PT. Duta Abadi Primantara

Danang Priratmoko

Industrial Performance Shaper

Danang Priratmoko is the Manufacturing & Supply Chain Director at PT. Duta Abadi Primantara, with over three decades of experience across FMCG, food and beverage, packaging, and furniture industries. He specializes in manufacturing operations, supply chain management, productivity improvement, and operational excellence.

Driving Manufacturing Excellence Through Experience

I have more than 30 years of experience in the FMCG industry, especially in F&B (+/- 20 years), flexible packaging (+/- 1.5 years). My entire experience has been in manufacturing and supply chain. I also ran my own F&B business for 1 year as a business owner. And most recently in furniture, specifically mattresses & bedding equipment (+/- 9 years) as Director of Manufacturing & Supply Chain, with responsibilities covering: all raw material procurement (local & import), factory operations: production, PPIC (Production Planning & Inventory Control), logistics: warehouse & distribution for 5 manufacturing plants & 13 warehouse branches across Indonesia.

Leveraging Technology to Improve Factory Productivity

Technological advancement is very important for us. We have implemented automation in our assembly system using robotic arms, as well as handling processes using integrated conveyors. TPM implementation has also started to be carried out to measure wasted time. The results are quite significant, because every year we experience productivity improvements of approximately 5% per year. And we will continue to improve the use of these technological advancements to increase productivity & output, as well as efficiency.

Building Resilience Against Supply Chain Disruptions

Regarding the supply chain for raw materials, we use a Based Demand Forecast Analysis from the Sales & Marketing team which is processed to obtain Material requirements (MRP) and also to improve delivery accuracy to stores/customers, by implementing a good MPS. For sudden demand, we have prepared buffer stock in finished goods (FG), based on product Pareto history, so that it can cover such needs. Demand Forecast meetings are held every month, with outputs: fixed for next month sales targets, and forecasts for the next 2 months. The DF data processing & analysis is currently handled using an internal system that has been developed.

“ Combining technology, data-driven planning, and supplier collaboration enables manufacturers to improve productivity, strengthen supply chain resilience, and create long-term operational value. “

Regarding raw material needs, we also work with suppliers to prepare buffer stock in the form of raw materials (Vendor Managed Inventory), and provide forecasts to them for their needs.

Measuring Performance Through Operational Excellence Metrics

For KPIs, I focus on: Factory: Factory overhead cost / Sales (%) must be controlled, Productivity by manpower, Inventory level (DOI RM), Production service level. Logistics: Logistics cost / sales (%) must be optimal, Service level (OFR and OTD), Inventory level (DOI FG). Raw Material: RM cost, RM readiness, import cost, & quality RM rejection ~ vendor evaluation.

5. How do you manage relationships with key suppliers and vendors to ensure a consistent and reliable supply of materials? What strategies do you use to negotiate terms, assess performance, and manage risks associated with suppliers?

For key vendors/suppliers, supply certainty is achieved by: a. having agreements on RM quality standards, b. supplier feasibility visits & audits conducted by the QA team, c. incoming checks & reports each time materials arrive, d. providing material demand forecasts to suppliers and negotiating medium-term prices to ensure price & supply certainty, e. maintaining good communication and coordination with key vendors.

6. How do you ensure compliance with international regulations, industry standards, and quality control requirements across your supply chain? What processes do you have to stay updated with regulatory changes and ensure ongoing compliance?

At DAP, we always follow the regulations issued by the government, both for material needs and the standardization of finished products. Regarding imports, we always prepare all rules and policies as well, so that all acceptance processes and production results will comply with good corporate governance properly. Currently, we are using ISO 9001, ISO 14001, and also implementing ESG (Ecovadis) to ensure the sustainability of continuous compliance.

7. How do you see the rise of Industry 4.0 affecting manufacturing in the next 3-5 years?

Of course, with the rapid development of AI & technology, Industry 4.0 will inevitably play an important role in the growth of the manufacturing industry looking ahead; so we have no choice but to understand it and follow it if we don’t want to be left behind.

8. What advice would you give to young professionals who aspire to make a lasting impact in the manufacturing industry? If you want to provide any additional information that you think could help us improve this article, feel free to share it with us.

To be a good professional, there’s no other way than to keep learning and learning. Face every challenge, be persistent in the process, and enjoy the results. Besides continuously improving our skills & competencies, we also need to maintain good communication with both our internal team and stakeholders, as this will greatly help us in supporting career growth and professionalism. Don’t give up easily, and always make leaps toward success!