Here are some key points to discuss regarding applying project management techniques to large infrastructure projects in Indonesia: For the fast Indonesian speed train project: - PERT/CPM network scheduling techniques would be useful to help plan, coordinate and control such a large project involving many interdependent tasks. - Developing a detailed work breakdown structure (WBS) of all the tasks needed to design, construct and commission the rail line. - Estimating task durations based on historical data from similar past projects. Accounting for uncertainties using PERT. - Sequencing the tasks in a logical order and identifying all dependencies between tasks. - Developing a project schedule using CPM/PERT that determines the

1. CASE STUDY :
APPLICATION OF PROJECT SCHEDULING SYSTEM
FOR CONSTRUCTION
SUPPLY CHAIN MANAGEMENT
Presented by Yulhendri Saputra & Marcel Bernadi

2.  Introduction
 Problem Issues
 Environmental Scanning
 Alternatives Course of Actions
 Key Success Factors
 Selection of Best Alternatives
 Recommendation

3. INTRODUCTION
The paper will discuss the AEC industry :
 AEC (Architecture, Engineering, Construction)
 Inefficiencies in the AEC industry lead to unreliable project due dates, inability to
meet project budgets, and low customer satisfaction levels
Case Study :
 Large retailer involved in the house reconstruction market.
 The retailer is attempting to change its bussines process, manage their supply chain,
and manage their orders that have products and services as projects.
 The case will describe the difficulties involved in changing the business process and
data collection and provide insight into issues involved in implementing the
objectives of the retailer.

6. PROBLEM ISSUES
 Multiple attempts by contractors to schedule services with customers
 Job charges from vendor to retailer is higher than it has to be to account for wasted
resource utilization
 Project due dates are difficult to quote to customer
 Lack of proactive communication with customers and vendors in case of delays,
leading to dissatisfied customers and vendors.

7. ENVIRONMENTAL SCANNING
 In their current business, the retailer is involved in selling thousands of home
improvement products. Starting from a simple carpet installation to a whole house
redesign including kitchen, bath, and flooring remodeling, the retailer historically is in
the business of selling products.
 Selling value added services on top of that has been done through contractual
relationships with relevant trade contractors or service vendors.
 They have existing relationships with contractors that provide measure, deliver, and
installation services.
 But all collaboration is through phone or fax. There are dedicated employees that
handle the collaboration in the case of complex projects acting as project
superintendents

8. ALTERNATIVE COURSE OF ACTION
 Customer orders product and system gives customer measure schedule date based on
measurer capacity
 Measurer does measure and updates order with results
 Store closes sale and places order for product
 Product vendor responds with promise dates
 Product arrival triggers installer notification and scheduling of the install job.
 Installer completes job and that triggers order to be complete

9. ALTERNATIVE COURSE OF ACTION

10. ALTERNATIVE COURSE OF ACTION

11. ALTERNATIVE COURSE OF ACTION
Vendor and contractor partnerships
This is a formal business relationship that is established to facilitate the mutual pursuit
and achievement of common business objectives. The partnership relationship is used
for vendors and contractors having frequent and close business alignment with the
relevant organization. The vendor or contractor is often an active and visible participant
on the project team and has a vested interest in achieving overall project objectives.
Vendor and contractor affiliations
This is a formal business relationship that is established to enable prequalified vendors
and contractors to be identified and positioned for use on projects as their products
and services are required. This type of relationship is used to prepare for anticipated
vendor and contractor needs across multiple projects.

12. ALTERNATIVE COURSE OF ACTION
Project-specific relationships
This is a formal business relationship that is established to obtain vendor and
contractor participation in one or more specific projects. It represents the need to
solicit and qualify vendors and contractors for selection, and then to prepare a separate
contract or agreement for their participation in each project.
Service provider relationships
This is a business relationship that may be formally or informally established but it
does not necessarily warrant a formal contract or agreement. Instead, it represents
some level of prequalification and selection of service providers, perhaps by
establishing a recognized business account with each provider.
Supplier relationships :
This is a business relationship similar to that of the service provider but it deals with
prequalification and selection of sources of products, supplies, and equipment needed
to accomplish the project effort.

13. ALTERNATIVE COURSE OF ACTION
 Verify vendor or contractor contract booking
 Organize vendor/contractor contract files
 Establish procedures for contract claims and dispute resolution
 Establish procedures to solve issues and problems
 Establish communication guidance
 Monitor vendor and contractor performance
 Manage vendor and contractor relations
 Conduct meetings with vendor and contractor representatives
 Manage vendor and contractor contract changes
 Monitor vendor and contractor contract compliance
 Manage acceptance of vendor and contractor deliverables
 Manage vendor and contractor payments
 Review and close out vendor or contractor contract
 Manage vendor and contractor resource departures
 Prepare a post-project vendor or contractor performance report

14. KEY SUCCESS FACTOR
 Manage Vendor and Contractor Information
 Prescribe Vendor and Contractor Participation
 Prepare Vendor and Contractor Contracts
 Solicit Vendor and Contractor Proposals
 Identify and Qualify Vendors and Contractors

15. SELECTION OF BEST ALTERNATIVES
 Establish communication guidance :
 Fulfillment of qualifications for vendor or contractor technical, team members
 Development and presentation of required technical plans, designs, and
solutions for timely review
 Manage vendor and contractor relations :
 Vendor/contractor collaboration — needs, requirements, and
 Technical specifications
 Vendor and contractor project planning and technical solution Development
 Prepare a post-project vendor or contractor performance report
 Monitor vendor and contractor contract compliance

16. RECOMMENDATION
CONCLUSION
For service vendors,
payment is aligned with job completion and since system tracks job status to trigger
payment, workflow is more streamlined;
No wasted trips to customer site since system ensures coordination;
No wasted trips by installer to store to see if product has been arrived;
Better utilization of resources, higher efficiency for all parties;
For customers, painless experience, easier to follow status of order/project;
For retailer, better accountability, more satisfied customers, more business for the
retailer.
RECOMMENDED
Manages in supply chain to streamline information flow and managing capacity of
contract labor to remove inefficiency requires changes in business process and sharing
information across enterprises.
From the case the solution come more efficient and less of the supply chain process.
Retailer, even vendors can get a clear process and data from work flow.

17. THANK YOU

18. Question :
1. If we consider fast indonesian speed train
project, please consider the use of PERT CPM ?
What will be the best time schedule to finish it ?
2. If we agree with the goverment project on
sustainability (nasional ketahanan pangan)
national food sustainability program, please use
the strategic analysis combine with project
management, know how and come out with
suggestion to successful implementation ?
Please disccuss it with group