 12 years ahead but the forecasting will be used
is only from 2017 until 2026 as in the first two years, the company is assumed still in the startup
phase. Supply forecasting is done by using trend analysis method that is differentiated into three
models such as linear, quadratic, and exponential growth. These forecasting methods were used
rather than Holt-Winters because the supply of coconut water itself is not affected by the season
or weather. The forecasting is done by using Minitab Software which is then the output is
analyzed in order to find the best model approach to forecast the supply. The output from the
Minitab Software of supply forecasting can be seen in figure below.
125
a.
Linear Trend Model

Linear Trend Model
Yt = 691.92 + 0.761*t
705
Variable
Actual
Fits
Forecasts
Accuracy Measures
MAPE
0.7394
MAD
5.1374
MSD
29.0915
Demand
700
695
690
10
Index
12
14
16
Figure 2. 26 Linear Trend Model of Nata de Coco Supply
b.

Yt = 713.68 - 17.89*t + 3.108*t**2
Variable
Actual
Fits
Forecasts
1300
1200
Accuracy
MAPE
MAD
MSD
Demand
1100
1000
Measures
0.18320
1.26795
2.03943
900
800
700
2
10
Index
12
14
16
Figure 2. 27 Quadratic Trend Model of Nata de Coco Supply
Exponential Model
Growth Curve Model
Yt = 691.899 * (1.00110**t)
Variable
Actual
Fits
Forecasts
705
Accuracy Measures
MAPE
0.7387
MAD
5.1326
MSD
29.0846
700
Demand
c.
695
690
10
Index
12
14
16
Figure 2. 28 Linear Trend Model of Nata de Coco Supply
126
After the forecasting has been done using three models above, then the comparison of
accuracy measures of each model is done in order to know which trend strategy is best suit to
forecast the supply of the product. The accuracy measures comparison can be seen in the table
below.
Linear
Quadratic
Exponential
MAPE
0.7394
0.18320
0.7387
MAD
5.1374
1.26795
5.1326
MSD
29.0915
2.03943
29.0846
is a large scale data, so it is best using MAPE as it is most sensitive. Thus, this model is best
suit used to forecast the supply of Le Cocotier product. The forecasting value of Le Cocotier
supply can be seen in the table below, as the forecasting is done from 2015 until 2026 thus the
first two year forecasting is ignored as it is the startup phase of PT. Coco Indigene Indonesia.
Table 2. 50 Coconut Water Supply Forecasting
Years
Coconut Water Supply

Forecast (1000,000 Litres)
2015
718.24
2016
740.76
2017
718.24
2018
740.76
2019
769.5
2020
804.45
2021
845.62
2022
893.00
2023
946.61
2024
1,006.43
2025
1,072.46
2026
1,144.71
2.4.2.4 PT. Coco Indigene Indonesia Supply Analysis

Based on the demand and supply forecasting as explained in the previous sub chapters,
the analysis of the production planning strategy can be developed. The summary of total
demand forecasted, coconut water required for the production in fulfilling the demand, and also
the coconut water supply from the country can be seen at the following table.
127
Table 2. 51 Summary of Demands, Coconut Water Required and the Supplies in 2017-2026
Year
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Nata de Coco
Dessert
Demands
(Kilograms)
348,338
409,797
483,823
570,415
669,574
7,813
905,592
1,042,450
1,191,875
1,353,867
Nata de Coco
Drink Demands
(Kilograms)
Total Demands
(Kilograms)
Coconut Water
Required
(Litres)
Coconut Water
Supply Forecast
(Litres)
4,073,805
4,334,677
4,595,549
4,856,422
5,117,294
5,378,166
5,639,038
5,899,910
6,160,783
6,421,655
4,422,143
4,744,474
5,079,372
5,426,837
5,786,868
5,385,979
6,544,630
6,942,360
7,352,658
7,775,522
6,700,216.667
7,188,596.97
7,696,018.182
8,222,480.303
8,767,981.818
8,160,574.242
9,916,106.061
10,518,727.27
11,140,390.91
11,781,093.94
718,240,000
740,760,000
769,500,000
804,450,000
845,620,000
893,000,000
946,610,000
1,006,430,000
1,072,460,000
1,144,710,000
According to the practicum report which had done by Biology Department of

Mathematic and Natural Sciences Faculty in Hassanudin University, each 500 ml of coconut
water is able to produce 330 grams of Nata de Coco in 10 days required for fermentation
process. That means, for each 1000 ml or grams of coconut water can produce 660 grams Nata
de Coco. By considering this statement, example calculation of coconut water required for 2017
is can be seen at the formulation below.
(2017) =
(2017) =
()
0,66 ()
4,422,143
0,66
(2017) = 6,700,216.667 Litres

Based on the calculation which had been summarized in the table above, it can be
concluded that coconut water supplies from Indonesia in 2017-2026 able to fulfill all the
demands of PT. Coco Indigene Indonesia. From the table, it can be seen that all the requirements
number of coconut water for the production is only the few parts of the coconut water
production in Indonesia. That means, the production process of Nata de Coco products in PT.
Coco Indigene Indonesia can be done smoothly without any supply troubles in case of coconut
water until 2026 based on forecasting data.
2.4.3
Market Share Planning

Market share is the percentage of an industry or market`s total sales that is earned by
a particular company over a specified time period (Investopedia, n.d.). The percentage gives
the general idea of the size of a company towards its market and its competitors. It can be a sign
of the relative competitiveness of the company`s product or service therefore investors tend
look at market share increases and decreases delicately. A company who maintain its market
share is growing revenues at the same rate as the total market for a product grows. This company
128
is capable to growing its revenues faster than its competitors. Companies are looking for
expanding their market share to achieve greater level in its operations and improve its
profitability by appealing to larger demographics, lowering price, or through advertising. A
higher market share usually means greater sales, lesser effort to sell more and a strong barrier
to entry for other competitors. A higher market share also means that if the market expands, the
leader gains more than the others (The Economic Times, n.d.).
In the product life cycle, Le Cocotier as the new product is still in introduction and
growth phase, thus it is necessary to follow the market trend at least the one that is own by its
competitor. Market share planning needs to be managed well to support the company in
deciding the needs for production plan. The steps for conducting market share planning started
with analyzing the competitors based on the segmented market that is determined in previous
chapter. The next step is calculating the market share percentage own by competitors and the
target of market share percentage from the proposed company in the first year. The calculation
is continued until the next 10 years to know the target of market share percentage from the
proposed company.
Figure 2. 29 Market Share Planning Determination Flowchart
129
2.3.3.1 Competitor Analysis

Market share for PT. Coco Indigene can be identified by analyzing the market share
from the competitors. The competitors that`s going to be analyzed is come from the similar and
superior competitors which has high market share in Indonesia.. There PT. Kara Santan
Pertama, PT. Keong Nusantara Abadi, and PT. Sinar Mas. Even though there are some more
companies producing Nata de Coco, but these three companies are better recognized in the
market and have higher availability than the others. Therefore the competitor analysis used to
determine PT. Coco Indigene market share done by comparing these three companies. All of
the companies are producing consumer goods made from the derivatives product of coconut,
especially the water to produce Nata de Coco. The market share percentage of competitor is
used to distinguish the opportunity of PT. Coco Indigene in reaching the market share in
Indonesia. Each competitor has its own and different percentage based on the reached market
segmentation.
1.

Established in 1991, PT. Kara Santan Pertama was once a branch from PT. Sambu
Group and only distributed the products from the company that was Kara Santan. But since
1995, PT. Kara Santan Pertama moved to become the main producer of ready to drink beverages
that made from coconut water Kara Sari Coco and cooking spices Sun Kara Merica. The
market target of this company is to be excellent in Nata de Coco and coconut squeezed product.
The market orientation of this company is local and export. Some product variations like in
colored cup are exported to Malaysia, Hongkong and Netherland. They do not produce this type
in Indonesia because it`s not suitable with the people preferences. For Indonesia market, they
only produce Nata de Coco with flavors lychee, cocopandan, and vanilla that packed in pillow
bag.
2.
PT. Keong Nusantara Abadi

Established in 1984, PT. Keong Nusantara Abadi produced escargot to be exported
outside Indonesia. As the time went by, the company started to produce Nata de Coco with
brand name Wong Coco. The company is the first producer of Nata de Coco and the first to
market it in modern package of food and beverages products. Wong Coco is made from the best
selected coconut water with no cholesterol contain, 100% using natural sugar, and using high
and hygiene technology. The brand is well recognized as the brand that truly concern on health
matter and trusted by its customers. Production capacity from PT. Keong Nusantara Abadi is
quite high to support the increasing demand, especially when it comes to Ramadhan month.
130
Wong Coco now has become the market leader of Nata de Coco and the biggest export is to
Japan.
3.
PT. Niramas Utama

Established in 1990, the founders of INACO have focused on producing quality Nata
de Coco and consistently developing different variants of mini jelly, mini pudding and
puree. The business was started when several young enterpreuners from indonesia accepted
the challanges from japanese and taiwaneese bussines enterprises to supply coconut gel (Nata
de Coco) as both countries were in the midle of enermous demands of healthy foods and
beverages. The objective was clearly to provide nutritious food for Indonesian children, while
at the same time building a solid foundation and forces to be the market leader in the industry.
In 2000, again the company went ahead with the launching of functional jelly product, famously
named YOGJELL that contained prebiotic in its servings. Dedication to excellence has been
the major consideration for PT. Niramas Utama to seek advancements in every way possible,
either in running the company, developments of its human resources, state of the art facilities
or creation of quality and healthy products. But most of all, the whole entity has an embodied
mission, to serve the well-deserved customers, superior produtcs and services. PT Niramas
Utama always consistent with the assurance quality of its manufactured products (Inaco Food,
n.d.). For the local sales, the company distributes its products in national scale with multi
distributor system (5 branches and 24 local distributors). For the export sales, the company
distributes its products to Japan, Canada, USA, Hongkong, Philiphine, Taiwan, Singapore,
Australia and India (Supra Group, n.d.).
The information from each competitor above supports the analysis of market share for
PT. Coco Indigene. Mostly, all competitors not only produce Nata de Coco only, they also have
another product like Aloe Vera. But however their focusing industry is to produce and sell Nata
de Coco products. The market for Nata de Coco itself is not only high in local market
(Indonesia) but also high from outside Indonesia. This can be identified from the export
activities done by competitors. All competitors have exported their products outside Indonesia.
Table 2. 52 Analysis of Competitor Comparison
No
Comparison
Affordable
price
Promotion
Kara Santan
Pertama
Rp 14.400,00 per
1000gr
Keong Nusantara
Abadi
Rp 13.350,00 per
1000gr
Rp 11.000,00 per
1000gr
Used to frequently
put advertisement
on television, but
recently its rare to
find it again. The
website is not
Frequently put
advertisements on
billboard,
television,
magazine,
newspaper and
Frequently put
advertisement on
television and
open up booth in
some events. The
website is
Niramas Utama
Coco Indigene
Indonesia
Rp14.000,00
Rp15.000,00 per
1000gr
Not yet made any
advertisement or
website
131
No
3
4
Comparison
Customers
Loyalty
Products
quality
Products
Variation
Kara Santan
Pertama
functioned
properly
Low
Emphasize on the
freshness and the
good taste of Nata
de Coco, not
emphasize on the
nutritional value
and not yet
concern about the
eco-friendly aspect
Nata de Coco
variation is in
pillow bag,
standing pouch,
and cup packaging
design with 5
different flavors.
The other products
is coconut milk.
Keong Nusantara
Abadi
open up booth in
some events. The
website is
informative and
easily accessed
High
Emphasize on the
freshness, the good
taste and high
nutritional value
Nata de Coco.
Concern on ecofriendly aspect in
its packaging
material
Nata de Coco
variations is in
cup, can, plastic
pouch, plastic
pillow and bucket
packaging design
with 6 different
flavors. The other
products is Aloe
Vera, palm fruit,
canned beverages,
ice bonbon & fruit
juice stick, jelly,
escargots, sweet &
baby corn,
Coco Indigene
Indonesia
Niramas Utama
informative and
easily accessed
High
Not yet determined
Emphasize on the
quality, taste,
flavor and
convenience of
Nata de Coco.
Concern on
nutritional value
and hygiene
factors
Nata de Coco
variations is in
cup, bucket, and
plastic bag
packaging design
with 5 different
flavors. The other
products is jelly,
pudding, Aloe
Vera and nata
drink.
Emphasize on the
freshness, the good
taste and the
nutritional value of
Nata de Coco.
Concern on ecofriendly aspect in
its packaging
material
Nata de Coco
variations is in
cup, bottle, plastic
bag and bucket
packaging design
with 2 different
flavors. There is
no other product
except Nata de
Coco
2.3.3.2 Market Share Determination

Market share percentage represents each competitor value in the whole market of Nata
de Coco. It is used to distinguish the opportunity for PT. Coco Indigene to determine its
targeting market share and define the strategy for reaching that. Competitor that has higher
domination in the market is Keong Abadi Nusantara. It has high variety of Nata de Coco
products and other products also like jelly and aloevera. It also has been established for quite a
long time and keeps promoting their products on television or magazine. The company also
gets the awards as the Superbrand in 2012 and 2014. Currently the company also nominated as
the Superbrand of Packaged Food Fruits & Vegetable 2015 (Superbrands, (n.d.)).
Table 2. 53 Attribute and Importance Value
No
Attribute
Importance Value
Weight (W=I/total)
1
2
3
4
5
Affordable price
Promotion
Customers Loyalty
Products quality
Products Variation
Total
4
4
3
4
3
18
0.22
0.22
0.17
0.22
0.17
1
132
No
Attribute
Importance Value
Weight (W=I/total)
Notes
Less important
Quite important
Important
Very important
1:
2:
3:
4:
Calculating market share can be done by examining the company`s total sales,
revenues or productions divided by the total sales, revenues or productions of Nata de Coco in
Indonesia. The data about sales, revenues or productions from each competitor are required to
support the market share calculation. But unfortunately those data are difficult to find and has
not yet existed in the internet. There is no data that can support the determination of market
share. The quantitative data found on the internet cannot represent market share value and thus
another approach is used to determine the market share.
Attribute of market share is used as the approach to determine the value of market
share from each competitor. The attributes define the factors that affect the market share value
of a company in the competitiveness market. The score for importance value is given based on
the group discussion and subjectivity of the team members considering the condition and
capabilities of each competitor in the market. Thus these attributes can be analyzed for each
competitor to define how many market share percentage they have in the market.
Table 2. 54 Scoring for Each Competitors to Determine Market Share Value
N
o
Attribute
Impor
tance
Value
Weight
Kara Santan
Pertama
Keong
Nusantara
Abadi
Niramas
Utama
Other
companies
Rating
Score
Rating
Score
Rating
Score
Ratin
g
Score
Affordabl
e price
0.22
0.44
0.66
0.88
0.66
Promotion
0.22
0.44
0.88
0.66
0.22
0.17
0.34
0.68
0.51
0.17
0.22
0.66
0.88
0.88
0.22
0.17
0.34
0.68
0.51
0.17
18
3.44
1.58
3
4
5
Customer
s Loyalty
Products
quality
Products
Variation
Total
2.22
Maximum
Score
3.78
11.02
Market Share Estimation
20.1%
34.4%
31.2%
14.3%
Notes:
1: Considerably weaker
2: Slightly weaker
3: Slightly stronger
133
4: Considerably stronger
Table 2.54 shows the market share estimation from each competitor. The result is
obtained from the calculation which is shown in the following:
Maximum Score = Score of all competitors
= 2.22 + 3.78 + 3.44 + 1.58
= 11.02
Market Share Estimation =
Score Company
Max Score
2.22
Market Share Estimation PT. Kara Santan Pertama = 11.02 x 100% = 20.1%
The score given in every attributes from each company is considering the competitor
analysis in previous subchapter. Even though the score is given subjectively, but the score is
still given based on the factual information. For instance, in the affordable price attribute,
Niramas Utama has the highest score because the company sells their products in cheapest price
than the other competitors. And then there is Keong Nusantara Abadi that sell their products in
more expensive price. Since this company has become the market leader for Nata de Coco, thus
the other small companies tend to set their price following this company. Therefore they have
the same score that is 3 for affordable price attribute. Kara Santan Pertama has slightly more
expensive products than the other competitors, therefore score given to the company is 2 which
is indicate that they are slightly weaker for this factor.
Table 2. 55 Market Share Percentage Summary of Nata de Coco Companies
No
1
2
3
4
Company
PT. Keong Abadi Nusantara
PT. Niramas Utama
Other companies
TOTAL
Market Share Percentage

20.1%
34.4%
31.2%
14.3%
100%
Table 2.55 above shows the summary of the market share percentage owned by the
competitors. The highest percentage is owned by PT. Keong Abadi Nusantara as the market
leader in Nata de Coco industry with 34.4% market share. The company has become the centre
of orientation for other competitors, whether to be copied, chased or avoided. The second is
owned by PT. Niramas Utama as the market challenger with 31.2% market share. The
difference of market share percentage between these two companies is not that much because
they are always try to make the innovative products and promote their products intensively in
the market. Both of their products are also easily found in the market which means they concern
on ensuring their products has high availability in the market. While PT. Kara Santan Pertama
134
owns 20.1% market share. As the similar competitor of Coco Indigene Indonesia, the market
share for the proposed company is following the percentage owned by Kara Santan Pertama.
Later on when the company has established and started the production, the improvement made
should be oriented to the market share owned by similar competitor in order to grab their market
share. The last proportion is owned by other companies with 14.3% percentage. The other
companies in here are other small companies such as small medium enterprise who do not have
high productivity.

Other PT. Kara Santan
companies Pertama
14%
20%
PT. Niramas
Utama
31%

PT. Keong Abadi

Nusantara
35%
PT. Niramas Utama

Other companies
Figure 2. 30 Existing Market Share Percentage

The method of using attribute approach is able to define the market share of each competitor.
But this approach cannot identify the empty market share that the proposed company can grab. Therefore
the market share of proposed company is determined by taking half portion of market share owned by
similar competitor that is Kara Santan Pertama and half portion of market share owned by other
companies. So that the targeting market share of Coco Indigene Indonesia for the next 10 years will be
17%. This decision is taken from considering that the other companies are mostly inferior company so
that its more visible to grab their market share during the early establishment. Later on the company will
grab 10% of Kara Santan Pertama market share as the products are similar to the proposed company so
that the company competes to grab the market share from its similar competitor. The company does not
grab the whole market share from other companies nor from Kara Santan Pertama. This is because Nata
de Coco itself still becomes an interesting business activity for small medium enterprises in Indonesia.
Especially with the support from government towards these SMEs, then they will still have contribution
for Nata de Coco production in Indonesia. It is also not visible for Coco Indigene Indonesia to grab the
whole market of its similar competitor knowing that they have quite high market share so that it is not
visible to grab its whole market share during the next 10 years. The proposed company is not considering
grabbing its superior competitors market share because they are becomes market leader for Nata de
Coco industry Indonesia so they are more resistant to the approaching of new competitors. Those two
competitors were also had the customers with high loyalty to the companies, regarding many certificates
135
which they had and also they had been long enough of times promoting their product in the market.
Therefore the targeting market share of Coco Indigene Indonesia is shown in below diagram:

PT. Coco
PT. Kara Santan
Indigene Pertama
Indonesia 10%
Other companies
17%
PT. Keong Abadi
7%
Nusantara
35%
PT. Niramas
Utama
31%

PT. Niramas Utama
Other companies
PT. Coco Indigene Indonesia
Figure 2. 31 Targeting Market Share Percentage of PT. Coco Indigene Indonesia
2.3.3.1 Target Market Forecasting of Le Cocotier Beverages and Le Cocotier Dessert

Market share of PT. Coco Indigene Indonesia hoped will increase every year, in order
to achieve its vision, which is to be an Indonesians world class beverages and dessert company
by making high quality coconut products and employees committed to excellence in sales and
customer satisfaction. Based on that vision, the target market of PT. Coco Indigene Indonesia
includes the ASEAN countries. It is also supported by AFTA agreement on 2015 that allows
every country in ASEAN to export or import goods with 0-5% tariff cost reduction, and other
quantitative restriction elimination (Departemen Keuangan Republik Indonesia, n.d.).
Table 2. 56 Market Share Percentage Estimation
Years
Target
Number of
Area
% Market Share
Estimation
2017
East Java
3.00%
2018
East Java, Jakarta and West Java
5.00%
2019
East Java, Jakarta, West Java, Central Java, and Jogjakarta

East Java, Jakarta, West Java, Central Java, Jogjakarta, and
Sumatera
East Java, Jakarta, West Java, Central Java, Jogjakarta,
Sumatera, and Kalimantan
Sumatera, Kalimantan, Singapore, Malaysia, Thailand, and
Vietnam
Sumatera, Kalimantan, Singapore, Malaysia , Thailand,
Vietnam, Taiwan, Hongkong, Laos, Cambodia
Sumatera, Kalimantan, Singapore, Malaysia, Thailand,
Vietnam, Taiwan, Hongkong, Laos, Cambodia
7.00%
8.00%
10.00%
11
14.00%
15
16%
15
16%
2020
2021
2022
2023
2024
136
Years
2025
2026
Target
Vietnam, Taiwan, Hongkong, Laos, Cambodia, and
Australia
Vietnam, Taiwan, Hongkong, Laos, Cambodia, and
Australia
Number of
Area
% Market Share
Estimation
16
17%
16
17%
Table 2.57 above shows the target market of Le Cocotier products that PT. Coco
Indigene Indonesia want to achieve. On 2016, there is no a production process caused by the
companys preparation to start-up the business. 2017 becomes the first year of product launch.
Based on the long term marketing strategy on the chapter 2.3.7.2, this second year only focused
on East Java, by doing various promotion activities. 3% target market share is suitable
considering as a starting company which aimed on middle to high customer that marketed on
urban area, the product attributes are good enough to give a good impression to the customers.
On the following year, which is 2018 the markets are expand to West Java to sell its product
5% of total Nata de Coco products. Then, in 2019 Le Cocotier will reach surroundings West
and Central Java with 7% market share. The market priority of Le Cocotier products for the
first time is on Java Island. But, on 2020 and 2021 it also targets Sumatera and Kalimantan to
sell the product, with market share percentage 8% and 10%. The expanding of marketing is also
influence the market share, because the products will be known more by the customers. 2022
is the first time of Le Cocotier products introduced to international market. The first attempt
countries are Singapore, Malaysia, Thailand, and Vietnam. Those countries are chosen from
the location that are close to Indonesia. The targeted market share is 14%. The increasing is
quite significant besides it is already reach international market, the domestic customers also
starting to increase and stable. 2023 and 2024 market location expanded to Hong Kong, Laos,
and Cambodia, with market share target 16%. After all of the ASEAN countries already know
the Le Cocotier products, in 2025 and 2026 it is also expanded to Australia with 17% of market
share in 2025 and 2026.
137
Figure 2. 32 Product Proportion
The next step is determining the production target that should be achieved by the
company. Before that, proportion of each Le Cocotier products should be determined by
breaking down the product into each types, which shown on the figure above. Le Cocotier
product are divided into two types, dessert and ready to drinks Nata de Coco. Drinks Nata de
Coco is produced more than dessert Nata de Coco based on the quantitative data go. On the
second level, each dessert and drinks are divided into the packaging types, pillow pack and
bucket for dessert with proportion 0.5 each from the whole dessert, cup and bottle for drinks
also 0.5 from drinks proportion. After that, every packaging type then divided again into several
flavors. Based on the questionnaires result, 0.84 respondents choose original (coconut) flavor
and the rest choose lychee. Thus, bottle and cup are divided into lychee and original, while
dessert types only original flavor.
Market demand of Le Cocotier products is affected by two factors, which are the
demand forecast and market share percentage. The result will show the number of products that
should be produced by the PT. Coco Indigene Indonesia, which is got by multiplying the
138
demand forecast with market share percentages. Soon, this data will be used to determine daily,
monthly, or yearly production target that PT. Coco Indigene Indonesia should achieves. The
proportion between Nata de Coco crinks and desserts are grouped based on the expenses that
already explained on the previous subchapter. Using the market share estimation, the yearly,
monthly, and daily can be obtained. The calculation of production target is presents below:
Table 2. 57 Le Cocotier Types Production Target (in mL)
Nata de Coco
Nata de Coco
Years Dessert Demands Drinks Demands
(Kilograms)
(Kilograms)
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
348,338
409,797
483,823
570,415
669,574
781,300
905,592
1,042,450
1,191,875
1,353,867
4,073,805
4,334,677
4,595,549
4,856,422
5,117,294
5,378,166
5,639,038
5,899,910
6,160,783
6,421,655
% Market Share
Estimation
Yearly
Dessert in mL
3%
5%
7%
8%
10%
14%
16%
16%
17%
17%
Monthly
Drink in mL
10,450.14
20,489.85
33,867.61
45,633.20
66,957.40
109,382.00
144,894.72
166,792.00
202,618.75
230,157.39
122,214.15
216,733.85
321,688.43
388,513.76
511,729.40
752,943.24
902,246.08
943,985.60
1,047,333.11
1,091,681.35
Dessert
Daily
Drinks
870.85
1,707.49
2,822.30
3,802.77
5,579.78
9,115.17
12,074.56
13,899.33
16,884.90
19,179.78
10,184.51
18,061.15
26,807.37
32,376.15
42,644.12
62,745.27
75,187.17
78,665.47
87,277.76
90,973.45
Dessert
29.03
56.92
94.08
126.76
185.99
303.84
402.49
463.31
562.83
639.33
Drinks
339.48
602.04
893.58
1,079.20
1,421.47
2,091.51
2,506.24
2,622.18
2,909.26
3,032.45
Table 2. 58 Le Cocotier Packaging Types Production Target (in mL)

Yearly
Years
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Dessert (Original)
Pillow (0.5)
Bucket (0.5)
5,225.07
10,244.93
16,933.81
22,816.60
33,478.70
54,691.00
72,447.36
83,396.00
101,309.38
115,078.70
5,225.07
10,244.93
16,933.81
22,816.60
33,478.70
54,691.00
72,447.36
83,396.00
101,309.38
115,078.70
Cup (0.5)
Drinks
Bottle (0.5)
61,107.08
108,366.93
160,844.22
194,256.88
255,864.70
376,471.62
451,123.04
471,992.80
523,666.56
545,840.68
61,107.08
108,366.93
160,844.22
194,256.88
255,864.70
376,471.62
451,123.04
471,992.80
523,666.56
545,840.68
139
Table 2. 59 Le Cocotier Packaging Types Production Target (in mL)

Years
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Yearly Drinks Production

Monthly Drinks Production
Cup (kg)
Bottle (kg)
Cup (kg)
Bottle (kg)
Original (0.84) Lychee (0.16) Original (0.84) Lychee (0.16) Original (0.84) Lychee (0.16) Original (0.84) Lychee (0.16)
51,329.94
91,028.22
135,109.14
163,175.78
214,926.35
316,236.16
378,943.35
396,473.95
439,879.91
458,506.17
9,777
17,339
25,735
31,081
40,938
60,235
72,180
75,519
83,787
87,335
51,330
91,028
135,109
163,176
214,926
316,236
378,943
396,474
439,880
458,506
9,777
17,339
25,735
31,081
40,938
60,235
72,180
75,519
83,787
87,335
4,277.50
7,585.68
11,259.10
13,597.98
17,910.53
26,353.01
31,578.61
33,039.50
36,656.66
38,208.85
814.76
1,444.89
2,144.59
2,590.09
3,411.53
5,019.62
6,014.97
6,293.24
6,982.22
7,277.88
4,277.50
7,585.68
11,259.10
13,597.98
17,910.53
26,353.01
31,578.61
33,039.50
36,656.66
38,208.85
814.76
1,444.89
2,144.59
2,590.09
3,411.53
5,019.62
6,014.97
6,293.24
6,982.22
7,277.88
Daily Drinks Production

Cup (kg)
Bottle (kg)
Original (0.84) Lychee (0.16) Original (0.84) Lychee (0.16)
142.58
252.86
375.30
453.27
597.02
878.43
1,052.62
1,101.32
1,221.89
1,273.63
27.16
48.16
71.49
86.34
113.72
167.32
200.50
209.77
232.74
242.60
142.58
252.86
375.30
453.27
597.02
878.43
1,052.62
1,101.32
1,221.89
1,273.63
27.16
48.16
71.49
86.34
113.72
167.32
200.50
209.77
232.74
242.60
Figure above shows the calculation of production target of PT. Coco Indigene Indonesia. First, the market share proportion between dessert
nd drinks products should be determined. Based on the figure 2.31 above, dessert proportion is 0.38, while drinks proportion is 0.62. Thus, it is
calculated as:
= 2017 2017
= 3% x 348.338
= 10.450 kg
= 2017
= 0.5 x 10.450
= 5.225,07 kg
Dessert product, both of pillow or bucket only offered in original flavor, while drinks product offered in two types of packaging. Based on
the production target table above, it can be seen that the increasing of yearly demand causing the production target also increases. The production
target of each product variation divided based on the product proportion considering the customer preference from questionnaire and existing data
which got from BPS.
140
MODULE 3
PRODUCTION PROCESS DESIGN
This third module will focus on the production process design,

including manufacturing process analysis, manufacturing system
analysis, and material handling and Layout Planning Analysis.
Explanation of each subchapter will be explain further in this
module.
141
This page intentionally left blank
142
CHAPTER III
PRODUCTION PROCESS DESIGN
This third module will focus on the production process design, including manufacturing
process analysis, manufacturing system analysis, and material handling and Layout Planning
Analysis. Explanation of each subchapter will be explain further in this module.
3.1
Manufacturing Process Analysis

This sub-chapter will explain about the production process analysis for PT. Coco
Indigene Indonesia products. The procedures which followed by the proposed company in
analyze the manufacturing process can be seen at the following flowchart.
START
Product
Components
Identification
Markets
Survey
BOM Tree and

BOM Table
Production Flows
Definition
Production
Methods
Definition
Production Process
Determination
Production
Machines
Determination
Parallel and Series

Production
Division
Operators
Definition
Production Time
Calculation
Operation Process
Charts
Production
Routing
Assembly
Routing
Energy
Requirements
Estimation
END
Figure 3. 1 Manufacturing Process Identification Flowchart
At the first analysis phase, the proposed company required to identify the products
component based on market survey for the similar products with the designed concepts. The
products component required to be identified in Bill of Materials (BOM) tree before
determining the production process of each component.
When the products component had been determined, then the flow of production
process can be estimated to plan the production flow later in the industry. After that, the
determination of production method also required to be defined to make the detailed plans for
143
the industry. The next phase after determining the production method for each component, then
the determination of machines required can be identified. After the machines had been
identified, then the further details about the production flow have to be described, such as the
determination of parallel or series production flow, production time required calculation,
operator determination in case of number and shifts for each machine, and also the requirement
of energy for the production process.
3.1.1
Products Components and Raw Materials Determination

Before conducting the production process of Le Cocotier products, there are several
required materials that had to be fulfilled by the company. Regarding that the products of
proposed company included into food and beverages area, the materials requirements can be
divided into product components and raw materials or ingredients for the product itself. Product
components will define the parts which required for the products. Product components will
more detail until it reach the smallest parts of the products. However raw materials of the
products can be determined as the ingredients of products making regarding that Le Cocotier
was included into food and beverages products.
Recall that the products offered by proposed company were divided into some
variations, then the identification of product components and raw materials required will be
divided if there are some differences found. The identification of each materials requirements
for both components and ingredients of each variation of the products will be explained further
in the following sub-parts.
3.1.1.1 Products Components of Le Cocotier Products Determination
Product components can be identified by broken down the products into the smallest
parts until the products can not be divided anymore. The importance of identifying products
component is to determine the process required for manufacturing in proposed company later.
The identification of components required for each product variations can be seen at the
following table, which completed by each components function, planned dimension, and also
the number of components required.
a.

The first main variant of Le Cocotier product is the Nata de Coco as the dessert which
offered in bucket and pillow pack. The components determination of this kind of variant can be
seen at the following parts.
1. Nata de Coco Desserts in Pillow Pack
Le Cocotier nata de coco consists of dessert and drinks type. Nata de coco in pillow
pack is one of two kind dessert packaging offered by PT. Coco Indigene Indonesia.
144
This packaging suitable for customer who want to use and store it a couple times. Then,
a zip on the top of pillow pack should allow opened and closed for multiple usage.
Tabel 3. 1 Nata de Coco Desserts in Pillow Pack Components Determination
No.
Components
Function
Dimension
Quantity
To load nata
de coco and
protect its
contents.
Height= 20 cm
Width= 20 cm
Hold the
contents
inside the
bottle.
Width= 20 cm
Le Cocotiers
Outer
Packaging.
Length= 60 cm
Width= 40 cm
Height= 10 cm
To seal the
corrugated
box and keep
Le Cocotier
in good
condition.
Length = 70 cm
Width = 5 cm
Pillow Pack
Zip-lock
Corrugated Box
Source: (Ubeecoo.com, n.d.)
Adhesive Tape
Source: (Bradwell Packaging, n.d.)
2. Nata de Coco Desserts in Bucket

Le Cocotier dessert not only offered on pillow packaging, but also on bucket
packaging. Same as before, this packaging types aimed for customer who use and
145
reopen nata de coco is several times. The components determination of bucket

packaging are presents below:
Tabel 3. 2 Nata de Coco Desserts in Bucket Pack Components Determination
No.
Components
Function
Dimension
Quantity
To protects
nata de coco
contents.
Diameter= 15
cm
To load nata
de coco and
protect its
contents.
Diameter= 15
cm
Height= 15 cm
To help the
customer to
hold the
bucket easier.
Diameter= 15
cm
Height= 1 cm
To unite the
holder with
the seal.
Diameter= 1
cm
Height= 1 cm
Bucket Cap
Bucket
Bucket Holder
Plastic Bolt
146
No.
Components
Function
Dimension
Quantity
To show the
products
information
and to attracts
the customer.
Diameter= 15
cm
Height= 15 cm
Le Cocotiers
Outer
packaging.
Length= 45cm
Width= 30cm
Height= 30cm
To seal the
corrugated
box and keep
Le Cocotier
in good
condition
Length = 55 cm
Width = 5 cm
Source: (Quotesimg.com, n.d.)
Label
Corrugated Box
Adhesive Tape
b.
Nata de Coco Drinks

The another main variant of Le Cocotier product is the Nata de Coco drink which
offered in cup and bottle pack. The components determination of this kind of variant can be
seen at the following parts.
1. Nata de Coco Drinks in Bottle
Le Cocotier nata de coco also available on drinks type that packed in a handy
packaging to makes the customer drink the nata de coco everywhere easily. The first
nata de coco packaging, which is bottles components are shown below:
147
Tabel 3. 3 Nata de Coco Drinks in Bottle Pack Components Determination

No.
Components
Function
Dimension
Quantity
To load nata
de coco and
protect its
contents.
Diameter= 6
cm
Height= 17 cm
Bottle
To show the
products
information
and to attracts
the customer.
Width= 6 cm
Height= 10 cm
Diameter= 2
cm
Bottle Label
Hold the
contents
inside the
bottle.
Bottle Cap
Le Cocotiers
Outer
packaging.
Width= 25 cm
Length= 36
cm
Height= 17 cm
To seal the
corrugated
box and keep
Le Cocotier
in good
condition.
Length = 30
cm
Width = 5 cm
Corrugated Box
Adhesive Tape
148
No.
Components
Function
Dimension
Quantity
2. Nata de Coco Drinks in Cup

Aside from bottle packaging, Le Cocotier drinks are provided on cup packaging as
well. It is design to be handy and drinks once. Cup components determination are
shown below:
Tabel 3. 4 Nata de Coco Drinks in Cup Pack Components Determination
No.
Components
Function
Dimension
Quantity
To load nata
de coco and
protect its
contents.
Diameter= 9.5 cm
Height= 5.7 cm
Cup
To attracts
the
customer,
and hold the
contents
inside the
cup.
Diameter= 9.5 cm
Cup Cover
To show the
products
information
and to
attracts the
customer.
Diameter= 9.5 cm
Height= 5.7 cm
Cup Label
149
No.
Components
Function
Dimension
Quantity
To help
consumer
drink Le
Cocotier.
Diameter= 0.5 cm
Height= 10 cm
Le
Cocotiers
Outer
packaging
Length= 40cm
Width= 20cm
Height= 12cm
To seal the
corrugated
box and
keep Le
Cocotier in
good
condition.
Length = 50 cm
Width = 5 cm
Cup Straw
Source: (Copulsk.net, n.d.)
Corrugated Box
Adhesive Tape
150
3.1.2
Alternative Components and Raw Materials Determination

Packaging design that already stated above will be determined its alternative in order to find
the most suitable materials or types that fit with the products necessity.
The components will be choosen based on several criterias, mentioned as follows:
1.
Suitability with products
Le Cocotier is nata de coco based bevereges products. It is important that material that are used are
safe and food grade, especially for the materials that directly contact with Le Cocotier, such as the
packaging, cardboard, tape and straw. In the market, there are several material types of those
components that has heir own characteristic. Then, it is used as the consideration to determine which
plastic types that suitable for Le Cocotier.
2.
Ease of use
Le Cocotier will be sold as daily consumed product. Then, ease of use of the material are important
to makes the products more practical. The example is on the opening mechanism of the packaging.
For several packaging types, it is aimed for multiple usage. Then, the best material for more practical
usage should be considered.
3.
Material price
Materal of Le Cocotier products mostly bought from the supplier. Thus, the process also becomes the
criteria that should be included on the consideration. The more complicates the components shape,
materials, and production process, the more expensive the components will be.
151
Tabel 3. 5 Alternative Components Determination

No
Component
Alternative 1
1.
1.1
Nata de Coco Dessert in Pillow pack

PLA Plastics
Pillow pack
Information
18 22 MVTR rate (Moisture
Vapor Transmission Rate) which
means good ability to protects its
contents from moisture and ensure
the moisture content of the product
remains the same.
Degradable plastic material.
PLA production uses 68 % less
fossil fuel resources than traditional
plastics.
Source: (Opala.org, n.d.)

1.2
Plastic zip lock
Makes the user easier to open the

package.
Allows the consumer to use it a
couple times.
Alternative 1
PETE Plastics

Heat Sealed
Information
0.2 MVTR rate (Moisture Vapor
Transmission Rate) which means
excellent ability to protects its
remains the same.
Does not leach any chemicals that
suspected of causing cancer or
disrupting hormones.
Harder to open the packaging.

Stronger ability to seal the product.
Zipper
Source: (sell.pakuya.com, n.d.)

1.3
Vinyl Tape
Duct Tape
Adhesive tape made from plastic

Strong enough and thin for
cardboard material
Adhesive
Tape
Source: (Bradwell Packaging,

n.d.)
Made from cloth-backed pressure

sensitive covered with polyethylene
Very strong and thick tape
Source: (Wikipedia.org, 2015)
152
No
Component
Alternative 1
Single Wall board (3.5 4
mm)
1.3
Information
Strong enough for most shipping
situation.
Alternative 1
Information
Double Wall Board. (8-9 mm)
Suitable for liquid based product.

More resistant to breaking when
stacked.
Corrugated
Box
2
2.1
Source: (Packsize, 2009)

Nata de Coco Desserts in Bucket
Bucket Cap
PLA Plastics

remains the same.
plastics.

Bucket
PLA Plastics

remains the same.
plastics.
PETE Plastics

PETE Plastics

remains the same.

remains the same.
153
No
Component
Alternative 1
Bucket
Holder
PLA Plastics
Information
remains the same.
plastics.

Label
Printed directly on the bucket More efficient due to it does not

need to produce and glue the label
separately.
Alternative 1
PETE Plastics

Plastic label
Information
remains the same.
Products information is printed on a

clear plastic and attached on the
bucket.
Source: (Vuforia.com, n.d.)
Cardboard

mm)

situation.

stacked.

1.3
Adhesive
Tape
Vinyl Tape

cardboard material
Duct Tape

154
No
3
3.1
Component
Alternative 1

n.d.)
Bottle
PLA Plastics
Information
Label
Printed on the bottle
Information

remains the same.
plastics.

3.2
Alternative 1
More efficient due to it does not

to the bottle separately.
Information contents are limited due
to the bottles structure.
PETE Plastics

Plastic label

remains the same.

clear plastic and attached on the
bottle.
Source:
(trendhunterstatic.com,
n.d.)
155
No
Component
3.3
Cap
Alternative 1
PLA Plastics
Information
remains the same.
plastics.

3.4
Alternative 1
PETE Plastics
Duct Tape

cardboard material

n.d.)
mm)
3.5
Cardboard


remains the same.
Vinyl Tape
Adhesive
Tape
Information


situation.

stacked.
156
No
Component
4.1
Cup
Alternative 1
PLA Plastics
Information
remains the same.
plastics.

4.2
4.3
Cap Cover
Label
Cup Label
Plastic Cup Cover
Source: (Dreamstime, n.d.)

Printed on the Cup
Products information are printed on

plastic and attached to the cup after
filling process.
Cheaper material than aluminum
foil.
Alternative 1
PETE Plastics

Aluminum foil Cup cover
Information
remains the same.
Products information are printed on

aluminum foil and attached to the
cup after filling process.
Stand for cold and hot temperature.
Source: (Dreamstime, n.d.)

More efficient due to it does not
separately.
Plastic label

clear plastic and attached on the cup.
Source: (Vuforia.com, n.d.)
157
No
Component
4.4
Straw
Alternative 1
Basic Drinking Straw
Information
Better for beverages with nata de
coco to prevent nata de coco stuck
in the middle of the straw.
Alternative 1
Information
Bendable Straw
More attractive due to its bending

shape.
Source: (Copulsk.net, n.d.)

Source: (Copulsk.net,
4.5
Vinyl Tape
Cardboard
Duct Tape

cardboard material
Adhesive
Tape
4.6
n.d.)

n.d.)
mm)


situation.

stacked.
158
According to the table above, the analysis about alternative materials selection for the
components of each Le Cocotier products variants can be seen at the following parts.
a.
Nata de Coco Dessert in Pillow Pack
Pillow pack is packaging design that using plastic material as its main component.
There are two alternative for plastic types that commonly used as the main materials.
The first one is PLA plastics, and the other is PETE plastics. Main function of pillow
pack is to maintain the nata de coco contents from damage and to make sure that its
contain is on good condition when being consumed. Each plastic types has its own
ability to protect the contents. It is measured by the MVTR (Moisture Vapor
Transmission Rate). The lower MVTR number, the higher the ability to protect its
content of the product remains the same. PLA has 18 22 MVTR while PETE 0.2. It
means that PETE is better than PLA plastic to protect Le Cocotier products. For pillow
pack, PLA Plastic type is chosen due to its nature which is degradable material.
Nata de coco in a quite big packaging such as pillow pack usually consumed more than
once. Thus, designing a packaging that allows the consumer to reopen it a couple times
is necessary. Plastic zip lock is a suitable zipper alternative, because it allows the
consumer to open the packaging several times easily. The other option is sealing the
pillow pack by using a sealer machine. This method indeed may assure the nata de
cocos shelf life longer.
Pillow packaging is about 1 kg in weight. There are 24 pieces of pillow pack in one
cardboard, which means there are 24 kg in it. Thus, a sturdy cardboard material is
needed to assure that the Le Cocotier products are in good condition during distribution
process. Basically, there are several cardboard types seen from its layer number, single
wall board with 3.5 4 mm thickness, and double wall board with 8 9 mm thickness.
Due to its heavy weight, double wall board is chosen. Double wall board structured
from 3 plain cardboard, and 2 wavy cardboard. Those layers make it more resistant to
breaking when stacked.
b.
Nata de Coco Dessert in Bucket

Bucket packaging also made from plastic material which is PLA types. As mentioned
on the nata de coco in pillow subchapter above, this type is degradable and the
production process to change the plastic pellets into bucket form uses 68% less fossil
resources than the regular plastic. The same material is used for the bucket cap, and
bucket holder. The products information that should be attached on the packaging are
printed on a clear plastic then glued on the bucket. For the cardboard, it use corrugated
double wall board with 8-9 mm thickness due to its weight.
159
c.

PETE plastics is used as the bottle material considering its high ability to protect the
nata de coco contents. PETE is thicker than PLA. Thus, for bottle packaging that the
consumer may carry everywhere, it is the most suitable material. To attracts and give
information to the customer, label is necessary components. There are two types of
ways to attach those information on the bottle. The first method is directly printing it
on the bottle. The other is using plastic label that glued on the bottle. Plastic label
regarded more suitable for bottle because it is easier and cheaper in production price.
The cardboard material is single wall boar with 3.5 4 mm thickness.
d.

Cup packaging is the smallest compared to other packaging. Cup is made from PETE
plastic types, considering its strength. There are two types of cup cover label materials
that commonly used in beverages products, which are plastic cap cover, and aluminum
foil cup cover. Plastic material is chosen because it is easier to print the products brand
and information rather than aluminum foil. Despite, plastic material is cheaper than
aluminum foil.
3.1.2.1 Ingredients of Le Cocotier Products

Besides defining the components required for the products, the ingredients required in
products making had to be identified too. Determining the ingredients of the products can
influence the production process in making the main products of Le Cocotier. The definition of
ingredients were based on the recipes in making each variation of the products, such as Nata de
Coco desserts and also Nata de Coco drinks. There are no division of ingredients determination
based on packaging variation regarding that there are no differences in ingredients required for
desserts and drinks in different packages. Ingredients which identified for Le Cocotier products
can be seen at the following sub-parts.
a.

Ingredients required for Nata de Coco desserts planned simpler than Nata de Coco
drinks, since the flavor used is only coconut flavor. The materials which identified will
be required as the ingredients for the production can be seen at the following table.
160
Tabel 3. 6 Ingredients Identification for Nata de Coco Dessert Products for each 1000ml
No.
Function
Alternative Ingredients
1
2
Quantity
1.
Main materials for Nata

de Coco formation, as
the growth medium of
Acetobacter xylinum
bacteries.
Fresh coconut water from

Indonesia area
Imported fresh coconut

water
1000 ml
2.
3.
4.
Bacteries used for Nata

de Coco fermentation,
fibers creator in Nata de
Coco.
Nitrogen source for

Acetobacter xylinum,
influence the growth of
bacteries in
fermentation process.
As the sweetener for

Nata de Coco products
and the carbohydrates
sources for bacteries.
Acetobacter xylinum
Ammounium sulfate (ZA)
Natural sugar (Sucrose)
Acetobacter aceti
Ammonium Nitrate
Saccharin
Alternative Ingredients 1
Figure
Figure
Source: www.preparedfoods.com
Source:
www.4.bp.blogspot.com
Source:www.azonano.com
Source:
www.microbewiki.kenyon.edu
Source:
ptsmartlabindo.indonetwork.co.id
Source:
www.web.tradekorea.com
Source: www.id.wikipedia.org
Source: www.angi.com.vn
50 ml
6 grams
400 grams
161
No.
5.
6.
7.`
8.
Function
Help to solidify the

ingredients faster.
Control the acidity of

Nata de Coco products.
Maintain Nata de Coco

products in clear and
white condition.
Give additional
freshness for the
products.
1
2
Quantity
Epsom salts
10 grams
Citric acid
Sodium metabisulfat
Water
Glacial acid
Hydrogen peroxide
Syrup solutions
Figure
Figure
Source: www.salworks.us
Source: -
Source:
Source:
www.patientsafetyauthority.org
Source:
www.amsfoodadditives.com
Source: www.maidsailors.com
Source: www.whitepages.com.au
Source: upload.wikimedia.org
8.35 mg/ml
3 grams
340 ml
162
No.
9.
Function
As the preservative
materials.
1
2
Quantity
Refined sugar
Natrium benzoate
100 grams
Figure
Source: www.natural-fertilityinfo.com
Figure
Source: www.wdbiz.net
The alternative analysis about the main ingredients selection for the production process will be explained further in the following points.
1. Nata main materials
As mentioned in the previous chapter, the coconut water supply from Indonesia area forecasted to be able fulfilled the whole
requirements of materials for Le Cocotier production. The uses of coconut water from inside the country also be able to improve
Indonesia economy regarding to avoid the number of import. In addition Indonesia is the second country with the higherst productivity
of coconut fruits by APCC (Asian and Pacific Coconut Community) after Philipinnes (Arancon, 2013).
However, the alternative determination is required to minimize the risk while Indonesia not be able to fulfill the coconut requirement
for Le Cocotier production. Regarding that Indonesia productivity is below Philipinnes productivity, it will be more logical if the other
alternative is using coconut from Philipinnes, which means Le Cocotier will do the import things. This also more reasonable since
Nata de Coco products were firstly developed in Philipinnes. That means, the quality and specification of coconut from Philipinnes is
able to achieve the standard for Le Cocotier materials standards.
2. Fermentation bacteries
Acetobacter xylinum is the type of bacteries which commonly used for the Nata de Coco fermentation. It was included in acetic acid
bacteries, regarding the name of Acetobacter. All the bacteries which included in Acetobacter bacteries can be produced Acetic acid
by the helps from air, because they were aerob bacteries. Acetobacter aceti also included in Acetobacter bacteries which able to convert
163
glucose and parse it to be acetic acid. However, Acetobacter aceti was commonly
used for making of wine, which mean if it used for the Nata de Coco fermenting
process, it may require particular research and has some risks in conducting the
production process. It will be more preferably if using Acetobacter xylinum.
3. Nitrogen source
Nata formation was influenced at most by the existence of Acetobacter xylinum as
the fermentation bacteries. The bacteries will need the energy source in doing the
fermentation process. It will require Nitrogen and carbohydrates for the energy
source of the bacteries. Carbohydrates can be gotten from the sugar which being
mixed with the other nata materials and bacteries during fermentation, while
Nitrogen can be gotten from Ammonium sulfate (ZA) or Ammonium Nitrate.
Ammonium sulfate is different with other ZA or urea which commonly used as the
fertilizer for plants. It contains of Nitrogen (21%) and Sulphur (24%). It is
generally recognized as safe ingredients. However, Ammonium nitrate has the
higher Nitrogen contents. It is commonly used as the fertilizer materials and also
oxidator for explosives. Ammonium nitrate even though it has higher contents of
Nitrogen, but it able to give disadvantages if mixed with foods. It able to conduct
undesirable chemical reaction inside the human stomach which leading to sickness.
That makes it more preferably to use Ammonium sulfate.
4. Nata sweetener
Sucrose is the other name of granulated sugar which frequently used in home or
food industries, it was included into natural sweetener regarding that the materials
used for the production is sugarcane. It also contained in some fruits and vegetables
as the natural sweetener as well (Rizky A., 2014). But, the price offered for sucrose
is higher than the other artificial sweetener even though the sweet level produced
by sucrose is lower than saccharin.
In other hand, saccharin was included as the artificial sweetener, since the making
process of sucrose was required any chemical or laboratory synthesis process. It
almost did not has nutrient value, even though it is soluble in the water as well as
natural sweetener. The rules and policies about sucrose uses was restricted in
Indonesia,
according
to
Peraturan
Menteri
Kesehatan
RI
Nomor
208/Menkes/Per/IV/1985.
164
5. Nata solidifier
Nata material will be converted from solutions to solid nata after the fermentation
process. Solidify process will require long time, even a week for once
fermentation. The process will take longer time when the nata desired to be
produced has thicker dimension. However, this process time required can also
being reduced by using additional material, such as Epsom salts. The uses of
Epsom salts will help the solidification process faster than the fermentation without
using Epsom salts. That means, even though without using Epsom salts, the
solidification process still can being conducted but in such longer time required. It
can be concluded that the proposed company desiring to use Epsom salts for the
production process.
6. Acidity controls
Acidity controls required for nata production process, because nata starter or the
bacteries used for the fermentation itself can only being growth well in acidity
environment around pH = 4,3, while the nata main materials were not too acid as
that pH concentration required. That is why; in nata making process the acidity can
be controlled by adding some acid solutions, such as glacial acid and citric acid.
Glacial acid was included in acetic acid, which is commonly known as vinegar.
However, citric acid is the acid which can also be found in citrus fruit. Both of
glacial acid and citric acid can be used to control the acidity of nata. The difference
is only from the natural aspect, which is citric acid can be formed from the citrus
fruit, while glacial acid was included in artificial acid. The price offered for each
litre of glacial acid is Rp58.500,00 while citric acid offered in the market for only
Rp32.500,00 for each litre (PHY Edumedia, 2013). The affect of using glacial acid
and citric acid in the making of nata is not too different, because both of glacial
and citric acid was included in acetic acid which can influence nata starter bacteries
well.
If the company is preferably to reduce the production cost for nata products, then
it will be more desirable to use citric acid to control the acidity. Recall that the
price of citric acid is lower for almost 50% than the price of glacial acid.
7. Nata whitener
Sodium metabisulfat is a kind of chemical whitener for food and beverages things
which also able to be used to extend the shelf life of foods. It has white crystal
form, and able to soluble in water solution well. The effect of using Sodium
165
metabislufat is the food will has the white-yellow color. However, Hydrogen
peroxide is a chemical whitener for food and beverages that had been restricted
based on WHO rules and policies (Kompasiana, 2013). This kind of whitener is
very potent to whiten things, but it also give other health impacts in frequent
consumption.
Regarding whether using Sodium metabisulfat or Hydrogen peroxide as nata
whitener, it is more preferably using Sodium metabisulfat for whitener, since it is
more safety in consuming Sodium metabisulfat and it also has the additional
function to extend the shelf life for nata products itself.
8. Additional freshness for Nata
As a chemical compound, a water molecule contains one oxygen and two hydrogen
atoms that are connected by covalent bonds . It has flavorless taste, but still it can
be used to freshen up. There is not any sugar contained in the natural water. There
are many benefits consuming water regularly.
However syrup solution is the combination or mixed products from water and
syrup. It is tastier than natural water which only processed to omit the bacteries.
There are some sugar contained in the syrup solutions, even both of natural and
artificial sweetener. Regarding that nata had other sweetener sources, it is
preferably to use water with low sugar as the solutions to freshen up the nata
products combination. If it still using syrup solutions as the additional solutions for
nata products, sugar contained in nata products will be too high and give some
other disadvantages, such as obeses, diabetes, and so on.
9. Preservative materials
The uses of preservatives in food and beverages things may lead customers in
worries for consuming them. That is why; proposed company is preferably using
refined sugar as the preservatives by soaking nata products in sugar solutions. Nata
products which had been soaked into the sugar solutions able to be stored up to 34 months. However, the uses of Sodium benzoat in food and beverages things able
to extend the shelf life until 1 year for each 0.1% in the food and beverages
composition.
In nata products composition proposed above, it can be seen that Ammonium
sulfate and Sodium metabisulfat can also has the ability to extend the shelf life of
nata products, beside of their function mentioned before. That makes there are
some additional preservatives which composed in nata products planned by the
166
company even though not using Sodium benzoat. If it was added by Sodium
benzoat which is also the artificial chemical things, it can make the customers more
worried about consuming the products and reduce the loyalty of customers. That
is why; it can be concluded that more preferably using refined sugar to extend the
shelf life of the products, because by using the combination of Ammonium sulfate
and Sodium metabisulfat inside the products it can also extend the shelf life up to
1 year.
The conclusion which can be made, in case of more preferably ingredients for the main
ingredients of Le Cocotier Nata de Coco dessert products are fresh coconut water, Acetobacter
xylinum regarding that there is not any other bacteries which can be used for the alternatives in
nata fermentation process, Ammonium sulfate, natural sugar (Sucrose), Epsom salts, citric acid,
Sodium metabisulfat, water, and also refined sugar for preservatives.
167
b.
Nata de Coco Drinks

Since Nata de Coco drinks offered from the proposed company is come up in two varies of flavors, then the definition of ingredients had
to be different with Nata de Coco desserts. The ingredients required for Nata de Coco drinks can be seen at the table below.
Tabel 3. 7 Ingredients Identification for Nata de Coco Drink Products for each 1000 ml
No.
Function
Ingredients
Quantity
Ingredients Figure
Figure
Main materials
Fresh coconut water

from Indonesia
1.
Imported fresh coconut

water
1666.67 ml
for Nata de Coco

formation, as the growth
medium of Acetobacter
xylinum bacteries.
2.
3.
Bacteries used for Nata

de Coco fermentation,
fibers creator in Nata de
Coco.
Nitrogen source for

Acetobacter xylinum,
influence the growth of
bacteries in fermentation
process.
Acetobacter xylinum
Ammounium sulfate
(ZA)
Acetobacter aceti
Ammonium Nitrate
Source: www.preparedfoods.com
Source:
www.4.bp.blogspot.com
Source:www.azonano.com
Source:
www.microbewiki.kenyon.edu
Source:
ptsmartlabindo.indonetwork.co.id
Source:
www.web.tradekorea.com
50 ml
6 grams
168
No.
Function
4.
As the sweetener for Nata

de Coco products and the
carbohydrates sources for
bacteries.
Ingredients
Natural sugar (Sucrose)
Quantity
Saccharin
400 grams
Ingredients Figure
Source: www.id.wikipedia.org
5.
6.
7.`
Help to solidify the

ingredients faster.
Control the acidity of

Nata de Coco products.
Maintain Nata de Coco

products in clear and
white condition.
Epsom salts
Citric acid
Sodium metabisulfat
Glacial acid
Hydrogen peroxide
Figure
Source: www.angi.com.vn
10 grams
Source: www.salworks.us
Source: -
Source:
Source:
www.patientsafetyauthority.org
Source:
www.amsfoodadditives.com
Source: www.maidsailors.com
8.35 mg/ml
3 grams
169
No.
8.
9.
10.
Function
As the additional
solutions to be mixed
with flavored solutions
for Nata de Coco drinks.
As the main materials

used to give the flavors
for Nata de Coco drinks
products.
As the preservative
materials.
Ingredients
Water
Fruit extracts
Refined sugar
Syrup solutions
Fruit juice
Natrium benzoate
Quantity
Ingredients Figure
Figure
Source: www.whitepages.com.au
Source: upload.wikimedia.org
Source:
www.ragamkemasan.com
Source: www.tribunnews.com
Source: www.natural-fertilityinfo.com
Source: www.wdbiz.net
250 ml
200 ml
100 grams
From the tables above, it can be seen that the ingredients required for Nata de Coco dessert products and Nata de Coco drink products are
similar. The differences are only in additional of fruit extract as the main materials to give the flavors for the drinks and the amount of water
required for Nata de Coco drinks which fewer than Nata de Coco dessert products. The ingredients required were similar with Nata de Coco drinks,
since Nata de Coco used for Nata de Coco desserts and drinks products were made from the same production process. The different between the
products is only at the solution used to increase the freshen level for the products.
170
Additional ingredient mentioned in Nata de Coco drinks, while not mentioned in Nata
de Coco dessert is only the materials used to give the particular flavors for the products, such
as fruit extracts or fruit juice. Fruit extract is more preferably to be used for Nata de Coco drink
products since fruit juice is has shorter shelf life, and it able to reduce the shelf life for the whole
Nata de Coco drink products.
3.1.3
Bill of Materials for the Products

Bill of Materials (BOM) for the products were divided into BOM tree and BOM table.
BOM tree itself will show the whole materials required then also completed with the
components for the products based on its broken down levels. However BOM table able to be
used to show the materials requirements in form of table, which completed by the description
of each components in the table.
3.1.3.1 BOM Tree
BOM tree is the tool to represent the list of materials required for the products based
on breakdown level. In BOM tree, the amount of each component for the products required can
also being known. BOM tree had to be made for each variant of the products as can be seen at
the following parts.
a.

BOM tree which can be made to represent all the components required in the making
of Nata de Coco dessert in pillow pack can be seen at the following figure.
Figure 3. 2 Nata de Coco Desserts in Pillow Pack BOM Tree
b.
Nata de Coco Dessert in Bucket Pack

171
of Nata de Coco dessert in bucket pack can be seen at the following figure.
Figure 3. 3 Nata de Coco Desserts in Bucket Pack BOM Tree
c.

of Nata de Coco drinks in cup can be seen at the following figure.
Figure 3. 4 Nata de Coco Drinks in Cup Pack BOM Tree
of Nata de Coco drinks in bottle can be seen at the following figure.
172
Figure 3. 5 Nata de Coco Desserts in Bottle Pack BOM Tree
3.1.3.2 BOM Table

BOM table has the function to show the materials requirement of the products in a
table form. The making of BOM table based on the BOM tree. In BOM table, the specification
and details about each components, such as dimension and materials used can be identified.
BOM table for each products variant can be seen at the following figure.
a.

BOM table which can be made to represent all the components required in the making
of Nata de Coco dessert in pillow pack can be seen at the following figure.
Tabel 3. 8 Nata de Coco Dessert in Pillow Pack BOM Table

Components
Number
Components Name
Quantity
Materials
Dimension
Length= 60 cm;
Width= 40 cm;
Height= 10 cm
Corrugated box
Double wall board
Le Cocotier dessert in pillow

pack
24
PLA plastics
Pillow Packaging
24
PLA plastics
1.1.1.1
Pillow pack with printed label
PLA plastics
1.1.1.2
Zip-lock
Zip-lock plastics
Nata de Coco dessert product
1000 ml
Nata de Coco
660 grams
1.1.2.1.1
Fresh coconut water
1000 ml
1.1.2.1.2
Acetobacter xylinum
50 ml
1.1.2.1.3
Ammonium sulfate
6 grams
1.1
1.1.1
1.1.2
1.1.2.1
Height= 20 cm;
Width= 20 cm
Height= 20 cm;
Width= 20 cm
Height= 20 cm;
Width= 20 cm
Width= 20 cm
Length= 1.5 cm;

Width= 0.5 cm;
Height= 0.5 cm
173
Components
Number
1.1.2.1.4
Components Name
Quantity
Materials
Dimension
Natural sugar
400 grams
1.1.2.1.5
Epsom salt
10 grams
1.1.2.1.6
Sodium metabisulfat
3 grams
1.1.2.1.7
Citric acid
8.35 mg
Nata de Coco solutions
340 ml
1.1.2.2.1
Natural sugar
100 grams
1.1.2.2.2
Water
340 ml
Adhesive Tape
Length= 70 cm;
Width= 5 cm;
1.1.2.2
b.
Vinyl Tape
Nata de Coco Dessert in Bucket Pack

of Nata de Coco dessert in bucket pack can be seen at the following figure.
Tabel 3. 9 Nata de Coco Dessert in Bucket Pack BOM Table

Components
Number
Components Name
Quantity
Materials
Corrugated box
Double wall board
Le Cocotier dessert in
bucket pack
24
PLA plastics
Bucket Packaging
24
PLA plastics
Bucket holder
PLA plastics
1.1.1.1.1
Bolts
PLA plastics
1.1.1.1.2
Seal
PLA plastics
1.1.1.1.3
Holder
PLA plastics
1.1.1.2
Bucket
PLA plastics
1.1.1.2.1
Bucket label
Plastic Label
1.1.1.2.2
Bucket container
PLA plastics
Bucket cap
PLA plastics
Nata de Coco dessert

product
1000 ml
Nata de Coco
660 grams
Fresh coconut water

Citric acid
Acetobacter xylinum
Ammonium sulfate
1000 ml
8.35 mg
50 ml
6 grams
1
1.1
1.1.1
1.1.1.1
1.1.1.3
1.1.2
1.1.2.1
1.1.2.1.1
1.1.2.1.2
1.1.2.1.3
1.1.2.1.4
Dimension
Length= 45 cm;
Width=30 cm;
Height=30 cm
Diameter= 15 cm;
Height= 15 cm
Diameter= 15 cm;
Height= 15 cm
Diameter= 15 cm;
Height= 15 cm
Diameter= 1cm;
Height= 1cm
Diameter= 15 cm;
Height= 2 cm
Diameter= 15 cm;
Height= 15 cm
Diameter= 15 cm;
Height= 15 cm
Diameter= 15 cm;
Height= 15 cm
Diameter= 15 cm;
Height= 15 cm
Diameter= 15 cm
Length= 1.5 cm;
Width= 0.5 cm;
Height= 0.5 cm
-
174
Components
Number
1.1.2.1.5
1.1.2.1.6
1.1.2.1.7
1.1.2.2
1.1.2.2.1
1.1.2.2.2
2
c.
Components Name
Quantity
Materials
Natural sugar
Epsom salt
Sodium metabisulfat
Natural sugar
Water
400 grams
10 grams
3 grams
340 ml
100 grams
340 ml
Adhesive Tape
Dimension
Length= 55 cm;
Width= 5 cm;
Vinyl Tape

of Nata de Coco drinks in cup can be seen at the following figure.
Tabel 3. 10 Nata de Coco Dessert in Cup Pack BOM Table

Components
Number
Quantity
Materials
Dimension
Corrugated box
Double wall board
Le Cocotier drink in cup
24
PETE plastics
Cup Packaging
24
PETE plastics
1.1.1.1
Cup with printed label
PETE plastics
1.1.1.2
Cup cover
Plastic cup cover
Length= 40 cm;
Width= 20 cm;
Height= 12 cm
Diameter= 9.5
cm; Height= 5.7
cm
Diameter= 9.5
cm; Height= 5.7
cm
Diameter= 9.5
cm; Height= 5.7
cm
Diameter= 9.5 cm
Cup straw
Nata de Coco drink
product
Basic drinking straw
Diameter= 1 cm
200 ml
Nata de Coco
110 grams
1.1.2.1.1
Fresh coconut water
167 ml
1.1.2.1.2
Acetobacter xylinum
8.3 ml
1.1.2.1.3
Ammonium sulfate
1 gram
1.1.2.1.4
Natural sugar
15 grams
1.1.2.1.5
Epsom salt
1.67 grams
1.1.2.1.6
Sodium metabisulfat
0.5 gram
1.1.2.1.7
Citric acid
1.4 gram
155 ml
1.1.2.2.1
Fruit extract
100 ml
1.1.2.2.2
Water
55 ml
1.1.2.2.3
Natural sugar
15 grams
Adhesive Tape
1.1
1.1.1
1.1.1.2.3
1.1.2
1.1.2.1
1.1.2.2
d.
Components Name
Vinyl Tape
Length= 1.5 cm;

Width= 0.5 cm;
Height= 0.5 cm
Length= 60 cm;
Width= 5 cm;
175
of Nata de Coco drinks in bottle can be seen at the following figure.
Tabel 3. 11 Nata de Coco Drinks in Bottle Pack BOM Table

Components
Number
Components Name
Quantity
Materials
Dimension
Corrugated box
Double wall board
Length= 36 cm;
Width= 25 cm;
Height= 17 cm
Le Cocotier drink in bottle
24
PETE Plastics
Diameter= 6 cm;
Height= 17 cm
Bottle Packaging
24
PETE Plastics
Diameter= 6 cm;
Height= 17 cm
1.1.1.1
Bottle cap
PETE Plastics
Diameter= 2 cm
1.1.1.2
Bottle pack
PETE Plastics
1.1.1.2.1
Bottle label
Plastic Label
1.1.1.2.2
Bottle
PETE Plastics
Nata de Coco drink

product
320 ml
Nata de Coco
165 grams
Length= 1.5 cm;

Width= 0.5 cm;
Height= 0.5 cm
1.1.2.1.1
Fresh coconut water
250 ml
1.1.2.1.2
Acetobacter xylinum
12.5 ml
1.1.2.1.3
Ammonium sulfate
1.5 grams
1.1.2.1.4
Natural sugar
25 grams
1.1.2.1.5
Epsom salt
2.5 grams
1.1.2.1.6
Sodium metabisulfat
0.75 grams
1.1.2.1.7
Citric acid
2.1 mg
155 ml
1.1.2.2.1
Fruit extract
100 ml
1.1.2.2.2
Water
55 ml
Adhesive Tape
Vinyl Tape
Length= 46 cm;
Width= 5 cm;
1.1
1.1.1
1.1.2
1.1.2.1
1.1.2.2
3.1.4
Diameter= 6 cm;
Height= 17 cm
Width= 6 cm;
Height= 10 cm
Diameter= 6 cm;
Height= 17 cm
Decision Analysis about Buying or Making for each Components of the Products
The outputs from Bill of Materials for the products will be used for the next step that
is determining buying or making decision for each component of the products. Make-or-buy
decision making itself is the act of choosing between manufacturing a product in-house or
purchasing it from an external supplier (Investopedia, (n.d.)). Two most important factors to be
concerned in a make-or-buy decision are cost and availability of production capacity. A
176
company shall decide to buy the product or components rather than producing it if buying them
is cheaper than making them, or if the company does not have sufficient production capacity to
produce it. Another factors that affect the company to buy its products or components is include
lack of in-house expertise, small volume requirements, desire for multiple sourcing, and the
fact that the item may not be critical to its strategy. Whereas factors that affect a company
towards making products or components include existing idle production capacity, better
quality control or technology ownership that needs to be protected.
The factor that may tilt make-or-buy decision is actually driven from vision and
mission of the company that is PT. Coco Indigene Indonesia. As vision and mission becomes
the guideline for every strategy and decision made for running the business activity. Thus here
is the company vision and mission:
Vission : To be an Indonesian`s world class beverages and dessert company by making
high quality coconut products and employees committed to excellence in sales and customer
satisfaction.
The missions from the company are :
a)
raw material.
b)

satisfaction.
c)
Developing a good demand forecasting to prevent demand shortage
d)
Another consideration used to make the decision about making or buying components
is by considering several factors such as the length of time to get the required raw materials or
product, the process complexity and the space and human labor requirement. Thus these factors
become the criteria in determining the decision of make or buy. Here are the criteria used in the
process of deciding buying or making the raw materials and components:
1.
The length of time to get the required raw materials or components: if the length of
time to get the required raw materials or components is longer in making process, then
buying decision is chosen.
2.
The process complexity: if the process to get the required raw materials or components
is more complex in making process, then buying decision is chosen.
3.
The space and human labor requirement: if the space and human labor requirement is
required more in making process, then buying decision is chosen.
177
As a result of both considerations, here is the table of decision making on buying or

making Nata de Coco Ingredients:
Tabel 3. 12 Decision Analysis about Buying or Making for Nata de Coco Ingredients
Ingredients
Fresh Coconut Water
Water
Make
Buy
As the raw material, coconut water can

cant directly made without planting the
coconut first. It means that there is no
specific method of making the coconut
water using machines. Making decision
seems not a visible option because there is
no any procedures or alternatives in
making the coconut water.
The company can purchase best coconut

water from trusty supplier, it can be from
the coconut farmer or another factory
whose their products are made from
derivatives product of coconut such as the
shredded coconut factory. Coconut water
itself can be purchased with the price Rp
600/liter with the supply can reach up to
20.000 liter per day.
(Source:http://agromaret.com)
For water supply, the company can buy it
from government water supply company
(PDAM). The installation or its capital
investment is not too high. Therefore it is
more preferable to use water supply from
government water supply company
(PDAM) to provide water raw materials in
making Nata de Coco. Here is the tariff to
pay the water usage that has been
determined by PDAM:
Making a well for manufacturing company

takes high capital investment. The process
also takes a complex sequence from hiring
the expertise in identifying the source of
well until hiring workers to build up the
well. The complexity in making the well to
provide the supply of water makes it
becomes not a visible option to be used in
providing water as the raw materials to
make Nata de Coco. Here is the price for
drilling well:
Drilling with pipe diameter 4
0 80 m
Rp 150.000,- / m
80 200 m
Rp 170.000,- / m
0 80 m
Rp 190.000,- / m
80 200 m
Rp 210.000,- / m
0 80 m
Rp 250.000,- / m
80 200 m
Rp 300.000,- / m
Price is included with casing
installment
(Source: http://sumur-bor.com/harga)
Classific
ation
Tariff
Code
Water
Usage
(M3)
Water
Tariff
(Rp/M3)
Min.
Usage/
month
(M3)
4.000
6.000
7.500
10
Customer Group IX
Factory/
big
industry
All
business
that use
water in
its
operatio
nal
process
4C
0 10
11
20
>20
(Source: http://pdam-sby.go.id)
Acetobacter xylinum
Nata starter can be made from fermenting

blended pineapple thats mixed with sugar.
Then the filtered pineapple is kept inside
isolated container for 2-3 weeks until
there`s white foam appear on the surface
of the filtered pineapple. Acetobacter
xylinum itself is the fermented filtered
pineapple. The process of making this
bacteria is actually quite simple, but
unfortunately it takes long time to get the
bacteria. And also the company will have
to consider about getting the supply of
pineapple. Making decision seems not a
visible option as well because the process
takes a long time and its difficult to control
the quality of the bacteria.
Nata Starter / Acetobacer xylinum can be

purchased from supplier who specialized
themselves as the producer of microbe for
food and beverage industry. It is usually
packed inside isolated glass bottle to
prevent any contamination with fungi. The
price for 500-600 ml per bottle nata starter
is Rp 100.000/bottle.
(Source: www.grosirprodukmurah.com)
178
Ingredients
Make
Buy
(Source:http://www.rofayuliaazhar.com/2
012/07/cara-membuat-bakteriacetobacter.html)
Natural sugar
(Sucrose)
Critic Acid
Ammonium Sulfate
Refined sugar can be made by blending

granulated sugar until it becomes very
soft. For making this, procurement of
blender and sugar is necessary. However
the main problem is in the difficulty to
control the quality of the refined sugar
produced. This raw material is very
important and critical to ensure the quality
of nata de coco. The chewiness and
softness of nata de coco is depend on the
refined sugar thats combined with
coconut water. Therefore the making
decision of refined sugar seems not visible
yet due to the above consideration.
(Source:http://www.diahdidi.com/2013/0
6/aneka-jenis-gula.html)
Citric Acid is very useful for food and

beverages industry, it has important roles
in disintegrating the bacteria. Producing
this chemical liquid is usually done in
laboratory or a place with high hygiene
which usually equipped with specific
chemical reaction tools. Thus making
citric acid seems not a visible option as
well for the company since the company
must provide the chemical equipment and
it will be difficult to control the quality of
the chemical substance also.
(Source:http://www.amazine.co/25619/ap
a-itu-asam-asetat-ketahui-carapembuatan-manfaatnya/)
Producing this chemical substance is
usually done in laboratory or a place with
high hygiene which usually equipped with
specific chemical reaction tools. Thus
making ammonium phosphate seems not a
visible option as well for the company
since the company must provide the
There are plenty of refined sugar supplier

in the market knowing that Indonesia
produce high number of sugar cane and the
demand of refined sugar is quite high also
especially for making bakery and cake.
Most of them are also equipped with high
technology processing to ensure the best
quality of refined sugar. The price is taken
from one of sugar supplier in Indonesia.
Refined sugar Cap Semut:
[*]Rp 256.000/box (1000g, 24 packs)
[*]Rp 220.000/box (500g, 40 packs)
[*]Rp 228.000/box (250g, 80 packs)
(Source: archive.kaskus.co.id)
Supplier of citric acid is usually chemical
substance firm or laboratory who has
access to produce it. The price for one
bottle of citric acid is Rp 13.400.
(Source: www.supplierbahankimia.com)
Supplier of ammonium phosphate is

usually chemical substance firm or
laboratory who has access to produce it.
The price for one pack of ammonium
phosphate is Rp 30.700
179
Ingredients
Make
Buy
chemical equipment and it will be difficult

to control the quality of the chemical
substance also.
Sodium metabisulfate
Epsom Salts
Fruit Extract
Sodium meta bisulfate is used to maintain

Nata de Coco products in clear and white
condition. Its a chemical preservatives
substance that maintain the color of Nata
de Coco. Producing this chemical
substance is usually done in laboratory or
a place with high hygiene which usually
equipped with specific chemical reaction
tools. Thus making sodium meta bisulfate
seems not a visible option as well for the
company since the company must provide
the chemical equipment and it will be
difficult to control the quality of the
chemical substance also.
Epsom salt is used to solidify Nata de

Coco. To make Epsom salt requires
complex process and high technological
equipment, such as belt conveyor, screw
conveyor and sprayer. Producing Epsom
salts seems not a visible option since high
investment on the equipment is required
and more human resource will be required
to conduct the production process.
Fruit extract is used to give extra flavors

for Nata de Coco products, increase the
fiber contents in the products. To get the
fruit extract, the company has to process
the fresh fruits into several sequences until
fruit extract is obtained. Those process are
consist of choosing the proper fruits
sorting and peeling cutting and cleaning
extracting filtering mixing
pasteurizing cooling fruit extract.
There are other equipments needed also
for making fruit extract, such as hydraulic
pump and high temperature pasteurizing
machine. This constraints make it not
visible to make fruit extract since it will
require high investment, high utilization of
Supplier of sodium meta bisulfate is
usually chemical substance firm or
laboratory who has access to produce it.
The price for one pack of sodium meta
bisulfate is Rp 137.500 which contains of
25 kg of sodium meta bisulfate.
Supplier of Epsom salt is usually chemical
substance firm or laboratory who has
access to produce it. The price for one pack
of Epsom salt is Rp 325.000 which
contains of 25 kg of Epsom salt.
(Source:www.indotrading.com)
There are plenty of fruit extract supplier in
the market knowing that Indonesia has
high demand of flavored beverages and
technology has also contributed in the
people behavior in consuming nutritional
juice. Most of them are also equipped with
high technology processing to ensure the
best quality of the fruit extract.
Price: Rp 30.000,00/kg
180
Ingredients
Make
Buy
human resource and space, and also

difficult to control the quality.
(Source:ww.gapmmi-ukm.com)
(Source:www.alibaba.com)
Table above analyzes make and buy decision for Nata de Coco ingredients. Almost all
ingredients are bought because it is more cost efficient and more visible as well. However for water
supply, the company prefers to build up a well to ensure the quality of water supplied in the whole
production process. The next step is to analyze make and buy decision for Le Cocotier components, they
are shown in table 3.12.
181
Tabel 3. 13 Decision Analysis about Buying or Making for LeCocotier Products Components
Components
Nata de Coco
Corrugated Box
Make
Buy
As the main components of LeCocotier products, the company has to

ensure that the quality of Nata de Coco used meets the standard quality
setup by the company. Therefore it is important to make Nata de Coco
because its become the critical components that differ the company from
other competitors. By making nata de coco, the company is allowed to
adjust the nutritional value, the dimension, the color, and also the flavor to
meet the customer preferences. In order to make Nata de Coco, some
specific ingredients mentioned in previous table are required to be
purchased and through the production equipments owned by company, the
process can be conducted in the factory.
There are some Nata de Coco suppliers in the market whom only sell Nata
de Coco thats going to be produced for the next process. Nata de Coco in
the market are following the standard Nata de Coco, from its dimension,
color, and flavors. Its difficult also to control the quality and adjust the
dimension with the proposed new dimension. The price of Nata de Coco
available in the market are :
1. Nata de Coco in Sheet
Rp 1400/sheet/1.2kg
Corrugated box can only be made using series of corrugated box machines.
When making decision is chosen, the company needs to purchase series of
corrugated box machines to produce the package. One of manufacturer
who sell this machine is Natraj Industry. The information regarding the
process and the machine specification is obtained from the company
website. Kraft papers need to go through several processes to get
corrugated box as the output. Those processes require some different
machines which functioned differently such as to convert paper into 2 ply
corrugated roll, cut paper in the form of sheets, and gluing two ends of
corrugated board after printing. The examples of the machines required are
shown in below pictures.
Single Facer Oblique Rotary Sheet Cutter
Semi-Auto Gluing
(Source:www.indonetwork.com)
2. Organic Nata de Coco
Rp 15.000/kg
Corrugated box can be purchased from packaging supplier. Certain
suppliers offer corrugated box made from two ply and can be printed with
the product`s logo on it. The range of price for purchasing the pillow pack
is vary depend on the size, and the additional labeling attribute. Here is the
list of the price offered by some packaging company:
(Source:www.natrajindustries.com)
Product name
Corrugated box, paper box
182
Components
Adhesive Tape
Make
Buy
Purchasing the machine needs high investment and also additional human
resource to operate the machine. It also takes up some additional space in
the factory to place the machine.
Size
Customed.
Material
paperboard, corrugated board
Flute types
Customed
Packaging
Carton
Logo
Customed
Printed
Accept
Color
Customed
Delivery time
7-10 working days(according to the qty)
Sample
Within 3 days
Product purpose
Store, gift, small auto parts, etc
Price
Rp 5.000,00 Rp 6.500,00
Adhesive tape can be purchased from tape suppliers. Certain suppliers
offer many ranges of tapes product with various type of functions. The
range of price for purchasing the adhesive tape is vary depend on the size,
and the additional labeling attribute. Here is the list of the price offered by
some packaging company:
Adhesive tape can only be made using adhesive tape making machines.
When making decision is chosen, the company needs to purchase an
adhesive tape making machines to produce the tape. One of manufacturer
who sell this machine is Goldmann Automatics Pte Limited. The
information regarding the process and the machine specification is
obtained from the company website. Adhesive Tape Making is used in a
number of product applications like BOPP tapes, Single and Double side
coated fabric tapes, masking tapes and protection tapes. Besides, our
accurately dimensional Adhesive Tape Making Plant also finds application
in coating systems. Moreover, our BOPP Adhesive Tape Making Machine
is available at competitive prices in different models, sizes and production
speed as per the technical specifications of our clients. For this reason, we
have become among the reckoned Manufacturers of Adhesive Tape
Making Machine. The examples of the machines required are shown in
below pictures.
(Source: http://www.goldmannautomatics.net)
(Source:http://www.sankoindonesia.com)
For Surface Protection, Glossy, Moderate, Rough Surface to avoid
Scratch,
Dust and Avoid Liquid Chemical contamination while
Assembling Process and Transportation.
Available Transparent, Emboss, Blue, Black/White with Adhesion Low,
Medium, High and Super high Adhesion.
Applied for Flat Glass Industries, Plastic Injection Parts, PC, PVC, ABS,
PS, Acrylic Industries, Electronics Assembling, Stainless steel Industries,
Aluminum fabricator, Gas stove industries, Furniture and Building
Construction.
Price = Rp 5.000/m
183
Components
Make
Buy
Pillow pack packaging can only be made using a special pillow packaging
machines. When making decision is chosen, the company needs to
purchase a standard pillow packaging machine to produce the package.
One of manufacturer who sell this machine is JPB Industry. The
obtained from the company website. Pillow Packaging Machines are based
on a very innovative co-extrusion process which can be described as a
continuous wrapping process, producing pillows of PSA, protected by a
miscible coating. Technically, the hot adhesive goes through a nozzle, is
wrapped continuously within a protective miscible coating, and then
pinched in pillows of 30 to 1000 grams depending on the capacity of the
machine. Next, the pillows are gradually cooled in water, ventilated and
finally placed in cardboard box for shipping.
Pillow Packaging Machine
Pillow pack packaging can be purchased from packaging supplier. Certain

suppliers offer pillow pack equipped with sealer and can be printed with
the product`s logo on it. Nowadays there are some suppliers which offers
eco-friendly packaging also which its plastic is made from biodegradable
materials or PETE plastics. The range of price for purchasing the pillow
pack is vary depend on the size, and the additional labeling attribute. Here
is the list of the price offered by some packaging company:
Packaging
Price
Size
Plain
Printing
+Stiker /1000 +Stiker /6000
pcs
pcs
12x20 cm
1850,2050,2400,2100,(250ml)
14x20 cm
1950,2150,2600,2150,(500ml)
16x26 cm
2300,2500,3000,2650,(1000ml)
(Source:www.kemasanukm.com)
I. Nata de Coco Desserts in Pillow Pack
Pillow pack with

LeCocotier label
(Source:www.jpbindustry.com)
Zipper
(Source:www.kemasanukm.com)
184
Components
II.
Make
Buy
(Source:www.jpbindustry.com)
Nata de Coco Desserts in Bucket
Bucket
Bucket packaging can only be made using a special plastic bucket making
machines. When making decision is chosen, the company needs to
purchase a standard plastic bucket machine to produce the package. One
of manufacturer who sell this machine is Lisong Company. The
obtained from the company website on alibaba.com. The Injection
Machine has many series to choose from clamping force 68ton to 2200ton,
so as to meet the customer's different request. The main products consists
of dosing pumps series injection molding machine, servo power saving,
and special injection molding machine for chemical bucket, deep-cavity
products, pet products and pipe fitting.
Plastic Bucket Making Machine
Bucket packaging can be purchased from packaging supplier. Certain

suppliers offer bucket packaging equipped with cap and holder and can be
printed with the product`s logo on it. Nowadays there are some suppliers
which offers eco-friendly packaging also which its plastic is made from
biodegradable materials and PETE. This material is safe for food and
beverages and recyclable. The range of price for purchasing the bucket
packaing is vary depend on the size, and the additional labeling attribute.
Here is the list of the price offered by some packaging company:
Round plastic bucket
Capaci
0.5L
5L
10L
12L
16L
18L
20L
1L
ty
185
Components
Make
Buy
Height/
92
210
280
128
mm
Top/m
100
210
255
120
m
Bottom
90
190
225
110
/mm
Weight
50
350
550
88
/g
20FCL 15000 10000 7500
5000
/pcs
Price
3120
31200 42400
6240
(Rp)
+logo
4120
32600 44000
7440
(Rp)
(Source:www.indonesian.alibaba.com)
Bucket cap
Bucket holder
Instead of making the bucket only, the company needs to consider about
the cap and the holder also. The machine for making plastic bucket above
is also equipped with the ability to make the cap and the holder.
295
335
365
385
255
280
295
300
230
245
245
270
810
770
1050
1075
6000
4000
3500
3000
54880
69840
72320
84800
56680
71840
74520
87000
The selection of supplier must consider several aspects to ensure the

quality of packaging material used in the products. The supplier must be
reliable to produce only high quality of bucket with competitive price.
They must be flexible also to allow their customer in customize the color
and the size that they desire for their products. Ability to print the label
and logo on the bucket is also important. The supplier must have food and
beverages safety certificate and their materials are made from eco-friendly
materials and recyclable.
Bucket cap
Bucket holder
Bucket sealer
Label
(Source: http://www.amphorea-buckets.co.uk)
Labelling can only be made using an adhesive labeling machine. When
making decision is chosen, the company needs to purchase an adhesive
labelling machine to produce the package. One of manufacturer who sell
this machine is Gold Great Good Machinery Company. The machine is
186
Components
Make
Buy
capable for symmetric/asymmetric, single/double/triple labeling on the

bottleneck and two sides of containers of sundries, chemicals, medicines,
foods, wines and oils. The machine is featured with aluminum alloy anode
treatment, control electric system, made servo motor, imported conveyor,
bucket stability fix device, and easy install in-line production.
Adhesive Labeling Machine
Bucket cap
Bucket
Bucket holder
Logo & Label Print
(Source:www.indonesian.alibaba.com)
(Source:www.labelling-leader.com)
III. Nata de Coco Drinks in Bottle
Bottle
Bottle packaging can only be made using a plastic bottle making machines.
When making decision is chosen, the company needs to purchase a plastic
bottle making machine to produce the package. One of manufacturer who
sell this machine is Bharat Machine Tools Industry. The information
regarding the process and the machine specification is obtained from the
company website. This machine is suitable for producing various kinds of
bottles in various shape, size and designs, thus, highly demanded in
various kinds of industries for their packaging needs. Further, this machine
is stringently tested on set qualitative parameters to ensure its optimum
performance. In selecting the machine, the company must consider some
important aspects such as the maintenance, installation, efficiency and its
working life.
Plastic Bottle Making Machine
Bottle packaging can be purchased from packaging supplier. Certain

suppliers offer bottle packaging equipped with cap and can be printed with
the product`s logo on it. Nowadays there are some suppliers which offers
materials and PETE. This material is safe for food and beverages and
recyclable. The range of price for purchasing the bucket packaging is vary
depend on the size, and the additional labeling attribute. Here is the list of
the price offered by some packaging company:
Bottle Price/Bottle Amount
Price/pack +
Price/pack (Rp)
Size
(Rp)
/pack
Labeling (Rp)
200 ml 800.
168
Rp.134.400/pack Rp 150.000/pack
187
Components
Bottle cap
Make
(Source:http://www.bharatmachinetools.co.in)
Bottle packaging can only be made using a capping system machines.
When making decision is chosen, the company needs to purchase a
capping system making machine to produce the package. One of
manufacturer who sell this machine is Closure Systems International. The
obtained from the company website. CSI Capping Systems are the industry
standard for high-speed, high-performance production. CSI builds capping
equipment for almost every type of closure application, production and
process environment. All CSI capping equipment is designed to maximize
productivity and minimize costs. In selecting the machine, the company
must consider some important aspects such as the reliability and
robustness for long-lasting performance and auxiliary closure buffer for
unexpected interruptions. Another consideration also is quick, easy
maintenance and changeovers to reduce downtime by having easy removal
spindle assemblies. Considering high speed and consistent application is
also important to ensure high throughput during manufacturing process.
CSI Capping System Machine Series 200E
Buy
250 ml 800
250 ml 900
50
144
Rp. 40.000/pack Rp 45.000/pack

Rp.129.600/pack Rp 145.000/pack
320 ml 850
100
500 ml 900
100
Rp. 90.000/pack Rp 102.000/pack
600 ml 900
100
Rp. 90.000/pack Rp 105.000/pack
630 ml 1000
84
1000 ml 1700
60
Rp.102.000/pack Rp 110.000/pack
1000 ml 1400
60
Rp. 84.000/pack
Rp 92.000/pack
1500 ml 1450
50
Rp. 72.500/pack
(Source: http://www.botolplastikbaru.com/)
Rp 80.000/pack
Type of bottle available for 320ml volume
(Source:http://www.botolplastikbaru.com/)
188
Components
Make
Buy
Bottle cap design
Label
(Source: http://csiclosures.com)
Labeling can only be made using a labeling machine for plastic bottle.
labeling machine to attach the label on the bottles. One of manufacturer
who sell this machine is Accutek Packaging Company. The information
regarding the process and the machine specification is obtained from the
company website. The machine is automatically placed and secured for
most label types onto a wide assortment of container types. it utilizes the
latest technologies to achieve the highest speeds and most accurately
labeled bottles on the market. Three different styles of labeling systems
are available: Pressure Sensitive Labelers, Hot Melt Glue Labelers and
Sleeve Labelers. Machinery can range from high speed sleeve labeling
system down to single head bench top labelers for low speed labeling.
(Source:http://www.botolplastikbaru.com/)
189
Components
Make
Buy
(Source: http://www.accutekpackaging.com)
IV.
Cup
Cup packaging can only be made using a cup making machine. When
making decision is chosen, the company needs to purchase a cup
packaging machine. One of manufacturer who sell this machine is World
Cup Packaging Company. The information regarding the process and the
machine specification is obtained from the company website. One of the
machines capable for making cup packaging is rotary 12-32, it is a twelve
pocket rotary machine capable of up to 40 indexes per minute. The system
is typically equipped with a cup denester, filler, pre-diecut seal/film
applicator, heat sealer, lidder and discharge station. Fillers for liquids and
dry products are available. Further specification for this machine is
attached in this section.
Cup packaging can be purchased from packaging supplier. Certain

suppliers offer bottle packaging equipped with cap and can be printed with
the product`s logo on it . Nowadays there are some suppliers which offers
materials and PETE. This material is safe for food and beverages and
recyclable. The range of price for purchasing the bucket packaging is vary
depend on the size, and the additional labeling attribute. Here is the list of
the price offered by some packaging company:
Rotary 12-32 Cup Packaging Machine
Price for 200ml cup

(Source:www.plastiklidcup.com)
Rp. 240.000,-/Box (2000 pcs)
190
Components
Make
Buy
(Source: http://www.worldcuppack.com)
Label
(Source: http://www.worldcuppack.com)
Labeling can only be made using a labeling machine for cup packaging.
labeling machine to attach the label on the cup. One of manufacturer who
sell this machine is Luen Cheong Printing Equipment Ltd.,. The
obtained from the company website on alibaba.com. Cylinder
of pad printing machine is German FESTO brand. Electrical components
are imported from Japan. While vacuum system is from Taiwan. It meets
CE standard, with very stable running. It is with closed ink cup, can
save 60% ink and 90% thinner. Six color pad printer ( tampo printing
Labeling for the cup packaging can also be purchased from the same cup
supplier. Certain suppliers offer bottle packaging equipped with cap and
can be printed with the product`s logo on it . The printed is material is safe
for food and beverages and recyclable. The range of price for purchasing
the bucket packaging is vary depend on the color, and the additional
labeling attribute. The company only needs to submit the design of the
label. Here is the list of the price offered by some packaging company who
offer printing label:
191
Components
Make
Buy
machine ) with close ink cup ensures that is environmental, safe, it is

comply with CE Starderand, ease operating, to consume ink that frugal.
Help to reduce any solvents evaporating from the ink too quickly and also
helps to keep the ink at a constant temperature.
Cup Cover Sealed
Cup cover sealed is normally attached to the cup after the cup is filled with
the product liquid. The sealing machine is usually combined with the
filling machine. Manufacturers who sell filling machine will be likely to
provide sealing part in its machine. When making decision is chosen, the
company needs to purchase a filling machine that has sealing feature as
well. One of manufacturer who sell this machine is Sinoped. The
obtained from the company websit on alibaba.com. One of the machines
capable for making cup packaging is SSNJ Series Plastic Cup Filling and
Sealing Machine. This series is widely used in the film packing of milk ,
soy milk , all kinds of drinks , soy vinegar , yellow wine etc , all packing
procedures :ultraviolet ray sterilization , molding of bags , print of dates ,
filling with fixed quantity , sealing and cutting and numeration , all
components are made of stainless steels and are designed to meet state
hygienic standard , 1000A and 1000B model adopt single-layer
polyethylene film while C liquid of different colors and flavor in one
package , 1000C model are categorized as middle sealing , side sealing and
photo-electric detection. The capacity of filling and sealing is vary depend
Price for printing label

Rp 350,-/cup (1 color)
Cup cover sealed for the cup packaging can also be purchased from the
same cup supplier. Certain suppliers offer bottle packaging equipped with
cap and can be printed with the product`s logo on it. There`s also a supplier
that sells the separated cup cover sealed. The printed material is safe for
food and beverages and recyclable. The range of price for purchasing the
bucket packaging is vary depend on the color and the size of the cover, and
the additional labeling attribute. The company only needs to submit the
design of the label. Here is the list of the price and specification offered by
some packaging company who sell the cup cover sealed:
192
Components
Make
on the company requirements. Further specification for this machine is
attached in this section.
Straw
Technical parameters
Model
SSNJ-1000B
SSNJ-1000C
Speed
1500b/h
1000-1800b/h
Packing weight
100-500ml
100-1000ml
L30-190
L30-240
Packing size
W84-120mm
W120-160mm
1.2KW 220VAC/380VA 1.2KW 220VAC/380VA
Power
G
G
Weight
320kg
330kg
Overall dimensions 9508501900mm
10508501850mm
Price
Rp 19.500.000,00
Rp 26.000.000,00
Straw can only be made using a special straw making machine. When
making decision is chosen, the company needs to purchase a straw making
machine. One of manufacturer who sell this machine is World Nanjing
Marrow Machinery Manufacturer. The information regarding the process
and the machine specification is obtained from the company website. A
flexible straw auto making machine is a special machine of making
flexible drinking straws. The straight straws supplied in the hopper at the
Buy
Type
Size Dimension
Amount
Price
Working time
1 color screening
10cm x 500m / 13cm x 500m
4500 cups
Rp 500.000,00/color
2-4 weeks
Straw for the cup packaging can also be purchased from the plastic straw
supplier. Certain suppliers offer straw in various size and color, depend on
what the customers required. The material used is safe for food and
beverages and recyclable. The range of price for purchasing the straw is
vary depend on the color and the size. The price of the straw per kg is Rp
55.000,00
193
Components
Make
Buy
top of machine, passes through 18 sets of conveyor and 18 sets of needle

and 1 sets of shaping wheel, delivered to output conveyor automatically.
(Source: www.sumbercahayaabadi.indonetwork.co.id)
(Source:www.marrow-ll.com)
Recapitulation of making or buying decision for ingredients is shown in table 3.13. It is known that almost all ingredients are bought
from other companies or suppliers. The main reason for selecting buying decision is that because of high investment on the machines, the skilled
human resources, and the large working spaces. The company finds out that buying decision can result in much cheaper cost and more efficient
also for the whole production process of Nata de Coco. However there is one ingredient that the company is selected to make, that is water. It is
more efficient if the company build up its own well to supply the water resource for making Nata de Coco, as well as for other production
activities. It can be more expensive to buy water from supplier, because the company will require high amount of water later on in the production
process and its better for the company to invest on the water resource inside or near the factory site.
194
Tabel 3. 14 Making or Buying Ingredients

No.
Ingredients
Decision (Make
or Buy)
Buy
Make
Price
1
2
Coconut water
Water
Acetobacter xylinum
Buy
Rp
600,00
Rp 150.000,00
Rp 300.000,00
Rp 100.000,00
4
5
6
7
8
9
Refined sugar
Glacial Acid
Ammonium Sulfate
Epsom Salts
Fruit Extract
Buy
Buy
Buy
Buy
Buy
Buy
Rp 11.000,00
Rp 13.400,00
Rp 30.700,00
Rp 137.500,00
Rp 325.000,00
Rp 30.000,00
Units
per litre
Per meter
Per bottle (500600ml)
Per pack (1000gr)
Per bottle
Per sack (25kg)
Per sack (25kg)
Per sack (25kg)
Per kg
Recapitulation of making or buying decision for product components is shown in table

3.14. It is known that almost all components are bought from other companies or suppliers. The
main reason for selecting buying decision is that because of high investment on the machines,
the skilled human resources, and the large working spaces. Most manufacturing processes for
making the components require high technology machine and complex manufacturing
processed. Therefore it will affect on the investment and also the recruitment of high skilled
workers. The company finds out that buying decision can result in much cheaper cost and more
efficient also for the whole production process Le Cocotier products. However there is one
ingredient that the company is selected to make, that is Nata de Coco itself. As the main
components of LeCocotier products, the company has to ensure that the quality of Nata de Coco
used meets the standard quality setup by the company. Therefore it is important to make Nata
de Coco because its become the critical components that differ the company from other
competitors. By making nata de coco, the company is allowed to adjust the nutritional value,
the dimension, the color, and also the flavor to meet the customer preferences.
Tabel 3. 15 Making or Buying Le Cocotier Product Components
No.
Components
1
2
3
4
5
Corrugated box
Adhesive tape
Pillow pack packaging + sealed
Pillow pack labeling
Bucket packaging + holder + cap
+ bolt
Bucket labeling
Bottle packaging + closure
Bottle labeling
Cup packaging
Cup labeling
Cup cover sealed
Straw
6
7
8
9
10
11
12
Decision (Make
or Buy)
Buy
Buy
Buy
Buy
Buy
Buy
Buy
Buy
Buy
Buy
Buy
Buy
Price
Rp
Rp
Rp
Rp
Rp
6.500,00
5.000,00
2.300,00
700,00
6.240,00
Rp
1.200,00
Rp
850,00
Rp
100,00
Rp
120,00
Rp
350,00
Rp 500.000,00
Rp 55.000,00
Units
Per pcs
Per meter
Per pcs
per pcs
Per pcs
Per pcs
Per pcs
Per pcs
Per pcs
Per pcs
Per bundle (500m)
Per kg
195
3.1.5
Products Processing Determination

After raw material is chosen and products breakdown been made, the next step is
designing manufacturing process to make product. In this subchapter, it will explain about the
Le Cocotiers manufacturing process determination, the manufacturing process planning is
started by production flow determination of raw material, production process, until packaging
of the product. This subchapter aims to design production process that needed by the product
which is resulted from product development phase. Then, it will be determined the best method
used in production process.
3.1.5.1 Production Process Flow
In this subchapter, it will be explained more detail about the manufacturing process
sequence that will be done in producing Le Cocotier product that is started by raw material
arrival, production process, packaging process and until it becomes ready to be distributed
product. Later on, from the sequence of the production process will be known which process
become the predecessor process.
196
Start
Coconut Water
Nata de Coco
washing process
Filtering
Cutting
-Sugar
-Glacial Acetic Acid
-Ammonium
Sulfate (ZA)
-Water
-Sodium Meta
Bisulfate
Post-harvest
Boiling
Cooling
Inspection
Citric
Acid
Standardize?
Acidification
Adding Fruit
Extract
No
Dispose
Pouring
Lychee
Coconut
Acetobacter
xylinum
Product
Inspection
Fermentation
No
Yes
Standardize?
Has the fermented Nata de

Coco meet the standards?
Packaging
Harvesting
Bottle
Cup
Le Cocotier Drinks
Product
End
Figure 3. 6 Le Cocotier Drinks Production Process Flowchart
197
Start
Coconut Water
Nata de Coco
washing process
Filtering
Cutting
-Sugar
-Glacial Acetic Acid
-Ammonium
Sulfate (ZA)
-Water
-Sodium Meta
Bisulfate
Post-harvest
Boiling
Cooling
Inspection
Citric
Acid
Standardize?
Acidification
Adding
Natural
Sugar
No
Dispose
Pouring
Product
Inspection
Acetobacter
xylinum
No
Yes
Fermentation
Standardize?
Has the fermented Nata de

Coco meet the standards?
Packaging
Harvesting
Bucket
Pillow
A
Le Cocotier
Desserts Product
End
Figure 3. 7 Le Cocotier Dessert Production Process Flowchart
198
In this subchapter, it can be seen that there are two flowcharts of the production process,
mainly the production process of Le Cocotier product is the same, in which the difference only
at the end of the production process. The production process of the Le Cocotier is started from
filtering the coconut water to get clear and clean coconut water to be next proceed by boiling
the filtered coconut water along with adding sugar as the natural preservative material and then
ammonium sulfate, glacial acetic acid, and Epsom salt. These materials are used in order to
make the Nata de Coco layer. After the coconut water been boiled, it is poured into a mold in
order to getting the desired shape of Nata de Coco. Next, the poured coconut water been cooled
down into a room with temperature between 28 oC and 30oC. After the coconut water been
cooled down, the inoculation process is started by adding Acetobacter xylinum as the starter to
produce the chewy, white, and clear Nata de Coco. Before the coconut water transformed into
Nata de Coco, it requires fermentation process that should be done within 7 days into a 29 oC
room temperature. After 7 days, it been harvested and washed to remove unwanted dirt which
is then being cut into wanted dimension and in post-harvest process, Nata de Coco been put
into a container containing water and Sodium Meta Bisulfate to keep the Nata de Coco clean,
white, and clear. After that, the Nata de Coco is been proceed and sorted to remove
inappropriate Nata de Coco quality required by the company. Thus, in the next step, it will
differ the production process of Dessert and Drink Le Cocotier, which in Dessert Le Cocotier
it will have only one variance of taste which is original while in Drink Le Cocotier it will have
two variances of taste which are coconut and lychee. Next, another differentiator is the package
of Le Cocotier, which in Dessert Le Cocotier it will have two packaging which are bucket and
pillow package, while in Drink Le Cocotier it will have cup and bottle package. Finally, the last
step of the production process is the inspection process which will sort out the unqualified
product and the final product will be ready to be distributed into the market.
199
3.1.5.2 Production Process Methods Selection

In this subchapter, it will explain about the alternatives of production process of methods selected of the determined production process which
will be shown in the table below.
Tabel 3. 16 Selected Le Cocotier Production Process
No
1
2
3
4
Component
Coconut Water
Nata de Coco Shape
Nata de Coco
Le Cocotier
Material
Coconut Water
Coconut Water
Molded Coconut Water
Nata de Coco
Production Process
Filtering
Boiling
Fermentation
Flavoring
Cooling
Harvesting
Packaging
Acidification
Washing
Inspection
Mixing
Cutting
Pouring
Washing
Inspection
The table above shown the selected production process, in the first process it can be seen that after the coconut water being bought from
the supplier, it is being filtered in order to remove unwanted dirt. In the next component which is shaping the coconut water into Nata de Coco, it can be
seen that it requires several production process which is started from boiling the coconut water, then boiled coconut water is cooled down before the
acidification process starts and following it is mixing process and then finally the coconut water is poured into mold. After the coconut water being
poured into mold, the fermentation process begin which is then it is being cooled down again and harvested after several days of fermentation process
which is then washed to remove unwanted dirt and finally inspected in order to have Nata de Coco with qualification that has been promised to the
customer, which included inspection of Nata de Coco clearness, clarity, texture, and shape. After the Nata de Coco shape being confirmed, it will be
proceed into final stage of production process which is the finishing process of Le Cocotier product which including flavoring the Nata de Coco,
packaging Le Cocotier using biodegradable package material, and finally inspection to ensure product is well-made according to PT. Coco Indigene
Indonesia standard. From provided alternatives, it will be then determined the suitable production process of Le Cocotier that can be seen on the table
below, where the determination of the alternatives will be based on this criteria, such as, cheaper, larger quantity, faster, automation, and conformity to
the production process.
Tabel 3. 17 Alternative Production Process
No
Component
Production
Process
Alternative 1
Reason
Alternative 2
Reason
Coconut
Water
Filtering
Reverse
Osmosis
Took longer time but

cheaper
Ozone and
UV
Faster but costly
Selected
Method
Reverse
Osmosis
Reason
Cheaper and suitable for material used
200
No
Component
Nata de Coco
Shape
Nata de Coco
Le Cocotier
Production
Process
Alternative 1
Reason
Alternative 2
Reason
Selected
Method
Boiling
Conventional
Low cost
Machine
Faster, large scale
Machine
Cooling
Air
Air
Acidification
Acid
Acid
Mixing
Conventional
Slower, low cost
Machine
Faster, high cost
Machine
Pouring
Gravity
Technique
High cost but simple
Pouring
Cheaper process
and simple
Pouring
Fermentation
Starter
Suitable bacteria for

gain chewiness of
Nata de Coco
Starter
Required material for making nata de coco

chewy
Harvesting
Manual
Takes longer time,

cheaper
Automation
Fast but costly
Automation
Large demand and high production needs

fast processing
Washing
Conventional
Cheaper, took longer

time
Machine
Faster, more
expensive, but
cleaner
Machine
Large demand and high production

requires fast washing processing
Cutting
Cutting
Inspection
Manual
Flavoring
Submerged
Packaging
Manual
Inspection
Manual
Cheaper but takes

longer time
Cheaper, simple
process
Simpler and cheaper

Takes longer time,
cheaper
Took longer time,
cheaper
Takes longer time,
cheaper
Takes longer time,
cheaper
Reason
Large production quantity, which required
fast boiling processing
Required in the production process in
cooling the coconut water.
Required in production process in order
for bacteria to grow
requires fast mixing processing
Pouring process is more simple as the
coconut has been cut before so it just need
to be poured into a container

requires fast cutting process and by using
punching process it can resulting more cut
Nata de Coco
High production process, took less time,
high accuracy.
Punching
Fast and low cost
Punching
Automation
High accuracy,
fast, costly
Automation
Mixing
Faster
Mixing
High production process, more flexible
Automation
Large demand, faster, and high accuracy.
Automation
High production process, took less time,

high accuracy.
Automation
Automation
High accuracy,
fast, costly
High accuracy,
fast, costly
Thus, from the comparison of alternative above of the production process which aim to get best processing method in fulfilling demand, it can
be concluded that the chosen processing alternative can be seen in the table below.
201
Tabel 3. 18 Recapitulation of Selected Processing Alternative

No
Component
Coconut Water
Nata de Coco
Shape
Nata de Coco
Le Cocotier
Production
Process
Filtering
Boiling
Cooling
Acidification
Mixing
Pouring
Selected
Alternative
Reverse Osmosis
Machine
Air
Acid
Machine
Pouring
Fermentation
Starter
Cooling
Harvesting
Washing
Air
Automation
Machine
Cutting
Punching
Inspection
Flavoring
Packaging
Inspection
Automation
Mixing
Automation
Automation
Reason
Cheaper and suitable for material used
Large production quantity, which required fast boiling processing
Cheaper, suitable for mass production product
Required in production process in order for bacteria to grow
Large demand and high production requires fast mixing processing
Pouring process is more simple as the coconut has been cut before so it just need to be poured into a container
Required material for making Nata de Coco chewy
Cheaper, suitable for mass production product
Large demand and high production needs fast processing
Large demand and high production requires fast washing processing
Large demand and high production requires fast cutting process and by using punching process it can resulting
more cut Nata de Coco
High production process, took less time, high accuracy.
High production process, more flexible
Large demand, faster, and high accuracy.
High production process, took less time, high accuracy.
The table above shown the selected processing alternative, where in this part it will give alternative of selected production process that has been
done on the subchapter above. In the filtering process, the method selected is reverse osmosis in which it is cheaper and suitable for material used which
is coconut water that categorized as liquid component. In processing Nata de Coco shape, for boiling process it is using machine in which it can save
more time rather than conventional way. In cooling process, it is using air to cool down coconut water as it needs to be cooled
202
down on room temperature range from 28oC until 30oC. In acidification, it is using acid as it is
required in production process for bacteria to grow where in mixing process it is using machine
because PT. Coco Indigene Indonesia has large demand that required fast mixing process,
finally in pouring process it simply pours the Nata de Coco into a container. In processing Nata
de Coco, it uses starter which important to make Nata de Coco chewy, where the cooling
process is using air as it is cheaper and suitable for mass production product, in harvesting
process it will need automation process to help processing time faster, in washing the Nata de
Coco it is using machine to faster the processing process, finally the cutting process will use
punching process which suitable for large demand as it processes quickly, and finally inspection
process which using automation process to ease the process and quicker. In last processing of
Le Cocotier which consist of three processing, the method selected for flavoring process is
mixing where it is more flexible and suitable for high production process. In packaging process,
automation processing method is selected where it is suitable for large demand, quicker, and
high accuracy. Finally, in the last process of finishing Le Cocotier product before distributed to
market, it needs inspection process which is done by automation process which it is more
accurate, save more time, and suitable for high production process.
3.1.5.1 Selection of Equipment, Machines and the Required Energy Calculation

After defining the process selected for the production as mentioned at the previous
parts, then in this section the determination of equipment, machines, and required energy
calculation will be explained. Required energy calculation can be conducted after the equipment
and machines had been determined. Equipment and machines determination will be divided for
Nata de Coco products itself and also for the packaging process as follows.
1. Machines and Equipment Selection
Machine and equipment selection determination for the whole products will be
explained in this section with the division of Nata de Coco products and the packaging followed
after that.
a. Nata de Coco Products Equipment and Machines Requirement
The machines and equipment required to be used in producing the whole variants of
Le Cocotier products can be seen at the following table.
203
Tabel 3. 19 Alternatives Machines for Nata de Coco Products Machines Requirement

No.
1
Process
Filtering
Description
Model Number
Type
Boiling
Alternative 2
160T/D
Reverse Osmosis Membrane
Filter Machine
Coconut water / Water
Jiangsu-100
UF Water Purifier
Steam / Electrical
750mm x 150mm x 1000mm
5
0.4/0.7 (Low Pressure)
No Electrical
392mm x 120mm x 130mm
14.4
0.1 0.6 (Low Pressure)
Tilting / Stationery
Engineers available for service
Tilting / Stationery
300
150 liters
700
500 liters
http://www.alibaba.com/product
-detail/reverse-osmosismembrane-filter-machinero_1927459750.html?s=p
http://zhengben.en.alibaba.com/
product/1459786737218364721/jiangsu_machine_w
ater_purifier_coconut_water_bo
ttle.html
Model Number
Brand
Type
TZ-150
Taizy
Electric Water Boiling Machine
Material
304; High density foam

insulation
Temperature LCD panel; Ultra
high temperature protection
power-off function; Intelligent
night-off function
550 mm x 550 mm x 910 mm
LSS0.3-0.7-Y/Q
T-Sun
Natural Circulation, Beverage
Boiler
Stainless steel; LPG used for the
Energy Source
Material
Processed
Heating Method
Dimension
Power (kw)
Working
Pressure (Mpa)
Type
After-sales
Service
Price ($)
Capacity
per
Hour
Operator
Required
Source
2.
Alternative 1
Coconut water / Water
Figure
Features
Dimension
(LxWxH)
Voltage (V)
380
Environmental; PLC control

system in LCD; 90% efficiency
2680 mm x 1660 mm x 1990
mm
415
204
No.
3.
4.
Process
Cooling
Acidification
Description
Energy
Consumption
Weight (kg)
After sales
service
Price ($)
Capacity
Operator
Requirement
Source
Alternative 1
12000 W
Alternative 2
12000 W
15.5
900
6600
150 L/hour
Yes
7700
300 L/hour
-detail/Electric-Water-BoilingMachine-008615037167361_1532296937.htm
l
Yes
-detail/30-300kg-hr-AutomaticOil-fired_60142442251.html
Figure
Model Number
Brand
Type
Material
XM-GX-100
Xunmei
New Hepa Filter
Ultrafine Glass Fiber
AHS-01
AHS
Hepa Filter
Perforated metal (SUS304);
Metal wire (SUS316)
Wire mesh has the higher
resistance to press and
mechanical strength
Features
High efficiency; Low resistance

glass fiber materials
Dimension
(LxWxH)
Voltage (V)
Energy
Consumption
Weight (kg)
After sales
service
Price ($)
Capacity
Operator
Requirement
Source
610 mm x 915 mm x 150 mm
500 mm x 1000 mm
220
135 W
220
200 W
3.2
Technical support available
6.7
65
1800 m3/hour
No
100
2000 m3/hour
No
-detail/Hepa-filter-for-airpurifier_60145295676.html?s=p
-detail/Active-carbon-filtermanufacturer-airfilter_1239878744.html
DY-JBG-009
DY
Semi-automated Mixer
QHS-3000
Mars
Carbonated Drink Mixer
Figure
Model Number
Brand
Type
205
No.
Process
Mixing
5.
Pouring
Description
Material
Features
Alternative 1
SS304; SS316
Certified ISO:9001
380 V
900 W
Alternative 2
304 Metal
Carbonated mixer function
ability
2000 mm x 1550 mm x 1050
mm
415 V
1100 W
Dimension
(LxWxH)
Voltage (V)
Energy
Consumption
Weight (kg)
After sales
service
Price ($)
Capacity
Operator
Requirement
Source
650 mm x 810 mm x 1210 mm
550 kg
1 year warranty
800 kg
5000
2500
Yes
8000
3000
Yes
-detail/industrial-Soda-waterBeverage-MixerDrink_1146745761.html
http://www.diytrade.com/china/
pd/11460923/Carbonated_Drink
_Mixer.html
Model Number
Brand
Type
Material
Features
WSS06
Wine Tap Supplies
Winery Tank Taps
AISI 304
Ball clock mechanism
Dimension
Voltage (V)
Energy
Consumption
Weight (kg)
After sales
service
Price ($)
Capacity
Operator
Requirement
Source
180 mm x 260 mm (LxH)

-
Y-01495
Aoye
Measuring Tools
Metal SS304
Eco-friendly; Certified FDA,
ISO 9001:2008
180 mm x 120 mm (HxD)
-
2.5
-
0.36
-
12
No
0.92
1.5 L
No
http://winetapsupplies.com/wine
ry-tank-taps-large-distillery.php
-detail/stainless-steelmeasuringcups_1988791522.html
Figure
206
No.
6.
Process
Fermenting
Description
Figure
Alternative 1
Alternative 2
Source
Brand
Type
Material
Features
HC30127
Edsal
Shelf Shelving Unit
Steel
Fixed shelving unit; Contains of
6 shelves; Grey color
MWS361872-5
Sandusky
Mobile Wire Shelving Unit
Steel
Mobile shelving unitl Chrome
color; Contains of 4 shelves
Dimension
(WxH)
Depth (mm)
Energy
Consumption
Weight (kg)
After sales
service
Price ($)
Capacity
Operator
Requirement
Source
762 mm x 1524 mm
914.4 mm x 1828.8 mm
304.8 mm
-
457.2 mm
-
9.525
Replacable components
23.133
Replacable components
39.70
79.2 L
No
114.45
77 L
No
http://www.amazon.com/HC30
127-7-Shelf-Shelving-CapacityHeight/dp/B000AXUQW4/ref=
sr_1_6?s=homegarden&ie=UTF8&qid=142738
3606&sr=16&keywords=shelving+unit
http://www.amazon.com/Sandu
sky-MWS361872-ShelvingCastersShelves/dp/B007O3M7A2/ref=s
r_1_15?s=industrial&ie=UTF8
&qid=1427571969&sr=115&keywords=shelving+unit
Model Number
Brand
Type
Material
Features
LK-30
Amira Baking
Square Brass
Aluminium
-
Dimension
(LxW)
Depth (mm)
Energy
Consumption
Weight (kg)
300 mm x 300 mm
B 1335
Tang Ren
Rectangle Bakeware
Metal
Certified foodware (FDA);
Environmental
330 mm x 228 mm
20
-
20
-
0.25
0.74
Figure
207
No.
7.
Process
Washing
Description
After sales
service
Price ($)
Capacity
Operator
Requirement
Source
Cutting
Alternative 2
-
1.15
1.3 L
No
3.25
1.1 L
No
http://amirabakingshop.com/2012/08/aneka
-loyang-good-quality-price.html
http://id.aliexpress.com/item/34
cm-rectangle-bakeware-cakemould-pizza-tray-oven-flatbakeware/1778856523.html?isO
rigTitle=true
Model Number
Brand
Type
Material
Features
TWS-115-006
Tiger Kawashima
Washer
SS 304
Clean circulation mechanism;
Safe continuous operation;
Clear wave current washer
AUSNW
Azeus
Washer
SUS 304
Adopts bubble to clean the
foods; Cleaning water can be
recycled
Dimension
(LxWxH)
Voltage (V)
Energy
Consumption
Weight (kg)
After sales
service
Price ($)
Capacity
890 mm x 1160 mm x 850 mm
3800 mm x 800 mm x 1200 mm
380
1500 W
380
3000 W
170
No overseas services provided
250
Overseas third party
10500
Washing capacity: 8kg; Water
capacity: 100 L
Yes
30000
2500kg/hour
-detail/High-quality-small-foodwashermachine_179958714.html
-detail/Bubble-high-pressureindustrial-foodwasher_60129615722.html
NATA
Indotech
Cutter
Stainless Steel
LG-800
Longer
Cutter
SS 304
Figure
Operator
Requirement
Source
8.
Alternative 1
-
Yes
Figure
Model Number
Brand
Type
Material
208
No.
Process
Description
Features
Alternative 1
Using rotary motor in 1400 rpm
Dimension
(LxWxH)
Voltage (V)
Energy
Consumption
Weight (kg)
After sales
service
Price ($)
Capacity
Operator
Requirement
Source
1000 mm x 460 mm x 585 mm
Alternative 2
1 year warranty; Can be used to
cut fruits and vegetables
700 mm x 800 mm x 1300 mm
380
1200 W
380 V
1500 W
65
-
85
Engineers available to service
91.76
50 kg/hour
Yes
2500
700 kg/hour
Yes
http://indotechciptamandiri.blogspot.com/p/bl
og-page_5634.html
-detail/Nata-De-Coco-CubeCuttingMachine_1578867821.html
Model Number
Type
JZD-88
Texture Detector Conveyor
Machine
Nata de Coco / Jelly / Seaweed
UTG-59
Texture Inspection Surface
Table
Nata de Coco / Jelly
1800mm x 1100mm x 1000mm

0.12
Rejector arm / air blast / auto
tilting rejecter system
Audible and visual alarm
1000mm x 1000mm x 500mm

0.06
Manually cut
2,500
1,500
15 kg
Inspection for
Nata de Coco
texture
Material
Processed
Dimension
Power (kw)
Auto Rejection
Equipment
Alarm
After-sales
Service
Price ($)
Capacity
per
Hour
Operator
Required
Source
25 kg
Visual detection
-detail/Fruit-Metal-DetectorConveyor-MachinePrice_60032201734.html
-detail/stainless-steelinspection-table-stainlesssteel_1256866435.html
b. Packaging Process Equipment and Machines Requirement

The machines and equipment required to be used in producing the packaging of Le
Cocotier products can be seen at the following table. There are mainly four types of machines
209
used for filling Nata de Coco and the flavored syrup into four different packaging. Machines
for inspection are also analyzed to get the best inspection machine in the packaging process.
Tabel 3. 20 Alternatives Machines for Packaging Process Machines Requirement
No.
1
Process
Filling for
Bottle Variant
Item
Alternative 1
Alternative 2
Model Number
Brand
Type
Component
Processed
Dimension
Power (kw)
Air Source Pressure
(Mpa)
Driven Type
Suitable Cap Sharp
CGF 18-12-6
Joysun
Bottles Filling Machine
Cans / Bottles made from Plastic
/ Metal
2300mm x 1550mm x 2700mm
4
0.8 (Low Pressure)
SXG-A
Shengqi
Water Bottling Machine
/ Metal
2450mm x 760mm x 1550mm
2
0.5 (low pressure)
Hydraulic
Plastic screw cap
After-sales Service
Price ($)
Capacity per Hour
Operator Required
Source

3,500
300 bottles
Yes
-detail/natural-fruit-juiceproductionline_1702993089.html
Electric
Heavy-duty air drive bottle
capper
2,000
180 bottles
Yes
-detail/cherry-juice-bottlesfillingmachine_1621341797.html?s=p
Model Number
Brand
Type
Component
Processed
Dimension
Power (kw)
Driven Type
Checkmat 707
Krones
Bottles Inspection Machine
/ Metal
1725mm x 1162mm x 2025mm
1
Fill level inspection, cap
inspection, filler management,
label inspection
Yes
15,000
Inspection for
Bottle Variant
Sensor availability
After-sales Service
Price ($)
Manual Vial
Shree Bhagwati
Inspection Machine
Bottles made from Plastic /
Metal
2440mm x 760mm x 1325mm
0.44
Fail safe rejection system, closecouples with filler
Yes
3,750
210
No.
Process
Filling for
Cup Variant
Item
Capacity per Hour
Operator Required
Source
Alternative 1
420 inspected bottles
Yes
https://www.krones.com/en/prod
ucts/fillingtechnology/inspectors-forfilling-operations.php
Alternative 2
200 inspected bottles
Yes
-detail/Bottle-InspectionMachine-At-AffordableCost_50005686943.html
Model Number
Brand
Type
XBBH-95-2 R1100
Xiangbo
Automatic Cup Drop Filling
Sealing Machine
Cup made from Plastic / Wood
SAC-316
Jacopack
Semi Automatic Cup Filling
sealing Machine
Cup made from Plastic
1000mm x 1000mm x 1600mm

2
Pneumatic
Yes
2,800
450
Yes
-detail/High-speed-automaticplastic-cupfilling_1383168530.html
2440mm x 760mm x 1325mm

0.44
Rotary
Yes
1,070
200 cups
Yes
-detail/Bottle-InspectionMachine-At-AffordableCost_50005686943.html
JND-4C
Shenzhen
Automatic Cup Drop Filling
Sealing Machine
Plastic / Glass / Paper
500mm x 500mm x 800mm
3.2
Electric
Yes
JZ-480/250
Jiazhao
Manual Shrink Inspection
Machine
Plastic / Glass
1600mm x 610mm x 1300mm
11 13
Electric
Yes
Component
Processed
Dimension
Power (kw)
Driven Type
Filling & Sealing
After-sales Service
Price ($)
Capacity per Hour
Operator Required
Source
Inspection for
Cup Variant
Model Number
Brand
Type
Material Processed
Dimension
Power (kw)
Driven Type
Filling level &
Sealing Protection
After-sales Service
211
No.
Process
Filling and
Inspection for
Pillow Bag
Variant
Item
Price ($)
Capacity per Hour
Operator Required
Source
Alternative 1
3,000
450 inspected cups
Yes
-detail/Automatic-Cup-Fillingand-SealingMachine_310603124.html
Alternative 2
1,500
250 inspected cups
Yes
-detail/manual-shrink-wrappingmachine_1983964868.html
Model Number
Brand
Type
JW-B1
Zhongshan
Filling machine, packaging
machine
Plastic
1800mm x 2000mm x 3951mm
1.5
Electric
Yes
3,200
180 pillow bags
Yes
-detail/pouch-filling-sealingmachine_460325958.html?s=p
SJY-1000
Jiangmen Seraph
Filling machine
BWF-01
Jiangsu
Bucket Weighing Filling
Machine
Glass, metal, paper, plastic
1000mm x 1200mm x 1900mm
0.75 7.5
Pneumatic
FM-SW/20L + FC-P/20L
CrossQ
Bucket Filling machine
Material Processed
Dimension
Power (kw)
Driven Type
Filling & Inspection
After-sales Service
Price ($)
Capacity per Hour
Operator Required
Source
Plastic
1000mm x 8000mm x 1800mm
0.4
Electric
Yes
850
80 pillow bags
Yes
-detail/sachet-pouch-waterfilling-machinemachinery_455026000.html
Filling and
Inspection for
Bucket
Variant
Model Number
Brand
Type
Material Processed
Dimension
Power (kw)
Driven Type
Plastic
2500mm x 650mm x 1450mm
1.5
Electric + Pneumatic
212
No.
Process
Carton Box
Sealing
Item
Filling & Inspection
After-sales Service
Price ($)
Capacity per Hour
Operator Required
Source
Alternative 1
Yes
14,000
1500 buckets
Yes
-detail/chemical-liquid-bucketweighing-fillingmachine_1314742834.html
Alternative 2
No (Filling only)
300
150 buckets
Yes
-detail/Lemon-Juice-DoubleNozzles-WeighFilling_60018222556.html
Model Number
Brand
Type
FX-01
Shenhu
Automatic Carton Box Sealing
Machine
Paper
1600mm x 850mm x 1520mm
0.4
Electric
Yes
YK-07/07
Yunaxu Pack
Semi-Automatic Carton/Case
Sealing Machine
Plastic
1400mm x 650mm x 1320mm
0.5
Electric
Yes

750
90 cartons
Yes
-detail/Automatic-carton-boxsealing-machinecarton_570967829.html

500
50 cartons
Yes
-detail/YK-07-07-SemiAutomaticGood_60083483223.html
Material Processed
Dimension
Power (kw)
Driven Type
Sealing Top and
Bottom
After-sales Service
Price ($)
Capacity per Hour
Operator Required
Source
c. Miscellaneous Equipment and Machines Requirement

The miscellaneous machines are used mainly for storing and handling the material.
However they do not affect the production time since they do not work directly on processing
Nata de Coco. Analyzing the best miscellaneous machines to use is also important to ensure
that the materials along the production processes are handled correctly.
213
Tabel 3. 21 Alternatives Machines for Miscellaneous Machines Requirement

No.
1
Process
Coconut
Water
Container
Item
Model Number
Brand
Type
Material
Dimension
Volume (L)
Thickness (mm)
Weight (kg)
After-sales Service
Price ($)
Capacity
Quantity
Source
Alternative 1
Alternative 2
LH-J50L
Jiangsu Linhui
Industrial Plastic Drums
Jellycans
Plastic, HDPE, food grade
575mm x 380mm x 350mm
50
1.5
1.738
10
50 liter
According to order supply from
coconut water
-detail/Industrial-Plastic-Drumsjerrycans_1097015190.html
27L CT
Shijiheng
Good Selling Plastic Jerrycans
WT-09
Xiamen
Thermostat Manufacturer Easy
Temperature Controller
Electric Heating System
130mm x 87mm
0 50oC
Yes
2XAAA Battery (3V)
0.0015
ST-1000A
Xinchi
Fan Speed Control Room
Thermostat
Indoor
100mm x 50mm
10-30oC
No
0.002
+/- 1oC
39.45
Yes
-detail/thermostat-manufacturereasy-temperaturecontroller_1537736463.html?s=
+/-1oC
20.3
Yes
-detail/Fan-Speed-ControlRoomThermostat_1925312369.html?s
HDPE, food grade

280mm x 47mm x 450mm
27
1.6
1.76
5
27 liter
According to order supply from
coconut water
-detail/27L-good-selling-plasticjerrycans_520862420.html
Thermostat
Model Number
Brand
Type
Usage
Dimension
Ambient
Programmable
Power Supply
Power
Consumption (kW)
Accuracy
After-sales Service
Price ($)
Quantity
Source
214
No.
3
Process
Food Testing
Lab
Item
Model Number
Brand
Type
Usage
Standard
Purpose
Power
Consumption (kW)
After-sales Service
Price ($)
Quantity
Source
Alternative 1
Alternative 2
FJXT
APEX
Professional Food Testing Lab
Manufacturer Producer
Electronic
ISO
Safety Inspection, wood
inspection, soil testing, oil
inspection, production process
supervision, virus detection,
food laboratories, water quality
3
APEX
XINFU
Food Laboratory Equipment

5,000
Yes
-detail/Professional-foodtesting-lab-manufacturerproducer_60056745779.html

3,000
Yes
-detail/Food-laboratoryequipmentAPEX_873092278.html
Electronic
ISO
Food laboratory, pathology lab,
civil engineering lab,
environmental monitoring,
agricultural analysis, optical lab
3
1. Reasons and Discussions of Selected Machines and Equipment

As can be seen at the tables in the previous section, the selected machines and
equipment were highlighted with the yellow ones. The main criteria used in selected the
machine from each alternative mentioned are as follow.
1. Machine capacity which had to be adjusted with the demand or production target
of the company to avoid the possibilities of under or overproducing capacity.
2. Company tend to select the machine with the high automation rate, to be able
increase the productivity and reduce the production time.
3. The machine which preferred at most is the machine with low requirement number
of operators.
The selection reason will be discussed in this section based on the division machines
and equipment used for Nata de Coco products and also Packaging Process.
a. Nata de Coco Products Equipment and Machines Requirement
Selection reason of the machines and equipment highlighted at the table above will
explained further in the following table. The reason will not directly come up with the
215
selection of machine from the two alternatives mentioned, but also the reason of selecting as the alternative for each machine and equipment
mentioned.
Tabel 3. 22 Selection of Nata de Coco Products Machines Requirement
No.
1.
Selected
Process
Filtering
2.
Boiling
Taizy TZ-150
Electric Water
Boiling Machine
Automatic water
boiling machine,
completed with 2 taps
to make the pouring
process easier. The
height can be adjusted.
Relatively low power
requirement for the
water boiler used in
industry.
T-Sun LSS0.30.7Y/Q
3.
Cooling
Xunmei XMGX-01 New

Hepa Filter
Using new technology

of air circulation
filtering. High
efficiency and also low
resistance materials
used for the products.
AHS-01 Hepa
Filter
1
160T/D Reverse
Osmosis
Membrane Filter
Machine
Machines and Equipment Selected

Reason
2
The capacity of tanks is Jiangsu-100
align with the demand
UF Water
of coconut water
Purifier for
required in production
Coconut Water
process. The type of
machine is also align
with the process
method of filtering that
has been determined in
previous chapter
Reason
There is no tanks that
can accommodate the
contain of coconut
water, the company
needs to buy another
tank attached to the
filtering machine The
capacity of tanks is also
over the demand of
coconut water thus it
will cause the machine
to be under utilized.
Automatic water
boiling machine by
using LPG as the main
energy source. Mostly
used in beverage
industry.
Made of wire mesh

which has the higher
resistance to press and
mechanical strength.
Small dimension may
lead to the easier
process of installation.
Selected
Machines
160T/D Reverse
Osmosis
Membrane Filter
Machine
Reason
The capacity of tanks is align
with the demand of coconut
water required in production
process. The type of machine is
also align with the process
method of filtering that has been
determined in previous chapter
T-Sun LSS0.30.7Y/Q
The capacity which able to be

processed in a once is doubled
than the other machin, but the
voltage energy requirement of
the machine differences is not
too high. By higher capacity in
a process, it means that the
production time requirement
can be reduced.
Xunmei XMGX-01 New

Hepa Filter
Simple dimension of the filter

machine able to make it easier
during the installation in the
storage building for cooling and
fermenting.
216
No.
4.
Selected
Process
Acidification
Mixing
1
DY-JBG-009
Semi-automated
mixer

Reason
2
Certified ISO:9001
Mars QHS-3000
which able to guarantee Carbonated
to be used for food and Drink Mixer
beverages things.
Offered in 1 year
warranty. Has small
dimension which
means not requiring lot
of spaces.
Able to pour mixed
Aoye Y-01495
nata starter neatly and
Measuring Cups
controllable. Easy to
use.
5.
Pouring
Wine Tap
Supplies WSS06
Winery Tank
Taps
6.
Fermenting
Edsal HC30127
Shelf Shelving
Unit
Contains of 6 shelves
which able to save
more Nata dough.
Unmobile will not ruin
the fermentation
process by bacteries.
Amira Baking
LK-30 Square
Brass
Tiger
Kawashima
TWS-115-006
Washer Machine
7.
Washing
Reason
Automated drink mixer
which generally used
for carbonated drink.
The capacity is quite
high for each process,
about 800L water. The
machine design look
stunning.
Selected
Machines
Mars QHS-3000
Carbonated
Drink Mixer
Reason
Higher capacity means reducing
the time required for the mixing
and acidification process. Even
it has the bigger size, but the
higher capacity make the
demands of the product in
smaller number, which lead to
lower investment and spaces.
Common measuring
machine for pouring
liquid for cooking. Low
price.
Wine Tap
Supplies WSS06
Winery Tank
Taps
Able to increase the hygiene

level in the production process
beacuse it neat pouring
operation.
Sandusky
MWS361872-5
Mobile Wire
Shelving Unit
Make the handling

process of Nata dough
from pouring to
fermentation shelf
easier because its
mobility.
Edsal HC30127
Shelf Shelving
Unit
The mobility of shelves during

fermentation may lead to
undesired shapes of nata
produced.
Common brass sold in

the market which
offered in lower price.
Tang Ren B1335

Rectangle
Bakeware
Certified foodware.
Made of strong material
which may lead to
higher reliability.
Tang Ren B1335

Rectangle
Bakeware
Regarding that it has

certification about food grade, it
has higher assurance about the
hygiene of the products
produced later.
Using clean circulation

mechanism. Able for
continuous operation.
The products washed
will be soaked into the
water and then
circulated until clean.
Azeus AUSNW
Bubble Washer
Machine
Longer operation for

washing regarding it
also use conveyor in the
machine. Reiterative
process by using bubble
water sprayed above the
products.
Tiger
Kawashima
TWS-115-006
Washer Machine
By using soaking the products

into the water it makes the
product will more clean rather
than only using bubble water
sprayed reiteratively.
217
No.
8.
9.
Selected
Process
Cutting
JZD-88
Texture
Detector
Conveyor
Machine
1
Indotech NATA
Nata de Coco
Cutter Machine
Allows online
inspection by
moving Nata de
Coco through
conveyor and
passing the
sensor attached
in the machine.
Reliable alarm is
provided in
audible and
visual type.

Reason
2
Offered in low price
Longer LG-800
and also made in
Nata de Coco
Indonesia.
Cutter Machine
UTG-59 Texture
Inspection Surface
Table
JZD-88 Texture
Detector
Conveyor
Machine
Reason
1 year warranty and the
dimension of the cutted
Nata de Coco can be
adjusted.
Allows only sample

inspection since the
table can only
accommodate limited
range of Nata de Coco.
The alarm attached is
only visual alarm under
the table. The defective
product need to be cut
manually in order to
separate it with the
proper Nata de Coco
Selected
Machines
Indotech NATA
Nata de Coco
Cutter Machine
JZD-88 Texture
Detector
Conveyor
Machine
Reason
Even though there is not any
particular after sales service
offered, bu the price offered is
very low. The small capacity
also not being influenced too
much to the production time
regarding the cutting process
still depends on the number of
solid nata dough which
separated in mold form.
Online inspection ensure more

high quality of Nata de Coco
produced since all products can
be tested. The auto tilting
rejecter system also saves the
operational times in sorting the
good quality Nata de Coco
b. Packaging Process Equipment and Machines Requirement

Selection reason of the machines and equipment highlighted at the table of packaging process equipment in table xx will explained further
in the following table. The reason will not directly come up with the selection of machine from the two alternatives mentioned, but also the reason
of selecting as the alternative for each machine and equipment mentioned.
218
Tabel 3. 23 Selection of Packaging Process Machines Requirement

No
Selected Process
1
Shanghai Joysun
CGF18-12-6 3-in1 Fruit Bottle
Filling Machine
Filling for Bottle

Variant
Inspection for Bottle

Variant
Krones Checkmat
707 Inspecting
Fill Level and
Closure
Filling for Cup

Variant
XBBH-95-2
R1110 Xiangbo
Automatic Cup
drop filling
sealing machine

Reason
2
It is capable of
SXG-A Shengqi
producing up to 300
Water Bottling
bottles per hour using
Machine
high rotary automated
filling stations and
RO/OF water treatment
ensures the quality of the
packaging process
It is capable of
Shree Bhagwati
inspecting up to 420
Manual Vial
bottles per hour. The
inspection machine is
equipped with two types
of inspection that is fill
level inspection and cap
inspection to detect
missing caps and check
the positive sealing of
caps.
It is capable of
bottles per hour. The
electric eye correct film
positioning is useful to
automatically get the
sealing position in
precision. Higher
precision is controlled by
hopper in line and feeder
material automatically.
Its capacity can reach up
to 1200 cups per hour
SAC-31 Jacopack
Semi Automatic
Cup Filling
Sealing Maching
Selected Machines
Reason
It is capable of
producing up to 180
bottles per hour and
equipped with heavyduty air drive bottle
capper.
SXG-A Shengqi
Water Bottling
Machine
It is capable of
bottles per hour and
equipped with fail safe
rejection system and
close couples with
filler
Shree Bhagwati
Manual Vial
The main operation

principle of this
machine is the manual
cup placing, automatic
rotating of rotary
table, automatic
filling, and automatic
sealing. Its capacity
can reach up to 200
cups / hour depending
on operator
performance.
SAC-31 Jacopack
Semi Automatic
Cup Filling Sealing
Maching
Reason
The capacity of this machine
is align with the demand of
Le Cocotier bottle variant, it
is also equipped with heavy
duty air drive bottle capper
which enable the automation
of capping process in the
bottle
Le Cocotier bottle variant, it
is also equipped with fail safe
rejection system that ensure
the reliability of this machine
for inspection process. The
capacity also more than the
capacity of previous machine
that is bottle filling machine,
thus there will be no
bottleneck in this process.
Le Cocotier cup variant, it is
also equipped with automatic
rotary table, filling and
sealing process which makes
it easier for the operator in
filling the cups package.
219
Inspection Cup
Variant
Shenzhen J&D
Inspection Sealing
Machine
The inspection machine

is equipped with sensors
to ensure the right
sealing of the foil picture
and the level of water
inside the cup is not
exceeding the tolerance
limit.
Jiazhao JZ480/250
The inspected cups are

passed through the
machine to be tested
its filling level and the
sealed. But the
machine cannot
automatically drop the
defective products, it
has to be taken out
manually
The filling machine
can only accommodate
850 pillow bag
packages.
Jiazhao JZ-480/250

Le Cocotier cup variant, it is
also equipped with automated
tested of filling level and the
sealed.
Filling and
Inspection for
Pillow Bag Variant
Zhongshan JWB1 Pouch Filling

Sealing Machine
Jiangmen Seraph
SJY-1000 Filling
Machine
Filling and
Inspection for
Bucket Variant
Jiangsu BWF-01
Chemical Liquid
Bucket Weighing
Filling Machine
Large vertical automatic

packaging machine is
useful to fasten the
filling process and multi
head weighed enable to
control the volume filled
inside the pillow pack.
Sealed sensor detector is
important also to ensure
that its packed without
any leak.
Large vertical automatic
packaging machine is
useful to fasten the filling
process
and
check
weighted enables to
control the volume inside
the bucket.
Jiangmen Seraph
SJY-1000 Filling
Machine

Le Cocotier pillow pack
variant and to prevent the
machine to be underutilized.
It is also equipped with
automated tested of filling
level and the sealed.
CrossQ FMSW/20L + FCP/20L Bucket

Filling Machine
The filling machine

can accommodate 150
bucket packages per
hour. It is also
equipped with sealed
sensor detector also
important to detect any
leak on the package.

Filling Machine

is align with the demand of Le
Cocotier bucket variant and to
prevent the machine to be
underutilized. It is also
equipped with sealed detector
to detect any leak on the
package
Carton Box Sealing
Shenhu FX-01
Automatic Carton
Box Sealing
The automatic carton box

sealer can be combined
with
the
packaging
machines which can save
up more time and more
energy used. It also can
accommodate
high
capacity of carton boxes.
Yunaxu Pack YK07/07
The semi-automatic
carton box sealer
cannot be combined
with the packaging
machines which
require more operators
to move the packages
into this machine.
Shenhu FX-01
Automatic Carton
Box Sealing
The automatic carton box

sealer can be combined with
the packaging machines
which can save up more time
and more energy used. It also
can
accommodate
high
capacity of carton boxes.
220
a. Miscellaneous Equipment and Machines Requirement

Selection reason of the machines and equipment highlighted at the table of miscellaneous equipment in table xx will be explained further
in the following table. The reason will not directly come up with the selection of machine from the two alternatives mentioned, but also the reason
of selecting as the alternative for each machine and equipment mentioned.
Tabel 3. 24 Selection of Miscellaneous Machines Requirement
No
Selected Process
1
Jiangsu Linhui
LH-J50L
Industrial Plastic
Drums

Reason
2
Large capacity of 50L
Shijiheng 27L CT
coconut water contained
Good Selling
for one jerry can. It can
Plastic Jerrycans
accommodate high
capacity of coconut
water supply from
coconut farmers or other
suppliers.
Coconut Water
Container
Thermostat
Xiamen WT-09
Thermostat
Manufacturer
Easy Temperature
Controller
Digital visualization and

on touch controller helps
the worker to easily
manage the temperature
for the room with more
accuracy also.
Xinchi ST-1000A
Fan Speed
Control Room
Thermostat
Food Testing Lab
APEX FJXT
Professional Food
Testing Lab
Manufacturer
The manufacturers
provide the installment
and ordering of
laboratory equipments.
They capable also to
supply the equipments
that they dont produce
by contacting their third
party logistic company.
XINFU APEX
Food Laboratory
Equipment
Pallet
HMT1111CD
HMT Euro Pallet
The pallet can

accommodate wider
space of carton box and
LT-007 EPAL
Euro Pallet
Reason
Limited capacity of
27L coconut water
contained for one jerry
can. It has limitation
volume capacity of
coconut water supply
from coconut farmers
or other suppliers.
Manual controller
helps the worker to
manage the
temperature for the
room but it has less
accuracy than the
digital one.
The manufacturers
provide the installment
and ordering of
laboratory equipments.
They capable also to
supply the equipments
that they dont
produce by contacting
their third party
logistic company.
The pallet can
accommodate wider
space of carton box
Selected Machines
Reason
Jiangsu Linhui LHJ50L Industrial

Plastic Drums
Higher volume capacity is

more preferable especially to
accommodate high supply
required for production
process. The model is also
safer to ensure that there is
no leak during the
distribution of coconut water
from supplier to the factory.
Digital visualization and on
touch controller helps the
worker to easily manage the
temperature for the room
with more accuracy also.
Xiamen WT-09
Thermostat
Manufacturer Easy
Temperature
Controller
XINFU APEX
Food Laboratory
Equipment
Both of them have the same

capability and quality,
therefore the selection is
based on the price that the
company offers. The cheaper
price is selected as it comes
with the same good quality.
HMT1111CD
HMT Euro Pallet
The pallet can accommodate

wider space of carton box
and its material type which is
221
No
Selected Process
1

Reason
2
its material type which is
plastic does not need any
additional joint with
another pallet.
Selected Machines
Reason
and its material type
which is wood needs
any additional joint
with another pallet.
Reason
plastic does not need any
additional joint with another
pallet.
3.1.5.2 Determination of Parallel and Series Process

Production process time is the time needed for a machine or a tool to process the materials in each work station. Processing time for each
work station can be determined from the production process time for each component and grouping their time based on the same work station and
the same machine. Data of process time is needed to calculate the overall production process time and to identify the total production cost.
Production process can be done in parallel or series process. It is called a parallel process if the production process is done while another processes
run. Different with parallel, series process should wait until the previous steps done. Parallel and series determination are shown on the flowchart
form, as shown below:
222
Figure 3. 8 Le Cocotier Parallel Series Production Process Determination
Code above the process box represents the process and its component. Alphabet indicates the process that being done, while number
indicates the components or product form that being processed. Further information of the codes are shown on table below:
223
Tabel 3. 25 Alphabet Information

Alphabet
Process
Filtering Process
Boiling Process
Cooling Process
Acidification
Adding sugar
Adding ZA
Adding Glacial Acetic Acid
Adding Epsom Salt
Adding Acetobacter xylinum
Mixing Process
Pouring Process
Fermentation Process
Harvesting Process
Cutting
Washing
Inspection Process
Syrup Mixing Process
Adding Natural Sugar (Original)
Adding Coconut Ectract
Adding Lychee Ectract
Packaging Process
Cardboard Packaging Process
Tabel 3. 26 Number Information

Number
Component
Coconut Water
Coconut Water + Sugar
Coconut Water + Sugar + Ammonium Sulfate

+ Citric Acid

+ Citric Acid + Epsom Salt

+ Citric Acid + Epsom Salt + Acetobacter
xylinum
Liquid Nata de Coco Mixture
224
Solid Nata de Coco
Nata de Coco and Solution
10
Nata de Coco and Original Flavor Solution
11
Nata de Coco and Coconut Flavor Solution
12
Nata de Coco and Lychee Flavor Solution
13
Bucket Pack
14
Pillow Pack
15
Coconut Cup Packaging
16
Coconut Bottle Packaging
17
Lychee Cup Packaging
18
Lychee Bottle Packaging
19
Bucket Cardboard Packaging
20
Pillow Cardboard Packaging
21
Coconut Bottle Cardboard Packaging
22
Lychee Bottle Cardboard Packaging
23
Coconut Cup Cardboard Packaging
24
Lychee Cup Cardboard Packaging
Le Cocotier production processes are divided into sixteen stages. Basically, beverages
production process are in series because the next processes can be done after the previous
processes already completed. On the first stage, nata de coco will be filtered to make sure that
there is no dirt or some small particles on the coconut water. On the second stage, coconut water
is boiled, and cooled on the stage 3. Other additive material such as sugar, ammonium sulfate,
citric acid, Epsom salt and Acetobacter xylinum are added on the coconut water manually. Each
of those components have role on the nata de coco forming. Then, on those materials are mixed,
in parallel. The next step is the fermentation process. The fermentation stage is the longest
among the others. It takes fourteen days until nata de coco sediment formed. On this range, the
harvesting process of previous fermented nata de coco can be done. Thus, there is no idle time
to produce one batch. After fourteen days, nata de coco is ready to be harvested.
On the stage ten, nata de coco sheets are washed to remove the chemicals liquid. The
cutting process is done on the eleventh stage, to reduce the of nata de coco from sheets into
small brick shape. Then, it is inspected to remove unqualified nata de coco. The thirteenth stage
is syrup mixing and nata de coco inspection. Here is the stage that makes desserts and drinks
type different. Desserts only available on coconut flavor, while drinks offered on lychee and
coconut flavors. The sixteenth stage is packaging process. Nata de coco and its solution are
going through a packaging process. Here, nata de coco is separated based on its flavor, and
packed into different packaging, bottle and pillow for dessert, cup and bottle for drinks.
225
Inspection process is done on the stage seventeen, to ensure the products are on the best
condition. After all the products are going through inspection process, Le Cocotier products are
packed into cardboard.
3.1.5.3 Calculation of Production Process Time
Production process time is the time needed for a machine or a tool to process the
materials in each work station. Processing time for each work station can be determined from
the production process time for each component where in Le Cocotier production process, it is
using product layout as its manufacturing process layout and is done in a series process. Data
of process time is needed to calculate the overall production process time and to identify the
total production cost. The example calculation of production time can be seen as follow.
Known:
Bottle package: 320 milliliters = 0.32 kilogram
Cup package: 200 milliliters = 0.2 kilogram
Pillow package: 1000 milliliters = 1 kilogram
Bucket package: 1000 milliliters = 1 kilogram
2,000 liters coconut water will produce 1,320 kilograms Nata de Coco as 1 liter produce
660 grams Nata de Coco
Syrup needed 924 kilograms
Assumption:
Working time in a day = 8 hours
Working days = 250 days in a year

= + +
Example cycle time calculation of boiling process which is using LDZ/WDZ China
High Quality Water Boiling Machine which has setup time 5 minutes, operation time 87.7
minutes with no non-operation time. So the cycle time for the production process is.
= + +
( ) = 87.7 + 5 + 0
( ) = 92.7
The equation above shown the calculation of boiling process cycle time, from the
calculation above, it can be seen that the cycle time for boiling process is 92.7 minutes. As the
production process is done on series process, so the cycle time is only the addition of
operation time, non-operation time, and setup time. The calculation of each production
226
process can be seen in table below where it is divided into four tables which are differed based on packaging type.
Tabel 3. 27 Processing Time in Bottle Le Cocotier Machine
N
o
Process
Filtering
Boiling
Cooling
Acidification
Mixing
Pouring
Fermentation
Harvesting
1
0
Cutting
Machin
e
UF
Water
Purifier
Jiangxu100
T-Sun
LSS0.30.7-Y/Q
Edsal
HC3012
7 Steel
7Shelving
Unit
QHS3000
Drink
Mixer
QHS3000
Drink
Mixer
AISI
WSS06
Drink
Tap
Edsal
HC3012
7 Steel
7Shelving
Unit
Manual
Indotech
Nata de
Coco
Cutting
Machine
Start time
(min)
Setup time
(min)
Operation Time
(min)
Non-Operation Time
(min)
Batch
Output
Cycle Time
(min)
Cycle Time
(min)
Cummulative Time
(min)
0.0
3.0
5.0
0.0
150 liters
8.0
8.0
8.0
8.0
5.0
13.2
0.0
300 liters
18.2
18.2
26.2
26.2
3.0
18.0
5.0
300 liters
26.0
26.0
52.2
52.2
3.0
3.0
0.0
300 liters
6.0
6.0
58.2
58.2
3.0
5.0
0.0
300 liters
8.0
8.0
66.2
66.2
2.0
2.0
3.0
300 liters
7.0
7.0
73.2
73.2
2.0
3360.0
0.0
198 kg
3362.0
3362.0
3435.2
3435.2
0.0
15.0
5.0
198 kg
20.0
20.0
3455.2
3455.2
2.0
3.0
2.0
198 kg
7.0
7.0
3462.2
227
N
o
Process
1
1
Washing
Inspection
1
2
Syrup Mixing
1
3
1
4
Flavoring
(Lychee)
Flavoring
(Coconut)
Machin
e
Tiger
Kawashi
ma TWS
115-006
Start time
(min)
Setup time
(min)
Operation Time
(min)
Non-Operation Time
(min)
Batch
Output
Cycle Time
(min)
Cycle Time
(min)
Cummulative Time
(min)
3462.2
3.0
4.0
3.0
198 kg
10.0
10.0
3472.2
Fruit
Metal
Detecto
r
Convey
or
Machin
e Price
JZD-88
3472.2
0.0
10.0
2.0
198 kg
12.0
12.0
3484.2
QHS3000
Drink
Mixer
3484.2
2.0
3.0
0.0
168.3 kg
5.0
3484.2
2.0
5.0
0.0
29.3 kg
7.0
7.0
3491.2
Shangh
ai
Joysun
CGF1812-6 3in-1
Fruit
Bottle
Filling
Machin
e
Shangh
ai
Joysun
CGF1812-6 3in-1
Fruit
Bottle
Filling
3484.2
2.0
5.0
0.0
153.74 kg
7.0
228
N
o
Process
Machin
e
Start time
(min)
Setup time
(min)
Operation Time
(min)
Non-Operation Time
(min)
Batch
Output
Cycle Time
(min)
3484.2
2.0
5.0
0.0
183.15 kg
7.0
3491.2
3.0
9.0
0.0
285 bottles
12.0
3491.2
3.0
6.0
0.0
457 cups
9.0
3491.2
3.0
14.0
0.0
91 buckets
17.0
3491.2
3.0
17.0
0.0
91 pillow
packs
20.0
3511.2
2.0
3.0
2.0
285 bottles
7.0
3511.2
2.0
4.0
2.0
457 cups
8.0
3511.2
2.0
2.0
2.0
91 buckets
6.0
3511.2
2.0
2.5
2.0
91 pillow
packs
6.5
Cycle Time
(min)
Cummulative Time
(min)
20.0
3511.2
8.0
3519.2
Machin
e
1
5
Flavoring
(Original)
1
6
Bottle Packaging
1
7
Cup Packaging
1
8
Bucket
Packaging
1
9
Pillow Pack
Packaging
2
0
Bottle Inspection
2
1
Cup Inspection
2
2
Bucket
Inspection
2
3
Pillow Pack
Inspection
Shangh
ai
Joysun
CGF1812-6 3in-1
Fruit
Bottle
Filling
Machin
e
Shengqi
SXG-A
Jacopack
SAC316
CrossQ
FMSW/20L
Jiangme
n Seraph
SJY1000
Shree
Bhagwat
i Manual
Vial
Jiazhao
CZ480/250
CrossQ
FMSW/20L
Jiangme
n Seraph
229
N
o
2
4
2
5
Process
Carton Box
Sealing (for
Desserts Product)
Carton Box
Sealing (for
Drinks Product)
Machin
e
SJY1000
Shenhu
FX-01
Automat
ic Carton
Box
Sealing
Shenhu
FX-01
Automat
ic Carton
Box
Sealing
Start time
(min)
Setup time
(min)
Operation Time
(min)
Non-Operation Time
(min)
Batch
Output
Cycle Time
(min)
3519.2
3.0
6.0
2.0
12 cartons
11.0
3519.2
3.0
8.0
2.0
22 cartons
Cycle Time
(min)
Cummulative Time
(min)
13.0
3532.2
13.0
Total Hours
58.9
Total Days
7.4
In the table above, it provided the data of Le Cocotier production process, the process is started from filtering coconut water process that
is consuming 8 minutes of cycle time to completely filtering 150 liters of coconut water which is then followed by boiling the coconut water which
takes 18.2 minutes and it will be cooled down in order to continue to the acidification process where the time takes respectively 26 minutes and 6
minutes. Next, the coconut water is mixed in 8 minutes to prevent sedimentation and it is then fermented through fermentation process that will
take 3,362 minutes which is followed by pouring it into container that will take 2 minutes and begin the fermentation process that will transform
the coconut water in which before weighted 300 liters become 198 kilograms of Nata de Coco which is then being cooled down within 10 minutes
and harvested that will take 15 minutes followed by cutting the Nata de Coco into desired shape and dimension which in overall take 3 minutes
and it will be continued to washing process that will take 10 minutes to assure its cleanness and remove unwanted dirt. In the next process, it will
be done parallel between inspection and syrup mixing process respectively took 12 minutes and 3 minutes, but the cycle time used is 12 minutes
as in the parallel process it will take the largest value of cycle time. The process will be then followed by flavoring process which is done parallel
between flavoring lychee, coconut and original flavor which will consume 7 minutes and the last process is packaging the Nata de Coco and syrup
into several packages which are bottle, cup, bucket, and pillow package that will be done in parallel which is then the cycle time used is the
230
maximum time between four kinds of packaging process, in this case, it will use pillow pack packaging that takes 20 minutes to finish it process
and finally before the product will be distributed to the market, it is being inspected, which also in this process it will be done in parallel between
bottle, cup, bucket, and pillow pack packaging which using cup inspection cycle time which is 8 minutes in total and at last the inspected product
is put into carton box using machine and also done in parallel between desserts and drinks product that takes 13 minutes. As can be seen in table
above, the cumulative cycle time for producing Le Cocotier products is 3,547.2 minutes or 59.1 hours or 7.4 days in which 7 days will be used as
the fermentation process.
In the table above, it can be seen that each component has different processing time. The difference is due to many causes such as different
machine processing, complexity of processing, and etc. The production process is done on batch and the cycle time of the production process is
assumed that it is counted for one cycle production. To ease preview of production process time, it is then recapitulated in a ganttchart that can be
seen in the figure below.
231
Figure 3. 9 Production Process Ganttchart
From the figure above, it can be seen that total cycle time to produce Le Cocotier is 3,654.7 minutes or 60.9 hours. The production process
needs 7.6 days as the fermentation process alone took the longest time because it needs to be waited until the Nata de Coco starter transform the
coconut water into Nata de Coco. If the fermentation process is separated from the main production process, it only takes 0.6 days which is 4.8
hours with assumption working time in a day is 8 hours. Regarding to the continuous production process, then the production process will be
continued once after the process in the current station is idle, but in the calculation of the cycle time, it is assumed that the time used is only for
one time production/one cycle.
232
3.1.5.4 Required Energy Calculation

This section will showing the calculation of required energy based on the power of the selected machine to be used and also the estimated
production time calculated as can be seen at the previous section. The determination of required energy for the whole industry able to calculate the
energy cost required to be spent for each products. This calculation may influence the product price determination later during launching the
products.
Energy requirement calculation influenced by the production process time calculation, and also the power required by the machine for
each process. The calculation of energy requirement of Le Cocotier production will be divided into several tables, there are the energy requirement
calculation for the main product itself, the calculation for dessert and drink flavoring regarding the process were different based on the variants,
and energy calculation for each packaging variants followed. The tables will be shown at the following sections.
a.
Energy Requirement Calculation for Nata de Coco Production

The following table is only calculate the energy and the cost required to be spent by the company in case of Nata de Coco production.
Tabel 3. 28 Energy Requirement for Nata de Coco Production
No.
Station
Name
Process
Name
Filtering
1.
Coconut
Water
Processing
Boiling
Cooling
2.
Nata Starter
Preparation
Acidification
Mixing
Machine
Name
UF Water
Purifier
Jiangxu-100
T-Sun
LSS0.3-0.7Y/Q
Xunmei XMGX-100
QHS-3000
Drink Mixer
QHS-3000
Drink Mixer
Total
kWh
Production
Output for
each
Process
(Litre or
kg)
Cost (per
kWh)
Total Cost
Total
Energy
Cost (per
Litre)
0.22
1.08
150
Rp
1,027.16
Rp
1,113
Rp
7.42
92.72
1.55
18.54
300
Rp
1,027.16
Rp
19,048
Rp
63.49
945
28
0.47
0.44
300
1100
0.10
0.11
300
1100
0.13
0.15
300
Rp
1,027.16
Rp
1,027.16
Rp
1,027.16
Rp
453
Rp
113
Rp
151
Rp
1.51
Rp
0.38
Rp
0.50
Total Power
Requirement
for all Units
Used (Watt)
Usages
for each
Process
(Min)
Usages
for each
Process
(Hour)
5000
13
12000
233
No.
Station
Name
Process
Name
Pouring
3.
Fermentation
Fermentation
Cooling
Machine
Name
AISI WSS06
Drink Tap
Edsal
HC30127
Steel 7Shelving Unit
Xunmei XMGX-100
Harvesting
Washing
4.
Post
Harvesting
Cutting
b.
Tiger
Kawashima
TWS-115-006
Indotech Nata
de Coco
Cutting
Machine
Total
kWh
Production
Output for
each
Process
(Litre or
kg)
Cost (per
kWh)
Total Cost
Total
Energy
Cost (per
Litre)
56.03
0.00
300
Rp
1,027.16
Rp
-
Rp
-
0.13
0.00
198
Rp
1,027.16
Rp
-
Rp
-
675
15
0.25
0.17
198
25
0.42
0.00
198
Rp
1,027.16
Rp
1,027.16
Rp
173
Rp
-
Rp
0.88
Rp
-
16500
0.12
1.93
198
Rp
1,027.16
Rp
1,977
Rp
9.99
12000
12
0.20
2.40
198
Rp
1,027.16
Rp
2,465
Rp
12.45
Total Power
Requirement
for all Units
Used (Watt)
Usages
for each
Process
(Min)
Usages
for each
Process
(Hour)
3362
Energy Requirement Calculation for Dessert Flavoring

After the Nata de Coco products had been produced, then the flavoring process can be conducted. The following is the calculation of
energy requirement of Nata de Coco Dessert flavoring.
234
Tabel 3. 29 Dessert Flavoring Energy Calculation
No.
1.
Station
Name
Flavoring
Process
Name
Machine
Name
Inspection
QHS-3000
Drink Mixer
QHS-3000
Drink Mixer
Syrup Mixing
Flavoring
Total Power
Requirement
for all Units
Used (Watt)
-
Flavoring for Dessert

Usages for Usages for
each
each
Process
Process
(Minutes)
(Hour)
12
0.20
Production
Output for
each
Process (L)
-
Total
kWh
1100
0.08
0.22
168.3
1100
0.12
0.09
168.3
Cost (per
kWh)
Total
Cost
Rp
1,027.16
Rp
1,027.16
Rp
226
Rp
94
Total
c.
Total
Energy
Cost (per
L)
Rp
1.34
Rp
0.56
Rp
1.90
Energy Requirement Calculation for Drink Flavoring

energy requirement of Nata de Coco Drink flavoring.
Tabel 3. 30 Drink Flavoring Energy Calculation

No.
1.
Station
Name
Process
Name
Flavoring
Inspection
Syrup
Mixing
QHS-3000
Drink
Mixer
QHS-3000
Drink
Mixer
Flavoring
Machine
Name
Total Power
Requirement
for all Units
Used (Watt)
-
Usages for
each
Process
(Minutes)
12
Usages
for each
Process
(Hour)
0,20
2200
0,08
0,44
1069
Rp
1.027,16
Rp
452
Rp
0,42
2200
0,12
0,26
1069
Rp
1.027,16
Rp
264
Rp
0,25
Total
d.
Total
kWh
Production
Output for
each
Process (L)
Cost (per kWh)
Total Cost
Total Energy Cost

(per L)
Rp
0,67
Energy Requirement Calculation for Packaging

After the products ready to be packed, the packaging will process can be conducted based on the variants design as can be seen at the
following tables.
1) Bucket Packaging
235
Tabel 3. 31 Bucket Packaging Energy Calculation

No.
1.
Station
Name
Process
Name
Machine
Name
Bucket
Packaging
Bucket
Packaging
Jiangsu
Chemical
Liquid
Bucket
Weighing
Filling
Machine
Shenzhen
J&D
Inspection
Sealing
Machine
Bucket
Inspection
Total Power
Requirement
for all Units
Used (Watt)
Usages for
each
Process
(Minutes)
Usages
for each
Process
(Hour)
1500
26
0,43
0,13
Total
kWh
0,65
Production
Output for
each
Process
(pack)
356
Cost (per kWh)
Total Cost
Rp
1.027,16
Rp
668
Rp
1,87
0,20
356
Rp
1.027,16
Rp
205
Rp
0,58
Total
Total Energy Cost

(per Product)
Rp
2,45
2) Pillow Packaging
No.
1.
Station
Name
Process
Name
Machine
Name
Pillow
Packaging
Pillow
Pack
Packaging
Zhongshan
JW-B1
Pouch
Filling
Sealing
Machine
Shenzhen
J&D
Inspection
Sealing
Machine
Pillow
Pack
Inspection
Total
Total Power
Requirement
for all Units
Used (Watt)
Usages for
each
Process
(Minutes)
Usages
for each
Process
(Hour)
1500
30
0,50
0,15
Total
kWh
0,75
Production
Output for
each
Process
(pack)
356
Cost (per kWh)
Total Cost
Total Energy Cost

(per Product)
Rp
1.027,16
Rp
770
Rp
2,16
0,23
356
Rp
1.027,16
Rp
231
Rp
0,65
Rp
2,81
3) Cup Packaging
236
Tabel 3. 33 Cup Packaging Energy Calculation

No.
1.
Station
Name
Cup
Packaging
Process
Name
Machine
Name
Cup
Packaging
Type R1100
Automatic
Cup drop
filling
sealing
machine
Shenzhen
J&D
Inspection
Sealing
Machine
Cup
Inspection
Total Power
Requirement
for all Units
Used (Watt)
Usages for
each
Process
(Minutes)
Usages
for each
Process
(Hour)
2000
13
0,22
3200
12
0,20
Total
kWh
0,43
Production
Output for
each
Process
(kg)
2673
Cost (per kWh)
Total Cost
Total Energy Cost

(per Product)
Rp
1.027,16
Rp
445
Rp
0,17
0,64
2673
Rp
1.027,16
Rp
657
Rp
0,25
Rp
Total
0,41
4) Bottle Packaging
Tabel 3. 34 Bottle Packaging Energy Calculation

No.
1.
Station
Name
Bottle
Packaging
Process
Name
Bottle
Packaging
Bottle
Inspection
Machine
Name
Shanghai
Joysun
CGF18-126 3-in-1
Fruit Bottle
Filling
Machine
Krones
Checkmat
707
Inspecting
Total Power
Requirement
for all Units
Used (Watt)
Usages for
each
Process
(Minutes)
Usages
for each
Process
(Hour)
4000
21
0,35
1000
10
0,17
Total
kWh
0,67
Production
Output for
each
Process
(kg)
1671
Cost (per kWh)
Total Cost
Total Energy Cost

(per Product)
Rp
1.027,16
Rp
685
Rp
0,41
0,17
1671
Rp
1.027,16
Rp
171
Rp
0,10
237
Fill Level
and Closure
Total
Rp
0,51
5) Sealing Process
Tabel 3. 35 Sealing Machine Energy Calculation
No.
Station
Name
Process
Name
Machine
Name
Total Power
Requirement
for all Units
Used (Watt)
Usages
for each
Process
(Minutes)
1.
Sealing
for
Dessert
Sealing
for
Drink
Sealing
Process
Shenhu
FX-01
400
Sealing
Process
Shenhu
FX-01
400
2.
Total
kWh
15
Usages
for
each
Process
(Hour)
0,25
0,10
Production
Output for
each
Process
(cartons)
30
17
0,28
0,11
181
Cost
(per
kWh)
Total
Cost
Rp
1.027,16
Rp
103
Total
Energy
Cost
(per
Product)
Rp
3,46
Rp
1.027,16
Rp
116
Rp
0,64
Total
e.
Rp
4,10
Energy Requirement Calculation for Drink Flavoring

energy requirement of Nata de Coco Drink flavoring.
Tabel 3. 36 Drink Flavoring Energy Calculation

No.
Station
Name
1.
Flavoring
Process
Name
Machine
Name
Inspection
Syrup Mixing
QHS-3000
Drink Mixer
QHS-3000
Drink Mixer
Flavoring
Total Power
Requirement
for all Units
Used (Watt)
-
Usages for
each
Process
(Minutes)
12
Usages for
each
Process
(Hour)
0.20
2200
0.08
0.44
183.0
2200
0.12
0.26
183.0
Total
f.
Total
kWh
Production
Output for
each
Process (L)
Cost (per
kWh)
Total
Cost
Rp
1,027.16
Rp
1,027.16
Rp
452
Rp
264
Total
Energy
Cost (per
L)
Rp
2.47
Rp
1.44
Rp
3.91
Energy Requirement Calculation for Packaging

238
After the products ready to be packed, the packaging will process can be conducted based on the variants design as can be seen at the
following tables.
6) Bucket Packaging
No.
1.
Station
Name
Process Name
Machine Name
Bucket
Packaging
Jiangsu Chemical
Liquid Bucket
Weighing Filling
Machine
Bucket
Packaging
Bucket
Inspection
Total Power
Requirement for
all Units Used
(Watt)
Usages for
each Process
(Minutes)
Usages for
each
Process
(Hour)
Total
kWh
Production
Output for
each Process
(pack)
Cost (per
kWh)
Total
Cost
Total
Energy
Cost (per
Product)
26
0.43
0.65
91
Rp
1,027.16
Rp
668
Rp
7.34
0.13
0.20
91
Rp
1,027.16
Rp
205
Rp
2.26
1500
Shenzhen J&D
Inspection
Sealing Machine
Total
Rp
9.59
239
7) Pillow Packaging
Tabel 3. 38 Pillow Packaging Energy Calculation
No.
Station
Name
Process
Name
Pillow Pack
Packaging
1.
Pillow
Packaging
Pillow Pack
Inspection
Machine Name
Zhongshan JWB1 Pouch

Filling Sealing
Machine
Shenzhen J&D
Inspection
Sealing
Machine
Total Power
Requirement
for all Units
Used (Watt)
Total
kWh
Production
Output for
each
Process
(pack)
Cost (per
kWh)
Total
Cost
Total
Energy
Cost (per
Product)
0.50
0.20
91
Rp
1,027.16
Rp
205
Rp
2.26
0.15
0.06
91
Rp
1,027.16
Rp
62
Rp
0.68
Usages for
each
Process
(Minutes)
Usages for
each
Process
(Hour)
30
400
Rp
2.93
Total
8) Cup Packaging
Tabel 3. 39 Cup Packaging Energy Calculation
No.
Station
Name
Process
Name
Cup
Packaging
1.
Cup
Packaging
Cup
Inspection
Machine
Name
Type R-1100
Automatic Cup
drop filling
sealing
machine
Shenzhen J&D
Inspection
Sealing
Machine
Total Power
Requirement
for all Units
Used (Watt)
Usages for
each
Process
(Minutes)
Usages for
each
Process
(Hour)
Total
kWh
Production
Output for
each
Process (kg)
Cost (per
kWh)
Total
Cost
Total
Energy
Cost (per
Product)
1300
13
0.22
0.28
457
Rp
1,027.16
Rp
289
Rp
0.63
440
12
0.20
0.09
457
Rp
1,027.16
Rp
90
Rp
0.20
Total
Rp
0.83
240
9) Bottle Packaging
Tabel 3. 40 Bottle Packaging Energy Calculation
No.
Station
Name
Process
Name
Bottle
Packaging
1.
Bottle
Packaging
Bottle
Inspection
Machine
Name
Shanghai
Joysun CGF1812-6 3-in-1
Fruit Bottle
Filling
Machine
Krones
Checkmat 707
Inspecting Fill
Level and
Closure
Total Power
Requirement
for all Units
Used (Watt)
Usages for
each
Process
(Minutes)
Usages for
each
Process
(Hour)
Total
kWh
Production
Output for
each
Process (kg)
Cost (per
kWh)
Total
Cost
Total
Energy
Cost (per
Product)
2000
21
0.35
0.33
285
Rp
1,027.16
Rp
342
Rp
1.20
440
10
0.17
0.07
285
Rp
1,027.16
Rp
75
Rp
0.26
Rp
1.47
Total
10) Sealing Process

Tabel 3. 41 Sealing Machine Energy Calculation
No.
1.
2.
Station
Name
Process
Name
Sealing for
Dessert
Sealing for
Drink
Sealing
Process
Sealing
Process
Machine
Name
Total Power
Requirement
for all Units
Used (Watt)
Usages for
each
Process
(Minutes)
Usages for
each
Process
(Hour)
Total
kWh
Production
Output for
each Process
(cartons)
Shenhu FX-01
500
15
0.25
0.13
12
Shenhu FX-01
500
17
0.28
0.14
22
Total
Cost (per
kWh)
Total
Cost
Rp
1,027.16
Rp
1,027.16
Rp
128
Rp
146
Total
Energy
Cost (per
Product)
Rp
10.70
Rp
6.61
Rp
17.31
241
The determination of kWh price above were based on PLN tariff adjustment for
industry with medium voltage. According to Obengplus.com, the tariff adjustment since 1
March 2015, the tariff adjustment from PLN can be seen at the following figure.
Figure 3. 10 Tariff Adjustment of PLN since 1 March 2015

(Source: Obengplus.com)
The example of calculation which resulting the number as can be seen at the tables
above are as follow.
Example:
Machine= Bottle Inspection (Krones Checkmat 707 Inspecting Fill Level and Closure)
Power
= 2000 W
Tc
= 35 minutes or 0.58 hour

1.
Power Requirement Calculation

= ()
= 0.58 1000
= 5,800
= 0.58
2.
Total Cost Requirement

=
= 0.58 1027,16
= 599,00
3.
Cost per Product

=

242
599,00
4032
= 0,15
Based on the calculation which can be seen above, the total calculation of required
energy for each product variant of Le Cocotier products are can be seen at the following table.
Tabel 3. 42 Total Energy Cost for each Variants of Le Cocotier Products
Types
Dessert in
Bucket Pack
Dessert in
Pillow Pack
Drink in Cup
Pack
Drink in
Bottle Pack
Product Cost
Flavoring
Cost
Packaging
Cost
Sealing Cost
Total Cost
Rp
96
Rp
Rp
10
Rp
Rp
111
Rp
96
Rp
Rp
Rp
Rp
104
Rp
96
Rp
Rp
Rp
Rp
101
Rp
96
Rp
Rp
Rp
Rp
102
243
3.1.5.5 Determination of the Required Operator

In this subchapter, it will determined the number of operator required to run the production process which will also operate the machine
used. The determination of total operator required is based on the production process that has been stated in the subchapter before. The required
operator determination for each process can be seen in the table below.
Tabel 3. 43 Operator Required Determination
No
Process
Machine
Operator Requirements
Filtering
Wezhou Towin RH-500 Stainless Steel

Coconut Water Processing Machine
Able to operate machine and

understand machine specification
Boiling
LDZ/WDZ China High Quality Water

Boiling Machine

Cooling
Edsal HC30127 Steel 7-Shelving Unit

Acidification
QHS-3000 Drink Mixer
Understand how to conduct

acidification process
Mixing

Fermentation
Pouring
AISI WSS06 Drink Tap

Cooling

Harvesting
Manual
Understand the qualification and

specification of Le Cocotier product
Working Time
(hour)/shift
Working
Shift/day
Total
Operator
IDR
5,420,000.00
10
IDR
27,100,000.00
Total Wages
Understand fermentation process and

know the qualification and
specification of Le Cocotier product
244
10
Washing
Indotech Nata de Coco Cutting Machine

11
Cutting
TWS-115-006 High Quality Small Food

Washer Machine

12
Inspection
Fruit Metal Detector Conveyor Machine

Price JZD-88
Have certification of quality control

and know the qualification and
standard of Le Cocotier product
13
Syrup Mixing

14
Flavoring
Shanghai Joysun CGF18-12-6 3-in-1

Fruit Bottle Filling Machine

15
Bottle Packaging


16
Bottle Inspection
Krones Checkmat 707 Inspecting Fill

Level and Closure

17
Cup Packaging
Type R-1100 Automatic Cup drop filling

sealing machine

18
Cup Inspection
Shenzhen J&D Inspection Sealing

Machine

19
Bucket Packaging
Jiangsu Chemical Liquid Bucket

Weighing Filling Machine

20
Bucket Inspection

Machine

21
Pilllow Pack
Packaging
Zhongshan JW-B1 Pouch Filling Sealing

Machine

22
Pillow Package
Inspection

Machine

23
Carton Box
Sealing
Shenhu FX-01 Automatic Carton Box

Sealing

Total
IDR
5,420,000.00
IDR
2,710,000.00
IDR
2,710,000.00
IDR
2,710,000.00
IDR
2,710,000.00
IDR
2,710,000.00
IDR
2,710,000.00
20
IDR 54,200,000.00
245
Operator requirement determination on each process as can be seen in the table above is
determined based on each station needs and the wages is determined based on Regional Minimum
Wages in Indonesia which is IDR 2,710,000.00 (KOMPAS.com, 2014) which is then the Regional
Minimum Wages is multiplied with the total operator required in order to get the total wages, below
is the explanation of operator required determination.
1. Filtering, Boiling, Cooling, Acidification, and Mixing Process
In this station, the total operators needed are 2 operators to control and monitoring filtering,
boiling, cooling, acidification, and mixing process in which the machine used for filtering is
Wezhou Towin RH-500 Stainless Steel Coconut Water Processing Machine, boiling
LDZ/WDZ China High Quality Water Boiling Machine, cooling Edsal HC30127 Steel 7Shelving Unit, acidification QHS-3000 Drink Mixer, and mixing is QHS-3000 Drink Mixer
operation. The determination of two operators to control 5 process is due to the machine used
is operated automatically and the operator here is just to monitoring and doing setup process
to make sure the machine is operated as it supposed to be.
2. Fermentation, Pouring, Cooling, Harvesting, Washing, and Cutting Process
In this station, it needs 10 operators to control and monitoring fermentation, pouring,
cooling, harvesting, washing, and cutting process in which the machine used is Edsal
HC30127 Steel 7-Shelving Unit, AISI WSS06 Drink Tap, Edsal HC30127 Steel 7Shelving Unit, ManualIndotech Nata de Coco Cutting Machine, TWS-115-006 High
Quality Small Food Washer Machine performance, the determination of 19 operators
are due to the machine is fully automated and the process is a combination of 6 processes
which needs high accuracy and monitoring process.
3. Inspection Process
In this station, it needs 2 operators to do inspection process using the Fruit Metal
Detector Conveyor Machine Price JZD-88 operation. The determination of two
operators are due to the requirement or urgency to do the inspection process accurately
in order to prevent defects or unqualified product going through into the product,
although the machine is operated automatically, the operators here need to make sure
the process done in the right SOP (Standard Operating Procedure).
4. Syrup Mixing and Flavoring
In this station, it needs 1 operator to do monitor and control the QHS-3000 Drink Mixer
Machine for syrup mixing and Shanghai Joysun CGF18-12-6 3-in-1 Fruit Bottle Filling
Machine for flavoring process. The determination of one operator is due to the machine
is operated automatically although there are three variations of the product which consist
246
of lychee, coconut, and original flavor, the operators here need to make sure the process
done in the right SOP (Standard Operating Procedure).
5. Packaging and Inspection Process
In this station, it needs 4 operators to control and monitoring the machine operation for
both packaging and inspection, where the operators are divided into one on each
variation packaging, in which there will require one operator on Shanghai Joysun
CGF18-12-6 3-in-1 Fruit Bottle Filling Machine and Krones Checkmat 707 Inspecting
Fill Level and Closure for bottle packaging, Type R-1100 Automatic Cup drop filling
sealing machine and Shenzhen J&D Inspection Sealing Machine for cup packaging,
Jiangsu Chemical Liquid Bucket Weighing Filling Machine and Shenzhen J&D
Inspection Sealing Machine for bucket packaging, and Zhongshan JW-B1 Pouch Filling
Sealing Machine and Shenzhen J&D Inspection Sealing Machine for pillow pack
packaging. The determination of one operator on each packaging and inspection station
is because the machine is operated automatically, so the operator only needs to supervise
the machine performance.
6. Carton Box Sealing
In this station, it needs 1 operator to control and monitoring the Shenhu FX-01
Automatic Carton Box Sealing operation. The determination of one operator is because
the sealing process is operated automatically, the role of operator in this station is only
monitoring the procedure so that it can be worked according to its Standard Operating
Procedure (SOP).
3.1.5.6 Making of Standardize Tools for Operation Process Chart (OPC) and Production
Routing
This sub chapter will be explained about the Operation Process Chart (OPC) and
Production Routing (PR) of Le Cocotier products.
a.
Operation Process Chart (OPC)

OPC is the tool used to represent the materials flow of the products from the initial
process until the finishing process. Generally, OPC can be used for figuring the procedures of
production processes, such as operation and inspection. The activities are represents by using
ASME (American Society of Mechanical Engineering) symbols. Those symbols are:
247
= Circle shape representing operation activities
= Rectangle shape representing inspection activities
= Arrow shape representing transportation or material handling

activities
= Triangle shape representing storage process
Operation Process Chart of Le Cocotier products are made based on its four packaging,
which are bucket pack, pillow pack, bottle, and cup.
248
Figure 3. 11 Operation Process Chart for Bucket Packaging
Information about the operation codes, components and ingredients, also processes
of Operation Process Chart above will be explained further on the following table:
Tabel 3. 44 Operation Process Chart Information for Bucket Packaging
Operation Code
Components and Ingredients
Filtering
O-1
O-2
O-3
Process
Coconut Water
Boiling
Cooling
249
O-4
Acidification
O-5
Mixing
O-6
Fermentation
O-7
Pouring
O-8
Additive materials
Cooling
O-9
Harvesting
O-10
Cutting
O-11
Washing
Nata de Coco Inspection
I-1
O-12
Syrup
Syrup Mixing
O-13
Flavor
Flavoring
O-14
Bucket Material
Bucket Packaging
I-2
O-15
S-1
Bucket Packaging Inspection

Cardboard Material
Bucket Cardboard Packaging

Storage
Figure and table above shows the operation process chart and its information of Le
Cocotier product for bucket packaging. There are four components that will be produced, which
are nata de coco, nata de coco solution, bucket packaging, and the last is bucket cardboard. Nata
de Coco made from coconut water, that going through several processes starting from filtering,
boiling, cooling and acidification. Additive materials are inputted into coconut water and then
mixed to prepare for the fermentation process. After all of those material mixed and blend
perfectly, fermentation process is done to form solid nata de coco. Then, nata de coco sediments
are poured and then cooled down. The next step is harvesting process that done by separated
the nata de coco sheet with its soaking water, then washed. Operation eleven is cutting process
to makes the nata de coco sheet into smaller thin bar shape. Washing process is done for the
second time to ensure that there is no chemical left on nata de coco, and checked by inspection
process.
The second component is nata de coco solution. Ingredients that added are syrup and
flavor. After nata de coco and its soltion finished, those two components are packed on the
bucket, and inspected for the second time, to make sure the packaging is completely sealed.
The last is pur the bucket packaging into cardboard and Le Cocotier bucket product will going
through the storage.
250
Figure 3. 12 Operation Process Chart for Pillow Packaging
Information about the operation codes, components and ingredients, also processes
of Operation Process Chart above will be explained further on the following table:
251
Tabel 3. 45 Operation Process Chart Information for Pillow Packaging

Operation Code
Process
Filtering
O-1
O-2
O-3
Boiling
Coconut Water
Cooling
O-4
Acidification
O-5
Mixing
O-6
Fermentation
O-7
Pouring
O-8
Additive materials
Cooling
O-9
Harvesting
O-10
Cutting
O-11
Washing
I-1
O-12
Syrup
Syrup Mixing
O-13
Flavor
Flavoring
O-14
Pillow Material
Pillow Packaging
I-2
O-15
S-1
Pillow Packaging Inspection

Cardboard Material
Pillow Cardboard Packaging

Storage
Cocotier product for pillow packaging. There are four components that will be produced, which
are nata de coco, nata de coco solution, pillow packaging, and the last is pillow cardboard. Nata
process.
flavor. After nata de coco and its soltion finished, those two components are packed on the
pillow, and inspected for the second time, to make sure the packaging is completely sealed. The
last is pur the pillow packaging into cardboard and Le Cocotier pillow product will going
through the storage.
252
Figure 3. 13 Operation Process Chart for Bottle Packaging
253
Information about the operation codes, components and ingredients, also processes of
Operation Process Chart above will be explained further on the following table:
Tabel 3. 46 Operation Process Chart Information for Bottle Packaging
Operation Code
Process
Filtering
O-1
O-2
O-3
Boiling
Coconut Water
Cooling
O-4
Acidification
O-5
Mixing
O-6
Fermentation
O-7
Pouring
O-8
Additive materials
Cooling
O-9
Harvesting
O-10
Cutting
O-11
Washing
I-1
O-12
Syrup
Syrup Mixing
O-13
Flavor
Flavoring
O-14
Bottle Material
Bottle Packaging
I-2
O-15
S-1
Bottle Packaging Inspection

Cardboard Material
Bottle Cardboard Packaging

Storage
Cocotier product for bottle packaging. There are four components that will be produced, which
are nata de coco, nata de coco solution, bottle packaging, and the last is bottle cardboard. Nata
process.
flavor. After nata de coco and its solution finished, those two components are packed on the
bottle, and inspected for the second time, to make sure the packaging is completely sealed. The
254
last is put the bottle packaging into cardboard and Le Cocotier bottle product will going through
the storage.
Figure 3. 14 Operation Process Chart for Cup Packaging
Information about the operation codes, components and ingredients, also processes of
Operation Process Chart above will be explained further on the following table:
255
Tabel 3. 47 Operation Process Chart Information for Cup Packaging

Operation Code
Process
Filtering
O-1
O-2
O-3
Boiling
Coconut Water
Cooling
O-4
Acidification
O-5
Mixing
O-6
Fermentation
O-7
Pouring
O-8
Additive materials
Cooling
O-9
Harvesting
O-10
Cutting
O-11
Washing
I-1
O-12
Syrup
Syrup Mixing
O-13
Flavor
Flavoring
O-14
Cup Material
Cup Packaging
I-2
O-15
S-1
Cup Packaging Inspection

Cardboard Material
Cup Cardboard Packaging

Storage
Cocotier product for cup packaging. There are affour components that will be produced, which
are nata de coco, nata de coco solution, cup packaging, and the last is cup cardboard. Nata de
Coco made from coconut water, that going through several processes starting from filtering,
process.
flavor. After nata de coco and its soltion finished, those two components are packed on the cup,
and inspected for the second time, to make sure the packaging is completely sealed. The last is
pur the cup packaging into cardboard and Le Cocotier cup product will going through the
storage.
256
b.
Production Routing Standardized Tools

Based on the Operation Process Chart (OPC) that already made, Production Routing
will be determine that shows the production process for each components. Operation number,
operation types, machines, jigs, and fixtures, also production time are explain on the Production
Routing. Operation number, operation types, are taken from Operation Process Chart.
Machines, jigs and fixtures are work holding components that involve on the production
process. Both of jigs and fixtures hold, support, and locate the work piece. The difference are
on the relation to the cutting tool. Jig guides the cutting tool, while fixture references the cutting
tool. Production Routing of Le Cocotier products are shown below:
Production Routing of Le Cocotier Bucket packaging, including operation code,
process, machine, tool, jig, fixture, and cycle time will be presented on the following table :
Tabel 3. 48 Production Routing of Le Cocotier Bucket Packaging
Components
: Nata de Coco
Material
: Coconut Water
Operation Code
Process
Machine
Tool, Jig, Fixture
Cycle Time (min)
Jig: Gloves
13.0
92.7
Jig: Gloves
28.0
6.0
8.0
Jig: Gloves
3362.0
Jig: Gloves
8.0
15.0
Wezhou Towin RH500 Stainless Steel

O1
Filtering
Coconut Water
Processing
Machine
LDZ/WDZ China
O2
Boiling
High Quality Water

Boiling Machine
Edsal HC30127
O3
Cooling
Steel 7-Shelving
Unit
O4
Acidification
O5
Mixing
QHS-3000 Drink
Mixer
QHS-3000 Drink
Mixer
Edsal HC30127
O6
Fermentation
Steel 7-Shelving
Unit
O7
Pouring
AISI WSS06 Drink

Tap
Edsal HC30127
O8
Cooling
Steel 7-Shelving
Unit
257
Harvesting
O9
Manual
Indotech Nata de
Cutting
O10
Coco Cutting
Machine
Jig: Gloves
25.0
Tool: Blades
7.0
Fixture: conveyor
TWS-115-006 High
Washing
O12
Quality Small Food
Jig: Gloves
12.0
Tool, Jig, Fixture
Production Time
Washer Machine
Components
: Nata de Coco Solution
Material
: Syrup and Flavor
Operation Code
Process
Machine
Fruit Metal
Inspection
I1
Detector Conveyor
Machine Price
Jig: Gloves
12.0
JZD-88
Syrup mixing
O12
QHS-3000 Drink
Mixer
Shanghai Joysun
Flavoring
O13
CGF18-12-6 3-in-1
Fruit Bucket Filling
7.0
Tool, Jig, Fixture
Production Time
Machine
Components
: Bucket Pack
Material
: Syrup and Flavor
Operation Code
Process
Machine
Jiangsu Chemical
Bucket Packaging
O14
Liquid Bucket
26.0
Weighing Filling
Bucket Packaging
I2
Inspection
O15
Shenzhen J&D
Inspection Sealing
12.0
Jig: Gloves
17.0
Machine
Bucket Cardboard
Shenhu FX-01
Packaging
Automatic Carton
Box Sealing
Production Routing of Le Cocotier pillow packaging, including operation code,

process, machine, tool, jig, fixture, and cycle time will be presented on the following table:
Tabel 3. 49 Production Routing of Le Cocotier Pillow Packaging for Nata de Coco
Components
: Nata de Coco
Material
: Coconut Water
Operation Code
Process
Machine
Tool, Jig, Fixture
Cycle Time (min)
258

O1
Filtering
Coconut Water
Jig: Gloves
13.0
92.7
Jig: Gloves
28.0
6.0
8.0
Jig: Gloves
3362.0
Jig: Gloves
8.0
15.0
Jig: Gloves
25.0
Processing
Machine
LDZ/WDZ China
O2
Boiling
High Quality Water

Boiling Machine
Edsal HC30127
O3
Cooling
Steel 7-Shelving
Unit
QHS-3000 Drink
O4
Acidification
O5
Mixing
Mixer
QHS-3000 Drink
Mixer
Edsal HC30127
O6
Fermentation
Steel 7-Shelving
Unit
O7
Pouring
AISI WSS06 Drink

Tap
Edsal HC30127
O8
Cooling
Steel 7-Shelving
Unit
O9
Harvesting
Manual
Indotech Nata de
O10
Cutting
Coco Cutting
Machine
Tool: Blades
Fixture: conveyor
7.0
TWS-115-006 High
O12
Washing
Quality Small Food
Jig: Gloves
12.0
Washer Machine
Components
Material
: Syrup and Flavor

Fruit Metal
I1
Inspection
Detector Conveyor
Machine Price
Jig: Gloves
12.0
JZD-88
O12
Syrup mixing
O13
Flavoring
QHS-3000 Drink
Mixer
Shanghai Joysun
CGF18-12-6 3-in-1
7.0
259
Fruit Pillow Filling

Machine
Components
: Pillow Pack
Material
: Syrup and Flavor
Operation Code
Process
Machine
Tool, Jig, Fixture
Production Time
Zhongshan JW-B1
Pouch Filling Sealing
Pillow Packaging
O14
Pillow Packaging
I2
Inspection
Components
: Pillow Pack
Material
: Syrup and Flavor
Machine
30.0
Shenzhen J&D
Inspection Sealing
12.0
Machine
Operation Code
Process
Machine
Tool, Jig, Fixture
Production Time
O15
Pillow Cardboard
Shenhu FX-01
Jig: Gloves
17.0
Packaging
Automatic Carton
Box Sealing
Production Routing of Le Cocotier Bottle packaging, including operation code,

process, machine, tool, jig, fixture, and cycle time will be presented on the following table:
Tabel 3. 50 Production Routing of Le Cocotier Bottle Packaging for Nata de Coco
Components
: Nata de Coco
Material
: Coconut Water
Operation Code
Process
Machine
Tool, Jig, Fixture
Cycle Time (min)
Jig: Gloves
13.0
92.7
Jig: Gloves
28.0
6.0
8.0

O1
Filtering
Coconut Water
Processing
Machine
LDZ/WDZ China
O2
Boiling
High Quality Water

Boiling Machine
Edsal HC30127
O3
Cooling
Steel 7-Shelving
Unit
QHS-3000 Drink
O4
Acidification
O5
Mixing
Mixer
QHS-3000 Drink
Mixer
260
Edsal HC30127
Fermentation
O6
Steel 7-Shelving
Jig: Gloves
3362.0
Jig: Gloves
8.0
15.0
Jig: Gloves
25.0
Unit
Pouring
O7
AISI WSS06 Drink

Tap
Edsal HC30127
Cooling
O8
Steel 7-Shelving
Unit
Harvesting
O9
Manual
Indotech Nata de
Cutting
O10
Coco Cutting
Machine
Tool: Blades
Fixture: conveyor
7.0
TWS-115-006 High
Washing
O12
Quality Small Food
Jig: Gloves
12.0
Tool, Jig, Fixture
Production Time
Washer Machine
Components
Material
: Syrup and Flavor
Operation Code
Process
Machine
Fruit Metal
I1
Inspection
Detector Conveyor
Machine Price
Jig: Gloves
12.0
JZD-88
O12
Syrup mixing
QHS-3000 Drink
Mixer
Shanghai Joysun
O13
Flavoring
CGF18-12-6 3-in-1
Fruit Bottle Filling
7.0
Tool, Jig, Fixture
Production Time
Machine
Components
: Bottle Pack
Material
: Syrup and Flavor
Operation Code
Process
Machine
Shanghai Joysun
O14
Bottle Packaging
CGF18-12-6 3-in-1
Fruit Bottle Filling
30.0
Machine
I2
Bottle Packaging
707 Inspecting Fill
Inspection
Components
: Bottle Pack
Material
: Syrup and Flavor
Operation Code
Krones Checkmat
Process
12.0
Level and Closure
Machine
Tool, Jig, Fixture
Production Time
261
O15
Bottle Cardboard
Shenhu FX-01
Packaging
Automatic Carton
Jig: Gloves
17.0
Box Sealing
Production Routing of Le Cocotier Cup packaging, including operation code, process,

machine, tool, jig, fixture, and cycle time will be presented on the following table:
Tabel 3. 51 Production Routing of Le Cocotier Cup Packaging for Nata de Coco
Components
: Nata de Coco
Material
: Coconut Water
Operation Code
Process
Machine
Tool, Jig, Fixture
Cycle Time (min)
Jig: Gloves
13.0
92.7
Jig: Gloves
28.0
6.0
8.0
Jig: Gloves
3362.0
Jig: Gloves
8.0
15.0
Jig: Gloves
25.0

O1
Filtering
Coconut Water
Processing
Machine
LDZ/WDZ China
O2
Boiling
High Quality Water

Boiling Machine
Edsal HC30127
O3
Cooling
Steel 7-Shelving
Unit
QHS-3000 Drink
O4
Acidification
O5
Mixing
Mixer
QHS-3000 Drink
Mixer
Edsal HC30127
O6
Fermentation
Steel 7-Shelving
Unit
O7
Pouring
AISI WSS06 Drink

Tap
Edsal HC30127
O8
Cooling
Steel 7-Shelving
Unit
O9
Harvesting
Manual
Indotech Nata de
O10
Cutting
Coco Cutting
Machine
Tool: Blades
Fixture: conveyor
7.0
TWS-115-006 High
O12
Washing
Quality Small Food
Jig: Gloves
12.0
Washer Machine
262
Components
Material
: Syrup and Flavor
Operation Code
Process
Machine
Tool, Jig, Fixture
Production Time
Fruit Metal
I1
Inspection
Detector Conveyor
Machine Price
Jig: Gloves
12.0
JZD-88
O12
Syrup mixing
QHS-3000 Drink
Mixer
Shanghai Joysun
O13
Flavoring
CGF18-12-6 3-in-1
Fruit Cup Filling
7.0
Tool, Jig, Fixture
Production Time
Machine
Components
: Cup Pack
Material
: Syrup and Flavor
Operation Code
Process
Machine
Type R-1100
Automatic Cup drop
O14
filling sealing
Cup Packaging
21.0
machine
I2
Cup Packaging
Inspection
Components
: Cup Pack
Material
: Syrup and Flavor
Shenzhen J&D
Inspection Sealing
12.0
Machine
Operation Code
Process
Machine
Tool, Jig, Fixture
Production Time
O15
Cup Cardboard
Shenhu FX-01
Jig: Gloves
17.0
Packaging
Automatic Carton
Box Sealing
3.2
Manufacturing System Analysis

Manufacturing system is a subset of the production system which is logical grouping
of equipment in the factory and the workers who operates it (Groover, 2007).
263
Figure 3. 15 Manufacturing System Analysis Flowchart
Manufacturing system analysis will be explain about the production target requirement,
and the optimization of production line of PT. Coco Indigene Indonesia for Le Cocotier
products. On the optimization of production line, there will be further analysis about availability
of work unit, calculation of work unit production capacity, and calculation of required work
units.
3.2.1
Calculation of Production Target Requirement

In this subchapter, it will explain about the calculation of Le Cocotier production target
in 1 year production. The calculation will be using the demand of Le Cocotier that has been
done on the chapter before. The calculation of target production will be the multiplication of
market share percentage and the forecasted demand. In this part, it will divide the target
production of Le Cocotier based on desserts and drinks product which then will be divided
again based on the variation of flavor which can be seen in table below.
264
Tabel 3. 52 Calculation of Production Target Requirement

Year
s
Forecast
Desserts
(in kg)
2017
348,338
2018
409,797
2019
483,823
2020
570,415
2021
669,574
2022
7,813
2023
2024
2025
2026
905,592
1,042,45
0
1,191,87
5
1,353,86
7
Forecast
Drinks
(in kg)
Total Le
Cocotier
Forecast
4,073,80
5
4,334,67
7
4,595,54
9
4,856,42
2
5,117,29
4
5,378,16
6
5,639,03
8
5,899,91
0
6,160,78
3
6,421,65
5
4,422,14
3
4,744,47
4
5,079,37
2
5,426,83
7
5,786,86
8
5,385,97
9
6,544,63
0
6,942,36
0
7,352,65
8
7,775,52
2
Bottle Pack
Target
Production in 1
day
Lyche
Coconu
e
t Flavor
Flavor
% Market
Share
Estimatio
n
% Market
Share per
Desserts/Drink
s
Desserts
Target
Productio
n
Estimation
in 1 year
Desserts
Target
Productio
n
Estimation
in 1 day
Bucket
Pack
Target
Productio
n in 1 day
Pillow
Pack
Target
Productio
n in 1 day
Drinks
Target
Productio
n
Estimation
in 1 year
Drinks
Target
Productio
n
Estimation
in 1 day
3.00%
1.50%
5,225.07
21
10.45
10.45
61,107.08
244
103
5.00%
2.50%
10,244.93
41
20.49
20.49
108,366.93
433
7.00%
3.50%
16,933.81
68
33.87
33.87
160,844.22
8.00%
4.00%
22,816.60
91
45.63
45.63
10.00%
5.00%
33,478.70
134
66.96
14.00%
7.00%
546.91
16%
8.00%
72,447.36
16%
8.00%
17%
17%
Cup Pack Target

Production in 1
day
Coconu
t Flavor
Lyche
e
Flavor
20
103
20
182
35
182
35
643
270
51
270
51
194,256.88
777
326
62
326
62
66.96
255,864.70
1,023
430
82
430
82
1.09
1.09
376,471.62
1,506
632
120
632
120
290
144.89
144.89
451,123.04
1,804
758
144
758
144
83,396.00
334
166.79
166.79
471,992.80
1,888
793
151
793
151
8.50%
101,309.38
405
202.62
202.62
523,666.56
2,095
880
168
880
168
8.50%
115,078.70
460
230.16
230.16
545,840.68
2,183
917
175
917
175
In this table, it can be seen that the calculation of target production is divided based on desserts and drinks product in which the market
share of Le Cocotier is divided into half as PT. Coco Indigene Indonesia produces desserts and drinks product with proportion 0.5 each. In the
calculation of production target requirement will be done based on the demand of Le Cocotier product that has been forecasted in the chapter before
and will be done for 10 years target production estimation. The target production itself will be counted first by year which will be the multiplication
of market share and forecasted demand that has been stated before which then will be continued by estimating the production of each day in order
to make sure the demand can be fulfilled with current production process. Below will be presented the distribution of desserts and drinks product
in histogram chart to ease knowing the distribution. The example calculation of desserts target production estimation in 2017 can be seen as follow.
= %
2017 = 1.5% 348,338
265
2017 = 5,225.07
Desserts Target Production Estimation in 1 year

140,000.00
120,000.00
100,000.00
80,000.00
60,000.00
40,000.00
20,000.00
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Figure 3. 16 Desserts Target Production Estimation in 1 Year
In this figure, it will be shown the desserts target production estimation that is done
each year. It can be seen that the target production is increasing each year but unfortunately in
2022 the target production is decreased significantly as the forecasted of dessert Le Cocotier
demand in 2022 is also decreasing which will impact the production of PT. Coco Indigene
Indonesia itself and to prevent over production, then the production of Le Cocotier itself will
follow the total number of demand itself.
Drinks Target Production Estimation in 1 year

600,000.00
500,000.00
400,000.00
300,000.00
200,000.00
100,000.00
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Figure 3. 17 Drinks Target Production Estimation in 1 Year
Contrarily to the desserts target production above, in drinks target production, it can
be seen that the target production is keep escalating year by year. There is no decreasing of
target production of drinks Le Cocotier as in the forecasted demand that has been done before,
266
the demand is keep increasing. In the figure above, it can be seen that there is significant growth
of demand between 2021 and 2022 contrarily to desserts target production there is significant
decreasing demand in 2021 and 2022.
Then, after it has been defined based on desserts and drinks product, it will be then
divided based on flavor of drinks product which can be seen in the table below.
Tabel 3. 53 Desserts Pillow and Bucket Pack Target Production
Desserts Target
Production
Estimation in 1 year
5,225.07
Pillow/Bucket Pack
Target Production in 1
year
2,612.54
10,244.93
5,122.46
16,933.81
8,466.90
22,816.60
11,408.30
33,478.70
16,739.35
546.91
273.46
72,447.36
36,223.68
83,396.00
41,698.00
101,309.38
50,654.69
115,078.70
57,539.35
In the table above, it can be seen that the Le Cocotier Desserts target production is
divided into pillow and bucket packaging which the variation is only original flavor. The
division itself between pillow and bucket packaging target production is simply half of the
desserts target production as has been stated in chapter before, the proportion of pillow and
bucket production is respectively 0.5 of total production.
Tabel 3. 54 Cup Packaging Target Production
Drinks Target
Production
Estimation in 1
year
Bottle/Cup Target
Production in 1 year
Bottle/Cup
(Coconut Flavor)
Target Production
in 1 year
30,553.54
Bottle/Cup
(Lychee Flavor)
Target
Production in 1
year
4,888.57
61,107.08
108,366.93
54,183.46
8,669.35
45,514.11
160,844.22
80,422.11
12,867.54
67,554.57
194,256.88
97,128.44
15,540.55
81,587.89
255,864.70
127,932.35
20,469.18
107,463.17
376,471.62
188,235.81
30,117.73
158,118.08
451,123.04
225,561.52
36,089.84
189,471.68
471,992.80
235,996.40
37,759.42
198,236.98
523,666.56
261,833.28
41,893.32
219,939.95
545,840.68
272,920.34
43,667.25
229,253.08
25,664.97
In the table above, it can be seen that the Le Cocotier Drinks target production is
divided into four variations which are 2 variations of packaging and 2 variations of flavors. In
267
the packaging itself, it is divided into bottle and cup package where for each bottle and cup
package it is divided into 2 flavors which are lychee and coconut. The division of the target
production of bottle and cup which based on the chapter before, it is simply divided into half in
which the proportion respectively 0.5 each while the division proportion of coconut and lychee
flavors are different from the packaging itself, where the lychee flavor proportion is much lower
than coconut as the proportion is got from preference of customer that is known from the Voice
of Customer (VOC) that has been done before, in which lychee flavor proportion is only 0.16
of total bottle/cup total production while coconut flavor is 0.86 of total production.
After it has been known the proportion and division of target production based on its
packaging and flavor, it is then counted for the material that will be needed to make Le Cocotier
product that will be divided into two, desserts and drinks material requirement which can be
seen in the presented table below.
Tabel 3. 55 Material Requirements of Producing 1,000 and 5,225.07 kilogram Desserts Product
Target Production 1,000 kilogram
Material
Target Production 5,225.07 kilogram
Total Requirements
Material
Total Requirements
Coconut Water
1,000 liter
Coconut Water
5,225.07 liter
Acetobacter xylinum
0.05 liter
Acetobacter xylinum
261.25 liter
Ammonium sulfate
0.006 kilogram
Ammonium sulfate
31.35 kilogram
Natural Sugar
0.4 kilogram
Natural Sugar
2,090.03 kilogram
Epsom salt
0.01 kilogram
Epsom salt
52.25 kilogram
Citric Acid
0.00835 kilogram/liter
Citric Acid
Sodium metabisulfat
0.003 kilogram
Sodium metabisulfat
15.68 kilogram
Water
0.34 liter
Water
1,776.52 liter
Refined sugar
0.1 kilogram
Refined sugar
522.51 kilogram
In the table above, it can be seen that the material that required to make Desserts Le
Cocotier product. The table on the left shown the material requirement for each 1,000 kilogram
production, while the table on the right shown the material requirement in this case, it takes the
example of Le Cocotier Desserts demand in 2017. The example calculation of material
requirements will take the example of Acetobacter xylinum requirements in 2017 demnad that
can be seen as follow.
=
= 0.05 5,225.07 2017
= 261.25
268
Tabel 3. 56 Material Requirements of each Pillow and Bucket Packaging and Target Output of
each Packaging
Material Requirement for Pillow/Bucket Packaging
Material
Total Requirements
2,612.54 liter
Coconut Water
Acetobacter xylinum
130.63 liter
Ammonium sulfate
15.68 kilogram
Pillow
Bucket
1,724 Pillow Packs
1,724 Bucket Packs
1,045.01 kilogram
Natural Sugar
Epsom salt
26.13 kilogram
Citric Acid
Sodium metabisulfat
7.84 kilogram
888.26 liter
Water
261.25 kilogram
Refined sugar
Then, after it has been known the total requirements of the material needed for the
production process, it is counted the output of each pillow and bucket packaging that can be got
from the material that has been used. In this case, the material requirement of pillow and bucket
will be the same which will result the same output of the production itself which is 1,724 packs
of pillow package and 1,724 packs of bucket package. The example calculation to acquire the
target output which take pillow packs as example can be seen as follow.
=
=
.
()
2,612.54 0.66
1
= 1,724
The number 0.66 kilogram above showing the amount of Nata de Coco can be
transformed each 1 liter of coconut water.
Tabel 3. 57 Materials Requirements of Producing 1,000 and 61,107.08 kilogram Drinks
Product
Target Production 1,000 kilogram
Material
Total Requirements
Target Production 61,107.08 kilogram

Material
Total Requirements
Coconut Water
1,666.67 liter
Coconut Water
101,845.33 liter
Acetobacter xylinum
0.05 liter
Acetobacter xylinum
3,055.35 liter
Ammonium sulfate
0.006 kilogram
Ammonium sulfate
366.64 kilogram
Natural Sugar
0.4 kilogram
Natural Sugar
24,442.83 kilogram
Epsom salt
0.01 kilogram
Epsom salt
611.07 kilogram
Citric Acid
Citric Acid
Sodium metabisulfat
0.003 kilogram
Sodium metabisulfat
183.32 kilogram
Water
0.25 liter
Water
15,276.77 liter
Fruit extracts
0.2 liter
Fruit extracts
12,221.42 liter
Refined sugar
0.1 kilogram
Refined sugar
6,110.71 kilogram
In the table above, it can be seen that the material that required to make Drinks Le
Cocotier product. The table on the left shown the material requirement for each 1,000 kilogram
269
production, while the table on the right shown the material requirement in this case, it takes the
example of Le Cocotier Drinks demand in 2017.
Tabel 3. 58 Material Requirements of each Cup and Bottle Packaging and Target Output of
each Packaging and Taste
Material Requirement for Cup/Bottle Packaging
Material
Total Requirements
Coconut Water
50,922.66 liter
Acetobacter xylinum
1,527.68 liter
Ammonium sulfate
183.32 kilogram
Natural Sugar
12,221.42 kilogram
Epsom salt
305.54 kilogram
Citric Acid
Sodium metabisulfat
91.66 kilogram
Water
7,638.38 liter
Fruit extracts
6,110.71 liter
Refined sugar
3,055.35 kilogram
Cup
Bottle
Lychee
Coconut
Lychee
Coconut
26,887 Cups
141,157 Cups
16,804 Bottles
88,223 Bottles
Then, after it has been known the total requirements of the material needed for the
production process, it is counted the output of each cup and bottle packaging that can be got
from the material that has been used. In this case, the material requirement of cup and bottle
packaging will be the same, but compared to Desserts Le Cocotier product that has only one
variation of flavor, in Drinks Le Cocotier product it comes with two different flavors such as
coconut and lychee flavors, in this case, based on the proportion division that has been stated
in chapter before, the lychee flavor got 0.16 of total production, while coconut got 0.86 of total
production while the total output of cup and bottle will be different as the content of each
packaging is different where in cup packaging, the total production is divided by 0.2 kilogram
as in bottle package it is divided by 0.32. Thus, it can be seen in the table above which take the
example of 2017 demand, the output of lychee flavor of cup packaging is 26,887 cups as for
bottle packaging is 16,804 bottles while for cup coconut flavor is 141,157 cups as for bottle
packaging is 88,223 bottles. The example of the calculation on how getting the target output of
drinks product which in this case will take cup packaging as example can be seen as follow.
= .
= 50,922.66 0.66
= 33,608.96
Thus, for each packaging and flavor variations target output, which in this case it will
use cup packaging as example of its target output which can be seen as follow.

.
33,608.96
=
0.2
=
270
= 168,044
Then, for each flavor variations,

( ) = .
( ) = 168,044 0.16
( ) = 26,886
As for coconut flavor,

( ) = .
( ) = 168,044 0.84
( ) = 141,157
The value of 0.16 and 0.84 that is used in the calculation above in multiplying the
target output is got from the gathering of Voice of Customer (VOC) that has been done in
chapter before, where many respondents prefer coconut flavor rather than lychee flavor.
3.2.2
Optimization of Production Line

Production line is the set of working units for the components or products production
process which each of them has particular specification and influence the capability of the
production line in achieving the desired production capacity. In order to accomplish the
requirement of production, the industries always need the production line. In operating and
managing the production line, it will be more desirable if the production process will be
conducted in effective and efficient way. That makes there are some consideration which
required to be determined for the desired system of the production line. The following sections
will explain the further discussion about things which related to the production line and able to
affect the effectiveness and efficiency of the production line in Le Cocotier industry. The main
goal of the production line optimization is by figuring the working units used in the production
line, and then adjusting it with the working units provided in production line and conduct the
line balancing process.
3.2.2.1 Availability of Work Unit
Availability of the working units in an industry is really important to be understood. It
is a ratio which can determine the level of each machine can be used in real productive time,
without considering the other process, such as set up process, maintenance, and also the
handling process during the production process. The importance of availability is that through
the values determined for the availability, the proportion of time the system or sub-system or
machine used in functioning condition can be known. The availability calculation of the
machines and equipments used in Le Cocotier production for each machine can be seen at the
following table.
271
2.
Nata Starter
Preparation
Mixing
Pouring
Fermentation
3.
Fermentation
Cooling
41.67
0.25
62.50
58.17
1941.83
97.09%
5.00
20.83
30.00
125.00
0.50
125.00
276.83
1723.17
86.16%
3.00
12.50
5.00
20.83
0.17
41.67
78.00
1922.00
96.10%
3.00
12.50
30.00
125.00
0.25
62.50
202.00
1798.00
89.90%
3.00
12.50
30.00
125.00
0.25
62.50
202.00
1798.00
89.90%
2.00
8.33
3.00
12.50
0.00
0.00
0.5
21.33
1978.67
98.93%
2.00
8.33
15.00
62.50
0.00
0.00
0.5
71.33
1928.67
96.43%
0.00
0.00
5.00
20.83
0.17
41.67
0.5
63.00
1937.00
96.85%
Harvesting
4.
Annual
Estimated
Breakdown
Time (Hour)
10.00
Annual
Estimated
Resting Time
(Hour)
12.50
Daily Resting
Time (Hour)
3.00
Daily
Predictive
Maintenance
Time
(Minutes)
Annual
Predictive
Maintenance
Time (Hour)
Machine
Availability
Acidification
Uptime
Cooling
Downtime
Boiling
Daily Batch
Frequencies
Coconut
Water
Processing
Annual Setup
Time (Hour)
1.
UF Water
Purifier
Jiangxu-100
T-Sun LSS0.30.7-Y/Q
Xunmei XMGX-01 New
Hepa Filter
Mars QHS3000
Carbonated
Drink Mixer
Mars QHS3000
Carbonated
Drink Mixer
AISI WSS06
Drink Tap
Edsal
HC30127 Steel
7-Shelving
Unit
Xunmei XMGX-01 New
Hepa Filter
Daily Setup
Time
(Minutes)
Filtering
Machine
Name
Process Name
Station Name
No.
Tabel 3. 59 Availability Determination for each Machine in the Production Process of Le Cocotier Products
(Manual Process)
Cutting
Indotech
NATA Nata de
Coco Cutter
Machine
2.00
8.33
15.00
62.50
0.50
125.00
197.83
1802.17
90.11%
Washing
TWS-115-006
High Quality
Small Food
3.00
12.50
15.00
62.50
0.08
20.83
15
273.83
1726.17
86.31%
Post
Harvesting
272
Daily Batch
Frequencies
Downtime
Uptime
Machine
Availability
Annual
Estimated
Breakdown
Time (Hour)
Annual
Estimated
Resting Time
(Hour)
Daily Resting
Time (Hour)
Daily
Predictive
Maintenance
Time
(Minutes)
Annual
Predictive
Maintenance
Time (Hour)
Annual Setup
Time (Hour)
8.33
15.00
62.50
0.25
62.50
135.33
1864.67
93.23%
2.00
8.33
15.00
62.50
0.25
62.50
135.33
1864.67
93.23%
Daily Setup
Time
(Minutes)
Machine
Name
Process Name
Station Name
No.
2.00
Washer
Machine
Inspection
5.
Dessert
Flavoring
Syrup
Mixing
Flavoring
(Manual Process)
Mars QHS3000
Carbonated
Drink Mixer
Mars QHS3000
Carbonated
Drink Mixer
Inspection
Syrup
Mixing
6.
Drink
Flavoring
Coconut
Flavoring
Lychee
Flavoring
7.
8.
Bucket
Packaging
Pillow
Packaging
Bucket
Packaging
Bucket
Inspection
Pillow Pack
Packaging
(Manual Process)
Mars QHS3000
Carbonated
Drink Mixer
Mars QHS3000
Carbonated
Drink Mixer
Mars QHS3000
Carbonated
Drink Mixer
CrossQ FMSW/20L
CrossQ FMSW/20L
Jiangmen
Seraph SJY1000
2.00
8.33
15.00
62.50
0.25
62.50
143.67
1856.33
92.82%
2.00
8.33
15.00
62.50
0.25
62.50
135.33
1864.67
93.23%
2.00
8.33
15.00
62.50
0.25
62.50
135.33
1864.67
93.23%
3.00
12.50
20.00
83.33
0.10
25.00
121.83
1878.17
93.91%
2.00
8.33
20.00
83.33
0.20
50.00
142.67
1857.33
92.87%
3.00
12.50
20.00
83.33
0.10
25.00
121.83
1878.17
93.91%
273
Bottle
Inspection
83.33
0.20
50.00
142.67
1857.33
92.87%
3.00
12.50
10.00
41.67
0.10
25.00
92.67
1907.33
95.37%
2.00
8.33
10.00
41.67
0.20
50.00
109.33
1890.67
94.53%
3.00
12.50
10.00
41.67
0.10
25.00
92.67
1907.33
95.37%
2.00
8.33
10.00
41.67
0.20
50.00
109.33
1890.67
94.53%
Annual
Estimated
Breakdown
Time (Hour)
20.00
Annual
Estimated
Resting Time
(Hour)
8.33
Daily Resting
Time (Hour)
2.00
Daily
Predictive
Maintenance
Time
(Minutes)
Annual
Predictive
Maintenance
Time (Hour)
Machine
Availability
10.
Bottle
Packaging
Uptime
Shengqi SXGA
Shree
Bhagwati
Manual Vial
Downtime
Bottle
Packaging
Daily Batch
Frequencies
Jiazhao CZ480/250
Annual Setup
Time (Hour)
Cup
Inspection
Daily Setup
Time
(Minutes)
9.
Cup
Packaging
Machine
Name
Station Name
No.
Process Name
Cup
Packaging
Jiangmen
Seraph SJY1000
Jacopack
SAC-316
Pillow Pack
Inspection
11.
Sealing for
Dessert
Sealing
Process
Shenhu FX-01
3.00
12.50
10.00
41.67
0.25
62.50
1.5
118.17
1881.83
94.09%
12.
Sealing for
Drink
Sealing
Process
Shenhu FX-01
3.00
12.50
10.00
41.67
0.25
62.50
1.5
118.17
1881.83
94.09%
It can be seen from the table above that the availability of each machine were different. The results were varied around 67-96%. The differences
were influenced by the varied time of setup, handling, and also maintenance. The example calculation of availability determination for each machine can
be seen at the following formulation.
=
%
()
= ( () ( )) ( )
= () + ( ) + +
From those formulations, the calculation of availability for the machine Shenhu FX-01, which used as the sealing machine can be seen as
follows.
274
a.
Downtime Calculation for Sealing Machine

= (. ) + . + . + .
=118.17 Hours
The downtime calculation was indicated the total time which the machine cannot be
used for the production regarding that they were in setup or maintenance or handling
situation. That condition make the machine were not ready to be used for the
production process.
b.
Uptime Calculation for Sealing Machine

= ( ) .
= . Hours
However, contrary with downtime, uptime is the total available time for the machine
in ready condition to do the production process. That is why; the uptime determination
was from the reduction of the total working time and the downtime. Based on this
calculation, the total unready time of the machine had been reduced to get the total
time of machine in ready condition.
c.
Availability Calculation for Sealing Machine

=
.
%
( )
= . %
After the downtime and uptime determination had been conducted, the final
availability can be known. Regarding that the availability is showing the level of
readiness for the machine in doing the production process, that makes the results of
this calculation is in percentage or ratio.
Regarding that some of the machines process are depending on the operator
availability to conduct the production process, then the determination of operator availability
also required to be conducted. The determination of the availability for the operators were
influenced by the allowance and resting time as the downtime and also the exceed working time
besides the downtime which called as the uptime. The calculation of operator availability can
be seen at the following table.
275
Tabel 3. 60 Availability Determination for Operators in the Production Process of Le Cocotier Products
No.
Station Name
1.
Coconut Water
Processing
2.
Nata Starter
Preparation
3.
Fermentation
4.
Post Harvesting
5.
Dessert
Flavoring
6.
Drink Flavoring
7.
8.
Bucket
Packaging
Pillow
Packaging
Process Name
Operator
Requirement
for the
Operation
Daily
Resting
Time
(Minutes)
Annual
Resting
Time
(Hour)
Daily
Allowance
Time
(Minutes)
Annual
Allowance
Time
(Hour)
Downtime
Uptime
Availability
Filtering
Boiling
Cooling
Acidification
Mixing
Pouring
Fermentation
Cooling
Harvesting
Cutting
Washing
Inspection
Syrup Mixing
Flavoring
Inspection
Syrup Mixing
Coconut
Flavoring
Lychee
Flavoring
Bucket
Packaging
Yes
Yes
No
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
75,00
75,00
75,00
75,00
75,00
75,00
75,00
75,00
75,00
75,00
75,00
75,00
75,00
75,00
312,50
312,50
15,00
15,00
62,50
62,50
375,00
375,00
1625,00
1625,00
81,25%
81,25%
312,50
312,50
312,50
15,00
15,00
45,00
62,50
62,50
187,50
375,00
375,00
500,00
1625,00
1625,00
1500,00
81,25%
81,25%
75,00%
312,50
312,50
312,50
312,50
312,50
312,50
312,50
312,50
312,50
45,00
45,00
45,00
45,00
15,00
15,00
45,00
15,00
15,00
187,50
187,50
187,50
187,50
62,50
62,50
187,50
62,50
62,50
500,00
500,00
500,00
500,00
375,00
375,00
500,00
375,00
375,00
1500,00
1500,00
1500,00
1500,00
1625,00
1625,00
1500,00
1625,00
1625,00
75,00%
75,00%
75,00%
75,00%
81,25%
81,25%
75,00%
81,25%
81,25%
Yes
75,00
312,50
15,00
62,50
375,00
1625,00
81,25%
Yes
75,00
312,50
10,00
41,67
354,17
1645,83
82,29%
Bucket
Inspection
Pillow Pack
Packaging
Pillow Pack
Inspection
No
Yes
75,00
312,50
10,00
41,67
354,17
1645,83
82,29%
No
276
No.
9.
10.
11.
12.
Station Name
Cup Packaging
Bottle Packaging
Sealing for
Dessert
Sealing for
Drink
Process Name
Operator
Requirement
for the
Operation
Daily
Resting
Time
(Minutes)
Cup Packaging
Yes
75,00
Cup Inspection
No
Bottle
Packaging
Yes
75,00
Bottle
Inspection
Sealing
Process
Sealing
Process
No
No
No
Annual
Resting
Time
(Hour)
Daily
Allowance
Time
(Minutes)
Annual
Allowance
Time
(Hour)
Downtime
Uptime
Availability
312,50
10,00
41,67
354,17
1645,83
82,29%
312,50
10,00
41,67
354,17
1645,83
82,29%
From the table above, it can be seen that the availability of each station were determined, and the values were varied regarding that the
setup time, material handling time, maintenance time, and also batch quantities were different. The determination of availability for each station
was followed the formulation below.
=
%
()
= () ()
= +
As the formulation above, the example calculation about determining availability for the whole station in the production line can be seen
at the following.
a.
Downtime Calculation for Bottle Packaging Operator

= . + .
277
= . Hours
The determination of resting time for the operator was uniformed, regarding that the
resting time was followed the industrial rules for 1 working shift. However, the
allowance time was defined based on the dependence rate estimation of each
production process to the existence of the operator. The higher dependence will makes
the higher estimated allowance time probability since the production process may not
being conducted because of there are not any operator available for the machine.
b.
Uptime Calculation for Bottle Packaging Operator

= ( ) .
= . Hours
The uptime is indicating the total time of the operator is completely ready to control,
maintain, or manage the production process of the machine in production floor. That
is why; the total uptime was calculated from the reduction of total working hours by
the downtime which indicating that operator was not available for the machine process.
c.
Availability Calculation for Coconut Water Processing Station

=
.
%
( )
= . %
After the total downtime and uptime were calculated, then the availability for the
station can be determined. The availability were calculating the ratio between uptime
and the total available time for the machine used in production process, since the
uptime is able to be used for indicating the real time which can be used when operator
is completely available or productive, not leaving the machine for any other activities
which included in allowance activities or resting.
After the availability of the machine and operator had been determined, the availability
that will be used for further calculation in production capacity aspects is the minimum value of
them. It was so, because the availability that will be more indicating the whole readiness level
of the production process both from machine and operator aspect is its lowest rate. The
determination of availability which will be used for the further calculation and analysis can be
seen at the following.
Tabel 3. 61 Availability Determination for each Process
No.
1.
2.
Station
Name
Coconut
Water
Processing
Process
Name
Filtering
Boiling
Cooling
Acidification
Machine
Availability
Operator
Availability
Minimum
Availability
97,09%
86,16%
96,10%
89,90%
81,25%
81,25%
81,25%
81,25%
81,25%
96,10%
81,25%
278
No.
3.
Station
Name
Nata Starter
Preparation
Fermentation
4.
Post
Harvesting
5.
Dessert
Flavoring
6.
Drink
Flavoring
7.
8.
9.
10.
11.
12.
Bucket
Packaging
Pillow
Packaging
Cup
Packaging
Bottle
Packaging
Sealing for
Dessert
Sealing for
Drink
Process
Name
Mixing
Machine
Availability
89,90%
Operator
Availability
81,25%
Minimum
Availability
81,25%
Pouring
Fermentation
Cooling
Harvesting
Cutting
Washing
Inspection
Syrup Mixing
Flavoring
Inspection
Syrup Mixing
Coconut
Flavoring
Lychee
Flavoring
Bucket
Packaging
Bucket
Inspection
Pillow Pack
Packaging
98,93%
96,43%
96,85%
90,11%
86,31%
93,23%
93,23%
92,82%
93,23%
75,00%
75,00%
75,00%
75,00%
75,00%
81,25%
81,25%
75,00%
81,25%
81,25%
75,00%
96,43%
96,85%
75,00%
75,00%
75,00%
75,00%
81,25%
81,25%
75,00%
81,25%
81,25%
93,23%
81,25%
81,25%
93,91%
82,29%
82,29%
92,87%
92,87%
93,91%
82,29%
82,29%
Pillow Pack
Inspection
Cup
Packaging
Cup
Inspection
Bottle
Packaging
Bottle
Inspection
Sealing
Process
Sealing
Process
92,87%
92,87%
95,37%
82,29%
82,29%
94,53%
94,53%
95,37%
82,29%
82,29%
94,53%
94,53%
94,09%
94,09%
94,09%
94,09%
3.2.2.2 Calculation of Work Unit Production Capacity

After defining the availability of work unit on the previous sub chapter, the calculation
of work unit production capacity will be explained on this subchapter. The needed input for
production capacity are availability, percentage of defect rate, number of parallel machine,
number of shift in a day, working hour per shift, and production number per hour.
Equation to calculate the production rate is mentioned below:
= ( ) ( )
= number of parallel machine
= production number per hour
= number of shift in a day
= working hour per shift
279
Tabel 3. 62 Calculation of Production Capacity
Units
Availabili
ty
%
Defec
t
Rate
Shif
t
per
Day
(Sw
)
Workin
g Hour
per
Shift
(Hsh)
Producti
on Rate
(batch/h)
Producti
on Rate
(kg/h)
and
(unit/h)
Producti
on
Capacity
(Batch /
Day)
Producti
on
Capacity
Units
N
o
Process
Machine
Tc
(min)
Takt
Time
Quantit
y of
Batch
Filtering
UF Water
Purifier
Jiangxu100
10.00
10.00
150
liters
0.8125
0.03
1.00
8.00
6.00
900.00
38.03
5703.75
liters
Boiling
87.70
87.70
300
liters
0.8125
0.01
1.00
8.00
0.68
205.25
4.42
1327.42
liters
Cooling
20.00
87.70
300
liters
0.9610
0.01
1.00
8.00
0.68
205.25
5.23
1570.04
liters
Acidificati
on
3.00
87.70
300
liters
0.8125
0.03
1.00
8.00
0.68
205.25
4.34
1300.74
liters
Mixing
5.00
87.70
300
liters
0.8125
0.03
1.00
8.00
0.68
205.25
4.34
1300.74
liters
Pouring
3.00
87.70
300
liters
0.7500
0.03
1.00
8.00
0.68
205.25
4.00
1200.68
liters
Fermentati
on
3360.0
0
3362.0
0
198
kg
0.9643
0.03
1.00
24.00
0.02
3.53
0.40
79.73
kg
Harvesting
20.00
20.00
198
kg
0.7500
0.03
1.00
8.00
3.00
594.00
17.55
3474.90
kg
10
Cutting
3.00
20.00
198
kg
0.7500
0.03
1.00
8.00
3.00
594.00
17.55
3474.90
kg
T-Sun
LSS0.30.7-Y/Q
Edsal
HC30127
Steel 7Shelving
Unit
QHS3000
Drink
Mixer
QHS3000
Drink
Mixer
AISI
WSS06
Drink Tap
Edsal
HC30127
Steel 7Shelving
Unit
Manual
Indotech
Nata de
Coco
Cutting
Machine
280
N
o
Process
11
Washing
Inspection
12
Syrup
Mixing
13
Flavoring
(Lychee)
14
Flavoring
(Coconut)
15
Flavoring
(Original)
Machine
Tiger
Kawashi
ma TWS
115-006
Fruit
Metal
Detector
Conveyor
Machine
Price
JZD-88
QHS3000
Drink
Mixer
Shanghai
Joysun
CGF1812-6 3-in1 Fruit
Bottle
Filling
Machine
Shanghai
Joysun
Bottle
Filling
Machine
Shanghai
Joysun
Bottle
Units
Availabili
ty
%
Defec
t
Rate
0.03
Tc
(min)
Takt
Time
Quantit
y of
Batch
6.00
20.00
198
kg
0.7500
198
kg
0.7500
10.00
5.00
20.00
0.03
Shif
t
per
Day
(Sw
)
Workin
g Hour
per
Shift
(Hsh)
Producti
on Rate
(batch/h)
Producti
on Rate
(kg/h)
and
(unit/h)
Producti
on
Capacity
(Batch /
Day)
Producti
on
Capacity
Units
1.00
8.00
3.00
594.00
17.55
3474.90
kg
594.00
17.55
3474.90
kg
504.90
19.01
3199.80
kg
557.07
kg
1.00
8.00
3.00
168.3
kg
29.3
kg
153.74
kg
461.22
2922.98
kg
183.15
kg
549.45
3482.14
kg
20.00
0.8125
87.90
0.8125
0.03
1.00
8.00
3.00
19.01
281
N
o
Process
Machine
Units
Availabili
ty
%
Defec
t
Rate
Shif
t
per
Day
(Sw
)
Workin
g Hour
per
Shift
(Hsh)
Producti
on Rate
(batch/h)
Producti
on Rate
(kg/h)
and
(unit/h)
Producti
on
Capacity
(Batch /
Day)
Producti
on
Capacity
Units
Tc
(min)
Takt
Time
Quantit
y of
Batch
30.00
30.00
285
bottles
0.8229
0.03
1.00
8.00
2.00
1781.25
12.84
11433.17
bottles
55.00
55.00
457
cups
0.8229
0.03
1.00
8.00
1.09
2492.73
7.00
15999.87
cups
20.00
55.00
91
buckets
0.8229
0.03
1.00
8.00
1.09
99.27
7.00
637.19
buckets
20.00
55.00
91
pillow
packs
0.8229
0.03
1.00
8.00
1.09
99.27
7.00
637.19
pillow
packs
25.00
55.00
285
bottles
0.9453
0.03
1.00
8.00
1.09
971.59
8.04
7163.87
bottles
35.00
55.00
457
cups
0.9453
0.03
1.00
8.00
1.09
2492.73
8.04
18379.73
cups
15.00
55.00
91
buckets
0.9287
0.03
1.00
8.00
1.09
99.27
7.90
719.12
buckets
15.00
55.00
91
pillow
packs
0.9287
0.03
1.00
8.00
1.09
99.27
7.90
719.12
pillow
packs
17.00
55.00
12
cartons
0.9409
0.03
1.00
8.00
1.09
1230.55
8.01
96.07
cartons
17.00
55.00
22
cartons
0.9409
0.03
1.00
8.00
1.09
1230.55
8.01
176.14
cartons
Filling
Machine
16
18
Bottle
Packaging
Cup
Packaging
19
Bucket
Packaging
20
Pillow
Pack
Packaging
21
Bottle
Inspection
22
Cup
Inspection
23
Bucket
Inspection
24
Pillow
Pack
Inspection
25
Carton Box
Sealing
(for
Desserts
Product)
26
Carton Box
Sealing
(for Drinks
Product)
Shengqi
SXG-A
Jacopack
SAC-316
CrossQ
FMSW/20L
Jiangmen
Seraph
SJY-1000
Shree
Bhagwati
Manual
Vial
Jiazhao
CZ480/250
CrossQ
FMSW/20L
Jiangmen
Seraph
SJY-1000
Shenhu
FX-01
Automati
c Carton
Box
Sealing
Shenhu
FX-01
Automati
c Carton
282
N
o
Process
Machine
Tc
(min)
Takt
Time
Quantit
y of
Batch
Units
Availabili
ty
%
Defec
t
Rate
Shif
t
per
Day
(Sw
)
Workin
g Hour
per
Shift
(Hsh)
Producti
on Rate
(batch/h)
Producti
on Rate
(kg/h)
and
(unit/h)
Producti
on
Capacity
(Batch /
Day)
Producti
on
Capacity
Units
Box
Sealing
In general, percentages of defect rate are the same, which is 0.025. It is estimated from the spoiled material during the process and failed
product. Defect rate for certain machines are different considering several processes such as boiling and cooling processes are very easy and the
failure probability are very low.
Production rate is the products output rate in an hour and calculating by determining takt time per hour. Takt time itself means the
difference of time between products. Production rate is needed to calculate the production capacity in a day.
The example of production capacity calculation is presented below:
= ( ) (. . . )
= 0.8125 x (1-0.03) x (1 x 1 x 8 x 900)
= 38.3 batch/day
The production capacity above is still on batch/day. Thus, it should be transferred into kg/day by multiplying the production capacity with batch
quantity. For other processes such as packaging, inspection and sealing, the output are per unit and per box. Then, the production capacity also
transferred in units and boxes
The lowest production capacity is on the fermentation process, which is only 531 kg per day. It because the takt time is very high. Thus,
PT. Coco Indigene Indonesia should consider adding more machine or production line.
3.2.2.3 Working Units Requirement Calculation
Calculation of the required work units for each working stations is conducted after determining the production capacity for each machines.
The output of this calculation is to define the amount of machines required for the entire production process. The table below contains of the
283
calculation for work units in each working stations from 2017 until 2026. The table also contains the information about the machines, defect rate,
production target and production capacity as the inputs variable to calculate the required work unit.
Tabel 3. 63 Work Units Calculation in 2017
Work
Station
Coconut
Water
Processing
Nata
Starter
Preparation
Fermentati
on
Post
Harvesting
Machine
Process
160 T/D Reverse

Osmosis Membrane
Filter Machine
Filtering
T-Sun LSS0.30.7Y/Q
Boiling
Xunmei XM-GX-01
New Hepa Filter
Cooling
Mars QHS-3000
Carbonated Drink
Mixer
Acidificat
ion
Mixing
Wine Tap Supplies

WSS06 Winery
Tank Taps
Pouring
Edsal HC30127
Shelf Shelving Unit
Fermentat
ion
Manual
Harvestin
g
Indotech Nata de
Coco Cutting
Machine
Cutting
Componen
t
Clean
Coconut
Water
Boiled
Coconut
Water
Cooled
Coconut
Water
Acid
Coconut
Water
Nata de
Coco
Liquid
Dough
Nata de
Coco
Liquid
Dough
Fermented
Nata de
Coco
Harvested
Nata de
Coco
Thick
Sliced Nata
de Coco
Production
Target (liter)
436.89
432.56
428.28
441.55
Defect
Rate
0.03
0.01
0.01
0.03
Total
Production
Target (liter)
Production
Target in
each Station
(liter)
450.00
450.00
436.89
436.89
432.56
432.56
190.68
185.13
179.73
174.50
0.03
0.03
0.03
0.03
0.03
Work Unit
Amount
Work Unit
Amount
(Round Up)
5703.75
0.0789
1327.42
0.3291
1570.03
0.2755
1300.74
0.3496
1200.68
0.1636
79.73
2.3916
21
3474.9
0.0533
3474.9
0.0517
454.80
454.80
196.40
Production
Capacity
(liter)
202.29
196.40
196.40
190.68
190.68
185.13
185.13
179.73
179.73
284
Work
Station
Machine
Tiger Kawashima
TWS-115-006
JZD-88 Texture
Detector Conveyor
Machine
Nata de
Coco
Dessert
Flavoring
Mars QHS-3000
Carbonated Drink
Mixer
Process
Componen
t
Production
Target (liter)
Washing
Clean Nata
de Coco
169.42
Nata de
Coco
Inspectio
n
Original
Flavoring
Original
Syrup
Mixing
Coconut
Flavoring
Mars QHS-3000
Carbonated Drink
Mixer
Nata de
Coco
Drink
Flavoring
Lychee
Flavoring
Mars QHS-3000
Carbonated Drink
Mixer
Bucket
Packaging
Coconut
Syrup
Mixing

Filling Machine
Lychee
Syrup
Mixing
Bucket
Packagin
g
Bucket
Inspectio
n
Finished
Nata de
Coco
Sugar
Syrup
Nata de
Coco with
Sugar
Syrup
Coconut
Fruit Syrup
Nata de
Coco with
Coconut
Flavored
Syrup
Lychee
Fruit Syrup
Nata de
Coco with
Lychee
Flavored
Syrup
Original
Nata de
Coco in
Bucket
Pack
Original
Nata de
Coco in
164.48
10.35
22.84
103.99
224.36
19.81
42.74
11.09
10.76
Defect
Rate
0.03
0.03
0.03
0.03
0.03
0.03
0.03
0.03
0.03
0.03
Total
Production
Target (liter)
Production
Target in
each Station
(liter)
174.50
174.50
169.42
169.42
Production
Capacity
(liter)
Work Unit
Amount
Work Unit
Amount
(Round Up)
3474.9
0.0502
3474.9
0.0488
3199.8
0.0074
3199.8
0.0722
3199.8
0.0138
637.19
0.0179
719.18
0.0154
10.66
23.52
23.52
107.11
231.09
231.09
20.40
44.02
44.02
11.42
11.42
11.09
11.09
285
Work
Station
Machine
Process
Componen
t
Production
Target (liter)
Defect
Rate
Total
Production
Target (liter)
Production
Target in
each Station
(liter)
Production
Capacity
(liter)
Work Unit
Amount
Work Unit
Amount
(Round Up)
637.19
0.0179
719.18
0.0154
3199.97
0.0417
3675.95
0.0353
3658.61
0.0365
Bucket
Pack
Pillow
Packaging

Filling Machine
SAC-31 Jacopack
Semi Automatic
Cup Filling Sealing
Maching
Pillow
Pack
Packagin
g
Pillow
Pack
Inspectio
n
Cup
Packagin
g
Cup
Packaging
SAC-31 Jacopack
Semi Automatic
Cup Filling Sealing
Maching
Bottle
Packaging
SXG-A Shengqi
Water Bottling
Machine
Shree Bhagwati
Manual Vial
Cup
Inspectio
n
Bottle
Packagin
g
Original
Nata de
Coco in
Pillow Pack
Original
Nata de
Coco in
Pillow Pack
Original
Nata de
Coco in
Cup Pack
Lychee
Nata de
Coco in
Cup Pack
Original
Nata de
Coco in
Cup Pack
Lychee
Nata de
Coco in
Cup Pack
Original
Nata de
Coco in
Bottle Pack
Lychee
Nata de
Coco in
Bottle Pack
11.09
10.76
108.91
0.03
0.03
0.03
11.42
11.42
11.09
11.09
112.18
133.55
20.75
105.74
0.03
0.03
21.37
108.91
129.66
20.14
108.91
0.03
0.03
20.75
112.18
133.55
20.75
0.03
21.37
286
Work
Station
Machine
Shenhu FX-01
Automatic Carton
Box Sealing
SXG-A Shengqi
Water Bottling
Machine
Nata de
Coco
Dessert
Cardboard
Packaging
Nata de
Coco
Drink
Cardboard
Packaging
Process
Bottle
Inspectio
n
Bucket
Package
Box
Sealing
Shree Bhagwati
Manual Vial
Pillow
Pack
Package
Box
Sealing
Cup
Package
Box
Sealing
Bottle
Package
Box
Sealing
Componen
t
Original
Nata de
Coco in
Bottle Pack
Lychee
Nata de
Coco in
Bottle Pack
Cardboard
of Original
Nata de
Coco in
Bucket
Pack
Cardboard
of Original
Nata de
Coco in
Pillow Pack
Cardboard
of Original
Nata de
Coco in
Cup Pack
Cardboard
of Lychee
Nata de
Coco in
Cup Pack
Cardboard
of Original
Nata de
Coco in
Bottle Pack
Production
Target (liter)
105.74
Defect
Rate
0.03
Total
Production
Target (liter)
Production
Target in
each Station
(liter)
10.45
10.45
102.66
19.55
102.66
0.03
0.03
0.03
0.03
0.03
0.03
Work Unit
Amount
Work Unit
Amount
(Round Up)
2292.44
0.0566
2113.68
0.1293
108.91
129.66
20.14
Production
Capacity
(liter)
20.75
10.76
10.76
105.74
273.29
20.14
105.74
287
Work
Station
Machine
Process
Componen
t
Cardboard
of Lychee
Nata de
Coco in
Bottle Pack
Production
Target (liter)
19.55
Defect
Rate
0.03
Total
Production
Target (liter)
Production
Target in
each Station
(liter)
Production
Capacity
(liter)
Work Unit
Amount
Work Unit
Amount
(Round Up)
20.14
288
Table 3.58 above shows the work units required for each machine to process the output components
per each machine. It can be seen that almost all machine required only one work unit for fulfilling the
daily production target in 2017. Those machines have much higher capacity than the daily production
target and therefore the value of work unit amount is far below 1. Except for machine Edsal HC30127
Steel 7-Shelving Unit in fermentation process, it requires 26 machines to fulfill the daily production
target of fermented nata de coco. This is due to the very low capacity of machine while it has to fulfill
high amount of daily target. The example of work unit calculation is shown below:
a. Daily Production Target
The steps to determine daily production target for each machine is started with
calculation the target of the last machine, which is nata de coco drink or dessert
cardboard packaging. The target in this process must be the same with the daily demand
resulted from demand forecasting process.
Cardboard of original Nata de Coco in bucket pack = Daily dessert target production x 0.5
= 20.90 x 0.5 = 10.45 liters
Cardboard of Original Nata de Coco in Pillow Pack = Daily dessert target production x 0.5
= 20.90 x 0.5 = 10.45 liters
Cardboard of Original Nata de Coco in Cup Pack = (Daily drink target productionx0.5) x 0.86
= (244 x 0.5) x 0.86 = 102.66 liters
Cardboard of Lychee Nata de Coco in Cup Pack = (Daily drink target productionx0.5) x 0.15
= (244 x 0.5) x 0.14 = 19.55 liters
Cardboard of Original Nata de Coco in Bottle Pack=(Daily drink target productionx0.5) x 0.86
= (244 x 0.5) x 0.86 = 102.66 liters
Cardboard of Lychee Nata de Coco in Bottle Pack =(Daily drink target productionx0.5) x 0.15
= (244 x 0.5) x 0.14 = 19.55 liters
After production target for final assembly is determined, then production target for
previous components can be determined by looking at the result of total production target
column. For example is in original Nata de Coco in bottle pack, its production target is
following the total production target of cardboard of original Nata de Coco in bottle pack. It
means that this process must be producing the amount of total production target required by the
next process in order to fulfill the right amount of target. Different calculation method is applied
to obtain the production target of coconut or lychee flavoring. The example of the calculation
is:
Coconut fruit syrup = Total production target of coconut syrup mixing x Syrup proportion
= 226.64 x 0.45 = 101.99
289
The formula is used in order to determine the amount of coconut or lychee syrup
required to produce the daily production target of drink Nata de Coco. While for the production
target of coconut water is following the amount of coconut water used for 1000gr of Nata de
Coco shown in table 3.xx. The example of the calculation is:
Cooled coconut water = (Daily dessert production target x 1L) + (Daily drink production
target x 1.67L)
= (21 x 1L) + (244 x 1.67) = 428.28 liters
b. Total Production Target

Total production target is the amount of production target multiplied by defect rate. The
value in total production rate will be used as the initial target of each machine and its
more than the value of daily production target due to consideration of defective part that
may result from the machining process. The example of the calculation is:
Total production target (Clean Coconut Water) = Production target x (1 + Defect rate)
= 449.96 x (1 + 0.025) = 461.21 liter
c. Production Capacity
Production capacity is the amount of units or batch can produce hourly in the machine.
The number is obtained from the previous table calculation of production capacity, but
its still shown in batch. Therefore it is required to convert it into liters so that it can be
divided with the production target in order to obtain the number of work units.
Production capacity (liter/hour) = Production capacity (batch/hour) x Batch quantity
= 38.03 x 2000liters = 76.060 liters
d. Work Unit Amount
Work unit amount is the output of the whole calculation; it is used to determine how
many machines are required to fulfill the production target regarding the capacity of
each machine. It is obtained by dividing production capacity with production target in
each machine. The example of the calculation is :
Work Unit Amount (Coconut water processing machine) =
=
Total Production target

Production capacity
461.21
33901
=0.0136
= 1 (round up)
Calculation of work units for year 2018 until 2026 is shown in table 3.58 until 3.60
below:
290
Tabel 3. 64 Recapitulation of Required Work Units from 2018 until 2026

Work Station
Coconut Water
Processing
Nata Starter
Preparation
Fermentation
Post Harvesting
Nata de Coco
Dessert & Dessert
Flavoring
Bucket Packaging
Pillow Packaging
Cup Packaging
Bottle Packaging
Nata de Coco
Dessert & Drink
Cardboard
Packaging
Machine
Work Units Requirements

2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Xunmei XM-GX-01 New Hepa Filter

Mars QHS-3000 Carbonated Drink
Mixer
Wine Tap Supplies WSS06 Winery
Tank Taps
Edsal HC30127 Shelf Shelving Unit
35
49
56
77
98
133
147
161
168
Manual
Indotech Nata de Coco Cutting
Machine
Tiger Kawashima TWS-115-006
JZD-88 Texture Detector Conveyor
Machine
160 T/D Reverse Osmosis Membrane

Filter Machine
T-Sun LSS0.3-0.7Y/Q
Mars QHS-3000 Carbonated Drink

Mixer
CrossQ FM-SW/20L + FC-P/20L
Bucket Filling Machine
Jiangmen Seraph SJY-1000 Filling
Machine
SAC-31 Jacopack Semi Automatic
Cup Filling Sealing Maching
Jiazhao JZ-480/250
SXG-A Shengqi Water Bottling
Machine
Shree Bhagwati Manual Vial
Shenhu FX-01 Automatic Carton
Box Sealing
291
The required work units to fulfill the production target from 2018 until 2026 is as
shown in table 3.59. It can be identified that most machines only required in single amount and
are sufficient to fulfill the production target in ten years ahead without the needs of additional
line. This is due to the high capacity of the machines that can operate the required amount of
production target even when its increasing until ten years. The company choose to purchase
high capacity machines even though it cost high investment, but the specification offered enable
the company to maintain its productivity by using one line only. However in certain process
such as fermentation, the company requires to purchase 26 shelves in the first year to the limited
capacity of the shelves. The required work units of shelves also keep increasing in the ten years.
This indicates that the company will need more space also when they purchase more shelves as
its required in 2020 and so on.
3.3
Material Handling Analysis and Layout Design

Production line planning and analysis will also requiring the material handling and
also layout aspects for the manufacturing process in industry. This sub-chapter will focus on
those 2 aspects and completed by the recapitulation of the total cost required for the
manufacturing system of the industry. Material handling design and analysis will more specific
in the materials mobility treatment aspects, from the identification of material types and
characteristics used in the production process, while the layout aspect will figuring and planning
the layout for the industry itself, especially the production floor. However, the last section of
this sub-chapter will showing the recapitulation of the total cost required by the industry for the
industry establishment later from the whole aspects which had been determined before.
3.3.1
Material Handling Planning

Material handling is the field concerned with solving pragmatic problems involving
the movement, storage in a manufacturing plant or warehouse, control and protection of

materials, goods and products throughout the processes of cleaning, preparation,
manufacturing, distribution, consumption, and disposal of all related materials, goods, and their
packaging (MHI, 2015). It is important to plan and configure materials in the manufacturng
system in order to make the industry to be able to fulfill particular application in the production
process. Material handling planning will be influenced by the number and characteristics of the
materials used, the distance of mobility required for the materials, the types of manufcaturing
production line, and also other factors like budget or the total area of the production line.
3.3.1.1 Material Characteristics
292
The determination of material handling required for manufcaturing system in industry

can be conducted after understanding the characteristics of the materials required to be mobiled.
Based on the purposes of material handling planning, the determination of material handling
required can follow the characteristics of materials processed in production line. Before
determining the characteristics for each materials used, the identification of the components
will be processed and also the required materials for each components had to be conducted, as
can be seen at the following table.
Tabel 3. 65 Materials Used for the Product Components
Type of Materials
Used
Coconut water
Ingredients in powder
form (citric acid, sugar,
Nata de Coco
1.
epsom salts, and etc.)
Solidified coconut
water
Sugar solution
Nata de Coco
2.
solution
Fruit extract
Bucket plastics
Pillow plastics
Packaging
Cup pack
3.
Bottle pack
Corrugated box
After determining the types of materials used for each component of Le Cocotier
No.
Components
Name
products, then the materials characteristics can be determined as can be seen at the following
table.
293
Tabel 3. 66 Materials Characteristic for Le Cocotier Products

Nata de Coco Product Materials
No.
1.
2.
Categories
No.
Categories
Materials
Physical Condition
Dimension
Weight
Shape
Coconut water
Liquid
2000 L
-
Condition
Cool, wet, fresh
Damage Risk
Had short lifetime in an open air room
Damage Risk
Security Risk
Easily to be spilled
Security Risk
Materials
Physical Condition
Dimension
Weight
Shape
Condition
Powder ingredients
Solid in very small form
Very small
Very light
Powder
Soft and granules with particular scent
Easily to be broken if mixed with other
particles, especially in solution form
Materials
Physical Condition
Dimension
Weight
Shape
Condition
Damage Risk
3.
Dimension and Description
Le Cocotier Product Packagings
Materials
Physical Condition
Dimension
Weight
Shape
1.
2.
Condition
Damage Risk
Security Risk
Easily changed and can not be used as the

supposed function if mixed with other
particles
Security Risk
Materials
Physical Condition
Dimension
Weight
Shape
Solid coconut water (Nata de Coco)

Solid but chewy and a bit wet
1.5 cm x 1 cm x 1 cm
3 grams
Small block
Materials
Physical Condition
Dimension
Weight
Shape
3.

Bucket plastics
Solid
Diameter = 15 cm; Height = 15 cm
320 grams
Tube like a small bucket
Thin but quite strong plastic, food grade,
dry
Easily being torned and lead to the
leakage
Easily to have leak and able to
contaminate the products inside the
packaging, not resistant to the hot
temperature
Pillow plastics
Solid
Height = 20 cm; Width = 20 cm
109 grams
Pillow form
Very thin plastic, dry, food grade
leakage
temperature
Cup pack
Solid
Diameter = 9.5 cm; Height = 5.7 cm
85 grams
Short tube with wide diameter
294

No.
Categories
Categories
Materials
Physical Condition
Dimension
Weight
210 grams
Shape
Quite thin block

Dry and formed in sheets before formed
to be box
Condition
Damage Risk
The shape can be easily changed if being

pushed or fell down
Damage Risk
Security Risk
Easily to be polluted and cannot being

eaten if contaminated with other particles
Security Risk
Condition
Sugar solution
Liquid
924 L
Viscous liquid with sweet smells, wet,
quite sticky
Materials
Physical Condition
Dimension
Weight
Shape
4.
Condition
Damage Risk
Easily contaminated with other particles
Damage Risk
Security Risk
The color and smells can be easily

changed if contaminated with other
particles
Security Risk
Weight
Shape
Condition
Damage Risk
Fruit extract
Fibrous liquid
942 L (coconut flavor); 180 L (lychee
flavor)
Viscous liquid with sweet smells, wet,
quite sticky
Has short shelflife, easily contaminated
with other particles
5.

Thin and small, but quite strong plastic,
food grade
leakage
temperature
Bottle pack
Solid
Diameter = 6 cm; Height = 17 cm
250 grams
Bottle form
Quite thick and strong plastic, dry, food
grade
leakage
temperature
Corrugated box for Bucket Pack
Solid
45 cm x 30 cm x 30 cm
Soft, chewy, and wet
Materials
Physical Condition
Dimension
5.
No.
Condition
Materials
Physical Condition
Dimension
Weight
Shape
4.
Condition
Damage Risk
Easily being torned, inhabited by small

animals, quite smelly if stored in
improper places
295

No.
Categories
Security Risk

No.
The color and smells can be easily

changed if contaminated with other
particles
Categories
Security Risk
Materials
Physical Condition
Dimension
Weight
Shape
6.
Condition
Damage Risk

improper places
Security Risk
Able to contaminated the products inside

if being torned or inhabited by small
animals or proliferated
Materials
Physical Condition
Dimension
Weight
Shape
7.
8.
Corrugated box for Pillow Pack

Solid
60 cm x 40 cm x 10 cm
190 grams
Quite thin block
to be box
Condition
Corrugated box for Cup Pack

Solid
40 cm x 20 cm x 12 cm
110 grams
Quite thin block
to be box
Damage Risk

improper places
Security Risk

Materials
Physical Condition
Corrugated box for Bottle Pack

Solid
296

No.
Categories
No.
Categories
Dimension
Weight
Shape
Condition

36 cm x 25 xm x 17 cm
155 grams
Quite thin block
to be box
Damage Risk

improper places
Security Risk

From the table of material characteristics identification above, the detail about materials which required to have particular mobility
treatment can be known and the selection of material handling tools types will be based on those identification.
3.3.1.2 Material Handling Types Determination
There are many types of material handling offered for the production process in manufacturing industry. The selection of the types for the
material handling tools can consider some factors, such as the material characteristics which had been identified before, the budget provided by the
company for the material treatments, and also the area or the mobility distance required for each materials in the production line for manufacturing
process. In selecting the material handling tool types can be classified into 6 categories, which will be explained further in the following table.
Tabel 3. 67 Types of Material Handling
No.
Device Types
Characteristics
Limitation
1.
Industrial
Truck
(Manual)
Low investment,
low velocity for the
materials mobility.
1. Able to help light materials movement in

industry.
2.
Powered
Industrial
Truck
Medium investment,
requiring oil fuel
(forklift) or
1. Able to be used for moving the industrial

pallets or containers contained in pallet for
industry or warehouse.
297
No.
Device Types
Characteristics
electricity energy
(pulled tractor) for
mobility.
3.
4.
AGV System
Rail guided
train
High investment,
requiring battery
energy for the
movement, mobility
trajectories are more
flexible.
High investment,
flexible trajectories,
able to be placed on
the floor or hanged
up in the production
floor.
5.
Conveyor
High variance
equipment, able to
be installed on the
floor, or hanged up.
6.
Crane and
hoist
Varied movement
ability until more
than 100 ton for the
weight capacity.
Limitation
2. Has the mobility weight capacity for
about 450 kg until more than 4500 kg.
3. Able to be used for quite long distance of
movement.
1. Used both in factory and warehouse.
2. Able to move the WIP along the routes.
3. High flexibility in low and medium
productivity.
4. Suitable when the different materials
have to be moved in to the different laying
down places.
1. Able to move the single assembly
product or weights along the routes.
2. High flexibility installed in factory or
warehouse.
3. Constant items or weights movement in
fixed routes along the production floor or
warehouse.
1. Able to move the product along the
manual assembly line.
2. Able to be used for the sorting process.
3. The materials or products moved were
relatively in large size or weights along the
fixed trajectories.
1. Suitable for the large scale and high
weight size of materials or products
movement.
(Anityasari, 2011)
298
From the material handling mentioned above, the determination of material handling types required for Le Cocotier production floor can
be conducted based on the table and the requirement of the materials considered by its characteristics. The material handling types selection
identified as represented in the following table.
Tabel 3. 68 Material Handling Requirement Determination
No.
Process Name
Initial Handling
(Truck-Production
floor)
To the filtering
process
Material Required to
be Moved
Coconut Water
Coconut Water
Material
Characteristics
Easily spilled, has
short shelf life, if
contaminated the
materials
characteristics will
be changed.
Weight = 2000 L;
Easily spilled
Selected Material
Handling Types
Forklift
Pipelines (PN-20)
Reason
Figure
Regarding that the coconut

water from the truck will be in
gallons, or drums, with the
high weight. It will be
desirable if using the handling
tools with special advantage
in long distance and the high
weight capacity, such as
forklift.
Source: www.ebay.com
Regarding that the materials

processed in liquid form, then
it will be more hygiene and
efficient if the mobility is
using the materials which
commonly used for the liquid
things area like pipelines.
Source:
www.pipa.indonetwork.co.id
Filtering - Boiling
Coconut Water
Weight = 2000 L;
Easily spilled
Pipelines (PN-20)

299
No.
Process Name
be Moved
Material
Characteristics
Selected Material
Handling Types
Reason
Figure
Source:
Boiling - Cooling
Coconut Water
Weight = 2000 L;
Easily spilled
Pipelines (PN-20)

Source:
Cooling Acidification
Powder Ingredients
Very light and small

granules with
particular scent
Pipelines (PN-20)

Source:
Acidification Mixing
Powder Ingredients
Very light and small

granules with
particular scent
Mixing - Pouring
Mixed Coconut Water
Weight = 2000 L;
Easily spilled
300
No.
Process Name
Pouring Fermenting
Fermenting Cooling
10
Cooling Harvesting
11
Harvesting Cutting
be Moved
Mixed Coconut Water
Material
Characteristics
Weight = 2000 L;
Easily spilled
Mixed Coconut Water
Weight = 2000 L;
Easily spilled
Nata de Coco Sheets
Solid coconut water

in sheets; The shape
is following the form
of brass (loyang)
Nata de Coco Sheets
Solid coconut water

in sheets; The shape
is following the form
of brass (loyang)
Selected Material
Handling Types
Manual Industrial
Trucks
Manual Industrial
Truck
Reason
Figure
Regarding pouring and

fermentation process requires
high rate of manual operations
from the operators, that makes
the easier operations by using
manual material handling
tools. The flexibility
movement in manual
condition make the operator
arrange the fermented coconut
water easier.
Source: www.harborfreight.com
After harvested, the Nata de

Coco required to be brought
to the cutting department.
This handling process will be
better by using manually,
since the manual process can
deliver the harvested Nata de
Coco to the machine with
lowest queue or busy level to
301
No.
Process Name
be Moved
Material
Characteristics
Selected Material
Handling Types
Reason
make the cutting process
faster.
12
13
Cutting - Washing
Washing Inspection
Nata de Coco
Nata de Coco
Weight = 3 grams;
Wet and chewy
small blocks
Weight = 3 grams;
Wet and chewy
small blocks
Conveyor
Conveyor
It will be desirable if the

products were moved to the
washing machine by using
conveyor, to reduce the space
required and human intention.
Regarding the frequent of the
products moved from cutting
to washing machine is
relatively high.
Inspection is required to be
conducted for all the products.
To reduce the mobility time
which able to influence the
production time process, it
will be desirable to connect
the washing and inspection
process by using the lines
which had to be followed by
the products in small spaces.
Then, the products which had
been washed will be inspected
directly.
Figure
Souce: www.alibaba.com
302
No.
14
15
Process Name
Inspection - Syrup
Mixing
Syrup Mixing Flavoring (Nata de

Coco Dessert;
Original)
be Moved
Sugar Solution
Nata de Coco and Sugar

Solution
Material
Characteristics
Weight = 924 L;
Sticky and viscous
liquid
Selected Material
Handling Types
Manual Industrial
Truck
Manual Industrial
Truck
Reason
Figure
Syrup mixing is can be done

without waiting previous
production process before,
then the materials used for the
process is the materials from
the raw material's warehouse.
It shows low frequencies of
mobility since it was not
follow the production line
sequences and the distances
will be varied depend on the
materials were placed and the
number of requirement. That
is why; it will be more
desirable using manual
industrial trucks.
Even though flavoring is

requiring the products of
cutted Nata de Coco and
mixed syrup from the
previous process, but the
production procedures
required in this process is very
simple and not requiring
many controls from human.
That is why; the human or the
operator can be assigned to
provide the materials required
from syrup mixing and cutting
machine manually to assure
the proportion of each
materials required in case of
taste consideration.
303
No.
16
17
Process Name
Flavoring Inspection
Inspection - Syrup
Mixing
be Moved
Material
Characteristics
Nata de Coco and Sugar

Solution
Sugar Solution
Selected Material
Handling Types
Conveyor
Weight = 924 L;
Sticky and viscous
liquid
Manual Industrial
Truck
Reason
Inspection is required to be
followed by the whole
products. To reduce the
mobility time which able to
influence the production time
process, it will be desirable to
connect the washing and
inspection process by using
the lines which had to be
followed by the products
directly.
Syrup mixing is can be done
without waiting previous
production process before,
then the materials used for the
process is the materials from
the raw material's warehouse.
It shows low frequencies of
mobility since it was not
follow the production line
sequences and the distances
will be varied depend on the
materials were placed and the
number of requirement. That
is why; it will be more
desirable using manual
industrial trucks.
Figure
304
No.
18
19
Process Name
Syrup Mixing Flavoring (Nata de

Coco Drinks;
Coconut and
Lychee)
Flavoring - Bucket
packaging
be Moved
Fruit Extract
Bucket Plastics
Material
Characteristics
Weight = 924 L;
Sticky and viscous
liquid; Short shelf
life
320 grams plastics in

bucket form; Quite
thin but strong
enough to store Nata
de Coco products
Selected Material
Handling Types
Manual Industrial
Truck
Conveyor
Reason
Figure
Even though flavoring is

requiring the products of
cutted Nata de Coco and
mixed syrup from the
previous process, but the
production procedures
required in this process is very
simple and not requiring
many controls from human.
That is why; the human or the
operator can be assigned to
provide the materials required
from syrup mixing and cutting
machine manually to assure
the proportion of each
materials required in case of
taste consideration.
Since the machine used for

the packaging is the automatic
one, then it will be easier if
the movement process also
using the automatic handling
tools like conveyor. The
benefit of conveyor is that it
able to reduce or avoid the
human intention during the
process and able to follow the
long distances routes in
production line.
305
No.
20
Process Name
Bucket packaging Bucket inspection
be Moved
Bucket Plastics
Material
Characteristics
320 grams plastics in

bucket form; Quite
thin but strong
enough to store Nata
de Coco products
Selected Material
Handling Types
Conveyor
Reason
Figure
Regarding that packaging

process is using automatic
machine and material
handling tools, it will be
desirable if the inspection
process is following the
sequences of packaging
process to reduce the distance
and the spaces required for
production floor. Using
conveyor also able to reduce
the production time, because
after being packed, then each
product will follow the lines
to be inspected directly.
21
Flavoring - Pillow
packaging
Pillow Plastics
109 grams plastic in

pillow form; Thin
plastic
Conveyor

production line.
306
No.
22
23
Process Name
Pillow packaging Pillow inspection
Flavoring - Bottle
packaging
be Moved
Pillow Plastics
Cup Pack
Material
Characteristics
109 grams plastic in

pillow form; Thin
plastic
Small tube plastic

with the weight for
about 85 grams
Selected Material
Handling Types
Conveyor
Conveyor
Reason
production line.
Figure
307
No.
24
Process Name
Bottle packaging Bottle inspection
be Moved
Cup Pack
Material
Characteristics
Small tube plastic

with the weight for
about 85 grams
Selected Material
Handling Types
Conveyor
Reason
Figure

25
Flavoring - Cup
packaging
Bottle Pack
Plastics in bottle
form with the weight
for about 250 grams
Conveyor

production line.
308
No.
26
Process Name
Cup packaging Cup inspection
be Moved
Bottle Pack
Material
Characteristics
Plastics in bottle
form with the weight
for about 250 grams
Selected Material
Handling Types
Conveyor
Reason
Figure

27
Packaging
inspection - Sealing
process
Corrugated Box
Quite thin block

made of corrugated
paper
Conveyor
Sealing machine used is the

automatic one, if it was
conducted by manual, it able
to give such risk probability to
the operator if there is human
error occured. The conveyor
is selected, since the tool is
flexible to be installed
connected to the related
machine.
309
No.
28
be Moved
Process Name
After Production
Handling
(Production floor Warehouse)
Products packed in box
Material
Characteristics
Finished products
which packed in
corrugated box,
ready to be stored.
Selected Material
Handling Types
Forklift
Reason
Figure
Regarding that the finished

products had been packed in
box, the mobility will be
easier by the use of pallets to
put up or down the boxes in
order to arrange it in desired
places. The pallets will work
well with forklift. It also able
to mobile quite high weight of
the products (boxes) and also
able to move for long
distances.
Source: www.ebay.com
3.3.1.1 Number of Material Handling Required Determination

After determining the types of material handling required by considering each characteristics of materials required to be mobiled or moved,
then the determination of number for each selected material handling also required to be decided. The decision of selecting the right number of
material handling required to fulfill the mobility needs in industry required the calculation as can be seen at the following table.
Tabel 3. 69 Total Material Handling Required

Available Time Calculation
No.
Cycle Time Determination
Process
Name
Material
Handling
Type
Availability
Traffic
Factor
(Ft)
Available
Time
(AT)
Loading
Time
(Lt)
Initial
Handling
(Truck Production
floor)
Forklift
80%
75%
36
3.5
Unloading
Time (Ut)
Loaded
Condition
Distance
(Ld)
Empty
Condition
Distance
(Le)
Hourly
Delivery
Rate
(Rdv)
Tc
1.5
7.44
7.44
19.88
Workload
Calculation
Flow
Rate
per
WL
Hour
(Rf)
19.88
Total
Material
Handling
Required
310

No.
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Process
Name
To the
filtering
process
Filtering Boiling
Boiling Cooling
Cooling Acidification
Acidification
- Mixing
Mixing Pouring
Pouring Fermenting
Fermenting Cooling
Cooling Harvesting
Harvesting Cutting
Cutting Washing
Washing Inspection
Inspection Syrup Mixing
Syrup Mixing
- Flavoring
(Nata de
Coco Dessert;
Original)
Flavoring Inspection
Material
Handling
Type
Availability
Traffic
Factor
(Ft)
Available
Time
(AT)
Loading
Time
(Lt)
Pipeline
98%
95%
55.86
Pipeline
98%
95%
Pipeline
98%
Pipeline
Workload
Calculation
Flow
Rate
per
WL
Hour
(Rf)
Total
Material
Handling
Required
Unloading
Time (Ut)
Loaded
Condition
Distance
(Ld)
Empty
Condition
Distance
(Le)
Hourly
Delivery
Rate
(Rdv)
Tc
1.5
0.5
7.44
7.44
16.88
16.88
55.86
1.5
0.5
14.3
14.3
30.6
30.6
95%
55.86
1.5
0.5
10.14
10.14
22.28
22.28
98%
95%
55.86
1.5
0.5
9.08
9.08
20.16
20.16
Manual
Truck
75%
80%
36
2.5
26.4
26.4
15
11.02
15
165.3
Manual
Truck
75%
80%
36
2.5
36.525
36.525
15
12.37
15
185.55
Conveyor
95%
85%
48.45
0.3
7.245
7.245
15
2.266
15
33.99
Conveyor
95%
85%
48.45
0.3
6.005
6.005
15
2.10066667
15
31.51
Manual
Truck
75%
80%
36
7.54
7.54
24.08
24.08
Manual
Truck
75%
80%
36
0.5
2.5
7.54
7.54
18.08
18.08
Conveyor
95%
85%
48.45
0.3
7.54
7.54
17.38
17.38
311

No.
17
18
19
20
21
22
23
24
25
26
27
Process
Name
Inspection Syrup Mixing

Syrup Mixing
- Flavoring
(Nata de
Coco Drinks;
Coconut and
Lychee)
Flavoring Bucket
Packaging
Bucket
Packaging Inspection
Flavoring Pillow
Packaging
Pillor
Flavoring Bottle
Packaging
Bottle
Flavoring Cup
Packaging
Cup
Packaging Sealing
Process
Material
Handling
Type

Empty
Condition
Distance
(Le)
Hourly
Delivery
Rate
(Rdv)
Tc
Workload
Calculation
Flow
Rate
per
WL
Hour
(Rf)
Total
Material
Handling
Required
Availability
Traffic
Factor
(Ft)
Available
Time
(AT)
Loading
Time
(Lt)
Unloading
Time (Ut)
Loaded
Condition
Distance
(Ld)
Manual
Truck
75%
80%
36
7.54
7.54
22.08
22.08
Manual
Truck
75%
80%
36
0.5
2.5
7.54
7.54
18.08
18.08
Conveyor
95%
85%
48.45
0.5
0.2
9.65
9.65
20
20
Conveyor
95%
85%
48.45
0.5
0.2
8.19
8.19
17.08
17.08
Conveyor
95%
85%
48.45
0.5
0.2
9.6
9.6
19.9
19.9
Conveyor
95%
85%
48.45
0.5
0.2
8.04
8.04
16.78
16.78
Conveyor
95%
85%
48.45
0.5
0.2
9.335
9.335
19.37
19.37
Conveyor
95%
85%
48.45
0.5
0.2
7.775
7.775
16.25
16.25
Conveyor
95%
85%
48.45
0.5
0.2
6.675
6.675
14.05
14.05
Conveyor
95%
85%
48.45
0.5
0.2
5.115
5.115
10.93
10.93
Conveyor
95%
85%
48.45
0.5
0.2
4.68
4.68
10.06
10.06
312

No.
28
Process
Name
Material
Handling
Type
Availability
Traffic
Factor
(Ft)
Available
Time
(AT)
Loading
Time
(Lt)
After
Production
Handling
(Production
floor Warehouse)
Forklift
80%
75%
36
3.5
Unloading
Time (Ut)
Loaded
Condition
Distance
(Ld)
Empty
Condition
Distance
(Le)
Hourly
Delivery
Rate
(Rdv)
Tc
1.5
7.44
7.44
19.88
Workload
Calculation
Flow
Rate
per
WL
Hour
(Rf)
19.88
Total
Material
Handling
Required
The table above showing the calculation recapitulation of the number of material handling required for each processes by using the formula
as can be seen below.
a. Availability Time Calculation
=
Notes
= Availability
313
Ft
Ew = Worker Efficiency
= Traffic Factors
The determination of the value for availability of handling tools and also traffic
factors of each material handling selected in production line are can be seen at the
following table.
Tabel 3. 70 Material Handling Details Information
Pipeline
Manual
Industrial
Truck
Conveyor
Forklift
Ft
A
Ew
Ft
A
Ew
Ft
A
Ew
Ft
A
Ew
95%
98%
100%
80%
75%
100%
85%
95%
100%
75%
80%
100%
b. Cycle Time Determination

= +
+ +
Notes
Lt
= Loading time
Ut = Unloading time
Ld = Loaded Condition Distance
Le = Empty Condition Distance
Rdv = Hourly Delivery Rate (unit/hour @vehicle)
c. Workload Calculation
=
Notes
Rf = Flow Rate (unit/hour @vehicle)
d. Total Material Handling Required

=
Followed the instruction from the formula above, the example of material handling
number determination can be seen as follows. As the example the determination of pipelines
material handling for the filtering to boiling process.
a. Availability Time
= (. ) (. )
314
= .
b. Cycle Time
= . +
+ . +
= .
c. Workload Calculation
= .
= .
d. Number of MHD
.
=
.
=
= . ~
Based on the calculation above, there are some tools which able to be used
interchangeably to maximize the utilization of the tools bought by the company. For the
example is the manual industrial trucks and also forklift. Those two tools can be used
interchangeably from the department to the other departments as long as the processes were not
conducted at the same time. However, the conveyors and pipelines are the handling tools which
required to be installed in the production line layout and it is impossible to use them
interchangeably. That makes the determination of total handling tools required to be provided
by the company for production line is different. The tools which can be used interchangeably
determination able to follow the maximum requirement from the whole departments in
production line, while the installed handling tools have to follow the calculation results and
then do the summarize for the total number required of each tools. By considering this, the total
handling cost requirement can be minimized and the utilization of each handling tools can be
maximized. The following table is showing total requirement of each handling tools and the
total cost requirement.
315
Tabel 3. 71 Material Handling Requirement Recapitulation

No.
1.
2.
3.
4.
3.3.2
Material
Total
Handling
Unit Price
Requirement
Tools
Forklift
1
Rp
291.666.666,67
Pipelines
4
Rp
585.090,00
Conveyors
12
Rp
25.607.654,40
Manual
Industrial
6
Rp
769.868,47
Trucks
TOTAL HANDLING TOOLS COST
Total Cost
Rp
Rp
Rp
291.666.666,67
2.340.360,00
307.291.852,80
Rp
4.619.210,82
Rp
605.918.090,29
Facilities Design
Facilities design is the method to determine the layout in the entire production facility
with the aim to optimize and to find the most efficient production process. The objectives of
facilities design are to determine the required production space, production processing time,
and production process efficiency. There are two ways used in facilities design that are
qualitative and quantitative way. The quantitative methods that mostly used are factor rating
method, ideal value, economic analysis, cost and volume analysis, and graffiti centre (grid), and
transportation method. The qualitative methods that mostly used are Activity Relationship
Chart (ARC), Activity Relationship Diagram (ARD) and Space Relationship Diagram (SRD).
The facilities are design adjusted to the existing condition of the departments and the operators
available in that department in order to identify the required space in the production floor.
Output of this part is the layout design that visualize in 2D picture.
3.3.2.1 Machines and Departments Identification
The required machines and every facility elements are identified in order to determine
the total space area. To calculate the total area properly, there are some parameters to be
considered, such as the dimension of the machines, the amount of machines, and the aisle
(+allowance 150%). It is necessary also to provide allowance for auxiliary equipment, operator
and material in every machine area to ensure that there is sufficient space for production.
316
Tabel 3. 72 Calculation of the Required Space for Each Station

Station
Machine
No. of
Machine
Length
(m)
Width
(m)
Machine
Area
(m2)
Coconut
Water
Processing
160 T/D Reverse

Osmosis Membrane
Filter Machine
T-Sun LSS0.30.7Y/Q
Xunmei XM-GX-01
New Hepa Filter
Mars QHS-3000
Carbonated Drink
Mixer
Wine Tap Supplies
WSS06 Winery
Tank Taps
Edsal HC30127
Steel 7-Shelving
Unit
Indotech Nata de
Coco Cutting
Machine
Tiger Kawashima
TWS-115-006
JZD-88 Texture
Detector Conveyor
Machine
Mars QHS-3000
Carbonated Drink
Mixer
Filling Machine
0.75
0.15
Nata Starter
Preparation
Fermentation
Post
Harvesting
Nata de Coco
Flavoring
Bucket
Packaging
Operator
Allowance
(m2)
Material
Allowance
(m2)
Sub
Total
(m2)
0.1125
Auxiliary
Equipment
Allowance
(m2)
1
Total Space
Required (m2)
9.4825
Space
Required
(+Allowance
150%) (m2)
14.22375
4.37
2.68
10.72
16.72
25.08
100.32
0.61
0.61
0.3721
6.3721
9.55815
28.67445
3.5
12.5
18.75
75
0.18
0.18
0.0324
20
22.032
33.0486
66.0972
17.44581
418.69944
14.22375
4
168
10.67
0.762
8.13054
0.5
11.630
54
13.5
13.5
0.89
0.89
0.7921
5.7921
8.68815
8.68815
1.8
1.8
3.24
7.24
10.86
10.86
10
15
45
2.5
2.5
11.5
17.25
17.25
317
Station
Machine
No. of
Machine
Length
(m)
Width
(m)
Machine
Area
(m2)
Pillow
Packaging
Jiangmen Seraph
SJY-1000 Filling
Machine
SAC-31 Jacopack
Semi Automatic
Cup Filling Sealing
Maching
Jiazhao JZ-480/250
SXG-A Shengqi
Water Bottling
Machine
Shree Bhagwati
Manual Vial
Shenhu FX-01
Automatic Carton
Box Sealing
1.8
Cup
Packaging
Bottle
Packaging
Nata de Coco
Cardboard
Packaging
Operator
Allowance
(m2)
Material
Allowance
(m2)
Sub
Total
(m2)
1.8
Auxiliary
Equipment
Allowance
(m2)
1
Total Space
Required (m2)
8.3
Space
Required
(+Allowance
150%) (m2)
12.45
1.5
2.44
2.44
2.5
7.94
11.91
11.91
0.5
1.6
0.8
4.8
7.2
7.2
2.3
2.45
5.635
11.635
17.4525
17.4525
1.725
2.44
4.209
8.209
12.3135
12.3135
1.6
1.4
2.24
10.24
15.36
30.72
Total Area
12.45
890.359
The example of the calculation is provided below:
Machine Area = Length x Width

Machine Area for Filtering Process = 0.75 m x 0.15 m
= 0.1125 m2
The allowance for auxiliary equipment, operator, and material are assumed based on the requirement for each machine. For example in the
filtering machine, the auxiliary equipment allowance is 1m2, it is the rack contains of operating and maintenance equipments of the machine with
size 2 m x 0.5 m. The operator allowance is based on the number of operator assigned in filtering machine, since there are two operators then it
318
is assumed that each operator will require 2 m2 for movement. The materials allowance
is calculated based on the number of the jerry can required for each filtering process,
and to place the jerry cans near the machine it requires 4.37 m 2 allowances.
Sub Total = Machine Area + Auxiliary Equipment Allowance + Operator Allowance

+ Material Allowance
= 0.1125 + 1 + 4 + 4.37
= 9.4825 m2
Space Required (+150% Allowance) = Sub Total x 150%

= 9.4825 x 150%
= 14.22375 m2
The space required is obtained by multiplying the sub total of space required with 150%
allowance. The factor is typically 150% to allow for material handling equipment tracks
and aisles, storage of WIP during peak operating periods, space required for
maintenance operations and an anticipated increase in production volume in the near
future (Sunderesh S. Heragu, 2008).
Total Space Required = Space Required (+150% Allowance) x No. of Machine

= 14.22375 x 1
= 14.22375 m2
The total required space is not only measured by considering the machine space
requirements, but also the other facilities elements such as warehouse for raw materials,
components and finished good. The total space area for machines and other facilities elements
are summed up to get the total amount of space area required for production process. It is
obtained that the total space required is 890.359 m 2.
3.3.2.2 Adjacency Determination and the Relationship of Machine and Departments
Adjacency determination is used to identify the relationship and adjacency from each
machine and department in a factory. One method used to define the adjacency from each
machine is Activity Relation Chart (ARC) method which represents the degree of importance
from each machine and departments. Setting up the facility based on the degree of importance
is critical for making the production running efficiently. ARC enables to help the designer to
define the relationship from each machines and departments and to design the facility layout
based on that. ARC is built up following the adjacency code and the reason of adjacency in
order to arrange the order of the machines, to define the location, and to obtain the base for the
next machine arrangement.
319
Tabel 3. 73 Adjacency Code and Degree of Importance

Adjacency Code
A
E
I
O
U
X
Degree of Importance
Absolutely Necessary
Very Important or Essential
Important
Ordinary Important
Unimportant
Unwanted
Tabel 3. 74 Reason of Adjacency

No.
1
2
3
4
5
6
7
8
9
Reason
The usage of notes simultaneously
The same operator
The same area or space
The frequency degree of contact among personnel
The frequency degree of contact among work papers
The flow of work
The same working activity
The usage of same equipments and facility
Environmental reason : cleanliness, noisy, dustiness
From the information of elements of ARC shown in two tables above, the ARC is
created based on the degree of adjacency and the reason of adjacency. Here is the ARC layout
of production floor from PT. Coco Indigene Indonesia.
320
Coconut Water
Filtering Station
Coconut Water
Boiling Station
Coconut Water
Cooling Station
Acidification Station
Nata de Coco Mixing

Station
Nata de Coco Pouring

Station
7
8
9
10
11
12
13
14
15
16
17
Nata de Coco Cooling

Station
Nata de Coco
Fermentation Station
Harvesting Station
Nata de Coco Cutting
Station
Nata de Coco
Washing Station
Nata de Coco
Inspection Station
Flavoring Station
Syrup Mixing Station
Bucket Packaging
Station
Bucket Inspection
Station
Pillow Packaging
Station
18
Pillow Inspection
Station
19
Cup Packaging Station
20
Cup Inspection
Station
21
Bottle Packaging
Station
22
Bottle Inspection
Station
23
Cardboard Packaging
Station
A
1,2,3,6 E
1,2,3,7
O
A 1,2,3
5,7
O
6
I
5,7
6,7,9
U
A
O 5,7
7
1,2,3,6
U
O
E 1,2,7
7
A
5,7
O
U
O
6,7
1,2,3,6
9
2,5
U
U
U
E
7
A 1,2,7 0
7
9
U
U
1,4,6,7,9
7
2,6
U
7
U
I
U7
9
A
7
6,7
O
U
1,2,6,9
U7
7,9
7
U
E 2,6,7
U
U9
7
A
O
7
U
U7
1,2,6,9
2,7
7
U
U
E 2,6,7
U7
7
A
9
O
U
U
1,2,6,9
2,7
9
U
7
U
E 2,6,7
U7
7
7
A
O
U
U
1,2,6,9
2,7
9
U
7
U
E 2,6,7
U7
7
A
7
O
U
U
1,2,6,9
2,7
9
U
7
U
E 2,6,9
U7
7
U
7
A
I
U
7
1,4,6,9
2,6,7 O
9
U
U
E 4,6,9
4,7
7
U
A
7
I
O
7
1,4,6,9
4,6,7 O
4,7
U
U
E 4,6,9
4,7
9
U
A
7
I
U
9
1,2,6,9
4,6,7 O
9
U
U
E 4,6,9
4,7
9
U
9
A
I
O
9
1,4,6,9 A 4,6,7 O
4,7
O
U
1,4,6,9
4,7
4,7
O
A
9
A
O
4,7
1,2,6,9 I 1,4,6,9 A
4,7
O
O
4,6,7
1,4,6,9 A
4,7
O
I
4,7
I
1,4,6,9
4,7
4,6,9
I 4,6,7 I
A 1,4
O
4,6,7
4,6,7 I
6,9
A
A
4,7
I
4,6,7
1,4,6,9
1,2,6,9 I 4,6,7 I
I
A 1,4
4,6,7
4,6,7
I 4,6,7
I
I
6,9
I
4,6,7
4,6,7
4,6,9 I
4,6,7 I
I
I 4
4,6,7
4,6,7
I 4,6,7
I
A
6,7
I
4,6,7
4,6,7
1,2,6,9 I 4,6,7
I
I
4,6,7
4,6,7 I
4,6,7
I
I
4,6,7
4,6,9 I
4,6,7 I
4,6,7
4,6,7
A
I
1,2,6,9 I 4,6,7
4,6,7
I
4,6,7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
9
U
9
O
4,7
O
4,7
O
4,7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
9
U
9
O
4,7
O
4,7
U
9
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
9
U
9
O
4,7
X
X
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
9
U
9
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
9
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
U
7
Figure 3. 18 Adjacency Relationship Chart of PT. Coco Indigene Machines and Departments
ARC in figure 3.18 shows the adjacency among machines and departments in
production floor of PT. Coco Indigene Indonesia. There are 23 machines in total for processing
the entire product variants, 2 storerooms for raw materials and package components and 1
warehouse for storing the finished products. There is also a quality inspection laboratory to
conduct the nutritional value inspection on the products. Toilet, pantry and prayer room are also
provided to support the non operational activity of the workers. There is also one room for
supervisor where the control of entire production process is conducted. ARC enables to define
the most optimum layout for production floor. The closest relationship is given symbol A in
order to arrange the machine positions close to each other based on its own reason. For example
is between filtering and boiling machine, these two machines has A relationship means that
321
they are must be located closed to each other since the product resulted from filtering machine
is flowed directly to boiling machine for the next process.
E relationship indicates that there is closeness relationship between the machines and
they are required to be close even though not necessarily to be closed side by side. For example
is between filtering and cooling machine, they are located in the same department but the
process is not occur directly in sequence so therefore its given E adjacency code. I relationship
indicates the important relationship between the machines, they are operated by different
workers but using the same space area that close to each other. For example is the relationship
among packaging machines. O relationship indicated the ordinary important relationship
between machines, they are not recommended to be located too far, yet not always necessarily
to be located too close either. Both stations are not operated by the same operators yet not
necessarily using the same space. For example is between the flavoring machine and packaging
machine.
U relationship indicates the unimportant relationship between machines, those
machines with this category do not have reason to be located closed to each other. Distance for
these machines is flexible; they do not attach to each other and can be located close or even far.
For example is cup inspection machine with ingredient storeroom. X relationship indicated the
unwanted relationship between machines; the placement of these machines should not be closed
to each other and must be located far from each other to minimize the disturbance from the
facility.
3.3.2.3 Machines and Departments Grouping based on its Adjacency
The degree of importance between all of the stations in PT. Coco Indigene Indonesia
already determined on the chapter 3.3.2.2. Those relationship are state in Activity Relationship
Chart. This sub module, the Activity Relationship Chart (ARC) will be recapped and grouped
based its adjacency. It is presented as Activity Relationship Diagram (ARD). ARD is a
representation of machines adjacency relationship (Maria Anityasari, 2011). The adjacency
relationship represents by using different lines types for different degree of importance. The
lines code that used in Activity Relationship Diagram (ARD) are presented on table below:
Tabel 3. 75 Line Codes on Activity Relationship Diagram
Codes
Degree of Adjacency
Lines
Color
Red
Very important or
Necessary
Orange
322
Important
Green
Ordinary Important
Blue
Unimportant
Undesirable to adjacent
No Line
No Color
Brown
The recapitulation of Activity Relationship Chart above presented in table form

presented below:
Tabel 3. 76 Recapitulation of Activity Relationship Chart
No
Stations
Degree of Adjacency
I
O
Coconut
Water
Filtering
Station
2,25
Coconut
Water Boiling
Station
1,3
Coconut
Water
Cooling
Station
2,4
Acidification
Station
4,5
6,7,8,9,10,11,
12
13,14,15,16,17,
18,19,20,21,22,
23
5,6,7
8,9,10,11,12
13,14,15,16,17,
18,19,20,21,22,
23
1,5
6,11
7,8,9,10,11,12
13,14,15,16,17,
18,19,20,21,22,
23
3,5,25
1,7
7,8,9,10,11,12
13,14,15,16,17,
18,19,20,21,22,
23
Nata de Coco
Mixing
Station
4,6
3,25
1,2,8
9,10,11,12
13,14,15,16,17,
18,19,20,21,22,
23
Nata de Coco
Pouring
Station
5,7,28
4,8,26,29,
30
2,3,9
1,10,11,12,13
14,15,16,17,18,
19,20,21,22,23
Nata de Coco
Cooling
Station
6,8
9,28,29,30
2,4,10
1,3,4,11,12,13
,14
15,16,17,18,19,
20,21,22,23
Nata de Coco
Fermentation
Station
7,9
6,10,28,30
27
5,11,25,31
1,2,3,4,12,13,
14
15,16,17,18,19,
20,21,22,23
Harvesting
Station
8,10
7,11,29,31
28
6,12,30
1,2,3,4,5,13,1
4
15,16,17,18,19,
20,21,22,23
10
Nata de Coco
Cutting
Station
9,11
12,31
13
7,14,15,27,29,
30
1,2,3,4,5,6,16,
17,18,19,20,2
1,22,23
11
Nata de Coco
Washing
Station
10,12
9,13
14
3,8,15
1,2,3,4,5,6,7,1
6,17,18,19,20,
21,22,23
12
Nata de Coco
Inspection
Station
11,13
10,14
15
9,16,17,18,19,
20,21,22,23
1,2,3,4,5,6,7,8
323
No
Stations
13
Degree of Adjacency
I
O
Flavoring
Station
12,14
11,15
10,16
17,18,19,20,2
1,22,23
6,7,8,9,
1,2,3,4,5,6
14
Syrup Mixing
Station
13,15,16,17,
18,19,20,21,
22
12
11
10,23,
7,8,9
1,2,3,4,5,6,7
15
Bucket
Packaging
Station
14,16
13
12,17,18,19,
20,21,22,23
10,11,
25
1,2,3,4,5,6,7,8,9
16
Bucket
Inspection
Station
14,15
13,17,18,19,
20,21,22,23,
12
10,11
1,2,3,4,5,6,7,8,9
17
Pillow
Packaging
Station
14,18
15,16,19,20,
21,22,23,
12,13
10,11
1,2,3,4,5,6,7,8,9
18
Pillow
Inspection
Station
14
15,16,19,20,
21,22,23,
12,13
10,11
1,2,3,4,5,6,7,8,9
19
Cup
Packaging
Station
14,20
15,16,17,18,
21,22,23,
12,13
10,11
1,2,3,4,5,6,7,8,9
20
Cup
Inspection
Station
14,19
15,16,17,18,
21,22,23,
12,13
10,11
1,2,3,4,5,6,7,8,9
21
Bottle
Packaging
Station
14,22
15,16,17,18,
19,20,23
12,13
10,11,
1,2,3,4,5,6,7,8,9
22
Bottle
Inspection
Station
14,21
15,16,17,18,
19,20,23 ,
12,13
10,11,
1,2,3,4,5,6,7,8,9
23
Cardboard
Packaging
Station
15,16,17,18,
19,20,21,22
12,13,14
10,11
1,2,3,4,5,6,7,8,9
The recapitulation table of ARC above aimed to makes the adjacency relationship between
departments becomes clear. Thus, the ARD can be developed easily. The Activity Relationship
Diagram of PT. Coco Indigene Indonesia shown as figure below:
324
Figure 3. 19 Activity Relationship Diagram of PT. Coco Indigene Indonesia

Tabel 3. 77 Station Code Name
Code
1
2
3
4
5
6
7
8
9
Station
Coconut Water Filtering Station
Coconut Water Boiling Station
Coconut Water Cooling Station
Acidification Station
Nata de Coco Mixing Station
Nata de Coco Pouring Station
Nata de Coco Cooling Station
Nata de Coco Fermentation Station
Harvesting Station
Code
13
14
15
16
17
18
19
20
21
Station
Flavoring Station
Syrup Mixing Station
Bucket Packaging Station
Bucket Inspection Station
Pillow Packaging Station
Pillow Inspection Station
Cup Inspection Station
Bottle Packaging Station
325
Code
10
11
12
Station
Nata de Coco Cutting Station
Nata de Coco Washing Station
Nata de Coco Inspection Station
Code
22
23
Station
Bottle Inspection Station
Cardboard Packaging Station
The next step is develop the Space Relationship Diagram (SRD). SRD is a rough
representation of plant layout. Soon, bloc plan and plan layout are developed based on the SRD
result.
Figure 3. 20 Space Relationship Diagram of PT. Coco Indigene Indonesia
326
Figure 3. 21 Bloc Plan of PT. Coco Indigene Indonesia
Activity Relationship Diagram (ARD) is a tools that used to represent the relationship
between activities or machines. It is shows by using lines/strings code with different colors and
shape which means those departments has different adjacency relation. From the Activity
Relationship Diagram above, can be seen that the more lines out from a department, the busier
the department will be.
Space Relationship Diagram is the refinement of Activity Relationship Diagram. In this
SRD, not all of the department in ARD included. It is because for several processes, the machine
can do more than one function. For example in packaging and inspection department.
Previously, it is stated for different department. But in SRD, packaging and inspection for each
product variation are combined caused by the machine ability to do packaging process along
with inspection process. The line codes only shown the absolutely necessary to makes the
diagram easier to read.
After Space Relationship diagram, the next step is develop block plan. Different with
ARD and SRD, block plan almost similar with plant layout, but only shows the areas or rooms.
It is arrange based on the Space Relationship Diagram with slightly adjustment. Block plan is
hoped to become the basis to develop the plant layout on the following step.
327
3.3.3
Layout Analysis
Based on ARC, ARD, and SRD that already done on the previous sub chapter, the plant
layout for Le Cocotier product can be developed. The Plant Layout of PT. Coco Indigene
Indonesia shown as the figures below:
Figure 3. 22 Plant Layout of PT. Coco Indigene Indonesia
The production flow on PT. Coco Indigene Indonesia present on the following figure:
328
Figure 3. 23 Product Flow of PT. Coco Indigene Indonesia
3.3.4
Manufacturing Process Cost Recapitulation

In this subchapter, it will explain about the recapitulation of Le Cocotier
manufacturing process cost. Cost that will be recapitulated will include about the raw material
cost, machine purchasing cost, energy cost in operating the machine, material handling cost,
and operator wages in operating the machine. Below tables will show the overall costs charged
in Le Cocotier production process.
Tabel 3. 78 Machine Buying Cost
No
Process
Filtering
Boiling
Cooling
4
5
Acidification
Mixing
Pouring
Fermenting
Machine
UF Water Purifier
Jiangxu-100
T-Sun LSS0.3-0.7Y/Q
Xunmei XM-GX-01
New Hepa Filter
QHS-3000 Drink
Mixer
AISI WSS06 Drink
Tap
Edsal HC30127
Shelf Shelving Unit
Tang Ren B1335
Rectangle
Bakeware
Price/Unit
Total Machine Needed
Total
700.00
$ 700.00
7,700.00
$ 7,700.00
65.00
36
$ 2,340.00
8,000.00
$ 24,000.00
12.00
$ 12.00
39.70
21
$ 833.70
3.25
209
$ 679.25
329
No
Process
Washing
Cutting
Inspection
10
11
12
13
14
15
Filling for
Bottle Variant
Inspection for
Bottle Variant
Filling for Cup
Variant
Inspection Cup
Variant
Filling and
Inspection for
Pillow Bag
Variant
Filling and
Inspection for
Bucket Variant
16
Carton Box
Sealing
17
Coconut Water
Container
18
Thermostat
19
Food Testing
Lab
Machine
Tiger Kawashima
TWS-115-006
Washer Machine
Indotech NATA
Nata de Coco
Cutter Machine
JZD-88 Texture
Detector Conveyor
Machine
Price/Unit
Total Machine Needed
Total
10,500.00
$ 10,500.00
91.76
$ 91.76
3,300.00
$ 3,300.00
2,000.00
$ 2,000.00
Shree Bhagwati
Manual Vial
3,750.00
$ 3,750.00
Jacopack SAC-316
1,070.00
$ 1,070.00
Jiazhao CZ-480/250
1,500.00
$ 1,500.00
Jiangmen Seraph
SJY-1000
850.00
$ 850.00
CrossQ FM-SW/20L
300.00
$ 300.00
750.00
$ 750.00
10.00
39.45
$ 39.45
3,000.00
$ 3,000.00
284
$ 63,416.16
Shengqi SXG-A
Shenhu FX-01
Automatic Carton
Box Sealing
Jiangsu Linhui LHJ50L Industrial
Plastic Drums
Xiamen WT-09
Thermostat
Manufacturer Easy
Temperature
Controller
XINFU APEX
Food Laboratory
Equipment
Total
$-
Based on the table above, it can be seen that the total machine needed for the first
investment is 30 machines which costs $ 8,531.11. Thus, for the production process, the
machines need energy consumption to start its production process, below will be shown total
energy consumption cost for 1 month.
330
Tabel 3. 79 Energy Consumption per Variant

No
Process
Filtering
Boiling
Cooling
Acidification
Mixing
Pouring
Fermenting
Washing
Cutting
Inspection
10
Coconut
Water
Container
Machine
UF Water
Purifier
Jiangxu-100
T-Sun LSS0.30.7-Y/Q
Edsal HC30127
Steel 7Shelving Unit
QHS-3000
Drink Mixer
AISI WSS06
Drink Tap
Edsal HC30127
Shelf Shelving
Unit
Tang Ren
B1335
Rectangle
Bakeware
Tiger
Kawashima
TWS-115-006
Washer
Machine
Indotech
NATA Nata de
Coco Cutter
Machine
JZD-88
Texture
Detector
Conveyor
Machine
Jiangsu Linhui
LH-J50L
Industrial
Plastic Drums
Machine
Power
(KW)
Usage in
one
cycle
(second)
Energy
Consumption
(Kwh/hour)
Batch
Output/day
Cost per Kwh
Total Cost/day
Total
Cost/product
Total
Cost/Product in
1 month
Total
Cost/Product in 1
year
14.4
780
3.12
IDR 1,027.16
IDR 3,204.74
IDR 3,204.74
IDR 66,765.40
IDR 801,184.80
12
5563.2
18.544
IDR 1,027.16
IDR 19,047.66
IDR 19,047.66
IDR 396,826.15
IDR 4,761,913.76
0.945
1680
0.441
IDR 1,027.16
IDR 452.98
IDR 452.98
IDR 9,437.03
IDR 113,244.39
1.1
360
0.11
IDR 1,027.16
IDR 112.99
IDR 112.99
IDR 2,353.91
IDR 28,246.90
3.3
480
0.44
IDR 1,027.16
IDR 451.95
IDR 451.95
IDR 9,415.63
IDR 112,987.60
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
IDR -
16.5
420
1.925
IDR 1,027.16
IDR 1,977.28
IDR 1,977.28
IDR 41,193.40
IDR 494,320.75
12
720
2.4
IDR 1,027.16
IDR 2,465.18
IDR 2,465.18
IDR 51,358.00
IDR 616,296.00
0.12
720
0.024
IDR 1,027.16
IDR 24.65
IDR 24.65
IDR 513.58
IDR 6,162.96
IDR -
IDR -
IDR -
IDR -
IDR -
331
No
Process
11
Thermostat
12
Food Testing
Lab
Machine
Xiamen WT-09
Thermostat
Manufacturer
Easy
Temperature
Controller
XINFU APEX
Food
Laboratory
Equipment
Machine
Power
(KW)
Usage in
one
cycle
(second)
Energy
Consumption
(Kwh/hour)
0.0015
86,400
Batch
Output/day
Total
Cost/Product in
1 month
Total
Cost/Product in 1
year
IDR 36.98
IDR 770.37
IDR 9,244.44
IDR -
IDR -
IDR -
Cost per Kwh
Total Cost/day
0.036
IDR 1,027.16
IDR 1,027.16
Total
Cost/product
Total Cost
IDR 27,774.41
IDR 27,737.43
IDR 578,633.47
IDR 6,943,601.60
Total Cost per Variant
IDR 4,629.07
IDR 4,622.90
IDR 96,438.91
IDR 1,157,266.93
In the table above, it shows the recapitulation of energy cost incurred for operating the machine used in the production process. The energy
consumption above will show the energy for each variant of the product which is divided by 6 from its total cost in which for each variant will cost
IDR 13,649,073.27 in 1 year. Below table will show the cost of each variant.
Tabel 3. 80 Total Energy Cost for Bottle Variant
No
Process
Machine
Machine
Power
(KW)
Usage in
one cycle
(second)
Energy
Consumption
(Kwh/hour)
Batch
Output/day
Cost per
Kwh
Total
Cost/day
Total
Cost/product
Total
Cost/Product in 1
month
Total Cost/Product
in 1 year
13
Filling for
Bottle
Variant
Shengqi
SXG-A
1260
0.7
1,753
IDR 1,027.16
IDR 719.01
IDR 0.41
IDR 14,979.42
IDR 179,753.00
14
Inspection
for Bottle
Variant
Shree
Bhagwati
Manual
Vial
0.44
600
0.073333333
1,753
IDR 1,027.16
IDR 75.33
IDR 0.04
IDR 1,569.27
IDR 18,831.27
IDR 5,423.40
IDR 4,623.36
IDR 112,987.60
IDR 1,355,851.20
Total Cost
332
In the table above, it shows the total cost incurred for bottle variant of Le Cocotier packaging, the cost incurred will be the addition of total
cost in 1 year and bottle variant energy cost which in total will cost IDR 14,063,931.78.
Tabel 3. 81 Total Energy Cost for Cup Variant
No
15
16
Process
Filling for
Cup
Variant
Inspection
Cup
Variant
Machine
Machine
Power
(KW)
Usage in
one cycle
(second)
Energy
Consumption
(Kwh/hour)
Batch
Output/day
Cost per
Kwh
Total
Cost/day
Total
Cost/product
Total
Cost/Product in 1
month
Total Cost/Product
in 1 year
Jacopack
SAC-316
0.44
780
0.095333333
2,805
IDR 1,027.16
IDR 97.92
IDR 0.03
IDR 2,040.05
IDR 24,480.65
Jiazhao
CZ480/250
11
720
2.2
2,805
IDR 1,027.16
IDR 2,259.75
IDR 0.81
IDR 47,078.17
IDR 564,938.00
IDR 6,986.74
IDR 4,623.75
IDR 145,557.13
IDR 1,746,685.58
Total Cost
In the table above, it shows the total cost incurred for cup variant of Le Cocotier packaging, the cost incurred will be the addition of total
cost in 1 year and cup variant energy cost which in total will cost IDR 13,937, 8.72.
Tabel 3. 82 Total Energy Cost for Pillow Bag Variant
No
Process
Machine
Machine
Power
(KW)
Usage in
one cycle
(second)
Energy
Consumption
(Kwh/hour)
Batch
Output/day
Cost per
Kwh
Total
Cost/day
Total
Cost/product
Total
Cost/Product in 1
month
Total Cost/Product
in 1 year
17
Filling and
Inspection
for Pillow
Bag Variant
Jiangmen
Seraph
SJY-1000
0.4
2040
0.226666667
561
IDR 1,027.16
IDR 232.82
IDR 0.42
IDR 4,850.48
IDR 58,205.73
IDR 4,861.89
IDR 4,623.32
IDR 101,289.39
IDR 1,215,472.67
Total Cost
In the table above, it shows the total cost incurred for pillow bag variant of Le Cocotier packaging, the cost incurred will be the addition of
total cost in 1 year and pillow bag variant energy cost which in total will cost IDR 13,879,898.95.
333
Tabel 3. 83 Total Energy Cost for Bucket Variant

No
Process
Machine
Machine
Power
(KW)
Usage in
one cycle
(second)
Energy
Consumption
(Kwh/hour)
Batch
Output/day
Cost per
Kwh
Total
Cost/day
Total
Cost/product
Total
Cost/Product in 1
month
Total Cost/Product
in 1 year
18
Filling and
Inspection
for Bucket
Variant
CrossQ
FMSW/20L
1.5
2340
0.975
561
IDR 1,027.16
IDR 1,001.48
IDR 1.79
IDR 20,864.19
IDR 250,370.25
IDR 5,630.55
IDR 4,624.69
IDR 117,303.10
IDR 1,407,637.18
Total Cost
In the table above, it shows the total cost incurred for bucket variant of Le Cocotier packaging, the cost incurred will be the addition of total
cost in 1 year and bucket variant energy cost which in total will cost IDR 14,913,478.70.
Tabel 3. 84 Total Energy Cost for Carton Box Sealing
No
Process
Machine
Machine
Power
(KW)
Usage in
one cycle
(second)
Energy
Consumption
(Kwh/hour)
Batch
Output/day
Cost per
Kwh
Total
Cost/day
Total
Cost/product
Total
Cost/Product in 1
month
Total Cost/Product
in 1 year
19
Carton
Box
Sealing
Shenhu FX01 Automatic

Carton Box
Sealing
0.8
1920
0.426666667
94
IDR 1,027.16
IDR 438.25
IDR 4.66
IDR 9,130.31
IDR 109,563.73
IDR 5,067.32
IDR 4,627.57
IDR 105,569.22
IDR 1,266,830.67
Total Cost
In the table above, it shows the total cost incurred for carton box sealing of Le Cocotier in both drinks and desserts product, the cost incurred
will be the addition of total cost in 1 year and carton box sealing energy cost which in total will cost IDR 13,771,191.18.
After the total energy cost of Le Cocotier production is counted, the operator cost to operate the machine is then calculated, the total operator
will be same as the total in the subchapter before. The operator cost will be based on the total wages in one year and will be affected by the total
output of the production itself, where from the data will be known the total wages per product which in detail can be seen in table below.
334
Tabel 3. 85 Total Operator Cost

No
Process
Machine
Filtering
UF Water
Purifier
Jiangxu-100
Boiling
T-Sun
LSS0.3-0.7Y/Q
Cooling
Xunmei
XM-GX-01
New Hepa
Filter
Acidification
QHS-3000
Drink Mixer
Mixing
QHS-3000
Drink Mixer
Fermentation
Pouring
Edsal
HC30127
Steel 7Shelving
Unit
AISI WSS06
Drink Tap
Operator
Requirements
Able to operate
machine and
understand
machine
specification
Able to operate
machine and
understand
machine
specification
Able to operate
machine and
understand
machine
specification
Understand how
to conduct
acidification
process
Able to operate
machine and
understand
machine
specification
Understand
fermentation
process and
know the
qualification and
specification of
Le Cocotier
product
Able to operate
machine and
understand
machine
specification
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
10
Total Wages/ Month
IDR 5,420,000.00
IDR
27,100,000.00
Total Wages/Year
IDR 65,040,000.00
IDR
Product
Output/Year
in batch
Total Wages per

product
250
IDR 260,160.00
250
IDR 260,160.00
250
IDR 260,160.00
250
IDR 260,160.00
250
IDR 260,160.00
250
IDR 1,300,800.00
250
IDR 1,300,800.00
325,200,000.00
335
No
Process
Machine
Cooling
Edsal
HC30127
Steel 7Shelving
Unit
Harvesting
Manual
10
11
Washing
Cutting
Indotech
Nata de
Coco
Cutting
Machine
TWS-115006 High
Quality
Small Food
Washer
Machine
12
Inspection
Fruit Metal
Detector
Conveyor
Machine
Price JZD88
13
Syrup Mixing
QHS-3000
Drink Mixer
Flavoring
Shanghai
Joysun
CGF18-12-6
3-in-1 Fruit
Bottle
Filling
Machine
14
Operator
Requirements
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
Total Wages/ Month
Total Wages/Year
Able to operate
machine and
understand
machine
specification
Understand the
qualification and
specification of
Le Cocotier
product
Able to operate
machine and
understand
machine
specification
Able to operate
machine and
understand
machine
specification
Have
certification of
quality control
and know the
qualification and
standard of Le
Cocotier product
Able to operate
machine and
understand
machine
specification
Able to operate
machine and
understand
machine
specification
IDR
IDR
5,420,000.00
2,710,000.00
IDR
IDR
65,040,000.00
Product
Output/Year
in batch
Total Wages per

product
250
IDR 1,300,800.00
250
IDR 1,300,800.00
250
IDR 1,300,800.00
250
IDR 1,300,800.00
250
IDR 260,160.00
250
IDR 130,080.00
250
IDR 130,080.00
32,520,000.00
336
No
Process
Operator
Requirements
Machine
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
Total Wages/ Month
Total Wages/Year
Product
Output/Year
in batch
Total Wages per

product
15
IDR 40,650,000.00
IDR 487,800,000.00
250
IDR 9,625,920.00
Total
Total Wages per Variant
IDR 1,604,320.00
In the table above, it can be seen that the total operator needed for the production is 15 operator until the flavoring process, where the total
product output in a year is 250 and the total wages per product is IDR 9,625,920 as for each variant is IDR 1,604,320. After it has been determined
total wages per variant, it is then counted per variant packaging which can be seen in table below.
Tabel 3. 86 Total Operator Cost for Bottle Packaging
No
15
16
Process
Bottle Packaging
Bottle Inspection
Machine
Shanghai
Joysun
CGF18-126 3-in-1
Fruit Bottle
Filling
Machine
Krones
Checkmat
707
Inspecting
Fill Level
and Closure
Operator
Requirements
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
Total Wages/ Month
Total Wages/Year
Able to operate
machine and
understand
machine
specification
8
IDR
2,710,000.00
IDR
Product
Output/Year
in batch
Total Wages per

product
438,250
IDR 74.20
438,250
IDR 74.20
32,520,000.00
Able to operate
machine and
understand
machine
specification
Total Cost
IDR 1,604,468.41
In the table above, it shows the total cost incurred for bottle variant of Le Cocotier packaging, the cost incurred will be the addition of total
cost in 1 year and bottle variant operator cost which in total will cost IDR 1,604,468.41.
Tabel 3. 87 Total Operator Cost for Cup Packaging
No
17
Process
Cup Packaging
Machine
Operator
Requirements
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
Type R1100
Automatic
Cup drop
Able to operate
machine and
understand
Total Wages/ Month
IDR
2,710,000.00
Total Wages/Year
IDR
32,520,000.00
Product
Output/Year
in batch
Total Wages per

product
701,250
IDR 46.37
337
No
18
Process
Cup Inspection
Machine
Operator
Requirements
filling
sealing
machine
machine
specification
Shenzhen
J&D
Inspection
Sealing
Machine
Able to operate
machine and
understand
machine
specification
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
Total Wages/ Month
Total Cost
Total Wages/Year
Product
Output/Year
in batch
Total Wages per

product
701,250
IDR 46.37
IDR 1,604,412.75
In the table above, it shows the total cost incurred for cup variant of Le Cocotier packaging, the cost incurred will be the addition of total
cost in 1 year and cup variant operator cost which in total will cost IDR 1,604,412.75.
338
Tabel 3. 88 Total Operator Cost for Bucket Packaging

No
19
20
Process
Machine
Bucket Packaging
Bucket Inspection
Jiangsu
Chemical
Liquid
Bucket
Weighing
Filling
Machine
Shenzhen
J&D
Inspection
Sealing
Machine
Operator
Requirements
Working
Time
(hour)/shift
Able to operate
machine and
understand
machine
specification
Working
Shift/day
Total
Operator
Total Wages/ Month
IDR
2,710,000.00
Total Wages/Year
IDR
Product
Output/Year
in batch
Total Wages per

product
140,250
IDR 231.87
140,250
IDR 231.87
32,520,000.00
Able to operate
machine and
understand
machine
specification
Total Cost
IDR 1,604,783.74
In the table above, it shows the total cost incurred for bucket variant of Le Cocotier packaging, the cost incurred will be the addition of total
cost in 1 year and bucket variant operator cost which in total will cost IDR 1,604,783.74.
Tabel 3. 89 Total Operator Cost for Pillow Packaging
No
Process
21
Pillow
Pack
Packaging
22
Pillow
Package
Inspection
Machine
Zhongshan
JW-B1 Pouch
Filling
Sealing
Machine
Shenzhen
J&D
Inspection
Sealing
Machine
Operator
Requirements
Able to operate
machine and
understand
machine
specification
Able to operate
machine and
understand
machine
specification
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
Total Wages/ Month
IDR
2,710,000.00
Total Cost
Total Wages/Year
IDR
Product
Output/Year
in batch
Total Wages per

product
140,250
IDR 231.87
140,250
IDR 231.87
32,520,000.00
IDR 1,604,783.74
In the table above, it shows the total cost incurred for pillow variant of Le Cocotier packaging, the cost incurred will be the addition of total
cost in 1 year and pillow variant operator cost which in total will cost IDR 1,604,783.74.
339
Tabel 3. 90 Total Operator Cost for Carton Box Sealing

No
Process
Machine
23
Carton
Box
Sealing
Shenhu FX01 Automatic

Carton Box
Sealing
Operator
Requirements
Able to operate
machine and
understand
machine
specification
Working
Time
(hour)/shift
Working
Shift/day
Total
Operator
Total Wages/ Month
IDR
Total Wages/Year
2,710,000.00
IDR
32,520,000.00
Product
Output/Year
in batch
Total Wages per

product
23,500
IDR 1,383.83
Total Cost
IDR 1,605,703.83
In the table above, it shows the total cost incurred for carton box sealing of Le Cocotier product which consist of desserts and drinks product,
the cost incurred will be the addition of total cost in 1 year and carton box sealing operator cost which in total will cost IDR 1,605,703.83.
After the operator cost of the company expends in one year that divided into each variant being specified, it is then determined the material
handling cost that is used in the whole production process, where the material handling in the Le Cocotier production process will help
operator/employee in moving the material/product around. The material handling will be shown in table below.
Tabel 3. 91 Material Handling
No
Process
Material Handling Type
Material Handling Required
Unit Price
Total Cost
Initial Handling (Truck Production floor)
Forklift
IDR 291,666,666.67
IDR
291,666,666.67
To the filtering process
Pipeline
IDR
585,090.00
IDR
585,090.00
3
4
5
6
7
8
9
10
11
12
Filtering - Boiling
Boiling - Cooling
Cooling - Acidification
Acidification - Mixing
Mixing - Pouring
Pouring - Fermenting
Fermenting - Cooling
Cooling - Harvesting
Harvesting - Cutting
Cutting - Washing
Pipeline
Pipeline
Pipeline
Manual Truck
Manual Truck
Conveyor
1
1
1
0
0
5
0
0
6
1
IDR
IDR
IDR
IDR
IDR
IDR
IDR
IDR
IDR
IDR
585,090.00
585,090.00
585,090.00
769,868.47
769,868.47
25,607,654.40
IDR
IDR
IDR
IDR
IDR
IDR
IDR
IDR
IDR
IDR
585,090.00
585,090.00
585,090.00
3,849,342.35
4,619,210.82
25,607,654.40
340
No
Process
Material Handling Type
Material Handling Required
Unit Price
Total Cost
13
Washing - Inspection
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
14
Inspection - Syrup Mixing
Manual Truck
IDR
769,868.47
IDR
769,868.47
15
Syrup Mixing - Flavoring (Nata

de Coco Dessert; Original)
Manual Truck
IDR
769,868.47
IDR
769,868.47
16
Flavoring - Inspection
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
17
Inspection - Syrup Mixing
Manual Truck
IDR
769,868.47
IDR
769,868.47
18
Syrup Mixing - Flavoring (Nata

de Coco Drinks; Coconut and
Lychee)
Manual Truck
IDR
769,868.47
IDR
769,868.47
19
Flavoring - Bucket Packaging
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
20
Bucket Packaging - Inspection
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
21
Flavoring - Pillow Packaging
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
22
Pillor Packaging - Inspection
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
23
Flavoring - Bottle Packaging
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
24
Bottle Packaging - Inspection
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
25
Flavoring - Cup Packaging
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
26
Cup Packaging - Inspection
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
27
Packaging - Sealing Process
Conveyor
IDR
25,607,654.40
IDR
25,607,654.40
28
After Production Handling

(Production floor - Warehouse)
Forklift
IDR 291,666,666.67
IDR
291,666,666.67
341
Thus, total material handling will be bought by PT. Coco Indigene Indonesia to help the production process in moving around the material
or product can be seen in the table below.
Tabel 3. 92 Total Material Handling Cost
No
1
2
3
4
Material Handling Tools

Forklift
Pipelines
Conveyors
Manual Industrial Trucks
Total Requirement
1
4
12
6
Unit Price
IDR
IDR
IDR
IDR
Total Cost
IDR 291,666,666.67
IDR
2,340,360.00
IDR 307 1,852.80
IDR
4,619,210.82
291,666,666.67
585,090.00
25,607,654.40
769,868.47
Total
IDR 605,918,090.29
Thus, it can be seen in table above the total investment of the company in material handling is IDR 605,918,090.29 which including several
tools/equipment used in helping production process to move around the material. Then, after the material handling cost has been calculated above,
it is then being calculated material that is used in producing Le Cocotier product both desserts and drinks product. Whereas in the table below, the
cost of material will be divided based on desserts and drinks material and then each desserts and drinks product will be divided again based on its
packaging and taste variants.
Tabel 3. 93 Desserts Material Cost
Unit
Material Cost
50,000
liter
IDR 30,000,000.00
Acetobacter xylinum
2.5
liter
IDR 175,000.00
Ammonium sulfate
0.3
kilogram
IDR 3,000.00
Natural Sugar
20
kilogram
IDR 200,000.00
Epsom salt
0.5
kilogram
IDR 22,500.00
Citric Acid
0.4175
kilogram/liter
IDR 12,525,000.00
Sodium metabisulfat
0.15
kilogram
IDR 1,650.00
Water
17
liter
IDR 53.70
Material
Total Requirements
Coconut Water
Pillow
Bucket
33,000 Pillow Packs
33,000 Bucket Packs
342

Material
Total Requirements
Refined sugar
Unit
Material Cost
kilogram
IDR 105,000.00
Total
IDR 43,032,203.70
Pillow
Bucket
IDR 21,516,101.85
IDR 21,516,101.85
In the table above, it is shown the cost of the material used in the production process whereas it shows the cost of each production process
where the cost also divided based on the proportion that has been stated in chapter before. The pillow and bucket package material cost in total is
IDR 43,032,203.70 in which for each variant it costs IDR 21,516,101.85.
Tabel 3. 94 Drinks Material Cost
Material Requirement for Cup/Bottle Packaging
Cup
Unit
Material
Total Requirements
Coconut Water
200,000
liter
IDR 120,000,000.00
Acetobacter xylinum
10
liter
IDR 700,000.00
Ammonium sulfate
1.2
kilogram
IDR 12,000.00
Natural Sugar
80
kilogram
IDR 800,000.00
Epsom salt
kilogram
IDR 90,000.00
Citric Acid
1.67
kilogram/liter
IDR 1,002.00
Sodium metabisulfat
0.6
kilogram
IDR 6,600.00
Water
68
liter
IDR 214.81
Fruit extracts
40
liter
IDR 2,120,000.00
20
kilogram
IDR 420,000.00
Refined sugar
Total
Bottle
Material Cost
IDR 124,149,816.81
Lychee
Coconut
Lychee
Coconut
80,000 Cups
420,000 Cups
50,000 Bottles
262,500 Bottles
IDR 9,931,985.34
IDR 52,142,923.06
IDR 9,931,985.34
IDR 52,142,923.06
In the table above, it shows the expenditure of material costs for one cycle production process which is then divided into each cup and bottle
packaging and also based on lychee and coconut flavors. The division of the material and its cost is also considering the proportion of the product
that has been stated in chapter before. The total cost of the product is IDR 124,149,816.81 as for cup/bottle packaging in lychee flavor is IDR
343
9,931,985.34 while in coconut flavor it costs IDR 52,142,923.06. On the other hand, the fix costs of PT. Coco Indigene Indonesia which consist of
machine cost, material handling cost, and operator wages are then recapitulated which can be seen in the table below.
Tabel 3. 95 PT. Coco Indigene Indonesia Fix Costs
No
Cost
Unit Price
Number of Unit
Total
Machine Cost
Wezhou Towin RH-500 Stainless
Steel Coconut Water Processing
Machine
IDR 8,967,700.00
IDR 8,967,700.00
Yutong WDR2-0.7-D Central Heating

Boiler
IDR 98,644,700.00
IDR 98,644,700.00
Xunmei XM-GX-01 New Hepa Filter
IDR 832,715.00
36
IDR 29,977,740.00
IDR 102,488,000.00
IDR 307,464,000.00
Wine Tap Supplies WSS06 Winery

Tank Taps
IDR 153,732.00
IDR 614,928.00
Edsal HC30127 Shelf Shelving Unit
IDR 508,596.70
182
IDR 92,564,599.40
Tang Ren B1335 Rectangle Bakeware
IDR 41,635.75
1810
IDR 75,360,707.50
Tiger Kawashima TWS-115-006

Washer Machine
IDR 134,515,500.00
11
IDR 1,479,670,500.00
Indotech NATA Nata de Coco Cutter

Machine
IDR 1,175,537.36
10
IDR 11,755,373.60
JZD-88 Texture Detector Conveyor

Machine
IDR 42,276,300.00
IDR 42,276,300.00

IDR 25,622,000.00
IDR 25,622,000.00
Krones Checkmat 707 Inspecting Fill

Level and Closure
IDR 48,041,250.00
IDR 48,041,250.00
Type R-1100 Automatic Cup drop

filling sealing machine
IDR 13,707,770.00
IDR 13,707,770.00
344
No
Cost
Unit Price
Number of Unit
Total

Machine
IDR 19,216,500.00
IDR 19,216,500.00
Zhongshan JW-B1 Pouch Filling

Sealing Machine
IDR 10,889,350.00
IDR 10,889,350.00
Jiangsu BWF-01 Chemical Liquid

Bucket Weighing Filling Machine
IDR 3,843,300.00
IDR 3,843,300.00
Shenhu FX-01 Automatic Carton Box

Sealing
IDR 9,608,250.00
IDR 38,433,000.00
Jiangsu Linhui LH-J50L Industrial

Plastic Drums
IDR 128,110.00
Xiamen WT-09 Thermostat

Manufacturer Easy Temperature
Controller
IDR 505,393.95
IDR 505,393.95
IDR 38,433,000.00
IDR 38,433,000.00
IDR 291,666,666.67
IDR 585,090.00
1
4
12
6
20
IDR 291,666,666.67
IDR 2,340,360.00
IDR 307,291,852.80
IDR 4,619,210.82
IDR 54,200,000.00
XINFU APEX Food Laboratory

Equipment
Material Handling Cost
Forklift
Pipelines
Conveyors
Manual Indsutrial Trucks
Operator Wages
IDR 25,607,654.40
IDR 769,868.47
IDR 2,710,000.00
Total
IDR -
IDR 3,006,106,202.74
In the table above, after being recapitulated the cost of the fix cost which including machine cost, material handling cost, and operator
wages that based on the table that has been stated before, it is calculated the total cost that will be expended by the company, as it can be seen
above, the total fix cost incurred is IDR 3,006,106,202.74 in order for the company to run its production process. Finally, after the energy cost,
operator cost, and material cost have been determined, it is calculated the costs of goods sold for each variation packaging and flavor.
Tabel 3. 96 Total Variable Cost Recapitulation of Le Cocotier Product
Total Cost
No
Cost
Cup
Lychee
Energy Cost
IDR
515,305.63
Bottle
Coconut
IDR 2,705,354.55
Lychee
IDR
452,772.13
Coconut
IDR 2,377,053.67
Bucket
IDR 2,881,611.78
Pillow Pack
IDR
2,689,447.27
345
2
3
Operator Cost
Material Cost
Total Cost
IDR
320,934.19
IDR 9,931,985.34
IDR 1,684,904.51
IDR 52,142,923.06
IDR
320,943.10
IDR 9,931,985.34
IDR 1,684,951.27
IDR 52,142,923.06
IDR 2,006,209.70
IDR 21,516,101.85
IDR 2,006,209.70
IDR 21,516,101.85
IDR 10,768,225.17
IDR 56,533,182.13
IDR 10,705,700.57
IDR 56,204,928.00
IDR 26,403,923.34
IDR 26,211,758.82
Total
IDR 186,827,718.02
Thus, the variable and fix cost are then recapitulated which is then the data of variable cost is used in order to determine the cost of goods production
which is shown in the table below.
Tabel 3. 97 Recapitulation of Fix and Variable Cost
No
1
2
3
4
5
6
Cost
Machine Cost
Matrial Handling Cost
Operator Wages
Energy Cost
Operator Cost
Material Cost
Total
Cost Type
Fix Cost
Variable Cost
Total Cost
IDR
2,345,988,112.45
IDR
605,918,090.29
IDR
54,200,000.00
IDR
11,621,545.03
IDR
8,024,152.47
IDR
167,182,020.52
IDR 3,192,933,920.76
346
From the table above, it can be seen that the total fix cost is IDR 3,006,106,202.74 which consist of machine cost, material handling cost,
and also operator wages while the total variable cost is IDR 186,827,718.02 which consist of energy cost, operator cost, and material cost, where
the total cost both fix and variable cost are IDR 3,192,933,920.76. Then, the cost of each cost of goods production and cost of goods sold is
recapitulated and calculated which can be shown in the table below.
Tabel 3. 98 Recapitulation of Cost of Goods Production and Cost of Goods Sold
Cup
Lychee
Cost of Goods Production

Profit M argin (2000%)
Cost of Goods Sold
Price per unit
IDR
IDR
IDR
IDR
10,768,225.17
215,364,503.33
226,132,728.50
2,826.66
Bottle
Lychee

Cost of Goods Sold
Price per unit
IDR
IDR
IDR
IDR
10,705,700.57
214,114,011.43
224,819,712.00
4,496.39
Bucket

Cost of Goods Sold
Price per unit
IDR 26,403,923.34
IDR 264,039,233.36
IDR 290,443,156.69
IDR
8,801.31
Coconut

Cost of Goods Sold
Price per unit
IDR
56,533,182.13
IDR 1,130,663,642.51
IDR 1,187,196,824.63
IDR
2,826.66
Coconut

Cost of Goods Sold
Price per unit
IDR
56,204,928.00
IDR 1,124,098,560.01
IDR 1,180,303,488.01
IDR
4,496.39
Pillow

Cost of Goods Sold
Price per unit
IDR 26,211,758.82
IDR 262,117,588.19
IDR 288,329,347.01
IDR
8,737.25
Based on the cost above, it can be seen that each of the packaging and flavor of the Le Cocotier product which is then the data will be used
to know the price of each unit of packaging and flavor. In the table above, the cost of goods production is got from the variable cost of each package
and flavor which is then added by the profit margin where in the drinks product are 2000% from the cost of goods production while for the desserts
product, it is determined that the profit margin is 1000% from the cost of goods production, then the cost of goods sold is got from the addition of
cost of goods production and profit margin. Finally, in order to get the price per unit, the cost of goods sold is then divided by the number of product
can be produced in one batch production which has been stated in subchapter before. As it can be seen above, the cost of each unit of cup package
in lychee and coconut flavor, each unit will cost IDR 2,826.66 while in bottle packaging it will cost IDR 4,496.39. In desserts product, it can be
seen that in bucket package it costs IDR 8,801.31 while for pillow package, it costs IDR 8,737.25.
347
348
MODULE 4
ANALYSIS OF ORGANIZATION AND HUMAN
RESOURCES DESIGN
This module is consists of 5 parts, such as organization structure

design, job position analysis, man power requirement identification,
design scheme of workers salary and compensation, and also legal
aspect planning for the company.
349
350
MODULE 4
ANALYSIS OF ORGANIZATION AND HUMAN RESOURCE DESIGN
This module is consists of 5 parts, such as organization structure design, job position
analysis, man power requirement identification, design scheme of workers salary and
compensation, and also legal aspect planning for the company.
4.1
Organization Structure Design based on SWOT Strategy

In this subchapter, it will explain about the organization structure design of PT. Coco
Indigene Indonesia which based on the SWOT Strategy that has been stated in chapter before
in which PT. Coco Indigene Indonesia is trying to focus on the opportunities utilization to
reduce or even solving the weaknesses of the proposed company where this kind of strategy is
commonly named as the Turn-Around Oriented Strategy. Turn-around strategy is a process that
dedicated to corporate renewal. The strategies are containing of the management review, root
cause analysis, and SWOT analysis, these all are used when the company was turned into failed.
When the company was failed, then long-term strategic plans based on those analysis should
be made and the restructure of the plans should be developed. However, when the new company
was not failed, the improvement based on those analysis should be completed too and
continuing the review for progress of company, and also may change the plans if needed.
As PT. Coco Indigene Indonesia is a newly established company so that the
organization structure will have simple organization design. The organization structure will be
then made based on companys vision, mission, and company strategic objectives so that it can
fulfilled the requirement or target that want to be achieved by the company. Below will be
shown the vision, mission, and strategic objective of PT. Coco Indigene Indonesia.
To be an Indonesian`s world class beverages and dessert company by making high quality
coconut products and employees committed to excellence in sales and customer satisfaction.
Then, after being determined the vision of the company, it is then developed the mission
of PT. Coco Indigene Indonesia in order to achieve its vision. Below will be presented the
mission of PT. Coco Indigene Indonesia:
e.
raw material.
f.

satisfaction.
g.
Maintaining a good relationship with competitors to build cooperation in various

aspects.
351
h.
Following the mission that has been defined before, it is then define the strategic
objectives of PT. Coco Indigene Indonesia in order to achieve the goals of the company which
also the elaboration of companys mission statements which can be seen as follow:
g. Improve distributor and supplier relationship
h.
Improve the quality control on raw material, production process, and finish product
i.
Capture attractive growth opportunities
j.
Formed a partnership with competitors
k.
Improve employees knowledge and skills
l.
Strengthen internal relationship among employees
Based on the vision, mission, and strategic objectives of PT. Coco Indigene Indonesia, it
can be assumed as the representative aspect of the company itself which is then will be used to
choose the companys organization structure suits best to the company. The organization
structure that can be implemented to the company can be either functional, divisional, or matrix
organizational structure. The advantages and disadvantages of each organizational structure can
be seen in the presented table below.
352
Table 4. 1 Functional, Divisional, and Matrix Organizational Structure Advantages and Disadvantages Comparison
Functional Organizational Structure
Divisional Organizational Structure
No
Advantages
Disadvantages
Advantages
Acknowledge
dependencies between
departments
Increasing specialization
capabilities
Emphasizes routine tasks

in short term period
Reducing excessive use of

resources and optimize the
usage
Dependency between
departments cause
difficulty in coordinating
and scheduling
Allow diversification
and capabilities
expansion
Improving career
development within the
department
Obscure accountability of
the overall results
Facilitate communication
and performance due to
transfer knowledge from
supervisor to subordinate
Disadvantages
Capabilities usage and
resources not efficient
Matrix Organizational Structure

Advantages
Create specialized
capabilities that can be
used for all projects
Disadvantages
Relatively more difficult to
be implemented
Restrict career
development, because
there is no
specialization
Using employee's
flexibility
Increasing role ambiguity,

stress, and doubts
Assure accountability
by department's
managers and promote
delegation
Causing stress
Maintain consistency
of communication
with managers
Performance can decrease

without balancing between
the project and the functions
of each department
Strengthen bonds and

involvement of
department in work
Allows to prioritize the

department's objectives
than organizational
goals
Identify and provide a

mechanism to handle
multiple positions
Causing demand
inconsistencies and conflicts
Can adapt to
environmental
changes
More concerned with

political skills rather than
technical ability
As can be seen above, the table comparing advantages and disadvantages between three organizational structures and based on
the consideration above, functional organizational structure is chosen. Functional organizational structure is chosen because it has
advantage from efficiency aspect through specialization, communication, and the decision making is relative simple, maintaining strategy
controlling on top management level, can delegate daily operational decision and ease output measurement and result of each function
(Anityasari & Wessiani, 2011). The phase in defining organization structure is identifying business process, where during this
stage/phase, it analyzing the business operational accurately and effectively. Then, the process mapping is made accurately which is then
useful for making sure that company operational process determination and grouped in functional unit that defining process flow. This
grouping is then divided into several levelling in an organization which is then called as organization structure, then the organization
structure is made according to company strategies (Anityasari & Wessiani, 2011). Below will be shown the initial organization structure
that is developed according to companys needs in its pre-construction company, while the company has not been established yet in its
physical form.
353
Director
Director Secretary
Finance Department
Research and
Development
Department
Facility Planning
Department
Figure 4. 1 PT. Coco Indigene Indonesia Pre-Construction Organization Structure
As can be seen in figure above, it shows the organization structure of PT. Coco Indigene
Indonesia before it is being built in its physical form whereas the current organization structure
will consist of director, secretary director, finance department, research and development
department, and facility planning department. In pre-construction phase which started from
2016-2017, it mainly focus on the designing phase of the company including certification and
permission. Below will be explained further about the job description of each department and
its function.
Table 4. 2 Organization Structure Job Description and its Interrelatedness
No
Position
Position Explanation
Interrelatedness with Company Characteristics
Become leader to
company
Strategic decision maker
Director
Provide task/ directive

and also control to
secretary and head of
department
Evaluating overall
company performance
In charge of secretarial
and administration
Secretary
Helping director in
arranging the schedule
Director has a function as person in charge of company

since the first establishment of the company even though
it has not yet begin its production process until it
conducting its production process with accordance to the
vision and mission of the company by implementing the
strategic objectives that have been defined before in order
to achieve company's goal and make evaluation to the
business process that has run before in order to improve its
performance
Helping the company in achieving its vision, mission, and

strategic objectives through clear administration and
secretarial things
354
No
Position
Interrelatedness with Company Characteristics
Finance
Department
Arranging company
financial
Developing company's financial so it can be always in

stable condition especially on its pre-construction phase
Research and
Development
Department
Make innovation and

development of Le
Cocotier product
Research and Development Department is important to

PT. Coco Indigene Indonesia as has been stated in mission
of the company which wants to doing continuous
improvement in production process to increase customer
satisfaction
Make location planning

of the company along
with its allocation of
machine, building, and
production floor
Facility
Planning
Department
Facility Planning Department important to PT. Coco

Indigene Indonesia in order to designing the location along
with allocation of machine, material handling, etc. that
important to be planned and arranged before the
production process is started and this department also help
in managing the certification and permission of the
product both BPOM and Halal license along with the
permission in building/establishing the company
Manage the permission

and certification of the
company including
license and patent
In the table above, it shows the organization structure of PT. Coco Indigene Indonesia
on its pre-construction phase. In table above, it also defining the job description of each position
and also its interrelatedness with the company characteristics which has been made according
to its vision, mission, and strategic objectives that has been stated before. Next, it will define
the organization structure of the company in its early stages.
Director
Director
Secretary
Human Resource
Development
Department
Marketing
Department
Finance
Department
Research and
Development
Department
Facility Planning
Department
Staff
Staff
Staff
Staff
Staff
Public Relation
Department
Logistics and
Supply Chain
Department
Production
Department
Customer Care
Division
Corporate Social
Responsibility
(CSR) Division
Maintenance
Division
Quality Control
Division
PPIC Division
Procurement
Division
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Figure 4. 2 PT. Coco Indigene Indonesia Operational Phase Organization Structure
As can be seen in the figure above, after the company has been established physically,
then it means that it has to add or revise the organization structure from the pre-construction
phase. In this operational phase which in year 2017-2021, it needs to be added marketing
department, production department, logistics and supply chain department, and also public
relation department where in production department it is divided into two divisions which are
maintenance and quality control division as in public relation department, it is divided into
promotion division, where the newly added position is shaded in orange color. The reason in
adding those positions is because the urgency in conducting its production process and to
supports the companys vision and mission too where it has to be Indonesians world class
355
beverages and desserts company, in the organization structure above, it can be seen also the
Facility Planning Department is replaced by Human Resource Development Department with
consideration that the companys master plan and the production floor layout have been
determined in the pre-construction phase before. Thus, the newly added department and
division position explanation in the operational phase can be seen in the table below.
Table 4. 3 Additional Department and Division Job Description and Interrelatedness in
Operational Phase
No
Position
Marketing
Department
Production
Department
Develop, defining, and execute
company marketing strategy
Organize the production process

in production floor
Determining raw material
procurement
Interrelatedness with Company

Characteristics
Helping PT. Coco Indigene Indonesia in achieving
its sales target and introduce the newly developed
product to the market through good marketing
strategy
Supporting company vision in producing high

quality coconut products by implementing
company mission in doing continuous
improvement in the production process
Maintenance
Division
Perform maintenance of
production machines and other
production process tools
Quality Control
Division
Controlling quality of Le
Cocotier product in order to have
standardized product according to
the company
Public Relation
Department
Perform a good relation to

external parties such as
government, research institutions,
competitors, distributor, supplier,
society, etc.
Supporting company mission in maintaining a

good relationship with competitors to build
cooperation in various aspects and also supporting
company's strategic objectives in forming a
partnership with competitors and improving
distributor and supplier relationship
Promotion
Division
Develop strategies in promoting

new product to the customer and
to attract customer attention
through good promotion strategy
Developing good promotion in introducing the

newly made product to the consumer and also
support PT. Coco Indigene Indonesia vision to be
an Indonesian's world class beverages and dessert
company
Conduct employee recruitment

7
Human Resource
Development
Department
Conduct periodical training to

employee in order to improve
employee skill
Supporting company mission in giving high

quality beverages product and also supporting
companys strategic objective in improving the
quality control on raw material, production
process, and finish product
Maintaining and improving employee working

capability and standard in order to have good
quality product in accordance with the company's
missions in producing high quality beverages and
desserts also in improving human resource
competences to increase product quality and the
operation productivity
356
No
Position

Characteristics
Conducting performance
measurement in order to give
improvement/treatment to the
employee
Conducting performance
appraisal and awarding to
employee
Logistics and
Supply Chain
Department
Logistics and supply chain department is needed

to perform a good logistics and distribution of
product produced by PT. Coco Indigene Indonesia
which in line with company vision, mission,
strategic objective, and company's long term
strategy which to be Indonesian's best beverages
and desserts company which can be achieved by
good distribution so that customer can easily get
the product.
Conducting good logistics and

supply chain of PT.Coco
Indigene Indonesia
In the table above, it shows the organization structure of PT. Coco Indigene Indonesia
on its operational phase. In table above, it also defining the additional departments and divisions
position explanation of each position and also its interrelatedness with the company
characteristics which has been made according to its vision, mission, and strategic objectives
that has been stated before. Next, it will define the organization structure of the company in its
development phase and below will be presented the additional positions in PT. Coco Indigene
Indonesia organization structure.
Director
Director
Secretary
Human Resource
Development
Department
Marketing
Department
Finance
Department
Research and
Development
Department
Facility Planning
Department
Staff
Staff
Staff
Staff
Staff
Public Relation
Department
Logistics and
Supply Chain
Department
Production
Department
Customer Care
Division
Corporate Social
Responsibility
(CSR) Division
Maintenance
Division
Quality Control
Division
PPIC Division
Procurement
Division
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Figure 4. 3 PT. Coco Indigene Indonesia Development Phase Organization Structure
In the figure above, it can be seen that the additional positions in the organization
structure in order to achieve companys vision, mission, and strategic objectives according to
the companys needs. In the development phase organization structure above which started
from 2021, it can be seen that the additional positions in the organization structure are in Public
Relation Department which by adding Customer Care Division and Corporate Social
Responsibility Division and also in Production Department which by adding PPIC Division and
357
also Procurement Division where the newly added positions are shaded in green color. In the
organizational structure above, it can be seen that the Promotion Division is replaced with the
Customer Care Division with the consideration that the promotion role can be cover by
Customer Care Division and Marketing Department as the company is now on its development
phase and it has been known for 5 years since its operational day. PT. Coco Indigene Indonesia
also did some outsourcing regarding to the cleaning service and also the security service under
agreement with the company that providing the service where the outsourcing parties will be
under Human Resource Development Department supervision.
Table 4. 4 Additional Positions in Development Phase of PT. Coco Indigene Indonesia
No
Position

Characteristics
Customer Care
Division
Creating a friendly and excellent

services to customers in fulfilling
the needs of consumers
Supporting the company's mission in having a

good relationship either with supplier,
distributor, and also consumer.
Corporate Social
Responsibility
(CSR) Division
Developing a good relationship

with the society in the context of
company branding concerned
about the environment
Supporting the company's vision to be

excellence in sales and customer satisfaction
which can be achieved also by concerning the
society and environment
PPIC Division
Planning the production and the

inventory system of the Nata de
Coco that has been produced
along with the raw material
Supporting the company's vision and mission

in producing high quality beverages and
desserts and to be the Indonesian's world class
beverages and desserts company which can be
achieved first by ensuring the quality of raw
material used
Procurement
Division
Planning the procurement of raw

material used in the production
process and also for the decision
maker in determining the amount
of raw material to be bought in
each transaction
Supporting the company's mission in

providing best quality beverages and desserts
product by having best quality and fresh raw
material
4.2
Job Position Analysis

Job position analysis has the aim to conduct the analysis of job position and also
describe the job description for each position in the company or industry. In addition, the job
position analysis also covering the determination of analyzed position scopes and its
specification or requirement needed to be fulfilled by the person to get the position. This job
358
position analysis requiring the data or input that is organizational structure from the previous
part. The whole position mentioned in the organizational structure required to be analyzed in
the job position analysis to get the description and specification for each. The procedure in
conducting job position analysis can be seen at the following flowchart.
START
Organizational
Structure
Job Identification
Job Scope Summary

Identification
Position
Responsibility
Identification
Job Specification
Determination
Job Description and

Job Specification
END
Figure 4. 4 Job Description Determination Flowchart

(Anityasari M. W., 2011)
The procedure of conducting job position analysis is started by the jobs or positions
identification. Determination of job or position which required to be analyzed is the common
job or position in the industry, for example to analyzed the manager position in an industry, the
anlysis only conducted in common way, not in very detail and focused in general aspects. After
that, the initial analysis can be followed by fulfill the job position analysis questionnaires. Based
on the data from questionnaires, the determination of position description and specification can
be done.
Each job position in the company based on the organizational structure which had been
made at the previous part of the module will be identified based on the questionnaire to
determine each job positions descriptions, specifications, and competences. These
determination will require to follow the phases differentiation, regarding different phase has
different organizational structure. The following is the phases differentiation and also job
position identification based on the questionnaires.
359
I.
Phase I (Pre-Construction and Construction)

a. Director
Table 4. 5 Job Analysis Questionnaire for Director Position
JOB ANALYSIS QUESTIONNAIRE
No.
Question
1.
What is the position of the job?
2.
Develop a summary about the job!
Answer
Director
Director is included in top level management person in the company, who had the responsibility to be
the first leader for the company. With the other top level management staff, he had to develop strategic
decisions for the company, and be the one who able to supervised and giving the authorization or not
about the decision implementation in the company. It was so, because the director has the authorities to
evaluate the whole company's performances and responsibilities. It makes the director is able to give
the direct control and tasks for the employees of the company.
3.
4.
5.
6.
At which department the job is included?
What is the position who ask the responsibilities

Shareholders, internal and external stakeholders
from the job?
Is the job control the other position in the company? If yes, identify all the position under control of this
position.
Supervised Positions
Responsibilities
Control and evaluate the financial planning report
Finance Department Manager
for the company.
Control and evaluate the human resource strategy
Research and Development Manager
determination and planning for the company.
Control and evaluate the plans of facility planning
Facility Planning Manager
for the company.
What are the responsibilities of someone who get this position? Mention in the following table.
Obligation and responsibilities
Control the managers for each department to be in
line with the company vision mission.
Responsible for all the strategic decision which
had been made by the managers under his
supervision.
As the one who required to be responsible for the
company performance to the shareholders and the
external stakeholders.
Conduct and being responsible in employees
hiring and recruitment process for the company.
7.
8.
Strategic and top level management
Percentage
25%
35%
25%
15%
Is the job doing the responsibilities or obligation periodically? If yes, identify the frequencies of the job.
Conduct the employees hiring and recruitment at the first year of the companys establishment.
Evaluate the companys performance monthly.
Inform the shareholders about the companys performances report annually.
Giving the performances
How is the condition of the job?
Mostly works in office environment, but sometime it requires high mobility in conducting the
directors works field (negotiate, evaluate, or manage) even non standard workplaces.
The working time is very flexible, able to not follow the office hours, but there are additional
working times always (urgent meeting, negotiation with others, shareholders meeting, public event,
etc).
Risky, regarding the company highest responsibility is under the director position. All the decisions
were made in the company have to follow the director instructions.
360

No.
9.
10.
Question
Answer
What are the authorities from getting this position?

Highest salaries.
Get the authorization to give the direct tasks or evaluation to the whole employees in the company.
Able to decide the strategic decision for the company by his own in an urgent situation.
Able to give the confirmation for all the decision related with the company.
Has the authorities to select the required employees for the company.
What are the education, skills, and experiences required to be able fulfill the requirement of this job?
Education
1. Management background.
2. Leadership, communication, or negotiation training.
3. Fluent writing and communication in Bahasa Indonesia, English, and it will be better if also
expert in other languages.
Skills
1. Good in design, planning, and management for the company (operational, financial, human
resources, community relations, risk management).
2. Leadership capability.
3. Able to work in team and individually.
4. Good communication and negotiation skills.
Experiences
1. Had been worked in top level or strategic management.
2. Understanding ins and outs of the company.
b. Directors Secretary
Table 4. 6 Job Analysis Questionnaire for Secretary
No.
Question
1.
2.
Answer
Secretary
Secretary is the one responsible for the secretarial and administration things of the company. During
the meetings, the secretary is often being the one who compiles and distributes time of the meeting.The
additional works and responsibility of a secretary is to arrange and assists the schedule of the director
and the company both daily and long-term projects.
3.
4.

from the job?
Director
5.
Is the job control the other position in the company? If yes, identify all the position under control of
this position.
There is not any position under control of the secretary.
6.
7.
Percentage
Conduct the secretarial and administrative duties in

the company.
45%
Arrange and schedule the daily tasks both of the

director and company, and also the long-term
projects in the business.
35%
Responsible of the minutes division during the

company's meeting.
20%
Is the job doing the responsibilities or obligation periodically? If yes, identify the frequencies of the
job.
361

No.
Question
Answer
8.
Every day the secretary required to arrange the directors daily task and schedule.
Every day the secretary required to arrange the companys daily task.
Every meeting, at least monthly meeting, the secretary required to allocate the meeting time.
Every day the secretary required to finish all the secretarial and administrative duties in the
company.
9.
The job is quite risky, since the secretarial and administrative responsibility are under the secretary
position.
Has flexible working hours, regarding the secretary is the one who arranges the director and
company schedules, then secretary is often required to follow the directors or other executives
schedule.
10.
Has the authorities to develop the secretarial and administrative rules in the company.
Has the authorities to arrange the company and directors schedules.
Has the authorities to allocate the meeting time in the company.
Education
1. Secretarial and administrative education background.
Skills
1. Able to perform the basic administrative duties (typing and filling).
2. Good organizational skills.
3. Good time management.
4. Able to transcibe notes into readable memos or reports.
5. Interpersonnal and phone skills.
6. Good communication and behave ethically.
7. High thoroughness capability.
Experiences
1. Organizational experiences background.
c. Finance Analyst
Table 4. 7 Job Analysis Questionnaire for Finance Analyst
No.
Question
1.
2.
Answer
Finance Analyst
Financial analyst is responsible for prociding the financial advices and supports to the company in
order to enable the company to make business decisions. The responsibility of the financial analyst will
be related with other analysts in the company, since financial aspects are the root of all major business
decisions in the company. Budgetary planning at the first year of the company establishment is really
important to be made by the financial analyst for the budgetary allocation of short and long term plan.
3.
Finance Department
4.

from the job?
Director, internal and external shareholders
5.
this position.
There is not any supervised position under the finance analyst at the first year of the establishment of
company.
6.
Percentage
362

No.
7.
8.
9.
10.
Question
Answer
Develop accurate financial reports of the company.
30%
Conduct the financial feasibility study for the

company business, both short and long term
planning.
40%
Analysing the economical or financial changes and

30%
predict the company finance capabilities.
job.
Conduct financial data collection from other departments in the companny to develop the company
financial reports both monthly and annually.
Every day had to be updated by the economical news and changes in the country and also all
around the world. Then, the analysis about the economical changes impact to the company can be
developed.
Conduct financial feasibility studies for every strategic planning which had been made by the
companys executive or the departments integration planning.
High risk, regarding the decision of the company has to consider the financial analyst
recommendation (related with the budgetary aspects).
Works in office environment and sometimes in outside of the company to keep being updated by
financial changes aaround the company.
Authorities in allocating company budgets for the projects required to be conducted in the
company.
Authorities to asking and collecting the financial report or responsibility from other departments in
the company.
Authorities in getting trusts of accessing all financial accounts owned by the company.
Education
1. Financial management or accounting educational background.
2. Feasibility studies knowledges.
3. Knowledgeable in economical aspects.
Skills
1. Feasibility studies ability.
2. High computational skills and thoroughness.
3. High ability in operating computational and financial softwares.
4. Able to work both in team and individually.
5. Able to work in tight deadlines and high pressure.
Experiences
1. Had been which required in developing financial reports and feasibility studies, either in a
company or projects.
363
c. Research and Development Analyst

Table 4. 8 Job Analysis Questionnaire for Research and Development Analyst
No.
Question
1.
2.
Answer
Research and Development Analyst
Research and development analyst is the employees of the company who hired in charge of meet the
needs of potential new products. The research worked in the company not always resulting potential
new products, but can be the development of current product offered by the company, in order to keep
competitive with other competitors in the market. Development and research process should follow
particular procedures and techniques.
3.
Research and Development Department
4.

from the job?
Director, internal stakeholders, and customers.
5.
this position.
There is not any supervised position under the research and development analyst at the first year of
company establishment
6.
7.
8.
9.
10.
Percentage
Conduct the research about the products in the

market, and predict future trends.
50%
Develop the potential new products or improve the

current products offered to keep the company in
high level of competitiveness.
40%
Develop and manage the company's product

10%
legality and patents.
job.
Every day, the research and development analyst required to conduct the research about products
offered by the company, either to improve the products or develop potential new products during
office hours.
Every product developed by research and development analyst should be registered in government
legality and patents before launched in the market.
Every year, the research and development analyst had to launch the products improvement or
potential new products offered to the market.
Requires high creativity and sensitivity of the customers needs about the products offered by the
company in the market.
It is possible to work in very tight deadlines and under pressure.
Risky, since it conduct the research in food and beverage area there might be frequents chemical
reaction during the research.
Requires high responsibility, since all the customers claim about the products performance will be
asked the responsibilities from research and development analyst.
Authorities to access the companys laboratory or research room and understanding the secret
recipes for the products offered.
364

No.
Question
Answer
Education
1. Has the chemical engineering, chemical, food processing technology, or product design
educational background.
Skills
2. Had high motivation in conduct long-term research.
3. Able to work in thight deadlines and under pressures.
4. High creativity and get used to have spontaneous ideas.
Experiences
1. Had experiences in design and plan potential new products or improving the current products.
2. Market and Voice of Customer research experiences are preferred.
e. Facility Planning Analyst

Table 4. 9 Job Analysis Questionnaire for Facility Planning Analyst
No.
Question
1.
2.
Answer
Facility Planning Analyst
Facility planning analyst is the employee in charge of plays critical role in construction project
management in the company. The focus of this job position in construction is including of supporting,
managing, and also executing the construction project in company.
3.
4.
5.
Facility Planning Department

Director and internal stakeholders
from the job?
this position.
There is not any supervised position under the facility planning analyst at the first year of the
company's establishment.
6.
7.
8.
9.
Percentage
Conduct the construction planning support,

management, and also the project execution in the
company.
50%
Taking responsibility of the machine, facilities, or

other company's infrastructures installment and
maintenance management.
35%
Conduct the company facility expansion, by

following the budget plans from financial
15%
department and director permission.
job.
Every day identify the infrastructure required to be installed or expanded in the company, and
develop the support planning, then responsible to manage and execute it.
Every day and monthly conduct the predictive maintenance for the company facilities and
infrastructures.
In every year, conduct the evaluation for the companys layout and infrastructures performance.
High risk, regarding the flow lines and the working process smoothness in company are highly
influenced by the companys layout and infrastructures installment.
Requiring high thoroughness, since the maintenance aspects were asked the responsibilities from
this job position.
365

No.
Question
Answer
Authorities in directly stopping the working process in the company to conduct the evaluation and
maintenance procedures.
Authorities to control the whole infrastructures in the company.
Authorities in selecting the companies to be cooperated with in conducting the projects.
Education
1. Project management, or engineering (Machine Engineering, Electrical Engineering, and
Industrial Engineering are preferred) educational background.
Skills
1. Good design and planning skills, especially in construction and maintenance aspects.
2. Good computational skills.
3. High thoroughness capability.
4. Had high creativity and get used to give spontaneous ideas.
6. Able to work in thight deadlines and high pressures.
Experiences
1. Had experiences in planning, managing, executing, and reporting the projects formally.
2. Had wide relations in constructions projects contractors are preferred.
10.
II.
Phase II (Implementation)
a. Marketing Department Manager
Table 4. 10 Job Analysis Questionnaire for Marketing Department Manager
No.
Question
Answer
1.
2.

Marketing department manager is the one who responsible in developing, defining, and executing the
marketing strategy for company. The manager have to plan marketing and branding objectives. Tasks
about the marketing from the director will be directly given to the manager and then the manager will
allocate the tasks to the staffs. Worked results from the staffs had to be evaluated by the manager
before being reported to the director.
Marketing Department
3.
Marketing Department Manager
4.

from the job?
Director, internal and external shareholders,

internal stakeholders.
5.
this position.
6.
Responsibilities
Guide marketing staffs in analyzing the market
Marketing staffs
trends, and evaluate working results from the
staffs.
Percentage
Develop and lead a marketing team that will
develop and execute new concepts, business
models, channels and partners to position
business as innovator and leader.
50%
Guiding staffs in analyzing market trends and

customer needs.
40%
366

No.
7.
8.
9.
Question
Develop marketing and branding objectives plan

10%
for the company.
job.
At the beginning of department establishment, the manager had to develop the plans for the
marketing and sales of the products.
At the beginning of department establishment too, the manager had to allocate the department staff
for the particular job or working division under the department functions.
Every day, the manager is in charge to guide and assist the staffs in fulfill the functions of the
departments in the company, especially in marketing and sales (market analysis).
Not always in office environment, it is often the manager in marketing department assigned to
conduct the market reearch in unproper workplace, such as market, economical government office,
and so on.
High risk, losses and profit of the company also influenced by the marketing department, since the
successive sales also caused by the department performances.
10.
Answer
Authorities in deciding the marketing and sales aspects for the products of company.
Education
1. Marketing or business management educational background.
Skills
1. Good communication skills.
2. Leadership ability.
4. Able to work in tight deadlines and under pressure.
Experiences
1. Had been worked for marketing or products sales.
2. Familiar with marketing tools and strategies.
b. Finance Department Manager

Table 4. 11 Job Analysis Questionnaire for Finance Department Manager
No.
Question
Answer
1.
2.

Financial department manger is someone who in charge for being responsible in providing the financial
advices and supports to the company in order to enable the company to make business decisions from
the discussions with the financial officer team. Regarding that the financial aspect is the root or main
considerations for other department in developing any decisions, then there are lot of financial
recommendation and reports had to be maintained by the department, that makes the manager as the
leader had the authorities to divide the division of the workload of each employee under the department
position.
Finance Department
3.
4.
5.
6.

from the job?
Finance Department Manager
Director, internal and external shareholders
this position.
Supervised positions
Responsibillity
Guide and evaluate the working performances of
Financial department staffs
the staffs in financial department.
Percentage
367

No.
Question
Allocate the staffs workload division for the
feasibility studies, predict the economical trends,
develop the accurate reports, and other financial
department functions to the staffs.
Responsible for all the staff works under the
manager supervision to the external financial
department people.
As the leader in the financial department.
7.
8.
9.
10.
Answer
30%
40%
30%
job.
Conduct financial data collection from other departments in the companny to develop the company
financial reports both monthly and annually.
Every day had to be updated by the economical news and changes in the country and also all
around the world. Then, the analysis about the economical changes impact to the company can be
developed.
Conduct financial feasibility studies for every strategic planning which had been made by the
companys executive or the departments integration planning.
High risk, regarding the decision of the company has to consider the financial analyst
recommendation (related with the budgetary aspects).
financial changes aaround the company.
Authorities in allocating company budgets for the projects required to be conducted in the
company.
Authorities to asking and collecting the financial report or responsibility from other departments in
the company.
Authorities in getting trusts of accessing all financial accounts owned by the company.
Authorities in allocating the works for staffs under the financial department to conduct the financial
department functions for the company.
Education
1. Financial management or accounting educational background.
2. Feasibility studies knowledges.
3. Knowledgeable in economical aspects.
Skills
1. Feasibility studies ability.
2. High computational skills and thoroughness.
3. High ability in operating computational and financial softwares.
5. Able to work in tight deadlines and high pressure.
Experiences
1. Had been which required in developing financial reports and feasibility studies, either in a
company or projects.
368
c. Research and Development Department Manager

Table 4. 12 Job Analysis Questionnaire for Research and Development Department Manager
No.
Question
Answer
Manager
1.
2.

Research and development department manager had to be responsible for all the function in the
research and development department in the company, including of conducting research following
particular procedures to get the improvement for the products offered or developing potential new
products. As the leader of the department, manaer had to allocate the workload division of the staffs
under the department position.
3.
4.
5.
6.
7.
8.
9.

from the job?
Director, internal stakeholders, and customers.
this position.
Supervised Position
Responsibility
Evaluate and guide the human resource
development staff in accommodating the
Human Resource Development Staff
function of human resource development
function in the company.
Percentage
As the leader in the department, allocate and design
the plans for the works in the department for each
50%
staffs.
Guide and evaluate the works of the staffs under
30%
managers supervision.
Develop the departments objectives, such as
developing potential new products and improve the
10%
current products to keep the company in high
competitiveness level.
Responsible about all the function under the
10%
department to the executives of the company.
job.
Every day, the research and development manager required to guide and evaluate the research
about products offered by the company, either to improve the products or develop potential new
products during office hours which conducted by the staffs.
Every product developed by research and development analyst should be registered in government
legality and patents before launched in the market.
Every year, the research and development analyst had to launch the products improvement or
potential new products offered to the market.
Requires high creativity and sensitivity of the customers needs about the products offered by the
company in the market.
It is possible to work in very tight deadlines and under pressure.
Risky, since it conduct the research in food and beverage area there might be frequents chemical
reaction during the research.
Requires high responsibility, since all the customers claim about the products performance will be
asked the responsibilities from research and development analyst.
Authorities to access the companys laboratory or research room and understanding the secret
recipes for the products offered.
369

No.
10.
Question
Answer
Education
1. Has the chemical engineering, chemical, food processing technology, or product design
educational background.
Skills
2. Had high motivation in conduct long-term research.
3. Able to work in thight deadlines and under pressures.
4. High creativity and get used to have spontaneous ideas.
Experiences
1. Had experiences in design and plan potential new products or improving the current products.
2. Market and Voice of Customer research experiences are preferred.
d. Human Resources Development Manager

Table 4. 13 Job Analysis Questionnaire for Human Resource Department Manager
No.
Question
Answer
1.
Human Resources Development Manager
2.
3.
Human resources development manager is the leader of human resources officer team who is charged
in develope, advise on, and implement policies relating to the effective use of personnel within an
organization. The manager had to evaluate and guide human resources officer team to ensure that the
human resource management in the company employs the right balance of staff in terms of skills and
experiences.
Human Resources Development Department
4.

from the job?
5.
this position.
Director and internal stakeholders.
Responsibilities
Human resources development staffs
6.
Guide the human resources department staffs in

evaluating employees performance in company as
the considerations of conducting the trainings or
improvement tools and media for them.
7.
Percentage
Develop the human resources development plans

20%
based on employeer's objective.
Guide and evaluate the staffs in analyzing and
30%
executing training, working practices,
recruitment, employment condition, reward or
punishment, and working environment design.
Being the leader of human resources development
50%
officer team and responsible about the works
under human resources development
management.
job.
370

No.
Question
Answer
8.
9.
Every beginning of the year human resources development manager will set the timelines or plans
for the human resource development activities for all the employees of the company.
Every day, do the guidance or assistance with the staffs in the departments in order to make sure
the staff performances were in line with the objectives of the department.
Once in a month, the human resource development manager had to inform the report of the
department performances to the executives of the company.
Works in office environment, high safety.
Risky in human resources performance aspects, since the development and people selections during
the recruitment were following the human and resource development manager and teams rules and
considerations.
10.
Authorities in recruiting the applicants to be employees for the company.

Authorities in conduct the plans and decision about the development should be made based on
employees performances.
Authorities in accessing all the human reources data related with the working performances and
ability.
Education
1. Communication or psychological educational background.
2. Certified in personality education.
Skills
1. Good communication skills and behave ethically.
3. Able to work in tight deadlines and under pressure condition.
4. Ability to analyze the human personality and performances well.
Experiences
1. Organizational experiences.
e. Production Department Manager

Table 4. 14 Job Analysis Questionnaire for Production Department Manager
No.
Question
1.
2.
Answer
Production Department Manager
A production manager is the one who is in charged of planning, coordinating, and controlling
manufacturing processes. As the leader of the production line staffs and officer team, the manager is
required to ensure that goods were produced effectively and efficiently. The manager in production
department has to be involved in production planning, execution, until control and supervision stages.
3.
Production Department
4.

from the job?
Director, internal and external stakeholders.
5.
this position.
Supervision
Responsibility
Production Department Staffs
Allocate the working division of each staff in

production line, control and evaluate the
production management in the production line.
Maintenance Division Staffs

maintenance division to conduct the maintenance
in specific areas of production line, and then
control and evaluate them.
371

No.
Question
Quality Control Division Staffs
6.
7.
8.
9.
10.
Answer
Allocate the working division of the quality
control division staffs to conduct quality control
required in production line, then control and
evaluate them.
Percentage
Being the leader of production department,
planning, control, and evaluate the production
30%
department performances.
Responsible for the whole aspects and processes
in the production lines, from the procurement
40%
process, production planning and execution, and
finished products ready to be distributed.
Allocate the staffs working division and able to be
responsible about the production department to the
30%
external department people.
job.
Every beginning of the year, the production manager had to develop working division of each
staffs under the production department, including of maintenance and quality control division
staffs.
Every day, the managers control and evaluate the performance of production department staffs
through the performances in the production lines and also the efficiency resulted in a day.
Once in a month, the production manager had to report the production department performances in the
meeting with the executives.
High risk, regarding that the profit and losses will be influenced at most by the department
performances.
Requires high mobility even only in the production floors.
High risk in safety too, since the manager required to control and check the whole process in
production lines regularly.
All accesses in production lines.
The authorities to select the suppliers based on the production considerations.
The authorities to develop the production plan and strategies which will be followed by the whole
production departments.
Education
1. Engineering background.
2. Supply chain and manufacturing system educational background are preferred.
Skills
Experiences
1. Had been worked in manufacturing industry.
2. Familiar with manufacturing tools and machineries.
372
f. Public Relation Department Manager

Table 4. 15 Job Analysis Questionnaire for Public Relation Department Manager
No.
1.
2.
3.
4.
5.
6.

Question
Answer
Public Relation Department Manager
Responsible for managing the public relation officer team, developing products and company branding
management to the internal and external stakeholders. Ensuring the brand messages of the company
and brands are consistent, timely, and relevant. The one who responsible in allocating the works
division and working results of the public relation officer team to the external department.
Public Relation Department
Director, internal and external stakeholders,
from the job?
internal and external shareholders.
this position.
Responsibilities
Guide and evaluate the staffs working
performance in public relation department, in
Public relation department staffs
order to develop good branding messages about
the products and company to every external
stakeholders.
Percentage
Develop products and company's branding
planning.
7.
8.
9.
10.
20%
Being the leader of public relation department

officer team, and being responsible in work
50%
division of the staffs and staffs working results or
performances.
Guide and evaluate the staffs of public relations
department works (media social, Company Social
30%
Responsibility, publishing media, and company
visits).
job.
At the beginning of the department was established, the manager had to develop the products and
companys branding image targets to be followed in the next years.
Allocate, guide, control, and being responsible of the works division from the staffs in public
relation department.
Once in aa month the manager had to report the performances of the public relation department in
executives meeting.
Quite risky, regarding that the branding image of the company and products, besides influenced by
the products performances itself, it also influenced by thee performance of the public relation
department.
Works in office environment, which means has high safety.
Authorities in developig the cooperation relation with the other public medias or companies.
All accesses in the media or publication media and social account owned by the company.
Authorities in control and maintain the contents in the publication media owned by the company.
Education
1. Communication educational background.
2. Certified communication and public speaking bakground.
3. Good in writing and fluent in speaking with Bahasa Indonesia, English, or any other
languages.
373

Question
No.
III.
Answer
Skills
2. High creativity.
4. Able to speak in public and in front of medias well.
Experiences
1. Had been spoken in public or in front of thousands people.
Phase III (Development)

a.
Table 4. 16 Job Analysis Questionnaire for Public Relation Department Manager
No.
1.
2.
3.
4.
5.

Question
Answer
Responsible for managing the public relation officer team, developing products and company branding
management to the internal and external stakeholders. Ensuring the brand messages of the company
and brands are consistent, timely, and relevant. The one who responsible in allocating the works
division and working results of the public relation officer team to the external department.
Director, internal and external stakeholders,
from the job?
internal and external shareholders.
this position.
Responsibilities
Evaluate the capability and performance of the
customer care division for the company in handle
Customer Care Head of Division
the customers complain or question. Directly
giving tasks for the division through the head of
division.
CSR division for the company in the social
CSR Head of Division
aspects. Directly giving tasks for the division
through the head of division.
Customer Care Staff

customer care division for the company in handle
the customers complain or question.

CSR division for the company in the social
aspects.
Percentage
CSR Staff
6.
Develop products and company's branding

planning.
20%
Being the leader of public relation department

officer team, and being responsible in work
division of the staffs and staffs working results or
performances.
50%
Guide and evaluate the staffs of public relations

department works (media social, Company Social
Responsibility, publishing media, and company
visits).
30%
374
No.
7.
8.
9.
10.

Question
Answer
job.
At the beginning of the department was established, the manager had to develop the products and
companys branding image targets to be followed in the next years.
Allocate, guide, control, and being responsible of the works division from the staffs in public
relation department.
Once in aa month the manager had to report the performances of the public relation department in
executives meeting.
Quite risky, regarding that the branding image of the company and products, besides influenced by
the products performances itself, it also influenced by thee performance of the public relation
department.
Works in office environment, which means has high safety.
Authorities in developig the cooperation relation with the other public medias or companies.
All accesses in the media or publication media and social account owned by the company.
Authorities in control and maintain the contents in the publication media owned by the company.
Education
1. Communication educational background.
2. Certified communication and public speaking bakground.
3. Good in writing and fluent in speaking with Bahasa Indonesia, English, or any other
languages.
Skills
2. High creativity.
4. Able to speak in public and in front of medias well.
Experiences
1. Had been spoken in public or in front of thousands people.
b.
Customer Care Head of Division
Table 4. 17 Job Analysis Questionnaire for a. Customer Care Head of Division

No.
Question
1.
2.
Answer
Customer Care Head of division
Customer care head of division is responsible for planning, coordinating and controlling the activities
of the customer service team to maintain and enhance customer relationships and meet organizational
and operational objectives. The responsibility of the customer care head of division will be related with
customer intimacy strategy in maintain good relationship with customers and gain their loyal and trust.
3.
4.

from the job?
Head of Public Relation Department, internal

and external stakeholders
5.
this position.
Customer care staffs is the position which supervised under the customer care head of division.
6.
Percentage
375

No.
7.
8.
9.
Question
Answer
Develop and implement customer care policies and

procedures
30%
Define and communicate customer care standards
20%
Direct the daily operations of the customer care

team, plan, prioritize and delegate work tasks to
50%
ensure proper functioning of the division
job.
Everyday the head of division must direct the daily operations and ensure the necessary resources
and tools are available for quality customer service delivery
Periodically monitor accuracy of reporting and data base information
For the internal project, the head of division is responsible to identify and implement strategies to
improve quality of customer care, productivity and profitability
Medium risk, regarding the head of division is responsible for the division that has direct contact
with customers who become the main target of product marketing.
customer behavior and capture what they need and want.
10.
Authorities in developing and implementing customer care policies and procedures.

Authorities to review and tract customer complaint for evaluation and decrease customer
dissatisfaction
Authorities in identifying and implementing strategies to improve quality of service
Education
1. Relevant bachelor`s degree
2. Customer service and care experience
3. Supervisory experience
Skills
1. In depth knowledge of customer care principles and practices
2. Good communication skills
3. Customer care focus
4. Supervisory skills and problem analysis skills
5. Decision making, planning and organizing, initiative, and flexibility
Experiences
1. Having supervisory and customer care experience who knows depth knowledge of customer
care principles and practices
c.
Corporate Social Responsibility Head of Division
Table 4. 18 Job Analysis Questionnaire for Corporate Social Responsibility Head of Division
No.
Question
1.
2.
Answer
Corporate Social Responsibility Head of
division
Corporate social responsibility head of division is a subject-matter expert, internal and external leader
responsible for helping the company to make progress in its ongoing commitment to become a more
sustainable and socially responsible company. this position makes recommendations and helps to
execute strategies to enhance the company`s approach to all social responsibility issues, including
sustainability, governance, community involvement and craritable giving
376

No.
Question
Answer
3.
4.

from the job?

5.
this position.
Corporate social responsibility staffs is the position which supervised under the CSR head of division.
6.
Serve as internal expert and external representative
on CSR issues. Benchmark competition and
industry best practices
Create CSR plans and work with relevant internal
stakeholders to implement them, manage and track
goals and metrics
7.
8.
9.
10.
Percentage
20%
40%
Manage CSR reporting process, working with other

20%
department to collect social and environmental data
Identify and implement sponsorships with
nonprofit and other organizations to demonstrate
20%
commitment externally
job.
Everyday the head of division must monitor the reporting process and manage the goals and
metrics of a project being implemented
Periodically create a project of social responsibility activity
Take primary responsibility for maintain an internal and external CSR web portals
with customers and society who become the keys of the company sustainability
Works in office environment and sometimes in outside of the company when implementing the
projects in the society environments
Authorities in planning and working with relevant internal stakeholders to implement CSR
Projects.
Authorities to review CSR reporting process based on the data collect from society and
environmental data
Authorities in managing external consultants and interns as needed
Education
2. 5 to 10 years cross-function, cross disciplinary project management and business experience
Skills
1. Expertise in social and environmental responsibility, community involvement, and
communications
2. Ability to influence senior management and peers, build business case to tie social
responsibility to core business strategy, and lead cross-functional team
3. Good communicator with ability to make public presentations and create effective written and
web content
4. Strategic thinker with strong analytical skills
5. Ability to build strong working relationships with senior executives and grassroots employees
6. Creativity and resourcefulness in developing and executing engagement plans,
communications campaign and community events.
Experiences
377

No.
1.
d.
Question
Answer
Expertise in social and environmental responsibility, community involvement, and
communications
Table 4. 19 Job Analysis Questionnaire for Production Department Manager

No.
Question
1.
2.
Answer
A production manager is the one who is in charged of planning, coordinating, and controlling
manufacturing processes. As the leader of the production line staffs and officer team, the manager is
required to ensure that goods were produced effectively and efficiently. The manager in production
department has to be involved in production planning, execution, until control and supervision stages.
3.
4.

from the job?
Director, internal and external stakeholders.
5.
this position.
Supervision
Maintenance Head of Division
Quallity Control Head of Division
Quality Control Division Staffs
PPIC Head of Division
PPIC Staffs
Responsibility
maintenance division for the company in handle
the mainenance for the company infrastructures.
Directly giving tasks for the division through the
head of division.
maintenance division to conduct the maintenance
in specific areas of production line, and then
control and evaluate them.
quality cotrol division for the company in control
and evaluate the production lines performances,
especially through the products output. Directly
division.
Allocate the working division of the quality
control division staffs to conduct quality control
required in production line, then control and
evaluate them.
PPIC division for the company in handle the
annual planning of products inventory. Directly
division.
maintenance division to conduct the planning for
the prduction lines, and then control and evaluate
them.
378

No.
Question
Procurement Head of Division
Procurement Staffs
6.
7.
8.
9.
10.
Answer
procurement division for the company in handle
the plans of conducting procurement process for
the company productivity. Directly giving tasks
for the division through the head of division.
procurement division to conduct the decision of
proccurement process related with the supplier in
the company, and then control and evaluate them.
Percentage
Being the leader of production department,
planning, control, and evaluate the production
30%
department performances.
Responsible for the whole aspects and processes
in the production lines, from the procurement
40%
process, production planning and execution, and
finished products ready to be distributed.
Allocate the staffs working division and able to be
responsible about the production department to the
30%
external department people.
job.
Every beginning of the year, the production manager had to develop working division of each
staffs under the production department, including of maintenance and quality control division
staffs.
Every day, the managers control and evaluate the performance of production department staffs
through the performances in the production lines and also the efficiency resulted in a day.
Once in a month, the production manager had to report the production department performances in the
meeting with the executives.
High risk, regarding that the profit and losses will be influenced at most by the department
performances.
Requires high mobility even only in the production floors.
High risk in safety too, since the manager required to control and check the whole process in
production lines regularly.
All accesses in production lines.
The authorities to select the suppliers based on the production considerations.
The authorities to develop the production plan and strategies which will be followed by the whole
production departments.
Education
1. Engineering background.
2. Supply chain and manufacturing system educational background are preferred.
Skills
Experiences
1. Had been worked in manufacturing industry.
2. Familiar with manufacturing tools and machineries.
e.
PPIC Head of Division

379
Table 4. 20 Job Analysis Questionnaire for PPIC Head of Division

No.
Question
1.
2.
Answer
PPIC Head of division
PPIC head of division is responsible in inventory planning, materials handling and preparation of
production schedule in accordance with sales forecast or market demand. The head of division is
responsible for monitoring availability of raw materials in coordination with purchasing department.
The proper warehousing and inventory control of raw materials, finished goods, traded products,
factory supplies and spare parts also becomes one of the responsibilities as well
3.
4.

from the job?
Head of Production Department, internal and

external stakeholders
5.
this position.
PPIC staffs is the position which supervised under the PPIC head of division.
6.
Responsible in inventory planning, materials
handling and preparation of production schedule in
accordance with sales forecast or market demand
Coordinates with marketing department on sales
forecast trending and planning for the next rolling
7.
8.
9.
10.
Percentage
25%
25%
Responsible in proper warehousing and inventory

control of raw materials, finished goods, traded
25%
products, factory supplies and spare parts
Coordinates with purchasing, manufacturing and
traffic departments to ensure proper receiving,
25%
transfer and dispatch of raw materials and finished
goods
job.
Everyday the head of division must monitor the reporting process and manage the goals and
metrics of a project being implemented
Periodically coordinates with the purchasing, manufacturing, traffic and sales department
VP-manufacturing towards the achievement of the departmental and corporate medium to long
term goals and objectives
with production floor and process so that it needs to ensure running smoothly
Works in office environment and sometimes in production floor when monitoring warehouse and
store rooms
Authorities in planning and working with relevant internal stakeholders to implement PPIC plans.
Authorities to review PPIC reporting process based on the data collect from daily reports and other
departments database
Authorities in integrating information from internal departments such as purchasing,
manufacturing, and sales department
380

No.
Question
Answer
Education
1. Bachelor of Industrial Engineering or equivalent
2. At least 3 years related head of divisionial experience
Skills
1. Knowledgeable in generally accepted production planning, inventory control and
warehousing,
distribution principles and practices, computerized system
2. Must have an understanding of relevant and current government regulations and employment
laws
3. Must have an understanding of current political and business environment
4. Knowledge of industry best practices in supply chain management
Experiences
5. Expertise in production planning, inventory control and warehousing, distribution principles
and practices, computerized system
f.
Procurement Head of Division
Table 4. 21 Job Analysis Questionnaire for Procurement Head of Division

OB ANALYSIS QUESTIONNAIRE
No.
Question
Answer
1.
2.

Procurement managers, also known as purchasing managers, work for large companies and are in charge
of managing and coordinating procurement agents, buyers or purchasing agents, as well as working on
the most complex purchases for the company. Procurement managers are the people in charge of
determining what products get to store shelves, in catalogues, and online. They do footwork, the research
and create the deals to buy large quantities of products for their companies, and then sell them to
customers, or use them to create new materials that they sell to customers.
3.
Procurement Manager
4.

from the job?

5.
this position.
Procurement staffs is the position which supervised under the Procurement manager.
6.
Managing and coordinating procurement agents,
buyers or purchasing agents, as well as working on
the most complex purchases for the company.
In charge of determining what products get to store
shelves, in catalogues, and online
7.
Percentage
50%
20%
Do footwork, the research and create the deals to

buy large quantities of products for their
companies, and then sell them to customers, or use
30%
them to create new materials that they sell to
customers.
job.
Everyday the manager must monitor the reporting process and manage the goals and metrics of a
project being implemented
Periodically forecasting levels of demand for services and products to meet the business needs and
keeping a constant check on stock levels
381
OB ANALYSIS QUESTIONNAIRE
No.
8.
9.
10.
Question
Answer
Conducting research to ascertain the best products and suppliers in terms of best value, delivery
schedule and quality

Medium risk, regarding the manager is responsible for the division that has direct contact with
production floor and process so that it needs to ensure running smoothly
store rooms
Authorities to review procurement reporting process based on the data collect from daily reports
and other departments database
Liaising between suppliers, visiting existing suppliers, and building and maintain good relationship
with them
Education
1. Bachelor of Industrial Engineering, Business or Accounting or equivalent
2. At least 3 years related managerial experience
Skills
4. Analytical skills to determine the best deals for the company
5. Decision making skills to use the information gathered by yourself and the purchasing agents
to make decisions on behalf of the company
6. Math skills to analyze prices and get the best deals possible
7. Negotiating skills to create the best deals
Experiences
8. Experience as a purchasing agent, buyer or procurement agent, although some of the more
complex jobs might require a master`s degree
382
g. Customer Care Manager

Table 4. 22 Job Analysis Questionnaire for Customer Care Manager
No.
Question
1.
2.
Answer
Customer Care Manager
Customer care manager is responsible for planning, coordinating and controlling the activities of the
customer service team to maintain and enhance customer relationships and meet organizational and
operational objectives. The responsibility of the customer care manager will be related with customer
intimacy strategy in maintain good relationship with customers and gain their loyal and trust.
3.
4.

from the job?

5.
this position.
Customer care staffs is the position which supervised under the customer care manager.
6.
7.
8.
9.
Percentage
Develop and implement customer care policies and

procedures
30%
Define and communicate customer care standards
20%
Direct the daily operations of the customer care

team, plan, prioritize and delegate work tasks to
50%
ensure proper functioning of the division
job.
Everyday the manager must direct the daily operations and ensure the necessary resources and
tools are available for quality customer service delivery
Periodically monitor accuracy of reporting and data base information
For the internal project, the manager is responsible to identify and implement strategies to improve
quality of customer care, productivity and profitability
customers who become the main target of product marketing.
10.

dissatisfaction
Education
Skills
7. In depth knowledge of customer care principles and practices
383

No.
Question
Answer
9. Customer care focus
10. Supervisory skills and problem analysis skills
11. Decision making, planning and organizing, initiative, and flexibility
Experiences
2. Having supervisory and customer care experience who knows depth knowledge of customer
care principles and practices
h. Customer Care Staffs

Table 4. 23 Job Analysis Questionnaire for Customer Care Staffs
No.
Question
1.
2.
Answer
Customer Care Staffs
Customer care staffs is responsible to interact with a company`s customers to provide them with
information to address inquiries regarding products and services. The responsibility of the customer
care manager will be related with customer complaints and assistance to resolve a problem.
3.
4.

from the job?
Customer Care Manager
5.
this position.
There is not any supervised position under the customer care staffs.
6.
7.
8.
Implement customer care policies and procedures
30%
Communicate customer care standards
20%
Perform daily task assigned by manajer
50%
job.
Every day the staffs must direct the daily operations and ensure the necessary resources and tools
are available for quality customer service delivery
For the internal project, the staffs is responsible to identify and implement strategies to improve
quality of customer care, productivity and profitability
9.
Percentage
Less risk, regarding the staffs is in the lowest level of managerial level
384

No.
Question
10.
Answer

dissatisfaction
Education
1. Relevant bachelor`s degree (English, Management, Business or media studies)
Skills
3. Good interpersonal skills
5. Good IT and presentation skills
Experiences
3. Having customer care experience who knows depth knowledge of customer care principles and
practices
i. Corporate Social Responsibility Manager

Table 4. 24 Job Analysis Questionnaire for Corporate Social Responsibility Manager
No.
Question
1.
2.
Answer
Corporate Social Responsibility Manager
Corporate social responsibility manager is a subject-matter expert, internal and external leader
responsible for helping the company to make progress in its ongoing commitment to become a more
sustainable and socially responsible company. this position makes recommendations and helps to
execute strategies to enhance the company`s approach to all social responsibility issues, including
sustainability, governance, community involvement and craritable giving
3.
4.

from the job?

5.
this position.
Corporate social responsibility staffs is the position which supervised under the CSR manager.
6.
Serve as internal expert and external representative
on CSR issues. Benchmark competition and
industry best practices
Create CSR plans and work with relevant internal
stakeholders to implement them, manage and track
goals and metrics
7.
Percentage
20%
40%
Manage CSR reporting process, working with other

20%
Identify and implement sponsorships with
nonprofit and other organizations to demonstrate
20%
commitment externally
job.
385

No.
Question
Answer
Periodically create a project of social responsibility activity
Take primary responsibility for maintain an internal and external CSR web portals
customers and society who become the keys of the company sustainability
Authorities in planning and working with relevant internal stakeholders to implement CSR
Projects.
Authorities to review CSR reporting process based on the data collect from society and
environmental data
Authorities in managing external consultants and interns as needed
Education
Skills
communications
8. Ability to influence senior management and peers, build business case to tie social
responsibility to core business strategy, and lead cross-functional team
web content
10. Strategic thinker with strong analytical skills
Experiences
communications
8.
9.
10.
j. Corporate Social Responsibility Staffs

Table 4. 25 Job Analysis Questionnaire for Corporate Social Responsibility Staffs
No.
Question
1.
2.
Answer
Corporate Social Responsibility Staffs
Corporate social responsibility staffs are a subject-matter expert responsible for helping the company to
make progress in its ongoing commitment to become a more sustainable and socially responsible
company. this position makes recommendations and helps to execute strategies to enhance the
company`s approach to all social responsibility issues, including sustainability, governance,
community involvement and charitable giving
3.
4.

from the job?
Corporate Social Responsibility Manager,

internal and external stakeholders
5.
this position.
386

No.
Question
Answer
6.
Serve as part of internal expert and external
representative on CSR issues. Benchmark
competition and industry best practices
Work on CSR plans with relevant internal
stakeholders to implement them
7.
Everyday the staffs mostly will work on CSR plans with relevant internal stakeholders
Periodically create a project of social responsibility activity together with CSR manger
10.
40%
9.
25%
Reporting CSR process, working with other

35%
job.
8.
Percentage
Authorities in working with relevant internal stakeholders to implement CSR Projects.

Authorities in supporting the managing external consultants and interns as needed
Education
Skills
communications
web content
Experiences
communications
387
k. Production and Planning Inventory Control (PPIC) Manager

Table 4. 26 Job Analysis Questionnaire for PPIC Manager
No.
Question
1.
2.
Answer
PPIC Manager
PPIC manager is responsible in inventory planning, materials handling and preparation of production
schedule in accordance with sales forecast or market demand. The manager is responsible for
monitoring availability of raw materials in coordination with purchasing department. The proper
warehousing and inventory control of raw materials, finished goods, traded products, factory supplies
and spare parts also becomes one of the responsibilities as well
3.
4.

from the job?

5.
this position.
PPIC staffs is the position which supervised under the PPIC manager.
6.
Coordinates with marketing department on sales
forecast trending and planning for the next rolling
7.
8.
9.
Percentage
25%
25%
Responsible in proper warehousing and inventory

control of raw materials, finished goods, traded
25%
products, factory supplies and spare parts
25%
goods
job.
VP-manufacturing towards the achievement of the departmental and corporate medium to long
term goals and objectives
store rooms
Authorities to review PPIC reporting process based on the data collect from daily reports and other
388

No.
10.
Question
Answer
Education
Skills
7. Knowledgeable in generally accepted production planning, inventory control and warehousing,
laws
Experiences
l. Production and Planning Inventory Control (PPIC) Staff

Table 4. 27 Job Analysis Questionnaire for PPIC Staffs
No.
Question
1.
2.
Answer
PPIC Staffs
PPIC staff is responsible in inventory planning, materials handling and preparation of production
schedule in accordance with sales forecast or market demand. The proper database of warehousing and
inventory control of raw materials, finished goods, traded products, factory supplies and spare parts
also becomes one of the responsibilities as well
3.
4.

from the job?
PPIC Manager, internal and external

stakeholders
5.
this position.
6.
Ensure timely deliveries to meet demands as per
production plan and business review meetings
7.
Percentage
40%
35%

25%
goods
job.
Everyday the staffs must monitor the reporting process and manage the goals and metrics of a
389

No.
8.
Question
9.
10.
Answer
store rooms

Authorities to making PPIC reporting process based on the data collect from daily reports and other
Education
2. Fresh graduate or at least 1 years related managerial experience
Skills
3. Knowledgeable in generally accepted production planning, inventory control and warehousing,
laws
Experiences
m. Procurement Manager
Table 4. 28 Job Analysis Questionnaire for Procurement Manager
No.
Question
Answer
1.
2.

Procurement managers, also known as purchasing managers, work for large companies and are in
charge of managing and coordinating procurement agents, buyers or purchasing agents, as well as
working on the most complex purchases for the company. Procurement managers are the people in
charge of determining what products get to store shelves, in catalogues, and online. They do footwork,
the research and create the deals to buy large quantities of products for their companies, and then sell
them to customers, or use them to create new materials that they sell to customers.
3.
Procurement Manager
4.

from the job?

5.
this position.
Procurement staffs is the position which supervised under the Procurement manager.
6.
Managing and coordinating procurement agents,
buyers or purchasing agents, as well as working on
the most complex purchases for the company.
Percentage
50%
390

No.
7.
8.
9.
10.
Question
Answer
In charge of determining what products get to store

shelves, in catalogues, and online
20%
Do footwork, the research and create the deals to

buy large quantities of products for their
companies, and then sell them to customers, or use
30%
them to create new materials that they sell to
customers.
job.
Conducting research to ascertain the best products and suppliers in terms of best value, delivery
schedule and quality
store rooms
with them
Education
Skills
15. Negotiating skills to create the best deals
Experiences
n. Procurement Staffs
Table 4. 29 Job Analysis Questionnaire for Procurement Staffs
No.
Question
1.
2.
Answer
Procurement Staffs
Procurement staffs are responsible to support the activity of getting goods and services for the best
price and value, cutting any waste and unnecessary costs to create a streamlined process and fast
production times. The staffs will also have to work with suppliers to ensure that key processes are
running efficiently and cost-effectively.
3.
391

No.
Question
Answer
4.

from the job?
Procurement manager, internal and external

stakeholders
5.
this position.
6.
7.
8.
Getting goods and services for the best price and

value
30%
Cutting any waste and unnecessary costs to create a

streamlined process and fast production times
30%
Work with suppliers to ensure that key processes

40%
are running efficiently and cost-effectively.
job.
Everyday the staffs must making the reporting process and manage the goals and metrics of a
9.
10.
Percentage
store rooms

with them
Education
2. Fresh Graduate or at least 1 years related managerial experience
Skills
Experiences
o.
Table 4. 30 Job Analysis Questionnaire for Maintenance Division Staffs

No.
1.
Question
Answer
Maintenance Division Staff
392

No.
2.
Question
Answer

Maintenance Division staffs is responsible to maintain the production machines and other facilities that
used in the production process to makes the machines and the equipment ready to use in production
and has a long life period. It is including predictive maintenance, preventive maintenance, and
breakdown maintenance
3.
Maintenance division
4.

from the job?
Maintenance Division Manager
5.
this position.
There is not any supervised position under maintenance staffs.
6.
7.
Implement maintenance procedures of each

equipment and facilities.
30%
Responds to emergency maintenance requests as

required
20%
Perform daily task assigned by manager
60%
job.
8.
High risk, because the staffs will do direct contact with error machines to do repairmen.
Works in production floor to do predictive, preventive, and breakdown maintenance, also on the
outside of production floor to do required facility maintenance.
10.
Every day the staffs perform preventive maintenance such as checks and cleans the machines
before being used for production process.
The staffs is responsible to maintains records of scheduled maintenance procedures.
9.
Percentage
Authorities in checking and maintaining facilities and equipment based on the procedure.
Authorities to delay or stop the production cycle if there is error in a machine and can be fixed in a
real-time.
Authorities in identifying and implementing strategies to improve the facilities and equipment.
Education
6. Relevant polytechnic or bachelor`s degree (Mechanical or electrical)
7. Experience in mechanical equipment maintenance and repair
Skills
10. Good IT skills
11. Good skill in the use of hand and power tools
Experiences
4. Having mechanical equipment maintenance and repair experience who knows how to be
responsive in emergency maintenance situation.
p. Quality Control Division Staffs

393
Table 4. 31 Job Analysis Questionnaire for Quality Control Division Staffs

No.
Question
1.
2.
Answer
Quality Control Division Staff
Quality Control Division staffs is responsible to ensure the materials, process, and the finish product
are in standardize quality. It is including assisting, monitoring, managing, evaluating, and sample
tasting of the materials, process, and finish product.
3.
Quality Control division
4.

from the job?
Quality Control Manager
5.
this position.
There is not any supervised position under quality control staffs.
6.
7.
Assists and monitor the production process
35%
Do monitoring and witnessing product testing
15%
50%
job.
8.
Medium risk, because the staffs only monitor the process, and do sample test of materials and
finished product, not directly contact with the machines.
10.
Every day the staffs should monitor the production process to make sure that it is follows the SOP.
Every one batch, QC staff has responsible to assists the product sample testing.
The staffs is responsible to maintains records of scheduled quality control procedures.
9.
Percentage
Authorities in checking and maintaining the materials, process, and product output
Authorities decide whether the materials, or finished product are rejected or not
Authorities in identifying and implementing strategies to improve the product and process quality.
Education
1. Relevant polytechnic or bachelor`s degree (Industrial engineering, etc)
2. Experience in industrial quality control
Skills
5. Observant and very good at paying attention to detail.
6. Good mathematical skills
394

No.
Question
Answer
7. Good at use technical equipment
8. Good decision analysis
Experiences
1. Having experience in industrial quality control in production line or shop floor workers
q. Promotion Division Staffs

Table 4. 32 Job Analysis Questionnaire for Promotion Division Staffs
No.
Question
1.
2.
Answer
Promotion Division Staff
Promotion Division staffs is responsible to make Le Cocotier product known by the market through
several media, such as direct mail, telemarketing, television or radio advertising, social media,
newspaper, and internet advertisements or websites. It also including instore displays or product
endorsments, special events, free samples, discount, etc.
3.
Promotion division
4.

from the job?
Promotion Division Manager
5.
this position.
There is not any supervised position under promotion staffs.
6.
7.
Planning and executing company promotion

strategies
35%
Perform market research to ensure a business is

being pitched correctly
25%
40%
job.
8.
Unavoidable to work under pressure when schedules change and problems arise.
The job mostly done at the outside of the company to do promotion or doing market research
10.
Every day the staffs should monitor the statistic of the promotion impact to sales.
9.
Percentage
Authorities in creating product promotion method

Authorities in planning and executing company promotion strategies to improve the products
sales.
395

No.
Question
Education
1. Any relevant bachelor`s degree
2. Experience in product promotion and marketing
Skills
5. Good IT skill
6. Creative and able to work under pressure
Experiences
8. Having experience in product promotion and marketing
Answer
r. Logistic and Supply Chain Department Staffs

Table 4. 33 Job Analysis Questionnaire for LSCM Staffs
No.
Question
1.
2.
Answer
Logistic and Supply Chain Department Staff
Logistic and supply chain division staffs is responsible to gather data and conducts analysis with the goal
of improving the supply chain operation. It is including schedule the procurement, how to transfer the
products from the supplier to the production floor, warehouse to retailer, and calculate the demand to
makes the product supply can meet the demand.
3.
Logistic and Supply Chain Department
4.

from the job?
Logistic and Supply Chain Manager
5.
this position.
There is not any supervised position under promotion staffs.
6.
7.
Planning and scheduling materials requirement
35%
Monitoring stock levels
30%
35%
job.
8.
Percentage
Every day the staffs should monitor stock levels

Every day, the staffs have to make sure that the suppliers have enough stock to meet demand.
Less risk, the job mostly done in the office, warehouse, or monitoring to retailer.
Unavoidable to work under pressure when schedules change and problems arise.
Job is done in team
396

No.
9.
Question
10.
Authorities in planning delivery time tables

Authorities in making sure suppliers have enough stock to meet the demand
Authorities in monitoring stock levels
4.3
Answer
Education
1. Bachelor in Industrial Engineering
2. Experience in logistic and supply chain
Skills
5. Good IT skill
6. Good planning skills
8. Attention to detail
Experiences
1. Having experience in logistic and supply chain
Manpower Requirements Planning
Figure 4. 5 Manpower Determination Flowchart

(Anityasari M. W., 2011)
Manpower requirements planning or sometimes called as human resource planning

consists of putting right number of people, right kind of people at the right place, right time,
doing the right things for which they are suited for the achievement of goals of the organization
(MSG Team, 2014). The importance of manpower requirements planning is as the key to
managerial function i.e., planning, organizing, directing and controlling which based upon the
manpower. It is also important for utilization efficiency of staffing function and setup of
motivational programs such as incentive plans for staffing function. The input used to conduct
manpower requirements planning is the job positions and its job description. The output of this
397
process will be the right number of workers required in each department to anticipate the
shortages and surpluses of personnel. The load of position in each department is identified using
the job description reason in order to determine properly the work load of each department.
Table 4. 34 Work Load of each Department
No.
1.
Department
Finance
Work Load
Job Description
Preparing and creating
financial accounts such as
trading, profit and loss
accounts and balance
sheet
Keeping and maintaining
financial record
Preparing and planning
internal financial
information
Analyzing current
financial performance in
trading or expenses
Paying employees wages
and salaries
2.
Research and
Development
Conducting research or
study for development of
new products
Keep being innovative for
developing more
innovative products
Regularly evaluates the
existing products to
ensure they are still
functional
3.
Facility
Planning
Conducting facility
planning, selecting
location, space allocation
in production floor
Managing license and
certification
4.
Marketing
Making promotion to
acknowledge market with
the company`s products
and transmit brand values
Capturing the customer
needs and connecting it to
the internal channels
Reason
Having proper number of workers in
finance department is important as the
company has to know how viable it is
and balance profit with costs. The
financial records also critical since it is
used by other department also for
decision making and can help
managers take corrective actions. It is
necessary to have quite lots of workers
in finance department as the job
description is mostly done in frequent
time. So more staffs are required to
support the job in frequent time. It is
also easier for them to transfer
information within department as the
information is less mislead with less
people in it.
research and development department
plays an integral role in the life cycle
of a product. The key of development
for new and existing products are lies
in this department as they do
evaluation and development of it. The
functions of these areas are related and
often require collaboration therefore it
requires more people to generate ideas
and evaluating products from many
kind of aspects. But since the company
does not generate new products quite
often in each year, the staffs in this
department is not necessary to have a
lot.
facility planning department is
important as the workers will be
assigned not only to plan and allocate
the facility layout, but also responsible
on the license and certification
obtained by the company. however the
requirements of this department is only
in the preconstruction phase, so the
number of workers will be assigned in
this phase only
marketing department have a crucial
importance in ensuring the survival of
the company. its responsible for
creating and disseminating images,
messages, ideas and communicate
brand values. And if the marketing
398
No.
Department
5.
Production
6.
Public
Relation
Human
Resource
Development
Logistics
Management
Department
Work Load
Job Description
Defining strategic
marketing plansw
Help improving sales
processes and customer
Conducting production
planning
Responsible in
procurement of raw
materials for production
process and machine
spare parts for
maintenance
Controlling inventory
level
Responsible in
monitoring and
controlling the production
activity
Responsible in quality
control and inspection
Do routine maintenance
Emerging good
relationships with
external parties or
business partners
Building up good
communication to gain
allies, advocates and
supporters
Creating a friendly and
excellent service to
customers
Developing a good
relationship with the
society in the context of
company branding
concerned about the
environment
Conducting recruitment
for seeking the capable
human resource
Conducting periodical
training to maintain and
improve the worker`s
skill
Responsible for the
performance
measurement to capture
the worker`s performance
towards the job
completion
Creating performance
appraisal and setting up
awarding to workers
Use IT to manage stock
levels, delivery times and
transport costs
Reason
department fails, the entire company
will fail and the efforts of other
departments will be in vain. As the
new company that has not yet
established, it will require lots of
resources to emerge the brand image
and help improving sales processes.
production department is important as
its responsible to turn inputs into
finished outputs through a series of
production processes. The raw
materials needed to be ensured
available and the processes running
effectively. The department also
works on big scopes of sub functions
such as production and planning,
purchasing, storages, design and
technical supports and maintenance.
Therefore
to
sufficiently
accommodate the needs of those tasks,
the department needs lots of workers
and more than the other departments.
public
relation
department
is
important as its becoming the ears and
eyes of the company. Its in touch with
what is happening within the
organization as well as having an
understanding of how the various key
audiences perceive the organization.
The requirement of workers in this
phase may not be too high in the early
stage, but as the company keeps
growing and developing, the number
of workers is necessary to be added as
the number of division is added also in
this department

human
resource
development
department is important as their job
responsibility is directly connected to
the internal organization needs,
especially regarding the human
resource or workers in the company.
As it can be seen from the job
description that the department has to
conduct some tasks regarding to
worker`s activity and development.
However since their job is mainly on
management level, therefore the
number of workers required is not too
high as the other departments.
human
resource
development
department is important as their job is
399
No.
Department
Work Load
Job Description
Use associated
information systems to
evaluate performance and
quality and to plan
improvements
Allocate and manage staff
resources according to
changing needs
Liasise and negotiate with
customers and suppliers
Reason
related to coordination and overseeing
a process to its completion. The right
products are ensured to be delivered to
the right location on time and at a good
cost. Understanding the whole supply
chain is important the coordination can
be done effectively and liaise with
suppliers
of
raw
materials,
manufacturers,
retailers
and
consumers.
The work load level of each department can be compared by looking at the stars given,
the more the stars given, the more work load and responsibilities and therefore the number of
workers is likely to be high. The reason of giving the stars sign is provided in the reason column.
The highest work load is in the production department as the company running its main business
in manufacturing or producing products of drink and beverages. The long sequence of processes
from receiving raw materials until storing finished product becomes the responsibility of this
department, as well as conducting controlling and maintenance process. Different workers need
to be assigned for different tasks to allow them to be focused on the job given to them.
The next higher work load is in department research and development, marketing and
public relation. The number of workers required may not be as much as the requirement of
production department, but as the job description consist of wide scope of job field, then the
workers required is still quite high to adequately well performing the job. The lease workers
required is in finance and human resource development department. This is because their job
description is focusing on strategic and management level in the company, and rarely has any
direct contact with production floor or external parties. Therefore the workers required is not
necessary to be high but they need to be ensure to have good capability as they play important
and crucial role in the business.
After identifying job description for each position, then the determination of
manpower requirements is done by dividing it into direct workers and indirect workers for each
department. Direct workers are those who perform their job by having direct contact with
production process. Indirect workers are those who perform their job by not having direct
contact with production process. Therefore direct workers can be identified by looking at the
stations and machines in each sequence of process.
400
Table 4. 35 Direct Workers Requirement

No
Stations
Coconut Water
Processing
2
3
4
5
6
7
8
9
10
11
12
Job Position
Operator for filtering, boiling and

cooling of coconut water
Operator for acidification and
Nata Starter Preparation
mixing process
Operator for pouring, fermenting,
Fermentation
and harvesting process
Operator for cutting, washing, and
Post Harvesting
nata de coco inspection
Nata de Coco Flavoring
Operator for flavor mixing
Operator for filling and inspection
Bucket Packaging
in bucket package
Pillow Bag Packaging
in pillow bag package
Cup Packaging
in cup package
Bottle Packaging
in bottle package
Nata de Coco Dessert &
Operator for packing the products
Drink Cardboard
into cardboard
Operator for handling movement
Raw Materials Movement
of raw materials from supplier to
Handling
place it in storage room
Operator for handling movement
Finished Good Movement
of finished good from cardboard
Handling
station to warehouse
Total
Year
2020 2021
2015
2016
2017
2018
2019
2022
2023
2023
2025
2026
10
10
10
12
12
12
13
16
16
16
29
29
29
33
33
33
34
39
39
39
401
Table 4. 36 Indirect Workers Requirement

No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Department
Director
Director Secretary
Head of Finance Department
Head of Research and Development Department
Head of Facility Planning Department
Head of Marketing Department
Head of Human Resource Development
Department
Head of Production Department
Head of Maintenance Division
Head of Quality Control Division
Head of PPIC Division
Head of Procurement Division
Head of Public Relation Department
Head of Promotion Division
Head of Customer Care Division
Head of Corporate Social Responsibility (CSR)
Division
Head of Logistics Management Department
Staffs of Finance Department
Staffs of Research and Development Department
Staffs of Facility Planning Department
Staffs of Marketing Department
Staffs of Human Resource Development
Department
Staffs of Maintenance Division
Staffs of Quality Control Division
Staffs of PPIC Division
Staffs of Procurement Division
Staffs of Promotion Division
Staffs of Customer Care Division
2015
1
1
1
1
1
-
2016
1
1
1
1
1
-
2017
1
1
1
1
1
1
2018
1
1
1
1
1
1
2019
1
1
1
1
1
1
2020
1
1
1
1
1
1
1
1
1
1
1
-
1
1
1
1
1
-
1
1
1
1
1
-
1
1
1
1
1
-
1
4
3
3
2
1
4
3
3
2
1
4
3
3
2
3
2
2
-
3
2
2
-
3
2
2
-
Year
2021
1
1
1
1
1
1
2022
1
1
1
1
1
1
2023
1
1
1
1
1
1
2023
1
1
1
1
1
1
2025
1
1
1
1
1
1
2026
1
1
1
1
1
1
1
1
1
1
1
-
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
4
3
3
2
1
4
3
3
2
1
4
3
4
2
1
4
3
4
2
1
4
3
4
2
1
4
3
4
2
1
4
3
4
2
3
2
2
-
3
2
2
-
3
2
2
1
2
3
2
2
1
2
3
2
2
1
2
3
2
2
1
2
3
2
2
1
2
402
No
Department
29
30
31
32
Total
Staffs of Corporate Social Responsibility (CSR)

Division
Staffs of Logistics Management Department
Security Guards
Office Boys
2015
-
2016
-
2017
-
2018
-
2019
-
2020
-
3
2
2
38
3
2
2
38
3
2
2
38
3
2
2
38
Year
2021
3
2
2
38
2022
2
2023
2
2023
2
2025
2
2026
2
3
2
2
47
3
2
2
47
3
2
2
47
3
2
2
47
3
2
2
47
Table of worker requirements are presented in three division of color. The blue color shows the pre construction stage in which takes place
around 2015 and 2016. The orange color shows the early stage of running the company which takes from 2017 until 2021. The purple color shows
the final stage which running from 2022 until 2026. The number of workers in direct labors starts increasing at the year 2020, from 29 to 33. But
the major increasing happens from 2023 with the total workers 39. The increasing of labor happen because there`s increasing demand of LeCocotier
products therefore the company increase their production target each year. Even though the number of required machine obtained from sub chapter
3C shows that the required machines is increase during fermentation process. The number of shelves to store nata de coco during fermentation
needed to be added to fulfill the production target. As the number of shelves increases, it is likely that the company to consider adding more operator
as well to handling the fermentation process. The largest number of operator required is in fermentation stations because the operator will not only
work in fermentation process but also in pouring and harvesting process.
In table of indirect workers requirement, it is shown that there is increasing number of workers requirement in every change of stage. As
can be seen that there are only 5 human resource required in pre construction stage and those are the Director, Director Secretary and the Head of
each department exist in pre construction organization structure. These people have important and critical roles in starting up the business and
create a proper business model to ensure the sustainability of business running. They are also responsible in making up vision, mission and strategy
as the guidelines of business activity. These people in this stage are also responsible to brainstorming the ideas in developing the products that the
403
company wants to produce and sell to market. They also required to planning and designing a
well production facility as the company run its main business in manufacturing process where
the most business activity is conducted in production floor. Move to the next stage that is the
early stage, the company starts to do the personnel recruitments to fulfill the needs of each
department in organization structure. Total indirect workers required is 27 which consist of
Director, Director Secretary, Head of each department, and Head of each division, staffs of each
division, and also security guards and office boys. The most staffs required is in research and
development department because the department should consist of integrated personnel who
understand the frameworks of the other department and integrate them in order to develop the
more innovative products. In this department, all staffs are working in the office or in the
laboratory. The company has to do recruitment of three staffs for marketing and maintenance
division. As it is mentioned in table of work load of each department, this number is suitable to
perform the task in the departments. Marketing people must focus in making promoting and
defining strategic marketing plans. While maintenance people must focus in planning
maintenance schedule and ensure that all machines are well maintained. With total 20 machines
owned in production floor, three maintenance staffs are required to perform maintenance in
these machines. The other departments like finance and promotion division requires each 2
staffs to finish the task in each department. In this stage, the company also has to recruit two
security guards and two office boys or cleaning service to help in keeping the company
surrounding secured and the environment clean. Instead of recruiting people for those positions,
the company will make agreement with agency of security guards and office boys to provide
the human resource for the company.
The increasing number of human resource is some departments happen during the
movement to final stage in 2022. The number of staffs in research and development and
marketing department is added because the work load in these two departments will be
increasing as well since the company requires putting more effort in developing more
innovative products and expanding their market area. Personnel in marketing department will
be the key role in expanding the market target and improve the market share. In this stage there
is also additional division such as PPIC and procurement division in production department,
and also customer care and CSR division in public relation department. With the adding of new
division, thus the number of human resource is also required to be added in order to perform
the task in this division. The other division still requires the same number as the previous stage
because the number of people are already sufficient to perform the tasks.
404
The number of workers in direct labors starts increasing at the year 2020, from 29 to 33.
But the major increasing happen from 2023 with the total workers 39. The increasing of labor
4.4
Design Scheme of Worker`s Salary and Compensation

In a company, worker is one of the most important aspect that contribute to the
production process. Worker is needed by the company starting from material procurement until
the products ready to be used or consumed by the consumers. As the return of what they done,
its the company obligation to give proper salary and compensation to the workers. There are
two types of compensations, direct and indirect compensation. Direct compensation is included
of salary, incentive, bonus, and many others, while indirect compensation is the money that
received by the workers for their future life, for the example insurance and pension funding.
In Indonesia, the regulation of payroll system itself has been regulated in which it can
be seen in Peraturan Pemerintah No. 23 Tahun 1955. It regulates the civil servants of Republic
of Indonesia salaries and compensation, that there should four types of compensation which
had to be paid by the company, such as health and life insurances, then consumption and
transportation subsidy, and also eventual compensation such as THR.
The salary and compensation system will be determined using the PDCA Cycle which
is also called as Deming Cycle which is a continuous quality improvement model consisting
out of a logical sequence of four repetitive steps for continuous improvement and learning:
Plan, Do, Check, and Act (iSixSigma, n.d.). PDCA cycle used as an approach to determine the
amount of salary for each employee in the company, regarding that PDCA able to be the tools
which can be used for the workload and responsibility comparison between whole employees
in the company. The following is table which showing definition and tools of PDCA.
Table 4. 37 PDCA Definition and Tools
PDCA
Define
Plan
Do
Identify the problem to be examined

Formulate a specific problem statement to clearly define
the problem
Set measurable and attainable goals
Identify stakeholders and develop necessary
communication channels to communicate and gain
approval
Divide overall system into individual processes map the
process
Brainstorm potential causes for the problem
Collect and analyze data to validate the root cause
Formulate a hypothesis
Verify or revise the original problem statement
Establish experimental success criteria
Design experiment to test hypothesis
Gain stakeholder approval and support for the chosen
solution
Tools
Direct observation of process

Process mapping
Flowcharting
Cause and effect diagrams
Pareto analysis
Design of Experiment (DoE)

On job training
Stakeholder management
and communication
405
PDCA
Check
Action
Define
Implement the experiment/solution on a trial or pilot basis
Gather/analyze data on the solution

Validate hypothesis
If desired goal is achieved, go to Act
Else go to plan, revise hypothesis/problem statement
Identify systemic changes and training needs for full

implementation
Plan ongoing monitoring of the solution
Continuous improvement
Look other improvement opportunities
Tools
Direct observation of
process
Graphical analysis
Control charts
Key performance indicators
Process mapping
Standardization of work and
process
Visual management
Error proofing
Formal training
(Weinstein & Vasovski, 2004)
As mentioned before, PT. Coco Indigene Indonesia will use the PDCA approach to
determine the salary for each workers based on the workloads and responsibilities that they
have. PDCA approach which will be used is by scoring each position in each point of PDCA
(plan, do, check, and action) based on the definition on table above by using 1-4 scales. The
determination of each score for the points are also can be based on the frequencies of working
time. Then, each PDCA points are also indicate such weight to represent the workloads and
responsibilities, as can be seen at the following.
Table 4. 38 Ranking Weight
Weight Salaries Ratio Amount Total Salaries (100%)
5
5 times of UMR
Rp 13,550,000.00
Plan
3
3 times of UMR
Rp 8,130,000.00
Do
2
2 times of UMR
Rp 5,420,000.00
Check
1
1 time of UMR
Rp 2,710,000.00
Action
When the weighted score for each points of the job, then those weighted score will be used as
the scales for determination of salaries. The scales used for the determination of salaries will be shown
in percentage ratio. These percentage ratio then will be multiplied by the salaries ratio for each point in
PDCA, then the total salaries from the multiplication will be determined as the total based salaries for
each employees in the company.
4.4.1
Base Salaries Determination

The determination of bases salaries based on weighted score for each job position which
differentiate according to the phase of industry establishment, can be seen at the following parts.
406
a.
Phase I (Pre Construction and Construction)
Director
Table 4. 39 Director Base Salaries Determination
Director
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
16
100%
Do
9
75%
Check
8
100%
Action
2
50%
Total Salaries
Salaries
Rp
Rp
Rp
Rp
Rp
10,840,000.00
6,097,500.00
5,420,000.00
1,355,000.00
23,712,500.00
Directors Secretary
Table 4. 40 Directors Secretary Base Salaries Determination

Job Position
Director's Secretary
PDCA
Aspects
Plan
Do
Check
Action
Ratio
2 3
Weighted
Score
8
3
4
2
Total Salaries
Percentage
50%
25%
50%
50%
Salaries
Rp
Rp
Rp
Rp
Rp
5,420,000.00
2,032,500.00
2,710,000.00
1,355,000.00
11,517,500.00
Finance Analyst
Table 4. 41 Directors Secretary Base Salaries Determination

Finance Analyst
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
12
75%
Rp
Do
9
75%
Rp
Check
4
50%
Rp
Action
3
75%
Rp
Total Salaries
Rp
Salaries
8,130,000.00
6,097,500.00
2,710,000.00
2,032,500.00
18,970,000.00
Table 4. 42 Research and Development Analyst Base Salaries Determination

Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
12
75%
Rp
8,130,000.00
Do
12
100%
Rp
8,130,000.00
Check
4
50%
Rp
2,710,000.00
Action
1
25%
Rp
677,500.00
Total Salaries
Rp
19,647,500.00
407
Facility Design Analyst

Table 4. 43 Facility Design Analyst Base Salaries Determination
Facility Design Analyst
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
b.
12
6
4
3
Total Salaries
Phase II (Implementation)
75%
50%
50%
75%
Rp
Rp
Rp
Rp
Rp
8,130,000.00
4,065,000.00
2,710,000.00
2,032,500.00
16,937,500.00
In Phase II, there are some additional positions which had been existed in the first phase. That
is why; the followings are only calculate the bases salaries for new job positions in
implementation phases.
Marketing Manager
Table 4. 44 Marketing Manager Base Salaries Determination
Marketing Manager
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
8
50%
Rp
Do
6
50%
Rp
Check
4
50%
Rp
Action
1
25%
Rp
Total Salaries
Rp
Finance Manager
Table 4. 45 Finance Manager Base Salaries Determination
Finance Manager
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
8
50%
Rp
Do
6
50%
Rp
Check
6
75%
Rp
Action
1
25%
Rp
Total Salaries
Rp
Salaries
5,420,000.00
4,065,000.00
2,710,000.00
677,500.00
12,872,500.00
Salaries
5,420,000.00
4,065,000.00
4,065,000.00
677,500.00
14,227,500.00
408
Table 4. 46 Research & Development Manager Base Salaries Determination

Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
25%
6
50%
2
25%
2
50%
Total Salaries
Rp
Rp
Rp
Rp
Rp
2,710,000.00
4,065,000.00
1,355,000.00
1,355,000.00
9,485,000.00
Table 4. 47 Human Resources Development Manager Base Salaries Determination

Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
6
4
1
Total Salaries
Production Manager
25%
50%
50%
25%
Rp
Rp
Rp
Rp
Rp
2,710,000.00
4,065,000.00
2,710,000.00
677,500.00
10,162,500.00
Table 4. 48 Production Manager Base Salaries Determination

Production Manager
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
6
6
2
Total Salaries
Public Relation Manager
25%
50%
75%
50%
Rp
Rp
Rp
Rp
Rp
2,710,000.00
4,065,000.00
4,065,000.00
1,355,000.00
12,195,000.00
Table 4. 49 Public Relation Manager Base Salaries Determination

Public Relation Manager
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
6
2
2
Total Salaries
25%
50%
25%
50%
Rp
Rp
Rp
Rp
Rp
2,710,000.00
4,065,000.00
1,355,000.00
1,355,000.00
9,485,000.00
409
Table 4. 50 Head of Maintenance Division Base Salaries Determination

Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
6
6
1
Total Salaries
0%
50%
75%
25%
Rp
Rp
Rp
Rp
Rp
4,065,000.00
4,065,000.00
677,500.00
8,807,500.00
Table 4. 51 Head of Quality Control Division Base Salaries Determination

Job Position
PDCA
Aspects
Plan
Do
Check
Action

Ratio
Weighted
Percentage
Score
2 3 4
0%
6
50%
6
75%
1
25%
Total Salaries
Salaries
Rp
Rp
Rp
Rp
Rp
4,065,000.00
4,065,000.00
677,500.00
8,807,500.00
Head of Promotion Division
Table 4. 52 Head of Promotion Division Base Salaries Determination

Promotion Head of Division
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
6
4
1
Total Salaries
0%
50%
50%
25%
Rp
Rp
Rp
Rp
Rp
4,065,000.00
2,710,000.00
677,500.00
7,452,500.00
Marketing Staff
Table 4. 53 Marketing Staff Base Salaries Determination

Marketing Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
0%
Do
0%
Check
2
25%
Action
3
75%
Total Salaries
Salaries
Rp
Rp
Rp
Rp
Rp
1,355,000.00
2,032,500.00
3,387,500.00
410
Finance Staff
Table 4. 54 Finance Staff Base Salaries Determination

Finance Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
2
Total Salaries
Research and Development Staff
0%
0%
50%
50%
Salaries
Rp
Rp
Rp
Rp
Rp
2,710,000.00
1,355,000.00
4,065,000.00
Table 4. 55 Research and Development Staff Base Salaries Determination

Research and Development Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
3
2
3
Total Salaries
Human Resources Development Staff
0%
25%
25%
75%
Rp
Rp
Rp
Rp
Rp
2,032,500.00
1,355,000.00
2,032,500.00
5,420,000.00
Table 4. 56 Human Resources Development Staff Base Salaries Determination

Human Resources Development Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
2
3
Total Salaries
0%
0%
25%
75%
Rp
Rp
Rp
Rp
Rp
Maintenance Staff
Table 4. 57 Maintenance Staff Base Salaries Determination

Maintenance Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
1,355,000.00
2,032,500.00
3,387,500.00
4
2
Total Salaries
0%
0%
50%
50%
Rp
Rp
Rp
Rp
Rp
Salaries
2,710,000.00
1,355,000.00
4,065,000.00
411
Quality Control Staff
Table 4. 58 Quality Control Staff Base Salaries Determination

Quality Control Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
2
Total Salaries
Promotion Staff
0%
0%
50%
50%
Rp
Rp
Rp
Rp
Rp
Table 4. 59 Promotion Staff Base Salaries Determination

Promotion Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
0%
Rp
Do
0%
Rp
Check
2
25%
Rp
Action
3
75%
Rp
Total Salaries
Rp
c.
2,710,000.00
1,355,000.00
4,065,000.00
Salaries
1,355,000.00
2,032,500.00
3,387,500.00
Phase III (Development)

Similar with the previous phase, the determination of bases salaries by using PDCA in this
phase is only focus on the new positions which had not been existed before. It was so,
regarding that the existed job positions in the company defined in previous phase still existed
in the next phase, and the salaries amount determination can by using previous phase
calculation. So, the new job position bases salaries determination in the development phase
are as follow.
Table 4. 60 Head of Customer Care Division Base Salaries Determination

Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
2
3
Total Salaries
0%
0%
25%
75%
Rp
Rp
Rp
Rp
Rp
1,355,000.00
2,032,500.00
3,387,500.00
Head of Corporate Social Responsibility Division
Table 4. 61 Head of CSR Division Base Salaries Determination

Head of CSR Division
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
0%
Rp
412
Job Position
PDCA
Aspects
Do
Check
Action

Ratio
Weighted
Percentage
Score
2 3 4
2
3
Total Salaries
0%
25%
75%
Salaries
Rp
Rp
Rp
Rp
1,355,000.00
2,032,500.00
3,387,500.00
Table 4. 62 Head of PPIC Division Base Salaries Determination

Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
4
25%
Rp
2,710,000.00
Do
0%
Rp
Check
2
25%
Rp
1,355,000.00
Action
3
75%
Rp
2,032,500.00
Total Salaries
Rp
6,097,500.00
Table 4. 63 Head of Procurement Division Base Salaries Determination

Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
25%
0%
25%
50%
2
2
Total Salaries
Head of Logistics and Distribution Division
Rp
Rp
Rp
Rp
Rp
2,710,000.00
1,355,000.00
1,355,000.00
5,420,000.00
Table 4. 64 Head of Logistics and Distribution Division Base Salaries Determination

Head of Logistics and Distribution Division
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
2
Total Salaries
0%
0%
50%
50%
Rp
Rp
Rp
Rp
Rp
2,710,000.00
1,355,000.00
4,065,000.00
413
Customer Care Staff
Table 4. 65 Customer Care Staff Base Salaries Determination

Customer Care Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
Total Salaries
0%
0%
0%
100%
Rp
Rp
Rp
Rp
Rp
Salaries
2,710,000.00
2,710,000.00
Corporate Social Responsibility Staff
Table 4. 66 Corporate Social Responsibility Staff Base Salaries Determination

CSR Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
4
Total Salaries
0%
0%
0%
100%
Rp
Rp
Rp
Rp
Rp
PPIC Staff
Table 4. 67 PPIC Staff Base Salaries Determination

PPIC Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
0%
Do
3
25%
Check
0%
Action
4
100%
Total Salaries
Procurement Staff
Salaries
Rp
Rp
Rp
Rp
Rp
Table 4. 68 Procurement Staff Base Salaries Determination

Procurement Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
2,710,000.00
2,710,000.00
3
4
Total Salaries
0%
25%
0%
100%
Rp
Rp
Rp
Rp
Rp
2,032,500.00
2,710,000.00
4,742,500.00
Salaries
2,032,500.00
2,710,000.00
4,742,500.00
414
Logistics and Distribution Staff
Table 4. 69 Logistics and Distribution Staff Base Salaries Determination

Logistics and Distribution Staff
Job Position
Ratio
PDCA
Weighted
Percentage
Salaries
Aspects 1 2 3 4
Score
Plan
Do
Check
Action
2
3
Total Salaries
0%
0%
25%
75%
Rp
Rp
Rp
Rp
Rp
1,355,000.00
2,032,500.00
3,387,500.00
415
The next step is determine the total salary for each position in every phase. Besides the base salary, there are several subsidy which given
monthly or once a year. According to Peraturan Pemerintah No. 14 Tahun 1993 which regulates about the percentages of salaries determination
for workers compensations, such as life insurances for about 1.74% and health subsidy for 6%. However, PT. Coco Indigene Indonesia also gives
the workers compensations for monthly consumptions and transportation subsidy in 8% of the bases salaries amount. From these all involvement,
the total salaries which had to be paid by the company can be determined. The calculation of total salaries for each job position in each phase are
can be seen at the following table.
Table 4. 70 Salary Determination for the Workers during Pre-Construction and Construction Phases
No.
Job Position
Director
Director's
Secretary
Finance Analyst
R & DAnalyst
2
3
4
Facility Design
Analyst
Health Subsidy
Life Insurance
Consumption
Subsidy
Rp23,712,500.00
6%
Rp1,422,750.00
1.74%
Rp 412,597.50
8%
Rp 1,897,000.00
8%
Rp 1,897,000.00
Eventual
Subsidy
(THR/once a
year)
100%
Rp23,712,500.00
Rp11,517,500.00
Rp 691,050.00
Rp 200,404.50
Rp 921,400.00
Rp 921,400.00
Rp11,517,500.00
Rp14,251,754.50
Rp182,538,554.00
Rp18,970,000.00
Rp19,647,500.00
Rp1,138,200.00
Rp1,178,850.00
Rp 330,078.00
Rp 341,866.50
Rp 1,517,600.00
Rp 1,571,800.00
Rp 1,517,600.00
Rp 1,571,800.00
Rp18,970,000.00
Rp19,647,500.00
Rp23,473,478.00
Rp24,311,816.50
Rp300,651,736.00
Rp311,389,298.00
Rp16,937,500.00
Rp1,016,250.00
Rp 294,712.50
Rp 1,355,000.00
Rp 1,355,000.00
Rp16,937,500.00
Rp20,958,462.50
Rp268,439,050.00
Total Salaries
(Monthly)
Annual Salaries
Bases Salaries
Transportation
Subsidy
Total Salaries
(Monthly)
Annual Salaries
Rp29,341,847.50
Rp375,814,670.00
Table 4. 71 Salary Determination for the Workers during Implementation Phase

No.
1
2
3
4
Job Position
Director
Director's
Secretary
Marketing
Manager
Finance Manager
Health Subsidy
Life Insurance
6%
1.74%
Rp23,712,500.00
Rp1,422,750.00
Rp 412,597.50
Rp11,517,500.00
Rp 691,050.00
Rp 200,404.50
Rp12,872,500.00
Rp 772,350.00
Rp 223,981.50
Rp14,227,500.00
Rp 853,650.00
Rp 247,558.50
Bases Salaries
Consumption
Subsidy
Transportation
Subsidy
8%
Rp
1,897,000.00
Rp
921,400.00
Rp
1,029,800.00
Rp 1,138,200.00
8%
Rp
1,897,000.00
Rp
921,400.00
Rp
1,029,800.00
Rp 1,138,200.00
Eventual
Subsidy
(THR/once a
year)
100%
Rp
23,712,500.00
Rp
11,517,500.00
Rp
12,872,500.00
Rp14,227,500.00
Rp
29,341,847.50
Rp
14,251,754.50
Rp
15,928,431.50
Rp17,605,108.50
Rp375,814,670.00
Rp182,538,554.00
Rp204,013,678.00
Rp225,488,802.00
416
No.
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Job Position
R&D Manager
HRD Manager
Production
Manager
PR Manager
Head of
Maintenance
Division
Head of QC
Division
Head of
Promotion
Division
Marketing Staff
Finance Staff
R&D Staff
HRD Staff
Maintenance
Staff
QC Staff
Promotion Staff
Security Guards
Office Boys
Health Subsidy
Life Insurance
Consumption
Subsidy
Rp 9,485,000.00
Rp10,162,500.00
6%
Rp 569,100.00
Rp 609,750.00
1.74%
Rp 165,039.00
Rp 176,827.50
8%
Rp 758,800.00
Rp 813,000.00
8%
Rp 758,800.00
Rp 813,000.00
Eventual
Subsidy
(THR/once a
year)
100%
Rp 9,485,000.00
Rp10,162,500.00
Rp12,195,000.00
Rp 731,700.00
Rp 212,193.00
Rp 975,600.00
Rp 975,600.00
Rp12,195,000.00
Rp15,090,093.00
Rp193,276,116.00
Rp 9,485,000.00
Rp 569,100.00
Rp 165,039.00
Rp 758,800.00
Rp 758,800.00
Rp 9,485,000.00
Rp11,736,739.00
Rp150,325,868.00
Rp 8,807,500.00
Rp 528,450.00
Rp 153,250.50
Rp 704,600.00
Rp 704,600.00
Rp 8,807,500.00
Rp10,898,400.50
Rp139,588,306.00
Rp 8,807,500.00
Rp 528,450.00
Rp 153,250.50
Rp 704,600.00
Rp 704,600.00
Rp 8,807,500.00
Rp10,898,400.50
Rp139,588,306.00
Rp 7,452,500.00
Rp 447,150.00
Rp 129,673.50
Rp 596,200.00
Rp 596,200.00
Rp 7,452,500.00
Rp 9,221,723.50
Rp118,113,182.00
Rp 3,387,500.00
Rp 4,065,000.00
Rp 5,420,000.00
Rp 3,387,500.00
Rp
Rp
Rp
Rp
203,250.00
243,900.00
325,200.00
203,250.00
Rp
Rp
Rp
Rp
58,942.50
70,731.00
94,308.00
58,942.50
Rp
Rp
Rp
Rp
Rp
Rp
Rp
Rp
271,000.00
325,200.00
433,600.00
271,000.00
Rp 3,387,500.00
Rp 4,065,000.00
Rp 5,420,000.00
Rp 3,387,500.00
Rp 4,191,692.50
Rp 5,030,031.00
Rp 6,706,708.00
Rp 4,191,692.50
Rp
Rp
Rp
Rp
Rp 4,065,000.00
Rp 243,900.00
Rp
70,731.00
Rp 325,200.00
Rp 325,200.00
Rp 4,065,000.00
Rp 5,030,031.00
Rp 64,425,372.00
Rp 4,065,000.00
Rp 3,387,500.00
Rp 2,710,000.00
Rp 2,710,000.00
Rp
Rp
Rp
Rp
Rp
Rp
Rp
Rp
70,731.00
58,942.50
47,154.00
47,154.00
Rp
Rp
Rp
Rp
Rp
Rp
Rp
Rp
Rp 4,065,000.00
Rp 3,387,500.00
Rp 2,710,000.00
Rp 2,710,000.00
Rp 5,030,031.00
Rp 4,191,692.50
Rp 3,353,354.00
Rp 3,353,354.00
Rp
Rp
Rp
Rp
Bases Salaries
243,900.00
203,250.00
162,600.00
162,600.00
271,000.00
325,200.00
433,600.00
271,000.00
325,200.00
271,000.00
216,800.00
216,800.00
Transportation
Subsidy
325,200.00
271,000.00
216,800.00
216,800.00
Total Salaries
(Monthly)
Annual Salaries
Rp11,736,739.00
Rp12,575,077.50
Rp150,325,868.00
Rp161,063,430.00
53,687,810.00
64,425,372.00
85,900,496.00
53,687,810.00
64,425,372.00
53,687,810.00
42,950,248.00
42,950,248.00
417
Table 4. 72 Salary Determination for the Workers during Implementation Phase

Health Subsidy
Life Insurance
Consumption
Subsidy
Rp23,712,500.00
6%
Rp 1,422,750.00
1.74%
Rp 412,597.50
8%
Rp 1,897,000.00
8%
Rp 1,897,000.00
Eventual
Subsidy
(THR/once a
year)
100%
Rp23,712,500.00
Rp11,517,500.00
Rp 691,050.00
Rp 200,404.50
Rp
Rp
921,400.00
Rp11,517,500.00
Rp14,251,754.50
Rp182,538,554.00
Rp12,872,500.00
Rp 772,350.00
Rp 223,981.50
Rp 1,029,800.00
Rp 1,029,800.00
Rp12,872,500.00
Rp15,928,431.50
Rp204,013,678.00
Rp14,227,500.00
Rp 9,485,000.00
Rp10,162,500.00
Rp 853,650.00
Rp 569,100.00
Rp 609,750.00
Rp 247,558.50
Rp 165,039.00
Rp 176,827.50
Rp 1,138,200.00
Rp 758,800.00
Rp 813,000.00
Rp 1,138,200.00
Rp 758,800.00
Rp 813,000.00
Rp14,227,500.00
Rp 9,485,000.00
Rp10,162,500.00
Rp17,605,108.50
Rp11,736,739.00
Rp12,575,077.50
Rp225,488,802.00
Rp150,325,868.00
Rp161,063,430.00
Rp12,195,000.00
Rp 731,700.00
Rp 212,193.00
Rp
975,600.00
Rp
975,600.00
Rp12,195,000.00
Rp15,090,093.00
Rp193,276,116.00
Rp 9,485,000.00
Rp 569,100.00
Rp 165,039.00
Rp
758,800.00
Rp
758,800.00
Rp 9,485,000.00
Rp11,736,739.00
Rp150,325,868.00
Rp 8,807,500.00
Rp 528,450.00
Rp 153,250.50
Rp
704,600.00
Rp
704,600.00
Rp 8,807,500.00
Rp10,898,400.50
Rp139,588,306.00
Rp 8,807,500.00
Rp 528,450.00
Rp 153,250.50
Rp
704,600.00
Rp
704,600.00
Rp 8,807,500.00
Rp10,898,400.50
Rp139,588,306.00
Rp 6,097,500.00
Rp 365,850.00
Rp 106,096.50
Rp
487,800.00
Rp
487,800.00
Rp 6,097,500.00
Rp 7,545,046.50
Rp 96,638,058.00
Rp 5,420,000.00
Rp 325,200.00
Rp
94,308.00
Rp
433,600.00
Rp
433,600.00
Rp 5,420,000.00
Rp 6,706,708.00
Rp 85,900,496.00
Rp 4,065,000.00
Rp 243,900.00
Rp
70,731.00
Rp
325,200.00
Rp
325,200.00
Rp 4,065,000.00
Rp 5,030,031.00
Rp 64,425,372.00
Rp 3,387,500.00
Rp 203,250.00
Rp
58,942.50
Rp
271,000.00
Rp
271,000.00
Rp 3,387,500.00
Rp 4,191,692.50
Rp 53,687,810.00
Rp 3,387,500.00
Rp 203,250.00
Rp
58,942.50
Rp
271,000.00
Rp 271,000.00
Rp 3,387,500.00
Rp 4,191,692.50
Rp 53,687,810.00
Rp 3,387,500.00
Rp 4,065,000.00
Rp 5,420,000.00
Rp 203,250.00
Rp 243,900.00
Rp 325,200.00
Rp
Rp
Rp
58,942.50
70,731.00
94,308.00
Rp
Rp
Rp
271,000.00
325,200.00
433,600.00
Rp 271,000.00
Rp 325,200.00
Rp 433,600.00
Rp 3,387,500.00
Rp 4,065,000.00
Rp 5,420,000.00
Rp 4,191,692.50
Rp 5,030,031.00
Rp 6,706,708.00
Rp 53,687,810.00
Rp 64,425,372.00
Rp 85,900,496.00
No.
Job Position
Bases Salaries
Director
Director's
Secretary
Marketing
Manager
Finance Manager
R&D Manager
HRD Manager
Production
Manager
PR Manager
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Head of
Maintenance
Division
Head of QC
Division
Head of PPIC
Division
Head of
Procurement
Division
Head of Logistics
and Distribution
Division
Head of
Customer Care
Division
Head of CSR
Division
Marketing Staff
Finance Staff
R&D Staff
921,400.00
Transportation
Subsidy
Total Salaries
(Monthly)
Annual Salaries
Rp29,341,847.50
Rp375,814,670.00
418
Health Subsidy
Life Insurance
Rp 3,387,500.00
6%
Rp 203,250.00
Rp
1.74%
58,942.50
Rp
8%
271,000.00
Rp
8%
271,000.00
Eventual
Subsidy
(THR/once a
year)
100%
Rp 3,387,500.00
Rp 4,065,000.00
Rp 243,900.00
Rp
70,731.00
Rp
325,200.00
Rp
325,200.00
Rp 4,065,000.00
Rp 5,030,031.00
Rp 64,425,372.00
Rp 4,065,000.00
Rp 4,742,500.00
Rp 243,900.00
Rp 284,550.00
Rp
Rp
70,731.00
82,519.50
Rp
Rp
325,200.00
379,400.00
Rp
Rp
325,200.00
379,400.00
Rp 4,065,000.00
Rp 4,742,500.00
Rp 5,030,031.00
Rp 5,868,369.50
Rp 64,425,372.00
Rp 75,162,934.00
Rp 4,742,500.00
Rp 284,550.00
Rp
82,519.50
Rp
379,400.00
Rp
379,400.00
Rp 4,742,500.00
Rp 5,868,369.50
Rp 75,162,934.00
Rp 3,387,500.00
Rp 203,250.00
Rp
58,942.50
Rp
271,000.00
Rp
271,000.00
Rp 3,387,500.00
Rp 4,191,692.50
Rp 53,687,810.00
Rp 2,710,000.00
Rp 162,600.00
Rp
47,154.00
Rp
216,800.00
Rp
216,800.00
Rp 2,710,000.00
Rp 3,353,354.00
Rp 42,950,248.00
Rp 2,710,000.00
Rp 2,710,000.00
Rp 2,710,000.00
Rp 162,600.00
Rp 162,600.00
Rp 162,600.00
Rp
Rp
Rp
47,154.00
47,154.00
47,154.00
Rp
Rp
Rp
216,800.00
216,800.00
216,800.00
Rp
Rp
Rp
216,800.00
216,800.00
216,800.00
Rp 2,710,000.00
Rp 2,710,000.00
Rp 2,710,000.00
Rp 3,353,354.00
Rp 3,353,354.00
Rp 3,353,354.00
Rp 42,950,248.00
Rp 42,950,248.00
Rp 42,950,248.00
No.
Job Position
Bases Salaries
19
HRD Staff
Maintenance
Staff
QC Staff
PPIC Staff
Procurement
Staff
Logistics and
Distribution Staff
Customer Care
Staff
CSR Staff
Security Guards
Office Boys
20
21
22
23
24
25
26
27
28
Consumption
Subsidy
Transportation
Subsidy
Total Salaries
(Monthly)
Annual Salaries
Rp 4,191,692.50
Rp 53,687,810.00
When all the job position salaries had been determined as can be seen at the table above, then the estimation cost spent by the company
for the workers wages for each phases are can be determined. The cost spent estimation influenced by the annual salaries for each job position and
also the number of workers who allocated for the position. Regarding that the calculation above are according to current condition, and the
estimation of salaries cost will be conducted until the third phase of the company establishment, which is 2025, then inflation rate will be used as
the consideration too. According to Bank Indonesia website, the inflation rate from August 2013 until March 2015 were varied with the mean
tendency in 6.95%. This average inflation rate will be used to estimate the future cost required for employee salaries in the company. Following
table will show the total cost required by the company for each year for the employee annual wages from Pre-Construction until the Development
Phases.
419
Phase I
No.
Job Position
#
Workers
Phase II
2015
2016
Rp
375,814,670.00
Rp
182,538,554.00
Rp
401,933,789.57
Rp
195,224,983.50
# Workers
1
2017
2018
2019
2020
2021
Rp
429,868,187.94
Rp
208,793,119.86
Rp
459,744,027.00
Rp
223,304,241.69
Rp
491,696,236.88
Rp
238,823,886.48
Rp
525,869,125.34
Rp
255,422,146.59
Rp
562,417,029.55
Rp
273,173,985.78
Director
Director's
Secretary
Finance
Analyst
Rp
300,651,736.00
Rp
321,547,031.65
Rp
343,894,550.35
Rp
367,795,221.60
Rp
393,356,989.50
Rp
420,695,300.27
Rp
449,933,623.64
R&D
Analyst
Rp
311,389,298.00
Rp
333,030,854.21
Rp
356,176,498.58
Rp
380,930,765.23
Rp
407,405,453.41
Rp
435,720,132.43
Rp
466,002,681.63
Facility
Design
Analyst
Rp
268,439,050.00
Rp
287,095,563.98
Rp
307,048,705.67
Rp
328,388,590.72
Rp
351,211,597.77
Rp
375,620,803.82
Rp
401,726,449.68
Marketing
Manager
Rp
204,013,678.00
Rp
218,192,628.62
Rp
233,357,016.31
Rp
249,575,328.94
Rp
266,920,814.31
Rp
285,471,810.90
Rp
305,312,101.76
Finance
Manager
Rp
225,488,802.00
Rp
241,160,273.74
Rp
257,920,912.76
Rp
275,846,416.20
Rp
295,017,742.13
Rp
315,521,475.20
Rp
337,450,217.73
R&D
Manager
Rp
150,325,868.00
Rp
160,773,515.83
Rp
171,947,275.18
Rp
183,897,610.80
Rp
196,678,494.75
Rp
210,347,650.14
Rp
224,966,811.82
HRD
Manager
Rp
161,063,430.00
Rp
172,257,338.39
Rp
184,229,223.40
Rp
197,033,154.43
Rp
210,726,958.66
Rp
225,372,482.29
Rp
241,035,869.81
10
Production
Manager
11
PR Manager
Rp
193,276,116.00
Rp
150,325,868.00
Rp
206,708,806.06
Rp
160,773,515.83
Rp
221,075,068.08
Rp
171,947,275.18
Rp
236,439,785.32
Rp
183,897,610.80
Rp
252,872,350.39
Rp
196,678,494.75
Rp
270,446,978.75
Rp
210,347,650.14
Rp
289,243,043.77
Rp
224,966,811.82
12
Head of
Promotion
Division
Rp
118,113,182.00
Rp
126,322,048.15
Rp
135,101,430.50
Rp
144,490,979.91
Rp
154,533,103.02
Rp
165,273,153.68
Rp
176,759,637.86
13
Head of
Maintenance
Division
Rp
139,588,306.00
Rp
149,289,693.27
Rp
159,665,326.95
Rp
170,762,067.17
Rp
182,630,030.84
Rp
195,322,817.98
Rp
208,897,753.83
14
Head of QC
Division
Rp
139,588,306.00
Rp
149,289,693.27
Rp
159,665,326.95
Rp
170,762,067.17
Rp
182,630,030.84
Rp
195,322,817.98
Rp
208,897,753.83
15
Head of
PPIC
Division
Rp
96,638,058.00
Rp
103,354,403.03
Rp
110,537,534.04
Rp
118,219,892.66
Rp
126,436,175.20
Rp
135,223,489.37
Rp
144,621,521.88
16
Head of
Procurement
Division
Rp
85,900,496.00
Rp
91,870,580.47
Rp
98,255,585.81
Rp
105,084,349.03
Rp
112,387,711.29
Rp
120,198,657.22
Rp
128,552,463.90
1
-
420
Phase I
No.
17
18
19
20
21
22
Job Position
Head of
Logistics
and
Distribution
Division
Head of
Customer
Care
Division
Head of
CSR
Division
Promotion
Staff
Marketing
Staff
Finance
Staff
2015
2016
# Workers
2017
2018
2019
2020
2021
Rp
64,425,372.00
Rp
68,902,935.35
Rp
73,691,689.36
Rp
78,813,261.77
Rp
84,290,783.46
Rp
90,148,992.92
Rp
96,414,347.92
Rp
53,687,810.00
Rp
57,419,112.80
Rp
61,409,741.13
Rp
65,677,718.14
Rp
70,242,319.55
Rp
75,124,160.76
Rp
80,345,289.94
Rp
53,687,810.00
Rp
57,419,112.80
Rp
61,409,741.13
Rp
65,677,718.14
Rp
70,242,319.55
Rp
75,124,160.76
Rp
80,345,289.94
Rp
53,687,810.00
Rp
57,419,112.80
Rp
61,409,741.13
Rp
65,677,718.14
Rp
70,242,319.55
Rp
75,124,160.76
Rp
80,345,289.94
Rp
53,687,810.00
Rp
64,425,372.00
Rp
85,900,496.00
Rp
53,687,810.00
Rp
64,425,372.00
Rp
64,425,372.00
Rp
75,162,934.00
Rp
75,162,934.00
Rp
57,419,112.80
Rp
68,902,935.35
Rp
91,870,580.47
Rp
57,419,112.80
Rp
68,902,935.35
Rp
68,902,935.35
Rp
80,386,757.91
Rp
80,386,757.91
Rp
61,409,741.13
Rp
73,691,689.36
Rp
98,255,585.81
Rp
61,409,741.13
Rp
73,691,689.36
Rp
73,691,689.36
Rp
85,973,637.59
Rp
85,973,637.59
Rp
65,677,718.14
Rp
78,813,261.77
Rp
105,084,349.03
Rp
65,677,718.14
Rp
78,813,261.77
Rp
78,813,261.77
Rp
91,948,805.40
Rp
91,948,805.40
Rp
70,242,319.55
Rp
84,290,783.46
Rp
112,387,711.29
Rp
70,242,319.55
Rp
84,290,783.46
Rp
84,290,783.46
Rp
98,339,247.38
Rp
98,339,247.38
Rp
75,124,160.76
Rp
90,148,992.92
Rp
120,198,657.22
Rp
75,124,160.76
Rp
90,148,992.92
Rp
90,148,992.92
Rp
105,173,825.07
Rp
105,173,825.07
Rp
80,345,289.94
Rp
96,414,347.92
Rp
128,552,463.90
Rp
80,345,289.94
Rp
96,414,347.92
Rp
96,414,347.92
Rp
112,483,405.91
Rp
112,483,405.91
Rp
53,687,810.00
Rp
57,419,112.80
Rp
61,409,741.13
Rp
65,677,718.14
Rp
70,242,319.55
Rp
75,124,160.76
Rp
80,345,289.94
Rp
42,950,248.00
Rp
42,950,248.00
Rp
42,950,248.00
Rp
42,950,248.00
Rp
45,935,290.24
Rp
45,935,290.24
Rp
45,935,290.24
Rp
45,935,290.24
Rp
49,127,792.91
Rp
49,127,792.91
Rp
49,127,792.91
Rp
49,127,792.91
Rp
52,542,174.51
Rp
52,542,174.51
Rp
52,542,174.51
Rp
52,542,174.51
Rp
56,193,855.64
Rp
56,193,855.64
Rp
56,193,855.64
Rp
56,193,855.64
Rp
60,099,328.61
Rp
60,099,328.61
Rp
60,099,328.61
Rp
60,099,328.61
Rp
64,276,231.95
Rp
64,276,231.95
Rp
64,276,231.95
Rp
64,276,231.95
23
R&D Staff
24
HRD Staff
25
Maintenance
Staff
26
QC Staff
27
PPIC Staff
28
29
30
Procurement
Staff
Logistics
and
Distribution
Staff
Customer
Care Staff
Phase II
#
Workers
31
CSR Staff
32
Security
Guards
33
Office Boys
3
2
4
2
3
2
-
2
2
421
Phase I
No.
Job Position
TOTAL
Phase II
#
Workers
2015
2016
# Workers
2017
2018
2019
2020
2021
Rp
4,091,011,122.0
0
Rp
4,375,336,394.98
32
Rp
4,679,422,274.43
Rp
5,004,642,122.50
Rp
5,352,464,750.02
Rp
5,724,461,050.14
Rp 6,122,311,093.13
Table 4. 74 Total Cost Required for Annual Employee Wages in PT. Coco Indigene Indonesia (Contd)
Phase III
No.
Job Position
#
Workers
1
Rp
601,505,013.11
Rp
643,309,611.52
Rp
688,019,629.52
Rp
735,836,993.77
2022
2023
2024
2025
Director
Director's
Secretary
Rp
292,159,577.79
Rp
312,464,668.45
Rp
334,180,962.91
Rp
357,406,539.83
Finance
Analyst
Rp
481,204,010.49
Rp
514,647,689.21
Rp
550,415,703.61
Rp
588,669,595.02
R&D
Analyst
Rp
498,389,868.00
Rp
533,027,963.83
Rp
570,073,407.31
Rp
609,693,509.12
Facility
Design
Analyst
Rp
429,646,437.93
Rp
459,506,865.37
Rp
491,442,592.51
Rp
525,597,852.69
Marketing
Manager
Rp
326,531,292.83
Rp
349,225,217.68
Rp
373,496,370.31
Rp
399,454,368.05
Finance
Manager
Rp
360,903,007.86
Rp
385,985,766.91
Rp
412,811,777.71
Rp
441,502,196.26
R&D
Manager
Rp
240,602,005.24
Rp
257,323,844.61
Rp
275,207,851.81
Rp
294,334,797.51
HRD
Manager
Rp
257,787,862.76
Rp
275,704,119.22
Rp
294,865,555.51
Rp
315,358,711.62
10
Production
Manager
Rp
309,345,435.31
Rp
330,844,943.07
Rp
353,838,666.61
Rp
378,430,453.94
422
Phase III
No.
Job Position
11
PR Manager
12
#
Workers
1
Rp
240,602,005.24
Rp
257,323,844.61
Rp
275,207,851.81
Rp
294,334,797.51
Head of
Promotion
Division
Rp
189,044,432.69
Rp
202,183,020.76
Rp
216,234,740.71
Rp
231,263,055.18
13
Head of
Maintenance
Division
Rp
223,416,147.73
Rp
238,943,569.99
Rp
255,550,148.11
Rp
273,310,883.40
14
Head of QC
Division
Rp
223,416,147.73
Rp
238,943,569.99
Rp
255,550,148.11
Rp
273,310,883.40
15
Head of
PPIC
Division
Rp
154,672,717.66
Rp
165,422,471.53
Rp
176,919,333.30
Rp
189,215,226.97
16
Head of
Procurement
Division
Rp
137,486,860.14
Rp
147,042,196.92
Rp
157,261,629.60
Rp
168,191,312.86
Rp
103,115,145.10
Rp
110,281,647.69
Rp
117,946,222.20
Rp
126,143,484.65
Rp
85,929,287.59
Rp
91,901,373.07
Rp
98,288,518.50
Rp
105,119,570.54
Rp
85,929,287.59
Rp
91,901,373.07
Rp
98,288,518.50
Rp
105,119,570.54
Rp
85,929,287.59
Rp
91,901,373.07
Rp
98,288,518.50
Rp
105,119,570.54
Rp
85,929,287.59
Rp
91,901,373.07
Rp
98,288,518.50
Rp
105,119,570.54
Rp
103,115,145.10
Rp
110,281,647.69
Rp
117,946,222.20
Rp
126,143,484.65
5
2
Rp
Rp
137,486,860.14
85,929,287.59
Rp
Rp
147,042,196.92
91,901,373.07
Rp
Rp
157,261,629.60
98,288,518.50
Rp
Rp
168,191,312.86
105,119,570.54
17
18
19
20
21
22
23
24
Head of
Logistics
and
Distribution
Division
Head of
Customer
Care
Division
Head of
CSR
Division
Promotion
Staff
Marketing
Staff
Finance
Staff
R&D Staff
HRD Staff
2022
2023
2024
2025
25
Maintenance
Staff
Rp
103,115,145.10
Rp
110,281,647.69
Rp
117,946,222.20
Rp
126,143,484.65
26
27
QC Staff
PPIC Staff
2
2
Rp
Rp
103,115,145.10
120,301,002.62
Rp
Rp
110,281,647.69
128,661,922.30
Rp
Rp
117,946,222.20
137,603,925.90
Rp
Rp
126,143,484.65
147,167,398.75
Rp
120,301,002.62
Rp
128,661,922.30
Rp
137,603,925.90
Rp
147,167,398.75
Rp
85,929,287.59
Rp
91,901,373.07
Rp
98,288,518.50
Rp
105,119,570.54
Rp
68,743,430.07
Rp
73,521,098.46
Rp
78,630,814.80
Rp
84,095,656.43
28
29
30
Procurement
Staff
Logistics
and
Distribution
Staff
Customer
Care Staff
31
CSR Staff
Rp
68,743,430.07
Rp
73,521,098.46
Rp
78,630,814.80
Rp
84,095,656.43
32
Security
Guards
Rp
68,743,430.07
Rp
73,521,098.46
Rp
78,630,814.80
Rp
84,095,656.43
33
Office Boys
Rp
68,743,430.07
Rp
73,521,098.46
Rp
78,630,814.80
Rp
84,095,656.43
45
Rp 6,547,811,714.10
TOTAL
Rp 7,002,884,628.23
Rp 7,489,585,109.89
Rp 8,010,111,275.03
423
4.5
Legal Aspect
In a business start-up, there are various legal responsibilities that the company should
consider. It is to protect the business and avoid costly penalties. This subchapter will explain
about the aspects that should be fulfill as the requirements to build a company.
4.5.1 Form of Business Entities
To make sure that a business can run smoothly, a company needs a place so it can do
transaction legally. In Indonesia there are three business form, which are Perseroan Terbatas
(PT), Comanditaire Vennootschap (CV), and Firma. The comparison between those three types
that used as the consideration to choose PT. Coco Indigene Indonesia business form presented
on the following table.
Table 4. 75 Ranking Position
No
Differentiator
Business Form
Legal Basis
Business
Founders
Companys
Name
Perseroan Terbatas
(PT)
Comanditaire
Vennootschap (CV),
Firm
The most popular

business form in
Indonesia.
Number two business forms

that widely used by SME.
Usually formed and

founded by people who
have the same profession or
interrelated.
Non incorporated business

form.
Non incorporated business

form.
There is no regulation that

particularly regulate the CV
establishment.
There is no regulation that

particularly regulate the
Firma establishment.
The minimum number of

founder is two.
Founders are Indonesian.

founder is two.
Founders consists of active

founder (directors) that
fully responsible on
business activities and
passive founders (limited
partnership) which only
responsible for the number
of stock deposited to the
company.
Founder are consist of

members (partnership) that
have joint responsibilities
and each member has their
own authority to represent
the company in conducting
business activities,
including took upon all the
risk together.
There is no regulations that

particularly regulate the use
of CV name
It is possible there are more
than one companies that
have the same name

particularly regulate the use
of Firma name
It is possible there are more
than one companies that
have the same name
Widely used for small,

middle, and large
company.
PT is incorporated
business form.
Business establishment
should be based on
Undang-Undang PT
Nomor 40 Tahun 2007
about Perseroan Terbatas.
founder is two.
Foreign citizens can
becomes the founder for
company in order Foreign
Direct Investment (FDI).
Founders should take
some part of stock when
the company already
established.
After PT got a status as a
legal entity based on UU,
all the risk that may occur
becomes the company
responsibilities not
personal responsibilities
of the founders.
The uses of PT name
regulated on UU PT no
40 year 2007.
PT should be put first that
stands for PERSEROAN
TERBATAS.
424
No
Differentiator
Perseroan Terbatas
(PT)
Companys name should
be different with other
existing PT.
Based on UU No. 40 year
2007 company capital
determined as follows:
Initial capital at least

Rp.50.000.000, and 25%
of it should be already
deposited by the company
founders as the
Company Capital
stockholder
Source of Capital:
The stockholder can be
from private (individual,
business entities),
government, foreign
citizens, foreign business
entities or foreign
government.
PT can do all of the
business activities based
on the purposes and
objectives of the
companys types such as:
PT non facilities
(trade, development,
industry, mining, land
transportation,
agriculture, printing,
workshop and
services.
PT PMA Facilities
PT PMDN Facilities
PT Government
Business Fields
Owned Facilities
PT Non-Banking
Financial Institution
PT Special Business
(forwarding,
Corporate Press, film
and video recording,
private radio
broadcasting, tourism,
commercial air
transportation,
unloading company,
cargo ship expedition,
expedition air cargo
ships and sailing
Comanditaire
Vennootschap (CV),
Firm

regulate the initial capital,
placed capital or deposited
capital.
It means that there is no
shareholding on CV articles
of association.
The amount of capital
determined and recorded
separately by the founders

regulate the initial capital,
placed capital or deposited
capital.
It means that there is no
shareholding on CV articles
of association.
The amount of capital
determined and recorded
separately by the founders
Source of Capital:
The stockholders are private
on certificate not mentioned
the initial capital, placed
capital or deposited capital.
Source of Capital:
The stockholders are
private on certificate not
mentioned the initial
capital, placed capital or
deposited capital.
CV only can do limited

business activities on trade,
contractor, industry,
overhaul, agriculture,
printing, and services.
Firma usually built to do

business activities based on
the founders professions or
skills and usually do
services business activities.
Based on the comparisons of different types of business entities above, PT. Coco
Indigene Indonesia choose PT or Perseroan Terbatas as its Business form. First consideration
to choose PT because compared with other business form, it is the most business form that keep
the security to do business because it is protected by law. As a big company and hoped to
425
becomes world class company, security is important. Seen from the stockholder, it allows
private investor, foreign investor, and government, to invest on the company. Thus, it allows
the company to grow bigger. Besides, the wealth of the founders or stockholders are separated
with corporate wealth. UU PT no 40 year 2007 that regulate about the companys name can
ensure that there is no other companies that has the same name as PT. Coco Indigene Indonesia.
Then, customers cannot tricked by other products that has similar name.
4.5.2 Legal Entities and Business Licensing
The establishment of PT in Indonesia have several procedure that PT. Coco Indigene
Indonesia should be done. The aim of this procedure are to makes the company becomes legal
and assured by law. The procedure of PT establishment presented on the figure below:
Figure 4. 6 Process of PT Establishment

(BisnisUKM, 2011)
The first step that should be done to in PT establishment is to check and register the
companys name to notary through SISMINBAKUM (Sistem Administrasi Badan Hukum) to get
permission from Law and Human Right Ministry. It is necessary to make sure that the proposed
companys name does not owned by other companies. It takes 1 working day to check and
register the companys name and 5 working days for approval.
The next step is making deed of incorporation. After the company name approved, then
notary makes draft/minuta statutes of PT. Here, the founders can recheck the contents before
Notary makes deed. The documents that required in deed of incorporation making are:
Photocopy of ID card of the founders
Photocopy of ID card of companys board
426
Company information including name of the founders, initial capital, issued and paid-up
capital, business form, and board of management)
The range of time that needed to process the deed of incorporation is 1-2 working days.
The third step is making the certificate of company domicile. It is submitted to the head
office of the local district according to the current company location, as the evidence of the
company address. The documents requirement are:
Copy of contract / rent business place or proof of ownership of business place
Certificate from the owner of the building
Copy of the last PBB
It takes two working days to complete the documents after the application was filed.
Forth steps is register the NPWP (Nomor Pokok Wajib Pajak) through tax office
accordance to obtain NPWP and a certificate that the company is registered as a tax payer. The
required documents that should be fulfilled are:
Attach proof of PPN (Pajak Pertambahan Nilai) of building rent
Attach proof of PBB payment
Attach proof of ownership or evidence rent/contract of business place
This process needs 1-2 working days after application was filed.
The next is to get Certificate of Indonesia Ministry of Law and Human Right. It is very
important steps for the company to gain status as a legal business entity. The application is
aimed through Notary to the Indonesia Ministry of Law and Human Right for companys
statutes approval (Deed of Establishment) according to UU No. 40 2007about Perseroan
Terbatas. The required documents are:
Attach the statement letter of capital deposit signed by the companys founders.
Attach the NPWP
This process required 14-30 working days to complete after the application was filed.
The sixth step is making the Surat Izin Usaha Perdagangan (SIUP) that submitted to the
department of Trade Ministry in city/county for small and medium SIUP, or province Trade
Ministry for large SIUP. Requirements that necessary are:
SITU/HO for business activities that are required for SITU under disorder law
Photo Director / Company management (3x4) 2 pieces.
This process takes 14 days after the requirements filled
After previous requirements are complete, the next step is making the companys sign
list that filed to Company Registration Office / Ministry of Trade which is located in
city/county. The company that already registered will be given company sign list as a proof that
427
those company already complete the registration steps based on Indonesia Ministry of Trade
regulation No. 37/M-DAG/PER/9/2007 about implementation of company registration. It takes
14 days to complete this process.
4.5.3 Patent Registration
A patent is an exclusive right granted by law to the inventor for the invention in a given
period to own the invention or use other peoples invention (DJHKI, n.d). In industry, patent
including the product composition, unique production method, machine, etc. Patent is applied
to Dirjen HKI (Hak Kekayaan Intelektual) Kementrian Hukun dan HAM RI office in each
region. The application form should state the following requirements:
Date, month and year patents registration.
Address of those who register the patent.
Full name and nationality of the inventor.
Full name and address of the authorized person.
Special authorization letter of patent registration by authority.
Statement letter that the inventor has right to own the invention.
Title of invention.
Claims contained in the invention.
Description of the invention.
Technical drawing mentioned on the invention description to clarify the invention
Abstract of the invention, or summary of the description that describes the invention core.
The patents registration procedures shown on the figure below:
428
Figure 4. 7 Patent Registration Procedures

(DJHKI, n.d)
4.5.4
Trademark Registration
Trademark is the business identity including company logo, product logo, and other
unique symbol that differentiate the product with others. Trademark is used to protect the
business from misuse such as forgery and plagiarism (DJHKI, n.d). Registering the trademark
is done through Dirjen HKI (Hak Kekayaan Intelektual) Kementrian Hukun dan HAM RI in
each region. The most important part is to do research whether the product is already owned or
used by other products. It can be checked through www. dgib.go.id
The required documents that needed to register the trademark are mentioned below:
Statement letter signed by applicant which states that the proposed brand is owned by the
company
429
An official copy of company form deed signed by notary

24 sheets of label brands (4 sheets attached to the form, other printed on paper)
Photocopy of applicants identity card
Proof of application payment fee
The trademark procedure shown on the figure below:
Figure 4. 8 Trademark Registration Procedures

(DJHKI, n.d)
4.5.5 Industrial Design Registration

Industrial design is creation about shape, configuration, or composition between lines,
colors, lines and colors, or the combination of both of them in three or two dimension that can
give esthetics feeling and used to produce a products, commodity, industry, or handicraft.
(DJHKI, n.d)
430
Figure 4. 9 Industrial Design Registration Procedures

(DJHKI, n.d)
The applicant should register the industrial design by filling the provided form and
attach the following requirements:
Date, month and year of registration.
Address of those who register the patent.
Full name, address and nationality of the designer.
Full name, address and nationality of the applicant.
Full name, address and nationality of the proxy.
Signed application form by applicant or the proxy with attachment:
o Physical example, picture, or photo and description of the industrial design.
o Statement of authority
o Statement letter of industrial design that being applied own / property of the
owner/applicant.
Pay the registration fee, Rp 300.000 for SME and Rp 600.000 for non-SME.
4.5.6
Copyright Registration
Copyright is an exclusive right of the inventor or receiver to announce and duplicate
the inventor or give permission without neglecting the limitation based on the applied law.
Copyright registration is done through Dirjen HKI (Hak Kekayaan Intelektual) Kementrian
Hukun dan HAM RI in each region by following procedures presented on the figure below:
431
Figure 4. 10 Copyright Registration Procedures

(DJHKI, n.d)
4.5.7 BPOM Certification

BPOM (Badan Pengawas Obat dan Makanan) is government organization that oversees
the distribution of drugs, food and beverages in Indonesia. It has functions to:
Rule, regulate, and standardize.
Licensing and industry certification based on the good production process.
Product evaluation before being distributed,
Post marketing vigilance including sampling and laboratory test, production facility and
distribution checking, investigation and enforcement.
Pre-audit and post-audit of advertising and promotional product.
Research on the implementation of drug and food policy control.
Communication, information and public education, including public warnings.
There are three types of certification code which are SP (Sertifikat Penyuluhan) that gave
to SME by municipality Ministry of Health, MD (Makanan Dalam) that gave to big company
who can follow and fulfill the requirements stated by government, and the last code is ML
(Makanan Luar) given to imported food and beverages whether it is already packed or
repacked.
432
Nowadays, registering the product does not need to go the BPOM office, but can be done
through online service in www.e-reg.pom.go.id. The procedure for online registration that taken
from www.e-reg.pom.go.id are presented below:
Figure 4. 11 Product Registration Procedures

(BPOM RI, n.d)
In general, registration procedures is began by login to e-Registration application. The

next step is fill the product registration and product composition data. Then, the company
should upload the documents required. After that, fill the analysis result data based on the
categories. The company should pay and upload the payment receipt. Then, the data will be
verified. If all of the register requirements already complete, BPOM will release SPP (Surat
Persetujuan Pembayaran). The next stage is to register the company. Company and factory
profile should be inputted first, including PSB (Pemeriksaan Sarana Bangunan) data that done
by province BPOM office. The last step is upload the required documents.
4.5.8
Halal Certification
In Indonesia, Muslim is the biggest religion in Indonesia. In Islam, it is very important
that everything that used and consumed such as food, beverages, and medicine, are halal. Halal
Certification is released by MUI (Majelis Ulama Indonesia).
433
Figure 4. 12 Halal Logo

(Komalasari, 2015)
Halal certificate is obtain by following the procedures that stated on the figure below:
Figure 4. 13 Halal Certification Procedure

(LPPOMMUI, n.d)
Halal Certification Procedure is begin with requesting the certification by online

registration through LPPOM MUI website address www.e-lppommui.org. Then, fill in the
certification status whether new, development, or renewal, the HAS status, and product group.
The next step is to pay the registration fee and Halal Certification Contract fee. Based on the
certification status, the required documents should be filled, including business process
(Manual Halal Certificate, flow chart of production process products, plant/manufacturer data,
product data, materials data and upload material documents and product matrix data. The
complete required documents are mention below:
1. Owners photo 3X4.
2. Copy of identity card of owner and employees.
3. Materials attachment.
4. Halal Certification copy of material.
434
5. Matrix material.
6. Materials supporting documents.
7. Previous Halal Certificate copy.
8. Manual or revise SJH (Sistem Jaminan Halal) for company that already has halal
certificate.
9. SJH certificate copy (for company that already has halal certificate).
10. Certified flow diagram of production process.
11. Factory location map
12. Factory layout
13. Statement letter that the production facilities are free from pork elements.
14. Address of factory, warehouses and the preparation of pre-production facility
15. Company profile
16. Ministry of Health Certificate
17. NPWP
18. Domicile
After completing the required documents, the next step is Pre Audit Assessment. Here,
the product and the company will be assessed and if it is needed, the laboratory analysis is done.
If the product is proven not containing any haram material, Fatwa Commission Meeting is held
to decide whether all of the requirements are complete. If it is yes, Halal Certification will be
released then.
4.5.9
SNI (Standar Nasional Indonesia) Registration

SNI (Standar Nasional Indonesia) is the only standard that applied in Indonesia which
done by BSNI (Badan Standardisasi Nasional). For customer, SNI is very important because if
the product has SNI logo, they will believe that the products that they being used or consumed
is safe and already tested.
The procedure of SNI registration stated on the following figure:
435
Figure 4. 14 SNI Registration Procedure

(Kemenperin, n.d.)
In general, SNI registration process is done by:
Fill the SPPT SNI form.
Registration verification.
Quality management system audit.
Product sample testing.
Certification decision
Releasing SPPT SNI
4.5.10 Legal Aspect Budgeting

This subchapter will shows the cost that required to legalize the company related
with licensing to government.
436
Table 4. 76 Legal Aspect Budgeting

No
Process
Check and
register the
companys
name.
Making Deed
of
Incorporation.
Making the
Certificate of
Company
Domicile.
Cost (Rp)
Processing
Time
Source
2.500.000
6 days
http://www.hukumonline.com/berita/baca/hol22
13/sisminbakum-masih-kisruh-notaris-danpengacara-bingung
1.000.000
2 days
Peraturan Pemerintah Republik Indonesia No

38 tahun 2009
1.500.000
2 days
http://www.legalitas.co.id/urus-suratketerangan-domisili-usaha/
NPWP
2 days
http://www.pajak.go.id/content/seri-kup-npwpdan-manfaatnya
Certificate of
Indonesia
Ministry of
Law and
Human Right.
1.000.000
30 days
Peraturan Pemerintah Republik Indonesia No

38 tahun 2009
SIUP
14 days
http://disperdagin.surabaya.go.id/aisya/index.ph
p/page/SIUP
14 days
http://disperdagin.surabaya.go.id/aisya/index.ph
p/page/Tanda-Daftar-Perusahaan
1.000.000
18 months
https://www.dgip.go.id/paten/tarif-biayapermohonan-paten
1.000.000
2-3 years
https://www.dgip.go.id/merek/tarif-biaya-merek
TDP (Tanda
Daftar
Perusahaan)
Patent
Registration
Trademark
Registration
Industrial
Design
Registration
Copyright
Registration
BPOM
Certification
Halal
Certification
SNI
https://www.dgip.go.id/desain-industri/tarifbiaya- desain-industri
600.000
4.500.000
https://www.dgip.go.id/hak-cipta/tarif-biayahak-cipta
http://e-reg.pom.go.id/
4.500.000
http://www.halalmuikepri.com/biaya-sertifikat/
500.000
13.000.000
9 months
41 days
http://bsi.kemenperin.go.id/alur_proses_sppt_sn
i.php
Table 4. 77 Budget Allocation for Certification

No
1
2
3
4
5
6
7
8
Process
BPOM Certification
Halal Certification
Business license (PT)
Patent Registration
Trademark Registration
Industrial Design Registration
Copyright Registration
SNI
Total
2017 (Rp)
4.500.000
4.500.000
6.000.000
2018 (Rp)
2019 (Rp)
1.000.000
1.000.000
600.000
500.000
15.000.000
3.100.000
13.000.000
13.000.000
In company establishment, a certification is a must to make ensure the customer that the
company, products, and the production process is safe and fulfill the standard requirements. On
the first year, there are several certification that need to be registered, which are BPOM, Halal,
and Business License. BPOM is a very important certification for food and beverages.
437
Regarding PT. Coco Indigene Indonesia product is beverages product, it is necessary to get this
certification. BPOM certification is the one that done first because the following certification
need BPOM certification as the requirement. The other is Halal certification. One of the target
market of Le Cocotier product is on Java, where Islam is the biggest religion. Thus, Halal
certification is necessary to be obtained. After BPOM and Halal certification finish, PT. Coco
Indigene Indigene can register the business form to legally become a PT. Those three
certification are the basic requirement of a company and product to sell the products to the
customer.
On the second year, PT. Coco Indigene Indonesia need to register its intellectual wealth
including patent, trademark, industrial design, and copyright. Those certification aimed to
protect the brand, product, and production method from plagiarism. Trademark registration is
the longest certification process that took 2-3 years to finish
The last certification is to get SNI certification. Regarding to its high fee, SNI
certification should be done when the production and the company already settled.
438
MODULE 5
FACILITY AND SUPPLY CHAIN NETWORK

DESIGN
In this module explain about facility and supply chain network design
of PT. Coco Indigene Indonesia. Supply chain analysis, distribution
strategy, plant location, and facility design are the topics that will be
explained further in this module.
439
This page intentionally left blank
440
MODULE 5
FACILITY AND SUPPLY CHAIN NETWORK DESIGN
In this module explain about facility and supply chain network design of PT. Coco
Indigene Indonesia. Supply chain analysis, distribution strategy, plant location, and facility
design are the topics that will be explained further in this module.
5.1
Supply Chain Analysis

Supply chain configuration for PT. Coco Indigne Indonesia will be explain on this
module. Input that used taken from the previous chapter, including value chain product, product
description, materials, relationship between departments, demand, production capacity, etc. The
output of this chapter is the configuration of supply chain on PT. Coco Indigene Indonesia
Business Process.
5.1.1
Supply Chain Structures

This sub chapter will explain the process to get supply chain configuration, by using
value chain as the input, and from the previous module, which are BOM Tree and BOM Table.
Flowchart of supply chin structures procedure is presented on the following figure:
Figure 5. 1 Supply Chain Structure Determination

Flowchart
(Anityasari, 2011)
441
5.1.1.1 Value Chain

Value chain is a model that is used to know, identify, and analyze, the specific business
activity that happen in PT. Coco Indigene Indonesia. Value chain proposed by Michael E. Porter
on 1985. In general, there are two types of activities in value chain which are primary activity
and secondary activity. Primary activities including inbound logistics, operation, outbound
logistics, marketing and sales, and the last is service. Support activities including procurement,
technology development, human resource management, and firm infrastructure.
To conduct the value chain analysis, PT. Coco Indigene Indonesia begins by
identifying every parts of its production process. Porters value chain of PT. Coco Indigene
Indonesia shown on the figure below.
Support
Activities
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound
Logistic
- Inventory
Control
- Receiving
- Storing
Operations
- Le Cocotier
production
process
Outbound
Logistic
Service
Marketing
and Sales
- Warehousing
- Order
- Advertising
Fulfilment
- Promotion
- Distribution
- Transportation
Customer
Service
Primary Activities
Figure
2 Value
of Le Cocotier
From5.the
value Chain
chain presented
on theProduct
figure above, can be seen what activities that
contribute to company margin. Primary and support activities in PT. Coco Indigene Indonesia
consists of:
a. Primary Activities
Inbound Logistic
Inbound logistic is the activities that related to receiving, storing, and distributing the
materials internally. Here, the relationship between PT. Coco Indigene Indonesia and
suppliers is very important. Materials as the input of production process has
responsibility to determine whether the production is on schedule or not.
In PT. Coco Indigene Indonesia, coconut water is the main material that is used to
produce nata de coco. To prevent drawback and lateness delivery from supplier, PT.
Coco Indigene Indonesia should develop good inventory control to keep coconut water
442
fresh. Along with other inbound logistics activities, if the materials that being
processed cannot received on time or the distribution from warehouse to production
disrupted, the following production activities will be affected for sure. Margin of PT.
Coco Indigene Indonesia will be increase if the inbound logistics activities are
maintained in a good way.
Operations
Operations are all the activities that required to transform the input materials into
outputs. Operation activity include the production, inspection process, material
handling between departments etc. In PT. Coco Indonesia, operations are the
production process of Le Cocotier products, starting from boiling the fresh coconut
water until the products being packed in box packaging. Operation also include the
machine maintenance, and how the materials being handled during production process.
For example Acetobacter xylinum in mixing process, which is bacteria that is used to
make the coconut water becomes solid, should be placed in room temperature
condition. If the bucket that is used to add the bacteria into mixer is too hot, the bacteria
will die. As the result, nata de coco cannot produced in expected quality. Then, the
expected company margin also cannot be achieved.
Outbound Logistic
Outbound logistic is the process after the products are finish and inspected. The main
activity is to deliver the product to the customers of Le Cocotier product. The activities
including finish product collection, storage, and distribute the products. After the
products packed in box, it will be delivered to the retailers and wholesalers. In
distributing products, there are several aspects that need to be consider in order to make
sure Le Cocotier product receive by the customer, such as suitable transportation mode
that PT. Coco Indigene Indonesia should choose, warehouse location to mak
Marketing and Sales

In a business, customer should know and familiar with the products offered. It is better
if the product has distinctive impression in customers mind. It is involves activities
such as advertising, promotions, sales, pricing, and managing customer relationships.
Those activities are important because it directly affect on the revenue that will be
obtained by PT. Coco Indigene Indonesia that lead to profit margin. Thus, if there is
something wrong with marketing and sales, the revenue of PT. Coco Indigene
Indonesia will be decrease, and cause to profit loss.
Service
443
Service are the activities that related to maintaining the value of product to the
customers, after its been purchased. In beverage product like Le Cocotier, service
usually related with customer service that allow the customer to directly connect with
the company to criticize, suggest, and ask about the product.
b. Support activities
These activities support the primary functions that already mentioned above. Support
activities can play role in each primary activities. The example is IT development. In
inbound logistic, information technology is very important to monitor the materials stock
and to communicate with supplier. In marketing and sales, information technology is a
must. Especially in this internet era, almost every people use it. Thus, internet can be
powerful to advertise the product.
Procurement
Procurement is the activities to obtain input and the resources needed to do production
process. This includes of finding vendors or suppliers and negotiating the best price.
In PT. Coco Indigene Indonesia, procurement activity including fresh coconut water,
chemicals, plastic cup, bottle, pillow pack, bucket pack, and boxes.
Human Resource Management

Activities in human resource management including recruiting, hiring, training,
motivating rewarding, and retaining the workers. Because people is the source of
value, the margin can increase with good human resources practices.
Technology Development
The activities that are becomes the source of value are related to managing and
processing information, minimizing information technology cost, maintain and
improve the equipment, hardware, software, procedures and technical knowledge. In
PT. Coco Indigene Indonesia, technology development will be maximized in
information technology to make sure the communication flow between departments
run smoothly.
444
Firm Infrastructure
Firm infrastructure functions that allow it to maintain daily operations, including
accounting, legal, administrative, finance, planning, public affairs, government
relations, quality assurance and general management. Considering that PT. Coco
Indigene Indonesia producing beverages products, which is Le Cocotier, several
certification surely needed. As the example is business license. If this process does not
well managed, the whole company activities cannot be done.
5.1.1.2 Supply Chain Strategy

Supply chain strategy is the set of strategic activities and action in supply chain
sequences to develop the reconciliation between the customer needs and the resources
capability of the supply chain itself (Pujawan, 2010). The aim in developing the supply chain
strategy is to arrange the supply chain flow lines from the producers until reaching the
customers in right amount, at the right time, and also offered in the right price. Supply chain
strategy is scoping many aspects, such as the uses of distributors in products distribution
process, retailers usages in offering the products to the customers, and also the uses of agents
as the other tools to deliver the products to the customers directly. In the supply chain strategy,
the determination whether using distributors, retailers, and agents or not to deliver the products
will be conducted.
However, in determining the supply chain strategy, the characteristics product of Le
Cocotier had to be identified first. The identification of product characteristics which related to
the supply chain strategy are divided as the following.
a. Functional Products
The product has standard configuration, but has long cycle time, and it has low
variation of the products. The demand of this kind of product is tend to be constant
at different times.
b. Innovative Products
Innovative product has many variations even reaching hundreds or thousands
variations, the life cycle time of this product is quite short, and the product is
interchangeably with other newer product in the market. That makes the demand
of this type of product is tend to be fluctuated in different times.
The comparison between functional and innovative products based on I Nyoman
Pujawans book shows on the table below. This table will be used as the consideration to
determine whether PT. Coco Indigene Indonesia, which is Le Cocotier is functional or
innovative product.
445
Table 5.1 Product Characteristics for Le Cocotier (Pujawan, 2010)

Aspect
Life Cycle
Variation per category
Functional
Long, more than 2 years
Low, 10 20 variation
Volume per SKU

Demand Forecast
High
Relatively easy, with high
accuracy
Only 1% - 2%
Rare, because of a very long sales
period
Approach to 0%
Low
Stock out Rate

Excess inventory at the end of
sales season
Markdown
Profit margin per unit sold at
normal price
Innovative
Short, between 3 months to 1 year
High, may exceed thousands
variation
Low
Hard, high error forecast
10% - 40%
Often occurs
10% - 25%
High
The following table is the identification of product characteristics for Le Cocotier

based on the aspects mention above.
Table 5.2 Product Characteristics for Le Cocotier
No.
1.
2.
3.
4.
5.
6.
Aspects
Product Life Cycle
Number of variations
Volume per SKU
Demand Forecast
Excess inventory at the end of sales season
Profit Margin
Functional
Quite long
Low
High
Easy to forecast
Rare
Low
Based on the aspects identification as can be seen at the table above, Le Cocotier
products can be determined as the functional product. Our product has a quite long life cycle,
with only six variations. The volume per SKU is quite high considering Le Cocotier is a daily
consumed beverages. Based on the forecast that already done on the previous module, demand
of Le Cocotier product is easy to forecast seen from the relatively constant results in 10 years.
At the end of sales season, the excess inventory predicted to be rare, while the profit margin is
low.
This product characteristic identification will influence the determination of supply
network used for the company. This determination was following fit strategy from Sunil Chopra
books. Soon, fit strategy is needed to determine whether Le Cocotier product will use efficient
or responsive supply chain strategy.
Table 5.3 Comparison of Efficient and Responsive Supply Chain
Aspects
Efficient Supply Chains
Responsive Supply Chains
Primary Goal
Product Design Strategy
Supply demand at the lowest cost.

Maximize performance at a
minimum product cost.
Pricing Strategy
Lower margins because price is a

prime customer driver.
Lower costs through high
utilization.
Respond quickly to demand.

Create modularity to allow
postponement of product
differentiation.
Higher margins because price is
not a prime customer driver.
Maintain Capacity flexibility to
buffer against demand / supply
uncertainty.
Maintain buffer inventory to deal
with demand/supply uncertainty.
Manufacturing Strategy
Inventory Strategy
Minimize inventory to lower cost.
446
Lead Time Strategy

Supplier Strategy
Reduce, but not at the expense of

cost.
Select based on cost and quality.
Reduce aggressively, even if the

costs are significant.
Select based on speed, flexibility,
reliability, and quality.
The strategic fit of Le Cocotier product develop from Supply Chain Management book
by Sunil Chopra and Peter Meindl presented below:
Figure 5. 3 Strategic Fit of Le Cocotier for Implementation Phase

Source: (Chopra and Meindl, 2003)
Figure 5. 4 Strategic Fit of Le Cocotier for Development Phase

Source: (Chopra and Meindl, 2003)
Strategic fit means that both the competitive and supply chain strategies have aligned
goals. It refers to consistency between the customer priorities that the competitive strategy hope
to satisfy and the supply chain capabilities that the supply chain strategy aims to build (Chopra
and Meindl, 2003).
Based on those two figures above, basically the most suitable strategy of PT. Coco
Indigene Indonesia is the efficient supply chain strategy. But on the early year, PT. Coco
Indigene Indonesia will implement on more responsive supply chain strategy. It is because the
company should gain a lot of customer by make sure that the products can be found on the
447
target market. Meanwhile on the next following year, PT. Coco Indigene Indonesia will fully
implement efficient strategy, considering the increasing product demand.
Regarding that the products were included in functional products, then Le Cocotier
products had to be more efficient to the customers needs or demands in the market, considering
that the product life cycle of Le Cocotier product is quite long.
Figure 5. 5 Flow of Supply Chain of Le Cocotier Products
5.1.1.3 Distribution Strategy

In this chapter, it will explain about the distribution strategy will be used and
implemented by PT. Coco Indigene Indonesia in distributing Le Cocotier product. Distribution
is steps take in moving and storing companys product from supplier to consumer in supply
chain. Distribution is an important aspect in order for the customer to get the product easily and
to make sure that the product is available. Besides in reaching customer, distribution also affect
companys revenue and cost where good distribution center will reduce its cost in transportation
cost which indirectly will also increase the revenue of the company. Thus, it is important to
determine best distribution strategy for distributing product from manufacturer to customer.
Below will be presented several distribution strategy (Gattolin, 2008):
1. Direct Shipping Distribution
Figure 5. 6 Manufacturer Storage with Direct Shipping

(Source: Gattolin, 2008)
In direct shipping distribution strategy, consumer will be first make ordering process
through official retailer or agent that pointed out by the company, which is next the
order is continued to manufacturer/company where the company will directly send the
product from the warehouse to the consumer without using retailer/agent before. In
other type, the retailers/agents role can be replaced by the virtual means like internet
448
and social media to do the transaction which is next the company can fulfill the demand
from the customer by sending it directly to consumer. In procurement and distribution
complexity aspect point of view, direct shipping is simpler and cheaper so that many
producer choosing this strategy to decrease expense by establishing mutual cooperation
with the shippers. The advantages of direct shipping are:
a. Centralized inventory
b. Can eliminate the needs of warehousing in supply chain
c. Handling cost are reduced due to direct delivery
d. Wide range of product variety
e. Minimizes risk
f. Lower inventory cost due to aggregation
g. Supply chain can provide high availability of product with lower levels of
inventory as the effect of drop shipping
While the disadvantages of direct shipping are:
a. Higher lead time
b. Product return will be costly and take longer time as one shipment maybe
delivered to several producer
c. Different mode of transportation used with difference distance may cost higher
transportation expense.
d. Difficult and expensive to implement
Table 5.4 Direct Shipping Performance Characteristics
Cost Factor
Performance
Inventory
Low costs due to aggregation. Benefits from aggregation are very

high for low volume, high value items. Benefits are very high if
product customization can be postponed and carried out at the
manufacturer facility
Transportation
Transportation costs are high due to longer distance and

disaggregate shipping
Facilities and
Handling
Low facility costs due to aggregation. There can be some savings

on handling costs in case manufacturer can manage small
shipments or ship from production line
Information
High since the investment in information infrastructure to

integrate manufacturer and retailer is significant
Service Factor
Performance
449
Response Time
Long response time (within 1 - 2 weeks) due to increased

distance and because of two stages for order processing.
Response time may be shorter or longer depending on kind of
product, thus complicating receiving
Product Variety
Product
Availability
Very high variety level is easy to provide

Easy to provide due to aggregation carried out at the
manufacturer facilities
Customer
Experience
Good in terms of home delivery but can suffer in case order from
several manufacturers is sent by partial shipments
Order Visibility
More difficult but also more important service point of view
Return ability
Difficult and expensive to implement
In the table above it can be seen the performance characteristics summarize of direct
shipping strategy that focus on cost and service.
2. Direct Shipping and In-Transit Merge Strategy
Figure 5. 7 Manufacturer Storage with In-Merge Strategy

Direct shipping distribution system grow wider and having improvement which in the
developed strategy, it involves transit facility which is managed by retailer or
distributor. This is a response to customers desires especially for products that consist
of several supporting components, in example personal computer. Consumer in the
beginning make ordering of several products to retailer or distributor which is next
continued to each manufacturer company. After the order is fulfilled by the
manufacturer, it is not sent directly to the customer but to retailer/distributor transit
warehouse which aims to sorting and grouping product based on consumer order.
Therefore, the function of this warehouse is to adjust customers order product. Thus,
producer can choose between direct shipping or combine it with in-transit merge, where
direct order can be chosen if producer get single or same kind of product order and can
directly send it to customers through direct shipping, but if the order have a must to
450
combine with product from other producer then direct shipping and in-transit merge can
be the distribution alternative. The advantages of this distribution are:
a. Product inventory cost is not too high
b. Transportation of goods relative move faster
c. Distributor warehousing condition is better than under producer
warehousing because distributor warehousing is closer to customer
As the disadvantages of this distribution are:
a. Transportation cost higher, but lower than direct shipping
b. Distributor warehousing must have higher availability than producers
warehousing
c. Facility cost higher because aggregation lost
d. Distributor warehousing has higher processing costs.
Table 5.5 Direct Shipping and In-Merge Performance Characteristics
Cost Factor
Performance
Inventory
Low costs due to aggregation. Benefits from aggregation are

very high for low volume, high value items. Benefits are very
high if product customization can be postponed and carried out
at the manufacturer facility
Transportation
Facilities and
Handling
Lower than drop shipping

High handling costs at carrier but lower receiving costs at
customer
Information
High since a sophisticated information system is required
Service Factor
Performance
Response Time
Long response time (within 1 - 2 weeks) due to increased

distance and because of two stages for order processing.
Response time may be shorter or longer depending on kind of
product, thus complicating receiving
Product Variety
Product
Availability
Customer
Experience
Very high variety level is easy to provide

Easy to provide due to aggregation carried out at the
manufacturer facilities
Better than drop shipping since a single delivery is offered
Order Visibility
More difficult but also more important service point of view
Return ability
Difficult and expensive to implement
In the table above, it can be seen summarize of direct shipping and in-merge strategy
performance measurement that focus on cost and service.
451
3. Distribution by Last Mile Delivery
Figure 5. 8 Distributor Storage with Last Mile Delivery

In this distribution model, it generally decentralized, so that sub distributor function or

distributor warehouse that separated in each distribution center become its main
characteristic. Aim of using this distribution model is to juxtapose product to consumer
as maximal as possible so that customer desire of the products strived as soon as possible
to be fulfilled or maximal service level. This distribution model is suitable for product
that has many competitor (mature stage) so that producer will have to avoid product
stock out in which if it happens, it will be replaced by substitution product. In the
beginning, the distribution pattern is raised by looking at potential customer in a region
and if it is considered sufficient, then the distributor will build a warehouse there to give
fast service whenever there is order. If distributor using this kind of distribution, there
will be trade off of basic decision whether the inventory cost and distribution which is
increasing or customer service level become better. Service product tends to use this
way by opening branches of the company near consumer to increase service level.
Consequences of this distribution model is every potential region will have warehouse,
so that it needs to uniformity service process to consumer, while the advantages of this
distribution model are:
a. Decentralized distributor so that it can have wide coverage
b. Product become near to consumer, so it can fulfill demand faster since the
delivery is carried out on the same day or on the following day
c. Suitable for product that have many competitors
d. Can prevent product stock out
e. Distributor could also have agency
As the disadvantages of this model are:
452
a. Complex plot (product flow, information, money) because spread subdistributor

b. Tends to have higher cost for the development of supply chain network and
the spread storage
c. Take time and transportation cost to distribute product from manufacturer to
sub-distributors
d. Demand diversity
Table 5.6 Last Mile Delivery Performance Characteristics
Cost Factor
Performance
Inventory
Higher than distributor storage with package carrier delivery
Transportation
Very high because scale economies cannot be exploited
Facilities and
Handling
Information
Service Factor
Response Time
Product Variety
Product
Availability
Customer
Experience
Order Visibility
Return ability
Medium
Low since the infrastructure required is simple
Performance
Fast since the delivery is carried out on the same day or on the
following day
Medium
Difficult
Very good, in particular in relation to bulky items
Easy to implement
Easy to implement
In the table above, it can be seen summarize of last mile delivery performance
measurement focusing on cost and service.
453
4.
Distribution with Customer Pickup Strategy
Figure 5. 9 Distribution Strategy with Customer Pickup

This distribution model is combining cross docking distribution that is introduced by

Wall Mart convenience store. This distribution pattern demand customer to participate
actively in acquiring their product through taking their order in point that has been
determined before. Consumer in this situation can be retailer or product outlet that is
making order with producer. In the beginning, consumer put the order to the distributor
directly. This order generally in several variants which is then by the distributor, the
order is processed to be ordered to several related producer. This ordering model is a
little bit different as all order is based on customer entity, whereas after product
available, it will be sent to customer by cross docking, where in unloading process it is
not based on product type but customer entity, so that in the unloading process it takes
less time because the product has been separated based on the customer. Next, the
product will be taken to place that has been agreed by each customer (in this case,
usually it is retailer) to take their product that has been separated since the distribution
done. The advantages of this model are:
a. Low inventory cost because faster goods movement to location
b. High variety and availability
c. The main advantage is decreasing shipping costs and set product is better to
be done online service
The disadvantages of this product are:
a. High facility cost if pickup site has to be built first
454
b. Need reliable information infrastructure to provide order visibility until it is

taken by customer
c. High handling cost in product pickup location
Table 5.7 Customer Pickup Performance Characteristics
Cost Factor
Inventory
Performance
Medium
Transportation
Low, in particular when utilizing an existing delivery network
Facilities and
Handling
High if new facilities must be built. In case of already existing

facilities costs are lower. High can be the cost for handling
activities at the pickup site
Information
High since notable investments are necessary to improve

infrastructure
Service Factor
Response Time
Product Variety
Product
Availability
Performance
Fast
Medium
Easy to provide
Customer
Experience
Not good because of the lack of home delivery. In high population

density areas loss of convenience can be small
Order Visibility
Difficult but essential
Return ability
Easy because returns can be easily handled by pick up locations
In the table above, it can be seen summarize of customer pickup performance

measurement focusing on cost and service.
5.
Retail Storage with Customer Pickup
Figure 5. 10 Retail Storage with Customer Pickup

This type of distribution strategy is a traditional type of all supply chain distribution
strategy as the inventory is kept in the store and customer come to the store to make
order and payment. The advantages of this distribution strategy are:
a. Cheaper transportation cost compared to other strategy because of the
transportation mode used
455
b. Have good respond time

While the disadvantages of this strategy are:
a. Increasing inventory cost in store warehouse
b. High facility cost as it needs many local facility
Table 5.8 Retail Storage with Customer Pickup Performance Characteristics
Cost Factor
Inventory
Transportation
Facilities and
Handling
Information
Service Factor
Response Time
Product Variety
Product
Availability
Customer
Experience
Order Visibility
Return ability
Performance
Higher than other options
Lower than other options
Higher than other options
High only in case of online and phone orders because
investment in infrastructure is necessary
Performance
Fast only for items stored at pickup site
Lower than all options
More difficult than other options
Good or bad, depends on cases
Important and difficult for online and phone orders while easy
for in store orders
Easy, it is handled by the pickup location
In the table above, it can be seen summarize of retail storage with customer pickup
performance measurement focusing on cost and service. As in above subchapter has been
explain about the distribution strategy, it will then be explain the strategy in returning the
material from the retailer to the manufacturer/producer when the product is not sold in the
market. The strategy that can be used to return product to manufacturer/producer is reverse
logistics. Reverse Logistics may be defined as the management off returned materials from
customers, including their restoration, reengineering, recycling, liquidating, or disposal of
waste in an environmentally friendly manner. The objective is to minimize the handling cost
while maximizing the value from the goods, or proper disposal (Subramaniam, et al., 2004).
456
Repair
Upgrade
Customer
Refurbish
2nd Channel
Remanufacture
Warehouse
Demanufacture
Disposal
Returns
Recycle
Figure 5. 11 Reverse Logistics Strategy

(Source: Banker, 2001)
Therefore, having comparing five distribution strategies that has been stated above and
comparing each of the advantages, disadvantages, and make summaries of the performance
measurement of each distribution strategies, it is determined that the distribution strategy used
is direct shipping strategy.
Distributor
Retailer
Distributor
PT. Coco Indigene Indonesia
Retailer
Distributor
Figure 5. 12 Direct Shipping Distribution Strategy
In this strategy, consumer will be first make ordering process through official retailer
or agent that pointed out by the company, which is next the order is continued to
manufacturer/company where the company will directly send the product from the warehouse
to the consumer, which in this case the customer is the retailer. In procurement and distribution
complexity aspect point of view, direct shipping is simpler and cheaper so that many producer
457
choosing this strategy to decrease expense by establishing mutual cooperation with the shippers.
The other consideration in choosing this strategy is that it has centralized inventory, has less
handling cost, has wide range of product variety, and it can eliminate the needs of warehousing
in supply chain with high availability of product. Therefore, based on this consideration, this
strategy is chosen to be PT. Coco Indigene Indonesia in distributing its product to the retailers.
5.1.1.4 Supply Chain Stakeholder Identification
Supply chain stakeholder identification is aimed to identify the stakeholders that have
important relationship and impact on the work performance of the company supply chain. In
the previous sub chapter, value chain of the company has been determined which represent the
framework of logistics system applied by the company. The resource required to support value
chain is included as the supply chain stakeholder of the company. Identifying supply chain
stakeholder is also important as its related to the strategy used in the supply chain and
distribution. The stakeholders are selected based on their contribution to support the efficiency
of production system in the company. Supply chain stakeholder model of PT. Coco Indigene
Indonesia is shown in below figure.
Supplier
PT. Coco
Indigene
Indonesia
Customer
Distributor
Figure 5. 13 Stakeholder Model Model of Supply Chain Stakeholder in

PT Coco Indigene Indonesia
1.
Supplier Identification
In chapter 3, the decision of making and buying of raw materials and components is
determined. Since the company produces dessert and beverages made from Nata de Coco, then
most of raw materials for making Nata de Coco and the components of packaging are bought
458
from external suppliers. Determination of supplier is considered based on the decision of

making and buying. Here is the list of suppliers along with their locations:
Table 5.9 List of Raw Materials Supplier for Making Component
No.
Raw Materials
Supplier`s Name
CV. Usaha Jaya
PT Tulus Tri
Tunggal
1
Fresh Coconut
Water
Laris Barokah
Group
PT Indo Coco
UKM Pemuda
Acetobacter
xylinum
Nata de Coco
Kuningan
CV MIRCCO
CV Bio
Agrikulturindo
Makmur
PT Eka Bahari
UD. Jayasakti
Trading
3
Natural sugar
PT Sumber
Lancar
PT Mitra Karya
Nusantara
PT. Nusa Indah
Megah
Critic Acid
PT Grand
Kemindo Pratama
PT Effertech
Location
Jl. Panjaitan No. 37 Rt.05/I Kel.
Susukan Ungaran Timur
Kabupaten Semarang/ Jawa
Tengah
Jl. Kapten Darmo Sugondo No
232, Kab. Gresik, Jawa Timur
Source
http://agromaret.com/jua
l/86346/jual_air_kelapa_
per_hari_15000_liter_
www.tulus.com
http://larisbarokahgroub.
indonetwork.co.id/4786
671/jual-distributorJl. Mayjen Sungkono 1/26
agen-pengepul-kelapaKota Malang 65136, Jawa
muda-di-malangTimur
jawa.htm#_ga=1.107456
266.94647368.14240057
82
Blok Sipelem 09 Plumbon
http://indococo.blogspot.
Cirebon 45155 Jawa Barat
com/
http://agromaret.com/jua
Panjang Punjung Kabupatan
l/58756/bibit_nata_de_c
Madiun/Jawa Timur
oco_nata_de_coco_dadu
_dan_lembaran
https://www.facebook.c
om/pages/Nata-deKuningan Satu, Jawa Barat,
CocoIndonesia 45573
Kuningan/37781493898
2561?sk=info&tab=page
_info
http://mircco.indonetwor
Jl.Suluk Kisaran
k.co.id/profile/mircco.ht
Asahan 21213, Sumatera Utara
m
https://www.blogger.co
Surabaya, Jawa Timur
m/profile/089925176967
61570074
Jl. Matraman Raya Kelurahan
http://www.indonetwork
Kebon Manggis Jakarta Timur
.co.id/ekabahari_pt/profi
13150, Jakarta
le/eka-bahari-pt.htm
Perum Griya Candramas Blok
http://www.indotrading.
CB-27 Ds Pepe Kec. Sedati
com/product/gula-pasirSidoarjo
p170245.aspx
Jl. KH Mansyur, Semampir
com/product/gula-pasirArea Surabaya
kristal-p140182.aspx
Mall BG Junction Lt 1/B53
com/product/p30582.asp
Surabaya
x
Jalan Raya Menganti Kedurus
http://www.supplierbaha
no 26 Kedurus, Karang pilang,,
nkimia.com/
Surabaya Jawa Timur
Komplek Pergudangan Sinar
http://www.grandkemin
Buduran B Kav.10
do.com/front/index.php/
Banjarsari - Buduran
products/industrialSidoarjo 61252
goods/ion-mos
http://www.commercedr
Jl Pucang Anom Surabaya
agon.com/company/p-teffertech_MTEwNjc=
459
No.
Raw Materials
Supplier`s Name
PT. Nusa Indah
Megah
Ammonium
Sulfate
Sodium
Matabisulfate
CV Tristar
Chemical
Jl. Raya Rungkut Mapan FC-1 Surabaya
Phy Edumedia
Jl Gajayana 33 Malang
PT. Nusa Indah

Megah

Surabaya Jawa Timur
PT Perdoni
Surabaya
PT Inti Kimia
Jaya
PT. Nusa Indah
Megah
Epsom Salts
Fruit Extract
Location
Surabaya Jawa Timur
PT Nuraria Maju
Bersama
Jl Raya Prapern No 46-48,

Panjang Jiwo, Surabaya
Jl Tanjakan Sukaraja RT
001/RW009 Ds. Pasirhalang
Sukabumi 43192, Jawa Barat
Surabaya Jawa Timur
Rukan Mutiara Faza, Kav RC 45-6, Jalan Condet Raya No.27,
Pasar Rebo, Jakarta Timur,
13670
Source
nkimia.com/
http://www.tristarchemic
al.com/index.php?option
=com_content&task=vie
w&id=558&Itemid=80
http://www.phyedumedi
a.com/2013/05/katalogharga-jual-bahankimia.html
nkimia.com/
http://www.chemnet.co
m/IndonesiaSuppliers/46
462/Sodiummetabisulfite-1780203.html
http://intikimiajaya.indo
network.co.id/profile/ptinti-kimia-jaya.htm
nkimia.com/
http://www.nuraria.com/
p/contact-us.html
https://www.tokopedia.c
om/aurummetallicum/inf
o
http://indonesian.alibaba
.com/supplier_wc4BAA
J2sWLrB5KvfKTLMJ6
x21Rc
Aurum
Metallicum
Jakarta, DKI Jakarta
PT Haldin Pacific
Semesta
Jl Irian V Blok MM-2 Kawasan

Industri MM-2100 Cibitung,
Bekasi, Jawa Barat 17520
Frezzo
Perum. Gunung Sari Indah Blok

J-34
http://www.cappucinosu
rabaya.com/harga.html
Oma Emi
Ruko Griya Bintara Indah Jl.

Bintara Raya Blok AA No 2
17134
http://www.omaemi.com
/
PT Dinastindo
Pratam
Jl. Ra. Kartini 119, Surabaya

60264
PT Prima Anugra
Sentosa Abdi
(Pasabox)
Jl Osowilangun 61, Surabaya

60191
CV. T-Box
Indonesia
Kp.Cikoleang, Ds. Pabuaran,

Kec.Gunungsindur (Belakang
Puspitek-Serpong), Bogor.
CV Karton Box
Jl Manukan Kulon 60A

Surabaya 60185
Corrugated Box
http://www.dinastindopr
atama.com/
http://www.hotfrog.co.id
/Companies/PrimaAnugra-Sentosa-AbdiPasabox
http://www.bandarkardu
s.com/pabrik-vendorperusahaan-kardusterbaik-termurah-diindonesia/
http://www.kartonbox.c
o.id/id/contact
460
No.
Raw Materials
Supplier`s Name
PT Trimegah Jaya
Perkasa
10
Adhesive Tape
PT. Innopack
International
Jl Pemuda 33-37, Ruko Shop

House C-10 Surabaya 60271,
Jawa Timur
UD Teguh Jaya
Kembang Jepun 1 Surabaya

60161
PT. JPW
Indonesia
11
12
Pillow pack with

LeCocotier
Label
Bucket
packaging with
LeCocotier
Label
CV Unique Plastic
Jakarta, DKI Jakarta
PT Wiratech
Jl. Raya Bekasi, Jakarta
PT. Stuba Raya
CV. Aryta Jaya

Packagin
Bottle pack with
LeCocotier
Label
PT Anshell Jaya
PT Anugerah
Sejati Multiplast
(ASM)
PD Menara
Plastik
14
Cup pack with

LeCocotier
Label
PT Wilco
Papercup
PT Guna Kemas
Indah
PT Buka Lapak
15
Cup Cover
Sealed
Kavling Polri Ampera, Jl.

B1/24, Ragunan, Jakarta Selatan
Ruko Mutiara Taman Palem
Blok A6 No 17, Cengkareng
Jakarta Barat
CV Mitra Sari
Pack
PT Greenpack
13
Location
Jl raya Telesonic no 10 komp
pergudangan centra niaga surya
kadu Blok B2 No.2 Jakarta
CV Jaya Abadi
Teknik
CV Wisnu Mesin
Source
http://tape.co.id/
http://surabaya.itrademar
ket.com/Innopack_Inter/
2677434/lakban-opptape.htm
http://teguhjayakj1.itrad
emarket.com/760793/le
m-seal-tape.htm
http://www.kemasan.org
/kemasan-snack/
com/product/stand-uppouch-p153652.aspx
http://www.mitrasaripac
k.com/mitra-sari-packmenjual-berbagai-jenismesin-packaginghubungi-kami.html
http://wiratech.co.id/tent
ang-kita/
Ruko Orange Groove Blok SFA

No 3 Kota Wisata Cibubur, Jl
Raya Ciangsana, Cikeas Bogor
16968
Jl Perancis, Kosambi,
Tangerang, Banten 15213
Jl. Cipinang Muara Ilir / Jl. B No.15B, Jatinegara, Jakarta
Timur
Jl Ruko Kingstwon KK-2 Citra
Raya Surabaya
http://www.anshelljaya.c
om/
Jl Babatan Pratama T 20-22

Surabaya
http://www.anugerahseja
ti.com/index.php
Proyek Pasar Pagi Lama. Di

belakang Cab. Bank Mandiri
Di samping Gang Burung, Los
T I /29-32 Jakarta Indonesia
http://www.distributorpl
astik.com/hubungikami/giok-lan.-untukoffline-dinamakangrosir-plastik-anekabaru.html
Jl Prancis Raya No 2
Pergudangan Pantai Indah
Dadap Tangerang
Jl Pluit Raya Selatan No 11A-B
Jakarta Utara 14450
Plaza City View Lt.2
Jl. Kemang Timur No.22 Pasar
Minggu, Pejaten Barat
Jakarta
Jl Raya Sekarpuro No 123 Pakis
Malang
Celebration Garden, Blok AC05
No 22, Grand Wisata, Tambun,
Bekasi Timur
http://www.stubaraya.co
m/kontak-kami.html
http://www.greenpack.c
o.id/hubungi-kami/
http://www.arytapackagi
ng.com/
http://www.wilcopaperc
up.com/contact-us.html
http://www.gunakemasi
ndah.com/profile.php
https://www.bukalapak.c
om/about
http://www.tokojayames
in.com/
https://distributormesin.
wordpress.com/about/
The list of suppliers above is mainly chosen based on the location. Most of them are
located in Surabaya which will be closer to the location of the factory. For the alternatives, if
461
there are no other suppliers from Surabaya then the suppliers are chosen from other cities in
East Java or other province in Java Island. This is done in order to keep the efficiency of
delivering the raw materials and company to the production floor. For critical raw materials and
components such as coconut water, Acetobacter Xylinum, natural sugar, and corrugated box,
the list of their suppliers are contain 4. While for the non critical raw materials and components
such as the chemical components, seal tape, packaging components and cup cover sealed, the
list of their suppliers are contain 3. It is required to provide adequate alternative for critical raw
materials and components in order to get the most reliable and trustworthy suppliers.
2.
Customer Identification
Customers of PT Coco Indigene Indonesia are retailers and wholesaler that is spread
all over Indonesia. Even though the market target of the company is the end customer or
individual, but because the company sell their products through retailers and wholesaler then
the customers for the company in supply chain are the retailers and wholesaler itself. Here is
the list of retailers and wholesaler selected as the customers of PT. Coco Indigene Indonesia:
Table 5.10 List of Wholesaler
No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
Wholesaler
Lotte Mart
Indogrosir
City
Sidoarjo
Solo
Semarang
Jogjakarta
Bandung
Jakarta
Palembang
Riau
Medan
Surabaya
Semarang
Jogjakarta
Bandung
Bogor
Jakarta
Tangerang
Bekasi
Palembang
Medan
Pekanbaru
Location
Jl Raya Pepelegi Indah No. 4 Waru, Gedangan
Jl Bhayangkara Kel. Tipes, Kec. Serengan, Surakarta
Jl Brigjen Sudiarto No 132 Pandean Lamper, Semarang
Jl Ringroad Utara Maguwoharjo Timur, Sleman
Jl Soekarno Hatta No 646 Cipamokolan, Bandung
Kawasan Komersial Bekasi Fajar Blok A Ganda mekar, Bekasi
Jl Jend. Ahmad Yani No 18, Bekasi Selatan
Jl Lingkar Luar Selatan Kav 6, Jakarta TImur
Jl Raya Boulevard Barat Kelapa Gading, Jakarta Utara
Jl Ir. H. Juanda No. 1 Ciputat, Cempaka Putih, Tangerang
Jl Topaz BT No 77 Meruya Utara, Jakarta Barat
Perumahan Alam Sutera Blok Sutera Niaga Kav 2, Serpong
Palembang Trade Center (PTC) Blok H No 65, Patal Pusri
Jl Soekarno Hatta No 50 Arengka, Pekanbaru
Jl Jend. Gatot Subroto KM 7,8 Medan Sunggal
Jl Jemursari No 351
Jl. Raya Kaligawe 38 Km. 5.1, Genuk
Jl. Raya magelang KM 6, Sinduadi, Mlati, Sleman,
Jl. Ahmad Yani No. 806, Cicaheum
Jl. Raya Bogor Jakarta Km. 46.7, Cibinong
Jl. Pisangan Timur No. 1, Cipinang, Jakarta Timur
Jl. Terusan Angkasa B-2 Kav No. 1, Jakarta Pusat
Jl. Gatot Subroto Km. 5 No. 4 Jati Uwung Tangerang
Jl. Baru Terusan I Gusti Ngurahrai, Bintara, Bekasi Barat
Jl. Pangeran Ayin D/H Najamuddin No. 326
Jl. Sisingamangaraja 12 No. 3 Km 6,5 Medan Amplas
Jl. Soekarno Hatta (Arengka) No. 18, Tampan Kota
462
Table 5.11 List of Retailer

No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Retailer
Carrefour
City
Surabaya
Malang
Pasuruan
Mojokerto
Semarang
Solo
Yogyakarta
Bandung
Jakarta
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
Depok
Tangerang
Bekasi
Palembang
Medan
Giant
Giant
Surabaya
Gresik
Malang
Sidoarjo
Semarang
Solo
Location
ITC Surabaya Jl Gembong No 20-30 Surabaya 60141
Jl Bubutan No 1-7 Surabaya 60174
Jl Raya Ngagel 137-141 Surabaya
Dukuh Kupang No 126 Surabaya 60225
Golden City Mall 3rd Floor Jl H. Abdul Wahab Siamin No 2-8
Jl Panjang Jiwo No 52 Surabaya
Jl Raya Kalirungkut No 25 Surabaya
Jl. A. Yani No 260 Surabaya
Jl A. Yani 2A Malang
Jl Soekarno Hatta 4, Pasuruan
Jl Benteng Pancasila No 54, Mojokerto
DP Mall SemarangJl. Pemuda No. 150Semarang
Palem Raya Blok DA No. 234Perumahan Solo Baru 57162
Solo Paragon MallJln Yosodipuro no. 133Mangkubumen
Raya A. Yani No. 234Pabelan Kartosuro Skoharjo - 57162
Jl. Raya Solo KM. 8 No. 234,Maguwoharjo - Yogyakarta
Plaza AmbarukmoJl.Laksda Adisucipto KM 6.7Yogyakarta
Jl. Soekarno Hatta No. 526Buah BatuBandung 40275
Paris Van Java MallJl. Sukajadi No. 139Bandung
Pegangsaan Timur Raya No. 15 APusat Belanja Menteng
PradaJakarta 10320
Jl. Letjen S. Parman Kav. 28Kelurahan Tanjung Duren
SelatanJakarta Barat 11470
Kompleks Duta MerlinJl. Gajah Mada No. 3-5Jakarta 10130
ITC Cempaka Mas Mega GrosirJl. Letjend. SupraptoJakarta
Pusat 10640
Jl. Jend. A. Yani No. 83 Cempaka PutihJakarta 10510
ITC DepokJl. Margoda RayaDepok 16431
Dewi Sartika No. 9Depok 16430
Jl. Jend. Sudirman No. 1,Tangerang 15117
Kompleks Mahkota MasJl. M.H. Thamrin Cikokol
Jl. Boulevar Diponegoro No. 105Lippo Karawaci 1200
Jl. Ahmad Yani No. 8,Bekasi Selatan
Carrefour Blue Mall Bekasi, Jl. Chairil Anwar, Bekasi Timur
Jl. Angkatan 45Kompleks Palembang SquarePalembang 30137
Kompleks Medan Fair PlazaJl. Gatot Subroto No. 30Medan
Kawasan Niaga Blok A1Jl. Letjend. Jamin GintingPadang
BulanMedan 20156
Jl Arief Rahman Hakim 155, Surabaya
Jl. Basuki Rahmat No.16, Banyuwangi
Jl. Kedungsari 80, Surabaya
Jl. Mayjend Sungkono 131 B, Surabaya
Jl. Mulyosari 300-306, Surabaya
Jl. Rajawali No.57, Surabaya
Jl. A Yani No. 73, Surabaya
Rungkut Menanggal, Surabaya
Jl. Manukan Tama, Surabaya
Jl. Rungkut Mapan Utara FE 1, Surabaya
Jl. Diponegoro No.227, Surabaya
Jl. Kalimantan, Gresik
Jl. Sawojajar, Malang
Jl. Kawi Atas 58, Malang
Jl. waru No.2, Sidoarjo
Jl. Jend. Sudirman
Central City, Jl. Brigjen Sudiarto KM.11, Semarang
JL. Raya Solo KM. 1, Sragen, Palur, Karanganyar, Solo - Central
Java Palur Plaza, 57712
463
Yogyakarta
53
54
55
56
57
Jakarta
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
Bogor
Bandung
Tangerang
Bekasi
Palembang
Medan
Hypermart
Riau
Surabaya
Sidoarjo
Gresik
Malang
Semarang
Solo
Yogyakarta
Jakarta
Bandung
Bekasi
Bogor
Depok
Tangerang
Palembang
103
104
105
106
Pekanbaru
JL. Urip Sumoharjo - Daerah Istimewa Yogyakarta 55133

Jl Godean Km 4.5 Sleman Yogyakarta
Jl. Raya Robusta No. 1 Jakarta Timur
Plaza Kalibata Jl. Pahlawan Jakarta Selatan
Jl. Hayam Wuruk 127 Lantai 1 Lindeteves Trade Centre Jakarta
Barat
Jl. Lingkar Selatan Lebak Bulus Jakarta Selatan
Jl. Jend. Sudirman Kav. 50 Jakarta
Jl. Raya Bogor Km 31,5
Gedung Pangrango Plaza Jl. Raya Pajajaran Kav.2 Bogor Jawa
Barat
Jl. Gatot Subroto No. 289 Bandung
Jl. Sukajadi No. 232 - 234 Bandung
Jl. M.H. Thamrin Km. 2 Tangerang
Jl. Cileduk Raya No. 53 Kreo Selatan Tangerang Banten
Bumi serpong damai Tangerang
Jl. Ahmad Yani No. 73 Bekasi Barat
Jl MP mangku negara no 327
Jl. HM Joni No. 53/127 Pasar Merah Timur
Jl. Letda Sudjono No.139, Kel Bandar Selamat
Jl. HR. Soebrantas km 12.5 Panam
Jl Mayjen Sungkono kav 87-89
Jl. A Yani No 16-18 Surabaya
JL. Ahmad Yani No. 288 Surabaya
Jl.Kejawen Putih Tambak Mutiara No. 2, Laguna
Jl. Puncak Indah Lontar No. 2
Jl. Raya Jati No.1 Exit Tol Sidoarjo
JL.Veteran No.1 Gresik
Jl. Veteran No. 2 65113 Malang
Jl. Diponegoro No. 1 Batu Malang
Jl. Pemuda no. 118
Jl. MT. Haryono no. 992-994 Semarang
JL. Slamet Riyadi No 451 Solo
JL. Slamet Riyadi No. 273
Jl. Magelang Km 6 No. 18, Kutupatran, Sinduadi, Sleman,
Jl. Letjen Adi Sucipto No. 24-32, Yogyakarta
Jl.Warung Jati Barat 39 Jakarta
Jl. Kebon Kacang Raya Waduk Melati Tanah Abang
Jl. Gajah Mada No 19 - 26 Jakarta Pusat 10510
Jl. Angkasa Raya Kav. B-6, Jakarta Pusat 10630
Jl. P. Antasari No. 36 12730 Jakarta Selatan
Jl. Merdeka No. 56 Bandung
Jl Kopo Cirangrang No 599
Jl. Soekarno Hatta No.590
Jl. MH Thamrin Lippo Cikarang, Bekasi
Jl. Siliwangi ni 123, Bogor Timur
Jl. MH Thamrin No. 7
JL.Raya Bogor Km. 29, Cimanggis-Depok
Jl. Boulevard Diponegoro No. 105
Jl. Jendral Sudirman KM. 10 Kelurahan Buaran Indah Tangerang
15119
Jl. Hartono Raya Modernland Kelapa Indah Tangerang
Kompleks Jakabaring Sport City, Jl. Gubernur Hasan Bestari,
Jakabaring Kodya Palembang
Jl. Mayjen Dhani Effendi No.18 Komplek PIM Palembang Indah
Mall
JL. Pom Angkatan 45 Komplek Palembang Square
Jl. Aminudin Syah, Pekan Baru, Riau
Jl. Riau No. 58 Pekanbaru Riau
464
107
108
109
110
Medan
Jl. Jendral Sudirman No. 1 Duri - Riau

Jl. Kapten Maulana Lubis No. 8
Jl. KH.Zainul Arifin No. 7
Jl. Soekarno Hatta No. 14
The list of customers identified in table above is taken based on the category of the
retailers which is in hyper mart category. The customers are selected from hyper mart category
because the retailers will have bigger capacity of sending the goods and enable the ease of
transporting the goods from distributor to customers. The stores are usually located in big and
main road so that it will not be difficult for truck to get in, it will save the transportation cost
and shorten the delivery time. People who choose to shop in hyper mart category retailers are
also come from people with high income. This is align with the market target made in previous
sub chapter. These wholesalers and retailers are also usually located in urban area because their
segmented market is in urban are. Thus selecting these five retailers are the most suitable and
align with the market target and segmentation of LeCocotier products.
3.
Supply Chain Configurations

Supply chain is the integrated company network that creates and delivers a product
into the hands of end users (Pujawan & Mahen-drawathi, 2010). Supply chain has three supply
streams that must be well managed with either consist of material flow, information flow and
financial flows. The following are three streams supply:
Finance : Invoice, term of payment
Material : Raw material, components, finished goods
Information : Capacity, delivery status, finished goods
Supplier tier 2
Supplier tier 1
Manufacturer
Distributor
Retail/Store
Finance : Payment
Material : Desposit, repair
Information : Order, forecast, RFQ/RFP
Figure 5. 14 Three Streams of Supply Chain

(Pujawan & Mahen-drawathi, 2010)
This supply chain configuration will load the flowchart of the upstream to downstream,
for example, material flowing from upstream to downstream. The material flow is the raw
material shipped from a supplier of materials to production floor. There was also a flow of
information going fro upstream to downstream or vice versa. For example, information about
465
the product inventory remaining in a warehouse is required by suppliers and factories. In

addition, information on the status of delivery of raw materials is also required by companies.
The third flow in the supply chain is the financial flows. These financial flows can be a payment
schedule, credit terms, and others.
Supply chain is the Distributor, retailer and the other elements have correlation and
interdependency among elements which shows in below chart:
Coconut
Acetobacter Xylinum
Natural Sugar
Citric Acid
Amonium Sulfate
Sodium Metabisulfate
Epsom Salt
Fruit Extract
Wholesaler
LeCocotier
& Retailers
Corrugated
Seal Tape
Pillow Pouch
Bucket
Bottle
Financial: Invoice, Payment Term & Condition

Material: Raw Materials, components, finished
good
Information: Capacity, delivery status, quotation
Financial: Payment
Material: Recycle, Repair
Information: forecast
Cup
Cup Cover Sealed
Figure 5. 15 Supply Chain Configuration of LeCocotier
Figure above describes the supply chain configuration of LeCocotier products. The
configuration begins with the supply of raw materials and components from supplier to
production floor of PT Coco Indigene Indonesia to manufacture LeCocotier Products. The
finished goods from company are then delivered to wholesalers and customers. The example to
466
illustrate this scheme is in the information delivery from company to wholesalers regarding the
delivery capacity, and for the reversed from wholesalers to company, the information delivered
is order or forecast of product demand from customers.
5.2
Supplier Selection Determination

Supplier selection determination is one of the tasks which allocated for the
procurement department in a company. Suppliers are the third party of company which had to
fulfill materials needs for the production process. Even more, suppliers performance also able
to influence the companys products performance. That makes the suppliers have big
contribution to the production system of a company. This condition makes the company had to
define the standards or considerations in selecting the suppliers itself, regarding the tendency
level of a company to the suppliers for the production process are quite high. This sub-chapter
will explain about the supplier selection determination by PT. Coco Indigene Indonesia. The
following chart is showing the steps used by PT. Coco Indigene Indonesia in determining the
most desirable supplier to fulfill the company needs in production cases.
Gathering raw
material's
information
Selecting the
supplier based on
defined criteria
Supplier for the

company
Figure 5. 16 Supplier Selection System (Input, Process, Output)

(Anityasari, 2011)
5.2.1
Supplier Selection Criteria

According to the previous module, there is an analysis which focus on the
determination of making or buying for each components required for Le Cocotier products.
Based on that analysis, it can be concluded that almost all of the components for Le Cocotier
products had to be bought, while only the Nata de Coco itself will be made by the company.
The components which required to be bought by the company to conduct production process in
industry are consist of Nata de Coco ingredients itself, corrugated box, adhesive tape, products
packaging (pillow pouch, bucket pack, cup pack, and bottle pack), zipper and sealer, and also
additional components, such as straws and products label. Regarding that there are too many
components of Le Cocotier products, it means that PT. Coco Indigene Indonesia has to make a
careful decision to define the most suitable supplier for the company in order to avoid losses.
467
Standard specification or criteria which required to be fulfilled by supplier enterprises

had been set by the company according to their business goals. Each company has different
standard and specification for selecting supplier. This condition also occurred in PT. Coco
Indigene Indonesia. Since there is a tendency possibilities from the company to its supplier,
then careful judgment about materials supplier for their product had to be conducted. Even
more, thorough and continue process in selecting supplier hopefully able to increase the
competitive advantage of company, since the supplier performance also giving such
contribution to the companys performance. Table below will shows the criteria which then
expanded to its sub-criteria that had been set by PT. Coco Indigene Indonesia to select the most
suitable suppliers for the company. Criteria expansion to sub-criteria has the aim to make the
judgment process later will be easier and more specific.
Table 5.11 Criteria and Sub-Criteria set by PT. Coco Indigene Indonesia
No.
Criteria
Supplier's
enterprise
condition
Price
Delivery
Quality
Service
Sub-Criteria
Location of the supplier is near to the company.
Has good image branding in their business history.
Completeness of the business legality documents.
Price offered by supplier is below the budget limit of company.
Fluctuation price from supplier is not too significant (quite stable).
Orders were sent to the company in a right time or before deadline.
Amount of goods delivered are appropriate to the orders from company.
Goods quality supplied fulfill the company specification.
Suppliers ability in providing consistent quality of the products to
company.
Guarantee of the products delivered to the company availability.
Responsiveness capability of the supplier to companys orders.
(Eri Wirdianto, 2008) and (Dewi Kurniawati, 2013)
According to the table above, explanation about each point of criteria and sub-criteria
mentioned will be described at the following parts.
1.
Suppliers enterprise condition

Judging or evaluating the supplier had to be done carefully and conducted as the
continue process, because the supplier is third party of the company which able to
influence the smoothness of production performance in an industry. That makes PT.
Coco Indigene Indonesia desiring to have long term and cooperative relationship with
the supplier company. In developing cooperative relationship, the company had to
check the background of suppliers company in order to create mutually beneficial
relation. That is why; the condition of suppliers enterprise included in one of the
criteria for supplier selection.
468
a. Suppliers location
Location is included in the sub-criteria for determining the supplier for company, in
order to minimize the probability of long lead time requirements for products delivery,
unexpected transportation queue or jammed, and also effort of reducing the
transportation or delivery charges from supplier. Supplier location also needed to be
checked by the company in order to avoid the possibility of fraud and making sure that
the company is existed.
b. Good image branding in history
Supplier background is the important thing which required to be evaluated by the
company. In order to avoid unwanted problems in the future, it is desirably for the
company in choosing trusted supplier with good image branding in their business
history. At least their experiences in business field able to be an illustration for their
business performances in the future.
c. Completeness of business legality documents
In conducting long term and cooperative relation with other company, it is obvious to
check the completeness of business legality documents owned by them. This subcriteria is included, because PT. Coco Indigene Indonesia avoiding to have relation
with illegal enterprises.
2.
Price
Price is included as the important thing in selecting supplier to be cooperated with,
because even though the supplier had fulfill all the standards defined by company,
when the financial aspects were not in line with it, then the supplier still cannot be
selected. Budget problem can be an obstacle if the provided investment is too low and
can be an opportunity when there is high investment for the production. That is why;
the supplier selected later had to be matched with the budget arranged by company.
a. Affordable price for the companys budget
As a new established company, PT. Coco Indigene Indonesia had to follow budget
arrangement recommendation from the financial department, including of materials
spending budget. It is important because the material spending is able to influence the
production cost for Le Cocotier products, then the production cost will affect the profit
achieved by company. Profit achieved by company is one factor to determine the
company is sustain or not.
469
b. Quite stable price offered

It is very obvious that there are fluctuation of price offered in the market, even for the
same products from the same supplier company. This condition was caused by
seasonal or eventual occasion, inflation rates, economic crisis, and many other things
which able to affect the fluctuation. Recall that company is always set up the financial
plan to conduct the business, then it will desirable that the price offered by supplier is
quite stable. It is impossible to make the price of products offered by supplier is in
constant level, but the changes will be more desired to be in low rates or not too
significant to make the financial plans set by the company is still be able to be
followed.
3.
Delivery
Delivery is also an important aspect which required to be evaluated by a company in
selecting the supplier. The tendency of a company to supplier are influenced at most
by delivery. Production process in a company only can be conducted after the suppliers
had been delivered all the components order. When the orders had not been delivered
in the right time, right amount, and as promises specification, then it will affect the
performance of a company. That is why; delivery will be an important point for
selecting supplier.
a. On time delivery
It is normal for a company had to add such lead time for delivering process to the
company regarding of the distances between company and the supplier industry. But,
the lead time which promised by the supplier company in delivering the orders to the
company had to be followed as well. When there is unexpected or unwanted additional
lead time because of the supplier company cannot deliver the products on time, then
the production process in a company cannot be conducted as smooth as the plans had
been made. This condition able to lead the company into losses. That is why; in
selecting supplier, the ability of supplier in delivering the orders had to be evaluated
as well.
470
b. Right amount delivery

According to the other aspect focused on logistics management, besides right time
delivery, right amount of products delivered also need to be evaluated. The amount of
products delivered by supplier had to be matched with the orders that had been made
by the company. This condition to avoid the additional transportation charges because
of delivering too many goods and also shortages cost because of the supplied
components are unable to fulfill the demand of company.
4.
Quality
It is very obvious to include the quality of supplier products in the criteria of selecting
supplier. Quality of the supplier products or components are able to affect the
performance of products produced by the company. The products performance will
affect the PT. Coco Indigene Indonesias performance, since the product can also be
the main factor in compete with other competitors in the market.
a. Specification fulfillment
Recall that the companys performances were influenced by suppliers performances,
that makes the specification of products delivered by supplier had to be evaluated
carefully. The products which will be produced by the company is the assembly from
many components from suppliers of the company. That is why; the products
performance will be affected by the performance of its components. In order to achieve
good products performances, the company had to develop the standards of components
specification which required to be fulfilled by the supplier. The ability of supplier in
fulfilling the standard itself can be the criteria in evaluating in selecting the supplier.
b. Consistent quality
It is often that a supplier industry not producing the products with quality perfectly
same as before. There is still probability of a supplier company in having improvement
or degradation of quality in their products. It will be giving such beneficial affect for
the company if the supplier has improvement in their products quality, but if the
supplier has degradation quality then the company will not desiring has degradation
quality too as the impact of that condition. That is why; consistent quality products
also be the important aspect in evaluate the supplier, even though the improved quality
is still preferable.
471
5.
Service
Service is included in intangible aspect for evaluating the supplier performances. This
aspect required to be evaluated too regarding that the company will be customers for
supplier company who willing to be served as desired.
a. Responsiveness capability
There is possibility that the company will contact the supplier enterprises for so many
orders or other cooperation things. That is why; the responsiveness capability of a
supplier company had to be evaluated too to avoid the possibility of company selecting
a supplier which always slow in response all the orders, claims, or other cooperation
agreement.
b. Ease to be Contacted
Recall the tendency of the production process in company to the suppliers is high, then
there should be a good communication between the company and supplier. Good
communication only can be achieved by the ease of suppliers to be contacted.
5.2.2
AHP for Supplier Selection

In determining supplier for the company, it will not be an easy decision. It was caused
that supplier selection process is included as the complex problem, which characterized by the
existence of many criteria with different importance and also the data collected is not completed
as desired. The different importance and supplier performance is able to lead to such conflicting
and able to lead to the trade-off decision making for selecting supplier. This condition can be
solved by using Multi Criteria Decision Making (MCDM) method.
One of MCDM method is called as Analytical Hierarchy Process (AHP). It is a method
which is suitable for complex decision such as in decision making process, alternatives
development, planning problem solving, priorities arrangement selection, resources and
requirements allocation, performances planning, optimization, and also conflict problem
solving (Saaty, 1980). It is a method for ranking several decision alternatives and selecting the
best one when the decision maker had multiple objectives or criteria, on which to be the bases
of decision. The method is developing numerical scores to rank each decision alternative based
on how well the alternative meets the decision maker criteria (Taylor, 2010).
In order to conduct the AHP method for solving the supplier selection decision, the first
thing required to do is set the goal. Goal of conducting AHP is to rank the priorities supplier in
order to select the most desirable supplier to supply the required component of PT. Coco
Indigene Indonesia. After that the criteria and supplier alternatives which had been determined
in the previous sub chapter will be recalled in order to being evaluated. Evaluation conducted
472
based on pairwise comparison method as the next procedure in AHP process after setting the
goal, criteria, and alternatives. The comparison conducted for every 2 criteria based on the
following scores.
Figure 5. 17 Pairwise Comparison Score Table

(Taylor, 2010)
According to the scoring description as can be seen at the table above, the next phase in
AHP method is developing a pairwise comparison matrix. The comparison matrix were built in
order to make the pairwise comparison process easier. Comparison process was conducted by
using Expert Choice software. The following table is the scoring input for the software based
on the scales on the table above.
Table 5.12 Criteria Comparison Input for Expert Choice Software
Criteria
Supplier
Enterprise
Condition
Supplier
Enterprise
Condition
Supplier
Enterprise
Condition
Supplier
Enterprise
Condition
Price
Price
Price
Delivery
Delivery
Quality
Scoring Scales
3 2 1 2 3
Criteria
Price
Delivery
Quality
Service
Delivery
Quality
Service
Quality
Service
Service
The table above is showing the scoring scales from PT. Coco Indigene Indonesia
subjectivity in priorities the importance level of each criteria. The highlighted cell is showing
tendency of each compared criteria, which is more important in a company perspective.
Regarding that the comparison was conducted based on company subjectivity, it means that the
473
company is following expert judgment process in developing the pairwise comparison process
in AHP method. Results of processing the input as can be seen at the table above in Expert
Choice are can be seen at the following figure.
Figure 5. 18 Criteria Priorities Rank Results from Expert Choice Software
Based on the figure above, summarize of pairwise comparison results can be achieved.
The results from the Expert Choice software above will be the weight for each criteria that will
be used for the next phases required to be follow.
The next step in AHP method after comparing each criteria is conducting pairwise
comparison again, but it more focuses on the sub-criteria. Every 2 sub-criteria in the same
criteria will be compared as can described at the following parts.
1.
Suppliers enterprise condition

Suppliers enterprise condition has four sub-criteria which required to be compared
using pairwise comparison method. The phase and result of comparison process to
develop rank of importance for each sub-criteria in suppliers enterprise condition
criteria can be seen at the following figures.
Table 5.13 Supplier Enterprise Condition Sub-Criteria Comparison Input

Sub-Criteria
Near location
Near location
Good image
history
Criteria: Supplier's Enterprise Condition

Scoring Scales
7 6 5 4 3 2 1 2 3 4 5 6 7
Sub-Criteria
Good image
history
Completeness
documents
Completeness
documents
Figure 5. 19 Suppliers Enterprise Condition Sub-Criteria Comparison Results
474
2.
Price
There are 3 cub-criteria which required to be compared under the price criteria, such
as affordable price, stable price, and also ease of payment. Those 3 sub-criteria
comparison input phase and result can be seen at the following figures.
Table 5.14 Price Sub-Criteria Comparison Input

Sub-Criteria
Criteria: Price
Scoring Scales
3 2 1 2 3
Affordable price
Sub-Criteria
Stable price
Figure 5. 20 Price Sub-Criteria Comparison Results
3.
Delivery
However, in delivery aspect criteria there are 3 sub-criteria which required to be
compared based on pairwise comparison rules to develop the value of each importance
weight. The following figures are showing the input of conducting comparison for
Expert Choice software and also the result of importance weight score of each subcriteria.
Table 5.15 Delivery Sub-Criteria Comparison Input

Sub-Criteria
Criteria: Delivery
Scoring Scales
4 3 2 1 2 3 4
On time delivery
Sub-Criteria
Right amount
delivery
Figure 5. 21 Delivery Sub-Criteria Comparison Results
4.
Quality
There are 2 sub-criteria which expanded from quality criteria in developing the rank
of supplier. Those 2 sub criteria are good specification of the supplier products and
also supplier ability in delivering consistent quality of their goods. The followings are
475
figures which showing the input for comparison process and also the result of weight
importance for each sub-criteria.
Table 5.16 Quality Sub-Criteria Comparison Input
Sub-Criteria
Criteria: Quality
Scoring Scales
4 3 2 1 2 3
Goods
specification
Sub-Criteria
Consistent
quality
Figure 5. 22 Quality Sub-Criteria Comparison Results
5.
Service
Last criteria, which is service, has 3 sub-criteria that also required to be compared
using Expert Choice software. The followings are figures to represent the input of
comparison process, and also the result from the software that completed by the
importance weight for each sub-criteria.
Table 5.17 Service Sub-Criteria Comparison Input
Sub-Criteria
Criteria: Service
Scoring Scales
4 3 2 1 2 3 4
Responsiveness
Sub-Criteria
Ease to be
Contacted
Figure 5. 23 Service Sub-Criteria Comparison Results
According to the results from Expert Choice software which can be seen at each part
of criteria above, the following table is showing the recapitulation of weight for criteria and
sub-criteria used in supplier selection.
476
Table 5.18 Criteria and Sub-Criteria Weight Results

No.
Criteria
Supplier enterprise condition
Weight
0.061
Price
0.192
Delivery
0.161
Quality
0.540
Service
0.046
Sub-Criteria
Weight
Near location
0.709
Good image history
0.179
Completeness documents
0.113
Affordable price
0.800
Stable price
0.200
On-time delivery
0.750
Right amount delivery
0.250
Goods specification
0.750
Consistent quality
0.250
Responsiveness
0.750
Ease to be Contacted
0.250
When the pairwise comparison processes for every criteria and sub-criteria had been
conducted, then supplier selection process can be developed. From each criteria and sub-criteria
comparison, then expanded to each supplier alternative comparison in order to get the value of
supplier weighted score. When the weighted score for each supplier from the whole sub-criteria
being summed will be the total score that able to be used as the based to set the rank of supplier
priorities.
After calculated the weight for each criteria and sub-criteria used, then the comparison
had to be conducted for each supplier alternatives for every criteria and sub-criteria mentioned.
The following are components which required to be supplied by supplier of the company. Each
component supplier selection will be conducted by using Expert Choice software. The further
explanation about supplier selection for each component can be seen at the following parts.
477
1.
Fresh Coconut Water

According to AHP process methods, the comparison of each supplier required to be
conducted in every point of sub-criteria. The comparison output from Expert Choice
software for each supplier alternatives in every points of sub-criteria.
Figure 5. 24 Supplier Priorities for Fresh Coconut Water from Near Location Aspect
Figure 5. 25 Supplier Priorities for Fresh Coconut Water from Their Image History Aspect
Figure 5. 26 Supplier Priorities for Fresh Coconut Water from Completeness Documents Aspect
Figure 5. 27 Supplier Priorities for Fresh Coconut Water from Affordable Price Aspect
478
Figure 5. 28 Supplier Priorities for Fresh Coconut Water from Price Stability Aspect
Figure 5. 29 Supplier Priorities for Fresh Coconut Water from On-Time Delivery Aspect
Figure 5. 30 Supplier Priorities for Fresh Coconut Water from Right Amount Delivery Aspect
Figure 5. 31 Supplier Priorities for Fresh Coconut Water from Goods Specification Aspect
Figure 5. 32 Supplier Priorities for Fresh Coconut Water from Consistent Quality
479
Figure 5. 33 Supplier Priorities for Fresh Coconut Water from Responsiveness Aspect
Figure 5. 34 Supplier Priorities for Fresh Coconut Water from Ease to be Contacted
Based on the screenshots of Expert Choice output above, the conclusion of selected
suppliers for fulfill the company needs in case of fresh coconut water supplies are can
be seen at the following figure.
Figure 5. 35 Supplier Determination Output Results for Fresh Coconut Water
As can be seen at the figure above, the two suppliers with highest score which can be
selected to fulfill fresh coconut water requirements for the company are PT. Tulus Tri
Tunggal and PT. Indo Coco. Two companies selected as the suppliers since fresh
coconut water is included to the critical things for production of Le Cocotier products.
480
2.
Acetobacter xylinum
Figure 5. 36 Supplier Priorities for Acetobacter xylinum from Near Location Aspect
Figure 5. 37 Supplier Priorities for Acetobacter xylinum from Their Image History Aspect
Figure 5. 38 Supplier Priorities for Acetobacter xylinum from Completeness Document Aspect
Figure 5. 39 Supplier Priorities for Acetobacter xylinum from Affordable Price Aspect
481
Figure 5. 40 Supplier Priorities for Acetobacter xylinum from Price Stability Aspect
Figure 5. 41 Supplier Priorities for Acetobacter xylinum from On-Time Delivery Aspect
Figure 5. 42 Supplier Priorities for Acetobacter xylinum from Right Amount Delivery Aspect
Figure 5. 43 Supplier Priorities for Acetobacter xylinum from Goods Specification
Figure 5. 44 Supplier Priorities for Acetobacter xylinum from Consistent Quality Aspect
482
Figure 5. 45 Supplier Priorities for Acetobacter xylinum from Responsiveness Aspect
Figure 5. 46 Supplier Priorities for Acetobacter xylinum from Ease to be Contacted Aspect
suppliers for fulfill the company needs in case of Acetobacter xylinum supplies are can
Figure 5. 47 Supplier Determination for Output Results for Acetobacter xylinum
selected to fulfill Acetobacter xylinum requirements for the company are CV. Bio
Agrikulturindo and Nata de Coco Kuningan. Two companies selected as the suppliers
since Acetobacter xylinum is included to the critical things for production of Le
Cocotier products.
483
3.
Natural sugar
Figure 5. 48 Supplier Priorities for Natural Sugar from Near Location Aspect
Figure 5. 49 Supplier Priorities for Natural Sugar from Good Image History Aspect
Figure 5. 50 Supplier Priorities for Natural Sugar from Completeness Documents Aspect
Figure 5. 51 Supplier Priorities for Natural Sugar from Affordable Price Aspect
484
Figure 5. 52 Supplier Priorities for Natural Sugar from Price Stability Aspect
Figure 5. 53 Supplier Priorities for Natural Sugar from On-Time Delivery Aspect
Figure 5. 54 Supplier Priorities for Natural Sugar from Right Amount Delivery Aspect
Figure 5. 55 Supplier Priorities for Natural Sugar from Goods Specification Aspect
Figure 5. 56 Supplier Priorities for Natural Sugar from Consistent Quality Aspect
485
Figure 5. 57 Supplier Priorities for Natural Sugar from Responsiveness Aspect
Figure 5. 58 Supplier Priorities for Natural Sugar from Ease to be Contacted Aspect
suppliers for fulfill the company needs in case of natural sugar supplies are can be seen
at the following figure.
Figure 5. 59 Supplier Determination Output Results for Natural Sugar
selected to fulfill natural sugar requirements for the company are PT. Sumber Lancar
and also PT. Mitra Karya Nusantara. Two companies selected as the suppliers since
natural sugar is included to the critical things for production of Le Cocotier products.
486
4.
Citric acid
Figure 5. 60 Supplier Priorities for Citric Acid from Near Location Aspect
Figure 5. 61 Supplier Priorities for Citric Acid from Good Image History Aspect
Figure 5. 62 Supplier Priorities for Citric Acid from Completeness Document Aspect
Figure 5. 63 Supplier Priorities for Citric Acid from Affordable Price Aspect
Figure 5. 64 Supplier Priorities for Citric Acid from Price Stability Aspect
487
Figure 5. 65 Supplier Priorities for Citric Acid from On-Time Delivery
Figure 5. 66 Supplier Priorities for Citric Acid from Right Amount Delivery
Figure 5. 67 Supplier Priorities for Citric Acid from Goods Specification Aspect
Figure 5. 68 Supplier Priorities for Citric Acid from Consistent Quality Aspect
Figure 5. 69 Supplier Priorities for Citric Acid from Responsiveness Aspect
488
Figure 5. 70 Supplier Priorities for Citric Acid from Ease to be Contacted Aspect
suppliers for fulfill the company needs in case of citric acid supplies are can be seen
Figure 5. 71 Supplier Determination Output Results for Natural Sugar
As can be seen at the figure above, the supplier with highest score which can be
selected to fulfill citric acid requirements for the company is PT. Nusa Indah Megah.
Only one company selected as the supplier since citric acid is not included to the
critical things for production of Le Cocotier products.
489
5.
Ammonium sulfate
Figure 5. 72 Supplier Priorities for Ammonium sulfate from Near Location Aspect
Figure 5. 73 Supplier Priorities for Ammonium sulfate from Good Image History Aspect
Figure 5. 74 Supplier Priorities for Ammonium sulfate from Completeness Documents Aspect
Figure 5. 75 Supplier Priorities for Ammonium sulfate from Affordable Price Aspect
490
Figure 5. 76 Supplier Priorities for Ammonium sulfate from Price Stability Aspect
Figure 5. 77 Supplier Priorities for Ammonium sulfate from On-Time Delivery Aspect
Figure 5. 78 Supplier Priorities for Ammonium sulfate from Right Amount Delivery Aspect
Figure 5. 79 Supplier Priorities for Ammonium sulfate from Goods Specification Aspect
Figure 5. 80 Supplier Priorities for Ammonium sulfate from Consistent Quality Aspect
491
Figure 5. 81 Supplier Priorities for Ammonium sulfate from Responsiveness Aspect
Figure 5. 82 Supplier Priorities for Ammonium sulfate from Ease to be Contacted Aspect
Based on the screenshots of Expert Choice output above, the conclusion of supplier
selected for fulfill the company needs in case of Ammonium sulfate supplies are can
Figure 5. 83 Supplier Determination Output Results for Amonium sulfate
As can be seen at the figure above, the suppliers with highest score which can be
selected to fulfill Ammoniun sulfate requirements for the company is PT. Nusa Indah
Megah. Only one company selected as the suppliers since citric acid is not included to
the critical things for production of Le Cocotier products.
492
6.
Figure 5. 84 Supplier Priorities for Sodium metabisulfate from Near Location Aspect
Figure 5. 85 Supplier Priorities for Sodium metabisulfate from Good Image History Aspect
Figure 5. 86 Supplier Priorities for Sodium metabisulfate from Completeness Document Aspect
Figure 5. 87 Supplier Priorities for Sodium metabisulfate from Affordable Price Aspect
Figure 5. 88 Supplier Priorities for Sodium metabisulfate from Price Stability Aspect
493
Figure 5. 89 Supplier Priorities for Sodium metabisulfate from On-Time Delivery Aspect
Figure 5. 90 Supplier Priorities for Sodium metabisulfate from Right Amount Delivery Aspect
Figure 5. 91 Supplier Priorities for Sodium metabisulfate from Goods Specification Aspect
Figure 5. 92 Supplier Priorities for Sodium metabisulfate from Consistent Quality Aspect
Figure 5. 93 Supplier Priorities for Sodium metabisulfate from Responsiveness Aspect
494
Figure 5. 94 Supplier Priorities for Sodium metabisulfate from Ease to be Contacted Aspect
suppliers for fulfill the company needs in case of Sodium metabisulfate supplies are
can be seen at the following figure.
Figure 5. 95 Supplier Determination Output Results for Sodium metabisulfate
selected to fulfill citric acid requirements for the company is PT. Inti Kimia Jaya. Only
one company selected as the supplier since Sodium metabisulfate is not included to the
495
7.
Epsom salt
Figure 5. 96 Supplier Priorities for Epsom Salt from Near Location Aspect
Figure 5. 97 Supplier Priorities for Epsom Salt from Good Image History Aspect
Figure 5. 98 Supplier Priorities for Epsom Salt from Completeness Documents Aspect
Figure 5. 99 Supplier Priorities for Epsom Salt from Affordable Price Aspect
496
Figure 5. 100 Supplier Priorities for Epsom Salt from Price Stability Aspect
Figure 5. 101 Supplier Priorities for Epsom Salt from On-Time Delivery Aspect
Figure 5. 102 Supplier Priorities for Epsom Salt from Right Amount Delivery Aspect
Figure 5. 103 Supplier Priorities for Epsom Salt from Goods Specification Aspect
Figure 5. 104 Supplier Priorities for Epsom Salt from Consistent Quality Aspect
497
Figure 5. 105 Supplier Priorities for Epsom Salt from Responsiveness Aspect
Figure 5. 106 Supplier Priorities for Epsom Salt from Ease to be Contacted Aspect
suppliers for fulfill the company needs in case of Epsom salt supplies are can be seen
Figure 5. 107 Supplier Determination Output Results for Epsom Salts
selected to fulfill citric acid requirements for the company is PT. Nusa Indah Megah.
Only one company selected as the supplier since Epsom salt is not included to the
498
8.
Fruit extract
Figure 5. 108 Supplier Priorities for Fruit Extract from Near Location Aspect
Figure 5. 109 Supplier Priorities for Fruit Extract from Good Image History Aspect
Figure 5. 110 Supplier Priorities for Fruit Extract from Completeness Documents Aspect
Figure 5. 111 Supplier Priorities for Fruit Extract from Affordable Price Aspect
Figure 5. 112 Supplier Priorities for Fruit Extract from Price Stability Aspect
499
Figure 5. 113 Supplier Priorities for Fruit Extract from On-Time Delivery Aspect
Figure 5. 114 Supplier Priorities for Fruit Extract from Right Amount Delivery Aspect
Figure 5. 115 Supplier Priorities for Fruit Extract from Goods Specification Aspect
Figure 5. 116 Supplier Priorities for Fruit Extract from Consistent Quality Aspect
Figure 5. 117 Supplier Priorities for Fruit Extract from Responsiveness Aspect
500
Figure 5. 118 Supplier Priorities for Fruit Extract from Ease to be Contacted Aspect
suppliers for fulfill the company needs in case of fruit extract supplies are can be seen
Figure 5. 119 Supplier Determination Output Results for Fruit Extract
selected to fulfill fruit extract requirements for the company is Frezzo. Only one
company selected as the supplier since fruit extract is not included to the critical things
for production of Le Cocotier products.
501
9.
Corrugated box
Figure 5. 120 Supplier Priorities for Corrugated Box from Near Location Aspect
Figure 5. 121 Supplier Priorities for Corrugated Box from Good Image History Aspect
Figure 5. 122 Supplier Priorities for Corrugated Box from Completeness Document Aspect
Figure 5. 123 Supplier Priorities for Corrugated Box from Affordable Price Aspect
502
Figure 5. 124 Supplier Priorities for Corrugated Box from Price Stability Aspect
Figure 5. 125 Supplier Priorities for Corrugated Box from On-Time Delivery Aspect
Figure 5. 126 Supplier Priorities for Corrugated Box from Right Amount Delivery Aspect
Figure 5. 127 Supplier Priorities for Corrugated Box from Goods Specification Aspect
Figure 5. 128 Supplier Priorities for Corrugated Box from Consistent Quality Aspect
503
Figure 5. 129 Supplier Priorities for Corrugated Box from Responsiveness Aspect
Figure 5. 130 Supplier Priorities for Corrugated Box from Ease to be Contacted Aspect
Based on the screenshots of Expert Choice output above, the conclusion of suppliers
selected for fulfill the company needs in case of corrugated box supplies are can be
seen at the following figure.
Figure 5. 131 Supplier Determination Output Result for Corrugated Box
selected to fulfill corrugated box requirements for the company is PT. Greenpack and
PT. Wiratech. Two companies selected as the suppliers since corrugated box is
included to the critical things for production of Le Cocotier products.
504
10.
Adhesive tape
Figure 5. 132 Supplier Determination for Adhesive Tape from Near Location Aspect
Figure 5. 133 Supplier Determination for Adhesive Tape from Good Image History
Aspect
Figure 5. 134 Supplier Determination for Adhesive Tape from Completeness Documents
Aspect
Figure 5. 135 Supplier Determination for Adhesive Tape from Affordable Price Aspect
505
Figure 5. 136 Supplier Determination for Adhesive Tape from Stable Price Aspect
Figure 5. 137 Supplier Determination for Adhesive Tape from Stable Price Aspect
Figure 5. 138 Supplier Determination for Adhesive Tape from On-Time Delivery Aspect
Figure 5. 139 Supplier Determination for Adhesive Tape from Right Amount Delivery
Aspect
Figure 5. 140 Supplier Determination for Adhesive Tape from Goods Specification
Aspect
506
Figure 5. 141 Supplier Determination for Adhesive Tape from Consistency Quality
Aspect
Figure 5. 142 Supplier Determination for Adhesive Tape from Responsiveness Aspect
Figure 5. 143 Supplier Determination for Adhesive Tape from Ease to be Contacted
Aspect
selected for fulfill the company needs in case of adhesive tape supplies are can be seen
Figure 5. 144 Supplier Determination Output Result for Adhesive Tape
507
selected to fulfill adhesive tape requirements for the company is PT. Trimegah Jaya
Perkasa. Only one company selected as the supplier since adhesive tape is not included
to the critical things for production of Le Cocotier products.
11.
Pillow pack and the label

Figure 5. 145 Supplier Determination for Pillow Pack from Near Location Aspects
Figure 5. 146 Supplier Determination for Pillow Pack from Good Image History Aspects
Figure 5. 147 Supplier Determination for Pillow Pack from Completeness Documents
Figure 5. 148 Supplier Determination for Pillow Pack from Affordable Price Aspects
508
Figure 5. 149 Supplier Determination for Pillow Pack from Stable Price Aspects
Figure 5. 150 Supplier Determination for Pillow Pack from On-Time Delivery Aspects
Figure 5. 151 Supplier Determination for Pillow Pack from Right Amount Delivery
Aspect
Figure 5. 152 Supplier Determination for Pillow Pack from Goods Specification Aspect
Figure 5. 153 Supplier Determination for Pillow Pack from Consistent Quality Aspect
509
Figure 5. 154 Supplier Determination for Pillow Pack from Responsiveness Aspect
Figure 5. 155 Supplier Determination for Pillow Pack from Ease to be Contacted Aspect
selected for fulfill the company needs in case of pillow pack and the label supplies are
Figure 5. 156 Supplier Determination Output Result for Pillow Pack
selected to fulfill pillow pack and the label requirements for the company is PT. JPW
Indonesia. Only one company selected as the supplier since pillow pack and the label
is not included to the critical things for production of Le Cocotier products.
510
12.
Bucket pack and the label

Figure 5. 157 Supplier Determination for Bucket Pack from Near Location Aspect
Figure 5. 158 Supplier Determination for Bucket Pack from Good Image History Aspect
Figure 5. 159 Supplier Determination for Bucket Pack from Completeness Documents
Aspect
Figure 5. 160 Supplier
Determination for Bucket Pack from Affordable Price Aspect
511
Figure 5. 161 Supplier Determination for Bucket Pack from Stable Price Aspect
Figure 5. 162 Supplier Determination for Bucket Pack from On-Time Delivery Aspect
Figure 5. 163 Supplier Determination for Bucket Pack from Right Amount Delivery
Aspect
Figure 5. 164 Supplier Determination for Bucket Pack from Goods Specification Aspect
Figure 5. 165 Supplier Determination for Bucket Pack from Consistent Quality Aspect
512
Figure 5. 166 Supplier Determination for Bucket Pack from Responsiveness Aspect
Figure 5. 167 Supplier Determination for Bucket Pack from Goods Specification Aspect
selected for fulfill the company needs in case of bucket pack and the label supplies are
Figure 5. 168 Supplier Determination Output Result for Bucket Pack
selected to fulfill pillow pack and the label requirements for the company is PT. Green
Pack Only one company selected as the supplier since pillow pack and the label is not
513
13.
Bottle pack and the label

Figure 5. 169 Supplier Determination for Bottle Pack from Near Location Aspect
Figure 5. 170 Supplier Determination for Bottle Pack from Good Image History Aspect
Figure 1 Supplier Determination for Bottle Pack from Completeness Documents Aspect
Figure 5. 171 Supplier Determination for Bottle Pack from Affordable Price Aspect
514
Figure 5. 172 Supplier Determination for Bottle Pack from Stable Price Aspect
Figure 5. 173 Supplier Determination for Bottle Pack from On-Time Delivery Aspect
Figure 5. 174 Supplier Determination for Bottle Pack from Right Amount Delivery
Aspect
Figure 5. 175 Supplier Determination for Bottle Pack for Good Specification Aspect
Figure 5. 176 Supplier Determination for Bottle Pack for Consistent Quality Aspect
515
Figure 5. 177 Supplier Determination for Bottle Pack from Responsiveness Aspect
Figure 5. 178 Supplier Determination for Bottle Pack from Ease to be Contacted Aspect
selected for fulfill the company needs in case of bottle pack and the label supplies are
Figure 5. 179 Supplier Determination Output Result for Bottle Pack
As can be seen at the figure above, the suppliers with highest score which can be selected
to fulfill pillow pack and the label requirements for the company is PT. Anugerah Sejati
Multiplast. Only one company selected as the supplier since pillow pack and the label
is not included to the critical things for production of Le Cocotier products.
516
14.
Cup pack and the label

Figure 5. 180 Supplier Determination for Cup Pack from Near Location Aspect
Figure 5. 181 Supplier Determination for Cup Pack from Good Image History Aspect
Figure 5. 182 Supplier Determination for Cup Pack from Completeness Documents
Aspect
Figure 5. 183 Supplier Determination for Cup Pack from Affordable Price Aspect
Figure 5. 184 Supplier Determination for Cup Pack from Stable Price Aspect
517
Figure 5. 185 Supplier Determination for Cup Pack from On-Time Delivery Aspect
Figure 5. 186 Supplier Determination for Cup Pack from Right Amount Delivery Aspect
Figure 5. 187 Supplier Determination for Cup Pack from Goods Specification Aspect
Figure 5. 188 Supplier Determination for Cup Pack from Consistent Quality Aspect
Figure 5. 189 Supplier Determination for Cup Pack from Responsiveness Aspect
518
Figure 5. 190 Supplier Determination for Cup Pack from Ease to be Contacted Aspect
selected for fulfill the company needs in case of cup pack and label supplies are can
Figure 5. 191 Supplier Determination Output Result for Cup Pack
As can be seen at the figure above, the suppliers with highest score which can be selected
to fulfill pillow pack and the label requirements for the company is PT. Guna Kemas
Indah. Only one company selected as the supplier since pillow pack and the label is not
15.
Sealed cup cover

519
Figure 5. 192 Supplier Priorities for Cup Sealed Cover from Near Location Aspect
Figure 5. 193 Supplier Priorities for Cup Sealed Cover from Good Image History Aspect
Figure 5. 194 Supplier Priorities for Cup Sealed Cover from Completeness Document Aspect
Figure 5. 195 Supplier Priorities for Cup Sealed Cover from Affordable Price Aspect
Figure 5. 196 Supplier Priorities for Cup Sealed Cover from Price Stability Aspect
520
Figure 5. 197 Supplier Priorities for Cup Sealed Cover from On-Time Delivery Aspect
Figure 5. 198 Supplier Priorities for Cup Sealed Cover from Right Amount Delivery Aspect
Figure 5. 199 Supplier Priorities for Cup Sealed Cover from Goods Specification Aspect
Figure 5. 200 Supplier Priorities for Cup Sealed Cover from Consistent Quality Aspect
Figure 5. 201 Supplier Priorities for Cup Sealed Cover from Responsiveness Aspect
521
Figure 5. 202 Supplier Priorities for Cup Sealed Cover from Ease to be Contacted Aspect
selected for fulfill the company needs in case of sealed cup cover supplies are can be
seen at the following figure.
Figure 5. 203 Supplier Determination Output Result for Cup Cover Sealed
selected to fulfill sealed cup cover requirements for the company is PT. Buka Lapak.
Only one company selected as the supplier since sealed cup cover is not included to
the critical things for production of Le Cocotier products.
Regarding figures and descriptions explained above, then the recapitulation about the
selected supplier for each component required are can be seen at the following table. For each
critical components there will be 2 suppliers recapped, while the other component is only
selecting 1 supplier.
Table 5.19 Selected Supplier for Le Cocotier Products
1
2
Product
Components
Fresh coconut water
Acetobacter xylinum
PT. Tulus Tri Tunggal

CV. Bio Agrikulturindo
Natural sugar
PT. Sumber Lancar
Citric acid
PT. Nusa Indah Megah
No.
Main Supplier
Alternative Supplier
PT. Indo Coco
Nata de Coco Kuningan
PT. Mitra Karya
Nusantara
522
7
8
Product
Components
Ammonium sulfate
Sodium
metabisulfate
Epsom salt
Fruit extract
Corrugated box
10
Adhesive tape
No.
5
6
11
12
13
14
15
5.3
Pillow pack with

label
Bucket pack with
label
Bottle pack with
label
Cup pack with label
Cup sealed cover
Main Supplier
Alternative Supplier

PT. Inti Kimia Jaya
Frezzo
PT. Prima Anugra
Sentosa Abadi (Pasabox)
PT. Trimegah Jaya
Perkasa
PT. Dinastindo Pratama
PT. JPW Indonesia

PT. Greenpack
PT. Anugerah Sejati
Plastik
PT. Guna Kemas Indah
PT. Buka Lapak
Location and Distribution Analysis

Basically, the most ideal industrial location was located in a place which able to
minimize the production cost, but it will be able to maximize total profit. In other words, the
best location for an industry is a place with lowest distribution and production process costs,
but the product price and volume able to maximize the profit (Maria Anityasari, 2011).
Industrial location determination is very important because of the impact of incorrect
location determination able to lead to the losses, since there are some investment which had
been given to the incorrect plant or industrial project. In addition, the location determination
also able to give such great impact to the other feasibility study aspects, such as distribution,
supply-demand analysis, and also marketing focus strategy. The following flowchart is showing
procedures used in conducting industrial location and distribution.
523
START
Alternative Locations
Determination
Alternative Locations
Selection (Brown-Gibson
Approach)
Transportation and
Distribution Analysis
END
Figure 5. 204 Location and Distribution Analysis Flowchart
(Maria Anityasari, 2011)

5.3.1
Alternative Location Determination

According to the previous sub-chapter, this part will focus to select the most suitable
alternative locations which had been identified before. Industrial location selection had to be
analyzed from quantitative and qualitative aspects. The analysis of each aspect will be divided
524
into objective factors calculation for quantitative aspect, while subjective factors analysis will more specific to the qualitative analysis. The method
followed in determining the industrial location using those analyses will be explained in the following parts.
Alternative location is determined using two approaches; the first approach is using market area as the consideration in determining the
weight of each city. This approach is used because the alternative location is seek to be close to the market area or in the PT Coco Indigene distribution
network, the market area will be the area of the wholesaler and retailers that the company deliver the products. Market area becomes one of the
approaches so that the alternative location enables the company to deliver the products fast to the area that have most customers and minimize the
cost of transportation as well. The second approach is using supplier location as the consideration in determining the weight of each city. This approach
is used because as the company that manufactures drink and beverages products, the company relies on the fresh raw materials such as fresh coconut
water in order to assure the high quality of products to produce. Supplier location becomes one of the approaches so that the alternative location
enables the company to assure the quality of raw materials used in production process.
Both of these approaches are weighted to get the more reliable calculation in determining the alternative location. The second approach which
using supplier location as the consideration is weighted more because the length of raw materials storing time is much shorte r than the length of
finished goods storing time. For example in coconut water, this raw material can only be stored up to three days before it is processed to be Nata de
Coco. If it is stored more than three days, the coconut water will not be fresh anymore and thus can reduce the quality of Na ta de Coco produced.
While the finished goods of LeCocotier products can be stored up to one year before it is expired. The products have a long shelf life because they
are not always consumed every day and sometimes the products are kept for some more days after it is opened. The factors that affect the weighting
of these two approaches are presented in below table:
525
Table 5. 20 Weight Determination of Each Approach Used in Alternative Location Determination

Approach
Close to Suppliers
Close to Market Area
Factors
1. Raw materials storing time is shorter than
finished goods storing time
2. Quality of raw materials used is critical and
required to be assured to have good quality
3. Delivery time to wholesaler and retailers is
shorter
4. Transportation cost when distributing the
products is lower
TOTAL
Pairwise Comparison
1
2
3
4
0
1
1
No of Preferences
Relative Importance
Weight per Approach
0.33
0.66
0.33
0.17
0.17
0.34
Table above shows the factors used as the consideration of determining the weight of each approach. The weight determination is using pair
wise comparison method in which the factors that have more important value will be given score 1, while the factors that do not have more important
value will be given score 0. By using this method, the weight of suppliers location approach is known to be 0.66 and the weight of market area
approach is known to be 0.34.
Marketing area of LeCocotier products from 2017 until 2026 covers big cities in Java Island, it can be seen from the previous sub chapter
which identifies the list of retailers and wholesalers all around Java Island. The areas include those big cities in six provinces, such as Surabaya,
Semarang, Jogjakarta, Jakarta, Bandung and Tangerang. There are also another three big cities in Sumatera Island such as Palembang, Pekanbaru and
Medan. PT Coco Indigene Indonesia distributes the products to all wholesalers and retailers listed in those big cities.
Based on the city listed as the marketing target area of LeCocotier products, the next approach to use as weight measurement is the total
number of people living in urban area in some certain provinces. This approach is used because the market target of LeCocotier products are located
in urban area so that it is necessary to know the number of people living in urban area of some certain provinces.
526
Table 5.11 Wholesaler/Retailer Location, Number of People Living in Urban Area and Final Weight
City
Surabaya
Sidoarjo
Gresik
Pasuruan
Malang
Wholesaler/
Retailer
No of
Stores
Lottemart
Indogrosir
Carrefour
Giant
11
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Weight Based
on No. of Stores
No. of Population
in Each Province
Percentage of People
Living in City
No. of People
in Urban Area
Weight Based on People

Living in Urban Area
Final Weight
0.185
0.036
0.022
0.004
0.015
37476757.000
0.476
17838936.332
0.196
0.003
0.007
0.001
0.037
0.007
527
City
Mojokerto
Solo
Semarang
Jogjakarta
Jakarta
Wholesaler/
Retailer
No of
Stores
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Weight Based
on No. of Stores
No. of Population
in Each Province
Living in City
No. of People
in Urban Area

Final Weight
0.007
0.001
0.052
0.008
32382657.000
0.457
14798874.249
0.162
0.044
0.007
0.052
3457491.000
0.664
2295774.024
0.025
0.001
0.178
9607787.000
1.000
9607787.000
0.105
0.019
528
City
Bandung
Bogor
Bekasi
Depok
Tangerang
Palembang
Wholesaler/
Retailer
No of
Stores
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Weight Based
on No. of Stores
No. of Population
in Each Province
Living in City
No. of People
in Urban Area

Final Weight
0.067
0.021
0.037
0.011
43053732.000
0.657
28286301.924
0.310
0.037
0.011
0.022
0.007
0.074
10632166.000
0.670
7123551.220
0.078
0.006
0.052
7450394.000
0.358
2667241.052
0.029
0.002
529
Wholesaler/
Retailer
City
Pekanbaru
Medan
No of
Stores
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
Lottemart
Indogrosir
Carrefour
Giant
Hypermart
TOTAL
135
Weight Based
on No. of Stores
No. of Population
in Each Province
Living in City
No. of People
in Urban Area

Final Weight
0.044
5538367.000
0.392
2171039.864
0.024
0.001
0.067
12982204.000
0.492
6387244.368
0.070
0.005
91176750.033
1.000
1.000
Wholesalers and retailers listed in previous subchapter of stakeholder identification is sorted based on the region of the stores. All the stores that
will be distributed by PT Coco Indigene Indonesia in all regions are recapped to get the total number of distributed stores. The total number of
stores in one region is divided by the total number of stores from all regions to get the weight based on the number of stores. The example of the
calculation is:
530
Number of Wholesalers/Retailers in Surabaya = No. of stores (Lottemart + Indogrosir +

Carrefour + Giant + Hypermart) = 0 + 1 + 8 + 11 + 5 = 25
Total Number of Wholesalers/Retailes = 135
Weight Based on Number of Stores in Surabaya = 25 / 135 = 0.185
The next approach used is using the number of population in one province and
multiply it with the percentage of people living in city. The result is the number of people
living in city or urban area of one province. This is related to the market target of LeCocotier
products which targeting the people living in urban area.
Weight based on No. of people living in urban area =
No.of people living in province 1 x Percentage of people living in urban area
.
37.476.757 x 47.6%
91.176.750,033
= 0.196
Final Weight = Weight based on number of stores x Weight based on no. of people living in
urban area = 0.185 x 0.196 = 0.036
531
In other hand, if the alternatives of industrial location were determined based on the main suppliers location. Each suppliers identified to get
the weight value which will be used for the alternatives location determination. The suppliers were evaluated from their location and the company
urgency about the component which supplied from the same area that can be seen from the ratio of the requirement with their total productivity
capacity as can be seen at the tables below.
Table 5.22 Weight of Location for each Supplier Region
No.
Components
Supplier
1.
Bucket
Packaging
PT. Greenpack
2.
Pillow Pack
PT. JPW Indonesia
3.
Cup Pack
PT. Guna Kemas

Indah
4.
Cup Sealed
Cover
PT. Buka Lapak
5.
Bottle Pack
PT. Anugerah Sejati

Plastik
Location
Daily
Capacity
Jl Perancis, Kosambi,
237,000
Tangerang, Banten 15213
Kavling Polri Ampera, Jl.
B1/24, Ragunan, Jakarta
264,000
Selatan
Jl Pluit Raya Selatan No
8,500,000
11A-B Jakarta Utara 14450
Plaza City View Lt.2 Jl.
Kemang Timur No.22 Pasar
306,000
Minggu, Pejaten Barat
Jakarta
Jl Babatan Pratama T 20-22
7,000,000
Surabaya
TOTAL
Unit
Total
Requirement
Weight
Based on
Requirement
Area
Weight
Based on
Location
Weight
Units
Tangerang
0.2
0.2
Units
0.005
Jakarta
Units
460
0.497
Jakarta
Units
460
0.497
Jakarta
Units
288
0.999
Surabaya
0.00306
0.6
0.29847
0.29847
0.2
0.19982
Table 5.23 Weight of Location for each Supplier Region (for Liters and Kilograms Units of the Component)
No.
Components
Supplier
Fruit Extract
Frezzo
Adhesive
Tape
PT. Trimegah Jaya

Perkasa
Daily
Capacity
Unit
Total
Requirement
Weight
Based on
Requirement
Area
Weight
Based on
Location
Weight
Perum. Gunung Sari Indah

Blok J-34, Bekasi
3,520
Liters
16.742
Bekasi
0.1
0.10000
Jl Raya Telesonic no 10
komp pergudangan centra
niaga surya kadu Blok B2
No.2 Jakarta
22,386
Meters
38.400
Jakarta
0.1
0.10000
Location
532
No.
Components
Sodium
metabisulfate
4
5
Acetobacter
xylinum
Natural
sugar
Location
Daily
Capacity
Unit
Total
Requirement
Weight
Based on
Requirement
Area
Weight
Based on
Location
Weight
PT. Inti Kimia Jaya
Jl Tanjakan Sukaraja RT
001/RW009 Ds. Pasirhalang
Sukabumi 43192, Jawa
Barat
2,100
Kilograms
0.273
Sukabumi
0.1
0.10000
CV. Bio
Agrikulturindo
Surabaya, Jawa Timur
55,296
Liters
4.543
0.06050
Surabaya
0.03630
210,000
Kilograms
36.346
0.48396
Surabaya
0.29037
6,364
Kilograms
0.759
0.01010
Surabaya
0.00606
9,000
Kilograms
0.545
0.00726
Surabaya
127,397
Kilograms
0.909
0.01210
Surabaya
0.00726
133,333
Kilograms
32
0.42609
Surabaya
0.25565
Liters
146.672
Gresik
Supplier
PT. Sumber Lancar
Citric Acid
PT. Nusa Indah

Megah
Ammonium
sulfate
PT. Nusa Indah

Megah
Epsom Salts
PT. Nusa Indah

Megah
Corrugated
Box
PT. Prima Anugra

Sentosa Abadi
(Pasabox)
10
Fresh
Coconut
Water
PT. Tulus Tri

Tunggal
Jl. KH Mansyur, Semampir

Area Surabaya
Jalan Raya Menganti
Kedurus no 26 Kedurus,
Karang pilang,, Surabaya
Jawa Timur
Jalan Raya Menganti
Jawa Timur
Jalan Raya Menganti
Jawa Timur
Jl Osowilangun 61,
Surabaya 60191
Jl. Kapten Darmo Sugondo

No 232, Kab. Gresik, Jawa
20,000
Timur
TOTAL
0.6
0.00436
0.1
0.10000
533
The example calculation of weight determination to fulfill the table above is can be seen as the following
a. Weight based on requirement for Pillow Pack
=
5
5 + 460 + 460
= 0.005
b. Weight based on the region of Jakarta
=
3
5
= 0.6
c. Weight which will be used for the suppliers (Pillow Pack)
= () ()
= 0.005 0.6
= 0.00306
According to the tables of location weight determination based on market area and supplier location, the weight result is recapped and
calculated again with the weight of each approach which already determined in table 5.1. The recapitulation and the final weight calculation is showed
in below table:
534
Table 5.24 Total Weight Determination based on Market Area and Supplier Location Approach
Market Area Approach (1)
Supplier Location Approach (2)
City
Final Weight (1)
Weight of the Approach (1)
Final Weight (2)
Weight of the Approach (2)
Total
Weight
Surabaya
0.036
0.34
0.48
0.66
0.32904
Sidoarjo
0.004
0.34
0.66
0.00136
Gresik
0.003
0.34
0.03
0.66
0.02082
Pasuruan
0.001
0.34
0.66
0.00034
Malang
0.007
0.34
0.66
0.00238
Mojokerto
0.001
0.34
0.66
0.00034
Solo
0.008
0.34
0.66
0.00272
Semarang
0.007
0.34
0.66
0.00238
Jogjakarta
0.001
0.34
0.66
0.00034
Jakarta
0.019
0.34
0.25
0.66
0.17146
Bandung
0.021
0.34
0.06
0.66
0.04674
Bogor
0.011
0.34
0.66
0.00374
Bekasi
0.011
0.34
0.03
0.66
0.02354
Depok
0.007
0.34
0.66
0.00238
Tangerang
0.006
0.34
0.06
0.66
0.04164
Palembang
0.002
0.34
0.66
0.00068
Pekanbaru
0.001
0.34
0.66
0.00034
Medan
0.005
0.34
0.66
0.0017
The example of calculation the total weight for each city is shown below:
Total Weight = (Final weight (1) x Weight of the Approach (1)) + (Final weight (2) x Weight of the Approach (2))
Total Weight of Surabaya = (0.036 x 0.034) + (0.48 x 0.66) = 0.32904
The following table is final recapitulation about the selected industrial alternatives which had to be evaluated at the next sub-chapters.
535
Table 5.25 Selected Industrial Alternatives Location

No.
1.
2.
3.
4.
Industrial Alternatives Location

Surabaya
Jakarta
Bandung
Tangerang
Total Weight
0.32094
0.17146
0.04674
0.04164
When the determination of alternatives location which required to be evaluated had

been done, then the parameters of selecting the most desirable location for industry are:
1. Industrial region
2. In the same region with the highest number of suppliers
3. Close to the highest number of market targets by the company
Recall that the selected alternatives location for industrial establishment are Jakarta,
Bandung, Tangerang, and Surabaya.
Jakarta selected as the first alternative for the industrial location determination, since
the region has the highest number of market targets, which is retailers. However the Jakarta is
also selected since this region also has the highest weight based on its supplier location. This
determination may able to reduce the distribution cost of components and the products if
selecting to build the company in Jakarta. In similar, Surabaya also has to be selected as one of
the alternatives industrial location regarding of the number of suppliers industry built in the
region and also the number of retailers which had been determined as the market targets of the
company.
However, Surabaya and Tangerang also determined as the third and fourth alternative
location determination according to the suppliers and market targets customer ratio.
5.3.2
Location Determination
According to the previous sub-chapter, this part will focus to select the most suitable
alternative locations which had been identified before. Industrial location selection had to be
analyzed from quantitative and qualitative aspects. The analysis of each aspect will be divided
into objective factors calculation for quantitative aspect, while subjective factors analysis will
more specific to the qualitative analysis. The method followed in determining the industrial
location using those analysis will be explained in the following parts.
5.3.2.1 Objective Factors Calculation
Objective factors calculation is the first thing which had to be conducted in selecting
the industrial location. The following factors for industrial location according to the objective
factors will be explained further in the following parts.
536
1.
Land Prices
In determining the most suitable location of industrial establishment, the first investment which required to be spent is land investment,
including land prices, building cost, facility and infrastructure investment. That is why; in this part the main focus of discussed thing is land
price of the selected location for the establishment in each alternative region.
Table 5.26 Land Price of each Alternative Location for the Industry
No.
Location
Address
Land Area
Unit Price (m2)
Total Cost Required
Source
Jakarta
Kavling Kelapa
Nunggal, Jakarta
Timur
3379.6
Rp
700,000.00
Rp
2,365,720,000.00
http://www.rumah123.com/detiltanah-dijual-di-cibubur-jakartatimur-186529-id.html
Tangerang
Perumahan Taman
Surya, Cisoka,
Tangerang
3379.6
Rp
200,000.00
Rp
675,920,000.00
http://www.rumah123.com/detiltanah-dijual-di-cisoka-tangerang176216-id.html
Bandung
Jalan Raya
Padalarang,
Cikalong Wetan,
Bandung
3379.6
Rp
250,000.00
Rp
844,900,000.00
http://www.rumah123.com/detiltanah-dijual-di-cikalong-wetanbandung-207195-id.html
Surabaya
Jalan Keputih,
Sukolilo,
Surabaya
3379.6
Rp
550,000.00
Rp
1,858,780,000.00
http://www.rumah123.com/detiltanah-dijual-di-keputih-surabaya184895-id.html
Since the total investment for the land cost is really high, there is an offer from the property brokerage to pay annually until the next 20 years
after the deal. By considering the annual payment offers from the brokerage then the following is annual payment calculation estimation by using the
Bank Indonesia interest rate in 2015, which is 6.79%.
= [
( + )
]
( + )
537
According to the formulation above, then the annual payment that required to be paid
by the company if selecting the alternative location for factory are can be seen at the table
below.
Table 5.27 Annual Payment for 20 Years of each Alternative Location
No.
1
2
3
4
2.
Location
Present Value (P)
Jakarta
Tangerang
Bandung
Surabaya
Rp
Rp
Rp
Rp
2,365,720,000.00
675,920,000.00
844,900,000.00
1,858,780,000.00
Interest
Rate (i)
6.79%
6.79%
6.79%
6.79%
Years (n)
20
20
20
20
Annual Payment
Rp
Rp
Rp
Rp
219,675,621.49
62,764,463.28
78,455,579.10
172,602,274.03
Salaries Based Pay

After selecting a location for the industry, the other aspect which required to be
evaluated is the salaries based pay that regulates by the civil government in the region.
The salaries based pay of each region will able to influence the total production cost
required for the business ran by the company. It was so, since the salaries based pay
will be the basic or minimum salaries that had to be paid by company to their worker
in a region. The salaries based pay for each alternative location can be seen at the
following.
Table 5.28 Salaries Based Pay for each Alternative Location of the Industry
No.
Location
UMR
Source
Jakarta
Rp
2,710,000.00
http://sidomi.com/341855/daftar-gaji-umk-2015-jakartabekasi-bandung-karawang-jawa-barat/
Tangerang
Rp
2,730,000.00
http://www.tempo.co/read/news/2014/11/21/083623423
/UMK-Tangerang-2015-Ditetapkan-Rp-273-Juta
Bandung
Rp
2,310,000.00
Surabaya
Rp
2,710,000.00
http://bisnis.liputan6.com/read/2138722/daftar-lengkapumk-2015-di-jabar-jateng-jatim-amp-yogya?p=4
Regarding that the total salaries based pay which required to be paid by the company
will be influenced by the number of direct and non- direct labor, then the total salaries
that had to be paid considering the salaries based pay on the table above for each
alternative location can be seen at the following table.
Table 5.29 Annual Salaries which required to be paid according to Alternative Location
No.
1
2
3
4
Location
Jakarta
Tangerang
Bandung
Surabaya
UMR
Rp
Rp
Rp
Rp
2,710,000.00
2,730,000.00
2,310,000.00
2,710,000.00
Total Salaries Required

Rp
Rp
Rp
Rp
4,730,912,274.43
4,731,292,274.43
4,723,312,274.43
4,730,912,274.43
538
The total salaries mentioned in the table above is following the number of direct and
indirect labor which determined in previous module. It was based on the estimation
for 2017 year, since the location determination will be used in 2015 and 2016.
3.
Pajak Bumi dan Bangunan (PBB)

According to Undang-Undang Nomor 12 Tahun 1994, the determination of taxes
amount that required to be paid by each Indonesia residents for the property taxes were
regulated. The regulation about PBB determination of each location or building will
be different. The differences of taxes amount required to be paid by the residents
influenced by NJOP (Nilai Jual Objek Pajak), NJOPTKP (Nilai Jual Objek Pajak
Tidak Kena Pajak), and also NJKP (Nilai Jual Kena Pajak). Each value also had been
regulated by Taxes Governmental Institution as can be seen at the following
formulation.
a. NJOP
NJOP for each location or region in Indonesia will be different, because it was
determined and regulated by financial minister and under the consideration of local
regents or mayors. NJOP itself divided into two, such as land taxes and also
property taxes. In determining the amount of each NJOP, the total land area and
also its prices for each m2 had to be identified first.
Recall that the total area required for PT. Coco Indigene Indonesia factory is for
about 2414 m2, then it will be added by using 40% allowances allocated for the
parking area, free lot, green area, and also for the movement in industry itself. So,
the total area required for the building is 2414 m2 while the free land area is about
965.6 m2. After identify the total land and building area for the industry, then the
land and building price of each alternative location had to be determined.
Regarding that the land price of each alternative location had been mentioned
above, then the following table is showing the building price of each alternative
location. The building price had calculated based on the building price for 1 floored
buildings set by BAPPENAS (Badan Perencanaan Pembangunan Nasional)
according to the location.
Table 5.30 Total Building Price for each Alternative Location
No.
1
2
3
4
Location
Jakarta
Tangerang
Bandung
Surabaya
Building Price (m2)

Rp
Rp
Rp
Rp
839,000.00
789,000.00
741,000.00
787,000.00
Building Area
965.6
965.6
965.6
965.6
Total Building Price

Rp
Rp
Rp
Rp
810,138,400.00
761,858,400.00
715,509,600.00
759,927,200.00
(BAPPENAS, 2008)
539
Based on the calculation of the building price as can be seen on the table above, then the land and building price had been determined,
which means the total NJOP of PT. Coco Indigene Indonesia can be calculated. The calculation of NJOP according to the regulation made
by Dirjen Pajak can be seen at the following.
() =
() =
By using the formulation above, NJOP calculation for the PT. Coco Indigene Indonesia industry can be seen at the following.
Table 5.31 Land and Building Value for each Location Alternative based on the Taxes Classes
No.
Location
Jakarta
Tangerang
Bandung
Surabaya
1
2
3
4
Building Price
Rp
Rp
Rp
Rp
839,000.00
789,000.00
741,000.00
787,000.00
Building Value based

on Class
Rp
823,000.00
Rp
823,000.00
Rp
700,000.00
Rp
823,000.00
Land Price
Rp
Rp
Rp
Rp
700,000.00
200,000.00
250,000.00
550,000.00
Land Value based on

Class
Rp
702,000.00
Rp
200,000.00
Rp
243,000.00
Rp
537,000.00
(Direktorat Jenderal Pajak, 2012)

Total calculated NJOP after knowing building and land value as can be seen at the table above are can be seen at the table below.
Table 5.32 Land and Building NJOP for each Alternative Location
No.
Location
1
2
3
4
Jakarta
Tangerang
Bandung
Surabaya
Building Value
Rp
Rp
Rp
Rp
823,000.00
823,000.00
700,000.00
823,000.00
Building
Area
965.6
965.6
965.6
965.6
NJOP (Building)
Rp
Rp
Rp
Rp
794,688,800.00
794,688,800.00
675,920,000.00
794,688,800.00
Land Value
Rp
Rp
Rp
Rp
702,000.00
200,000.00
243,000.00
537,000.00
Land
Area
3379.6
3379.6
3379.6
3379.6
NJOP (Land)
Rp 2,372,479,200.00
Rp 675,920,000.00
Rp 821,242,800.00
Rp 1,814,845,200.00
Total NJOP
Rp
Rp
Rp
Rp
3,167,168,000.00
1,470,608,800.00
1,497,162,800.00
2,609,534,000.00
b. NJOPTKP
According to Klasifikasi Bumi dan Bangunan dan Penghitungan Pajak Bumi dan Bangunan the total maximum value of NJOP limit
which not required to be paid is Rp12.000.000,00, by the terms as follow.
1. Every Wajib Pajak (taxpayer) had the authorities for taxes reduction once in a year of compulsory taxes.
540
2. For each taxpayer who had more than a single taxes payment compulsory, only has the taxes reduction authorities once with the
highest limitation of taxes payment requirement.
c. NJKP
NJKP value was influenced by the total NJOP which had been calculated at the previous part, according to the following rules.
1. 1.000.000.000,00 is 40% of the total taxes required to be paid.
2. < 1.000.000.000,00 is 20% of the total taxes required to be paid.
Following the rules above, so total NJKP for each alternative location of PT. Coco Indigene Indonesia, can be seen at the following table.
Table 5.33 Total NJKP Value for each Alternative Location
No.
Location
Jakarta
Tangerang
Bandung
Surabaya
1
2
3
4
Total NJOP
Rp
Rp
Rp
Rp
NJKP (%)
3,167,168,000.00
1,470,608,800.00
1,497,162,800.00
2,609,534,000.00
40%
40%
40%
40%
Total NJKP
Rp 1,266,867,200.00
Rp 588,243,520.00
Rp 598,865,120.00
Rp 1,043,813,600.00
d. PBB
After each part of PBB calculation had been done at the previous parts, then the PBB calculation of each alternative location can be
known based on the following formulation.
= . %
Then, the total PBB value for each alternative location for the industry are can be seen at the table below.
Table 5.34 Total PBB Value for each Alternative Location
No.
1
2
3
4
Location
Jakarta
Tangerang
Bandung
Surabaya
Total NJKP
Rp
Rp
Rp
Rp
1,266,867,200.00
588,243,520.00
598,865,120.00
1,043,813,600.00
PBB
Rp
Rp
Rp
Rp
6,334,336.00
2,941,217.60
2,994,325.60
5,219,068.00
541
Regarding that all the calculation of each factor which will be considered in determining the location from the objective aspects, then the
total annual costs from those aspects can be summed as can be seen at the following table.
Table 5.35 Total Cost Required for each Alternative Location
No.
1
2
3
4
Location
Jakarta
Tangerang
Bandung
Surabaya
Annual Payment for

Location
Rp 219,675,621.49
Rp 62,764,463.28
Rp 78,455,579.10
Rp 172,602,274.03
Wages for Labors

Rp
Rp
Rp
Rp
4,730,912,274.43
4,731,292,274.43
4,723,312,274.43
4,730,912,274.43
PBB
Rp
Rp
Rp
Rp
6,334,336.00
2,941,217.60
2,994,325.60
5,219,068.00
Total Cost
Rp
Rp
Rp
Rp
4,956,922,231.92
4,796,997,955.31
4,804,762,179.13
4,908,733,616.46
The important thing in objective factors evaluation in determining the location is in the calculation of each objective factors itself. Importance
factor was influenced by the total cost from each alternative. Following table is showing the objective factor for each alternative location and completed
with the formulation which used for determining the objective factor.

= [ ]
542
Table 5.36 Objective Factors for each Alternative Location

No
Location
Jakarta
Tangerang
Bandung
Surabaya
1
2
3
4
Total Cost (Ci)

Rp
4,956,922,231.92
Rp
4,796,997,955.31
Rp
4,804,762,179.13
Rp
4,908,733,616.46
TOTAL
1/Ci
OF
0.0000000002017381
0.0000000002084637
0.0000000002081268
0.0000000002037185
0.0000000008220472
0.245409377
0.253590935
0.253181147
0.24781854
1
From the calculation above, it can be seen that the highest objective factor is
0.253590935 which represent Tangerang as the most suitable location for industrial
establishment. This condition was influenced by the price of land in the location and also the
PBB which the lowest compared with the other alternative location.
5.3.2.2 Subjective Factors Calculation
Based on book reference written by Sritomo W. Soebroto about Plant Design and
Location, the subjective factors are the factors that affect the community and the selection of
location. There are some subjective factors that affect the selection of location, they are:
1.
The law and regulations from government will affect the company activities
2.
Characteristics of human labor
3.
Transportation network and distribution
4.
Supporting infrastructure (energy, water, waste management, etc)
5.
Characteristics of community (demography population, cultural background, norm

and tradition, living quality, recreation facility, finance service, etc)
The subjective factors that suitable to be the criteria to establish LeCocotier factory
are selected. Here are the selected subjective factors:

1. Ease of transportation
Transportation is needed as the main support for the supply of raw materials and
distribution of products to wholesaler and retailers. The ease of transportation
becomes an important factor to increase the efficiency of raw materials flow into
the factory and guarantee the distribution of products to wholesaler and retailers.
Transportation that can be used for industrial activities are land transport (rail and
four-wheeled vehicles), sea transportation (ships), and air transportation
(airplanes).
2. Closeness to suppliers
Raw materials provided by suppliers are basic requirements that must be fulfilled
in production activities, so that its availability must be provided in adequate
numbers for the sustainability of production processes. If the required raw
543
materials are available in high level, then the location near to it will get more score
or rank to be selected as the factory location. Because if the raw materials required
are found to be limited and far from the factory location it will lead to higher
operating costs.
3. Closeness to wholesaler and retailer
Wholesaler and retailer as the end distribution target becomes a very important
component in considering the location of industry. The location of wholesaler and
retailers are selected based on the market target of the company also. So it
represents the market of the company. The location of factory attempted to be as
close as possible to reach the consumer, in order for them to easily get the products.
4. Quality of workforce
Workforce is the backbone in maintaining production process, both in quantity and
its expertise. Sometimes an industry requires a lot of manpower with less well
educated people. But, there are also the industries that only require highly educated
workers and skilled labors. Thus, the location based on quality of workforce is
highly dependent on the type and characteristics of the company activity.
5. Conformity of land use
Conformity of land use means that everything that exists surrounding the location
can support the production process. The location that is less supportive, such as bad
security and orderliness, the improper distance to the residential, unstable structure
of rocks, unsupportive climate, limited water resources, and others, this may inhibit
the sustainability of industrial activities.
6. The availability of energy
To run the production or activity in a factory, one of the important things
is the need for energy. The energy that is mentioned here is in the form of water
and
electricity.
Electricity
is
required
by
the
company
to
operate the machines and other equipments. While water is required as one of the
raw materials needed for production also.
After determining factors that become consideration of factory site selection, the next
is the calculation of subjective factors. In this subjective factor, comparison and assessment of
one factor with other factors is conducted. Assessment is done by giving a weighting to each of
subjective factors. Values used in the weighting are as follows.
1
= Has better value
= Does not has better value

544
= Cannot be compared
Table 5.37 Weighting of Subjective Factors

Subjective Factors
0
0
Pairwise Comparison
2
3
4
5
1
1
1
0
1
1
1
0
1
1
6
0
0
0
0
0
1
0
0
0
1
0
-
1
1.Ease of transportation
2.Closeness to suppliers
3.Closeness to wholesaler
and retailers
4.Quality of workforce
5.Conformity of land use
6.Availability of energy
Total
0
0
0
1
0
0
0
No of
Preferences
3
3
2
Relative Importance
Index (Wj)
0.27
0.27
0.19
1
1
1
11
0.09
0.09
0.09
1
The output of comparing one factor to another is the relative importance index (Wj)
which represents how much each factor can affect the total subjective score of each alternative
location. The ease of transportation has better value compared to closeness to suppliers or
wholesaler and retailers because the efficiency of raw materials flow or finished goods flow
depends on the condition of the transportation infrastructure especially the level of traffic. Even
though the distance to suppliers or retailers is close, but if the road has high level of traffic then
it will reduce the efficiency of transporting and increase the cost as well. The closeness to
suppliers also has better values than closeness to wholesaler and retailers because the raw
materials characteristics used in LeCocotier products cannot be stored for a long time before it
is used. Thus the distribution of raw materials from suppliers becomes more critical than the
distribution of finished goods. Quality of workforce does not has better value than the closeness
to suppliers, wholesalers and retailers, and also the conformity of land use. This is considering
that there will always be a routine training for the employees which provided by human resource
development department to improve the skills and capability of employees. While the other
factors are more critical in selecting the most suitable location considering that it is more
difficult to control the external surrounding environment once the company has established.
Availability of energy has better value than ease of transportation because energy is critical to
run the production process especially the company use mostly automatic machines that rely so
much on the electricity as its main source of power. As the dessert and beverage company, the
company also relies so much on water supply as one of the raw materials to produce LeCocotier
products.
After determining the relative importance index of each factor, the next step is
determining the size ranking (Rij) of each alternative location based on each factor. Here is the
result of weighting of region towards factor 1 that is ease of transportation factor.
545
Table 5.38 Weighting of Region towards Factor 1

Alternative of Location
Surabaya
Jakarta
Bandung
Tangerang
1
0
0
1
Total
Ease of Transportation
Pairwise Comparison
2
3
4
1
1
0
0
0
1
0
1
1
-
Total Score
Size Ranking (Rij)
2
0
1
3
6
0.33
0
0.17
0.5
1
The parameter used in determining the score of pair wise comparison is based on the
frequency of traffic in each alternative location. This parameter is chosen because the traffic
level affects the efficiency of transporting the goods from or to the company location. As it is
mentioned before, even though the location of supplier or wholesaler and retailer is close to the
company location, but if the road has high frequency of traffic than it will reduce the efficiency
and increase the cost of transportation as well. Based on the data from Ministry of
Transportation, they listed the cities with most frequent traffic in Indonesia. Among these four
cities, Jakarta is in the top list of city with most frequent traffic, the following order is Bandung,
Surabaya, and then Tangerang. The list was come up considering the average speed of vehicles
on the road. The average speed of vehicles in Jakarta is only 10-20 km/hour which is the slowest
among the other cities. Tangerang has higher average speed of vehicles on the road which is 22
km/hour. Thus Tangerang has higher total score while Jakarta has the lowest total score for this
factor.
After determining the size ranking based on factor 1, the next step is determining the
size ranking (Rij) of each alternative location based on factor 2. Here is the result of weighting
of region towards factor 2 that is closeness to suppliers.
Surabaya
Jakarta
Bandung
Tangerang
1
0
0
0
Total
Closeness to Suppliers
Pairwise Comparison
2
3
4
1
1
1
1
1
0
0
0
1
-
Total Score
Size Ranking (Rij)
3
2
0
1
6
0.5
0.33
0
0.17
1
number of suppliers in each alternative location. This parameter is chosen because the more
suppliers located in the same region with the company location, the more efficient the
distribution of raw materials to the company. In previous sub chapter, the list of supplier is
already determined along with the detail of their location. It is known that most suppliers are
located in Surabaya, while the least supplier is located in Bandung. There are 7 suppliers in
546
Surabaya, 4 suppliers in Jakarta, 1 supplier in Tangerang, and there is no supplier in Bandung,

but there is one from Sukabumi. Thus the highest total score is obtained by Surabaya while the
lowest total score is obtained by Bandung.
of region towards factor 3 that is closeness to wholesalers and retailers.
Surabaya
Jakarta
Bandung
Tangerang
Closeness to Wholesalers and Retailers

Pairwise Comparison
Total Score
1
2
3
4
1
1
1
3
0
1
1
2
0
0
0
0
0
0
1
1
6
Total
Size Ranking (Rij)

0.5
0.33
0
0.17
1
number of wholesalers and retailers in each alternative location. This parameter is chosen
because the more wholesalers and retailers located in the same region with the company
location, the more efficient the distribution of finished goods from company to the market area.
In previous sub chapter, the list of wholesalers and retailers is already determined along with
the detail of their location. It is known that most wholesalers and retailers are located in
Surabaya, while the least is located in Bandung. There are 25 total number of wholesalers and
retailers in Surabaya, 24 in Jakarta, 10 in Tangerang, and 9 in Bandung. Thus the highest total
score is obtained by Surabaya while the lowest total score is obtained by Bandung.
of region towards factor 4 that is quality of workforce.
Surabaya
Jakarta
Bandung
Tangerang
1
1
0
0
Total
Quality of Workforce
Pairwise Comparison
2
3
4
0
1
1
1
1
0
0
0
1
-
Total Score
Size Ranking (Rij)
2
3
0
1
6
0.33
0.5
0
0.17
1
number of people graduates from vocational school and university in each alternative location.
This parameter is chosen because the company requires recruiting people with minimum
education level in vocational school to be the machine operators. The company also requires
recruiting people with minimum education level is Bachelor to be the staffs in managerial level.
547
In previous sub chapter, the list of direct workers which mostly work as the machine operators
and the list of indirect workers which mostly work as staffs in managerial level is already
determined. This list becomes the consideration in giving the weight of the company
requirement towards the level of education of their employees. The company requires 37% of
its employees to have minimum vocational school education level and 63% of its employees to
have minimum university education level. This weight is multiplied with the relevant data taken
from bps.go.id. The data used is school enrollment rate in each province. The data of the
province is used to represent the condition of the city knowing that workers in city are
sometimes come from the neighbor region of the same province. The calculation result shows
that DKI Jakarta has the highest school enrollment rate which indicates that more people hold
the required education level compare to other region. The second position is East Java, followed
by Banten. The least rate is in West Java, it indicates that the least people hold the required
education level in this region. Thus the highest score is given to Jakarta while the lowest score
is given to Bandung as the representative city of each province.
of region towards factor 5 that is conformity of land use.
Surabaya
Jakarta
Bandung
Tangerang
1
1
0
0
Total
Conformity of Land Use

Pairwise Comparison
2
3
4
0
1
1
1
1
0
1
0
0
-
Total Score
Size Ranking (Rij)
2
3
1
0
6
0.33
0.5
0.17
0
1
number of industrial estate in each city. This parameter is chosen because the availability of
industrial estate indicates that the city being supportive to the industrial activity. The conformity
of land use in industrial estate usually followed by the suitability of road and its infrastructure
which enables the company to run their activity in most effective ways. The more industrial
estate that the city has, the better the value given to the city because it shows that the city enables
the companies to grow in better industrial environment. The data contains the number of
industrial estate in each city is gathered and the result shows that the most industrial estate is
located in Jakarta which has 7 industrial estates. The second is Surabaya has 5 industrial estates.
The third is Bandung which has 4 industrial estates. And the last is Tangerang which has 3
548
industrial estates. Thus the highest score is given to Jakarta while the lowest score is given to
Tangerang.
of region towards factor 6 that is availability of energy.
Surabaya
Jakarta
Bandung
Tangerang
1
0
0
0
Total
Availability of Energy
Pairwise Comparison
2
3
4
1
1
1
0
0
1
1
1
0
-
Total Score
Size Ranking (Rij)
3
0
2
1
6
0.5
0
0.33
0.17
capacity of power plant to supply the electricity and the capacity of water supply in each
province. This parameter is chosen because the capacity of electricity and water supply is
important in ensuring the sustainability of energy supply to the company location. The data
used to support the score determination is taken from BPS (Badan Pusat Statistik) which are
regarding the installed capacity of power plant and potential capacity production of water
supply establishment. The result shows that East Java has more capacity of these two energies,
followed by West Java, Banten and DKI Jakarta. Thus the highest score is given to Surabaya
while the lowest score is given to Jakarta.
After the comparison of each region for each factor, then the data is recapitulated by
assessment data from each factor. Here's a recap of data weighting results.
Table 5.44 Recapitulation of Assessment Data from each Factor
Factor (j)
Factor 1
Factor 2
Factor 3
Factor 4
Factor 5
Factor 6
Total
Surabaya
0.33
0.5
0.5
0.33
0.33
0.5
Pairwise Comparison
Jakarta
Bandung
0
0.17
0.33
0
0.33
0
0.5
0
0.5
0.17
0
0.33
Site Ranking (Wj)

Tangerang
0.5
0.17
0.17
0.17
0
0.17
0.27
0.27
0.19
0.09
0.09
0.09
1
The score of subjective factor (SFi) for each location alternatives can be determined
by inputting the result of calculation into this formula:
SFi = w1.R1 + w2.R2 + + wa.Ria
SFi = Rij . wj where SFi = 1
The calculation of using this formula to get SFi score of each location alternatives
is:
549
SF(S) = (0.33) (0.27) + (0.5) (0.27) + (0.5) (0.19) + (0.5) (0.09) + (0.33) (0.09) + (0.5) (0.09) =
0.4235
SF(J) = (0) (0.27) + (0.33) (0.27) + (0.33) (0.19) + (0.5) (0.09) + (0.5) (0.09) + (0) (0.09) =
0.2418
SF(B) = (0.17) (0.27) + (0) (0.27) + (0) (0.19) + (0) (0.09) + (0.17) (0.09) + (0.33) (0.09) =
0.0909
SF(T) = (0.5) (0.27) + (0.17) (0.27) + (0.17) (0.19) + (0.17) (0.09) + (0) (0.09) + (0.17) (0.09)
= 0.2438
Table 5.45 Recapitulation of SFi

Surabaya
Jakarta
Bandung
Tangerang
Score of Subjective Factor (SFi)

0.4235
0.2418
0.0909
0.2438
Based on the Subjective Factor (SF) calculation, the result shows that the highest SF
score is obtained by Surabaya with SF score 0.4235. It indicates that based on the subjective
factor, the selected location is Surabaya.
5.3.2.3 Evaluating Objective and Subjective Factors
Since the results of location determination by using objective and subjective factors
values were different, then those two factors will be combined and considered for the location
determination of PT. Coco Indigene Indonesia factory. It can be done by calculating the
Location Preference Measure (LPM). LPM will be calculated for each location and then the
highest value will be used for location selection. The LPM calculation can be done by using the
following formulation, which completed the results of LPM values for each location at the table
below.
= ( ) + ( )( )
k
= Important weight value of Objective Factors
OF
= Objective Factors value
(1-k) = Subjective Factors value

SF
= Important weight value of Subjective Factors
Table 5.46 Location Preference Measure (LPM) for each Alternative Location by Using 5
Replications of Different k Values
No.
1
2
Location
Jakarta
Tangerang
Bandung
Surabaya
Jakarta
0.7
0.6
OF
0.245409377
0.253590935
0.253181147
0.24781854
0.245409377
(1-k)
0.3
0.4
SF
LPM
0.2418
0.2438
0.0909
0.4235
0.2418
0.2443266
0.2506537
0.2044968
0.300523
0.2439656
Total
LPM
1
1
550
No.
Location
Tangerang
Bandung
Surabaya
Jakarta
Tangerang
Bandung
Surabaya
Jakarta
Tangerang
Bandung
Surabaya
Jakarta
Tangerang
Bandung
Surabaya
0.5
0.4
0.3
OF
0.253590935
0.253181147
0.24781854
0.245409377
0.253590935
0.253181147
0.24781854
0.245409377
0.253590935
0.253181147
0.24781854
0.245409377
0.253590935
0.253181147
0.24781854
(1-k)
0.5
0.6
0.7
SF
LPM
0.2438
0.0909
0.4235
0.2418
0.2438
0.0909
0.4235
0.2418
0.2496746
0.1882687
0.3180911
0.2436047
0.2486955
0.1720406
0.3356593
0.2432438
0.2438
0.2477164
0.0909
0.4235
0.2418
0.2438
0.0909
0.4235
0.1558125
0.3532274
0.2428828
0.2467373
0.1395843
0.3707956
Total
LPM
As can be seen at the table above, there are 5 replications of the LPM calculation to
determine the most suitable location to build PT. Coco Indigene Indonesia. The differences of
each replication was focused on its k values. In addition, the k value will influence the (1-k)
value which able to affect the differences in determining the most suitable location. That is
why; the calculations were done 5 times in order to check the sensitivity analysis between the
differences of k value to the decision of location determined. However, from 5 replications of
calculation, it can be seen that all the replication calculations are selecting Surabaya as the most
appropriate location to be selected. It can be concluded, even by using different values of k
from 0.3 until 0.7, then the selected location is Surabaya city.
5.3.2.4 Mapping of Plant Location, Demand, and Supplier
Le Cocotier demand forecasting already determined in module II. Here, the demand
result will be used to map the customer distribution. Aim of customer mapping is to know the
demand distribution in each city, the suitable transportation modes and best distribution route
for following sub chapter.
In this stage, plant location, demand and supplier location that already determined from
subjective and objective factors calculation will be mapped and the expected output is the
upstream and downstream mapping of PT. Coco Indigene Indonesia. Referring to the subjective
and objective factors, the plant location of PT. Coco Indigene Indonesia will be locate in
Surabaya. This sub chapter will be used as the consideration to determine transportation mode
later on.
551
Figure 5. 205 Location Determination of PT. Coco Indigene Indonesia (Surabaya)
From the previous sub chapter, the demand of Le Cocotier product already determined
using forecasting for each product variation, and Le Cocotier market share. The next step is
determine the total demand from 2017-2026 for each province.
Table 5.47 Le Cocotoer Customer Percentage
No of People in
Urban Area
Percentage
17,838,936.00
19.57%
14,798,874.00
16.23%
Jogjakarta
2,295,774.00
2.52%
Jakarta
9,607,787.00
10.54%
28,286,302.00
31.02%
City
Surabaya
Sidoarjo
Gresik
Pasuruan
Malang
Mojokerto
Solo
Semarang
Bandung
Bogor
Bekasi
Depok
Tangerang
7,123,552.00
7.81%
Palembang
2,667,241.00
2.93%
Pekanbaru
2,171,040.00
2.38%
Medan
6,387,245.00
7.01%
91,176,751.00
552
Le Cocotier Demand Percentage

2, 2%
7, 7%
East Java
3, 3%
Central Java
20, 20%
Jogjakarta
8, 8%
16, 16%
Jakarta
31, 31%
West Java
Tangerang
Palembang
3, 2%
Pekanbaru
11, 11%
Figure 5. 206 Le Cocotier Demand Percentage
Referring to the customer proportion based on the living area as mentioned on the previous table, the demand of each region can be determine by
using production target. The further calculation shown on the table below:
Table 5.48 Le Cocotoer Demand
Year Surabaya Sidoarjo
Gresik Pasuruan M alang M ojokerto
Solo
Semarang Jogjakarta Jakarta Bandung
2017
2,066
2,169
2,128
2,064
2,603
2,061
1,713
1,765
3,091
2018
3,759
3,947
3,872
3,756
4,737
3,750
3,118
3,211
2019
5,749
6,036
5,921
5,744
7,244
5,735
4,768
4,911
2020
7,175
7,533
7,390
7,168
9,040
7,157
5,950
2021
9,785
10,275
10,079
9,777
12,330
9,761
2022
14,929
15,676
15,377
14,916
18,811
2023
18,566
19,494
19,123
18,549
23,393
2024
20,168
21,177
20,773
20,150
2025
23,236
24,398
23,933
2026
25,147
26,405
25,902
Bogor
Bekasi
3,930
3,905
3,111
3,275
5,625
7,105
5,661
5,959
7,151
8,602
10,866
8,657
9,113
10,935
6,129
10,735
13,560
10,804
11,372
13,647
8,115
8,359
14,641
18,494
14,735
15,511
14,892
12,381
12,753
22,338
28,216
22,481
18,520
15,397
15,859
27,779
35,090
27,957
25,412
20,118
16,726
17,228
30,177
38,118
23,215
29,277
23,178
19,270
19,848
34,766
25,125
31,685
25,084
20,855
21,481
37,626
Depok Tangerang Palembang Pekanbaru M edan

3,766
4,142
3,201
2,081
3,521
6,853
7,538
5,825
3,786
6,407
10,480
11,527
8,908
5,790
9,798
13,078
14,386
11,117
7,226
12,228
18,613
17,837
19,621
15,162
9,855
16,678
23,664
28,397
27,214
29,935
23,132
15,036
25,445
29,429
35,314
33,843
37,227
28,766
18,698
31,643
30,370
31,968
38,362
36,764
40,440
31,249
20,312
34,374
43,916
34,989
36,830
44,197
42,355
46,591
36,002
23,401
39,602
47,528
37,867
39,860
47,832
45,839
50,423
38,963
25,326
42,860
553
Le Cocotier supplier determination already stated on module 3. The location of the supplier are shown on the figure below:
Figure 5. 207 Le Cocotoer Supplier Mapping
Ingredients supplier location

Packaging Material supplier location
Le Cocotier product will be distribute to the distribution centers of retail and wholesale in every region. PT. Coco Indigene Indonesia only
deliver the products into certain distribution center because it is more efficient, and at the end the result is the same, where the products will be sent
to the outlets. Rather than delivering from the plant warehouse into the store outlets, it will more beneficial for PT. Coco Indigene Indonesia to deliver
Le Cocotier to the distribution center. The wholesale list that will becomes the delivery target shown on the table below:
554
Table 5.49 Le Cocotoer Wholeseler Location

No
Wholeseler
City
Company Name
Address
Distribution Area
Source
DKI Jakarta, West Java,

Banten, Central Java, DI
Yogyakarta, East Java
http://lokerlowongankerjaan.blogs
pot.com/2014/01/lowongan-kerjaterbaru-bulan-februari-2014-PTLION-SUPER-INDO.html

http://www.blogarama.com/blogdirectory/223746/
Super Indo
Cikarang
PT. Lion Super Indo
Jl. Gemalapik, Pasir Konci. Kec.

LemahAbang Karyadeka Industrial
Estate Kav. C3 Cikarang, Jawa Barat
Giant
Cibitung,
Bekasi
PT. Hero Supemarket

Tbk,
PT Hero Supermarket, Tbk Jl. Gatot

Subroto No. 177 A-Kav. 64 Jakarta
12870
Banten
Hypermart
Surabaya
PT. Matahari Putra Prima

Tbk (Hypermart)
Cibitung,
Bekasi
Lottemart
Ciracas
PT Lotte Shopping
Indonesia
Semarang
Indogrosir
Medan
Surabaya
PT.Inti Cakrawala Citra
Jl Raya Serang KM 27, Balaraja,

Banten
Banten, West Java
Jl. Margomulyo Surabaya
East Java, DI Yogyakarta
Jl. Raya Kalimalang KM. 2 Kawasan YCH

Distrik Park Cibitung. Bekasi 17520 Jawa Barat
DKI Jakarta, Central Java
PT Lotte Shopping Indonesia South

Outer Ring Road No. 6 Ciracas East
Jakarta Indonesia

Jl. Raya Kaligawe no. 38, Semarang,

Jawa Tengah, Indonesia
Central Java
Jl. Sisingamangaraja KM. 6,5, Medan

Telp. (061) 7877858
Aceh, North Sumatera
Jl. Jemur Sari No. 351, Jemur sari

Surabaya
East Java
https://foursquare.com/v/matahari
-dept-store--hypermartdistributioncenter/4dfab8d91f6eeef806a8ccab
/photos
http://petalokasialamatkecamatan
kantordinas.blogspot.com/2012/1
1/peta-alamat-lokasi-hypermartdi-sekitar.html
http://infokerjalowker.blogspot.com/2012/05/ptmatahari-putra-prima-tbkhypermart_28.html
http://www.retail-businessreview.com/archive?SearchTerms
=PT+Lotte+Shopping+Indonesia
http://id.famedpages.com/links/In
dogrosir+Semarang
http://omifranchise.co.id/waralaba
/cabang-distribusi-sentral
555
No
Wholeseler
Carrefour
City
Address
Distribution Area
Cipinang
Jl. Pisangan Timur No 1, Komplek

Pasar Induk Beras Cipinang
Cipinang, DKI Jakarta, West

Java
Pekanbaru
Jl. Soekarno Hatta (Arengka) No. 18

Kel. Sidomulya Barat, Kec. Tampan
Kota Pekanbaru
West Sumatera, Riau, Jambi
Bandung
Jl. Ahmad Yani No. 806, Cicaheum,

Bandung
Bandung, West Java
Palembang
Jl. Pangeran Ayin, Suka Maju, Sako,

Palembang, Sumsel
South Sumatera
Yogyakarta
Jl. Magelang Km. 6, Sleman,

Yogyakarta
DI Yogyakarta
Carrefour Lebak Bulus Lt. Jl. Lebak

Bulus Raya. 8 Jakarta Indonesia

Jakarta
Company Name
PT. Trans Retail

Indonesia
Source
http://www.retail-businessreview.com/companies/ptcarrefour-indonesia#
556
The location of the entire distribution center of wholesaler that become Le Cocotier
target plotted on the map below:
Figure 5. 208 Wholesale Distribution Center
Figure 5. 209 Superindo Distribution Center Mapping
Figure 5. 210 Giant Distribution Center Mapping
557
Figure 5. 211 Hypermart Distribution Center Mapping
Figure 5. 212 Lottemart Distribution Center Mapping
Figure 5. 213 Indogrosir Distribution Center Mapping
558
Figure 5. 214 Carefour Distribution Center Mapping
Based on the tables that already stated above, can be concluded the upstream and
downstream of PT. Coco Indigene Indonesia distribution flow starting from the supplier until
reach the customer as the following figure:
Figure 5. 215 Le Cocotoer Distribution Flow
Le Cocoer distribution flow begin from supplier to PT. Coco Indigene Indonesia. For
material delivery, it is assumed that the supplier is the one who responsible to deliver the
products to the factory. Then, after being processed until the raw material becomes finish
product, the delivery process is take over by PT. Coco Indigene Indonesia. PT. Coco Indigene
Indonesias Le Cocotier product aim the urban people who frequently shopping on supermarket.
Then, the wholesaler becomes the sales target place. To pass the products from the company to
end consumer, PT. Coco Indigene Indonesia will deliver Le Cocotier to the wholesaler
distribution center on each region. Afterwards, Le Cocotier products sent to their outlets under
the DC obligation.
559
5.3.3
Transportation and Distribution

In this subchapter, it will determine the transportation modes that will be used and the
cost of the transportation modes based on the location of the company that has been determined
before. The transportation cost of the product distribution will be done from the company until
it reaches the retailer or distributor. It is known that from the companys supply chain strategy,
the strategy implemented is responsive strategy. Therefore, it needs to determine the most
effective and efficient cost and transportation modes used in distributing the product so it can
fulfill the demand of Le Cocotier product.
5.3.3.1 Transportation Modes and Transportation Cost Calculation
In this subchapter, it will determine the transportation modes that will be used and the
cost of the transportation modes based on the location of the company that has been determined
before. The transportation cost of the product distribution will be done from the company until
it reaches the retailer or distributor. It is known that from the companys supply chain strategy,
the strategy implemented is responsive strategy. Therefore, it needs to determine the most
effective and efficient cost and transportation modes used in distributing the product so it can
fulfill the demand of Le Cocotier product. In distributing PT. Coco Indigene Indonesias
product, it will use overland transportation mode because it can reach the customer faster and
can reach several retailers distribution center in a time. In term of overland transportation
mode, there are several modes such as train, box truck, and truck thus it is determined to use
box truck or truck as train cannot reach every retailers distribution center and it will cost more
in transporting the product after it is sent to the train station in which it will need truck or other
overland transportation mode to take the product to retailers distribution center. Below will be
presented transport capacity comparison of box truck and truck, while the box truck used is
Hino Silver Knight 155 and for the truck is Hino 358 Series.
Table 5.50 Product Transport Capacity
Dimension
Length
Width
Height
Volume
Le Cocotier (packaging) (cm)

40
20
12
9,600
Capacity
Hino Silver Knight 155 (cm)
Hino 358 Series (cm)
420.6
205
215.4
18,572,434.20
1,934.63
768.6
245
271.5
51,125,350.50
5,325.56
1,934
5,325
After knowing the transportation capacity of each transportation mode chosen, it is

next determine the other consideration in choosing box truck or truck where it is determined
from its price, transportation capacity, fuel consumption, and cost per 100 km. From
560
dieselnews.com.au and hino-global.com it can be known the characteristics of the box truck
and truck which the recapitulation can be seen in table below.
Table 5.51 Other Consideration in Choosing Transportation Mode
Price
Transportation Capacity
Fuel Cost
Fuel Tank
Fuel Consumption
Cost per 100 km
Box Truck
Truck
IDR 224,000,000
1,934
6900/liter
125 liter
6.1 km/liter
IDR 113,115
IDR 836,500,000
5,325
6900/liter
189.2 liter
4.10 km/liter
IDR 168,292.68
After box truck and truck comparison been made, then it is chosen box truck as it costs
less than truck. Box trucks dimension also smaller which make it easier to do distribution
process, else the fuel consumption is also far more economical than truck. Furthermore, the
products transportation condition is also one of the consideration of decision making where in
the box truck, it is saver as it has cover at the top of the car and not open-up truck. After it is
known that box truck is chosen, it is then be determined whether it is newly bought, secondhanded, or rent by comparing each cost that needed by the company as the base of the
comparison between buy a new, second handed, or rent a box truck.
Table 5.52 Insurance Percentage
Premium
Tsunami and Earthquake
Flood
Riot
Terrorism and Sabotage
2.50%
0.15%
0.35%
0.35%
0.15%
(Source: Asuransi Mobil, n.d.)

Table 5.53 Driver Cost
Basic Salary
Additional Bonus
Total Cost in a year
IDR
2,710,000
per month
IDR
32,520,000
IDR
140,000
per delivery
IDR
560,000
per month
IDR
6,720,000
per year
IDR
39,240,000
per year
IDR
3,069.59
per year
per km
Table 5.54 Cost Comparison of New, Second Handed, Rent Box Truck
Cost
Price
Retribution
Insurance
Depreciation
Fuel Cost
New
224,000,000
Fix Cost
2,089,100
7,840,000
Variable Cost
10,541,176
87,436,800
Second handed
180,000,000
Rent
1,020,000,000
2,089,100
6,300,000
2,089,100
35,700,000
10,285,714
87,436,800
87,436,800
561
Cost
New
Second handed
Rent
50,000
0.002 liter/km
0.003 liter/km
0.002 liter/km
350
50,000
0.002 liter/km
0.003 liter/km
0.002 liter/km
350
50,000
0.002 liter/km
0.003 liter/km
0.002 liter/km
350
8,802,000
8,802,000
8,426,869.12
129,571,145.59
7,978,003.57
127,326,817.86
Oil
Oil Price per liter
Oil Consumption Transmission
Oil Consumption Engine
Oil Consumption others
Oil Cost per km
Service Cost
Overhead Cost
Total
10,556,075.00
140,217,175.00
Table 5.55 Cost Comparison of New, Second Handed, Rent Box Truck per KM
Cost
Price
Retribution
Insurance
Depreciation
Fuel Cost
New
Second handed
224,000,000
180,000,000
Fix Cost (per km)
51
165
619
483
Variable Cost (per km)
832
789
6,900
6,900
Rent
1,020,000,000
165
295
6,900
Oil
Oil Price per liter
Oil Consumption Transmission
Oil Consumption Engine
Oil Consumption others
Oil Cost per km
Service Cost
Overhead Cost
Total Cost
50,000
0.002 liter/km
0.003 liter/km
0.002 liter/km
350
694.60
2,362
11,807.63
50,000
0.002 liter/km
0.003 liter/km
0.002 liter/km
350
694.60
2,345
11,727.44
50,000
0.002 liter/km
0.003 liter/km
0.002 liter/km
350
1,927
9,637.30
In the table above, it shown the comparison cost of new, second handed, and rent box
truck. Based on Rahmatang Rahman, n.d. it is known that the depreciation cost of truck can be
known by subtracting vehicles price with salvage value which is then divided by economical
value of the truck which is 17 years. On the journal also mentioned that the value of overhead
cost can be known by multiplying total of variable cost and fix cost by 25% where the overhead
cost including maintenance cost also. In the calculation of the comparison cost, it is divided
into total cost on the first table and on the second table it is divided per kilometer in a year
where the total distance travel in a year is 12,672 kilometers where it is got from the farthest
distribution center destination and the frequency of the delivery is 4 times in a month.
Furthermore, table above also provided the kind of insurance that included in the truck also the
driver cost that needed to pay by the company in a year. After it is known the cost of new,
second handed, and rent box truck, it is then calculated the NPV of each alternative for 10 years.
562
Table 5.56 New, Second Handed, and Rent Box Truck Net Present Value Comparison
Year
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
NPV
New
IDR
(224,000,000.00)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR
(129,571,145.59)
IDR (1,263,361,851.90)
Expenditure
Second Handed
IDR
(180,000,000.00)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR
(127,326,817.86)
IDR (1,117,976,872.04)
Rent
IDR
(1,020,000,000.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR
(140,217,175.00)
IDR (2,086,502,981.20)
From the table above, it can be seen that second handed box truck alternative is more
profitable than buy a new one and rent box truck, where on the net present value calculation
above is using assumption of 10% rate. It is then chosen buying a second handed box truck as
transportation mode of PT. Coco Indigene Indonesia in performing its distribution process of
its product to the retailers. After all the cost has been determined and calculated, it is then being
recapitulated in table below.
Table 5.57 Recapitulation of Cost Expensed
No
1
2
3
4
Cost type
Box Truck
Fix Cost
Variable Cost
Driver Cost
Total
Total Cost
IDR
180,000,000
IDR
20,470,276
IDR
109,100,869
IDR
39,240,000
IDR 348,811,146
Having determined the transportation mode will be used in the distribution system, it is
then calculated the distance between producer and retailers by using coordinate point of latitude
and longitude which will be used to determine nearest retailers position based on its coordinate.
Following will be presented the position/coordinate of each PT. Coco Indigene Indonesia
retailers based on the retailers that has been mentioned above, where PT. Coco Indigene
Indonesia will send it products from the company to each retailers warehouse in each city and
the policy of distributing the product will be given fully to the retailers to be controlled.
563
Table 5.58 Retailer's Warehouse Location

Place
City
Latitude
Longitude
Distance (km)
x (m)
y (m)
Factory
Surabaya
-7.289921
112.799162
1,932,913.40
222,071.10
Superindo
Cikarang, West Java
-6.0044
107.251756
773
1,323,431.80
364,245.30
Giant
Cibitung, Bekasi
-5.968431
106.83811
808
1,277,985.40
368,223.40
Banten
-6.105908
106.463705
854
1,236,850.40
353,018.90
Hypermart
Surabaya
-7.244152
112.682808
20
1,920,129.80
227,133.00
Cibitung, Bekasi
Ciracas, East Jakarta
Semarang, Central Java
Medan
Surabaya
Cipinang
Pekanbaru
Bandung
Palembang
Yogyakarta
Jakarta
-6.247215
-6.215936
-6.970759
3.546753
-7.323814
-6.212992
0.52363
-6.904375
-2.920781
-7.740895
-6.279137
106.95875
106.872301
110.454129
98.698708
112.74002
106.937101
101.419686
107.653702
104.781117
110.356801
106.756031
791
809
321
2,756
12.9
794
2,114
702
1,418
328
816
1,291,239.90
1,281,741.90
1,675,269.70
383,726.90
1,926,415.60
1,288,861.40
682,674.90
1,367,592.80
1,051,988.10
1,664,576.50
1,268,967.60
337,390.80
340,850.20
257,369.30
1,420,569.80
218,322.70
341,175.70
1,086,222.90
264,711.20
705,282.90
172,195.00
333,860.30
Lotte Mart
Indogrosir
Carrefour
564
The location of the retailers warehouse in table above is known by using google maps where from the inputted location, it is got the latitude,
longitude, and the distance of the retailers warehouse with the factory. After the consideration of transportation mode being determined and it has
been selected the best transportation mode used along with the distribution center location, it is then determining the demand of each target location
of marketing by using the target production and proportion of customer in every region which the recapitulation can be seen in the table below.
Table 5.59 Bottle Pack Demand
Year S urabaya
2017
956.69
2018 1696.59
2019 2518.18
2020 3041.29
2021 4005.82
2022 5894.04
2023 7062.78
2024 7389.52
2025 8198.52
2026 8545.68
S idoarjo
1004.53
1781.42
2644.09
3193.35
4206.11
6188.74
7415.92
7759.00
8608.45
8972.97
Gresik
985.39
1747.49
2593.72
3132.52
4125.99
6070.86
7274.67
7611.20
8444.48
8802.05
Pasuruan
955.83
1695.07
2515.91
3038.55
4002.21
5888.74
7056.43
7382.87
8191.14
8537.99
Malang Mojokerto
1205.43
954.30
2137.71
1692.35
3172.90
2511.88
3832.02
3033.68
5047.33
3995.80
7426.49
5879.30
8899.11
7045.13
9310.79
7371.05
10330.14
8178.03
10767.56
8524.32
S olo
793.41
1407.04
2088.40
2522.23
3322.15
4888.11
5857.38
6128.35
6799.29
7087.20
S emarang Jogjakarta Jakarta

817.22
1431.45
1808.15
1449.25
2538.53
3206.56
2151.05
3767.82
4759.35
2597.90
4550.52
5748.03
3421.81
5993.70
7571.00
5034.75
8818.96
11139.74
6033.10
10567.69 13348.66
6312.21
11056.57 13966.19
7003.27
12267.04 15495.21
7299.81
12786.48 16151.34
Bandung
1440.61
2554.77
3791.93
4579.64
6032.06
8875.39
10635.32
11127.32
12345.54
12868.30
Bogor
1516.43
2689.23
3991.51
4820.68
6349.54
9342.52
11195.07
11712.97
12995.31
13545.58
Bekasi
1819.72
3227.08
4789.81
5784.81
7619.45
11211.02
13434.08
14055.57
15594.37
16254.70
Depok Tangerang Palembang Pekanbaru Medan

1743.90
1918.29
1482.31
963.50
1630.54
3092.62
3401.88
2628.73
1708.67
2891.60
4590.24
5049.26
3901.70
2536.11
4291.87
5543.78
6098.16
4712.21
3062.94
5183.43
7301.97
8032.17
6206.67
4034.34
6827.34
10743.90 11818.29
9132.31
5936.00
10045.54
12874.33 14161.76 10943.18
7113.07
12037.50
13469.92 14816.91 11449.43
7442.13
12594.37
14944.61 16439.07 12702.91
8256.89
13973.21
15577.42 17135.16 13240.81
8606.52
14564.89
Malang
753.40
1336.07
1983.06
2395.01
3154.58
4641.56
5561.94
5819.25
6456.34
6729.72
S olo
495.88
879.40
1305.25
1576.39
2076.34
3055.07
3660.86
3830.22
4249.55
4429.50

510.76
894.66
1130.09
905.78
1586.58
2004.10
1344.41
2354.89
2974.60
1623.69
2844.08
3592.52
2138.63
3746.07
4731.87
3146.72
5511.85
6962.33
3770.69
6604.81
8342.91
3945.13
6910.36
8728.87
4377.04
7666.90
9684.51
4562.38
7991.55
10094.59
Bandung
900.38
1596.73
2369.96
2862.28
3770.04
5547.12
6647.07
6954.58
7715.96
8042.69
Bogor
947.77
1680.77
2494.69
3012.92
3968.46
5839.07
6996.92
7320.61
8122.07
8465.99
Bekasi
1137.32
2016.93
2993.63
3615.51
4762.15
7006.89
8396.30
8784.73
9746.48
10159.19
Depok
1089.94
1932.89
2868.90
3464.86
4563.73
6714.94
8046.46
8418.70
9340.38
9735.89
Table 5.60 Cup Pack Demand

Year S urabaya
2017
597.93
2018 1060.37
2019 1573.86
2020 1900.80
2021 2503.64
2022 3683.77
2023 4414.24
2024 4618.45
2025 5124.08
2026 5341.05
S idoarjo
627.83
1113.39
1652.55
1995.84
2628.82
3867.96
4634.95
4849.37
5380.28
5608.10
Gresik
615.87
1092.18
1621.08
1957.83
2578.75
3794.29
4546.67
4757.00
5277.80
5501.28
Pasuruan
597.39
1059.42
1572.44
1899.09
2501.38
3680.46
4410.27
4614.29
5119.47
5336.24
Mojokerto
596.44
1057.72
1569.93
1896.05
2497.38
3674.57
4403.20
4606.90
5111.27
5327.70
Tangerang Palembang Pekanbaru

1198.93
926.45
602.19
2126.18
1642.95
1067.92
3155.79
2438.56
1585.07
3811.35
2945.13
1914.34
5020.10
3879.17
2521.46
7386.43
5707.70
3710.00
8851.10
6839.49
4445.67
9260.57
7155.89
4651.33
10274.42
7939.32
5160.56
10709.48
8275.50
5379.08
Medan
1019.09
1807.25
2682.42
3239.65
4267.09
6278.47
7523.44
7871.48
8733.25
9103.05
565
Table 5.61 Pillow Pack Demand

Year S urabaya
2017
255.64
2018
501.23
2019
828.49
2020 1116.30
2021 1637.95
2022 2675.76
2023 3544.49
2024 4080.15
2025 4956.56
2026 5630.23
S idoarjo
268.42
526.29
869.91
1172.12
1719.84
2809.55
3721.71
4284.16
5204.39
5911.74
Gresik
263.31
516.27
853.34
1149.79
1687.08
2756.03
3650.82
4202.55
5105.26
5799.13
Pasuruan
255.41
500.78
827.74
1115.30
1636.47
2673.35
3541.30
4076.48
4952.10
5625.16
Malang
322.10
631.55
1043.89
1406.54
2063.81
3371.45
4466.05
5140.99
6245.27
7094.08
Mojokerto
255.00
499.98
826.42
1113.51
1633.85
2669.07
3535.63
4069.95
4944.17
5616.15
S olo
212.01
415.69
687.09
925.78
1358.40
2219.09
2939.55
3383.79
4110.63
4669.32

218.37
382.50
483.15
428.16
749.97
947.33
707.70
1239.62
1565.84
953.56
1670.27
2109.81
1399.15
2450.78
3095.72
2285.66
4003.60
5057.18
3027.74
5303.44
6699.08
3485.31
6104.92
7711.48
4233.95
7416.26
9367.90
4809.40
8424.22
10641.13
Bandung
384.94
754.77
1247.56
1680.96
2466.46
4029.22
5337.38
6143.99
7463.72
8478.14
Bogor
405.20
794.49
1313.22
1769.43
2596.27
4241.29
5618.29
6467.36
7856.54
8924.35
Bekasi
486.25
953.39
1575.86
2123.31
3115.53
5089.54
6741.95
7760.83
9427.85
10709.22
Depok Tangerang Palembang Pekanbaru

465.98
512.58
396.09
257.46
913.67
1005.04
776.62
504.80
1510.20
1661.22
1283.67
834.39
2034.84
2238.33
1729.62
1124.25
2985.71
3284.29
2537.86
1649.61
4877.48
5365.23
4145.86
2694.81
6461.04
7107.14
5491.88
3569.72
7437.46
8181.21
6321.84
4109.20
9035.02
9938.53
7679.77
4991.85
10263.01 11289.31
8723.56
5670.31
Medan
435.70
854.28
1412.04
1902.58
2791.64
4560.44
6041.07
6954.03
8447.75
9595.91
Malang
322.10
631.55
1043.89
1406.54
2063.81
3371.45
4466.05
5140.99
6245.27
7094.08
Mojokerto
255.00
499.98
826.42
1113.51
1633.85
2669.07
3535.63
4069.95
4944.17
5616.15
S olo
212.01
415.69
687.09
925.78
1358.40
2219.09
2939.55
3383.79
4110.63
4669.32

218.37
382.50
483.15
428.16
749.97
947.33
707.70
1239.62
1565.84
953.56
1670.27
2109.81
1399.15
2450.78
3095.72
2285.66
4003.60
5057.18
3027.74
5303.44
6699.08
3485.31
6104.92
7711.48
4233.95
7416.26
9367.90
4809.40
8424.22
10641.13
Bandung
384.94
754.77
1247.56
1680.96
2466.46
4029.22
5337.38
6143.99
7463.72
8478.14
Bogor
405.20
794.49
1313.22
1769.43
2596.27
4241.29
5618.29
6467.36
7856.54
8924.35
Bekasi
486.25
953.39
1575.86
2123.31
3115.53
5089.54
6741.95
7760.83
9427.85
10709.22
Depok Tangerang Palembang Pekanbaru

465.98
512.58
396.09
257.46
913.67
1005.04
776.62
504.80
1510.20
1661.22
1283.67
834.39
2034.84
2238.33
1729.62
1124.25
2985.71
3284.29
2537.86
1649.61
4877.48
5365.23
4145.86
2694.81
6461.04
7107.14
5491.88
3569.72
7437.46
8181.21
6321.84
4109.20
9035.02
9938.53
7679.77
4991.85
10263.01 11289.31
8723.56
5670.31
Medan
435.70
854.28
1412.04
1902.58
2791.64
4560.44
6041.07
6954.03
8447.75
9595.91
Table 5.62 Bucket Pack Demand

Year S urabaya
2017
255.64
2018
501.23
2019
828.49
2020 1116.30
2021 1637.95
2022 2675.76
2023 3544.49
2024 4080.15
2025 4956.56
2026 5630.23
S idoarjo
268.42
526.29
869.91
1172.12
1719.84
2809.55
3721.71
4284.16
5204.39
5911.74
Gresik
263.31
516.27
853.34
1149.79
1687.08
2756.03
3650.82
4202.55
5105.26
5799.13
Pasuruan
255.41
500.78
827.74
1115.30
1636.47
2673.35
3541.30
4076.48
4952.10
5625.16
Table 5.63 Total Recapitulation of Demand

Year Surabaya Sidoarjo
Gresik Pasuruan M alang M ojokerto
Solo
Semarang Jogjakarta Jakarta Bandung
2017
2,066
2,169
2,128
2,064
2,603
2,061
1,713
1,765
3,091
2018
3,759
3,947
3,872
3,756
4,737
3,750
3,118
3,211
2019
5,749
6,036
5,921
5,744
7,244
5,735
4,768
4,911
2020
7,175
7,533
7,390
7,168
9,040
7,157
5,950
2021
9,785
10,275
10,079
9,777
12,330
9,761
2022
14,929
15,676
15,377
14,916
18,811
14,892
2023
18,566
19,494
19,123
18,549
23,393
18,520
2024
20,168
21,177
20,773
20,150
25,412
2025
23,236
24,398
23,933
23,215
2026
25,147
26,405
25,902
25,125
Bogor
Bekasi
3,930
3,905
3,111
3,275
5,625
7,105
5,661
5,959
7,151
8,602
10,866
8,657
9,113
10,935
6,129
10,735
13,560
10,804
11,372
13,647
8,115
8,359
14,641
18,494
14,735
15,511
12,381
12,753
22,338
28,216
22,481
15,397
15,859
27,779
35,090
27,957
20,118
16,726
17,228
30,177
38,118
29,277
23,178
19,270
19,848
34,766
31,685
25,084
20,855
21,481
37,626
Depok Tangerang Palembang Pekanbaru M edan

3,766
4,142
3,201
2,081
3,521
6,853
7,538
5,825
3,786
6,407
10,480
11,527
8,908
5,790
9,798
13,078
14,386
11,117
7,226
12,228
18,613
17,837
19,621
15,162
9,855
16,678
23,664
28,397
27,214
29,935
23,132
15,036
25,445
29,429
35,314
33,843
37,227
28,766
18,698
31,643
30,370
31,968
38,362
36,764
40,440
31,249
20,312
34,374
43,916
34,989
36,830
44,197
42,355
46,591
36,002
23,401
39,602
47,528
37,867
39,860
47,832
45,839
50,423
38,963
25,326
42,860
566
Table 5.64 Recapitulation of Total Variants Demand per Week

Year Surabaya Sidoarjo Gresik Pasuruan Malang Mojokerto Solo Semarang Jogjakarta Jakarta Bandung Bogor Bekasi Depok Tangerang Palembang Pekanbaru Medan
2017
40
42
41
40
50
40
33
34
59
75
60
63
76
72
80
62
40
68
2018
72
76
74
72
91
72
60
62
108
137
109
115
138
132
145
112
73
123
2019
111
116
114
110
139
110
92
94
165
209
166
175
210
202
222
171
111
188
2020
138
145
142
138
174
138
114
118
206
261
208
219
262
252
277
214
139
235
2021
188
198
194
188
237
188
156
161
282
356
283
298
358
343
377
292
190
321
2022
287
301
296
287
362
286
238
245
430
543
432
455
546
523
576
445
289
489
2023
357
375
368
357
450
356
296
305
534
675
538
566
679
651
716
553
360
609
2024
388
407
399
388
489
387
322
331
580
733
584
615
738
707
778
601
391
661
2025
447
469
460
446
563
446
371
382
669
845
673
708
850
815
896
692
450
762
2026
484
508
498
483
609
482
401
413
724
914
728
767
920
882
970
749
487
824
In the table above, it can be seen that the total demand of Le Cocotier product tends to grow each year, where in the calcula tion of the total
demand above, it has been converted from the demand forecasting in kilogram that has been determined from the chapter before into several packaging
which are bottle, cup, pillow, and bucket pack. After demand of each packaging has been determined, it is then recapitulated for the total demand and
then it is divided by 52 to know the demand of Le Cocotier in each region per week. The calculation of demand can be seen as follow, where it takes
example of bottle package in 2017 on Surabaya in one year.
= (( ) ( ))/24
(30553.54 0.1957) 0.32
12
24
5979.32778 0.32
=
12
24
(30553.54 0.1957) 0.32
=
12
24
=
= 956.6924
567
After determining the demand of Le Cocotier product in each region in 10 years horizon and the value of each week demand is got, it is then
determined the distribution routing by which the routing is done by using saving cost principle. In this principle, it is first determining the matrix
which consist of distance between factory to each retailers warehouse and distance between each retailers warehouses where from the subchapter
before it is known that the product is distributed to 18 retailers warehouse. The determination of saving cost principle can be known as follow.
Table 5.65 Saving Cost Principle
Node
Destination
Demand
Node
Destination
Demand
Surabaya
484
10
Jakarta
914
Sidoarjo
508
11
Bandung
728
Gresik
498
12
Bogor
767
Pasuruan
483
13
Bekasi
920
Malang
609
14
Depok
882
Mojokerto
482
15
Tangerang
970
Solo
401
16
Palembang
749
Semarang
413
17
Pekanbaru
487
Yogyakarta
724
18
Medan
824
Factory
568
Table 5.66 Saving Cost

F
10
11
12
13
14
15
16
17
20
30.8
36.6
31.3
12.6
46.7
85.3
68.8
42.3
80
95.5
93.7
67.2
105
51.1
53.3
54
42.6
65.2
65.8
75.6
275
258
263
250
279
273
216
322
303
337
295
370
396
307
111
338
320
324
312
340
347
279
64.2
132
10
807
775
813
768
846
875
792
577
479
557
11
713
686
720
678
753
779
698
483
385
396
153
12
838
813
844
805
880
906
823
608
510
570
56.4
183
13
788
758
793
751
826
852
773
558
460
520
18
133
56.8
14
820
792
825
783
858
884
804
590
131
551
22.9
164
39.4
34.7
15
835
809
843
801
876
903
819
605
507
585
33.1
179
80
60
48.6
16
1412
1371
1405
1363
1438
1464
1397
1182
1084
1162
610
756
661
639
626
591
17
2110
2091
2125
2083
2158
2173
2094
1880
1782
1859
1308
1454
1358
1350
1323
1288
713
18
2766
2712
2746
2704
2779
2805
2751
2537
2439
2517
1966
2112
2016
1993
1981
1946
1353
654
18
After determining the matrix if saving cost based on the distance that shown above, it is then determined where to distribute the product first
from the factory. The first retailers warehouse is determined from the furthest distance which in the matrix is from factory to retailer 18th which are
569
Medan. Following that, it is then chosen the nearest retailers warehouse from Medan, which is Pekanbaru, next because the remaining capacity
available in the truck cannot fulfill the demand in the next designated retailer, it is chosen the nearest location to the factory along with lower demand
which is then chosen Surabaya as the last destination before going back to the factory. The example of the calculation can be seen as follow.
= ( 1 + 2 + +
= 1,934 ( + + )
= 1,934 (824 + 487 + 484)
= 139
After all distribution route has been determined and calculated, it is then recapitulated in the table below.
Table 5.67 Recapitulation table
From
F
F
F
F
F
F
F
18
16
12
14
11
9
5
To
17
15
10
13
8
6
4
7
2
3
Based on the distribution route above, it can be known that the box trucks needed to deliver Le Cocotier product to its retailers are 7 trucks.
The 7 box trucks determined in the table are the minimum requirement of box trucks needed to buy in order to fulfill the demand from the customer.
Table 5.68 Distribution Route
DC
From
Factory
To
Medan
Pekanbaru
Surabaya
Palembang
Transportation Mode Capacity
Allocation per DC
1934
824
487
484
749
Mode Code
TRUCK 1
TRUCK 2
Remaining Capacity Available

1,110
623
139
1,185
570
DC
From
To
Tangerang
Bogor
Jakarta
Depok
Bekasi
Bandung
Semarang
Solo
Yogyakarta
Mojokerto
Sidoarjo
Malang
Pasuruan
Gresik
Transportation Mode Capacity
Allocation per DC
970
767
914
882
920
728
413
401
724
482
508
609
483
498
Mode Code
TRUCK 3
TRUCK 4
TRUCK 5
TRUCK 6
TRUCK 7
Remaining Capacity Available

215
1,167
253
1,052
132
1,206
793
392
1,210
728
220
1,325
842
344
Table 5.69 Area Covered by Truck

Mode Code
TRUCK 1
TRUCK 2
TRUCK 3
TRUCK 4
TRUCK 5
TRUCK 6
TRUCK 7
Area Covered
From factory which located in Keputih, Surabaya to several retailer's warehouse in Medan, Pekanbaru, Surabaya
From factory which located in Keputih, Surabaya to several retailer's warehouse in Palembang and Tangerang
From factory which located in Keputih, Surabaya to several retailer's warehouse in Bogor and Jakarta
From factory which located in Keputih, Surabaya to several retailer's warehouse in Depok and Bekasi
From factory which located in Keputih, Surabaya to several retailer's warehouse in Bandung, Semarang, and Solo
From factory which located in Keputih, Surabaya to several retailer's warehouse in Yogyakarta, Mojokerto, and Sidoarjo
From factory which located in Keputih, Surabaya to several retailer's warehouse in Malang, Pasuruan, and Gresik
571
In the table above, it shows the distribution route of Le Cocotier distribution which is
done from the factory itself where it is located in Jalan Keputih, Surabaya. PT. Coco Indigene
Indonesia itself has no warehouse out of its factory as the product that has been produced will
be stored inside of the factory complex and the rest of the product will be sent directly to several
retailers warehouse in each city designated and has been determined before. In above routing,
the calculation is done based on the largest demand that PT. Coco Indigene Indonesia has which
is on the tenth year, 2026, where the delivery is done based on the nearest location which is
Surabaya to the furthest. Based on the box trucks haulage which is 1,934 boxes and the product
itself is delivered based on each region demand that has been determined before. Thus, it is got
that the box trucks needed are 8 trucks and each of the area covered by the distribution is
recapitulated on the table above, where all started from the factory in Keputih. After the
designated retailers warehouse has been determined, it is then recapitulated the total cost
expensed on each delivery based on its oil, fuel expenses, tire lifetime, and driver cost which
can be seen in table below.
Table 5.70 Recapitulation Cost per Delivery
DC
Fro
m
To
Distance
(km)
Facto
ry
Medan
Pekanbaru
Surabaya
Palembang
Tangerang
Bogor
Jakarta
Depok
Bekasi
Bandung
Semarang
Solo
Yogyakarta
Mojokerto
Sidoarjo
Malang
Pasuruan
Gresik
2,766.00
654.00
2,091.00
1,412.00
591.00
838.00
56.40
820.00
34.70
713.00
385.00
111.00
338.00
279.00
42.60
95.50
51.10
80.00
Total
Total
Distance
(km)
Fuel
Cost
Oil
Cost
Tire
Cost
Retribution
Cost
Driver
Cost
5,511
38,025,
900
82,665
671,239.
80
60,000
17,065,3
07
2,003
13,820,
700
30,045
.00
243,965
70,000
6,202,46
9.77
13,416
108,938
80,000
12,820
.50
104,102
70,000
894
855
6,171,3
60
5,897,4
30
2,769,59
0
2,646,65
5
1,209
8,342,1
00
18,135
147,256
130,000
3,743,77
7
660
4,551,2
40
9,894
80,339
10,000
2,042,51
1
227
1,563,5
40
3,399
27,600
20,000
701,687
78,372,
270
170,37
5
1,383,44
0.94
440,000
Total Cost
35,171,9
98
115,538,
084
Table above shown the total expense that needed to be spent by PT. Coco Indigene
Indonesia for each delivery done. It can be seen that in one delivery process it costs IDR
572
115,538,084 where the largest expense is come from fuel cost as it is done by using truck. In
the calculation above, the distance is count from factory to each retailers distribution center
that can be covered by the box truck, where it has 7 box trucks available to do the distribution
process and based on the chapter before, the distribution process is done once a week. For the
fuel cost calculation, it is done by multiplying the total distance travelled by the truck with IDR
6,900 which is the cost of fuel per liter. Then, the oil cost based on Rahmatang Rahman, n.d. is
got from by dividing the total distance travelled with 5,000 and multiply it with 75,000 which
is the service cost. Rahmatang Rahman, n.d. also determine the lifetime of a tire which must be
replaced once it travelled 25,000 km and then it is calculated based on the data got from
Rahmatangs journal and it is got that for each delivery, it will cost 1,383,440.94. Thus, for the
retribution, it will include the cost of travelling through the highway which based on PT. Jasa
Marga, the cost for class II car is 10,000 and it is got that for one distribution, it costs IDR
440,000 and last for the driver cost, it is determined based on how many kilometers the driver
travelled, and the cost for each kilometer is got from the calculation of driver cost before, where
for each kilometer it costs IDR 3,096.59 and for one distribution, it costs IDR 35,171.998 and
last all the cost is sum up in order to know the expense of one distribution and it is got IDR
115,538,084 and in a month it cost IDR 462,152,334.55 and in a year it costs IDR
5,545,828,014.58.
5.4
Industrial Layout Design

In this sub-chapter the design of industrial layout which will be implemented in PT.
Coco Indigene plant will be developed. The layout design will be based on the space
requirement analysis and also space interrelatedness analysis. However, in the previous module
the layout design for the production floor had been developed, in this sub-chapter the layout
will be more general and include of the whole requirement of the spaces and rooms for an
industry. The input required for this sub-chapter is the organization structure of the company to
know the number of departments and indirect labor required by the company, then followed by
information about the number of operators in production floor completed with the total
machines required, and also the importance of interrelatedness between the departments. Those
all hopefully be able to result the layout design of the industry in 2D model.
5.4.1
Space Requirement Analysis

This part has the aim to determine the required space for the whole industrial plant of
PT. Coco Indigene Indonesia. The determination of space requirement of the industrial plant
will be influenced by the number of departments which manage the companys enterprises, then
573
followed by the number of labors which company had that also influence the spaces, and also
the facilities and equipment which estimated to be bought or provided by the company in
industry.
Regarding that the number of labors in a company also influence the space required
for the plant establishment, then the following is organization structure of PT. Coco Indigene
Indonesia Company at the last phase of development to estimate the maximum spaces required
for the plant.
Director
Director
Secretary
Human Resource
Development
Department
Marketing
Department
Finance
Department
Research and
Development
Department
Facility Planning
Department
Staff
Staff
Staff
Staff
Staff
Public Relation
Department
Logistics and
Supply Chain
Department
Production
Department
Customer Care
Division
Corporate Social
Responsibility
(CSR) Division
Maintenance
Division
Quality Control
Division
PPIC Division
Procurement
Division
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Figure 5. 216 PT. Coco Indigene Indonesia Development Phase Organization Structure
The organization structure at the development phase becomes the consideration in

determining direct and indirect labor. The number of labors in this phase will also affect the
maximum spaces required for the plant. Therefore the manpower requirement in the last year
which mentioned in module 4 is recalled and becomes the consideration in determining the
maximum spaces required.
Table 5. 71 Recapitulation of Indirect Labor in 2026
Director
No of Required
Workers in Each
Department
1
Director Secretary
Finance
Head of Finance Department
Staff of Finance Department
Research and
Development
Head of R&D Department
Staff of R&D Department
Human Resource
Development
Head of HRD Department
Staff of HRD Department
Marketing
Head of Marketing Department
Staff of Marketing Department
Head of Public Relation Department
Staff of Customer Care Division
Department
Public Relation
Job Position
No of
Required
Workers
4
3
5
7
574
Staff of CSR Division
Head of Production Department
Staff of Maintenance Division
Head of QC Division
Staff of QC Division
Staff of PPIC Division
Staff of Procurement Division
Logistics Management
Department
Head of Logistics Mgt Department
Staff of Logistics Mgt Department
Security Guard
Office Boy
47
47
Production
TOTAL OF INDIRECT WORKERS
13
Table 5. 72 Recapitulation of Direct Labor in 2026

Stations
Job Position
No of Required
Manpower in Each
Stations
Coconut Water
Processing
Operator for filtering, boiling and cooling of

coconut water
Nata Starter Preparation
Operator for acidification and mixing process
Fermentation
Operator for pouring, fermenting, and harvesting

process
16
Post Harvesting
Operator for cutting, washing, and nata de coco

inspection
Nata de Coco Flavoring
Operator for flavor mixing
Bucket Packaging
Operator for filling and inspection in bucket

package
Pillow Bag Packaging
Operator for filling and inspection in pillow bag

package
Cup Packaging
Operator for filling and inspection in cup package
Bottle Packaging
Operator for filling and inspection in bottle

package
Nata de Coco Dessert &

Drink Cardboard
Raw Materials Movement
Handling
Finished Good Movement
Handling
Operator for packing the products into cardboard

Operator for handling movement of raw materials
from supplier to place it in storage room
Operator for handling movement of finished good
from cardboard station to warehouse
TOTAL OF DIRECT WORKERS
2
3
3
39
From two tables shown above regarding the total number of indirect and direct
workers, it is known that the total number of labors required for the company is 86 people and
this number will be the consideration of determining industrial plant layout. The determination
of room space requirement is done by listing the inventory stuffs in every room or office that
575
has been adjusted with the needs of the workers in that office. There are four types of space size
determination in this sub module that is office rooms, production floor, supporting rooms, and
warehouse.
The company uses two floors in the factory. The allocation for the first floor will be
assigned for production space, warehouse space, and some supporting facilities such as parking
lots, cafeteria, lobby and mushalla. The allocation for the second floor will be assigned for
office space such as director, secretary office, offices for all departments, and some supporting
facilities such as pantry. The decision to build factory in two floors is made by considering
several reasons that is the ease of monitoring and supervising the activities in production floor.
The staffs in the office will be easier also to get the access of information that they need from
production floor. The benefit of locating the office staffs in second floor is that they can save
time to reach the production floor area. Another benefit is that when there is guest coming, they
can directly visit the company office and also the production area in the same building. By
constructing the office area in second floor, the company also saves the spending on buying the
land because it will reduce the land requirement. The identification of the space requirement in
each type of space size is explained below.
5.4.1.1 Office Space Requirement
The office space requirement is determined based on the space requirement for the
office of every department. Identification of the stuffs listed in the room is conducted in the
Director and Secretary office, and also in every department office. The department offices in
PT. Coco Indigene Indonesia are Finance Office, Research and Development Office, Human
Resource Development Office, Marketing Office, Public Relation Office, Production Office,
and Logistics Management Office. The tables below show the office space requirement:
Table 5. 73 Space Requirement for Director Office
Director Office
Dimension
W (m)
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total
Area m2
2.4
1.1
2.64
0.264
2.904
2.904
0.59
0.49
0.2891
0.02891
0.31801
Guest Chair
0.3808
0.408
0.15536
0.01553664
0.17090304
Triple Couch
2.45
0.91
2.2295
0.22295
2.45245
0.31801
0.683612
16
2.45245
Single Couch
0.95
0.88
0.836
0.0836
0.9196
0.9196
Table for Couch Area

Work Table for
Secretary
Director Secretary
Chair
1.1
0.6
0.66
0.066
0.726
0.726
2.4
1.1
2.64
0.264
2.904
2.904
0.59
0.49
0.2891
0.02891
0.31801
0.31801
Product Name
Work Table for
Director
Director Chair
Amount
of
Product
L (m)
576
Director Office
Dimension
Product Name
Amount
of
Product
W (m)
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total
Area m2
L (m)
Files Cupboard
Stationary Cupboard
2
2
0.45
0.9
0.62
0.45
0.279
0.405
0.0279
0.0405
0.3069
0.4455
0.6138
0.891
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.132
Total
12.86
pace Requirement (Total + Aisle)
32.16
Table 5. 74 Space Requirement for Director Secretary Office

Director Secretary
Dimension
Amount
of
Product
W (m)
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total Area
m2
L (m)
Work Table
Director Secretary
Chair
Guest Chair
2.4
1.1
2.64
0.264
2.904
2.904
0.59
0.49
0.2891
0.02891
0.31801
0.31801
0.3808
0.408
0.1553664
0.01553664
0.170903
0.34180608
Triple Couch
2.45
0.91
2.2295
0.22295
2.45245
2.45245
Product Name
Files Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.3069
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.4455
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.066
Total
6.83
Space Requirement (Total + Aisle (250%))
17.075
Table 5.75 Space Requirement for Finance Office

Finance Department Office
Area (m2)
Allowance
10%
Area +
Allowan
ce m2
Total
Area
1.1
2.64
0.264
2.904
2.904
0.59
0.49
0.2891
0.02891
0.31801
0.31801
0.3808
0.408
0.1553664
0.0155366
0.170903
0.34180
Staff Work Table
1.2
0.6
0.72
0.072
0.792
3.168
Staff Work Chair
0.36
0.38
0.1368
0.01368
0.15048
0.60192
Meeting Table
1.8
1.8
0.18
1.98
1.98
Meeting Chairs
0.36
0.38
0.1368
0.01368
0.15048
0.7524
File Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.6138
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.4455
White Board
1.915
0.66
1.2639
0.12639
1.39029
1.39029
Fotocopy Machine
0.5
0.4
0.2
0.02
0.22
0.22
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.132
Product Name
Head Department Work
Table
Chair
Guest Chair
Amount
of
Product
L (m)
W (m)
2.4
Dimension
Total
12.87
32.17
577
Table 5. 76 Space Requirement for Research and Development Office

Research and Development Office
Allowance
10%
Area +
Allowance
m2
Total Area
W (m)
Area
(m2)
2.4
1.1
2.64
0.264
2.904
2.904
0.3808
0.408
0.1553664
0.01553664
0.17090304
0.17090304
0.3808
0.408
0.1553664
0.01553664
0.17090304
0.34180608
Staff Work Table
1.2
0.6
0.72
0.072
0.792
2.376
Staff Work Chair
0.36
0.38
0.1368
0.01368
0.15048
0.45144
Meeting Table
1.5
0.8
1.2
0.12
1.32
1.32
Meeting Chairs
0.36
0.38
0.1368
0.01368
0.15048
0.60192
File Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.6138
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.4455
White Board
1.915
0.66
1.2639
0.12639
1.39029
1.39029
Fotocopy Machine
0.5
0.4
0.2
0.02
0.22
0.22
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.132
Product Name
Amount
of
Product
L (m)
Head Department
Work Table
Head Department
Work Chair
Guest Chair
Dimension
Total
10.97
27.42
Table 5. 77 Space Requirement for Human Resource Development Office

Human Resource Development Office
Product Name
Table
Chair
Guest Chair
Amount
of
Product
Area (m2)
Allowance
10%
Area +
Allowan
ce m2
Total
Area
L (m)
W (m)
2.4
1.1
2.64
0.264
2.904
2.904
0.3808
0.408
0.1553664
0.0155366
0.170903
0.170903
0.3808
0.408
0.1553664
0.0155366
0.170903
0.341806
Dimension
Staff Work Table
1.2
0.6
0.72
0.072
0.792
1.584
Staff Work Chair
0.36
0.38
0.1368
0.01368
0.15048
0.30096
Meeting Table
1.2
1.2
0.12
1.32
1.32
Meeting Chairs
0.36
0.38
0.1368
0.01368
0.15048
0.45144
File Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.6138
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.4455
White Board
1.915
0.66
1.2639
0.12639
1.39029
1.39029
Fotocopy Machine
0.5
0.4
0.2
0.02
0.22
0.22
Trash Bin
0.3
0.006
0.066
0.132
9.87
24.69
0.2
0.06
Total
578
Table 5. 78 Space Requirement for Marketing Office

Marketing Office
Area (m2)
Allowance
10%
Area +
Allowanc
e m2
Total
Area
1.1
2.64
0.264
2.904
2.904
0.3808
0.408
0.1553664
0.0155366
0.1709030
0.17090
0.3808
0.408
0.1553664
0.0155366
0.1709030
0.34180
Staff Work Table
1.2
0.6
0.72
0.072
0.792
3.168
Staff Work Chair
0.36
0.38
0.1368
0.01368
0.15048
0.60192
Meeting Table
1.4
1.4
0.14
1.54
1.54
Meeting Chairs
0.36
0.38
1.4
0.14
1.54
7.7
Product Name
Table
Chair
Guest Chair
Amount
of
Product
L (m)
W (m)
2.4
Dimension
File Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.6138
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.4455
White Board
1.915
0.66
1.2639
0.12639
1.39029
1.39029
Fotocopy Machine
0.5
0.4
0.2
0.02
0.22
0.22
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.132
Total
19.23
38.46
Table 5. 79 Space Requirement for Public Relation Office

Public Relation Office
Area (m2)
Allowance
10%
Area +
Allowan
ce m2
Total
Area
1.1
2.64
0.264
2.904
2.904
0.3808
0.408
0.1553664
0.0155366
0.170903
0.17090
0.3808
0.408
0.1553664
0.0155366
0.170903
0.34180
Head of Division Table
1.3
0.6
0.78
0.078
0.858
1.716
Head of Division Chair
0.3808
0.408
0.1553664
0.0155366
0.170903
0.34180
Staff Work Table
1.2
0.6
0.72
0.072
0.792
3.168
Staff Work Chair
0.36
0.38
0.1368
0.01368
0.15048
0.60192
Meeting Table
2.1
2.1
0.21
2.31
2.31
Meeting Chairs
0.36
0.38
0.1368
0.01368
0.15048
1.05336
File Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.6138
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.4455
White Board
1.915
0.66
1.2639
0.12639
1.39029
1.39029
Fotocopy Machine
0.5
0.4
0.2
0.02
0.22
0.22
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.132
Product Name
Table
Chair
Guest Chair
Amount
of
Product
L (m)
W (m)
2.4
Dimension
Total
15.41
30.82
579
Table 5. 80 Space Requirement for Production Office

Production Office
Allowance
10%
Area +
Allowance
m2
Total Area
W (m)
Area
(m2)
2.4
1.1
2.64
0.264
2.904
2.904
0.3808
0.408
0.1553664
0.01553664
0.170903
0.17090304
0.3808
0.408
0.1553664
0.01553664
0.170903
0.34180608
1.3
0.6
0.78
0.078
0.858
3.432
0.3808
0.408
0.1553664
0.01553664
0.170903
0.68361216
1.2
0.6
0.72
0.072
0.792
6.336
Staff Work Chair
0.36
0.38
0.1368
0.01368
0.15048
1.20384
Meeting Table
0.4
4.4
4.4
Meeting Chairs
13
0.36
0.38
0.1368
0.01368
0.15048
1.95624
File Cupboard
0.45
0.62
0.279
0.0279
0.3069
1.5345
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.891
White Board
1.915
0.66
1.2639
0.12639
1.39029
1.39029
Fotocopy Machine
0.5
0.4
0.2
0.02
0.22
0.22
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.198
Product Name
Head Department
Work Table
Head Department
Work Chair
Guest Chair
Head of Division
Table
Head of Division
Chair
Staff Work Table
Amount
of
Product
L (m)
Dimension
Total
25.66
64.15
Table 5. 81 Space Requirement for Logistics Management Office

Logistics Management Office
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total
Area
1.1
2.64
0.264
2.904
2.904
0.3808
0.408
0.1553664
0.01553664
0.170903
0.17090304
0.3808
0.408
0.1553664
0.01553664
0.170903
0.34180608
Staff Work Table
1.2
0.6
0.72
0.072
0.792
2.376
Staff Work Chair
0.36
0.38
0.1368
0.01368
0.15048
0.45144
Meeting Table
1.2
1.2
0.12
1.32
1.32
Meeting Chairs
0.36
0.38
0.1368
0.01368
0.15048
0.60192
File Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.6138
Stationary Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.4455
White Board
1.915
0.66
1.2639
0.12639
1.39029
1.39029
Photocopy Machine
0.5
0.4
0.2
0.02
0.22
0.22
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.132
Product Name
Head Department
Work Table
Head Department
Work Chair
Guest Chair
Amount
of
Product
L (m)
W (m)
2.4
Dimension
Total
10.97
27.425
580
Table 5. 82 Space Requirement for Meeting Room

Meeting Room
Product Name
Amount
of
Product
Dimension
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total
Area
L (m)
W (m)
0.4
4.4
4.4
Meeting Table
Meeting Chair
14
0.36
0.38
0.1368
0.01368
0.15048
2.10672
White board
1.915
0.66
1.2639
0.12639
1.39029
0.12639
Drawer
0.5
0.5
0.25
0.025
0.275
0.025
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.132
Total
6.69011
16.72
The space requirement for offices is first determined from the stuffs provided in the
office room. The total area of stuffs dimension is given allowance 10% for the gap among stuffs
to other stuffs. The total area of all required stuffs is multiplied with aisle allowance to provide
the space for movement of the people inside the office. The aisle allowance is differ from one
another, it is depend on the needs of the department. For the department whose the employees
have high frequency of working inside the office, the room is given higher aisle allowance than
the department whose the employees are more flexible to work whether inside or outside the
office. The example of the department that gets higher aisle allowance is finance, R&D, HRD,
production and logistics department. Because their works are mostly done inside the office then
they tend to stay inside the room during their working period. Thus it is essential to give them
more space for movement to avoid boredom and improve comfort of their working
environment. The example of the department that gets smaller aisle allowance is marketing and
public relation department. Because their work is more flexible to be done inside or outside the
office then the frequency of working inside the office is not higher than the other departments.
Thus it is acceptable to give the offices with smaller aisle allowance compare to other
departments. The aisle allowance for director and secretary director is given in high value also
because higher position normally have wider space requirement in their office (The Space
Plane, 2015). The meeting room also given high aisle allowance because it is essential to give
more space for movement of the people who join the meeting.
The aisle allowance for director and secretary director is given in high value also
because higher position normally have wider space requirement in their office (Ned Fennie,
2015). The meeting room also given high aisle allowance because it is essential to give more
space for movement of the people who join the meeting. The number of aisle allowance itself
is determined by looking up at the dimension of office sketch that recommended by the expert.
581
One of the references used is from Ned Fennier who is the co founder of FENNIE+MEHL
Architects which talks about the space required for office by considering the number of people
working inside and the type of stuffs placed inside the room. By knowing the dimension of the
area, then the aisle allowance is adjusted to the initial total area until the last total area is
approximate to the dimension of the office sketch.
5.4.1.2 Production Space Requirement

The required machines and every facility elements are identified in order to determine
the total space area. To calculate the total area properly, there are some parameters to be
considered, such as the dimension of the machines, the amount of machines, and the aisle
(+allowance 150%). It is necessary also to provide allowance for auxiliary equipment, operator
and material in every machine area to ensure that there is sufficient space for production.
582
Table 5. 83 Space Requirement for Production Area

Station
Coconut
Water
Processing
Nata Starter
Preparation
Fermentation
Post
Harvesting
Nata de Coco
Flavoring
Bucket
Packaging
Machine
160 T/D Reverse
Osmosis Membrane
Filter Machine
T-Sun LSS0.30.7Y/Q
Xunmei XM-GX-01
New Hepa Filter
Mars QHS-3000
Carbonated Drink
Mixer
Wine Tap Supplies
WSS06 Winery
Tank Taps
Edsal HC30127
Steel 7-Shelving
Unit
Indotech Nata de
Coco Cutting
Machine
Tiger Kawashima
TWS-115-006
JZD-88 Texture
Detector Conveyor
Machine
Mars QHS-3000
Carbonated Drink
Mixer
Filling Machine
No. of
Machine
Length
(m)
Width
(m)
Machine
Area
(m2)
Auxiliary
Equipment
Allowance
(m2)
Operator
Allowance
(m2)
Material
Allowance
(m2)
Sub
Total
(m2)
Space
Required
(+Allowance
150%) (m2)
Total Space
Required (m2)
0.75
0.15
0.1125
4.37
9.4825
14.22375
14.22375
2.68
10.72
16.72
25.08
100.32
36
0.61
0.61
0.3721
6.3721
9.55815
57.3489
3.5
12.5
18.75
75
0.18
0.18
0.0324
20
33.0486
66.0972
168
10.67
0.762
8.13054
0.5
17.44581
418.69944
13.5
13.5
0.89
0.89
0.7921
5.7921
8.68815
8.68815
1.8
1.8
3.24
7.24
10.86
10.86
10
15
45
2.5
2.5
11.5
17.25
17.25
22.032
4
11.630
54
583
Station
Pillow
Packaging
Cup
Packaging
Bottle
Packaging
Nata de Coco
Cardboard
Packaging
Machine
Jiangmen Seraph
SJY-1000 Filling
Machine
SAC-31 Jacopack
Semi Automatic
Cup Filling Sealing
Maching
Jiazhao JZ-480/250
SXG-A Shengqi
Water Bottling
Machine
Shree Bhagwati
Manual Vial
Shenhu FX-01
Automatic Carton
Box Sealing
No. of
Machine
Length
(m)
Width
(m)
Machine
Area
(m2)
Auxiliary
Equipment
Allowance
(m2)
Operator
Allowance
(m2)
Material
Allowance
(m2)
Sub
Total
(m2)
Space
Required
(+Allowance
150%) (m2)
Total Space
Required (m2)
1.8
1.8
1.5
8.3
12.45
12.45
2.44
2.44
2.5
7.94
11.91
11.91
0.5
1.6
0.8
4.8
7.2
7.2
2.3
2.45
5.635
11.635
17.4525
17.4525
1.725
2.44
4.209
8.209
12.3135
12.3135
1.6
1.4
2.24
10.24
15.36
30.72
Total Area
919.0334
The allowance for auxiliary equipment, operator, and material are assumed based on the requirement for each machine. For example in the
filtering machine, the auxiliary equipment allowance is 1m 2, it is the rack contains of operating and maintenance equipment of the machine with size
2 m x 0.5 m. The operator allowance is based on the number of operator assigned in filtering machine, since there are two operators then it is assumed
that each operator will require 2 m2 for movement. The materials allowance is calculated based on the number of the jerry can required for each
filtering process, and to place the jerry cans near the machine it requires 4.37 m 2 allowances. The space required is obtained by multiplying the sub
total of space required with 150% allowance. The factor is typically 150% to allow for material handling equipment tracks and aisles, storage of WIP
during peak operating periods, space required for maintenance operations and an anticipated increase in production volume in the near future
(Sunderesh S. Heragu, 2008).
584
5.4.1.3 Supporting Facility Space Requirement

The supporting facilities available in the factory are identified and their space
requirement is determined in this sub chapter. The supporting facilities provided are toilet (male
and female), mushalla, security office, pantry, cafeteria, parking lots.
Table 5. 84 Space Requirement for Men Toilet (1st Floor)
Men Toilet (1st Floor)
L (m)
W (m)
Toilet
Amount
of
Product
3
1.5
Wastafel
0.5
Trash Bin
0.3
Product Name
Area (m2)
Allowance
10%
1.5
2.25
0.225
Area +
Allowance
m2
2.475
0.5
0.25
0.025
0.275
0.55
0.2
0.06
0.006
0.066
0.066
Dimension
Total
Area
7.425
Total
8.041
14.47
Table 5.85 Space Requirement for Women Toilet (1st Floor)

Women Toilet (1st Floor)
L (m)
W (m)
Toilet
Amount
of
Product
2
1.5
Wastafel
0.5
Trash Bin
0.3
Product Name
Area (m2)
Allowance
10%
1.5
2.25
0.225
Area +
Allowance
m2
2.475
0.5
0.25
0.025
0.275
0.55
0.2
0.06
0.006
0.066
0.066
Dimension
Total
Area
4.95
Total
5.566
10.02
Table 5.86 Space Requirement for Men Toilet (2nd Floor)

Men Toilet (2nd Floor)
L (m)
W (m)
Toilet
Amount
of
Product
2
1.5
Wastafel
0.5
Trash Bin
0.3
Product Name
Area (m2)
Allowance
10%
1.5
2.25
0.225
Area +
Allowance
m2
2.475
0.5
0.25
0.025
0.275
0.55
0.2
0.06
0.006
0.066
0.066
Dimension
Total
Area
4.95
Total
5.566
10.02
Table 5.87 Space Requirement for Men Toilet (2nd Floor)

Women Toilet (2nd Floor)
L (m)
W (m)
Toilet
Amount
of
Product
2
1.5
Wastafel
Trash Bin
Product Name
Area (m2)
Allowance
10%
1.5
2.25
0.225
Area +
Allowance
m2
2.475
0.5
0.5
0.25
0.025
0.275
0.55
0.3
0.2
0.06
0.006
0.066
0.066
Dimension
Total
Area
4.95
Total
5.566
10.02
585
Table 5.88 Space Requirement for Mushalla (1st Floor)

Mushalla (1st floor)
L (m)
W (m)
Wudhu
Amount
of
Product
10
Area (m2)
Allowance
10%
1.45
1.16
0.116
Area +
Allowance
m2
1.276
0.8
Praying Hall
25
2.5
27.5
27.5
Mimbar
1.5
0.3
3.3
3.3
Shelf
0.9
0.45
0.405
0.0405
0.4455
0.891
Shoe Rack
0.6
0.17
0.102
0.0102
0.1122
0.2244
Product Name
Dimension
Total
Area
12.76
Total
44.6754
71.48
Table 5.89 Space Requirement for Mushalla (2nd Floor)

Mushalla (2nd floor)
L (m)
W (m)
Wudhu
Amount
of
Product
10
Area (m2)
Allowance
10%
1.45
1.16
0.116
Area +
Allowance
m2
1.276
0.8
Praying Hall
25
2.5
27.5
27.5
Mimbar
1.5
0.3
3.3
3.3
Shelf
0.9
0.45
0.405
0.0405
0.4455
0.891
Shoe Rack
0.6
0.17
0.102
0.0102
0.1122
0.2244
Product Name
Dimension
Total
Area
12.76
Total
44.6754
71.48
Table 5.90 Space Requirement for Pantry

Pantry
L (m)
W (m)
Dispenser
Amount
of
Product
1
0.0127449
Area +
Allowance
m2
0.1401939
0.357
Sink
0.9
0.1401939
0.045
0.495
0.495
Table
1.4
0.14
1.54
1.54
Chair
0.38
0.1368
0.01368
0.15048
0.60192
3.36
0.95
3.192
0.3192
3.5112
3.5112
0.5
0.5
0.25
0.025
0.275
0.275
Refrigerator
0.767
0.772
0.592124
0.0592124
0.6513364
0.6513364
Trash Bin
0.3
0.2
0.06
0.006
0.066
0.066
Dimension
Area (m2)
Allowance
10%
0.357
0.127449
0.5
0.45
1.4
0.36
Shelf
Stove
Product Name
Total
Area
Total
7.28
16.38
586
Table 5.91 Space Requirement for Cafeteria

Cafeteria
L (m)
W (m)
Kitchen
Amount
of
Product
1
Area (m2)
Allowance
10%
0.4
Area +
Allowance
m2
4.4
Table
0.8
1.6
0.16
1.76
10.56
Bench
Outlet
12
0.3
0.6
0.06
0.66
7.92
1.5
0.3
3.3
13.2
Wastafel
0.5
0.5
0.25
0.025
0.275
0.275
Trash Bin
0.5
0.5
0.25
0.025
0.275
0.275
Product Name
Dimension
Total
Area
4.4
Total
36.63
73.26
Table 5.92 Space Requirement for Office Parking Lots

Office Parking Lots
L (m)
W (m)
Employee Car
Amount
of
Product
14
2.5
Motorcycle
72
Guest Car
Guest Motorcycle
Product Name
Area (m2)
Allowance
10%
4.8
12
1.2
Area +
Allowance
m2
13.2
0.2
2.2
158.4
2.5
4.8
12
1.2
13.2
66
0.2
2.2
Dimension
Total
Area
184.8
11
Total
420.2
672.32
Table 5.93 Space Requirement for Factory Parking Lots

Factory Parking Lots
Product Name
Hino Silver Knight 155
Supplier`s Vehicles
Amount
of
Product
7
L (m)
W (m)
2.05
2.05
Dimension
0.861
Area +
Allowance
m2
9.471
Total
Area
m2
66.297
0.861
9.471
37.884
Area (m2)
Allowance
10%
4.2
8.61
4.2
8.61
Total
104.181
208.36
Table 5.94 Space Requirement for Quality Inspection Laboratory

Quality Inspection Laboratory
Amount
of
Product
Area (m2)
Allowance
10%
Area +
Allowance
m2
Total
Area
m2
L (m)
W (m)
0.2
2.2
4.4
0.3
0.35
0.105
0.0105
0.1155
0.231
Work Table
1.2
0.6
0.72
0.072
0.792
1.584
Work Chair
0.36
0.38
0.1368
0.01368
0.15048
0.30096
Equipment Cupboard
0.9
0.45
0.405
0.0405
0.4455
0.891
Files Cupboard
0.45
0.62
0.279
0.0279
0.3069
0.3069
Product Name
Quality Inspection
Table
Quality Inspection
Chair
Dimension
587
Quality Inspection Laboratory

Product Name
Trash Bin
Amount
of
Product
1
Dimension
L (m)
W (m)
0.3
0.2
Area (m2)
Allowance
10%
0.06
0.006
Area +
Allowance
m2
0.066
Total
Area
m2
0.066
Total
7.78
19.45
Table 5. 95 Space Requirement for Security Office

Security Office
Amount
of
Product
1
L (m)
W (m)
1.2
Chair
Drawer
2
1
Trash Bin
Product Name
Table
Area (m2)
Allowance
10%
1.2
0.12
Area +
Allowance
m2
1.32
0.36
0.38
0.1368
0.01368
0.15048
0.30096
0.5
0.5
0.25
0.025
0.275
0.025
0.3
0.2
0.06
0.006
0.066
0.066
Dimension
Total
Area m2
1.32
Total
1.71
5.13
Table 5. 96 Space Requirement for Health Clinic

Health Clinic
Product Name
Amount
of
Product
Dimension
L (m)
W (m)
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total
Area m2
Clinic Bed
2.06
0.9
1.854
0.1854
2.0394
2.0394
Triple couch
2.45
0.91
2.2295
0.22295
2.45245
2.45245
Drawer
0.5
0.5
0.25
0.025
0.275
0.55
Work Table
1.2
1.2
0.12
1.32
1.32
Chair
0.36
0.38
0.1368
0.01368
0.15048
0.45144
Cupboard
Trash Bin
0.45
0.62
0.279
0.0279
0.3069
0.6138
0.3
0.2
0.06
0.006
0.066
0.066
Total
7.79
Space Requirement (Total + Aisle (250%)
19.45
Table 5. 97 Space Requirement for Lobby (1st Floor)

Lobby 1st Floor
Product Name
Amount
of
Product
Dimension
L (m)
W (m)
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total Area
m2
Desk
0.8
1.6
0.16
1.76
1.76
Chair
0.36
0.38
0.1368
0.01368
0.15048
0.30096
Triple couch
2.45
0.91
2.2295
0.22295
2.45245
2.45245
Single couch
0.95
0.88
0.836
0.0836
0.9196
1.8392
Guest Table
Trash Bin
1.1
0.6
0.66
0.066
0.726
0.726
0.3
0.2
0.06
0.006
0.066
0.066
Total
7.14461
21.43
588
Table 5. 98 Space Requirement for Lobby (2nd Floor)

Lobby (2nd Floor)
Product Name
Amount
of
Product
Dimension
L (m)
W (m)
Area
(m2)
Allowance
10%
Area +
Allowance
m2
Total Area
m2
Desk
0.8
1.6
0.16
1.76
1.76
Chair
0.36
0.38
0.1368
0.01368
0.15048
0.30096
Triple couch
2.45
0.91
2.2295
0.22295
2.45245
2.45245
Guest Table
Trash Bin
1.1
0.6
0.66
0.066
0.726
0.726
0.3
0.2
0.06
0.006
0.066
0.066
Total
5.30541
15.92
The aisle allowance in supporting facilities is differ from one another, it is depend on
the needs of the facility. The percentage is also vary because there is no reference that states
that there is exact percentage of aisle allowance for certain facilities. The way to determine the
aisle allowance is by looking up at the dimension of facility sketch that recommended by the
expert. By knowing the dimension of the area, then the aisle allowance is adjusted to the initial
total area until the last total area is approximate to the dimension of the office sketch.
Further explanation of the space requirement in each facility is explained in this part.
Toilet is divided based on gender so there is men toilet and women toilet. In each floor there is
one toilet for men and one toilet for women. So the total toilet required in the company is 4
toilets. The space required for men toilet is wider than the women toilet in first floor, this is
regarding that the first floor is mostly used for production and warehouse area which assigning
more male workers to do the job. Thus the area for men toilet is wider to provide adequate space
for the workers in first floor. There are two mushalla in the building which located in first and
second floor. The decision to provide two mushalla is made based on the consideration that
having mushalla in each floor can minimize the resting allowance for workers to pray and to
reduce the queue number as well. Pantry is located in second floor because the facility is
purposed to provide the space for office boy in serving the people in all departments with water
and allow them to save time in serving the meals or drink for the guests or clients. Cafeteria is
also provided in the first floor to provide the place for the workers for lunch and by having
cafeteria inside the factory; the workers can save time and energy to find a place to eat during
their lunch time. Clinic is provided to ensure that the workers can have access to first aid
medical treatment when there is injury or accident happen in the factory. There are two lobbies
in the factory which located in each floor. The function of providing lobby is to give space for
the guests or clients while they`re waiting during their visitation. Parking lots is also divided
589
into two types, the first is office parking and the second is factory parking. Office parking is
intended for the staffs and workers vehicles, and also for the guests vehicles. While Factory
parking is intended for the guests or clients vehicles who make visitation to the factory location.
Quality inspection room is purposed to check the nutritional value of Nata de Coco produced
and also the finished products produced by the company. Security office is also made for the
security guard to do their jobs.
5.4.1.3 Warehouse Space Requirement

There are three types of warehouse required in the factory, they are warehouse for
ingredients, warehouse for components, and warehouse for finished goods. The tables below
show the detail of space requirement for warehouses in the factory.
Table 5. 99 Space Requirement for Ingredients Warehouse
Ingredients Warehouse
Product Name
Jerrycan of Coconut
Water
Shelves
Amount
of
Product
Product Dimension
Product
Area
(m2)
Warehouse
Area (m2)
Allowance
10%
Area +
Allowance
m2
L (m)
W (m)
D=Bx
C
E=DxA
F = 10% x
E
G=E+F
87
0.575
0.38
0.2185
19.0095
1.90095
20.91045
11
0.5
0.5
5.5
0.55
6.05
Pallet
37
1.2
1.2
1.44
53.28
5.328
58.608
Forklift
3.65
1.15
4.1975
4.1975
0.41975
4.61725
Computer Table
1.2
0.6
0.72
0.72
0.072
0.792
Chair
0.36
0.38
0.1368
0.2736
0.02736
0.30096
Trash bin
0.5
0.5
0.25
0.25
0.025
0.275
Total Space
91.55366
H
183.107
Table 5. 100 Space Requirement for Material Warehouse

Material Warehouse
Product Name
Amount
of
Product
Product
Area
(m2)
Product
Dimension
L (m)
W (m)
Pallet
16
1.2
1.2
D=Bx
C
1.44
Forklift
Shelves
1
2
3.65
1
1.15
0.5
Computer Table
1.2
Chair
Trash bin
Warehouse
Area (m2)
Allowance
10%
Area +
Allowance
m2
23.04
F = 10% x
E
2.304
4.1975
0.5
4.1975
1
0.41975
0.1
4.61725
1.1
0.6
0.72
0.72
0.072
0.792
0.36
0.38
0.1368
0.2736
0.02736
0.30096
0.5
0.5
0.25
0.25
0.025
0.275
E=DxA
G=E+F
25.344
590
Material Warehouse
Product Name
Amount
of
Product
A
Product
Dimension
L (m)
W (m)
Product
Area
(m2)
Warehouse
Area (m2)
Allowance
10%
Area +
Allowance
m2
D=Bx
C
E=DxA
F = 10% x
E
G=E+F
Total Space
H
32.43
64.86
Table 5. 101 Space Requirement for Finished Good Warehouse

Product Name
Amount
of
Product
Finished Good Warehouse

Product
Product Warehouse
Area
Dimension
Area (m2)
(m2)
L (m)
W (m)
Pallet
36
1.2
1.2
D=Bx
C
1.44
Forklift
3.65
1.15
Computer Table
1.2
Chair
Trash bin
Allowance
10%
Area +
Allowance
m2
51.84
F = 10% x
E
5.184
4.1975
4.1975
0.41975
4.61725
0.6
0.72
0.72
0.072
0.792
0.36
0.38
0.1368
0.2736
0.02736
0.30096
0.5
0.5
0.25
0.25
0.025
0.275
E=DxA
G=E+F
57.024
Total Space
H
63.00921
126.02
Table 5.102 Space Requirement for Loading Unloading Area

Loading Unloading
Product Name
Amount
of
Product
Product
Area
(m2)
Product
Dimension
L (m)
W (m)
Small Box Truck
1.905
3.03
D=Bx
C
5.77215
Big Box Truck
2.05
4.2
8.61
Warehouse
Area (m2)
Allowance
10%
23.0886
F = 10% x
E
2.30886
34.44
3.444
E=DxA
Area +
Allowance
m2
G=E+F
25.39746
37.884
Total Space
H
63.28146
126.56292
The aisle allowance for space required in warehouse area is set to be 200% because
the area needs to be sufficiently wide in order to make the movement inside the warehouse is
easier. Ingredients warehouse is used for storage room of raw materials in making Nata de
Coco, such as coconut water, Acetobacter xylinum, natural sugar, fruit extract and other
chemical components. The list of goods inside ingredients warehouse contains of jerry cans,
shelves and pallets which used to store the ingredients of making Nata de Coco. Jerry can is
591
used for storing coconut water, shelves is used for storing acetobacter xylinum and critic acid,
while pallets is used for storing fruit extract, natural sugar and the rest chemical ingredients.
Material warehouse is used for storage room of packaging components in producing Le
Cocotier products, such as corrugated box, bottle, cup, bucket, pillow pouch, and straw. The
components are kept using pallet and the number of pallet is defined by considering the demand
in the last year. Finished good warehouse is used for storage room of Le Cocotier products that
ready to be delivered to customers. The finished goods are kept using pallet and the number of
pallet is defined by considering the demand in the last year. And the last, loading unloading
area is used to unload the goods from supplier and load the finished products from the company
to the box truck before the products delivered to the customers.
5.4.2
Space Interrelatedness Analysis

In this subchapter, it will explain about the space interrelatedness analysis where it will
determine the space adjacency, activity relationship chart, activity relationship diagram, and
space relationship diagram. In this space interrelatedness analysis will be done for office, shop
floor, supporting facility, and warehouse.
5.4.2.1 Activity Relationship Chart
Activity Relationship Chart is a qualitative method that can be used for determining
the adjacency relatedness between facilities. The function of ACR itself is for knowing the
adjacency between facilities with each other in order to ease layout. In arranging ARC
adjacency between facilities can be categorized in table below.
Table 5. 103 Adjacency Degree used for ARC Determination
Code
A
E
I
O
U
X
Explanation
Absolutely Necessary to be Close
Very Important or Necessary to be Close
Important to be Close
Ordinary Important to be Close
Unimportant to be Close
Undesirable to Adjacent
From the table above, the adjacency is differentiate into six categories, where code A
shows that the facility need to be close as it has high adjacency and code X shows the facility
must be put further with several reason in example safety. The reason of adjacency degree
determination can be considered from below factors.
592
Table 5.104 Adjacency Code and Degree of Importance

Code
1
2
3
4
5
6
7
8
9
Degree of Importance
Using same notes or reports
Using the same labors or workers
Using same space area
High frequencies of personal contacts in between
High frequencies of working reports in between
Working flow sequence
Conduct the same working procedures
Using the same working equipment
Preferred to be avoided, caused of unwanted smells, dangerous, or etc.
From the table above, it can be known the facility adjacency which based on several
reason and consideration whether closer or put further. Following the rules from those two table
above, the following is ARC approach which had been conducted in determining the industrial
layout. Each ARC had been divided into parts, such as for production floor layout consideration,
supporting facilities layout consideration, office layout consideration, and also for the whole
industrial plant consideration as can be seen at the points below.
a.
ARC for Production Floor

Production floor layout which had been determined in the previous module were not
included of the warehouses consideration, that is why; in this part the consideration of
ARC approach to determine the most suitable and cozy layout for production floor will
be conducted. The following figure is ARC for the production floor.
593
Coconut Water Processing Station

A
2,4,6
O
5
Nata Starter Pre par ation Station

A
4,6
O
5
O
5
Ferm entation
A
2,4,6
O
5
O
5
Post-Harvesting Station
I
4,5,6
U
-
I
4,5,6
O
7
U
-
U
-
O
7
U
-
U
-
I
4,5,6
O
7
U
-
I
4,5,6
O
7
U
-
U
-
U
-
O
7
U
-
U
-
O
7
U
-
U
-
I
4,5,6
U
U
-
U
-
Nata de Coco Flavoring Station
U
-
U
U
-
U
U
-
I
4,6
I
4,6
I
4,6
Bottle Pac kaging S tation

Products Car dboard Packaging
Station
O
5
I
4,6
Figure 5. 217 ARC Approach used for Production Floor Layout Determination Input
594
b.
ARC for Warehouse

Regarding that there will be more than one warehouses which desired to be built in
industrial plant of Le Cocotier, then the following ARC will be the input of layout
design consideration which more focused on the warehouses area.
Ingredients
Warehouse
Components
Warehouse
A
2,4,5
Finished Goods
Warehouse
Loading and
Unloading Area
U
U
-
A
4,5
A
4,5
A
4,5
Figure 5. 218 ARC Approach used for Warehouse Layout Determination Input
c.
ARC for Office

Office in the plant which planned to be established is only contain of the rooms for
each departments in the company. The ARC approach used for office layout
consideration can be seen at the following figure.
Director and Secretary Office
Finance Department
R&D Department
HRD Department
PR Department
Logistics Department
E
4,5
E
4,5
E
4,5
E
4,5
E
4,5
O
4,5
E
4,5
O
4,5
O
4,5
O
4,5
E
4,5
E
4,5
I
4,5
U
5
E
4,5
U
5
U
5
I
4,5
E
4,5
E
4,51
U
5
I
4,5
E
4,5
U
5
U
-
E
4,5
E
4,5
O
4,5
A
4
I
4
I
4
I
4
I
4
O
4
I
4
I
4
Meeting Room
Figure 5. 219 ARC Approach used for Office Layout Determination Input
d.
ARC for Industrial Plant

Regarding that the company is planning to build the plant into 2 floors building, then
the determination of ARC for layout consideration of the whole plant had to be divided
into 2 parts, as can be seen at the following.
1. ARC for 1st Floor of Industrial Plant
595
Industrial plant of the 1st floor is desired to be contained of production floor and
some supporting facilities required related to the production case. The ARC
approach which had been conducted for layout consideration can be seen at the
following figure.
Production Floor
O
4
O
4
Parking Lots
A
2,4
X
9
E
2,4
Security Office
E
2,4
X
9
E
4
E
2,4
Lobby
X
9
I
4
O
4
U
-
Warehouse
O
4
U
-
I
4
U
-
Toilet
A
2,4
U
-
U
-
U
-
U
U
-
U
-
U
-
U
-
X
9
X
9
O
4
X
9
U
-
X
9
X
9
Cafetaria
O
4
U
-
U
-
U
-
U
-
U
-
U
-
Laboratory
I
4,5
U
-
U
-
X
9
Clinic
O
4
X
9
A
2,4
A
2,4
A
2,4,5
U
E
4
U
U
-
X
9
Musholla
U
-
Main Gate
Figure 5. 220 ARC Approach used for 1st Floor Layout Determination Input
2. ARC for 2nd Floor of Industrial Plant

Regarding that the office had been considered to be built in the 1 st floor, then the
office part desired to be built in the 2nd floor. The approach of determining layout
for the 2nd floor can be seen at the following figure.
596
Office
I
4
Lobby
O
4
U
-
Pantry
E
2,4
Toilet
A
2,4,5
Musholla
X
9
I
2,4
U
-
X
9
O
4
U
U
-
O
4
A
4
O
4
Stairs
Figure 5. 221 Approach used for 2nd Floor Layout Determination Input
5.4.2.2 Activity Relationship Diagram

From the ARC approach which had been conducted at the previous part, then the
results of the approach for each part for layout determination will be used to develop the
Activity Relationship Diagram (ARD). The diagram will explain the relationship pattern of
each component and location for each department or parts required to be determined in layout
design process. Each line in the diagram had particular meaning which can be seen at the
following table.
Table 5.105 Line Codes meaning used for ARD Approach
Letter Codes
A
E
I
O
U
X
Adjacencies or
Closeness
Especially Important
Important
Ordinary Closeness
Unimportant
Undesirable
Line Codes
Color
Red
Orange
Green
Blue
No Color
Brown
Following the rules mentioned in the table above, then the ARD approach which used
for each layout design consideration can be seen at the following parts.
a.
ARD Approach for Production Floor

ARD approach will represent the summary of the ARC approach which had been
conducted in the previous part. Regarding that it was the summary of ARC, then the
development of ARD will require the information which can be seen at the table below.
Table 5.106 ARD Worksheet for Production Floor

No.
Department Name
I
II
Production Floor
Adjacency Degree
A
Coconut Water
Processing Station
II
III, IV, V
VI, VII,
VIII, IX, X
Nata Starter
Preparation Station
I, III
IV, V
VI, VII,
VIII, IX, X
597
No.
Department Name
III
Production Floor
Adjacency Degree
A
II, IV
I, V
VI, VII,
VIII, IX, X
IV
Post-Harvesting
Station
III
I, II
VI, VII,
VIII, IX, X
Nata de Coco
Flavoring Station
VI, VII,
VIII, IX
I, II, III,
IV, X
VI
Bucket Packaging
Station
V, X
VII, VIII,
IX
I, II, III, IV
VII
Pillow Packaging
Station
V, X
VI, VIII,
IX
I, II, III, IV
VIII
Cup Packaging
Station
V, X
VI, VII, IX
I, II, III, IV
IX
Bottle Packaging
Station
V, X
VI, VII,
VIII
I, II, III, IV
Product's Cardboard
Packaging Station
VI, VII,
VIII, IX
I, II, III,
IV, V
Following the summary of ARC which can be seen at the table above, the following
figure is represent the ARD developed for the production floor.
I
II
IV
VII
III
IX
VI
VIII
Figure 5. 222 ARD of Production Floor
Below will present the station code name of production floor ARD
598
Table 5.107 Production Floor ARD Code Name
b.
Code
Station
II
Nata Starter Preparation Station
III
IV
VI
VII
VIII
IX
Product's Cardboard Packaging Station
ARD Approach for Warehouses

Similar worksheet also had to be developed for the warehouses matters. The following
is the worksheet used for ARD approach for the warehouses part.
Table 5. 108 ARD Recapitulation Table
No. Department Name

I
II
III
IV
Warehouse
Adjacency Degree
E
I
O
Ingredients
II, IV
III
Warehouse
Components
I, IV
III
Warehouse
Finished Goods
IV
II, III
Warehouse
Loading &
I, II, III
Unloading Area
figure is represent the ARD developed for the warehouses.
II
IV
III
Figure 5. 223 ARD of Warehouses
Below will present the station code name of warehouses ARD

599
Table 5. 109 Warehouses ARD Code Name
c.
Code
Station
II
Components Warehouse
III
Finished Goods Warehouse
IV
Loading & Unloading Area
ARD Approach for Office

Similar worksheet also had to be developed for the office matters. The following is the
worksheet used for ARD approach for the office part.
Table 5. 110 ARD Worksheet for Office

Office
Adjacency Degree
No.
Department Name
Director and
Secretary Office
IX
II
Finance Department
III
R&D Department
IV
E
II, III, IV,
V, VI, VII,
VIII
I, III, VI,
VIII
IX
V, VII
I, II
VI, IX
IV, V
VII, VIII
HRD Department
IX
II, III, V
VI, VII,
VIII
PR Department
I, VI
VII, IX
II, III, IV
VIII
VI
Production
Department
I, II, V,
VII
III, VIII
IX
IV
VII
Marketing
Department
I, II, VIII
VI, IX
III, IV, V
VIII
I, II, VII
VI, IX
III, IV, V
IX
Meeting Room
II, III, IV,

V, VII,
VIII
VI
figure is represent the ARD developed for the production floor.
600
VII
IV
IX
II
III
VIII
VI
Figure 5. 224 Office ARD
Below will present the station code name of office ARD.

Table 5.111 Office ARD Code Name
d.
Code
Station
II
Finance Department
III
R&D Department
IV
HRD Department
PR Department
VI
VII
VIII
IX
Meeting Room
ARD Approach for the whole Industrial Plant

1. 1st Floor of Industrial Plant
Similar worksheet also had to be developed for the whole plant matters. The following
is the worksheet used for ARD approach for the whole plant at the 1st floor.
601
Table 5. 112 ARD Worksheet for the 1st Floor

No.
Department Name
1st Floor Industrial Plant

Adjacency Degree
A
Production Floor
VII
II, III, VI
VIII, X
IV, V, IX,
XI
II
Parking Lots
III, XI
IV, V
VI
VII, VIII,
X
III
Security Office
II, XI
IV, V
I, VI, VIII
VII, IX, X
IV
Lobby
XI
II, III
VI, VII,
VIII, X
I, V, IX
Warehouse
II, III
VI
VIII, X, XI
I, IV, VII,
IX
VI
Clinic
XI
II, VII
I, III, V,
IX
IV, VIII, X
VII
Laboratory
I, VI
II, III, IV,

VIII, X, XI
VIII
Cafetaria
III
I, II, IV, V,
VI, VII,
IX, X, XI
IX
Toilet
VI
III, VIII,
X, XI
I, II, IV,
V, VII
-
I, IX
Musholla
IX
I, II, III,
IV, V, VI,
VII, VIII,
XI
XI
Main Gate
II, III, IV
VI
V, VII,
VIII, X
figure is represent the ARD developed for the whole plant at the 1st floor.
V
II
III
XI
IX
IV
VIII
VI
VII
Figure 5. 225 ARD of 1st Floor
602
Below will present the station code name of 1st Floor ARD.
Table 5. 113 1st Floor ARD Code Name
Code
Station
Production Floor
II
Parking Lots
III
Security Office
IV
Lobby
Warehouse
VI
Clinic
VII
Laboratory
VIII
Cafetaria
IX
Toilet
Musholla
XI
Main Gate
2. 2nd Floor of Industrial Plant

Similar worksheet also had to be developed for the whole plant matters. The following
is the worksheet used for ARD approach for the whole plant at the 2nd floor.
Table 5. 114 ARD Worksheet for the 2 nd Floor
No.
Department Name
2nd Floor Industrial Plant

Adjacency Degree
A
Office
II
II
Lobby
VI
III
Pantry
IV
IV
Toilet
Musholla
VI
Stairs
III, V
IV
II, VI
III
II, VI
IV
III
II, VI
II
III, V
IV
III, IV, V,
VI
figure is represent the ARD developed for the whole plant at the 2 nd floor.
603
III
IV
VI
II
Figure 5. 226 2nd Floor ARD
Below will present the station code name of 2nd floor ARD.
Table 5. 115 2nd Floor ARD Code Name
Code
Station
Office
II
Lobby
III
Pantry
IV
Toilet
Musholla
VI
Stairs
5.4.2.3 Space Relationship Diagram

In this subchapter, it will explain about the Space Relationship Diagram (SRD), SRD
is a lay outing of station which has been grouped and sorted based on the ARD that has been
developed before. From the SRD that has been developed, it will be used for developing the
bloc plan of PT. Coco Indigene Indonesia which can be seen as follow.
I
418.69 m2
V
45 m2
VI
17.25 m2
II
141.0972 m2
VII
12.
45
m2
VIII
19.11 m2
X
30.72 m2
III
171.89 m2
IV
33.048 m2
IX
29.76 m2
Figure 5. 227 SRD of Production Floor
Based on the Space Relationship Diagram (SRD) of production layout that has been
made, it can be seen the code name of the SRD as follow.
604
Table 5. 116 Production SRD Code Name

Code
Station
II
Nata Starter Preparation Station
III
IV
VI
VII
VIII
IX
Product's Cardboard Packaging Station
In the Space Relationship Diagram above, it shows the adjacency relationship between
departments which only shown absolutely necessary relationship, as the relationship of the
department has been stated in the ARD subchapter.
I
182.55 m2
II
163.858 m2
III
225.018 m2
IV
Figure 5. 228 SRD of Warehouse
Based on the Space Relationship Diagram (SRD) of warehouse that has been made, it
can be seen the code name of the SRD as follow.
Table 5. 117 Warehouse SRD Code Name
Code
Station
II
Components Warehouse
III
Finished Goods Warehouse
IV
Loading & Unloading Area
605
IX
16.64 m2
I
38.275 m2
III
21.94 m2
IV
15.8 m2
II
25.74 m2
V
30.82 m2
VI
64.15 m2
VIII
27.425 m2
VII
38.46 m2
Figure 5. 229 SRD of Office
Based on the Space Relationship Diagram (SRD) of office that has been made, it can be
seen the code name of the SRD as follow.
Table 5. 118 Office SRD Code Name
Code
Station
II
Finance Department
III
R&D Department
IV
HRD Department
PR Department
VI
VII
VIII
IX
Meeting Room
606
XI
III
5.13 m2
II
753.96 m2
IV
21.43 m2
IX
24.49 m2
VIII
VI
19.45
m2
X
71.48 m2
73.26 m2
VII
19.45 m2
919.01425 m2
I
V
571.43 m2
Figure 5. 230 SRD of 1st Floor
Based on the Space Relationship Diagram (SRD) of 1st floor that has been made, it can
be seen the code name of the SRD as follow.
Table 5. 119 1st Floor SRD Code Name
Code
Station
Production Floor
II
Parking Lots
III
Security Office
IV
Lobby
Warehouse
VI
Clinic
VII
Laboratory
VIII
Cafetaria
IX
Toilet
Musholla
XI
Main Gate
607
VI
II
17.86 m2
III
16.38
IV
20.04 m2
V
71.48 m2
I
279.25 m2
Figure 5. 231 SRD of 2nd Floor
Based on the Space Relationship Diagram (SRD) of 2nd floor that has been made, it can
be seen the code name of the SRD as follow.
Table 5. 120 2nd Floor SRD Code Name
Code
Station
Office
II
Lobby
III
Pantry
IV
Toilet
Musholla
VI
Stairs
5.4.1
2D Industrial Layout Design

According to the previous parts in this sub-chapter, this part will show the results of
the whole calculation and consideration that mentioned above. The following parts will show
each industrial layout design based on the results of ARC, ARD, and SRD, such as the whole
industrial plant, then the layout design which only focus in the office part, production floor,
warehouse, and also the supporting facilities which required by the company.
5.4.3.1 Layout Design for the whole Industrial Plant of PT. Coco Indigene Indonesia (1 st
floor)
PT. Coco Indigene Indonesia consists of two floor where the first floor is specified for
production area and other supporting facilities such as parking area, health clinic, cafeteria,
608
quality control laboratory, toilet, lobby, musholla, security office, and warehouse area. Layout
visualization of the first floor of PT. Coco Indigene Indonesia shown on the figure below:
Figure 5. 232 S First Floor Layout
609
5.4.3.2 Layout Design for the whole Industrial Plant of PT. Coco Indigene Indonesia (2nd
floor)
PT. Coco Indigene Indonesia consists of two floor where the second floor is specified for
office rooms. Besides, there are several supporting facilities such as lobby, pantry, toilet and
musholla. Lobby on this second floor is used to accept the guest who want to visit the office.
Figure 5. 233 Second Floor Layout
610
5.4.3.3 Layout Design for the Office

Office area of PT. Coco Indigene Indonesia located on the second floor. Layout of
office area of PT. Coco Indigene Indonesia presented as follows:
Figure 5. 234 Office Floor Layout
611
5.4.3.4 Layout Design for the Production Floor

Production Floor of PT. Coco Indigene Indonesia located on the first floor, presented
on the figure below
Figure 5. 235 Production Floor Layout
612
5.4.3.5 Layout Design for the Warehouse

Warehouse of PT. Coco Indigene Indonesia is separated with the production floor,
but still on the same company area. The layout of the warehouse shown on the figure below:
Figure 5. 236 Warehouse Area Layout
5.4.3.6 Layout Design for the Supporting Facilities

This sub chapter will shows the supporting facilities that exist in PT. Coco Indigene
Indonesia, which consists of toilet, musholla, pantry, cafeteria, lobby, security office, quality
control laboratory, office parking area, factory parking area, and health clinic area. The further
layout of those supporting facilities will be shown on figures below:
613
Figure 5. 237 Men Toilet Area Layout
Figure 5. 238 Women Toilet Area Layout
614
Figure 5. 239 Mushalla Area Layout
Figure 5. 240 Pantry Area Layout
615
Figure 5. 241 Cafeteria Area Layout
Figure 5. 242 Office Parking Lot Area Layout
616
Figure 5. 243 Factory Parking Lot Area Layout
617
Figure 5. 244 Quality Inspection Laboratory Area Layout
Figure 5. 245 Security Office Area Layout
618
Figure 5. 246 Health Clinic Area Layout
Figure 5. 247 Lobby Area (1st floor) Layout
619
Figure 5. 248 Lobby Area (2nd floor) Layout
620
REFERENCES
27L CT Good Selling Plastic Jerrycans, 2015. Shijiheng Machinery Manufacturer. Accessed
online on 29th March 2015. <http://www.alibaba.com/product-detail/27L-good-sellingplastic-jerrycans_52086 20.html>
10 Negara dengan Jumlah Penduduk Muslim Terbesar di Dunia, 2012. AnashirBlog.
Accessed online on 23rd February 2015
Aesthetics,
(n.d).
Oxford
Dictionary.
Accessed
online
on
13th
February
2015.
<http://www.oxforddictionaries.com/definition/english/aesthetics>
Agung, 2014. Nata de Coco Indonesia. Accessed online on 12th February 2015.
<http://natadecoco-indonesia.co.nr/>Alwazir, Erwin. 2015. Kota Termacet Sedunia:
Jakarta
Jawara,
Surabaya?.
Accessed
online
on
9th
May
2015.
<http://regional.kompasiana.com/2015/02/05/kota-termacet-sedunia-jakarta-jawarasurabaya-700210.html>
Amadeo, K., t.thn. What is Competitive Advantages ? : 3 Strategies that Work. [Online],
Accessed
on
06
March
2015,
Available
at:
http://useconomy.about.com/od/glossary/g/Competitive-Advantage.htm.
Anggita, 2012. Healthcare Nutrition & Lifestyle. Accessed online on 13th February 2015.
<http://healthcarenutritionlifestyle.blogspot.com/2012/11/be-slim-with-nata-decoco.html>
Angka Partisipasi Sekolah (APS) Menurut Provinsi Tahun 2003-2013. 2013. Badan Pusat
Statistik.
Accessed
online
on
9th
May
2015.
<http://bps.go.id/index.php/linkTabelStatis/1527>
Anityasari, M. W. N., 2011. Analisa Kelayakan Usaha. Surabaya: Guna Widya.
Anonym, n.d. Biaya Sertifikat. Accessed on 26 April 2015,
< http://www.halalmuikepri.com/biaya-sertifikat/>
Anon., 2014. PERATURAN DAERAH KOTA SURABAYA NOMOR 12 TAHUN 2012.
Accessed online on 8 May 2015.
<http://dcktr.surabaya.go.id/cktrweb/dasarhukum/imb/Peraturan%20Daerah%20Kota
%20Surabaya%20%20Nomor%2012%20Tahun%202012%20Tentang%20Retribusi%
20Izin%20Mendirikan%20Bangunan.pdf>
Anonym, Urus Surat Keterangan Domisili Usaha. n.d, accessed on 23 April 2015.
<http://www.legalitas.co.id/urus-surat-keterangan-domisili-usaha/>
621
Anonym, Seri KUP NPWP dan Manfaatnya. 2012, accessed on 23 April 2015,
<http://www.pajak.go.id/content/seri-kup-npwp-dan-manfaatnya>
Anonym,
SIUP.
n.d,
accessed
on
23
April
2015,
<http://disperdagin.surabaya.go.id/aisya/index.php/page/SIUP>
Anonym, n.d. Urus Surat Keterangan Domisili Usaha. Accessed on 23 April 2015.
<http://www.legalitas.co.id/urus-surat-keterangan-domisili-usaha/>
Anonym, 2012. Seri KUP NPWP dan Manfaatnya. Accessed on 23 April 2015,
<http://www.pajak.go.id/content/seri-kup-npwp-dan-manfaatnya>
Anonym,
n.d.
SIUP.
Accessed
on
23
April
2015,
<http://disperdagin.surabaya.go.id/aisya/index.php/page/SIUP>
Apa itu Asam Asetat? Ketahui Cara Pembuatan & Manfaatnya, (n.d.). Amazine Online Popular
Knowledge. Accessed online on 21st 2015. <www.amazine.co/25619/apa-itu-asamasetat-ketahui-cara-pembuatan-manfaatnya/>
APEX Food Laboratory Equipment, 2015. XINFU Laboratory Industry. Accessed online on 1st
April 2015. < http://www.alibaba.com/product-detail/Food-laboratory-equipmentAPEX_873092278.html>
Aplikasi
Desalite,
(n.d.).
Desalite.
Accessed
23rd
on
March
2015.
<http://www.desalite.com/reverse-osmosis.html>
Ari, Kang. 2014. Ternyata Bogor Menjadi Kota Termacet se-Indonesia, Bekasi Dimana?.
Accessed online on 9th May 2015. <http://aripitstop.com/2014/10/23/ternyata-bogormenjadi-kota-termacet-se-indonesia-bekasi-dimana/>
Asia
Foundation,
n.d,
Moving
Goods
Light.
Accessed
on
May
10
2015,
<ttps://asiafoundation.org/resources/pdfs/movinggoodslightbahasa.pdf>
Available, (n.d). Dictionary Reference. Accessed online on 13 th February 2015.
<http://dictionary.reference.com/browse/availability>
Bakteri Acetobacter Xylinum, (n.d.). Grosir Produk Murah. Accessed online on 21st 2015.
www.grosirprodukmurah.com/2014/11/bakteri-acetobacter-xylinum087855100009.com
Baldos, C. Sergia, 1993. Technology in Selected Barangays of Los Banos, Laguna, Adoption
and Demand of Nata de Coco as an Income Generating Activity. Accessed online on 13th
February 2015. <http://www.cabi.org/gara/FullTextPDF/2009/20093019408.pdf>
Bank Indonesia. (2015). Laporan Inflasi (Indeks Harga Konsumen). Retrieved from Bank
Indonesia,
Bank
Sentral
Republik
Indonesia:
http://www.bi.go.id/id/moneter/inflasi/data/Default.aspx
622
BAPPENAS, 2008. Pedoman Harga Satuan Per-M2 Tertinggi Bangunan Gedung Negara TA
1998/99
Kawasan
Tengah.
Accessed
online
on
May
2015.
<http://www.bappenas.go.id/data-dan-informasi-utama/pembiayaan-danpengendalian/dasar-perhitungan-apbn/pedoman-harga-satuan/pedoman-harga-satuanper-m2-tertinggi-bangunan-gedung-negara-ta-199899-kawasan-tengah/>
Bisnis UKM, 2011. Alur Pendirian PT. Accessed on 23 April 2015.
<http://bisnisukm.com/ijin-pendirian-pt-perseroan-terbatas.html/proses-pendirian-pt>
BPMP Jakarta, n,d. Investasi di Jakarta / Perbankan dan Kawasan Industri. Accessed on 8
May 2015, <http://www.bpmpjakarta.info/index.php/investasi-di-jakarta/perbankandan-kawasan-industri>
BPOMRI, n.d. E-Registration, accessed on 26 April 2015,
<http://e-reg.pom.go.id/>
Bradwell
Packaging,
(n.d).
Vinyl
Tape.Accseed
on
25th
March
2015.
February
2015.
<http://www.bradwellpackaging.co.uk/acatalog/Buff+Vinyl.com>
Brand,
(n.d).
Oxford
Dictionary.
Accessed
online
on
13th
<http://www.oxforddictionaries.com/definition/english/brand?q=branding#brand__17>
Budijanto,
Ari,
2013.
Eregistration
BPOM.
Accessed
on
26
April
2015,
<http://spesifikasidanparameter.blogspot.com/2013/10/e-registration-bpom.html>
Business Diary, 2015. How to Start a Nata de Coco Production Business. [Online]
Available at: http://businessdiary.com.ph/2285/how-to-start-a-nata-de-coco-productionbusiness/ [Accessed on 22 February 2015].
Business Diary, 2015. How to Start a Nata de Coco Production Business. [Online] Available
at:
http://businessdiary.com.ph/2285/how-to-start-a-nata-de-coco-production-business/
[Accessed 22 February 2015].

BWF-01 Bucket Weighing Filling Machine, 2015. Jiangsu Manufacturer. Accessed online on
26th March 2015. < http://www.alibaba.com/product-detail/chemical-liquid-bucketweighing-filling-machine_1314742834.html>
Cai, Bruce, (n.d.). B Corrugated boxed high quality food carton box cardboard box for
packaging. Jiangsu Hangyu Heavy-duty Packaging Co., Ltd. Accessed online on
22nd
2015. <
http://www.alibaba.com/product-detail/B-Corrugated-boxed-high-
quality-food_60105733476.html>
Caswell, J. A. & Joseph, S., 2007. Major Determinant for Agricultural and Food Trade in the
Future. Consumer Demand for Quality: , Volume I, pp. 1-31.
623
CGF 18-12-6 Bottles Filling Machine, 2015. Joysun Company. Accessed online on 26th March
2015.
<
http://www.alibaba.com/product-detail/natural-fruit-juice-production-
line_1702993089.html>
Checkmat 707 Bottles Inspection Machine, 2015. Krones Manufacturer. Accessed online on
26th March 2015. < https://www.krones.com/en/products/filling-technology/inspectorsfor-filling-operations.php>
Cocona, 2014. PT. Bevera Green Indonesia. Accessed online on 12 th February 2015.
<http://cocona.co.id/home.html>
Coconut, 2012. United Nations Conference on Trade and Development. Accessed online on
13th
February
2015.
<http://www.unctad.info/en/Infocomm/AACP-
Products/COMMODITY-PROFILE---Coconut2/>
Commercial Truck Trader, n.d, Hino Trucks for Sale. Accessed on May 10 2015,
<http://www.commercialtrucktrader.com/Hino-Trucks-For-Sale/searchresults?make=HINO|2311406&page=2>
Copulsk.net,
(n.d).
Full
Straws.
Accseed
on
23rd
March
2015.
<http://images.coplusk.net/projects/27762/steps/41690/full_straws.jpg>
Corrugated Cardboard & Box Making Equipments, (n.d.). Natraj Industry. Accessed online on
22nd 2015. < http://www.natrajindustries.com/products.html>
Crow, Kennet A., (n.d). Customer Focused Development with QFD. DRM Associates.
Accessed on 1st March 2015. < http://www.npd-solutions.com/qfd.html>
Cup/Gelas
Plastik,
2015.
Garuda
Plastik.
Accessed
on
22nd
March
2015.
http://www.plastiklidcup.com/?Cup%2FGelas_Plastik
Damayanti, Rully. (n.d.). Pertumbuhan Kota di Akses Utama Kawasan Industri: Studi Kasus
SIER, Surabaya. Surabaya: Universitas Kristen Petra.
D,
H.,
2009.
Idea
Assessment
and
Business
Development
Process.
[Online]
[Accessed 13 February 2015].

Data Kawasan Industri. 2015. Dinas Perindustrian dan Perdagangan Kabupaten Tangerang.
Accessed online on 9th May 2015. <http://indag.tangerangkab.go.id/database/datakawasan.php?op=lihat>
Definition
of
Market
Share,
(n.d.).
Accessed
online
on
12th
March
2015.
<http://economictimes.indiatimes.com/definition/market-share>
Departemen Keuangan Republik Indonesia, t.thn. ASEAN Free Trade Area (AFTA). [Online],
Available at: http://www.tarif.depkeu.go.id/Others/?hi=AFTA, Accessed on 16 March
2015.
624
Dickson,
2014.
Available
Pulau
at:
Terbesar
di
Indonesia.
[Online]
http://ilmupengetahuanumum.com/5-pulau-terbesar-di-indonesia/
[Accessed 6 March 2015].

Diesel
News,
n.d,
Better
than
Never.
Accessed
on
May
10
2015,
<http://www.dieselnews.com.au/better-than-ever/>
Direktorat Jenderal Pajak, 2012. Seri PBB-Klasifikasi Bumi dan Bangunan dan Penghitungan
Pajak
Bumi
dan
Bangunan.
Accessed
online
on
May
2015.
<http://www.pajak.go.id/content/seri-pbb-klasifikasi-bumi-dan-bangunan-danpenghitungan-pajak-bumi-dan-bangunan>
DJHK,
n.d.
Prosedur
Pendaftaran
Merek.
Accessed
on
26
April
2015,
on
26
April
2015,
<https://www.dgip.go.id/merek/prosedur-pendaftaran-merek>
DJHK,
n.d.
Prosedur
Pendaftaran
Paten.
Accessed
<https://www.dgip.go.id/paten/prosedur-pendaftaran-paten>
DJHK, n.d. Prosedur Pendaftaran Desain Industri. Accessed on 26 April 2015,
<https://www.dgip.go.id/desain-industri/prosedur-pendaftaran-desain-industri>
DJHK,
n.d.
Prosedur
Pendaftaran
Hak
Cipta.
Accessed
on
26
April
2015,
<https://www.dgip.go.id/hak-cipta/prosedur-pendaftaran-hak-cipta>
Dreamstime, (n.d). Transparent Water Cup Foil Cover Isolated on White Background.
Accessed on 22nd March 2015. <http://www.dreamstime.com/stock-phototransparent-water-cup-foil-cover-isolated-white-background-plastic-opening-statusimage47657619>
Eco-Friendly, (n.d). Oxford Dictionary. Accessed online on 13th February 2015.
<http://www.oxforddictionaries.com/definition/english/eco-friendly?q=eco+friendly>
Epsom Salt, (2015). PT. Cortico Mulia Sejahtera. Accessed online on 21st March 2015.
<www.indotrading.com/product/jual-epsom-salt-p154463.aspx>
Fahrisal, Muhammad. 2014. Tata Letak Fasilitas Pabrik Pemilihan Lokasi Pabrik.
Makassar: Teknik dan Manajemen Industri.
FJXT Professional Food Testing Lab Manufacturer Producer, 2015. APEX Laboratory
Manufacturer. Accessed online on 1st April 2015. < http://www.alibaba.com/productdetail/Professional-food-testing-lab-manufacturer-producer_60056745779.html>
FM-SW/20L + FC-P/20L Bucket Filling Machine, 2015. CrossQ Machinery Manufacturer.
Accessed online on 26th March 2015. < http://www.alibaba.com/product-detail/LemonJuice-Double-Nozzles-Weigh-Filling_60018222556.html>
625
FX-01 Automatic Carton Box Sealing Machine, 2015. Shenhu Machinery Industry. Accessed
online on 29th March 2015. < http://www.alibaba.com/product-detail/Automatic-cartonbox-sealing-machine-carton_570967829.html>
Gaskin, S. P. & Griffin, A., n.d. Voice of Customer. Volume 10, pp. 1-17.
Groover, M. P. (2008). Automation Production System and Computer Integrated
Manufacturing. Upper Saddle River, New Jersey: Pearson: Prentice Hall.
Gunnars, Kriss, 10 Disturbing Reason Why Sugars is bad for you. Accessed online 2nd March
2015. < http://authoritynutrition.com/10-disturbing-reasons-why-sugar-is-bad/>
Harsanto, Samudin & Tri, Agus. 2014. Statistik Air Bersih 2009-2013. Badan Pusat Statistik.
Harsanto, Samudin & Tri, Agus. 2014. Statistik Listrik 2011-2013. Badan Pusat Statistik.
Hidayat, Anthoni, 2015. Sedotan Bubble. PT Sumber Cahaya Abadi. Accessed online on 21st
2015. < http://sumbercahayaabadi.indonetwork.co.id/37173 /sedotan-bubble.htm>
Heragu, Sunderesh H., 2008. Facilities Design. CRC Press. Accessed online on 20th April 2015.
<https://books.google.co.id/books?id=AgDMBQAAQBAJ&dq=space+requirement+a
nd+availability+heragu&source=gbs_navlinks_s>
Hino Canada, 2012. Hino 155. Accessed on May 10 2015, <http://www.hinocanada.com/2012Hino-155-en.html>
Hino Global, n.d, News Release. Accessed on May 10 2015, <http://www.hinoglobal.com/news_release/54.html>
Hofstrand, D., 2009. Idea Assessment and Business Development Process. Accessed online on
13th
February
2015.
<http://www.extension.iastate.edu/agdm/wholefarm/html/c5-
02.html>
Hukum Online.com, 2001. Siminbakum Masih Kisruh, Notaris dan Pengacara Bingun.
Accessed on 23 April 2015.
<http://www.hukumonline.com/berita/baca/hol2213/sisminbakum-masih-kisruhnotaris-dan-pengacara-bingung>
Hygiene,
(n.d).
Oxford
Dictionary.
Accessed
online
13th
on
February
2015.
March
2015.
<http://www.oxforddictionaries.com/definition/english/hygiene>
Inaco,
(n.d.).
PT
Niramas
Utama.
Accessed
online
on
16th
<http://www.inacofood.com/>
Indag
Tangerangk,
n.d.
Data
Kawasan.
Accessed
on
May
2015,
2015,
from
<http://indag.tangerangkab.go.id/database/data-kawasan.php?op=lihat>
iSixSigma.
(n.d.).
Deming
Cycle,
PDCA
Retrieved
April
26,
http://www.isixsigma.com/dictionary/deming-cycle-pdca/
626
Javavia Wirabuana, PT., 2014. Indonetwork. Accessed online on 15th February 2015.
<http://javavia.indonetwork.co.id/profile/javavia-wirabuana-pt.htm>
Jenis
Botol
&
Harga,
2015.
Accessed
online
22 nd
2015.
<http://www.botolplastikbaru.com/?Jenis_Botol_%26amp%3B_Harga>
Jia, Jessica, 2014. Harga Terendah Alam Lengkeng Bubuk Jus / Lychee Bubuk. Xian
Nutragreenlife Biotechnology Co., Ltd. Accessed online on 21st 2015.
<http://indonesian.alibaba.com/product-gs/the-lowest-price-nature-litchi-juicepowder-lychee-powder-60032378090.html#J-m-inquiry-history>
Jiangsu-100 UF Water Purifier, 2015. Jiangsu Machinery Industry. Accessed online on 27 th
March
2015.
<
http://zhengben.en.alibaba.com/product/1459786737-
218364721/jiangsu_machine_water_purifier_coconut_water_bottle.html>
JND-4C Automatic Cup Drop Filling Sealing Machine, 2015. Shenzhen Manufacturer.
Accessed
online
on
26th
March
2015.
<http://www.alibaba.com/product-
detail/Automatic-Cup-Filling-and-Sealing-Machine_3106031 .html>
Jual Air Kelapa per Hari 15.000 Liter, (2014). CV. Usaha Jaya. Accessed online on 21st 2015.
<www.agromaret.com/jual/86436/jual_air_kelapa_per_hari_15000_liter_>
Jurnal Media, n,d. Sentra Industri Kota Bandung Potensial. Accessed on 8 May 2015,
<http://jurnalmedia.com/index.php?option=com_content&view=article&id=3496:7sentra-industri-kota-bandung-potensial-&catid=408:daerah&Itemid=539>
JW-B1 Filling Machine, Packaging Machine, 2015. Zhongshan Machinery Industry. Accessed
online on 26th March 2015. <http://www.alibaba.com/product-detail/pouch-fillingsealing-machine_460325958.html?s=p>
JZ-480/250 Manual Shrink Inspection Machine, 2015. Jiazhao Machinery Manufacturer.
Accessed online on 26th March 2015. < http://www.alibaba.com/product-detail/manualshrink-wrapping-machine_1983964868.html>
JZD-88 Texture Detector Conveyor Machine, 2015. JZD Machinery Manufacturer. Accessed
online on 29th March 2015. < http://www.alibaba.com/product-detail/Fruit-MetalDetector-Conveyor-Machine-Price_60032201734.html>Kawasan
Industri
Jawa
Timur. 2014. Jual Solar Industri Surabaya. Accessed online on 9 th Maly 2015.
<http://solarindustrisurabaya.com/kawasan-industri-jawa-timur/>
Kathleen M. Zelman, M. R. L., (n.d). The Truth about Coconut Water. Accessed online on 12th
February
2015.
<http://www.webmd.com/food-recipes/features/truth-about-coconut-
water?page=3>
627
Kencana, Nabila, 2013. Sejarah Perkembangan Teorema Limit Pusat Pierre-Simon, Marquis
De
Laplace.
Accessed
2nd
online
March
2015.
<http://danardono.staff.ugm.ac.id/matakuliah/ssfi/SSFI-Kel11.docx+&cd=3&hl=en&ct=clnk>
Kemenperin, n.d. Alur Proses Penerbitan SPPT SNI. Accessed on 26 April 2015,
<http://bsi.kemenperin.go.id/alur_proses_sppt_sni.php>
Kemenperin,
2014.
Biaya
Audit
SPPT
SNI,
accessed
on
26
April
2015,
<http://bsi.kemenperin.go.id/biaya_audit_sppt_sni.php>
Keyte, Clive, 2014. What are Strategic Objectives?. Accessed online on 25th February 2015. <
http://www.business2community.com/strategy/strategic-objectives-0816376>
Komalasari, Endah, 2015. Indonesia is Raising the Barriers on Food Tradings Adding an
Additional
Certification
Requirement.
Accessed
on
26
April
2015,
<http://compliancecloud.selerant.com/latestnews/indonesia-halal-act.aspx>
Labeling Machines, (n.d.). Accutek Packaging Equipment Companies, Inc. Accessed online on
22nd 2015. <http://www.accutekpackaging.com/main.php?menu_id=8>
Lawindo,
n.d.
Perbedaan
PT
dan
CV.
Accessed
on
23
April
2015,
<http://www.lawindo.biz/perbedaan-pt-dan-cv>
Lawindo, n.d. Alasan Memilih PT. Accessed on 23 April 2015,
<http://www.lawindo.biz/alasan-memilih-pt>
LH-J50L Industrial Plastic Drums Jellycans, 2015. Jiangsu Linhui Manufacturer. Accessed
online on 29th March 2015. < http://www.alibaba.com/product-detail/Industrial-PlasticDrums-jerrycans_1097015190.html>
Liputan 6, 2014.
Daftar Lengkap UMP
2015 di Seluruh Indonesia.
[Online]
Available at: http://bisnis.liputan6.com/read/2138489/daftar-lengkap-ump-2015-diseluruh-indonesia?p=0 [Accessed 5 February 2015].

Listianingsih, W. & Hakim, S., 2014. AGRINA Inspirasi Agribisnis Indonesia. Accessed on
13th February 2015. < http://www.agrina-online.com/redesign2.php?rid=19&aid=4481>
LPPOMMUI, n.d. Halal Certifiction Requirements. Accessed on 26 April 2015,
<http://www.halalmui.org/newMUI/index.php/main/go_to_section/39/1329/page/2>
Lu, Bonnie, (n.d.). Tampo printer 6-color Ink Cup pad printing machine/ label printer SPM6150T-18. Luen Cheong Printing Equipment Ltd. Accessed online on 22nd 2015. <
http://www.alibaba.com/product-detail/Tampo-printer-6-color-Ink-Cup_186609
86.html?s=p>
Mahmud, Z. a. (2005). Prospek Pengolahan Hasil Samping Buah Kelapa. Perspektif, 55-63.
628
Mahmud, Z. a. (2005). Prospek Pengolahan Hasil Samping Buah Kelapa. Perspektif, 55-63.
Manual Vial Inspection Machine, 2015. Shree Bhagwati Machinery Manufacturer. Accessed
online on 26th March 2015. < http://www.alibaba.com/product-detail/Bottle-InspectionMachine-At-Affordable-Cost_50005686943.html>
Maria Anityasari, N. A. W., 2011. Analisa Kelayakan Usaha. 1st ed. Surabaya: Guna Widya.
Marisda, R. E., (2011). Peluang Bisnis Melalui Nata de Cassava. 1-5.
Market Share, (n.d.). Investopedia, LLC. Accessed online on 12th March 2015.
<http://www.investopedia.com/terms/m/marketshare.asp>
Martin, A., (n.d). 8 Benefits of Coconut Water You Didn`t Know About. Accessed online on 12th
February
2015.
<http://www.lifehack.org/articles/lifestyle/8-benefits-coconut-water-
you-didnt-know-about.html>
Matthew, A. (2012, February 22). The Tracey & Wieserma Value Discipline Model - Part 1.
Dipetik February 24, 2015, dari The Enterprise Advocate: http://www.enterpriseadvocate.com/2012/02/the-tracey-wiersema-value-discipline-model-part-1/
Medan Bisnis Daily, n.d, Retribusi Truk dari Medan Jakarta. Accessed on May 10 2015,
<http://medanbisnisdaily.com/news/read/2013/11/12/61328/retribusi_truk_jeruk_dari_
medan-jakarta_rp_2juta/#.VU3btJMb3VI>
Mesin Pencuci Sayuran (Air Bubble Vegetable Washer) : QX-22, (n.d.). Toko Mesin Raya.
Acessed on 23rd March 2015. http://www.mesinraya.co.id/tag/pencuci-buah-buahan
Merriam-Webster,
n.d.
Value
Marketing.
[Online]
Available at: http://bisnis.liputan6.com/read/2138489/daftar-lengkap-ump-2015-diseluruh-indonesia?p=0.[Accessed 26 February 2015].

MHI. (2015). Glossary. Dipetik April 07, 2015, dari MHI: http://www.mhi.org/glossary
ML PP Flexible Straw Auto Making Machine ML
(n.d.). Nanjing Marrow Machinery
Manufacture Co,. LTD. Accessed online on 22nd 2015. < http://www.marrowll.com/product/388-ml -pp-flexible-straw-auto-making-machine-ml -c943/>
Muhidih, 2012. Inaco. PrimRose Distributor. Accessed online on 16th March 2015.
<http://inacofood.blogspot.com/2012/07/air-winwater.html>
Nata de Coco, (n.d.). Pusat Dokumentasi dan Informasi Ilmiah Lembaga Ilmu Pengetahuan
Indonesia.
Accessed
on
22nd
March
2015.
http://machazzart.tripod.com/koleksi/ndc.htm
Nata de Coco, (n.d.). PT Keong Abadi Nusantara. Accessed online on 16th March 2015.
<http://wongcoco.com/r1/products/nata-de-coco>
629
Nata de Coco, (n.d.). PT Niramas Utama. Accessed online on 16th March 2015.
<http://www.inacofood.com/product.php>
Nata de Coco Forum Indonesia, 2014. Group Petani Nata de Coco. Accessed on 13th February
2015. < https://indonesiafarmer.wordpress.com/>
Nurcahyo, Cahyono B. & Pradana, Eko, 2014. Analisis Tata Letak Fasilitas Proyek
Menggunakan Activity Relationship Chart dan Multi-Objectives Function pada Proyek
Pembangunan Apartemen De Papilio Surabaya. Jurnal Teknik Pomits Vol. 3, No.2.
Fakultas Teknik Sipil Institut Teknologi Sepuluh Nopember (ITS)
Opala.org,
(n.d).
Plastic
Resin
Code.
Accseed
on
23rd
March
2015.
<http://www.opala.org/solid_waste/media/Graphics_Library/Logos/images/Plastic%
20Resin%20Code%20-%201%20PETE_png.com>
P, K., 2000. Manajemen Pemasaran. Jakarta: PT. Indeks Gramedia.
Packsize, (2009). Know Your Different Types of Corrugated Cardboard Box. Accseed on 22nd
March
2015.
<http://www.packsize.com/green/know-your-different-types-of-
corrugated-cardboard/>
Paijo, (2009). Pompa Air Tenaga Gravitasi (3). Accessed on 23rd March 2015. <
https://paijo1965.wordpress.com/2009/02/ /pompa-air-tenaga-gravitasi-3/>
Wong Coco, (2014). Superbrands.indd.
Wong Coco, 2012. KLN Kapan Lagi Network. Accessed online on 16 th March 2015.
<http://www.vemale.com/brand/17459-wong-coco.html>
Pengeluaran Rata-Rata per Kapita Sebulan di Daerah Perkotaan Menurut Kelompok Barang
dan Golongan Pengeluaran per Kapita Sebulan, 2000-2013, (n.d.). Badan Pusat
Statistik (Statistics Indonesia).
Accessed online on 14th March 2015. <
http://bps.go.id/linkTabelStatis/view/id/959>
Perbankan dan Kawasan Industri. 2015. Badan Penanaman Modal dan Promosi Provinsi DKI
Jakarta.
Accessed
online
on
9th
May
2015.
<http://www.bpmpjakarta.info/index.php/investasi-di-jakarta/perbankan-dankawasan-industri>
PHY Edumedia, (2013). Katalog Harga Jual Bahan Kimia Laboratorium. Accessed on 20th
March
2015.
http://www.phyedumedia.com/2013/05/katalog-harga-jual-bahan-
kimia.html
Plastic Bottle Making Machine, (n.d.). Bharat Machine Tools Industries. Accessed online on
22nd 2015. <http://www.bharatmachinetools.co.in/plastic-bottle-making-machine446375.html>
630
Plastic Cup Filling and Sealing Machine, (n.d.). Sino Pharmaceutical Equipment
Development
(Liaoyang)
Co.,
Ltd.
Accessed
online
22nd
2015.
<
http://www.alibaba.com/product-detail/Plastic-Cup-Filling-and-SealingMachine_60132574096.html>
Plastik Lid Cup Seal, 2015. Garuda Plastik. Accessed on 22nd March 2015. <
http://www.plastiklidcup.com/?Plastik_Lid_Cup_Seal>
Prasetiyo, S., 2010. Impianku Genggam Dunia dengan Tanganmu.. Accessed online on 13th
February 2015. < http://ragilepakslamet.blogspot.com/>
Price,
(n.d).
Oxford
Dictionary.
Accessed
online
on
13th
February
2015.
<http://www.oxforddictionaries.com/definition/english/price>
Priyanto, Z. (2011). Analisis Usaha Nata de Coco. Karya Ilmiah Peluang Bisnis, 1-5.
Promotion, (n.d). Oxford Dictionary. Accessed online on 13th February 2015.
<http://www.oxforddictionaries.com/definition/english/promotion>
PT. Sumber Berkat Prima, 2012. Indonetwork. Accessed online on 15th February 2015.
<http://www.indonetwork.co.id/sumber_berkat_prima/profile/pt-sumber-berkatprima.htm>
Putra-Putri Indonesia. (2015). Peraturan tentang Jamsostek (PP No. 14 Tahun 1993). Retrieved
from Putra-Putri Indonesia.com: http://www.putra-putri-indonesia.com/peraturantentang-jamsostek.html
Quality,
(n.d).
Oxford
Dictionary.
Accessed
online
on
13th
February
2015.
<http://www.oxforddictionaries.com/definition/english/quality>
Quotesimg.com, (n.d). PLastic Screws and Bolts. Accseed on 23rd March 2015.
<http://media.onsugar.com/files/2011/01/01/0/1310/13102799/f11994eb9e2089ff_pv
df-hex-bolt-nylon-and-plastic.com>
Questionnaire, Merriam-Webster. Accessed online 26th February 2015. <http://www.merriamwebster.com/dictionary/questionnaire>
Rata-Rata Pengeluaran per Kapita Sebulan di Daerah Perkotaan Menurut Kelompok Barang
dan Golongan Pengeluaran per Kapita Sebulan, 2014, (n.d.). Badan Pusat Statistik
(Statistics
Indonesia).
Accessed
online
on
14 th
March
2015.
<
http://bps.go.id/linkTabelStatis/view/id/960>
RH-500 High Quality Water Boiling Machine, 2015. Xianxe Machinery Manufacturer.
Accessed
online
on
27th
March
2015.
<
http://www.alibaba.com/product-
detail/coconut-water-processing-machine_1949626135.html>
631
Rizky A., C.e., (2014). Sumber dan Jenis Bahan Pemanis Alami. Makalah Food Additive dan
Toksikologi, 1-10
Romailprincipe, 2012, Biaya Truck pada Transportasi Logistik. Accessed on May 11 2015,
<https://romailprincipe.wordpress.com/2012/04/17/biaya-truck-pada-transportasilogistik/>
Rotary
12-32,
(n.d.).
World
Cup Packaging.
Accessed
on
22nd
March
2015.
<http://www.worldcuppack.com/productline.html>
Sablon Gelas Plastik, 2015. Garuda Plastik. Accessed on 22nd March 2015. <
http://www.plastiklidcup.com/?%26nbsp%3BSablon_Gelas_Plastik>
SAC-316 Semi Automatic Cup Filling Sealing Machine, 2015. Jacopack Company. Accessed
online on 26th March 2015. <http://www.alibaba.com/product-detail/Bottle-InspectionMachine-At-Affordable-Cost_50005686943.html>
Samarto, Aryani P., (2005). Proses Produksi Nata de Coco di PT. Kara Santan Pertama, Bogor.
Universitas Katolik Soegijapranata, Semarang.
Sell.pakuya.com, (n.d). Heat Seal PVC Plastic Pouch for Cookies. Accseed on 23rd March
2015.<http://sell.pakuya.com/upload/20111118/Aluminum_foil_heat_seal_zipper_
bag_for.jpg>
Series 200E Capper Bottle Capping Machine, (n.d.). Closure System International. Accessed
online
on
22nd
2015.
<http://csiclosures.com/capping-equipment/capping-
machines/series-200e>
Shelf Life, (n.d). Oxford Dictionary. Accessed online on 13th February 2015.
<http://www.oxforddictionaries.com/definition/english/shelf-life?q=shelf+life>
SJY-1000 Filling Machine, 2015. Jiangmen Seraph Company. Accessed online on 26th March
2015. < http://www.alibaba.com/product-detail/sachet-pouch-water-filling-machinemachinery_455026000.html>
Solar Industri Surabaya, n,d. Kawasan Industri Jawa Timur. Accessed on 8 May 2015,
<http://solarindustrisurabaya.com/kawasan-industri-jawa-timur/>
ST-1000A Fan Speed Control Room Thermostat, 2015. Xinchi Electronic Company. Accessed
online on 29th March 2015. < http://www.alibaba.com/product-detail/Fan-SpeedControl-Room-Thermostat_1925312369.html?s>
Supplier Bahan Kimia, (2010). PT. Nusa Mega Indah. Accessed online on 21st March 2015.
<http://www.supplierbahankimia.com/>
632
Suttle, R., t.thn. Define Market Segmentation. [Online], Accessed on 06 March 2015
Available at: http://smallbusiness.chron.com/define-market-segmentation-targeting3253.html
Taste,
(n.d).
Oxford
Dictionary.
Accessed
online
13 th
on
February
2015.
<http://www.oxforddictionaries.com/definition/english/taste>
Teguh, 2012. Penawaran Reseller Gula Pasir Kemasan & Gula Halus Cap Semut. Accessed
online 21st 2015. <http://archive.kaskus.co.id/thread/13812391/0/penawaran-resellergula-pasir-kemasan-amp-gula-halus-cap-semut>
Trendhunterstatic.com, (n.d). Juice Bottle MEMEs. Accessed on 22nd March 2015.
<http://cdn.trendhunterstatic.com/phpthumbnails/237/237170/237170_1_600.com>
Ubeecoo.com,
(n.d).
Regular
Sloted
Carton.
Accseed
on
23rd
March
2015.
< http://www.ubeeco.com.au/products/g90eh7mvm.com>
Upah Minimum di Kota Surabaya Rp 2,7 Juta, 2014. Harian Kompas. Accessed online on 27th
March
2015.
<
http://regional.kompas.com/read/2014/11/20/20553081/Upah.Minimum.di.Kota.Surab
aya.Rp.2.7.Juta >
UTG-59 Texture Inspection Surface Table, 2015. UTS Machinery Industry. Accessed online on
29th March 2015. < http://www.alibaba.com/product-detail/stainless-steel-inspectiontable-stainless-steel_1256866435.html>
Vision Statement, 2015. Business Dictionary. Accessed online on 23th February 2015.
<http://www.businessdictionary.com/definition/vision-statement.html>
Vuforia.com, (n.d). How to Create Image For a Cylinder. Accessed on 22nd March 2015.
<https://vuforiacontent.qualcomm.com/Images/tips_cyl_cup_label_unroll.com>
WBM-101 Water Bottling Machine, 2015. Accessed online on 26th March 2015. <
http://www.waterbusiness.com/products/commercial/easy-fill-water-bottlingmachine/>
Weinstein, J., & Vasovski, S. (2004). MIT OpenCourseWare. Retrieved April 26, 2015, from
http://ocw.mit.edu/courses/engineering-systems-division/esd-60-lean-six-sigmaprocesses-summer-2004/lecture-notes/6_3_pdca.pdf
Wikipedia.org,
(2015).
Duct
Tape.
Accessed
on
25th
March
2015.
<http://en.wikipedia.org/wiki/Duct_tape>
Wong Coco, 2011. PT. Keong Nusantara Abadi. Accessed online on 12 th February 2015.
<http://wongcoco.com/r1/>
633
WT-09 Thermostat Manufacturer Easy Temperature Controller, 2015. Xiamen Electronic

Industry. Accessed online on 29th March 2015. < http://www.alibaba.com/productdetail/thermostat-manufacturer-easy-temperature-controller_1537736463.html?s=>
XBBH-95-2 R1100 Automatic Cup Drop Filling Sealing Machine, 2015. Xiangbo Machinery
Industry. Accessed online on 26th March 2015. < http://www.alibaba.com/productdetail/High-speed-automatic-plastic-cup-filling_1383168530.html>
YK-07/07 Semi-Automatic Carton/Case Sealing Machine, 2015. Yunaxu Pack Company.
Accessed online on 29th March 2015. < http://www.alibaba.com/product-detail/YK-0707-Semi-Automatic-Good_60083483223.html
634

q4 All Lecocotier

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

q4 All Lecocotier

Uploaded by

Copyright:

Available Formats

[Type the document title]

[Type the document subtitle]

This page is intentionally left blank

Business Idea Identification 1

SWOT and Strategic Analysis 34

Vision and Mission Formulation, Company Logo 53

MODULE 2 PRODUCT DESIGN AND MARKET ANALYSIS.. 61

Voice of Customer Identification 61

2.1.3 Attribute Level of Importance Determination... 67

Quality Functional Deployment 68

Planning and Marketing Strategy 89

2.3.7 Short and Long Term Strategy

Supply and Demand Analysis..

2.4.1 Demand Forecasting Analysis

2.4.2 Supply Forecasting Analysis... 123

Manufacturing Process Analysis.. 143

3.1.2 Alternative Components and Raw Materials Determination.

3.1.3 Bill of Materials for the Products 171

Manufacturing System Analysis 263

Material Handling Analysis and Layout Design 292

3.3.1 Material Handling Planning.. 292

Organization Structure Design based on SWOT Strategy 351

Job Position Analysis 358

Manpower Requirements Planning... 397

Design Scheme of Worker`s Salary and Compensation 405

Legal Aspect. 424

MODULE 5 FACILITY AND SUPPLY CHAIN NETWORK DESIGN.. 441

Supply Chain Analysis 441

5.2 Supplier Selection Determination 467

Location and Distribution Analysis. 453

5.3.2 Location Determination.. 536

Table 2. 18 Concept Screening for Product 4 .......................................................................... 88

Table 2. 50 Coconut Water Supply Forecasting ..................................................................... 127

Tabel 3. 23 Selection of Packaging Process Machines Requirement .................................... 219

Tabel 3. 85 Total Operator Cost............................................................................................. 335

Table 5.90 Space Requirement for Pantry ............................................................................. 586

Figure 1. 16 SWOT Analysis Flowchart................. 34

Figure 2. 9 Planning and Marketing Strategy............ 90

Figure 3. 9 Production Process Ganttchart 232

Figure 5. 5 Flow of Supply Chain of Le Cocotier Products. 448

Figure 5. 212 Lottemart Distribution Center Mapping 558

Figure 5. 246 Health Clinic Area Layout 619

This page is intentionally left blank

Business Idea Identification

Figure 1. 1 Business Idea Identification Flowchart

Source: United Nations Conference on Trade and Development

Figure 1. 2 Le Cocotier Logo

Table 1. 3 Nutrient Facts of Coconut Water

Source: FK UI List Analysis of Foodstuffs

Table 1. 4 Le Cocotier Nutrition Facts

Source: Inaco Food Package

Figure 1. 3 Bottle, Cup, Pillow, and Bucket Pack Le Cocotier Package

(Source: Business Diary, 2015)

Develop the plans

Figure 1. 4 Procedures of Benchmarking

Table 1. 7 The Competitors Data from the Observation

Established in the mid of

PT. Javavia Wirabuana

PT. Bevera Green Indonesia

Had produced Nata de Coco

Offers new and

Offer the customers

Low innovations, with

Table 1. 7 The Competitors Data from the Observation (Cont)