PT. Satyamitra Kemas Lestari

Case study | PT SKL
Challenge
Frustrating workow interruptions
PT. Satyamitra Kemas Lestari (PT SKL)
is a corrugated carton and packaging
manufacturer based at Tangerang, in
Indonesia’s Banten Province. When founded
in 2005, the company’s accounting system
dealt satisfactorily with the distribution,
invoicing and reporting part of the operation.
However it became clear that a wider IT
business solution was needed to tackle the
manufacturing and management process.
Each day the company produces
hundreds of cardboard cartons and boxes
to meet tailor-made orders from customers.
Many of these are market leaders in
industries such as food and beverages,
electronics, furniture, apparel, automotive
and household appliances.
Because the major part of the operational
process was manual, it created an
environment in which mistakes could occur,
not only during inventory control and
manufacturing but throughout the marketing
and sales process. The result was frustrating
workow interruptions which undermined
the company’s ability to deliver consistently
high quality products and to oer speedy
responses to customer timelines. This in
turn limited opportunities to full large
customer orders.
PT Satyamitra Kemas Lestari began the
search for an IT solution that would
co-coordinate raw material supplies,
control the manufacturing process,
and manage quality. The solution would
need to run and track each order through
its lifecycle, from estimation, quotation,
order placement, planning and
manufacturing. It would also need to
manage inventory, logistics and even
monitor possible quality defects.
Lack of system integration
Early attempts to establish an
enterprise-wide system solution faced
a major hurdle. No specialist software
existed for corrugated carton manufacturing.
The problem was worsened by the fact that
standard software was purchased from
dierent suppliers, with little integration
within a business solution framework.
The company decided the right solution
would be an end-to-end enterprise resource
planning (ERP) capability, tailored to its
particular needs.
One possible answer was to employ
in-house programmers to write the
necessary software. It stalled because
sta turnover in this area proved very high.
The company experienced a steady exit of
programmers, attracted by the promise of
better opportunities elsewhere.
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