KEY

DISTRIBUTION
CHALLENGES
IN INDONESIA
 2

Table Of Content

2 TABLE OF CONTENT

3 A MANUFACTURER’S DILEMMA

4 THE ROLE OF DISTRIBUTORS IN DIGITAL AGE

FIVE KEY CHALLENGES IN DISTRIBUTION

6 HOW DO WE ENSURE OUR PRODUCTS ARE AVAILABLE IN AS MANY STORES POSSIBLE?

9 HOW DO WE MANAGE VARIOUS SALES CHANNEL FOR END CUSTOMERS?

12 HOW DO WE PRESS DOWN THE LOGISTIC COSTS REQUIRED TO DELIVER OUR PRODUCTS?

15 HOW DO WE MAKE THE TRADE MARKETING PROGRAM MORE EFFECTIVE?

17 HOW DO WE MAINTAIN FINANCIAL LIQUIDITY ACROSS ALL DISTRIBUTION LAYERS?

18 ABOUT ADVOTICS

Key Distribution Challenges in Indonesia

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A MANUFACTURER’S DILEMMA
Price that customer pays
Marketing-driven costs
Sales-driven costs
Logistics-driven costs
Inventory-driven costs
Co Transaction-driven costs
st t Finance-driven costs
o se r
ve
Customer contribution

Illustrative

Overseas Local

1
manufacturer manufacturer

HOW DO WE ENSURE OUR PRODUCTS

Importer
ARE AVAILABLE IN AS MANY STORES POSSIBLE?
Main
Distributor

E-B2B
Sub
Distributor
Modern
B2B Outlet
Marketplace E-Commerce/
Brand Website Wholesaler

Up to five distribution layers General

to reach end customers Corporate
Customer (B2B) Key Projects
Trade

Individual
Customer (B2C)

Modern Trade General Trade Online Channel

Department Stores Small GT Stores

E-Commerce
2 HOW DO WE MANAGE

36K+ 3Mn+
Brand Official Stores VARIOUS SALES CHANNEL
Warungs
FOR END CUSTOMERS?
Supermarket/ Hypermarkets Brand Online Stores
Traditional Markets
Minimarkets

Logistic

3
Administration
Costs 17% Transport
HOW DO WE PRESS DOWN 25% Costs
Logistic Costs Warehouse 40%
THE LOGISTIC COSTS REQUIRED Costs 17%
TO DELIVER OUR PRODUCTS?
Inventory
Costs 26%

Manufacturer Revenue

Challenges

4 HOW DO WE MAKE
THE TRADE MARKETING
PROGRAM MORE EFFECTIVE?
Extensive Manual Hard to Quantify Difficult to Deploy Potentially Trigger
Process Return on Investment (RoI) Personalization Strategy Follow up Issues

5 HOW DO WE MAINTAIN FINANCIAL LIQUIDITY

ACROSS ALL DISTRIBUTION LAYERS?

Manufacturer Distributors Wholesalers Retailers Customers

Trade Credit Terms Trade Credit Terms Trade Credit Terms

Repayment Repayment Repayment Cash Payment

Key Distribution Challenges in Indonesia

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THE ROLE OF DISTRIBUTORS

IN DIGITAL AGE
Principals must contend with problems of infrastructure and distribution exacerbated by the
Indonesia’s geographical feature.

Indonesia is the largest archipelago country in the world which spans across 5,200 km and
comprise of a total number of 17,508 islands in which about 6,000 are inhabited. However, 95% of
manufacturing firms emerged in Java and Sumatra, where 80% of Indonesia’s population and
economic activities are concentrated¹.

Figure 1 Population Density by Island Figure 2 Manufacturing Density by Island

Source: 2018 Indonesia Ministry of Health Source: 2015 World Bank Group

More complexities arise from the consumer's habit of purchasing in non-chain offline stores. In
Indonesia, there are more than 3 million stores in the combination of both modern and traditional
trade.

If the manufacturer or importer (altogether called as Principal) only serve a small number of
customers, they can sell their products directly. However, to cater to one region or even national
coverage in Indonesia, with a larger customer base and more various customer segments & needs,
middlemen are critical in ensuring economies of scale & efficiency are achieved. In Indonesia’s
supply chain, the middlemen are led by distributors with sub-distributors, wholesalers, and
retailers down the chain.

Figure 3 Manufacturing Industry Size in Indonesia

Manufacturing Output Value (Bio USD)

# of Manufacturing Companies (Non Oil & Gas)
GDP Manufacturing Non Oil & Gas (Bio USD)

250
Middle to Large Micro & Small
200

38K 5 Mio
200
179 181
150 168
152 152

100 # of Distribution & Retail Companies

50 Middle to Large Micro & Small

0
2014 2015 2016 2017 2018 2019 288K 15 Mio
Source: 2020 Badan Pusat Statistik

¹World Bank Group: Improving Indonesia's Freight Logistics System 2015

Key Distribution Challenges in Indonesia

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Figure 4 Three Main Roles of Distributor

Three
Expanding a Principal’s Advocating Principal’s Providing trade credit:
Main Roles of reach: extending product brand through placement, giving payment terms to
Distributor availability to new areas promotion, and pricing: retailers
increasing brand awareness

With those critical roles of distributor, Principal need to work together with them in ensuring the
most optimized route to market, to deliver their value to the customers.

We have surveyed several leading companies to figure out their opinion on the biggest challenge
of the distribution process in Indonesia.

Figure 5 Biggest Distribution Challenges according to Advotics Survey

How do we ensure our products are available in as many

56.25%
stores possible?

How do we manage various sales channel for end

12.5%
customers?

How do we press down the logistic costs required to

12.5%
deliver our products?

How do we make the trade marketing program more

12.5%
effective?

How do we maintain financial liquidity across all

6.25%
distribution layers?

This whitepaper will deep dive into aforementioned distribution challenges and how to tackle
those challenges with modern technologies.
We will focus on:
multiple-tiered fulfillment distribution model, instead of direct Principal to end consumer
model
consumer packaged goods (e.g. consumables & aftermarket products).

It's been proven that companies who invest in analyzing and understanding the core business
model of their distribution system have been able to take significant cost out of their business while
increasing profits or reducing product prices to gain an edge over the competition².

²Julian Dent, Distribution Channels: Understanding and Managing Channels to Market 2008

Key Distribution Challenges in Indonesia

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FIVE KEY CHALLENGES IN

DISTRIBUTION

1 How do we ensure our products are available in as many stores possible?

Even with strong product awareness, high advertising investment, and excellent product quality,
companies may still struggle to sell their products if the goods are not readily available in the
market at all times. Easy access to purchase is very important for customers. Soon after they get
exposed on the product ads at home, they can see see the products again, available on the store
shelves.

To gain a superiority over competitors, maintaining product availability is a must. Companies need
to ensure that their products are ready to be purchased in as many numbers of stores or other end
customers' touch points. This objective requires acquiring stores, managing relationships with
stores, and maintaining adequate inventory levels, as the minimum key activities.

Figure 6 Common Product Flow for Multi-tiered Distribution in Indonesia

Overseas Local
manufacturer manufacturer

Importer Main
Distributor

E-B2B
Sub
Distributor
Modern
B2B Outlet
Marketplace E-Commerce/
Brand Website Wholesaler

General
Corporate Trade
Customer (B2B) Key Projects

Individual
Customer (B2C)

Economies of scale
For locally produced goods, manufacturing plants are usually centralized, usually in between 1-3
locations, while imported goods have to go through one centralized hub first (e.g. Tanjung Priok,
Jakarta), then distributed around. Product demands, however, can come from anywhere in the
country, that drives most principals to work with a local distributor in order to manage their area
coverage better.

Key Distribution Challenges in Indonesia

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Another reason why Principal need to work with a third-party distributor is that managing all
delivery from one central location can be extremely complicated, costly, and time-consuming.
Especially with a small order value from stores, starting from Rp 1.3 million (~USD 85), broken
down in 2 orders per month, and up to 1 million stores to be managed³.

Apart from that, strategically, acquiring stores and establishing a long-term relationship would
work better with someone who has local knowledge. Hence, every interaction with clients are
personalized and not merely just a logistic process.

Additionally, if the responsibility of expanding store coverage, administering sales orders, ensuring
stock level in all stores, fall solely on the Principal's hand, the company would start losing their
focus.

Even though the distributor's role is important, Principal still have to conduct proper distribution
management, one of them is by controlling the number of distributors in that area to balance with
the demand.

Distribution Management
Just like their retailers, distributors usually have specialization in types of products they distribute
(e.g. stationery, electronics, groceries, building materials). However, in areas outside Java island,
distributors tend to focus more on area coverage, where they can sell more than 1 sectors (e.g.
FMCG, staple commodities, automotive supplies, etc.) in more than 1 province. The combination of
both distributor type provide channel for Principal to cover more areas up to the whole country.
Our study found that 1 Principal in Indonesia require 100-200 distributors to cover national
distribution.
Figure 7 Average Distribution Network Coverage

SELLING FLOW

# of Distributors*
1
1 # of Distributors* GT Store
Principal Early-Scale <50

Mid Scale 50-100

Large-Scale 100-200 10-50

# of Stores
# of Principals
1 Sector-focused 0.5-1K 1
Distributor FMCG & Building Distributor
15-50
Materials
Regional Players 1-15K

Chemicals 100-159
Leading Player 15-200K**

*also highly influenced by Company Strategy

**Usually sell to stores via branch office or even other sub-distributor/wholesaler players
PURCHASING FLOW

Source: 2020 Advotics Analysis

³Advotics Analysis

Key Distribution Challenges in Indonesia

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In-store execution
Distributors need to put intensive care to their stores, especially in a dynamic market. Firstly, to
attract more sales orders. The 25 product categories that average traditional store in Indonesia
sell, is 2x categories that traditional stores in Vietnam sell. Hence, to ensure the store owners’
brand loyalty, sales visit is important. This is backed up by the fact that sales orders can increase
by up to 30% when salesmen visit stores regularly4. The more frequent salesmen visit stores, the
higher is the sales order volume.

Secondly, when customer demand and condition are fluctuating, like in current Covid-19
Pandemic, real-time market information become more valuable. Those information can be
gathered during salesman/merchandiser visit to the stores.

Figure 8 Common Characteristics of General Trade Outlet

Average space of 12 m2
Sell 25 product categories
in average
Frequent order frequency
20-80 times per month

Source : 2015 Nielsen

Managing multilayers of distributors is not an easy job, but it's the most crucial
capability for ensuring product availability. Successful companies conduct the
following strategies:
Efficiently manage the distributor companies with regular performance management,
esp. on these metrics: sales performance, outlet coverage, and financial returns
Collaborate with distribution networks in defining sales strategy
Implement integrated order & distribution system to capture real-time data

Advotics Analysis
4

Key Distribution Challenges in Indonesia

 9

FIVE KEY CHALLENGES IN

DISTRIBUTION

2 How do we manage various sales channel for end customers?

Figure 9 Indonesia Population by Age and Socio-economic Group

75+
70-74
65-69
60-64 Average Annual Income

55-59
>USD 15,000 4%
50-54
45-49
Age Group

40-44 USD 3,500 - 15,000 30%

35-39
30-34 USD 1,500-3,500 36% Minimum Wage
25-29 USD 2,100

20-24
<USD 1,500 31%
15-19
10-14
5-9
0-4
Female Male

Source: 2020 Badan Pusat Statistik Source: 2018 Accenture

To accommodate demands from a wide range of customers (various age range and socioeconomic
background), principals need to calibrate their sales channels accordingly.

Figure 10 List of Sales Channels

Modern Trade General Trade Online Channel

Department Stores Small GT Stores

E-Commerce
Brand Official Stores
Warungs
Supermarket/ Brand Online
Hypermarkets Stores
Traditional Markets
Minimarkets

Traditional Stores still Dominate Sales of 55 FMCG Categories & Cigarette

Traditional Stores
74.0 74.2 74.0 74.0 73.8
Super Hyper
Minimarket
8.5 8.1 7.4 6.9 6.7

17.6 17.7 18.6 74.0 19.5

Source : 2018 Nielsen

Key Distribution Challenges in Indonesia

 10

Why are General Trade stores still important in these day and age?
Compared to General Trade, Modern Trade has higher growth rate of 5,4% yearly from 31,966 in
2018 to 35,643 in 20205. However, with more than 3 million outlets6, general trade is still
dominating the final tier sales channel for customers in Indonesia for overall products, compared
to modern outlets or online channels.

Warung (small traditional store) is the #1 preferred channel for Tobacco products across all
income level7. It contributes to ~70% middle-low customers and ~50% customers with higher
income. For FMCG categories, even though the upper middle income consumers are more likely to
purchase from Modern Trade due to their better assortment and availability, the remaining groups
prefer Warungs for the convenience and more affordable price. Overall, customers are more likely
to go to Traditional Trade for daily last minute meal shopping, as their pantry extension, while
Modern Trade is more for planned monthly groceries8.

Similar pattern is also seen in non-FMCG products, such as building materials, BPC, automotive
spare parts and aftermarket products, where general trade still dominate the final-tier resellers.

Will online channels overtake offline?

With the rise of digital technology and the effect of COVID-19, customers begin to look for
alternative to their shopping experience, this is where online channels come into play.
Despite these circumstances, online purchases in Indonesia are still hampered by several
barriers that made them reluctant to fully move their shopping habits. From price
differences, limited product range, preferred payment methods, shipping fees, to the
urgency in shipping time.

Challenge for manufacturers who manage a variety of channels

Due to the variety of buying experience and channel fragmentation, successful manufacturers
tend to tailor their route-to-market models to Modern Trade (MT) differently from General Trade
(GT).

Based on research that compares winners' and losers' strategy in growing their sales channels,
winning manufacturers focus on non-price activation levers in MT Channels (e.g. displays and
demos)9. They also tailor their products/packaging specifically, based on insights collected from
close partnerships as well as joint activities between them. To do all these initiatives, ~55% of their
modern-trade accounts are served directly by the Principals.

Advotics Analysis based on 2018, Nielsen Retail Audit

5
McKinsey-Nielsen: Winning in Indonesia's consumer-goods market 2015
8

Nielsen: Maximising Traditions 2015

6
Ibid
9

Deloitte: Capturing Indonesia's latent markets 2015

7

Key Distribution Challenges in Indonesia

 11

Meanwhile, for GT, with thousands of retailers to be managed, it's not possible to analyze each of
them separately neither to treat all of them the same. Store segmentation is a key to personalized
stores, either based on sales performance, potential demand in a particular area, or any other
further advanced variables.

Figure 11 Example of Store Segmentation

Store Potential Sales Volume Retail Enablement

Store Location
(Main Road/
Neighborhood Area) High Inventory Level

Store Size
Pricing
Low
Competition

All this information on brand’s performance along with competitors', ideally should be collected
during a salesman store visit. However, due to the many layers of distribution between principal
and retailers, the principal often get blinded on what’s happening in the market.

This emphasizes the importance of collaboration between principal and their distributors who
directly manage the stores.

Additionally, winning companies believe in distributor management as the most crucial capability
for driving growth in General Trade10. Winners use several criteria to evaluate distributor
performance, including financial returns (a metric that only half of the non-winners use), sales
performance, and outlet coverage, to be followed up by a joint sales planning with their
distributors.

How do Principals overcome these market challenges while managing their

omnichannel effectively?
Identify the right channel that fits into the product’s market segment
Invest in Customer Relationship Management (CRM) Technologies
Implement end-to-end digitalization that synchronizes all systems from the Principal
to all resellers

McKinsey-Nielsen: Winning in Indonesia's consumer-goods market 2015

10

Key Distribution Challenges in Indonesia

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FIVE KEY CHALLENGES IN

DISTRIBUTION

3 How do we press down the logistic costs required to deliver our products?

Figure 12 Price Comparison with Jakarta: Higher Prices in Remote Areas

Source : 2015 World Bank

As discussed before, Principals, including manufacturers and importers are mostly located in Java
and Sumatra. This additional logistic cost tend to lead to higher product prices in other areas
outside those two islands.

Logistic cost includes transport, warehousing, and inventory. In 2015, the total logistic cost of
Indonesian manufacturers are 25% of their sales. Higher than Thailand at 15% and Malaysia at
13%11.

Efficient logistics could reduce the product price in less connected regions. In order to optimize
logistics process & costs, there is a high dependency to infrastructure factor, where based on LPI
(Logistic Performance Index)12, Indonesia only ranks 46, much lower than Malaysia (41), Vietnam
(39), and Thailand (32). However, there are still elements where the manufacturer & their
distribution network are more in charge.

Figure 13 Manufacturers' Logistic Cost Components

Logistic
Administration
Costs 17% Transport Including logistic waste:
Costs Product returns
Warehouse 40% Dead stocks
Costs 17%
Unused vehicle capacity
Inventory Unnecessary routing/product movement
Costs 26%

World Bank Group: Improving Indonesia's Freight Logistics System 2015

11

Logistic Performance Index (LPI)-World Bank 2018

12

Key Distribution Challenges in Indonesia

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Transporting Costs

Inter-provincial/Inter-island issues dealt by principals

There's a famously known statement that it's cheaper to ship a container of mandarin
oranges from Shanghai to Jakarta than from Jakarta to Padang in West Sumatra despite the
distance between the former cities being 6 times further than the latter.

Principals who send their freight from Java or Sumatra to other islands are most likely to be
confronted with lengthy supply chain layers. Especially in Indonesia where inter-island
distribution is constantly faced with a combination of land, sea, and air freight
infrastructure and uncertainties in delivery time.

Almost two thirds of Indonesian manufacturers have an in-house distribution system, as

opposed to outsourced logistics activities13. Unfortunately, this also results in high
transporting costs needed to compensate for at least 70% of empty volume on the return
voyage (backhaul). However, in recent years, companies are starting to strategize with
partnering with 3PL for more on-demand service and optimized costs.

Additionally, there is also a constant shift in the balance of costs between shipping and
storage, reflected in the decision to centralize or localize the warehouse (e.g. with regional
warehouse).

Intra-provincial/Intra-island issues dealt by distributors

Distributors in Indonesia are constantly facing on-the-ground challenges that can and
should be optimized so that transport costs remain to be managed at the highest level of
service.

Figure 14 Ground Variables for Intra-provincial/Intra-island Transportation Issues

Vehicle Capacity
Waiting Time
(Weight & Volume)

Opening Hours
Road Classification Driver Working Hours
(Warehouse & Consumer)

World Bank Group: Improving Indonesia's Freight Logistics System 2015

13

Key Distribution Challenges in Indonesia

 14

Warehouse & Inventory Costs

Distributors usually bear the inventory risk, which is why they need to always balance
supply and demand carefully to lower inventory cost, minimize deadstock, and streamline
cash flow. This is very important because deadstock may directly impact the gross margin
of the cost of goods sold (COGS).

In recent years, as price pressure grows, some companies respond by driving down the
stock levels. Stock levels in many mature sectors globally are now around half what they
were only 10 years ago14. Without being supported by proper supply chain technology,
there is an increased risk of business disruption if transport logistics are affected by
weather or unforeseen changes in demand, which recently experienced in the Covid-19
Pandemic.

Optimization in warehouse operations is also important to ensure the First In First Out
method (FIFO), reduce pick-up time, optimize warehouse space utilization, and minimize
damaged products in warehouses.

How can the manufacturers and their distribution network optimize the logistic costs?
Optimize route planning for field people and delivery
Assess the feasibility to utilize third-party logistics (3PL) services
Distribution management that acommodate multi-warehouse strategy
More efficient warehouse operations with technology: e.g. inventory & forklift
tracking

Julian Dent, Distribution Channels: Understanding and Managing Channels to Market 2008
14

Key Distribution Challenges in Indonesia

 15

FIVE KEY CHALLENGES IN

DISTRIBUTION

4 How do we make the trade marketing program more effective?

A single retailer can sell products from 100 principals for General Trade and up to thousands of
principals for Modern Trade. For retailers to value principal’s products, they need to be convinced
that selling principal’s brands will ultimately create value for them too. Trade marketing is a B2B
marketing strategy directed to distributors, wholesalers, and retailers for them to promote
principal’s products against competitors’.

Trade marketing programs can range from collaborative initiatives with resellers to increase
shoppers’ awareness, up to direct transactional-based promotion. Oftentimes, principal need to
pledge slotting allowance for retailers to secure high traffic shelf position, such as near the cashier.

Figure 15 Various Types of Trade Marketing

In-store Promotion for Shoppers

Sales Promotion Temporary Price

In-store Displays
Representative Reductions

Free Sample Cooperative Advertising Product Bundling

Transactional-based Promotion for Stores

Discount Target-based Incentive Merchandise Loyalty Program

Key Distribution Challenges in Indonesia

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Challenges in Managing Trade Marketing

Extensive Manual Process

In order to launch a program, teams need to go do customer research, program planning,
personalization, roll-out, day-to-day monitoring, and evaluation. Information needs to go
through at least 3 layers back and forth, from Principal HQ, Distributor Management, to
their field teams. Due to the manual process and the high numbers of stakeholders
involved, messages are prone to lost in translation, and required resources often doubled.

Hard to Quantify Return on Investment (RoI)

The manual process also lengthens the rolling-out process and result collection. Which
makes it hard to capture transparent and accurate data as real impact measurement from
the ongoing trade marketing program. Hence, the program that the team has spent weeks
or even months to execute may not produce a quantifiable result to evaluate on, especially
on whether the promotion really benefits the end customers.

Difficult to Deploy Personalization Strategy

With the store segmentation strategy, especially on General Trade channel, Principal may
want to tailor the trade marketing initiative for different channels or products. However,
with no proper technology, this intention will be hard to execute.

Potentially Trigger Follow up Issues on Distribution Network

Due to manual process and cloudy information, the misperformance of certain trade
marketing strategies may lead to a hiccup in the distribution process. For example,
temporary price reductions for certain areas may lead to forward buying or cross-border
sales transactions. Another example is the lengthy claim process that creates resistance for
distributors to join future collaborative marketing initiatives.

How to overcome those challenges?

Create aligned KPI across distribution layers, so all of them are working toward the
same goal
Reduce friction to conduct the process, convert more manual process into a digital one
Use suitable technology to provide transparent & real-time data from the execution of
marketing initiatives

Key Distribution Challenges in Indonesia

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FIVE KEY CHALLENGES IN

DISTRIBUTION

5 How do we maintain financial liquidity across all distribution layers?

Figure 16 Flow of Money in Supply Chain Network

Manufacturer Distributors Wholesalers Retailers Customers

Trade Credit Terms Trade Credit Terms Trade Credit Terms

Repayment Repayment Repayment Cash Payment

Another important role from distributors that sometimes forgotten is providing trade credit to
their distribution network. Retailers usually manage cash business, but it takes time to turn their
inventory into customer purchase. Hence, their suppliers (wholesalers or distributors directly) may
extend a 1 to 2 months payment term with a certain credit limit to help easing the cash flow burden
of store owners.

The more upstream in the supply chain, to the wholesalers or distributors, due to the bigger
business scale, they are usually only offered shorter payment term, reaching around 2 weeks ToP
between principal and distributors. However, distributors may experience special discount if they
are able to pay off the invoice on cash.

With the highly volatile customer demand, such as in the current Covid-19 Pandemic, retailers
encounter the immediate impact of any demand increase from the customer side. In a short time,
the effect will also roll-out to the upstream layer. If not handled well, the impact will lead to product
scarcity in the market. This has increased the challenge for the supply chain to remain financially
sustainable.

Supply Chain Financing

In the last few years, more progressive principals and distributors have partnered with financial
intermediaries to provide supply chain financing for their distribution network. The financial
institution can help to provide payment terms extension to buyer, based on the invoice from the
seller, in order to help with their working capital issues. The seller will also be benefited from the
faster cash conversion cycle and the outsourcing of collection risk.

Depend on the financing provider, the loan can be in form of a secured loan (that require asset
collateral from borrower/buyer) or an unsecured loan with the submission of historical financial
and transaction record. The former may provide lower interest rate as trade-off of the collateral
provided, while the latter can give more access to buyer with a good business transaction record,
but only have limited physical assets.

Key Distribution Challenges in Indonesia

 18

About Advotics
Advotics is an Indonesian based SaaS startup
specializing in supply chain. In the past 5 years, we have
been providing end-to-end integrated supply chain
solutions, from production to distribution, to 70+
companies. Our clients range from SMEs to
multinational enterprises, among them are
Exxonmobil, Sampoerna, Danone, Mulia Group,
Nutrifood, Saint Gobain, and many more.

Companies can use Advotics platform to collect and

analyze information that helps them to understand
customers better while also drive more profits.

Advotics End-to-End Integrated Supply Chain Platform

DPS
DMS (Delivery
Planning System) Workforce
(Distribution Management System
Management System)

WMS RMS
PDM (Warehouse
(Route
(Product Digitalization Management System)
Management System)
Management)

POS
(Point of Sales)

VMS ARM
(Vehicle (Advocate Relationship
Management System) Management)

For more information, visit www.advotics.com

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Kawasan Mega Kuningan, Jakarta Selatan 12950

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Key Distribution Challenges in Indonesia

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