Iksan Santoso Supadi
Managing Partner
Jakarta Selatan
Summary
A Professional qualified from Universitas Trisakti, Jakarta - Indonesia with 27+ years of high caliber experience with globally reputed multinational companies. Leadership experience and expertise in the areas of Business, Process Re-engineering, Project Management, Operations Management, Lean Management, Supply Chain, People Development, Organizational Culture and Strategic decision making by conducting feasibility, investment analysis and market studies to identify opportunities in Indonesia as well as other countries.
Overview
29
29
years of professional experience
9
9
years of post-secondary education
2
2
Languages
Work History
Managing Partner
AIM Consulting Indonesia
Jakarta
04.2021 - Current
- Developed three years rolling organizational strategies with executive committee
- Led consultants and supporting team on day-to-day business operations in aligned with company goals includes maintaining positive client relationships and driving new acquisitions, reviewing, and overseeing all financial activities, performance, documentation, and developed personnel knowledge to most updated world class methodologies and practices
- Accomplished in developing Strategic Business Transformation Plan of one leading pharmaceutical company in Indonesia
- Delivered various training and coaching for implementation for training of Goal Setting, Operational Excellence, Total Productive Maintenance, and Lean Management in Boosting Business Performance.
Managing Director
TAL Garments Manufacturing PLC (TAL Apparel)
Hawassa
07.2016 - 08.2020
- Complete setting up strategic Business unit in Ethiopia with investment of US$ 25.6 million in FY 2016 – 2020 for initial annual capacity of 2.5 million pieces of garment, in collaboration with Ethiopian Investment Commission, Industrial Parks Development Corporation, The Prime Minister's office of Ethiopia to jointly together strategic business unit in Hawassa Industrial Park at Ethiopia
- Recruited and trained Ethiopian operator and staff for six months in parallel with building and machinery set up, compliance audit preparation and export licensing in achieving first export to USA in March 2017
- Responsible for profitability and overall activities including business operations in Ethiopia with annual export revenue of US$ 11.5 million, leading 1200 employees including production operator
- Developed Ethiopian leaders to be future leader of organization in Ethiopia business and has fulfilled around 75% of total position with competent Ethiopian Senior Management staffs in April 2020
- Increase CAGR of sales for 30% with revenue of 47% in 2018-2020 by implemented innovative supply chain models by Lean Manufacturing Principles in optimizing materials consumption and maximize production efficiency
- Developed lowest cost to serve business model for making shirts at highest product and service quality through bench marking studies to identify innovative practices
- Lead Customer Service, Supply Chain, Planning, Warehouse, and Logistic Department in absent of CSP Director in engaging with Customer and fulfill their requirement with major achievements:
- Reduction on overall logistic cost per piece for 28% in 2019-YTD Aug 2020 while improving the OTD outbound to 96.7% and inbound 95.6%
- Successfully implementing ERP system Advance Production Planning and Fashion Planner Workbench in optimizing factory's production capacity and ensure the production progress is in-line with longer term production plan
- Reduce manufacturing lead-time from 120 days to 90 days for MTO, 3 to 2 weeks for MTS in 2020
- Achieve the inventory accuracy in RM and FG to 98% in Jul 2020
- Successfully developed local sourcing for packing materials and interlining in Q-2 2020 with competitive price vs overall landed cost from Asia which led to reduction of inventory cost
- Win Quality Award in 2019 by achieving Quality Performance of more than 99.7% in period of 2017.
Managing Director
PT Katexindo Citra Mandiri (TAL Apparel)
Jakarta
12.2013 - 06.2016
- Spearheaded successful business development initiatives aligned with company's strategy and core competencies
- Manage for profitability and overall activities including business operations in Indonesia with annual export revenue of US$ 43.8 million in 2016, leading 1815 employees including production operator
- Led management team in developing rolling three-year plan that includes Manpower, Production Capacity, Machinery, Methods plan, addition of new machines and methods, and continuous innovations on existing machines and methods
- In addition of new facilities and closure, expansion, upgrade and maintenance of existing facilities aligned with corporate strategy
- Led change and transformation across business areas to deliver benefits and align company resources in delivering materials saving of US$ 3.4 million and US$ 0.22 million on manufacturing cost while beating inflation in 2013-2015
- Monitored sales forecasts and projected financial planning for organization to achieve revenue goals
- As result sales increased for 10% with revenue growth of 6% and 30% in net profit in period of 2014-2015 by implemented Lean Manufacturing Principles in optimizing materials consumption and maximize production efficiency
- Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow
- Achieve TAL's Award for Factory - Most Improve Profitability in Fiscal Year 2014 and Best Factory Award in 2015.
Operation Manager
PT ICI Paints Indonesia (AkzoNobel)
Cikarang
03.2012 - 12.2013
- Worked in matrix management environment with oversight of division level managers for Production, Engineering, Quality, HSE&S, Continuous Improvement, Research and Development, and Capital Project
- Plan annual and monthly production load to meet sales demands within budgeted working capital level and agreed service level at lowest cost to serve by implementing Lean Manufacturing Practices
- Prepared annual budgets with controls to prevent overages
- Achieve reduction of 20% on manufacturing cost and 13% of overall Supply Chain cost (incl
- Depreciation) per liter in 2011-2013
- Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow
- Lead Operation team in implementing Lean Manufacturing practices and successful transform factory to be benchmark factory within AkzoNobel operation in Southeast Asia Region
- Collaborated cross-functionally to refine procedures, devise best practices, and enforce quality metrics
- Led to reduction on inventory holding from 60 to 45 days by implementing cellular manufacturing to improve flexibility of production and increase production turn over without forfeiting order fulfillment
- Directed initiatives to improve work environment by implementing robust Safety, Health, & Environment standard leading HSE&S performance and the implementation plant Hygiene and Quality standard leading to achievement of AkzoNobel – Global Safety Award in 2013
- Manage tolling manufacturing with fully compliance to AkzoNobel business protocol.
Plant Manager
PT ICI Paints Indonesia (Akzo Nobel)
Cikarang
11.2011 - 02.2012
- Managed direction and planning for plant with focus on optimization daily functions of Production, Maintenance, Quality, and Capital Project, exceeding customer expectations and achieving KPIs
- Plan annual and monthly production load to meet sales demands within budgeted working capital level and agreed service level at lowest cost to serve
- Identified and implemented viable strategies for continuous improvement by implementing improvement of manufacturing excellence program through Total Productive Maintenance Program – Autonomous Maintenance up to step 5 (Autonomous Inspection) and Planned Maintenance up to step 5 (Improvement of Inspection & Maintenance Effectiveness)
- Optimized processes to maximize efficiency and achieve improvement of OEE for 30% and reduction production wheel for 22% within six months of implementation
- Redesigned operational workflow processes to maximize efficiency
- Led Production and Engineering on Cellular Manufacturing process with objective to reducing production cycle time, production leveling, and batch size reduction and enhancing production agility to close gaps between Demand and production output per SKU
- Maximized plant safety through proactive strategies and well-structured training
- Successfully introduced HSE&S competition to lift the awareness and the implementation Safety, Health, and Environment involving all level of employee at the factory.
Project Manager & Sr Responsible Engineer
PT ICI Paints Indonesia (AkzoNobel)
Cikarang
01.2011 - 11.2011
- Lead project team that comprises from multi discipline people (engineering, production, process improvement, HSE&S, Account, and Procurement)
- Develop design and manage the project execution of Cikarang Plant capacity expansion aligned with company growth agenda and other process improvement project
- Completed Lever 1 study to identify the additional production capacity by eliminating “wastes” and introduce simple automation in parallel with designing and managing the project execution of Cikarang Plant capacity expansion from 40 ML to 65 ML per annum aligned with company growth agenda
- The expansion project introduces latest paints manufacturing technology that allows faster production cycle time in respond to future business demand on additional sales volume with complete SKUs at optimal inventory and fast response time
- Complete the capacity expansion project of US$ 10.6 million investment within ten months project execution as per budget with ZERO accident
- Implement improvement of manufacturing excellence program through Total Productive Maintenance Program and Lean Manufacturing Program.
Plant Manager and Sr Responsible Engineer
PT ICI Paints Paints Indonesia (AkzoNobel)
Cimanggis
08.2007 - 12.2010
- Plan the annual and monthly production capacity and load to meet Marketing/Sales demands within the budgeted working capital level
- Introduce and implement TPM and Cellular Manufacturing program to improve the production capacity, productivity, while in parallel reducing the manufacturing cost
- Increase the production productivity of 149% with 10% on reduction production cycle time and shorter production wheel for 45% in 2017-2010
- Launch two new products of solvent-based paints in 2009
- Prepare and setup the toll manufacturing to cater the production capacity in aligned with business objective in reducing carbon footprint in four months project with no supply disruption
- To provide continual site maintenance support and implement capital expenditure projects.
Plant Engineer
PT ICI Paints Indonesia (AkzoNobel)
Cikarang
07.2001 - 07.2007
- Complied the implementation of Corporate Engineering and Safety standard by establishing standard procedure, conducting awareness training and validation to all engineers and technician, following with operational audit to confirm the implementation
- Develop budget and controlling capitalized expenditure and maintenance cost that supported to the operation for two factories and five external warehouses
- Managed the implementation of Operation Capital Expenditure Projects of factories and warehouses for production equipment, utility, and offices facilities
- Introduced, trained, and implement TPM – Autonomous Maintenance and Planned Maintenance up to Step 3 (Establish Tentative Standard) for both factory in Cikarang and Cimanggis
- Completed the design and installation of wastewater treatment completed with decanter as part of “Zero” waste journey by separating the solid content and re-use it for low tier paints
- Complied Environmental Regulation by implementing Environment Management System in a line with ISO 14000 requirement
- Organized and managed maintenance staff to fulfill requirements via scheduling and delegation in ensuring the performance of production machines, building, utility, and safety equipment within the plant.
Engineering Manager
PT Sara Lee Bakeri (Sara Lee Corp)
Cikarang
10.1997 - 06.2001
- Lead the team and contractor for the installation of production machines and utilities, commission the equipment up to commercial production within 3 months
- Organizing the implementation of Capitalized Project for the production expansion
- Provided technical leadership for company to effectively steer strategic plans in assuring safe working environment by implementing Safety Management System
- Implemented Preventive Maintenance Program for all production machines, equipment, utility, and building facilities to ensure the best condition
- Conducting Environment monitoring to comply with Government Regulation by implementing Environment Management System
- Organize and controlling building, utility and safety equipment within the plant.
Maintenance Manager
PT Nutrifood Indonesia
Ciawi
04.1993 - 10.1997
- Implement Preventive Maintenance Program in assuring that all production machines and equipment in good condition
- Budgeting and Controlling Maintenance Cost
- Arranging the operation of installation and maintenance within the plant
- Part of the ISO 9000 team that prepare and apply the certification for the factory.
Education
Bachelor of Science - Mechanical Engineering
Universitas Trisakti
Jakarta - Indonesia 08.1986 - 03.1992
High School Diploma -
Senior High School SMAN-3
Jakarta - Indonesia 07.1983 - 06.1986
Skills
Managerial & Leadershipundefined
Timeline
Managing Partner
AIM Consulting Indonesia
04.2021 - Current
Managing Director
TAL Garments Manufacturing PLC (TAL Apparel)
07.2016 - 08.2020
Managing Director
PT Katexindo Citra Mandiri (TAL Apparel)
12.2013 - 06.2016
Operation Manager
PT ICI Paints Indonesia (AkzoNobel)
03.2012 - 12.2013
Plant Manager
PT ICI Paints Indonesia (Akzo Nobel)
11.2011 - 02.2012
Project Manager & Sr Responsible Engineer
PT ICI Paints Indonesia (AkzoNobel)
01.2011 - 11.2011
Plant Manager and Sr Responsible Engineer
PT ICI Paints Paints Indonesia (AkzoNobel)
08.2007 - 12.2010
Plant Engineer
PT ICI Paints Indonesia (AkzoNobel)
07.2001 - 07.2007
Engineering Manager
PT Sara Lee Bakeri (Sara Lee Corp)
10.1997 - 06.2001
Maintenance Manager
PT Nutrifood Indonesia
04.1993 - 10.1997
Bachelor of Science - Mechanical Engineering
Universitas Trisakti
08.1986 - 03.1992
High School Diploma -
Senior High School SMAN-3
07.1983 - 06.1986
Courses and Training
- 2019 - Learning & Leadership Style, AON Hewitt
- 2017 - Mastering the Rockefeller Habits, AON Hewitt
- 2016 - Managerial Leadership Competency, TAL
- 2014 - Emotional Intelligence and Leadership Style, HAY Group
- 2008 - Green Belt – Six Sigma Training, Akzo Nobel
- 2007 - Area Classification – Hazardous Environment, Akzo Nobel
- 2007 - Hazard Study Leader, ABB - UK
- 2006 - Fire Risk Assessment, Akzo Nobel – UK
- 2005 - ISO 14000, TUV – Jakarta
- 2005 - Introduction to ATEX Area Classification, DNV – Thailand
- 2005 - Periodic Hazard Review, DNV – Thailand
- 2004 - Safety Integrity Level – for Critical Instrument Protective System, ABB - UK
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