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Interview
Mr Stefanus Kotjo -
Managing Director, PT APAC INTI CORPORA
With over 15 years of experience in textile industry, PT APAC INTI CORPORA (APACINTI) has been transformed into a giant textile manufacturer with the biggest weaving and spinning factory in the world in single location.
Situated on a strategic and advantageous place in Central Java-Indonesia, it occupies an ideal location Bawen at Semarang city that assembles intensive labours for 11000 local people.
Powered by state of art infrastructure, sophisticated and integrated machinery, APACINTI widely produces 3 key products: Yarn, Greige Fabric and Denim.
The Company delivers 90 per cent of its massive and world class quality products to international market encompassing over 70 countries in 5 continents in the world, and rest 10 per cent to domestic market.
61 years old, Mr Stefanus Rijanto Kotjo, a graduate of 1967 batch in Business Administration from the Free University - West Berlin, is the Managing Director of APACINTI.
His very first professional calling was for a Purchasing Manager at Hoechst – Indonesia, in the same year of his graduation. In 1977, Mr Kotjo joined post of General Manager at Bayer Pharmaceuticals and Agrochemicals, Indonesia. Having worked there untill 1984, he was appointed Senior Marketing Manager at Salim Group, Indonesia, where, in a year he was entrusted responsibilities and powers of CEO and Head of Consumer Product Division and Management Committee of the Group. In 1992, Mr Kotjo had been Commissioner for Yakult – Indonesia, President Director - PT Indomiwon, and Director for Salim Group. Mr Kotjo joined APACINTI in 1995.
Conversing exclusively with Face2Face team, Mr Stefanus Kotjo highlights the transition textile industry has gone during past decade and the challenges that fabric producers face in present times.
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| fibre2fashion: |
How has the accumulated experience for past 15 years in textile industry been for PT APAC INTI CORPORA Group? Can you please highlight the major changes in textile industry you may have noticed?
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Mr Stefanus Kotjo |
The major changes in textile industry for past 15 years are;
-Lead time is getting narrow
-Spot business
-Price pressure due to too many players in the market and the power of Big Retailers
-Reduced role of middlemen
-Quality level demanded by Customers is getting higher
-Denim become Fashion. Basic products are no more profitable, hence pushing the Manufacturers to invest the new technologies in order to add value to the product
-Emergence of China as an important global player
-Shift of production base from developed countries to the developing countries
-Dismantling of quota regime, enabling the Buyers to source the fabrics and finished products in one country or location
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| fibre2fashion: |
In this giant Global textile market, how has APACINTI positioned itself domestically as well as internationally?
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Mr Stefanus Kotjo |
In this giant Global textile market, APACINTI has positioned itself domestically as well as internationally by realising the importance of;
Vertically integrated operation for one stop shop
Product development to maintain leadership position
Technology up-gradation to remain ahead of competition
Importance of huge local market merely reducing the dependence on the export market to a substantial degree
Participation in trade shows to continuously gather market / product information and to make new connections.
To work with the Buying Houses of the major brands.
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| fibre2fashion: |
To your company’s success recipe, what all constitute as crucial ingredients?
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Mr Stefanus Kotjo |
The crucial ingredients of our company’s success recipe are very much in line with the above points. These are basically:
-Giving the utmost importance to the human factor in the operations
-Working in a positive environment where the ideas are appreciated
-Team building and team work
-Keeping abreast with the technological advancements and developing the will to adapt these to our systems
-Maintaining a complete focus on the core business
-Implementing cost cutting measures and working towards a lean and effective organization structure
-Building a strategic partnership relation with Customers & Suppliers
-Offering Customers a complete range of product packages due to our vertical integrated set up of operations
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