This critical business service encompasses the full delivery lifecycle—from booking and pickup to last-mile drop-off and reverse logistics.
Each stage relies on an interconnected web of people, processes, technologies, and third-party partners that collectively ensure the seamless flow of parcels across Indonesia’s vast geographic landscape.
The purpose of this chapter is to present a comprehensive dependency mapping for GrabExpress, detailing how each Sub-Critical Business Service (Sub-CBS) within CBS-2 interacts with its supporting components.
This mapping exercise identifies not only the operational building blocks required to deliver the service but also highlights the interdependencies that could become potential points of failure during a disruption.
By visualising these linkages, Grab Indonesia can better design resilience measures, improve continuity planning, and enhance its response and recovery capabilities across the logistics value chain.
Each sub-critical business service (Sub-CBS) under this CBS is supported by multiple dependencies that ensure seamless parcel delivery, customer satisfaction, and regulatory compliance. The following table provides a detailed mapping of these dependencies.
|
Sub-CBS Code |
Sub-Critical Business Service |
Dependency Type |
Dependency Detail (What/Who is Involved) |
Connectivity (How It Connects/Interacts) |
|
CBS-2.1 |
Order / Booking & Quotation |
People |
Customer service agents, operations support staff |
Manage customer queries and booking escalations through the Grab app and call centre |
|
|
|
Process |
Order intake, validation, and pricing algorithm |
Automated workflow triggered by customer order submission |
|
|
|
Technology |
GrabExpress app, API integration, backend servers |
Integrates booking, pricing, and driver availability in real time |
|
|
|
Third Party |
Cloud infrastructure (AWS), telco providers |
Ensures app uptime and data transfer between customers and drivers |
|
CBS-2.2 |
Pickup & Collection |
People |
Drivers/riders, operations coordinators |
Coordinate pickup requests and manage high-volume dispatch |
|
|
|
Process |
Pickup scheduling, verification, and route allocation |
Automated assignment through Grab’s logistics management system |
|
|
|
Technology |
GPS tracking, driver app interface |
Enables route optimisation and proof of pickup |
|
|
|
Third Party |
Vendor partners for on-demand fleet |
Supplement capacity during peak demand |
|
CBS-2.3 |
Routing & Transit (Last-Mile / Inter/First Mile) |
People |
Fleet management team, dispatchers |
Oversee transit routing efficiency and exception handling |
|
|
|
Process |
Route optimisation, package handover, tracking update |
Streamlined routing algorithms in Grab’s delivery network |
|
|
|
Technology |
Navigation system, route optimisation engine |
Connects real-time traffic data and driver routes |
|
|
|
Third Party |
Mapping and traffic data providers (e.g., Google Maps) |
Supplies location intelligence for routing decisions |
|
CBS-2.4 |
Delivery / Drop-Off |
People |
Drivers, delivery supervisors |
Manage last-mile handover and confirmation |
|
|
|
Process |
Proof of delivery (POD) capture, customer notification |
Real-time confirmation via app and SMS alerts |
|
|
|
Technology |
Mobile signature system, customer notification service |
Updates the status and notifies both the sender and the receiver |
|
|
|
Third Party |
Courier partners for remote areas |
Extends service reach beyond primary cities |
|
CBS-2.5 |
Returns / Reverse Logistics |
People |
Customer support staff, warehouse handlers |
Manage pickup for return items and verification |
|
|
|
Process |
Return request validation, re-routing |
Workflow triggered by customer return submission |
|
|
|
Technology |
Return module within app, data analytics |
Links with the core delivery system to create reverse routes |
|
|
|
Third Party |
E-commerce platforms (e.g., Tokopedia, Shopee) |
Integrates return processes for partner merchants |
|
CBS-2.6 |
Customer Support / Exceptions Handling |
People |
Call centre agents, escalation managers |
Handle inquiries, complaints, and exceptions |
|
|
|
Process |
Ticketing, escalation protocol |
Connects the customer service dashboard to the operations backend |
|
|
|
Technology |
CRM system, chatbot, knowledge base |
Provides real-time support and information access |
|
|
|
Third Party |
Outsourced support vendors |
Offer after-hours customer response coverage |
|
CBS-2.7 |
Fleet / Partner Management |
People |
Partner relations team, recruitment specialists |
Manage onboarding, training, and driver engagement |
|
|
|
Process |
Partner vetting, performance monitoring |
Integrated with HR and compliance systems |
|
|
|
Technology |
Partner management portal, e-learning systems |
Tracks performance and compliance certification |
|
|
|
Third Party |
Insurance providers, training vendors |
Support partner welfare and skill development |
|
CBS-2.8 |
Pricing, Billing & Payments |
People |
Finance team, fraud detection specialists |
Oversee transactions, refunds, and fraud alerts |
|
|
|
Process |
Payment validation, billing reconciliation |
Linked with backend financial and customer systems |
|
|
|
Technology |
Payment gateway, encryption, and accounting system |
Handles secure payment processing |
|
|
|
Third Party |
Banks, payment processors (e.g., OVO, GoPay) |
Facilitate multi-platform financial transactions |
|
CBS-2.9 |
Tracking, Visibility & Information Systems |
People |
IT engineers, data analysts |
Maintain data accuracy and uptime |
|
|
|
Process |
Data synchronisation, tracking refresh |
Integrates IoT and cloud data sources |
|
|
|
Technology |
Tracking API, database servers, and dashboards |
Provide visibility to customers and operations |
|
|
|
Third Party |
Data hosting and cybersecurity partners |
Ensure availability, security, and system redundancy |
|
CBS-2.10 |
Regulatory, Safety, and Compliance |
People |
Legal, compliance, and audit teams |
Ensure regulatory compliance and driver safety |
|
|
|
Process |
Incident reporting, compliance checks |
Integrated with quality assurance and risk systems |
|
|
|
Technology |
Compliance monitoring software |
Tracks adherence to government and transport laws |
|
|
|
Third Party |
Government agencies, transport regulators |
Verify documentation and operational licenses |
|
CBS-2.11 |
Continuous Improvement & Innovation |
People |
Product managers, R&D engineers |
Drive service innovation and performance metrics |
|
|
|
Process |
Feedback collection, service optimisation |
Connects customer experience data with the innovation cycle |
|
|
|
Technology |
Analytics platforms, AI modelling tools |
Support predictive maintenance and service enhancement |
|
|
|
Third Party |
Research partners, tech startups |
Co-develop innovation pilots and product improvements |
The dependency mapping for Grab Indonesia’s CBS-2 Delivery / Logistics / Parcel Services (GrabExpress) illustrates the intricate web of interlinked resources that sustain its operational resilience.
The effectiveness of GrabExpress hinges on well-coordinated people, robust processes, reliable technologies, and strategic third-party collaborations.
These dependencies enable the company to maintain real-time visibility, ensure customer satisfaction, and rapidly recover from disruptions.
By clearly identifying and understanding these dependencies, Grab Indonesia strengthens its capacity to anticipate vulnerabilities, mitigate operational risks, and sustain service continuity across its dynamic logistics network.
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Operational Resilience in Action: A Case Study of Grab Indonesia |
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| CBS-2 Delivery / Logistics / Parcel Services (GrabExpress, last-mile delivery) | ||||||
| CBS-2 | CBS-2 DP | CBS-2 MD | CBS-2 MPR | CBS-2 ITo | CBS-2 SuPS | CBS-2 ST |
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