Back Office Suite Optimization Strategy in Acceleration of Procurement of Goods and Services in RSUD LEUWILIANG BOGOR

Background: The duration of the fund disbursement process to providers at RSUD Leuwiliang, measured from the date of the Work Handover Report (BAST) to the issuance of the Fund Disbursement Work Order (SP2D), currently exceeds the standard 30-calendar-day period. Efforts have been made to expedite the payment process through the implementation of an innovative back-office suite; however, these efforts have not yet achieved optimal success and require further evaluation and optimization. Objectives: The objective of this research is to examine the goods and services procurement process through the back-office suite and to develop strategies for its optimization, particularly in accelerating the procurement process at RSUD Leuwiliang Bogor. Method: This study adopts a qualitative approach, with data collected through interviews, observations, and documentation. The data is then analyzed qualitatively using the e-government framework, which emphasizes effectiveness, efficiency, transparency, and accountability. Results/Findings: The study found that the procurement process through the back-office suite is highly effective in ensuring data consistency from upstream to downstream stages of the procurement process. Monitoring and evaluation are regularly updated, but the time required for fund disbursement to providers remains lengthy. This delay is attributed to the continued use of printed documents and manual signatures, and the fact that the procurement process is still managed manually by users. Additionally, providers do not automatically receive updates on the status of procurement. Recommended Strategies: Key strategies for improvement include centralizing the selection process in the UPBJ (Procurement Service Unit), implementing paperless SPJ (Financial Accountability Statement) documents with electronic signatures, and ensuring that goods and services providers receive timely information about the procurement process.

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Publication Details

Journal
KnE Social Sciences
Published
2025-07-21
DOI
https://doi.org/10.18502/kss.v10i16.19170
Primary Topic
Decision Support System Applications
Type
article
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article

Back Office Suite Optimization Strategy in Acceleration of Procurement of Goods and Services in RSUD LEUWILIANG BOGOR

Slamet Asruhi
KnE Social Sciences
Decision Support System Applications
article

Back Office Suite Optimization Strategy in Acceleration of Procurement of Goods and Services in RSUD LEUWILIANG BOGOR

Slamet Asruhi
article en

Abstract

Background: The duration of the fund disbursement process to providers at RSUD Leuwiliang, measured from the date of the Work Handover Report (BAST) to the issuance of the Fund Disbursement Work Order (SP2D), currently exceeds the standard 30-calendar-day period. Efforts have been made to expedite the payment process through the implementation of an innovative back-office suite; however, these efforts have not yet achieved optimal success and require further evaluation and optimization. Objectives: The objective of this research is to examine the goods and services procurement process through the back-office suite and to develop strategies for its optimization, particularly in accelerating the procurement process at RSUD Leuwiliang Bogor. Method: This study adopts a qualitative approach, with data collected through interviews, observations, and documentation. The data is then analyzed qualitatively using the e-government framework, which emphasizes effectiveness, efficiency, transparency, and accountability. Results/Findings: The study found that the procurement process through the back-office suite is highly effective in ensuring data consistency from upstream to downstream stages of the procurement process. Monitoring and evaluation are regularly updated, but the time required for fund disbursement to providers remains lengthy. This delay is attributed to the continued use of printed documents and manual signatures, and the fact that the procurement process is still managed manually by users. Additionally, providers do not automatically receive updates on the status of procurement. Recommended Strategies: Key strategies for improvement include centralizing the selection process in the UPBJ (Procurement Service Unit), implementing paperless SPJ (Financial Accountability Statement) documents with electronic signatures, and ensuring that goods and services providers receive timely information about the procurement process.

KnE Social SciencesVol. 10(16)
Openalex Percentile: Top 70%
Decision Support System Applications
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Back Office Suite Optimization Strategy in Acceleration of Procurement of Goods and Services in RSUD LEUWILIANG BOGOR — Slamet Asruhi · KnE Social Sciences (2025) | TGRS Research Map | TGRS