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Digital Lending High Level System Architecture in Indonesia

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Digital Lending High Level System Architecture in
Indonesia
Cornelius Mellino Sarungu
Information System Department
Bina Nusantara University
Jakarta, Indonesia
cornelius.sarungu@binus.ac.id

Abstract— Digital lending businesses have been

flourishing recently in Indonesia. Despite of its influence on
the customer segments and competition arena that quite
intimidating to traditional banking business model, it still
seek maturity on its technology. Automation become the
key to gain maximum processing speed, but some aspects
seems still not ready for it. While scoring model can be
implemented using predictive machine learning algorithm,
some customers background checking is still depends on
third parties applications along with their maturity on the
technology implementations. Another aspects we should
continuosly enhance as part of internal process
improvement effort is our loan origination system and its
components that become the center of gravity of the
ecosystem. Adoptions of high end mobile app technology,
provide the players with chance to create seamless user
experience that brought comfort to the customers when
using their platform. Those all technology stack should be
planned on early stage of digital lending system
development. Roadmap should be build, reviewed and
enhanced in order to track the improvements to keep up
with the fast pace of technology adoption in the arena.
Proposed software system architecture in this paper is
designed to be fit only in Indonesia, aligned with its local
regulations and some national entities (i.e. national single Fig. 1 Accumulated loan amount (Dec 2018 – Jan 2020).
ID server, local credit bureau) that must be included in the the system either on fintech, cooperative (koperasi) or
ecosystem. small banks and immediately compete with existing
Keywords—digital lending, fintech, banking technology,
players in the arena.
system architecture. II. LITERATURE REVIEW
I. INTRODUCTION Indonesia has a very large opportunity of retail credit
Digital lending business is quite new in Indonesia but to explore. The growth is quite attractive. According to
already gaining ground on the lending arena. Now it the Financial Services Regulatory (OJK) Fintech report,
already sparks the rough competition between fintechs January 2020, the accumulation of loan distribution is
and banks. OJK continue to strighten the monitoring and already reaching IDR 88.37 trillion, increased by 239%
regulation for the industry and the list is growing, either compared to 2019 yoy. (Fig. 1)
the black list or the white list. There are 1087 illegal Collected and aggregated data from OJK fintech
fintech players that already closed by OJK.[38] lending report, starting from December 2018 to January
Despite of its enormous growth, the digital lending 2020 show a clear view of three items presented below
platform itself is still continue to seek its most efficient (Fig. 1 to 3). Total borrower accounts per January 2020
design that could deliver the best user experience. Most are 20.497.167, increased by 297% yoy (Fig. 2).
of the players have their own design with various Accumulated borrower transactions are increased 5,2
business process, technology, customer journey and third times yoy per January 2020 (Fig. 3). While total
party interfacing involved. Not to forget mentioning the outstanding loan is on IDR 13.52 trillion, increased by
loan origination system itself that also vary. 137% yoy.[27] According to CEIC data, the 2019 last
In this paper we’re going to propose and discuss the Non Performing Loan (NPL) ratio was around 2.5%.[9]
high level architectural design that could be used in From the business perspective, banking is included in
Indonesia. Starting from the frontend, middleware, the category of high digitized business sector. Whether it
mobile backend, to the third parties involved for is from its digital assets, usage or labour, all those
background checking and scoring. This architectural components are explored intensively in banking.
design landscape could be used as a reference on building (Gandhi, 2016)

Fig. 2 Accumulated borrower transaction (Dec 2018 – Jan
2020).
The digital transformation should be implemented
over the customer journey and the daily business
operation. Playing only on the customer journey side
while the daily business operation still not completely
digitalized will generate potential operational risks such
as longer than the average delivery time, this will only
reduce the competitiveness of the organization. Also
mention the integration or orchestration of the
technologies used across siloes. (Bollard, 2017)
Software system implementation must support these
business objectives, shorter time to market, higher
quality, lower cost with respect to maintenance and
evolution. (Jacobson, 2017)
Architecture means and start from the specification of
the systems structure along with its rules and principles.
(Jacobson, 2017) It is the blueprint that guides the project
team on creating correct codes of the software.
Fig. 3 Borrower accounts accumulation (Dec 2018 – Jan
2020)
Digital lending system itself is part of the banks or
fintech’s enterprise system. We should look into its
enterprise architectural view in order to understand the
whole process flow. Implementing digital lending that
usually part of the digital transformation effort of the
bank could also means overhauling the existing core
enterprise system and enhance it to be more robust and
more adaptive to changes. (BCG, 2018)
In order to compete in the game, players in digital
lending need to have a robust architecture yet a flexible
one. The architecture should be able to facilitate a quick
adoption of new technologies, but flexible enough to let
the legacy systems undisturbed or only have minimum
impact when the changes are applied. (Pavlovski, 2013)
III. METHOD
The digital lending high level architecture presented
in this paper is designed based on method shown in fig.
4. Block diagram is used as a simple tool to visualize the
architectural view of the system and its ecosystem. The
explanation of the system is done from wider to more
detail perspective. It begins with the digital ecosystem
perspective then dive into the detail of each ecosystem
involved, then the internal components of the digital
lending system itself. We must also understand the role
of external entities that usually customed to a country
specific regulation.
START
Identify the
regulation related to
the business process
Identify the external
ecosystem entities
Identify the internal
ecosystem entities
Define the
specification of the
systems structure,
rules and principles
END
Fig. 4 Method for designing the architecture.
While the view comes down from wider to narrow
perspective, we put the regulation identification as the
first step in the method. Our system architecture must
comply with the country specific financial regulation,
otherwise it won’t ever approved by the OJK as the
financial monitoring institution. Put in mind that in
Indonesia every newly developed or modification of a
system in a bank or fintech should be reported to OJK.
After we understand all the regulation factors, we can
start to identify the external ecosystem entities. The next
step, we identify our internal ecosystem entities. All the
legacy systems and to be developed systems must be
identified. Core banking system, collection system,
payment gateway or switching are examples of a prime
entities etc.
Finally, after all of the external and internal entities or
components are identified, we can compose a
specification of the system structure of our digital lending
system. With these steps followed, we could gain more
easier to understand blueprint and smaller chance that
some components will be left behind.
 IV. DISCUSSION OF THE RESULT B. The Digital Ecosystem
A. The Policies The digital ecosystem of digital lending consists of
internal ecosystem, partner ecosystem and utility
We identified some nation-wide policies supporting ecosystem (Fig. 5). The partner and utility ecosystems
the digital lending ecosystem in Indonesia from 2016 to are all external ecosystems that necessary to include in
2019 both central bank (Bank Indonesia) and OJK the playground. The internal ecosystem consists of the
(Otoritas Jasa Keuangan) release some important policies digital lending system itself, loan origination system,
that has become a guidance for all digital lending players core-banking system, collection system, anti-fraud
on handling the business. Those policies are listed in system, internal credit scoring system and analytical
table 1 below. system.
Table 1 List of identified nation-wide policies.
The loan origination system (LOS) is the nearest
No. Policy Number Description neighbor of the digital lending system. After the loan
and Year
application data is filled out and the document is
1 BI policy Processing of Payment
No.18/40/PBI/2016 Transactions. [1]
uploaded by the customer, it goes to the LOS. In LOS,
2 BI policy Bank Indonesia Regulation the loan application is going through some internal
No.19/12/PBI/2017 concerning Implementation checking process (regarding to internal rules, policies,
of Financial Technology. [3] pricing etc.), then it continued to the external checking
3 BI Board of Governor Procedures for Registration, (i.e. Dukcapil, SLIK, AML) and credit bureau checking
policy Submission of Information, (i.e. Pefindo) which those three systems are coordinated
No.19/15/PADG/2017 and Monitoring of Financial
under anti-fraud system. The last stage is the internal
Technology Providers. [2]
4 OJK policy About Consumer Protection
credit scoring system.
No.1/POJK.07/2013 in the Financial Services The loan origination system then continued the
Sector. [18] process to the core banking system to create the customer
5 OJK Circular Letter About Services and account and process the disbursement of the approved
No.2/SEOJK.07/2014 Settlement of Consumer loan. The payment of monthly installment is monitored
Complaints in Financial through the core banking system. If the payment is
Services Business Actors.
delayed, the process continued to the collection system,
[19]
6 OJK Circular Letter Concerning Information
complete with task management to follow up the
No.12/SEOJK.07/2014 Submission in the Context of customers from making a phone call to visitation to
Marketing Products and / or collect the delayed payment.
Financial Services. [20] The analytical system has a complementary but vital
7 OJK Circular Letter About the confidentiality and role. Data warehousing, data mining and machine
No.14/SEOJK.07/2014 security of data and / or
personal information of
consumers. [21] Internal
8 OJK Circular Letter Implementation of Education Ecosystem
No.1/SEOJK.07/2014 in the Context of Increasing Loan Origination
Financial Literacy to System
Consumers and / or the
Collection
Community. [22] System
9 OJK Policy About Information Core
No.77/POJK.01/2016 Technology Based Lending Banking
System Utility
and Borrowing Services. Ecosystem
Anti Fraud
[23] System Credit
10 OJK Policy Concerning the Bureau
Costumer
No.12/POJK.01/2017 Implementation of Anti Service System
External
Money Laundering and Digital Checking System
Internal Credit
Prevention of Terrorism Scoring System Lending
Funding Programs in the System External Credit
Analytical Scoring System
Financial Services Sector.
System
[24]
11 OJK Policy About Digital Financial
No.13/POJK.02/2018. Innovations in the Financial
Services Sector. [25]
12 OJK Policy Concerning Digital Banking Partner Ecosystem
No.12/POJK.03/2018 Services Provided by Digital Other Partner
Agregators Ecommerce
Commercial Banks. [26] Payments Systems

13 OJK Circular Letter About Regulatory Sandbox.

No.21 [29] Fig. 5 Digital lending ecosystems.
/SEOJK.02/2019
14 OJK Circular Letter About the Recording learning are running inside this environment, generating
No.20 Mechanism of Providers of various advantages from simple daily or monthly report
/SEOJK.02/2019 Digital Financial Innovation. to executing complex machine learning models to do
[30] data mining.
 The customer service system is bridging the bank to
its customers. There should be an interface between the
customer service, digital lending and loan origination
system in order to give the customer service team ability
to track the loan application properties. For further
enhancement to digital KYC (know-your-customer), it
can serve as appointment manager to do video
conference with the clients.
Utility ecosystem function as supporter of the credit
analysis pipeline. The partner ecosystem function as
additional channels that supply more loan application
submission.
Aggregators (i.e. cermati.com, cekaja.com, GoBear)
can provide leads from segments that can be customized
to fit the banks expectation. Ecommerce can give banks
Mobile
Web Channel
Ecosystem
Ecosystem
To Partner
To Utility
Channel
Digital Lending API
To Internal
Ecosystem
Digital Lending Application Server
Digital Lending Database
Fig. 6 The Components.
with leads from retail transactions that converted to
consumer loan. Digital payments also can give leads
from payment transactions that converted into
installments. Other kind of business can also be tapped
by banks, creating a strategic partnership to increase the
booking volume.
C. The Components
Digital lending system (Fig. 6) consists of mobile and
web channel as the primary official channels where the
customers can manage their account and activities. Some
banks prefer to embed them into existing application, to
increase their customer experience by giving more
options. Developing a super app where everything can be
done in a single app is remarkable, but be aware that
overwhelming the customers with so many features or
options to choose can be a bad UI/UX strategy. The pros
is that the customer only need to install just one app.
There are some features that are proposed to be build in
this frontend components.
• Omni channels. The customers can apply loan on
mobile app, fill the form, save it temporary if
they need to look up for documents that left at
home, then continue the form filling process in
web channel at home with their laptop.
• Sales account. The sales should be given their
own account to play with human approach
model. Specific customers (i.e. elders, premium,
disabled) can be served by the sales. Human
touch can be played to gain more trust and
intimacy with them.
• Seamless UX. The customer journey should be
smooth and interactively fun, so the customer not
bored with form filling activities. Rigid design,
long or multiple pages of form proven to
exhausting the customers. Unnecessary data must
be taken out. Customers should seamlessly go
back and forth, adjust their data at any points (i.e.
the loan amount, loan tenure, loan purpose etc.).
• Frontend validations. This centralized rule based
makes it easier to maintain the rule
configuration, while can be used by both
frontend, middleware and backend system.
• Security. Customers login should be equipped
with two-factors authentication. Username and
password completed with OTP pin are used to
authenticate the real user.
• Data encryption. Data should be encrypted all
along the way. Some confidential data should be
kept encrypted until it is saved to the database.
Compliance to security standard like PCI-DSS is
a must. Framework like JSON web token (JWT)
can also be used to implement the data
encryption mechanism.
• Credit process tracking. This feature kept the
customer informed about what happen along the
process from submission to credit decision and
disbursement.
• Video conference. Replacing the traditional
onsite and telephone verification, OJK already
put online verification process as part of know-
your-customer principle implementation. It is
also recommended that this feature supported by
biometric authentication. This video conference
could be triggered from the customer service
system and opened in the mobile app.
• Biometric. Allowing the mobile app to become
authentication tool for KYC and can also be used
for login mechanism. Biometric can be an
alternative to implement two factors
authentication, supporting the what you are
aspect of it. Further implementation of biometric
can also be used to fill the necessary data
automatically (ID data), but this will need a
connection to national authentication server such
as Dukcapil.
• OCR ID Scan. User experience can be increased
by exploring OCR scan for ID (KTP) which
detects ID related fields and filling its content
automatically (name, date of birth, gender,
marital status, job, ID address, and ID photo).
We can either lock the field, or make it editable.
The suggestion here is make it editable so that
the user can revise any scanning mistakes. This
will shift the manual checking effort to the
customer and bank can explore the automation
process of data validation (i.e. with Dukcapil).
• The app of digital lending itself not necessarily
to be a standalone app. Embedding it in a
player’s super app is a good strategy. Banks,
fintechs or cooperative can implement robo-
 advisor technology which sees the customers as internal systems integration or integrations to third
investors and guide them for making correct parties systems, include loan agregators, credit bureau,
investment decisions on a goal based investing dukcapil (for identity checking), etc. Below are the
scenario including lending some money for Kafka’s pros and cons that should be considered.
consumption or more productive activities. [36] Table 3 Kafka pros and cons.
• The product page should explain to the
Pros Cons
customers about the product specification and 1 Easy integration Incomplete sets of monitoring
benefit in a visually interactive way. [22] A tools
simulation board is needed, combined with the 2 Real time processing Doesn’t support wildcard topic
robo-advisor technology it can give best advises selection
to the customers for their loan solution. 3 Clustered AIE pattern impact on the
performance
On this high level architectural design, we start from the 4 Horizontal scalability CLI configuration
frontend or mobile app. The technology we proposed 5 High troughput Doesn't have an SQL based
query engine
6 Persistent Inter-partition performance
interference
7 Easy queue management

Kafka implementation for the digital lending could

follow the one in Fig. 7. Producers of web app and web
services can share the same broker, followed by mobile
app producer, log producers, adapter producers and
proxy producers. Producers are applications that create
Fig. 7 Kafka Implementation Scenario.[14] messages and publish them to brokers.[14]
For the database, we can use the Oracle DB,
here is the hybrid mobile app development platform. PostgreSQL or even Mongo DB. We’re not prohibiting
Flutter is chosen, because of its flexibility to enhance and the usage of No SQL Database, but only give a warning
also support for native programming of both android and that it has a specific kind of treatment differ than the
iOS. RDBMS one. Do not mix the RDBMS structure with No
Flutter has some pros and cons [17] that can be SQL physical database.
considered, such as : Mongo DB is proposed to be used as the frontend
database. Mongo DB is proven to be faster in processing
Table 2 Flutter pros and cons.
large chunk of data compared to MySQL, PostgreSQL
Pros and Microsoft SQL Server.[37] Frontend database need
1 Hot reload at development time. to be fast enough and robust to handle massive real-time
2 Cross platform. (Android and iOS)
transactions and logging process involving JSON
3 Supported by Dart. C and Java like programming
language.
formatted data from the mobile and web applications,
4 Has a rich set of widgets. while the switching database is proposed to use the
5 Can build a platform specific widget. Oracle database.
6 Easy to setup and used. Current Oracle database is already implementing
7 Open source. secondary database models, makes it a multi model one.
8 Faster development speed. Stability, its mature technology, and also support for
Cons enterprise scale architecture makes it reliable for the
1 Can only be used for mobile app development. switching. Below is the comparison of the Mongo DB
2 Mixed between presentation and business logic layer and Oracle database.
code. (But React has the same concept)
3 The app size is a bit larger, > 4 MB in average. Table 4 Mongo DB and Oracle Database comparison.
4 Flutter libraries are not as rich as the natives one. No. Mongo DB Oracle Database
5 Not yet supported by common CI platforms. 1 Support key-value Support RDBMS and multi
secondary database model, includes secondary
For the middleware we propose the Apache Kafka model. database models like document,
that has a complete set of infrastructure needed to Graph, key-value and RDF.
2 Faster Stable
manage data stream processing. Apache Kafka can also
3 Written C, C++ and Written in assembly, C++ and
be used to decoupling microservices. The different Javascript. Java.
between Kafka and the ordinary middleware technology 4 Use Javascript as Use PL/SQL as server side
such as enterprise service bus (ESB) is that Kafka saw server side scripting scripting language.
data as events while the ordinary middleware saw it as a language.
static tables. Kafka also born with clustering capability, it 5 Used for fast data Used for fast data storing and
can support the horizontal scalability with minimum to storing and retrieval. retrieval, data warehousing,
zero downtime. [13] analytical storage.
6 Doesn’t support SQL. Support SQL.
Kafka can be setup as the digital lending solution
7 Support all scale of Support enterprise scale
specific middleware. It can be used to serve either business. business only, which has
 enough budget to implement it.
The database choices can be adjusted to adapt the
bank business scale and IT budget. For smaller scale
banks like BUKU (Bank Umum dengan Kegiatan Usaha)
1 or 2, Mongo DB can be chosen rather than any other
databases with much higher total cost of ownership.
This architecture proposed can be implemented on
any scale of players business. The technology used can
also be customized adapting the IT spending of the
businesses. For koperasi, BPR and micro banks, the
options can be change with cheaper items but the
security level must always be taken into consideration.
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