Abstract :

The oil and gas industry has become one of the most important sectors of the global economy, providing energy for transportation, industry and power generation. Indonesia is one of the world’s largest producers of oil and gas and the oil and gas industries have been operating in Indonesia for several decades, contributing to the country’s economic growth and development. PT. COPI, one of the entity in the oil and gas industry which focuses on downstream segment, plays an important role in this industry. However, to anticipate industrial competition, it requires the company to adapt and meet the minimum standards in order to remain competitive, through Continuous Improvement method which is implemented in departments, including Supply Chain Management (SCM) where, through the “Supply Chain Optimization (SCO)” approach, several obstacles are found, including Demand Management Process. This research uses the Knowledge Management (KM) approach to address the obstacles by conducting KM maturity analysis in PT. COPI’s Supply Chain division and perform analysis and evaluation of the current KM practices in order to provide recommendations for improvement. This research uses qualitative methodology to perform data collection, obtained through an interview with the head of Supply Chain Management division of PT. COPI, using Asian Productivity Organization (APO) KM assessment tool which comprises seven APO audit elements: Leadership, Process, People Technology, Knowledge Processes, Learning and Innovation, and KM Outcomes as the baseline for the interview questions. The research shows that KM maturity level of PT. COPI’s Supply Chain division sits at the fourth quadrant of the APO KM Maturity Model, which is refinement. Obstacles are identified from several audit elements of the APO KM assessment tool and marked as an area of improvement. This research provides recommendations for the identified area of improvements using the relevant KM method, which can be implemented by the company to increase their KM Maturity level, increase demand management performance and optimize Supply Chain Management process in the company.

---

Keywords :

Asian Productivity Organization, Demand Management, Knowledge Management Maturity., Knowledge Management.

---

References :

1. Ackoff, R. L. (1989). From Data to Wisdom. Journal of Applied System Analysis, 16(1), 3-9.
2. Ambrosini, V. &. (2008). Surfacing tacit sources of success. International Small Business Journal, 26(4), 403-431.
3. Becerra-Fernandez, I. (2014). Knowledge Management: Systems and Processes. United Kingdom: Taylor & Francis.
4. Bohn, R. E. (1994). Measuring and Managing Technological Knowledge. Sloan Management Review, 36(1):61.
5. Buckley, J. W. (n.d.). Research methodology and business decisions.
6. Clarke, P. &. (2000). Knowledge Management and Collaboration. PAKM.
7. Crotty, M. J. (1998). The foundations of social research: Meaning and perspective in the research process. The foundations of social research, 1-256.
8. Edwards, J. S. (2011). A process view of knowledge management: it ain’t want you do, it’s the way that you do it. Electronic journal of knowledge management, 9(4), 297-306.
9. Franco, M. &. (2007). Information technology repositories and knowledge management processes: A qualitative analysis. Vine, 37(4), 440-451.
10. Gholami, M. H.-S. (2013). Investigating the influence of knowledge management practices on organizational performance: an empirical study. Acta Polytechnica Hungarica, 10(2), 205-216.
11. Hox, J. J. (2005). Data collection, primary versus secondary.
12. (2020). The Oil and Gas Industry in Energy Transitions. Paris: IEA.
13. Ikujiro Nonaka, R. T. (2000). SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation. Long Range Planning, 33(1), 5-34.
14. Krishnaveni, R. (2008). Human Resource Development: A Researcher’s Perspective. India: Excel Books.
15. McCarthy, R. &. (2004). Knowledge management at General Electric: A technology transfer case study. 10th Americas Conference on Information Systems, Proceedings, 263. (p. 263). AMCIS.
16. McInerney, C. (2002). Knowledge Management and the dynamic nature of knowledge. Journal of the American society for Information Science and Technology, 53(12), 1009-1018.
17. Njie, B. &. (2014). Case study as a choice in qualitative methodology. Journal of Research & Method in Education, 4(3), 35-40.
18. Nonaka, I. o. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. OUP USA.
19. Randeree, E. (2006). Knowledge management: securing the future. Journal of knowledge management.
20. Raudeliūnienė, J. & Kordab (2019). Impact of knowledge oriented leadership on knowledge management processes in the Middle Eastern audit and consulting companies. Business, Management and Economics Engineering, 17(2), 248-268.
21. Sedkaoui, S. (2019). Big Data Analytics for Entrepreneurial Success. IGI Global.
22. Silva, F. F. (2018). Organizational knowledge management and sharing: A study in the Federal Direct Administration. Innovation & Management Review, 15(2), 208-227.
23. Wiig, K. M. (1999). Introducing Knowledge. Knowledge management handbook.
24. Young, R. (2020). APO Knowledge Management Facilitators’ Guide. Asian Productivity Organization.
25. Young, R. (2020). Knowledge Management: Tools and Techniques Manual. Asian Productivity Organization.