Ekaristi, Rr. Aria Prita (2026) Transformasi Digital dalam Enterprise Asset Management (EAM): Studi Kasus Migrasi SAP ECC ke S/4HANA di Divisi Operations Maintenance pada Industri Pertambangan. Masters thesis, Institut Teknologi Sepuluh Nopember.
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Abstract
Migrasi SAP ECC ke S/4HANA di Divisi Operations Maintenance PT. XYZ menjadi keharusan menjelang berakhirnya dukungan mainstream SAP ECC pada akhir 2027. Penelitian ini mendiagnosis kesiapan organisasi dengan mengintegrasikan Model ADKAR (Awareness, Desire, Knowledge, Ability, dan Reinforcement) dan Critical Success Factors (CSF) melalui studi kasus pada fase persiapan implementasi, dengan data dari 14 informan lintas tiga lapisan organisasi melalui wawancara mendalam, Focus Group Discussion, observasi, dan analisis dokumen. Skor agregat tergolong tinggi (4,13/5), namun mengaburkan kesenjangan yang tajam (strategis 4,65; taktis-operasional 4,17; supervisor lapangan 3,36). Ditemukan dua fenomena, knowledge cliff dan ability cliff, berupa jurang skor antara tim taktis-operasional dan supervisor lapangan pada Knowledge (4,38 vs. 1,78) dan Ability (4,14 vs. 2,22), sehingga Knowledge (3,88) menjadi dimensi terendah. Diagnosis individu mengidentifikasi tujuh barrier points dan tujuh kandidat change champion lintas level, sementara analisis CSF (rata-rata strategis 4,38) menunjukkan karakter enabler-barrier dominan ganda, dengan Reward & Recognition (3,00), KPI (3,50), dan cakupan pelatihan sebagai prioritas perbaikan. Integrasi temuan mengungkap dua kesenjangan: alignment gap 0,76 poin pada Reinforcement antara rancangan strategis dan praktik di lapangan, serta penetration gap 2,60 dan 2,53 poin pada Knowledge dan Ability yang menandakan pelatihan belum menjangkau supervisor di lapangan. Berdasarkan diagnosis ini, disusun Change Management Roadmap tiga fase dengan enam prioritas intervensi yang menargetkan penutupan cliff, pemulihan Reinforcement, dan aktivasi change champion. Kontribusi penelitian mencakup dimensi teoritis (integrasi ADKAR-CSF dan posisi supervisor lapangan sebagai upstream-enabler), metodologis (rubrik ADKAR tervalidasi), praktis (roadmap siap eksekusi), dan kontekstual bagi literatur transformasi digital di industri asset-intensive Indonesia.
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The migration from SAP ECC to S/4HANA in the Operations Maintenance Division of PT. XYZ has become unavoidable as SAP ECC mainstream support ends in late 2027. This study diagnoses organizational readiness by integrating the ADKAR Model (Awareness, Desire, Knowledge, Ability, and Reinforcement) and Critical Success Factors (CSF) through a case study during the implementation preparation phase, drawing on data from 14 informants across three organizational layers gathered via in-depth interviews, Focus Group Discussions, observation, and document analysis. The aggregate score is high (4.13/5) yet conceals sharp disparities (strategic: 4.65; tactical-operational: 4.17; field supervisor: 3.36). Two phenomena emerge: a knowledge cliff and an ability cliff, with score gaps between the tactical-operational team and field supervisors on Knowledge (4.38 vs. 1.78) and Ability (4.14 vs. 2.22), making Knowledge (3.88) the lowest dimension. Individual-level diagnosis identifies seven barrier points and seven change champion candidates across levels, while the CSF analysis (strategic mean 4.38) reveals predominantly dual enabler-barrier characteristics, with Reward & Recognition (3.00), KPI (3.50), and training coverage as priorities for improvement. Integrating the findings reveals two gaps: an alignment gap of 0.76 points on Reinforcement between strategic design and field practice, and penetration gaps of 2.60 and 2.53 points on Knowledge and Ability, indicating that training has not yet reached field supervisors. Building on this diagnosis, a three-phase Change Management is formulated with six intervention priorities targeting the closure of the cliffs, the restoration of Reinforcement, and the activation of change champions. The study contributes theoretically (ADKAR-CSF integration and the positioning of field supervisors as upstream-enablers), methodologically (a validated ADKAR rubric), practically (a ready-to-execute roadmap), and contextually to the literature on digital transformation in Indonesia’s asset-intensive industries.
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