KKY Briefing — English Speech Script¶
Kabin Su | China IT Head
June 23, 2026 · 11:00-12:00 WIB
Slide 1 — Title¶
Good morning everyone. I'm Kabin Su, IT Head for Golden Agri China. This is a quick update on China IT — our setup, our two major initiatives, and where we need support.
Slide 2 — IT Update / Intro¶
Let me walk you through where China IT stands today.
Slide 3 — China at a Glance¶
China is two businesses in one country.
Food — FMCG. 15 companies, 6 factories. Instant noodles, beverages, snacks. 5 factories run outsourced IT, only 2 days a week. We also manage HCM payroll for Food.
Agri — Agriculture. 9 companies, 1 plant and 1 port. Port and warehouse operations. Trading side handles soybean and palm. Non-trading covers cooking oils and Marsho shortening.
Each BU has its own systems running in China, supported by local IT: — Food uses TPM from Fenxiang and SFA (migrating from Qingce to Fenxiang). — Agri runs the weighbridge system and a separate local payroll.
Across China we share a file server, an AD domain, and all the corporate systems: SAP, TPM, KUBE, Openlink, CxC, HCM, Workday, GRC, MDG, and AM.
By the numbers: 1,600 employees, 700+ IT assets, a 6-person HQ IT team — 3 infra, 3 app — and 70+ sales offices across the country.
Application landscape — our systems split into two layers. Central / HQ-managed — shared across regions: S/4HANA, GRC, MDG follow the global template. Workday, KUBE-OA, HCM — HQ-managed, China is a user. China-local — managed by my team: TPM and SFA — China-specific, no global equivalent. Weighbridge — unique to China. Agri payroll — local regulatory. Simple rule: if it's global, follow HQ. If it's China-specific, we build and run it ourselves.
(Pause to let them absorb the scale.)
Slide 4 — IT Setup 2/3: Infrastructure / Network Topology¶
(Point to the network diagram.)
This is our Shanghai RHQ — the hub for China IT. We have dual FortiGate-601E firewalls in active-active cluster, with two redundant 100-meg ISP connections.
From RHQ, a China Mobile MPLS network connects 6 factories: — XinHua, Ningbo, XianYang, ShaoGuan, DongE, and FuXin. Each factory has a 2-meg MPLS link back to RHQ.
Silverpeak provides the WAN optimization and SD-WAN connection between RHQ and Jakarta — that's our cross-border link.
Inside RHQ, we have three main network segments: — Server VLAN — hosting OA, AD, and file services — Wired network for office staff — Wireless network, managed by Cisco controllers with 9 access points And a dedicated segment for video conference devices.
For our 70+ sales offices — they connect through VPN. They have no fixed IP addresses, so VPN is the only option.
(Keep it brief — let the diagram speak.)
Slide 5 — Major Initiative 1/2: S/4HANA & ACM¶
Now let me talk about our top priority — and frankly, our only focus right now.
S/4HANA Upgrade. It covers both Food and Agri. We have real-time interfaces between TPM and S4 — sales orders, PR, PGI, PGR, and master data. We're also integrating the weighbridge — order sync, queue management, and loading. We're in the deployment phase now, working cross-border with the Tenthpin consultant team. SCOA cleanup is in progress.
ACM — the new module. This is brand new, building from scratch. It has a heavy Chinese-language requirement — blueprint, configuration, and testing all need Chinese-speaking resources. Running in parallel with the S4 core.
Team allocation: 2 app, 3 infra, and myself covering PM, reporting, coordination, and application support. That's 6 people — full HQ IT focus. The integration complexity is high: TPM, S4, Weighbridge, ACM — four systems talking through PI/PO middleware and real-time APIs.
(Emphasize the last line — it shows how lean the team is.)
Slide 6 — Major Initiative 2/2: AI Readiness¶
On AI — we're following the group direction. Not inventing.
We're reviewing what AI tools and platforms the group already has, and evaluating how they apply in China's context. We plan to pilot in selected scenarios — knowledge management and reporting.
We're identifying what's already in place, assessing China-specific needs — language and regulatory — and planning a phased adoption. No reinvention. We want to leverage central investment and localize execution.
Next steps: Map the group AI tool inventory, assess feasibility for China operations — S4, TPM, reporting — and then propose a pilot scope and timeline to central.
The goal is simple: adopt, don't invent. Align with group standards.
Slide 7 — Support Required¶
Finally, I need to flag a few things.
Risks: — SD is a single point of risk. The template itself is fine, but it connects ACM, TPM, TNL, Weighbridge, and real-time interfaces across two industries. One person is holding a lot. — ACM is starting from zero with heavy Chinese-language dependency.
One alignment item: We'd like to extend group AI tools to cover China's legal requirements and BPC reporting.
One request: Enable Workday mobile access for China users. This is critical for 500+ sales staff who are always on the road.
(Pause.)
China IT's role is to stay aligned with HQ, and to fill the gaps locally.
We cover 2 business units with a 6-person team and zero extra budget — but we're delivering.
Slide 8 — Thank You¶
Thank you. Happy to take any questions.