For Grab Indonesia’s CBS-2, which encompasses the delivery, logistics, and parcel services under GrabExpress, establishing clear impact tolerances ensures that the organisation can maintain service continuity during operational incidents, mitigate customer dissatisfaction, and comply with regulatory expectations.
By setting Maximum Tolerable Downtime (MTD) and Maximum Tolerable Data Loss (MTDL) for each sub-process (Sub-CBS), Grab Indonesia can prioritise resources, enhance recovery strategies, and support informed decision-making in crisis scenarios.
This chapter presents the impact tolerance assessment for each detailed process within CBS-2, aligning operational resilience requirements with practical service delivery considerations.
|
Sub-CBS Code |
Sub-CBS |
Maximum Tolerable Downtime (MTD) |
Maximum Tolerable Data Loss (MTDL) |
Customer Impact |
Regulatory Impact |
Impact Type |
Current Resilience Status |
Action Required |
|
CBS-2.1 |
Order / Booking & Quotation |
2 hours |
0 hours |
High delays in booking reduce customer trust |
Medium – financial services compliance |
Operational / Financial |
Moderate – system backups exist |
Implement real-time failover and automated reconciliation |
|
CBS-2.2 |
Pickup & Collection |
4 hours |
0 hours |
High – delayed pickups affect the delivery schedule |
Low |
Operational |
Moderate – manual backup available |
Enhance partner coordination and real-time status monitoring |
|
CBS-2.3 |
Routing & Transit (Last-Mile / Inter/First Mile) |
6 hours |
1 hour |
High delays propagate to delivery |
Medium – transport regulations |
Operational / Legal |
Moderate |
Implement routing redundancy and GPS tracking analytics |
|
CBS-2.4 |
Delivery / Drop-Off |
4 hours |
1 hour |
High – missed deliveries impact customer satisfaction |
Low |
Operational |
Moderate |
Strengthen fleet coordination and alternate delivery routing |
|
CBS-2.5 |
Returns / Reverse Logistics |
8 hours |
2 hours |
Medium – delayed returns affect customer trust |
Low |
Operational |
Low |
Optimise returns workflow and integrate automated tracking |
|
CBS-2.6 |
Customer Support / Exceptions Handling |
2 hours |
0 hours |
High unresolved issues reduce customer satisfaction |
Medium – data protection compliance |
Operational / Regulatory |
Moderate |
Enhance CRM availability and escalation procedures |
|
CBS-2.7 |
Fleet / Partner Management |
6 hours |
1 hour |
High service capacity affected |
Medium – contractual obligations |
Operational |
Moderate |
Implement partner monitoring dashboards and contingency resources |
|
CBS-2.8 |
Pricing, Billing & Payments |
2 hours |
0 hours |
High – incorrect charges impact customer trust |
High – financial reporting compliance |
Financial / Regulatory |
Moderate |
Deploy redundant payment systems and automated reconciliation |
|
CBS-2.9 |
Tracking, Visibility & Information Systems |
2 hours |
0 hours |
High – lack of tracking reduces transparency |
Medium – regulatory reporting |
Operational / Regulatory |
Moderate |
Upgrade monitoring systems and failover infrastructure |
|
CBS-2.10 |
Regulatory, Safety, and Compliance |
12 hours |
0 hours |
Medium – delayed compliance reporting |
High – legal penalties |
Regulatory |
Moderate |
Conduct regular audits and automated compliance alerts |
|
CBS-2.11 |
Continuous Improvement & Innovation |
24 hours |
4 hours |
Low innovation delay has a minimal immediate impact |
Low |
Strategic / Operational |
Low |
Establish a resilient project management framework and knowledge retention |
Setting appropriate impact tolerances for CBS-2 Delivery / Logistics / Parcel Services allows Grab Indonesia to clearly define operational limits, prioritise critical recovery efforts, and reduce exposure to customer dissatisfaction or regulatory penalties. Each Sub-CBS has been evaluated for potential downtime, data loss, and resulting impacts, ensuring that both operational and strategic resilience objectives are addressed.
By implementing the recommended actions and continuously monitoring resilience metrics, Grab Indonesia can strengthen the robustness of GrabExpress, maintain consistent delivery performance, and enhance customer trust, even during severe operational disruptions. This framework also positions the organisation to adapt to evolving business, regulatory, and technological environments while maintaining service excellence.
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Operational Resilience in Action: A Case Study of Grab Indonesia |
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