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CURRICULUM VITAE

PERSONAL IDENTIFICATION

Full Name : Didik Dwi Suryanto Place, date of birth : Sragen, December 9th, 1982 Gender : Male Marital Status : Single Height / Weight : 166 cm / 65 kg Contact Address : Perum Palem 1 Jl Adyaksa Block A1 No 6 Sukapura Dayeuh

Kolot , Bandung. West Jawa, Indonesia Phone Number : +62 813 7239 5423 Email : didik_dwi_suryanto@yahoo.com Last education : Magister Management GPA : 3.90

QUALIFICATION

Fast Learner, Enthusiasm, Honest, Good Interpersonal Skill, Good Communication Skill, Good Analysis, Dynamic, Responsibility.

THESIS

Consumer Reaction of CSR from Perspective Price Fairness, Personal satisfaction, Purchase

Intentions, Complain Intentions and Switching Intention at Batam Improvement of Work Station Layout in The Construction Department CV. Mitra Jati

Mandiri with Quadratic Assignment Problem ( QAP ) Method.

EDUCATION

Magister Management (MM) of International Batam University, Batam, September 2014 Bachelor Industrial Engineering of Sebelas Maret University, Surakarta, January 2007 Diploma Computer and Information System of Gadjah Mada University, Jogjakarta 2001-

2002

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Graduated on Senior High School 1, Sragen, 2001 Graduated on Junior High School 2, Sragen, 1998 Graduated on Elementary School, SD Mojodoyong I, Sragen, 1995

WORKING EXPERIENCES

Jul’14 -Now Nov’13– Jun’14 Sep’11– Oct’13 Oct’08– Sep’11 May’07– Oct’08 Dec ’05–Feb’07 August-Nov 2005

Plant OSCO Controller at Papandayan Cocoa Industries_Barry Callebaut Bandung, Indonesia Financial Cost Control Coordinator for Regional Batam at Schneider Electric Senior Financial Analyst Cost Control PT Schneider Electric Manufacturing Batam, Batamindo Industrial Park, Muka Kuning, Batam Senior Supply Chain Inventory Control at PT Schneider Electric Manufacturing Batam, Batamindo Industrial Park, Muka Kuning Batam Supply Chain Management_Logistic Supervisor PT Toshiba TEC Indonesia, Batamindo Industrial Park, Muka Kuning Batam Teacher Mathematics in Education Institution of Primagama Surakarta Working Practice at PT. Tiga Pilar Sejahtera Tbk. Focused on determining of forecasting and material requirement planning on PPIC Department

ACADEMIC EXPERIENCES

2013 - 2014 2011 - 2013 2008 - 2010 2005 – 2007 2003 - 2004 2003 – 2004

Lecture at STIE Bentara Persada for subject Finance Management, Strategic Management and Marketing Management Lecture at GICI Business School for subject Finance Management and Operational Management Lecture at University of International Batam for subject Operational Management and Statistic

Assistant of Logistic Management and Business Laboratory, Industrial Engineering Department UNS Assistant of Simulation and Computation Laboratory, Industrial Engineering Department UNS Assistant Lecturer of “Computer Programming” at Industrial Engineering Department UNS

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TRAINING AND COURSES

2014 2014 2014 2014 2014 2014 2014 2014 2013 2013 2013 2013 2013 2012 2012 2012 2012 2012 2012 2011 2011 2010 2008 2007

Training for Quality Culture Training Hazard Analysis & Critical Control Points (HACCP) Training ISO 22000:2005 Food Safety Management Syatem Training ISO 9001 : 2008 Quality Management System Managerial Essentials, Schneider Electric This training program is one of the leadership Programs targeting to provide a range of leadership skills relevant to those role Controlling Project Cost, Schneider Electric To control cost and saving cost of project in line with budget and plan Analyzing Liquidity, Schneider Electric Training to identify the business’s various cash flows properly and how management decisions are reflected in them Tailored Supply Chain, Schneider Electric Training to make understanding customer process capabilities, supply chain footprint, sales, inventory and operations planning ( SIOP ) Problem to Prevention/ 8D, Schneider Electric Quality fundamentals & Process approach training to define the root cause issue and action plan Creating value of activity, Schneider Electric To define Value Added and Non Value Added activity Electrical Risk Prevention, Schneider Electric Analyze of Change (AOC) in financial report, Schneider Electric Training for analysis financial performance by comparing YTD this year performance vs last year YTD performance Training Value Stream Mapping (VSM) as PT Schneider Electric Training practice Value Stream Mapping principles (according to Lean Enterprise Institute) at office Soft skill Leadership Training for topic “Rapid Decision” at PT Schneider Corporate Finance Management, International Batam University Financial Management, , International Batam University Costing and Transfer Price methodology Training CO Finance SAP Training, Schneider Electric Standard of Accounting and Financial Management Consignment and Vendor Management Inventory (VMI) and ASR Training Training Inventory Management skill held by PT Schneider Electric Training for Kanban System Implementation at Manufacturing held by PT Schneider Electric SAP MRP Programming at PT Schneider Electric Oracle MRP & Logistic Programming at PT Toshiba TEC Indonesia

SEMINAR ATTEND

Feb 2014 Jan 2013

Speaker and lecture for concent financial corporate Management at GICI Business School Speaker and lecture for concent financial corporate Management at STIE Bentara Persada

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PLANT OSCO CONTROLLER

Prepare monthly reports performance, quarterly report, annual operating plan, and strategic

planning. Drive company performance Indicator (KPI) at factory score card, put the reason and

action plan to meet the target setting

Work with plant manager and production department for preparation report activity and yield,

with high quality analysis and plan for take action regarding monthly achievement.

Prepare report management pack to give figure finance performance, make analysis and

collaborate action plan with related department and submit to corporate.

Manage and develop link between operations and financial performance

Responsible for internal controls at the plant for operations and finance.

Provide analysis and assist management team in making decision and in taking corrective &

preventive action

Analyze and accurately report current month’s financial results to the plant and corporate

management in accordance with corporate format and time requirements.

Conduct coordinate of the physical inventory and reported results. Investigate and explain book

to physical adjustments.

Attend weekly plant production meetings to bridge factory issue and financial impact

perspective and give advice related.

Perform weekly walkthroughs of the plant with Plant Manager and OSCO teams to discuss

production and costing issues. Review labor reporting and cost, material costs, maintenance cost,

manufacturing overhead, distribution cost, returns and inventory levels.

Manage investment propose (IP) with deeply analyze of justification propose, strategic

arguments benefit and payback period for any investment related with financial perspective

within required budget before submit to corporate to get approval.

Prepare and consolidate data for factory cost bench marking as trigger to compare data with

others entities

Chairman for project cost saving initiative (COSI) with OSCO teams to get productivity in

operational cost as part project culture of excellence.

August 2012 September 2011 February 2006 December 2005

Speaker and lecture of Class of Operational Management at GICI Business School Speaker of Seminar ”Implementation Supply Chain at Manufacturing Company” at Sebelas Maret University Participant on “ Seminar Layer Manufacture ”, Faculty of Engineering, Gadjah Mada University Head of Committee and Participant on a half day Seminar ”Aplikasi Enterprise Resource Planning (ERP) di Industri Manufaktur ”, Industrial Engineering Students Community (HMTI), Sebelas Maret University

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FINANCIAL COST CONTROL COORDINATOR FOR REGIONAL BATAM

Consolidate/manage costing for Cluster Batam (manage 3 plants) and report to regional EAJP

controller

Consolidation Consolidate Standard Cost (CSC) and Transfer Price (TP) Campaign and Analyze

of Change before final report to regional controller

Consolidate report Actual vs Standard to compare actual cost vs standard CSC between 3 plants

report to regional EAJP Costing at Singapore

Consolidate DVC Others productivity ( Indirect material, packaging and energy saving) with all

related head department

Consolidate report star product vs standard cost before final report to finance director

Consolidate data CSC OCP for Batam Plant and upload into SCOP Schneider data base.

Collaborate, coordinate and interact with internal cross functional departments to monitor and

conduct audit of inventory levels, movement and cost management efficiency

Coordinate preparation of annual Operation Plan (Forecast/Budget) prepare monthly

management report and highlight to management any significant variances

Manage and develop link between operations and financial performance

Coordinate preparation of annual Operation Plan (Forecast/Budget) prepare monthly

management report and highlight to management any significant variances.

FINANCIAL ANALYST COST CONTROL

Calculate, analysis decide hourly rate of process assembly product based on cost and assembly

time wise

Calculate product costing based on component hourly rate, Direct Variable Cost (DVC),

Manufacturing Based Cost (MBC) and others cost to define Consolidate Standard Cost ( CSC)

and Transfer Price (TP) for all selling product reference.

Collaborate with project department for calculation CSC and TP for any transfer product and

new OCP project from outside to plant and consolidate cost with BU to meet and get feasibility

cost project.

Performs budgeting and review of Capital Expenditure (CAPEX) for Quarterly Business

Review(QBR) and Operation Plan (OP) with all head

Review planning investment based on benefit cost financial analysis.

Prepares and assists in the preparation financial reports plant to Business Unit (BU)

Analyze financial plant performance of productivity and profitability,

Track financial status by comparing and analyzing plan and forecasts with actual results

Manage and develop link between operations and financial performance

Consolidate report actual cost of star product vs standard cost to see cost evolution of product

and ) and correspondence with another department for internal control to manage cost

Challenge project productivity activity with all head department to get productivity at financial

perspective

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Review Analyze of Change (AOC) to get figure comparison current financial performance vs last

year performance and action plan needed.

Collaborate with supply chain and analyze stock provision of stock material and action plan to

reduce stock provision

Lead financial review for new project to define and analyze feasibility project and Return on

Investment (ROI) based on Benefit Cost Financial Evaluation (BCFE) perspective.

Consolidate Key Performance Indicator (KPI) with all department to be present to regional entity

by monthly and quarterly basis.

Maintain an accurate fixed asset register, ensure compliance to corporate accounting/ auditing

guidelines, and conduct periodic audit of all assets

Review and Ensure All Accounting Transaction already record in proper Account according to

the local accounting standard

Cross verification of physical stock and its valuation.

Month-end activities – sales reconciliation, cost of sales reconciliation, BOM reconciliation, Non

Quality Cost and inventory adjustment analysis

Monitoring material productivity of activity negotiation and localization achievement vs plan

Consolidate data parameter to update in International Data Base (IDB), make analysis and

presentation for any change compare last year

Consolidate DVC Others productivity ( Indirect material, packaging and energy saving) with all

related head department

Collaborate, coordinate and interact with internal cross functional departments to monitor and

conduct audit of inventory levels, movement and cost management efficiency

Coordinate preparation of annual Operation Plan (Forecast/Budget), prepare monthly

management report and highlight to management any significant variances

SUPPLY CHAIN INVENTORY CONTROL

Control level of inventory to achieve at healthy stock parameter, minimize holding cost of excess

inventory and avoid shortage inventory to meet customer delivery

Leading for project selected material to implement Vendor Management Inventory (VMI) and

make agreement with supplier

Material coordinator for setup project localization material

Make logistic and term condition (LTC) agreement with supplier of Minimum Order Quantity

(MOQ) Lead Timer delivery and the liability material inventory

Measure supplier performance based on On Time Delivery (OTD), followup, coordinate and

challenge supplier to get good achievement

With team auditor, conduct audit supplier regarding supply chain and quality performance

Challenge productivity with reduce Minimum Order Quantity (MOQ), reduce lead time

delivery, incoterms, etc

Manage Days of Inventory (DIN) from raw material stock to meet KPI level

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Setup and followup transition of project material change number (MCN) to minimize scrap level

Collaborate planning with supplier to align trend demand between customer and supplier

Conduct Operational Business Review (OBR) in quarterly basis with supplier involve supply

chain, buyer, quality and purchasing to monitor current update status and action plan target for

next quarter

LOGISTIC SUPERVISOR

Ensure stock accuracy between physical and system

Coordinate for physical inventory (stock take) to get measure accurate stock

Ensure part supply to production smoothly

Ensure stock parts are availability to meet all of production schedule running smoothly

Control inventory to minimize holding cost due to excess inventory

Setting process and maintain Kanban system order as JIT process

Analyze and log purchase orders commensurate to existing stock availability

Oversee and monitor availability of stock to reduce shortages.

Negotiate and support logistics costs meant for 3rd party logistics providers

Ensure to process orders and on-time delivery by network of courier companies and warehouses.

Plan and arrange logistics required shipments.

Support simplification and standardization of processes to accelerate logistics and enhance

efficiencies.

Head team to develop, articulate and maintain logistic process documentation.

PERFORMANCE AND ACHIEVEMENT

Get Award as Best Performance Employee of the Month at 2013 for MBC

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Part of group committee Finance project to set up Kaizen CSC in Feb 2013

Problem Statement :

Currently provide product cost /CSC (Consolidated Standard Cost) once a year and it takes 65

days to complete the whole process. Apparently BU/Front office is expecting to receive the

information more frequently, especially for new projects.

Goal statement

To improve the process, and shorten the lead-time of all calculation and setup CSC from 65 days

to less than 1 month.

Analyze :

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Define Potential Improvement

Result of Improvement :

Consolidate of actual cost Star Product and collaborate with all related department (Purchasing,

Quality, Method and Supply Chain department) to have action plan to have productivity for

reduction cost of product. With the good collaboration, we have got reduction cost when done

CSC campaign 2014 with below figure star product cost :

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From above graph showing there were cost reduction in CSC 2014 vs CSC 2013

Collaborate with supply chain for improve parameter of inventory with review action plan for

reduce stock provision and improve the health stock (days of inventory)

Collaborate and do weekly meeting with Quality Department for block stock issue in order have

action plan for clearing the status to avoid any potential scrap and impact higher Non Quality

Cost (NQC) in future

Collaborate and do weekly meeting with warehouse department for project stock accuracy to

define root cause analysis discrepancy of stock material and action plan have to taken.

Below are mainly rootcause has been defined :

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At Feb’2014 make standardization of IAR template (PO manual) and standard procedure of data

fill in and work with MIS department to make available export data to Excell. The improvement

happened which is previously do manual record by excel for any request expense and

investment then now able to do automatic export from system and make easier for tracking and

report activity. The procedure then can be implemented for 3 batam plants :

Collaborate with ECC Department to transfer raw material PCBA from supplier to inhouse

(produce by internal plant) in 2014, that provide yearly saving in below (USD) :

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Successfully manage Consolidate Standard Cost (CSC) and Transfer Price (TP) for new project

OCP Sprint in November 2012 for market DC Asia and Europe

Successfully manage CSC and TP for new project OCP LXM52, Vega and ATS22 in 2013

Collaborate and manage with project team and Business Unit (BU) for transfer price new project

OCP Jialong, Jurret, RS2 Platform, Sunflower and Lexium OPAL in 2014

I declare the details resume stated to be true and complete. Sincerely Yours, Didik Dwi Suryanto