AAM 2026 National Meeting for KSL, KSA, and QS: Three Pillars of AAM Branches Strengthen Synergy for Sustainable High Performance

PT Anugrah Argon Medica (AAM) strengthened branch synergy and operational readiness through the 2026 National Work Meeting (Rakernas) for Logistics Section Heads (KSL), Administration Section Heads (KSA), and Quality Supervisors (QS), held from August 5–8, 2026.

Carrying the theme “Move as One, Win Together: Synergy in Execution for Sustainable High Performance,” the event brought together 116 participants from AAM branches across Indonesia to align strategies, strengthen cross-functional collaboration, and build a shared commitment to addressing the challenges and priorities of the second half of 2026.

The program began on August 5, 2026, at the AAM Head Office (HO) at Titan Center, with strategic direction from AAM’s Board of Directors, followed by a sharing session with Mr. Kirwanto, S.Farm., Apt., Head of the Working Team for the Supervision of Pharmaceutical, Narcotic, Psychotropic, and Precursor Distribution Facilities at the Indonesian Food and Drug Authority (BPOM RI).

From August 6–8, 2026, the program continued with a visit to AAM’s National Distribution Center in the Jababeka Industrial Estate, followed by sessions at Green Forest Bandung, featuring guidance and insights from the Supply Chain, Finance, and Quality Departments, as well as the Regional Operations Managers.

In her opening remarks, PT Anugrah Argon Medica President Director Mrs. Juliwaty expressed her appreciation for the contributions of the entire team to AAM’s performance in the first half of 2026. Overall, AAM’s performance during the first half of the year was positive.

Several departmental initiatives were also successfully implemented, including E-Invoice and E-Sign, the strengthening of Supply Chain processes, and enhanced collaboration with BPOM, Quality of Sales, ISO Multisite, and CDAKB (Good Distribution Practices for Medical Devices) across all branches.

These achievements provide a strong foundation for AAM to identify areas for improvement and drive stronger performance in the second half of the year.

“Use this 2026 national meeting as an opportunity to decide what we can accomplish in the next semester, while also getting to know colleagues from other branches. Some of them have only joined us within the past one to three years,” said Mrs. Juliwaty.

Meanwhile, Mr. Kirwanto delivered a session on the implementation of Good Distribution Practices for Pharmaceuticals, as part of efforts to prevent irregularities in the distribution of pharmaceutical products at distribution facilities. He also shared the results of BPOM’s supervision of AAM in 2026.

The session reinforced participants’ understanding of the importance of applying CDOB standards throughout every stage of pharmaceutical and/or pharmaceutical raw material procurement, storage, and distribution.

“Compared with other pharmaceutical wholesalers, thankfully, AAM has the fewest red flags,” Mr. Kirwanto explained.

Mr. Kirwanto also recognized AAM’s E-Invoice digital innovation. “One of the areas being strengthened under CDOB is digitalization, which we strongly encourage. We hope that processes will become fully digitalized, while also improving business efficiency and effectiveness. Digital systems enable activities to be monitored centrally and make evaluations and cross-checks faster and easier. In Indonesia, I acknowledge that AAM is certainly one of the leading pharmaceutical wholesalers when it comes to innovation,” he added.

Building a Growth Mindset for Sustainable Performance

Beyond achieving business targets, Mrs. Juliwaty emphasized the importance of branch leaders developing the right mindset as a critical part of preparing their teams to face continuously evolving challenges.

Through a growth mindset, every challenge is viewed as an opportunity to learn and grow. Capabilities are not fixed; rather, they can continuously be developed through effort, learning, openness to feedback, and the courage to explore new approaches.

This spirit was also reflected in the “Learn, Unlearn, Relearn” concept, which formed part of the participants’ development program. Amid rapid technological changes, digitalization, and increasingly dynamic business demands, the ability to continuously update knowledge and let go of outdated ways of working has become increasingly important.

Deepening Strategy, Strengthening Execution

Following the Board of Directors’ strategic direction and the regulator’s perspective on the first day, the National Meeting continued at Green Forest Bandung. During this session, participants received more in-depth insights from the Supply Chain, Finance, and Quality Departments, along with guidance from the Regional Operations Managers.

The sessions were designed to ensure that participants not only understood the company’s targets and strategies, but also knew how to translate those strategies into concrete actions at their respective branches.

From the supply chain perspective, discussions focused on strengthening logistics operations and service levels, including working capital and inventory management, warehouse and transportation efficiency, order management, and fulfillment performance. Meanwhile, the finance department provided deeper insights into the financial aspects that require close attention in branch management. One of the key priorities was maintaining healthy cash flow and collection performance, particularly amid persistently high funding costs.

From the quality perspective, participants were encouraged to strengthen their understanding that compliance is not merely an obligation, but a fundamental pillar of operational excellence. The sessions covered regulatory and supervisory developments, stronger collaboration with BPOM, process digitalization, and customer qualification.

The discussions across these three functions further underscored the importance of Logistics Section Heads, Administration Section Heads, and Quality Supervisors as an integrated team at the branch level. Every decision and process within a branch is interconnected across operational, financial, administrative, quality, and compliance aspects.

Therefore, synergy is not simply about working together. It means ensuring that each function understands how its decisions may affect other functions. With stronger communication and a shared understanding of the company’s priorities, branch execution is expected to become faster, more accurate, and more consistent.

The national meeting concluded with participants reaffirming their commitment to bringing the insights and strategic direction gained during the event back to their respective branches and translating them into tangible actions for the second half of 2026.

With strong synergy among these three pillars, AAM is confident that it can continue to lead the way in delivering trusted and innovative healthcare product distribution solutions in Indonesia.