MANAGEMENT CONTROL SYSTEMS

The Analysis of Management Control System on

PT ULTRA JAYA Tbk (ULTJ)

DISUSUN OLEH :

Echicha Meila Sasikirana (C1C022173)

DOSEN PENGAMPU :

Lisa Martiah Nila P, SE, M.Si., Ak., CA

FAKULTAS EKONOMI DAN BISNIS

PROGRAM STUDI S1 AKUNTANSI

UNIVERSITAS BENGKULU

2024/2025
 Table of Contents
DOSEN PENGAMPU : ....................................................................................................... 1
PREFACE ............................................................................ Error! Bookmark not defined.
BAB 1 .............................................................................................................................. 3
INTRODUCTION ........................................................................................................... 3
1.1 Background ................................................................................................. 3
1.2 Objectives .................................................................................................... 3
1.3 Problem Formulation ................................................................................... 3
BAB 2 .............................................................................................................................. 4
DISCUSSION ............................................................................................................. 4
2.1 PROFILE..................................................................................................... 4
2.2 VISION and MISSION ................................................................................ 4
2.3 VALUES ..................................................................................................... 5
2.4 STRUCTURE .............................................................................................. 5
Control and Coordination Flow: .............................................................................. 7
2.5 RESPONSIBILITY CENTERS.................................................................... 8
2.6 PROFIT CENTERS ................................................................................... 10
2.7 MEASURING AND CONTROLLING ASSETS EMPLOYED ................. 11
2.8 STRATEGIC PLANNING ......................................................................... 12
2.9 Budget Preparation..................................................................................... 12
2.10 ANALYZING FINANCIAL PERFORMANCE REPORTS ....................... 13
2.11 PEFORMANCE MEASUREMENT .......................................................... 14
2.12 MANAGEMENT COMPENSATION ........................................................ 14
2.13 CONTROLS FOR DIFFERENTIATED STRATEGIES ............................. 14
2.14 SERVICE ORGANIZATION .................................................................... 15
BAB 3 ............................................................................................................................ 16
CLOSURE ....................................................................................................................... 16
3.1 CONCLUTION ..................................................................................................... 16
3.2 LITERATURE ....................................................................................................... 16
 BAB 1

INTRODUCTION

1.1 Background
In order to face increasing competition, a company needs a skilled manager to run its
operations efficiently and effectively. A manager is expected to make the best use of the
company's resources to achieve the highest possible profit. Maximizing profit is the
primary goal of every company.

To reach this goal, companies usually face various internal and external factors that can
impact their business, such as issues with production costs, marketing strategies, sales,
and other challenges. To overcome these problems, a manager must be able to implement
the company's strategy well and manage the responsibility centers effectively to ensure
the company's goals are met.

Therefore, an analysis is conducted on the management control system at PT Ultrajaya

Milk Industry and Trading Company Tbk. to evaluate how the company's strategy is
applied to achieve its objectives.

1.2 Objectives
a) To learn more about the vision, mission, and goals of PT Ultrajaya Milk Industry
and Trading Company Tbk.
b) To understand the strategies used by PT Ultrajaya Milk Industry and Trading
Company Tbk. to achieve its goals.
c) To analyze the management control system implemented by PT Ultrajaya Milk
Industry and Trading Company Tbk.
d) To study how the responsibility centers are managed at PT Ultrajaya Milk
Industry and Trading Company Tbk.

1.3 Problem Formulation

a) How can the vision, mission, and goals of PT Ultrajaya Milk Industry and
Trading Company Tbk. be understood?
b) How does PT Ultrajaya Milk Industry and Trading Company Tbk. apply its
strategies to achieve its objectives?
c) How can the management control system at PT Ultrajaya Milk Industry and
Trading Company Tbk. be analyzed?
d) How are the responsibility centers managed within PT Ultrajaya Milk Industry
and Trading Company Tbk.?
 BAB 2

DISCUSSION

2.1 PROFILE
PT Ultrajaya Milk Industry Tbk (ULTJ) is a leading company in Indonesia that
produces a variety of beverages and food products, especially liquid milk. Starting as a
simple household industry producing only milk, ULTJ has grown rapidly and now offers
more than 60 products, including UHT milk, fruit juices, health teas, cheese, butter,
powdered milk, and sweetened condensed milk. With a production capacity of 1 million
liters per day, ULTJ holds over 90% of the domestic liquid milk market share.

The raw materials for Ultrajaya's products come from the fertile and abundant land in the
rural areas of Bandung. The products are processed using Ultra High Temperature (UHT)
technology and packaged using an aseptic system, which ensures that the products last
longer while maintaining their quality. In addition, ULTJ applies strict quality control
through a series of laboratory tests at every production stage, from raw materials to
finished products, to ensure consumer health and safety.

ULTJ's success is not only due to the quality of its products but also its ability to respond
to the growing market demand both domestically and internationally. About 90% of its
production is sold in Indonesia, while the remaining is exported to countries in Asia,
Europe, the Middle East, the United States, and Australia. To support its wide
distribution, ULTJ has a network that includes 125,000 retail stores through 50
distributors across Indonesia. ULTJ's long-term plans also include building new factories
to increase production capacity by 80-90%, equivalent to 360-390 million liters per year.

To maintain its position in the market, ULTJ also focuses on product innovation that
aligns with consumer trends and preferences. Additionally, the company is committed to
environmental sustainability and has a corporate social responsibility (CSR) program that
supports local communities. With effective marketing strategies and a strong distribution
network, the company continues to expand its market share both domestically and
internationally.

Through this approach, PT Ultrajaya Milk Industry Tbk demonstrates its success as a
company that prioritizes quality, innovation, and long-term expansion while staying
responsive to the dynamic market needs.

2.2 VISION and MISSION

 Vision To become the best and the largest Food and Beverage industry in
Indonesia, through consistently prioritizing consumers’ satisfaction, and
highly upholding our stockholders‘ and business partners’ trusts.
 Mission To conduct business based on high sensitivity, consistently
orienting to the market and consumers, continuously maintaining
 environmental consciousness, with the end goal of optimally conducting
business to achieve value added performance to our shareholders.

2.3 VALUES
Our company’s core values are our inspiration for all behavior and activities
conducted by our people. Values such as; customer satisfaction, product quality, and
upholding business ethics form one basic guidance and symbiotic philosophy within
the company.

2.4 STRUCTURE

The Organizational Structure of PT Ultrajaya Milk Industry and Trading Company.

1. Rapat Umum Pemegang Saham (Shareholders' General Meeting)

The highest decision-making body in the organization, where major decisions
like company policies, financial reports, and electing board members are made.
2. Dewan Komisaris (Board of Commissioners)
Responsible for overseeing the management of the company and ensuring that the
operations align with shareholders' interests. They act as the governing body,
providing strategic guidance.
3. Direksi (Board of Directors)
Handles the day-to-day operations of the company and implements the strategic
decisions made by the shareholders and commissioners. The directors lead the
different functional departments and make operational decisions.
4. Komite Audit (Audit Committee)
 This committee ensures that the company’s financial statements are accurate and
that internal controls are in place to prevent fraud or inefficiencies.
5. Internal Audit
Reviews the internal controls and processes within the company, identifying any
areas of concern that may need improvement. They report to the Board of
Commissioners for accountability.

Departments Under the Direksi (Board of Directors)

1. Sekretaris Perusahaan (Corporate Secretary)

Manages corporate governance, ensuring compliance with legal regulations, and
maintaining communication between the shareholders, board of directors, and
other stakeholders.
2. Penjualan & Distribusi (Sales & Distribution)
Responsible for overseeing the sales channels, ensuring products are distributed
effectively, and managing relationships with distributors and customers.
3. Manufaktur (Manufacturing)
In charge of production, ensuring that products are manufactured efficiently,
meeting quality standards, and managing the workforce involved in production.
4. Engineering
Oversees the technical and engineering operations within the company, focusing
on maintaining machinery, improving manufacturing processes, and
implementing new technologies.
5. Personalia & Umum (Human Resources & General Affairs)
Manages recruitment, training, employee welfare, and general administrative
tasks. This department ensures that the workforce is aligned with the company’s
needs and strategic goals.
6. Pengadaan (Procurement)
Manages the sourcing and procurement of raw materials, supplies, and services
needed for production. They ensure that the company gets quality materials at the
best prices.
7. Pemasaran (Marketing)
Focuses on market research, advertising, brand management, and customer
engagement to promote the company’s products and increase market share.
8. Keuangan & Akuntansi (Finance & Accounting)
Responsible for financial management, accounting, budgeting, and financial
reporting. They ensure the financial health of the company, handling transactions
and compliance with financial regulations.
9. Informasi & Teknologi (Information & Technology)
Manages the company’s IT infrastructure, systems, and digital transformation
initiatives. Ensures that technology is used efficiently to support business
operations and growth.

Types of Structure is Functional Organization, because Based on the grouping by

functions or departments, such as Sales & Distribution, Manufacturing, Engineering,
Marketing, Finance & Accounting, etc., each department is responsible for specific
functions within the company without any grouping based on particular products or
projects.

The flow in this system is generally:

1. Board of Directors sets strategic goals.

2. Each department works to achieve those goals within their specific function.
3. Coordination and reporting are done to ensure alignment and monitor
performance.
4. Board of Commissioners oversees operations and reviews reports from the
Board of Directors.

Control and Coordination Flow:

 Each department has a head or manager responsible for the department’s

performance. Supervision is vertical, where higher-level managers oversee the
performance of lower-level staff in their respective functions. For example, the
head of the Finance department supervises financial reports and policies under
their responsibility.
 Each department head reports their results to the Board of Directors, which then
forwards the reports to the Board of Commissioners and the GMS. This creates a
clear reporting chain and ensures accountability across the company.
 Although departments work independently in their functions, they must
coordinate to achieve the company’s overall goals. Coordination is typically done
through meetings arranged by the Board of Directors to ensure all departments
are aligned.

Advantages:

 Each department has focused expertise in a specific function, allowing for

operational efficiency and deep knowledge in each area.
 Supervision and reporting are easier to manage because of the clear and
functional structure.

Disadvantages:

 Since departments are functionally separated, coordination between them can be

more difficult, especially when decisions involve more than one department.
 This organization type may be slower in responding to market changes or
customer needs because decisions are often made by higher-level, layered
management.

The following are the products produced by PT Ultrajaya Milk Industry & Trading
Company Tbk.:
 TYPES PRODUCT TRADEMARK FLAVOR
Fullcream
Coklat
Stroberi
Ultra Milk
Mokka
Karamel
Taro
Susu Cair
Vanilla
Ultra Mimi Coklat
Stroberi
Murni
Susu Sehat Coklat
Stroberi
Jeruk
Apel
Leci
Buavita
Mangga
Minuman UHT
Jambu
Sirsak
Jus Buah Jeruk
Apel
Leci
Gogo Mangga
Jambu
Anggur
Stroberi
Blackcurrant
Teh Kotak Apel
Teh Lemon
Teh Krisantium
Teh Bunga
Teh Melati
Sari Kacang Ijo Kacang Hijau
Minuman Kesehatan
Sari Asem Asli Murni Asem
Mentega Ultra Tawar
Fullcream
Makanan Ultra Milk
Kental Manis Coklat
Cap Sapi Creamer
Lain-Lain Teh Celup Teh Kotak Teh Melati
Teh Hitam

2.5 RESPONSIBILITY CENTERS

 COST CENTERS
Cost Centers are parts of the company that focus on operational efficiency without
directly generating revenue. At PT Ultrajaya, examples of Cost Centers include:

A. Environmental Management : This department handles activities related to

managing the environmental impact of the company's operations, such as
reducing greenhouse gas emissions, managing waste, and conserving water.
While it doesn’t generate revenue, this department is essential for ensuring that
PT Ultrajaya meets sustainability standards and regulations. Good management
 here can also reduce long-term operational costs, such as saving energy and
minimizing waste.
B. Employee Training : This department focuses on improving employee skills
through training in areas like health, safety, and technical abilities. Although it
does not generate revenue, training is crucial to enhance productivity and work
quality, ultimately supporting the company's overall efficiency and performance.

These Cost Centers help PT Ultrajaya maintain operational efficiency and uphold quality
and sustainability standards, even though they don’t contribute directly to revenue.

 REVENUE CENTERS
Revenue Centers are parts of the company that focus on generating sales or income
without directly considering costs. At PT Ultrajaya, Revenue Centers include:

A. Domestic Sales and Distribution : This area manages PT Ultrajaya's product

sales in Indonesia through various channels, such as modern retailers
(supermarkets, hypermarkets, mini markets), traditional retailers (small stores),
and distributors. In Java, products are sold directly through PT Nikos Distribution
Indonesia (NDI), a subsidiary where PT Ultrajaya owns 70% of the shares.
Outside Java, the company works with around 50 distributors to make its
products available across the country.
B. Export Sales : PT Ultrajaya also exports its products to countries like Australia,
Cambodia, Nigeria, Saudi Arabia, South Korea, and the United States. Export
revenue helps diversify the company’s market and reduce dependency on
domestic sales.

These Revenue Centers aim to expand the market and increase sales volume without
directly considering the production or distribution costs.

 PRFIT CENTERS
Profit Centers are business units that generate both revenue and incur costs, making it
possible to measure their profitability. At PT Ultrajaya, Profit Centers include various
product divisions, such as:

A. UHT Milk Product Division : UHT milk is the company's main product and the
largest contributor to revenue, generating 7.55 trillion IDR in 2022.
B. UHT Tea and Health Drinks Division : In addition to UHT milk, PT Ultrajaya
offers UHT tea and health drinks, which also contribute significantly to revenue.
These products are processed with high technology to ensure quality and safety.
C. Food Product Division (Milk Powder and Sweetened Condensed Milk) :
Although smaller than the beverages, the food division also contributes to
revenue and has potential for further growth.

These Profit Centers allow PT Ultrajaya to analyze costs and revenues for each product
division, helping the company decide which divisions are most profitable and worth
further investment.
  INVESTMENT CENTERS
Investment Centers are strategic business units responsible for managing large
investments that are expected to provide long-term benefits. At PT Ultrajaya, an example
of an Investment Center is:

A. New Production Facility in Cikarang : PT Ultrajaya allocated 1.2 trillion IDR

to build a new, modern, and automated production facility in the MM2100
industrial area in Cikarang. This large investment is expected to increase
production capacity, reduce long-term production costs, and support business
growth. As an Investment Center, this facility's performance is measured not only
by the revenue it generates but also by the return on investment (ROI) that it is
expected to achieve in the coming years.

These Investment Centers allow the company to manage significant investments needed
for long-term growth and improve competitiveness in the market.

2.6 PROFIT CENTERS

PT Ultrajaya include product divisions that directly contribute to revenue and profit.
These centers allow PT Ultrajaya to evaluate the profitability of each product division,
which helps in strategic decision-making about resource allocation, investment, or
potential restructuring. Here’s a more detailed look at each Profit Center:

 UHT Beverage Segment

A. Revenue Contribution : This segment is PT Ultrajaya's largest revenue
source, contributing 7.55 trillion IDR in 2022. It represents the bulk of
the company’s revenue, showcasing the strong consumer demand and
market positioning of UHT products.
B. Profit Analysis : Due to high sales volumes and efficient production
processes using Ultra High Temperature (UHT) technology, this segment
can maintain a favorable profit margin. UHT technology helps to ensure
product safety and long shelf life without preservatives, a significant
factor in consumer appeal and cost efficiency.
C. Strategic Importance : Given its contribution to overall revenue, the
UHT Beverage segment is a priority for PT Ultrajaya’s growth and
profitability strategy. Investments in quality control, efficient packaging
(such as using Tetra Pak aseptic packaging), and expanding distribution
networks are likely centered around supporting this segment to maintain
and grow its market share.

 FOOD SEGMENT
A. Main Products : The Food segment primarily includes products like
milk powder and sweetened condensed milk.
B. Revenue Contribution : Although smaller than the UHT Beverage
segment, the Food segment still provides an essential contribution to
 overall revenue, especially since these products cater to a stable demand
for milk-based products.
C. Profit Analysis : The profitability of the Food segment depends on
factors like production costs, pricing strategies, and distribution
efficiency. Given that food products may have lower profit margins than
beverages, especially if they are less perishable, the cost structure in this
segment requires careful management. For example, products like milk
powder might have lower distribution costs due to their non-perishable
nature, while condensed milk could have different storage requirements.
D. Strategic Importance : While not the largest contributor to revenue, the
Food segment offers diversification, allowing PT Ultrajaya to balance its
portfolio and reduce reliance on UHT beverages alone. This segment
may also serve markets or consumers with specific needs, like areas with
limited access to refrigeration, where powdered or condensed products
are more practical.

 Profitability Evaluation and Strategic Focus

A. Division-by-Division Profitability Analysis : Each division within these
segments is evaluated based on revenue, costs, and profit margins. PT Ultrajaya
assesses the profitability of individual product lines (like UHT milk, UHT tea,
milk powder, etc.), helping the company identify which products yield the
highest returns and which may need adjustments or improvements.
B. Focus on High-Profit Products : By identifying the most profitable products,
PT Ultrajaya can prioritize resources, marketing efforts, and innovation in these
areas. For instance, if UHT milk is the top-performing product, further
investments could be directed toward expanding this line, improving packaging,
or enhancing marketing efforts.
C. Potential Restructuring or Investment in Underperforming Products : For
products or divisions with lower profitability, PT Ultrajaya has the option to
restructure, optimize production processes, or implement cost-cutting measures.
Alternatively, the company might explore product innovation or targeted
marketing to boost these products’ market appeal.

The Profit Centers at PT Ultrajaya allow for a detailed look at each segment's financial
performance. This segmentation helps the company maintain a balanced portfolio,
optimize resource allocation, and ensure sustainable growth.

2.7 MEASURING AND CONTROLLING ASSETS EMPLOYED

PT Ultrajaya manages and controls its assets by investing in primary production
assets. A key example is the construction of a new production facility in the Cikarang
industrial area with a budget of IDR 1.2 trillion. This new plant is designed to increase
production capacity and operational efficiency, using modern technology to support the
company’s growth. This investment demonstrates long-term asset control focusing on
quality and capacity improvement, as well as effective operational cost management to
maintain competitiveness.
2.8 STRATEGIC PLANNING
1. Planning Process
 Market Evaluation : PT Ultrajaya can start its strategic planning by assessing
trends in the UHT beverage market and changes in consumer preferences. Given
the growth in the transportation and information sectors, the company should
focus on digital marketing and wider distribution.
 External and Internal Environment Analysis : External risk factors like global
economic uncertainties and currency fluctuations should also be monitored. PT
Ultrajaya could create a dedicated team to monitor these developments and
prepare risk mitigation plans.
2. Long-Term Budgeting
 Infrastructure Development : The plan to build a warehouse and factory in the
MM2100 Cibitung area will require a long-term budget allocation, including
investments to increase production capacity and distribution technology.
 Product Innovation : The company could allocate funds for research and
development (R&D) to create innovative products aligned with consumer trends,
such as health-focused or functional beverages.
3. Distribution Strategy and Market Expansion
 National Distribution and E-commerce: Strengthen the existing distribution
network in Java and other islands, while increasing market reach through e-
commerce platforms. This will help expand consu

2.9 Budget Preparation

Several elements related to budget preparation based on resource allocation and the
company's strategic plan:

 Capital Expenditure Allocation

In 2023, PT Ultrajaya allocated a capital expenditure budget of IDR 385 billion
to speed up the completion of a warehouse, distribution center, and factory in the
MM2100 industrial area. The funding for this capital expenditure comes from the
company’s operational cash flow.
This shows that PT Ultrajaya has engaged in long-term budget planning that
takes into account operational needs and infrastructure development to support
wider production capacity and distribution.
 Sustainable Investment Plan
PT Ultrajaya’s board emphasizes the importance of sustainable investments to
improve operational efficiency. This plan indicates a budget allocation for
various initiatives, including optimizing the distribution platform and developing
new products with advanced production technology.
This shows that the company has allocated a budget for innovation and
production efficiency, as part of its strategy to strengthen competitiveness in the
market.
  Employee Training and Development Budget
PT Ultrajaya also has an annual budget for employee education and training
programs. These programs are implemented to enhance employee skills and
professionalism through both internal and external training. The training covers
aspects of safety, health, and environmental responsibility, which are relevant to
each department’s needs.
This budget allocation supports the company’s strategy to ensure that employees
have the necessary skills to support sustainable company growth.

2.10 ANALYZING FINANCIAL PERFORMANCE REPORTS

1. Revenue and Profitability
 Net Revenue : PT Ultrajaya’s net revenue in 2023 reached IDR 8.3 trillion, up
8.4% from IDR 7.6 trillion in 2022. Most of the sales came from beverage
products (99%), with the remaining 1% from food products.
 Gross Profit : Gross profit increased to IDR 2.69 trillion with a gross margin of
32.4%, an improvement from 32.1% in the previous year. This growth reflects
the company’s success in managing production costs and optimizing raw material
purchasing strategies.
 Net Profit : Net profit rose 23% to IDR 1,186 billion, compared to IDR 965
billion in 2022. This growth shows the company’s effectiveness in controlling
costs and maximizing operating revenue.
2. Capital Structure and Financial Health
 Assets and Equity : The company’s total assets reached IDR 7.52 trillion, with
equity of IDR 6.69 trillion, indicating a strong financial position with an equity-
to-asset ratio of 89%.
 Liabilities : PT Ultrajaya reduced total liabilities from IDR 1.55 trillion in 2022
to IDR 836 billion in 2023, strengthening the company’s solvency. With a total
liabilities-to-equity ratio of 12.5%, the company has low leverage and low
dependence on debt.
3. Operational Efficiency
 Operating Profit Ratio : The operating profit ratio to net sales is 17.7%, showing
the company’s ability to generate profit from its core operations. This efficiency
is due to strong control over operational costs, with total operating profit recorded
at IDR 1.47 trillion.
 EBITDA and Operating Cash Flow : EBITDA reached IDR 1,646 billion, up
13% from the previous year. Operating cash flow was positive at IDR 1.4 trillion,
showing strong cash stability, sufficient to fund operational activities and
obligations like the Medium Term Note (MTN).
4. Key Financial Ratios
 Current Ratio : PT Ultrajaya’s current ratio was 618.4%, indicating the
company’s ability to cover its short-term liabilities more than six times over,
reflecting very strong liquidity.
  Interest Coverage Ratio : With an interest coverage ratio of 30.7 times, the
company has more than adequate capacity to cover interest expenses, indicating
healthy debt management.
 Debt to Equity Ratio : The debt-to-equity ratio is only 12.5%, which is very low,
indicating that the company relies more on equity than debt to finance its assets.
5. Growth Analysis and Outlook
 Growth Prospects : The increase in net revenue and net profit reflects successful
growth strategies. With new infrastructure projects in the MM2100 Cibitung
industrial area and ongoing investments in digitalization and production
technology, the company is expected to continue experiencing positive financial
growth.
 Product Innovation and Market Expansion : The company is focused on
developing new, innovative products and expanding its national and international
distribution reach, which can support long-term revenue growth.

2.11 PEFORMANCE MEASUREMENT

PT Ultrajaya uses several key performance indicators, including operating profit,
EBITDA, and net profit margin, as primary indicators of financial performance. In 2023,
the company recorded a net profit of IDR 1,186 billion, up 23% from the previous year,
and EBITDA reached IDR 1,646 billion (20% of sales). These measures are used to
evaluate the effectiveness of operational and marketing strategies aimed at driving
profitability. The Board of Directors and Board of Commissioners actively monitor
performance, providing guidance and recommendations to consistently improve
achievement of performance targets.

2.12 MANAGEMENT COMPENSATION

Compensation for the Board of Directors and Commissioners is set by the Board of
Commissioners based on decisions made at the General Meeting of Shareholders (GMS).
The Board of Commissioners has the authority to set salaries and allowances, with total
compensation not exceeding 50% of what the Directors receive. This policy aims to
maintain satisfaction and motivation of top executives in achieving company goals while
ensuring compliance with good governance principles. The Board of Commissioners
evaluates the Directors' performance and provides incentives aligned with the
achievement of targets and effectiveness in managing the company.

2.13 CONTROLS FOR DIFFERENTIATED STRATEGIES

PT Ultrajaya implements control strategies that support differentiation through
expanding its distribution network, investing in advanced production technology, and
product innovation. This strategy is evident in plans to build new production facilities in
the MM2100 Cibitung industrial area, as well as a focus on innovative products that
support the company’s competitiveness. These efforts aim to enhance supply chain
efficiency and strengthen market share through product innovation and distribution
optimization. The Board of Directors continuously monitors raw material availability and
production capacity to support expansion strategies and ensures product supply continuity
through automated production systems and strict quality control.

2.14 SERVICE ORGANIZATION

PT Ultrajaya collaborates with various subsidiaries and associates, such as PT Ultra
Sumatera Dairy Farm and PT Menara Ultra Indonesia, to support the supply chain and
distribution. The company also partners with PT Ito-En Ultrajaya Wholesale to distribute
Teh Kotak products in international markets. These partnerships help sustain the supply
chain, strengthen distribution, and increase international market presence. Through
managing operations of associate entities and distribution partnerships, PT Ultrajaya
expands product reach and maintains supply efficiency in line with the company’s
strategic objectives.
 BAB 3
CLOSURE
3.1 CONCLUTION

This analysis shows that PT Ultrajaya Milk Industry Tbk.'s management control
system effectively achieves its main goals of ensuring optimal resource use to support
profitability and sustainable growth. With a functional organizational structure, this
system enables the company to control costs through Cost Centers, increase revenue
through Revenue Centers, and maximize profit and investment efficiency through
Profit and Investment Centers.

PT Ultrajaya's success in increasing revenue and profit, supported by strict cost control
and long-term investments, demonstrates that the company's management control system
aligns with its strategic goals: maintaining financial stability, strengthening
competitiveness, and sustaining its market position. Thus, this system plays an essential
role in ensuring operational alignment with the company’s vision to continue growing
sustainably and adapting to market changes.

3.2 LITERATURE

PT ULTRA JAYA Tbk, laporan tahunan 2023 website