COLD STORAGE - ALI : Asosiasi Logistik Indonesia · satunya karena ditopang industri agribisnis...

EDISI - XIII - APRIL 2017

COMPANY OF THE MONTHPT PELNI (Persero):Transformasi Bisnis Penguasa Angkutan Laut

EXECUTIVEADITHYA SARI:Jalan KarierDari Suara Hati

INTERVIEWHASANUDDIN YASNI:2018, PuncakBisnis Cold Storage

PELUANG BISNIS LOGISTIK MASA DEPAN

COLD STORAGE

2 EDISI XIII | APRIL 2017

Salam Redaksi

MENGACU data International Trade Administration (ITA) tahun lalu, jumlah rasio cold storage dengan penduduk di Indonesia masih ren-dah yakni hanya 12:252. Bandingkan dengan China, perbandingannya 76:1300, atau India 131:1260. Survei Supply Chain Indonesia juga mencatat, Indonesia setidaknya masih membutuhkan 1,5 juta ton cold storage tambahan.

Ada banyak faktor yang memengaruhinya. Salah duanya adalah ketersediaan listrik dan regulasi yang mendukung. Soal listrik, pemer-intah tengah berjibaku dengan mega proyek 35 ribu megawatt yang kini banyak mangkrak. Pemenuhan daya listrik akan memakan waktu lama, sehingga pelaku usaha boleh berharap bahwa paket kebijakan XV yang khusus menggarap deregulasi di sektor logistik mampu memenuhi harapan pelaku bisnis.

Supply Chain Indonesia memproyeksikan kebutuhan ruang pendin-gin di Indonesia sekitar 1,7 juta ton, naik 30% dari kebutuhan tahun 2015 sebesar 1,32 juta ton. Tapi saat ini, cold storage yang tersedia hanya 200.000 ton, sehingga membutuhkan penambahan sekitar 1,5 juta ton. Bahkan, dalam riset Departemen Perdagangan Amerika Serikat, Indonesia punya potensi besar di bisnis cold storage, salah satunya karena ditopang industri agribisnis yang tumbuh mendekati US$200 miliar pada 2020.

Edisi majalah Supply Chain & Logistics kali ini mencoba memetakan masalah cold chain dan peluang bisnis yang ada. Bukannya mengada-ada, tetapi margin keuntungan bisnis cold storage tidak main-main, bisa mencapai 40-60%. Margin yang cukup menggiurkan, apalagi po-tensinya bakal makin besar setelah bisnis cold storage dihapus dalam DNI, artinya 100% bisa asing. =

Pelindung Dr Nofrisel, SE, MM, CSLP

Prof. Dr. Ir. Teuku Yuri M. Zagloel, M.Eng. Sc.Prof. Dr. Ir. Senator Nur Bahagia

Ir. Andy Ilham Said, Ph.DDr. Kuncoro Harto Widodo

Dr. Hoetomo Lembito Erwin Raza, SE, MM

Ir. R. Ananta Dewandhono, MM, MBAFx. Sugiyanto

Hasanudin

PenanggungjawabZaldy Ilham Masita

Dewan RedaksiZaldy Ilham Masita, Mahendra Rianto, Iman Kusnadi, Widiyanto, Nyoman Purnaya, Hadi

Kuncoro, Aulia Febrial Fatwa, Erith Desenaldo, Clara Benarto, Tenaka Budiman, R Kunto

Margono, Uda Sasmita, Eko Setyanto, Okin Purba, Daniel Utomo, Armen Aldrin.

Marketing dan AdministrasiAang Wiguna, Armieta Amelia,

Chrissa Nurhayati, Elsa Febriana

Konsultan mediaindossari.com

Redaksi & MarketingThe Venue 18 Office Park 15 th Floor

Jl Jenderal TB Simatupang Kavling 18 Jakarta 12520

Email: [email protected]: www.ali.web.id Supply Chain & Logistic Review adalah majalah resmi Asosiasi Logistik Indonesia

yang terbit satu bulan sekali. Untuk peliputan dan iklan dapat menghubungi alamat redaksi dan marketing. Kami menerima artikel anda seputar dunia supply chain dan logistics untuk dipublikasikan di majalah

REDAKSI

Prospek Bisnis Cold Chain


Dapatkan Supply Chain & Logistics Review rutin setiap edisi dengan mendaftarkan diri Anda sebagai anggota Asosiasi Logistik Indonesia (ALI). Bergabung lah dengan lebih dari 3.000 profesional praktisi, akademisi, regulator dan pemerhati rantai pasokan dan logistik di ALI. Daftarkan diri Anda melalui laman resmi ALI www.ali.web.id atau mengirimkan email kosong ke alamat mailing list: [email protected]

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KILAS0827

30

VIEWRethinking Your Supply Chain in an Era of Protectionism

SUPLEMENClosing the Gap:Tackling Indonesia’s Supply Chain Skills Challenge

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EDISI - XIII - APRIL 2017DAFTAR ISI

EXECUTIVEADITHYA SARI:Jalan KarierDari Suara Hati

14 INTERVIEWHasanuddin Yasni:2018, PuncakBisnis Cold Storage

16 EVENT2017 : Supply Chain & Logictics Event

18 HEADLINEMEMBEDAH BISNIS COLD STORAGE

MEMACU BISNIS COLD STORAGE

SEREMONIA06

INDICATOR04COMPANY OF THE MONTHPT PELNI (Persero):Transformasi Bisnis Penguasa Angkutan Laut

24



COLD CHAIN COMPETIVENESS SCORECARD: LOWER MIDDLE INCOME ECONOMIES

INDIA INDONESIA KENYA VIETNAM

GOVERNMENT/REGULATORY 4.1 4.0 3.7 3.8

Ethics and corruption 4.1 3.7 3.0 3.1Intellectual Property Protection 4.2 4.3 3.7 3.6Legal framework - settling disputes 4.2 3.9 4.0 3.7Legal framework - challenging regulations 4.1 3.9 4.0 3.4Transparency of government policymaking 4.2 4.1 4.2 3.8Foreign competition 3.9 4.1 4.1 4.7Security 3.9 4.1 3.1 4.5Burden of government regulation 4.0 3.8 3.7 3.2

LABOR FORCE 4.1 4.2 4.3 3.9

Flexibility 4.5 3.6 4.8 4.4Flexibility of wage determination 4.0 4.3 5.2 5.0Hiring and firing practices 4.4 4.3 4.1 4.2Country capacity to attract talent 3.8 4.1 3.7 3.3Country capacity to retain talent 3.9 4.1 3.5 3.2Reliance on professional management 3.9 4.7 4.4 3.6On -the-job training 4.2 4.5 4.4 3.8

INFRASTRUCTURE 3.8 4.4 3.7 3.9

Electricity and telephony infrastructure 2.8 4.0 2.8 4.1Transport infrastructure 4.6 4.4 3.6 3.6Technological adoption 4.1 4.8 4.8 4.0

DEMAND / BUSINESS FACTORS 4.5 4.5 4.2 4.2

Domestic market size 6.4 5.7 3.7 4.5Domestic competition 4.2 4.5 4.5 4.4Foreign competition 3.9 4.1 4.1 4.7Control of international distribution 4.0 4.2 3.8 3.7Local supplier quantity 4.6 4.7 5.1 4.5Local supplier quality 4.3 4.2 4.4 3.8State of cluster development 4.4 4.4 4.1 3.8Quality of Demand Conditions 4.1 4.4 3.9 3.8

INDUSTRY INTEREST 4.0 3.0 3.0 4.0

TOTAL SCORE 4.1 4.0 3.8 3.9

economies often need extensive investment for efficient systems. With less developed retail markets, it may be difficult for many cold chain service providers to find profit opportunities in the local market ; therefore, exporting to other consumers markets usually offers the greatest opportunities. The growth of these markets will often hinge on the ease of doing business and trade; government policies and infrastructure development are often the largest impediments to business and to the growth of these economies.

Lower - middle income economies are usually in the burgeoning stages of retail and cold chain development. These

CRITERIA (1- 7 BEST)

INDICATOR


FRESH FOOD

PROCESSED FOOD

SAMPLE COLD CHAIN DIAGRAM

COLD STORAGE VS TOTAL POPULATION

Harvest at Farm

Post HarvestPrecooling/

Packing

Bulk Procurement

Processor/Production Facility

Non Refrigerated Warehouse

Transpost (Truck)

Retailer(Restaurant/

Franchise)

Retailer(Supermarket)

Refrigerated Warehouse

Transport (Air, Sea, Truck, Rail)

DistributionCenter

131

1260

115

322

76

1300

16

202

12

252

5

125

INDIA AMERIKASERIKAT

CHINA BRAZIL INDONESIA MEXICO

COLD STORAGE TOTAL POPULATION(MILLION CU METERS) (MILLIONS)

INDICATOR

SEREMONIA

CEMAT SOUTHEAST ASIA

KETIKA PARA PEBISNIS SUPPLY CHAIN DUNIA DALAM SATU ATAP

Pameran terakbar mengenai rantai pasokan dan logistik, CeMAT Southeast Asia di helat di Jakarta pada bulan Maret lalu,, tepatnya pada tanggal 2 hingga 4 Maret 2017 di Indone-sia Convention Exhibition, BSD City, Tanggerang Selatan, Bant-en. Puluhan exhibitor ternama dari dalam dan luar negeri turut ambil bagian dalam perhelatan tersebut. Acara ini juga dira-maikan oleh konferensi yang mendatangkan pembicara kom-peten dari segala bidang rantai pasok, logistik, moda transpor-tasi, dan rantai pendingin.


SEREMONIA

CeMAT Southeast Asia merupakan bagian dari CeMAT Worldwide sebagai pameran intralogistik terbesar dunia milik Deutsche Messe yang digelar di Jerman, Italia, Russia, India, Australia, Amerika Se-latan, dan China, sedangkan untuk kawasan Asia Tenggara hanya diselenggarakan di Indonesia bersama PT Debindo-ITE. Sementara itu TransAsia Jakarta dan ColdChain Indonesia adalah bagian dari ITE Transport & Logistics Show Series yang diselenggarakan di berbagai negara termasuk Translogistica Russia. =



KILAS

Gula Rafinasi Impor Dapat Dipasarkan di Lelang KomoditasKEMENTERIAN Perdagangan menetapkan gula kristal rafinasi yang diproses dari gula mentah impor dapat diperdagangkan me-lalui mekanisme pasar lelang komoditas. Ini dilakukan untuk memotong mata rantai

distribusi dan diharapkan dapat menu-runkan harga. Aturan ini dipublikasikan

pada 23 Maret melalui Permendag No. 16/M-DAG/PER/3/2017. (SCL)

Ongkos Logistik Memicu Kenaikan Harga JagungKENAIKAN harga jagung pada masa panen belakangan ini tidak serta merta dinimati oleh petani. Berdasarkan data Kamar Dagang dan Industri Indonesia, harga jagung pada saat panen raya Maret 2017 mencapai Rp 4.500 per ki-logram, naik dari bulan Februari Rp 4.000 per kilogram. Kenaikan harga, menurut Ketua Dewan Jagung Nasional , Tony J Kristianto, lebih diakibatkan oleh kenaikan biaya logistik. karena jagung umumnya diproduksi di luar Pulau Jawa. (Detik/23/3/2017)

Paket Kebijakan Logistik Segera DiterbitkanPEMERINTAH segera menerbitkan paket kebijakan ekonomi ke XV yang mengatur bidang jasa logistik. Salah satu isi pa-ketnya adalah penyempurnaan layanan Indonesia National

Single Window (INSW) dan solusi masalah dwelling time. Menurut Menteri Koordinator bidang Perekonomian, Darmin Nasution paket ini bertujuan untuk memperbai-ki konektivitas antar darerah dan menekan tarif logistik. Paket baru ini rencananya akan diterbitkan beberapa pekan lagi dan masih serangkaian dengan paket-pak-et kebijakan yang diterbitkan pertama kali September 2015. (Antara/23/3/2017)


APJP keberatan tarif bongkar muat akan naik 30%ASOSIASI Perusahaan Jalur Prioritas keberatan den-gan usulan penaikan tarif 30% untuk bongkar muat kargo umum nonkontainer di Pelabuhan Tanjung Priok Jakarta. Ketua Kompartemen Koordinasi Antar Instansi & Infra-struktur APJP, Cornelius F. Atmadjie mengatakan rencana itu tidak tepat karena kondisi bisnis sedang lesu dan tarif baru pasti akan nambah biaya operasional. Pelaku bisnis berharap usulan tarif baru dibahas terlebih dahulu dengan mereka. (Bisnis Indonesia/10/3/2017)

Bandara di Indonesia Timur Perlu Cold StorageDIREKTUR Operasi dan Pengembangan Bisnis PT Angkasa Pura Logistik Satrio Witjaksono mengatakan mengatakan bandar udara di kawasan Indonesia timur perlu dukun-gan cold storage. Hal ini diperlukan karena kawasan timur merupakan sentra industri perikanan utama, namun fasili-tas cold storage belum tersedia maksimal. Selain cold stor-age, landasan pacu bandara juga perlu diperpanjang. (Bisnis

Indonesia/9/3/2017)

Jawa Barat Pengekspor Terbesar Nasional EKSPOR Indonesia terbesar selama Januari–Februari ta-hun ini di dominasi dari barang asal Jawa Barat dengan ni-lai US$4,48 miliar atau mencapai 17,25% dari total ekspor nasional sebesar US$25,98 miliar, seperti dikutip dari data Badan Pusat Statistik. Menurut tujuan, ekspor nonmigas pada Februari didominasi ke Tiongkok yaitu US$1,36 miliar, disusul Amerika Serikat US$1,36 miliar dan India US$1,02 miliar, dengan total kontribusi ketiga negara itu mencapai 32,81%. (SCL)

Bank Dunia Pangkas Proyeksi Laju GDP Indonesia 2017BANK Dunia memproyeksikan pertumbuhan ekonomi In-donesia tahun ini akan tumbuh sebesar 5,2% dari sebel-umnya 5.3%. Koreksi ini disebabkan karena meningkatknya ketidakpastian ekonomi global akibat sejumlah faktor, sep-erti rencana proteksionisme perdagangan dan normalisasi kebijakan moneter di Amerika Serikat. Proyeksi terbaru Bank Dunia ini, masih sejalan dengan estimasi pemerintah sebesar 5.2%. (SCL)

KILAS

Executive

KETIKA ingin meneruskan pendidikan ke National University of Singapore (NUS) tahun 1999, hati Adithya Sari mantab memilih jurusan Teknik Industri dengan spesialisasi logistik. Saat itu ayahnya kurang setuju karena berkarier di bidang logistik identik dengan bekerja di gudang. “Kurang bergengsi dan penuh praktek yang tidak baik,” katanya meniru ucapan sang ayah.

ADITHYA SARICOUNTRY GENERAL MANAGER HAVI LOGISTICS INDONESIA



Namun niat alumnus jurusan Perencanaan dan Tata Kota Institut Teknologi Bandung (ITB) ini sudah bulat. Dia kadung jatuh cinta dengan dunia logistik. Bekerja di Exel Logistics, yang kemudian berganti menjadi DHL Supply Chain, mem-buatnya banyak belajar.

Di Exel, dia belajar engineering, operasional, manajemen umum, dan pengembangan bisnis. Adit masuk menjadi ba-gian dari DHL Supply Chain sejak tahun 2001 sebagai asis-stant manager. Kariernya terus naik sampai menjadi general manager business development DHL Supply Chain pada De-sember 2011.

Di Singapura, ketika mengambil gelar master, ketertarikan Adhit terhadap pengelolaan logistik dan rantai pasokan (sup-ply chain) mencapai puncaknya. Baginya, Singapura adalah

negara yang sangat efisien dalam mengatur dan mengelola logistik. “Saya melihat peluang industri logistik di Tanah Air sangat besar. Ini mengingat tantangan geografis Indonesia dan minimnya pengetahuan manajemen logistik,” katanya kepada majalah Supply Chain & Logistics Review, Maret lalu.

Alasan itu pula yang menariknya kembali ke Indonesia setelah lima tahun bekerja di Negeri Singa. Keputusan kem-bali dan berkarier di Indonesia menjadi keputusan penting dalam membangun kariernya. Tapi dilema muncul karena dia dihadapkan pada posisi dua pilihan yang sulit, mendapat-kan posisi yang lebih baik di kantor regional Singapura atau kembali ke Indonesia. Sebenarnya dia memilih tetap bekerja di Singapura. Beruntung, salah satu seniornya menyarank-annya kembali. Pasalnya, pulang ke Indonesia berarti punya

Executive


Executive

kesempatan memimpin tim yang lebih besar. Apalagi, potensi lo-gistik di Indonesia juga masih terbuka lebar.

Di Indonesia, ternyata banyak masalah baru menghadang, teru-tama soal budaya kerja. Dia juga harus banyak belajar dan kembali memahami permasalahan dan tantangan logistik di dalam negeri. “Saya banyak belajar dari rekan-rekan di sekeliling saya,” katanya.

Tapi dengan kesungguhan dan kerja keras, kariernya terus me-laju. Pengalamannya semakin banyak dan sejak awal tahun 2012, dia akhirnya dipercaya menjadi Country General Manager HAVI Lo-gistics Indonesia, sebuah perusahaan logistik global yang melayani pelanggan di lebih dari 100 negara.

Dengan pencapaiannya saat ini, Adithya tak pernah menyesal kembali ke Indonesia. Keputusannya pulang ternyata kian membu-ka matanya bahwa potensi logistik nasional masih sangat terbuka.

Sayangnya, pengembangan sektor ini terganjal beberapa ma-salah seperti belum baiknya infrastruktur, kurangnya ketersediaan sumber daya manusia (SDM), regulasi, dan kualitas sistem infor-masi. Bila semua masalah ini bisa diselesaikan, efisiensi industri logistik akan lebih meningkat lagi. “Sebagian besar industri di Indo-nesia juga masih melakukan fungsi supply chain mereka sendiri se-hingga potensi outsourcing [alih daya] masih terbuka lebar,” papar Adit.

Faktanya, beberapa masalah seperti buruknya infrastruktur saat ini masih menjadi hambatan terbesar pengembangan logis-tik. Namun menurut dia, tantangan dan pekerjaan terbesar sek-tor logistik nasional ialah bagaimana mencetak dan meningkatkan kualitas SDM agar bisa menghadapi semua permasalahan. Setelah itu, solusi berikutnya adalah membuat strategi dan konsep pen-gelolaan logistik dan rantai pasokan yang efisien sesuai dengan kondisi dalam negeri.

Satu keinginan Adit ke depan yakni ingin ikut serta meningkat-kan kesadaran dan pengetahuan masyarakat di sektor logistik, terutama di lingkungan pelajar dan mahasiswa. Harapannya akan semakin banyak lulusan terbaik dari universitas Tanah Air yang bisa bergabung dan berkontribusi dalam pengembangan logistik nasional.

Apalagi dengan keunggulan HAVI Logistics Indonesia yang se-bagian besar konsumennya adalah restoran cepat saji, Adit pun ingin ambil bagian dalam meningkatkan efisiensi rantai pasokan di bidang makanan. “Saya juga ingin meningkatkan kesadaran ma-syarakat akan keamanan pangan dan standard halal.” =

ADITHYA SARI

PENDIDIKAN:• Sarjana Jurusan Perencanaan dan Tata

Kota ITB (1993-1998)• National University of Singapore, Jurusan

Industrial and System Engineering (1999-2000)

• Singapore Institute of Management, Fi-nancial Management (2002-2003)

KARIER:• Assistant Manager EXEL Logistics (Maret

2001-Mei 2005)• Account Manager DHL Supply Chain (Juni

2005-September 2006)• GM Operations-Technology Sector DHL

Supply Chain (Oktober 2006-April 2009)• GM Business Developmet DHL Supply

Chain (Mei 2009-Desember 2011)• Country General Manager HAVI Logistics

Indonesia (Januari 2012-sekarang)


Setelah naik hanya single digit, pertum-buhan bisnis ruang penyimpanan dingin atau cold storage diprediksi tumbuh dua digit tahun ini dan tahun depan. Asosiasi

Rantai Pendingin Indonesia (ARPI) juga mem-perkirakan kebutuhan cold storage tahun ini ma-sih sekitar 1 juta ton. Apa saja faktor pendorong-nya? Berikut wawancara majalah Supply Chain & Logistics Review dengan Ketua ARPI Hasanuddin Yasni.

Supply Chain Indonesia menyebut potensi bis-nis cold storage tahun ini mencapai 1,5 juta ton. Apa bisa terealisasi?

Menurut saya industri perikanan tangkap ma-sih stagnan tahun ini. Maka itu pemerintah me-lalui Kementerian Kelautan dan Perikanan (KKP) membuat program cold storage untuk penyimpa-nan. Kalau ada pendorong dari pemerintah, bisa menjadi pemicu bagi pihak swasta membuat usa-ha sejenis. Tapi saya pikir, tahun ini kebutuhan cold storage masih sekitar 1 juta ton, tidak sampai 1,5 juta ton.

Industri apa saja yang punya peluang menopang bisnis cold storage?

Kalau pemerintah bisa menambahkan 200.000 ton cold storage tahun ini saja, itu sudah bagus. Dengan penambahan kapasitas, sektor swasta bisa menambah usaha dari bisnis rental cold stor-age sebanyak 300.000 ton. Tahun ini, bisnis ola-han ayam juga tumbuh signifikan dan memerlu-kan cold storage hingga 150.000 ton. Industri lain yakni makanan beku seperti olahan daging, es krim, olahan susu juga bisa menambah peluang bisnis cold storage sampai 350.000 ton. Namun industri yang men-jadi kunci perkembangan bisnis cold storage adalah hasil laut atau seafood dan turunannya.

Interview

2018, PUNCAK BISNIS COLD STORAGE

Hasanuddin Yasni Direktur Eksekutif Asosiasi Rantai Pendingin Indonesia (ARPI)


Berapa pertumbuhan bisnis cold storage setiap ta-hun?

Tahun 2017, saya rasa menjadi periode titik tolak bagi pertumbuhan bisnis cold storage. Sejak tahun 2015 dan berlanjut ke tahun 2016, bisnis ini hanya tumbuh seki-tar 5% karena kondisi perekonomian yang cenderung melambat. Tahun ini, kami memprediksi industri cold storage bisa tumbuh sampai 10%. Tahun depan, bisnis penyimpanan dingin ini juga akan bertambah pesat di-dorong oleh beberapa faktor, salah satunya yakni ma-suknya investor baru. Informasi di pasar, sudah ada beberapa investor khususnya asing yang tertarik untuk masuk ke bisnis sewa cold storage. Jadi peluang bertum-buh tahun 2018 akan lebih besar.

Siapa profil investor yang tertarik, bergerak di indus-tri apa?

Sebagian besar masih hortikultura seperti sayur ma-yur dan buah-buahan, seafood dan turunannya.

[Mengacu data ARPI, kondisi instalasi cold storage tahun 2015 yakni industri seafood masih yang tertinggi pengguna cold storage mencapai 616.500 ton, disusul berikutnya industri pakan ternak dan ayam 387.500, produk daging merah 88.400 ton, dan produk segar un-tuk pasar ritel 22.750 ton.]

Di mana lokasi paling strategis untuk mengembang-kan bisnis ini?

Daerah sekitar pelabuhan atau wilayah yang tak jauh dari pelabuhan sebagai tempat pengolahan. Daerah yang berjarak sekitar 50-100 kilometer dari sana juga setidaknya masih prospektif untuk menjalankan bisnis ini.

Bagaimana dengan sebaran bisnis cold storage? Masih terpusat di Jawa? bSaat ini, 50% masih di Jawa, khususnya di Jawa Barat dan Jawa Timur. Sisanya tersebar merata di Sumatra, Bali, Sulawesi, Kalimanta, dan Papua.

Apakah pebisnis lokal masih dominan atau sudah banyak investor asing? Masih 80% pebisnis lokal, sedangkan sisanya 20% adalah investor asing, mereka fokus di daerah-daerah

yang pebisnis lokal kita memang belum masuk, misalnya Jambi atau Bengkulu.

Jika ada perusahaan logistik yang ingin masuk, daerah mana yang potensial?

Mulai dari Bali. Setelah itu wilayah prospektif lain yakni Nusa Tenggara, Sulawesi, Malukum dan Papua. Konsep pemerintah yang ingin mengembangkan poros maritim juga membantu pembangunan dan perkembangan di daerah timur Indonesia. Ini dapat menjadi salah satu peluang yang bagus untuk bisnis cold storage.

Kita tahu infrastruktur di Indonesia timur belum baik, apa kendalanya?

Iya. itu juga masalah. Kami selalu meminta pemerintah agar bisa menyelesaikan pekerjaan rumah untuk membangun infra-struktur dasar seperti listrik dan jalan. Ini sangat penting. Para pelaku bisnis juga membutuhkan pelabuhan-pelabuhan yang siap melayani kegiatan ekspor-impor untuk barang-barang dengan perlakuan khusus seperti ini. Listrik, kami menggan-dalkan sokongan dari PT. PLN (Persero). Kalau listrik dari PLN tidak memadai, biasanya kami menggunakan genset. Namun, biaya operasional dengan genset bisa membengkak sampai 50%. Itu sebabnya pembangunan infrastruktur dari pemerintah sangat perlu demi iklim investasi yang baik. =

Interview


EVENT

2017Supply Chain & Logictics Event

DATE EVENT LOCATION

APRIL

5-8 TIA 2017 Conference Las Vegas, NV

5-6 eDelivery Expo 2017 Birmingham, UK

9-12 NASSTRAC Annual Shippers Conference & Transportation Expo Orlando, FL

18-20 Oman Processing, Packaging and Material Handling Exhibition Muscat, Oman

19-20 Seamless 2017 Singapore

21-22 Air Freight Logistics Vietnam 2017 Pullman Saigon Hotel, Vietnam

22-28 Singapore Maritime Week Singapore

24-25 American Supply Chain Summit Orlando, FL, USA

25-26 The Terminal Operations Conference (TOC) Asia Marina Bay Sands, Singapore

26-27 12th Annual Liquidity Management Conference New York, NY, United States

25-27 Digital Travel APAC 2017 Resorts World Sentosa, Singapore

27-29 Asia Cold Chain Show 2017 BITEC , Bangkok

30-3 Warehousing Education and Research Council (WERC) Conference Fort Worth, TX

MAY

30-3 Warehousing Education and Research Council (WERC) Conference Fort Worth, TX

2-4 Fleet Management Masterclass 2017 Dubai, UAE

3-4 6th Supply Chain Finance Summit Thomson Reuters auditorium, London

4-5 Defence Procurement, Supply Chain and Logistics Management Techniques Singapore

10-11 ‘ISC’ Turkey 2017 Istanbul

10-12 2nd Transport India 2017 Pragati Maidan, New Delhi, India

15-16 2nd Annual Dynamic Distribution Disruption – Retail Summit 2017 New York , NY, United States

16-17 4th Annual MENA Pharmaceutical Cold Chain Forum Dubai, United Arab Emirates

18 BSMA EUROPE ANNUAL CONFERENCE russels, Belgium

18-19 2nd Annual Next Generation Corporate Universities Barcelona, Spain

18-19 7th Annual Temperature Controlled Logistics Frankfurt, Germany

18-19 Financial Supply Chain, How to Better Manage and Optimise FSC towards Per-fection Barcelona, Spain

18-19 11th Annual Pharmaceutical Logistics Event London, United Kingdom

16-17 2017 Georgia Logistics Summit Atlanta, GA

22-24 Health & Safety Summit, Europe Turnberry, United Kingdom

22-25 Cold Chain GDP & Temperature Management Logistics Global Forum - Spring San Diego, CA, USA

23-25 Gartner Supply Chain Executive Conference 2017 Phoenix, AZ, USA

24-26 China International Logistics Equipment & Technology Exhibition Guangzhou, China

31-2 Customer Facing Supply Chain Management and O2C Berlin, Germany

31-2 Global EPC Projects & Contract Management for Energy Sector Amsterdam, Netherlands



EVENT

DATE EVENT LOCATION

JUNE

31-2 Customer Facing Supply Chain Management and O2C Berlin, Germany

31-2 Global EPC Projects & Contract Management for Energy Sector Amsterdam, Netherlands

6 International Logistics & Material Handling Exhibition (SIL) Barcelona

7-8 The 16th Responsible Business Summit Europe 2017 London, UK

7-8 Clinical Trial Supply Nordics 2017 Copenhagen, Denmark

13 The Food & Drink Supply Chain Conference - Boosting Efficiency & Collaboration London, United Kingdom

13-15 CWC LNG Fuels Summit Amsterdam, Netherlands

14-16 15th Annual North American 3PL & Supply Chain Summit Chicago, United States

19-21 The 2017 EMEA Supply Chain & Logistics Summit & Expo Hotel Rey Juan Carlos I, Barcelona

20-21 International Pharma Supply Chain Confab 2017 Jakarta

20-22 LogiMAT China Nanjing Intern. Expo Center, China

JULY

5-6 The Future of Transportation World Conference Koln, Germany

23-26 AHRMM17 CONFERENCE and EXHIBITION Washington, DC, United States

24-27 Pharmaceutical End-to-End Supply Chain Management Summit Philadelphia, PA, USA

25-28 Fleet Management Asia Summit 2017 Singapore

27 Asian Manufacturing Conference 2017 Singapore

AUGUST

16 GLCS-Supply Chain Breakfast Series 2017 – 2nd Empire Hotel Subang, Malaysia

16-18 2017 ( 9th) Shenzhen International Internet of Thing Exhibition Shenzhen, China

SEPTEMBER

19-20 Supply Chain Forum 2017 Swissotel, Sydney

20-21 Gartner Supply Chain Executive Conference London

24-27 Council of Supply Chain Management Professionals (CSCMP) Annual Global Con-ference Atlanta, GA

28-30 LogisWare 2017 Shah Alam, Malaysia

OCTOBER

2-6 APQC’s 2017 Process & Performance Management Conference Houston, TX, USA

3-5 IOT Solutions World Congress Barcelona, Spain

10-11 e2e Commerce Indonesia 2017 Balai Kartini, Jakarta, Indonesia

10-12 Indonesia Transport, Supply Chain and Logistics (ITSCL) Jakarta International Expo (JIExpo) Jakarta

10-11 e2e Commerce Indonesia 2017 Balai Kartini, Jakarta, Indonesia

15-17 APICS 2017 San Antonio, TX

18 Logistics & Operations Conference Santiago, Chile

23 The Maritime Standard Awards Abu Dhabi, United Arab Emirates

24 The Maritime Standard Tanker Conference Abu Dhabi, United Arab Emirates

25-27 Manufacturing Solutions Expo 2017 Singapore EXPO, Singapore

NOVEMBER

8 The Maritime Standard Ship Finance and Trade Conference Abu Dhabi, United Arab Emirates

15-17 INTERTRAFFIC MEXICO 2017 Mexico City, Mexic

23-24 Asian Logistics and Maritime Conference Hong Kong

27-29 Supply Chain Management Strategies Summit Berlin, Germany



Apa jadinya kalau bisnis perikanan berjalan tanpa ruangan pendingin? Bagaimana pula dengan bisnis buahbuahan dan sayuran segar, apa dampaknya kalau tak ada penyedia ruang pendingin?

Laporan berjudul “2016 Top Markets Report Cold Supply Chain; A Market Assesment Tool for US Export-ers” menarik disajikan International Trade Admin-istration (ITA), badan nasional di bawah naungan

Kementerian Perdagangan Amerika Serikat. Laporan ini mengungkapkan besarnya potensi bisnis ruang pendingin atau cold storage di berbagai belahan dunia, termasuk In-donesia.

Di Indonesia, sejumlah faktor bakal menjadi sentimen positif bagi bisnis cold storage di antaranya potensi industri farmasi di Tanah Air yang diproyeksikan mencapai US$9,7 miliar dan potensi sektor agribisnis yang diprediksi men-embus US$200 miliar, masing-masing pada tahun 2020. Dua sektor ini punya kontribusi besar sebagai penggguna jasa cold storage. Ditambah lagi, konsumsi daging di dalam negeri juga diperkirakan naik 4-6% per tahun dan ini akan membuat bisnis cold storage makin terbuka lebar.

Lantas apa sebenarnya cold storage? Apa manfaatnya bagi industri seperti perikanan dan produk-produkmakan-an segar lainnya?

MEMBEDAH BISNIS COLD STORAGE

Secara sederhana cold storage adalah ruangan yang di-rancang khusus dengan kondisi tertentu untuk menyimpan berbagai produk demi mempertahankan kesegarannya. Pembangunan cold storage biasanya disesuakan dengan luas bangunan yang ada di lokasi tersebut.

Indotara dan Datacon mengungkapkan ada empat jenis cold storage yakni chilled room, freezer room, blast freezer, dan blast chiller. Chilled room dan freezer room biasa digunak-an untuk menyimpan produk yang sesuai dengan kondisi tertentu. Suhu di chilled room biasanya antara 1-7 derajat celcius dan digunakan menyimpan sayur-mayur dan buah-buahan dengan daya tahan maksimal 60 hari. Adapun suhu di freezer room diatur mencapai minus 15 sampai minus 20 derajat celcius dan khusus dipakai menyimpan daging, susu, keju dan komoditas lain.

Jenis blast freezer dan blast chiller biasa digunakan meny-impan produk yang butuh pendingan dalam waktu cepat. Blast freezer untuk menyimpan makanan beku atau olahan secara cepat dengan suhu minus 20 sampai minus 35 de-rajat celcius, sedangkan blast chiller atau blast filler berfung-si mengurangi kadar air dan mempertahankan kandungan nutrisi.

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Dari sisi fungsi dan kapasitas, cold storage dibagi lagi menjadi dua yakni komersial dan industrial.Ruang pendingin komersial lazim digu-nakan sendiri oleh si pemilik atau bisa disewakan, tapi tidak menjadi bagian terintegrasi dari aktivitas industri, misalnya cold storage daging milik pasar swalayan dengan kapasitas di bawah 1.000 ton.

Di sisi lain, cold storage industrial umumnya menjadi satu kesatuan dari aktivitas bisnis seperti penyewaan gudang pendingin dan bisnis logistik dengan kapasitas lebih dari 1.000 ton. Dari dua jenis itu, kini berkembang lagi cold storage mobile yang bisa dibawa ke mana-mana dengan motor roda tiga atau mobil.

Faktanya, tak semua perusahaan memiliki ruang pendingin karena pembangunannya membutuhkan bujet besar. Solusinya, banyak perusa-haan akhirnya menyewa atau bekerja sama dengan pemilik cold storage.

Mengacu data ITA, saat ini perbandingan jumlah cold storage dengan penduduk Indonesia masih rendah, hanya 12:252. Bandingkan dengan China, 76:1300, atau India 131:1260. Survei Supply Chain Indonesia juga mencatat, Indonesia setidaknya masih butuh tambahan 1,5 juta ton cold storage.

Rendahnya perbandingan ini menandakan potensi bisnisnya sangat besar. “Investasi yang sudah ditanam untuk gudang berpendingin saat ini mencapai Rp32 triliun,” kata Direktur Ekse-kutif Asosiasi Rantai Pendingin Indonesia (ARPI) Hasanuddin Yasni, kepada majalah Supply Chain and Logistics Review, Maret lalu.

SebaranSaat ini, ARPI mencatat perusahaan cold storage berjumlah sekitar

92 perusahaan di Indonesia, jumlahnya tak banyak berubah sejak ta-hun 2004. Khusus Jabodetabek, mengacu riset Data Consult yang di-kutip Datacon, ada sekitar 40 perusahaan cold storage dan dari jumlah itu ter- dapat 26 perusahaan ditopang kapasitas cukup besar dengan

total sekitar 75.056 ton.Pebisnis cold storage juga terpetakan dan

menjadi anggota ARPI yang terdiri dari ber-bagai bidang usaha, seperti perusahaan

khusus cold storage, industri pengo-lahan makanan atau importir dag-ing termasuk rumah pemotongan hewan, industri perikanan dan udang, industri es krim, impor-

tir buah, dan perusahaan jaringan ritel. Data APRI mencatat, beberapa

nama perusahaan yang bersinggungan dengan cold storage di antaranya PT An-eka Cool, PT Bitzer Compressors, PT Dan-foss Indonesia, PT Celcius Jaya, PT Denso Sales, Meratus Group, PT Pluit Cold, PT Bonekom Servistama (Bosqo), PT Adib Cold Logistics, dan Perum Perikanan In-

donesia (BUMN). Ada juga yang punya kapasitas be-sar seperti PT Sukanda Jaya dan Bosco.

Dengan potensi yang ada, Hasanuddin mem-prediksi cold storage bakal ‘diserbu’ investor baru, lo-kal dan asing. Jawa, teru-tama Jawa Barat, masih menjadi salah satu lokasi strategis yang diincar in-vestor lantara Jawa Barat

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EMPAT JENIS COLD STORAGE

• CHILLED ROOM (1-7 DERAJAT C)• FREEZER ROOM (-15 HINGGA -20

DERAJAT C)• BLAST FREEZER (-20 SAMPAI -35

DERAJAT C)• BLAST CHILLER (1-4 DERAJAT C)Sumber: Datacon, Indotara


dan Jawa Timur menguasai sebaran bisnis. Pebisnis lokal, kata Hasanuddin, masih dominan baik cold storage jenis chilled room, freezer room, blast freezer, maupun blast chiller.

General Manager Wira Logistics Mo-chammad Taufik Natsir menambahkan dari empat jenis ruang pendingin, perse-roan lebih menyasar penyewaan jenis blast chiller dan blast frozen untuk makanan beku. Alasannya, pasar dan margin di jenis ini lebih besar. Itu sebabnya perseroan yang memiliki cold storage di Cibitung dan Surabaya ini belum berencana masuk ke cold storage perikanan. “Tahun ini kami tidak menambah fasilitas baru. Kami fokus pada operation excellent.”

Pebisnis cold storage lokal lainnya, PT Kiat Ananda Cold Storage juga menjadi salah satu pebisnis cold storage dengan kapasitas besar mencapai sekitar 100.000 ton. “Lokasinya ada di Jakarta, Surabaya, dan Bali. Lokasi yang pal-ing besar ada di Jakarta,” kata Ray Soraya, Chief

Operating Officer Kiat Ananda. Di gudang pendingin milik

Kiat Ananda di Jalan Raya Narogong, Bekasi, berdiri di areal seluas 3 hektare

dengan luas bangunan 1,6 hektare, didukung teknologi

pendingin modern yang mampu menjaga kestabilan suhu hingga minus 25 derajat celcius. Menurut Ray, saat ini pebisnis lokal masih menguasai pasar seiring dengan pengetahuan akan kondisi pasar dalam negeri. ”Memang ada investor dari Jepang masuk. Tapi saat ini tidak ada spesifikasi, misalnya lokal lebih senang di Jawa, sedangkan asing di luar

Jawa. Apalagi kalau melihat potensi bisnis ini ke depan, hampir semua daerah di

Indonesia membutuhkan cold stor-age.”

Kendati dikuasai lokal, manis-nya bisnis ini pun menarik perha-

tian provider logistik internasional. Country General Manager HAVI Logistics

Indonesia Adithya Sari mengatakan pihaknya berkomitmen menyediakan solusi layanan end to end bagi pelanggan. Itu sebabnya, “kami berencana mengembangkan usaha di bidang ini melalui berbagai macam investasi, salah satunya distribution center yang baru dan dilengkapi fasili-tas cold storage yang akan beroperasi tahun ini,” kata Adit.

Namun terlepas dari besarnya potensi bis-nis, Adhitya menekankan pentingnya kepatu-han terhadap keamanan pangan dan standar halal bagi bisnis cold storage. Peningkatan kemampuan cold storage management dalam menjaga keamanan produk pangan yang didistribusikan juga menjadi pekerjaan rumah sendiri. =

Headline

MODEL BISNIS PERUSAHAAN COLD STORAGE DI INDONESIA

• COLD STORAGE UNTUK DIPAKAI SENDIRI (INTEGRATED)• COLD STORAGE UNTUK DISEWAKAN SEPENUHNYA

Sumber: Datacon, Indotara

“Investasi yang sudah ditanam untuk gudang berpendingin saat ini mencapai Rp32 triliun.”


Awal Februari tahun lalu, bisnis ruang pendin-gin atau cold storage mendapat angin segar. Betapa tidak, keinginan Menteri Kelautan dan Perikanan Susi Pudjiastuti agar bisnis cold

storage terbuka 100% bagi asing akhirnya terkabul.Paket Kebijakan Ekonomi Jilid X yang dirilis pada 11

Februari 2016 memasukkan ketentuan porsi kepe-milikan asing di bisnis cold storage menjadi 100%. Ini merubah ketentuan awal dalam Perpres No.39 Tahun 2014 tentang Daftar Negatif Investasi (DNI) yang me-nyebutkan bisnis cold storage di Sumatra, Jawa, dan Bali maksimal kepemilikan asing hanya 33%, sedangkan di Kalimantan, Sulawesi, Nusa Tenggara, Maluku,dan Papua, asing dibatasi maksimal 67%.

“Kami ingin agar industri ini berkembang, terutama di kawasan Timur Indonesia dan Kawasan Ekonomi Khusus,” kata Darmin Nasution,

Menko Perekonomian dalam jumpa pers ketika itu di Kantor Presiden.

Kebijakan ini menjadi sentimen positif bagi industri cold storage yang belum bertumbuh signifikan kendati prospeknya besar. Direktur Eksekutif Asosiasi Rantai Pendingin Indonesia (ARPI) Hasanuddin Yasni men-gatakan bisnis cold storage bakal tumbuh pesat tahun depan didorong beberapa faktor, salah satunya minat investor asing.

“Sebagian besar [asing yang tertarik cold storage] masih di sektor hortikultura seperti sayur-mayur

dan buah-buahan, seafood dan turunannya,” kat-anya kepada majalah Supply Chain & Logistics Re-view, akhir Maret lalu.

Potensi besar ini tak hanya diungkapkan ARPI, Supply Chain Indonesia memproyeksikan kebu-

tuhan ruang pendingin di Indonesia sekitar 1,7 juta ton, naik 30% dari kebutuhan tahun 2015 sebesar 1,32

MEMACU BISNIS COLD STORAGE

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juta ton. Tapi saat ini, cold storage yang tersedia hanya 200.000 ton. “Jadi, butuh penambahan sekitar 1,5 juta ton,” kata Setijadi, Chairman Supply Chain Indonesia.

Ini bukan prediksi sem-barangan. Proyeksi terse-but diperoleh dari analisa data Kementerian Kelautan dan Perikanan tahun 2016. Potensi perikanan tang-kap laut Indonesia mencapai sekitar 6,5 juta ton per tahun, potensi peri-kanan budidaya payau mencapai 2,96 juta hektare, dan potensi budidaya laut mencapai 12,55 juta hektare.

Sektor perikanan adalah salah satu industri utama yang memanfaatkan ruang pendingin. Sayangnya, industri ini dihadang beberapa kendala sep-erti ketersediaan pasokan komoditas, fluktuasi, disparitas harga, dan mutu komoditas. Masalah lain yakni musim, karakteristik komoditas yang mudah rusak, dan konektivitas yang berkaitan dengan faktor keterpencilan.

Selama ini penyimpanan ikan yang dilakukan para nelayan masih tradis-ional memanfaatkan es. Pengawetan dengan metode ini akan berdampak buruk, misalnya kondisi ikan banyak yang terbuang, harga ikan jatuh dan disparitas harga.

“Riset kami di beberapa lokasi, ke-beradaan penyedia cold storage bisa membuat disparitas harga sampai 67%.” Di sinilah, pengusaha logistik dan rantai pasokan bisa mencoba perun-tungan bisnis di cold storage. “Penyedia jasa logistik bisa menyediakan armada cold storage. Ini mencakup semua moda seperti truk berpendingin [refrigerated trucks], gerbong kereta api berpendin-gin dan kontainer berpendingin,” kata

Setijadi.Hambatan lain yakni ketersediaan

infrastruktur. Fasilitas penanganan perikanan ternyata butuh listrik yang besar. Misalnya, cold storage berkapa-

sitas 200 ton butuh listrik sebesar 142 kilo volt ampere (KVA). Lalu unit pengolahan ikan dengan cold storage berkapasitas 500 ton perlu 750 KVA dan ice flake machine atau mesin pem-buat es berkapasitas 10 ton butuh 130 KVA. Bila listrik tiada, investor harus siap menyediakan genset yang pasti akan menambah overhead cost.

Akses jalan dari sentra produksi atau konsumsi ke pelabuhan atau se-baliknya juga bermasalah. Sebab itu, pemerintah sebaiknya perlu memikir-kan fasilitas pelabuhan. Hambatan infrastruktur ini pun diungkapkan Ke-menterian Perdagangan AS dalam riset bertajuk “2016 Top Markets Report Cold Chain Country Case Study”. Dalam riset ini disebutkan Indonesia punya potensi besar di bisnis cold storage, salah satu-nya karena ditopang industri agribisnis yang tumbuh mendekati US$200 mil-iar pada tahun 2020, sayangnya, “the infrastructure is too poor to exploit them ef-

Headline

Kami ingin agar industri ini

berkembang, terutama

di kawasan Timur Indonesia”


ficiently,” tulis riset itu.Ya, infrastruktur di Tanah Air belum memadai seluruh-

nya untuk menyerap potensi bisnis. Sebab itu, Ray Soraya, Chief Operating Officer PT Kiat Ananda Cold Storage, men-gusulkan solusi belum baiknya infrastruktur bisa disiasati dengan melakukan desain rute yang efektif dan efisien. “Kalau kekurangan SDM kita siasati dengan membuat sekolah sendiri sehingga menghasilkan SDM sesuai kebutuhan,” kata Ray.

Di luar perikananTerlepas dari kendala yang ada, peluang bisnis di

sektor ini bukan monopoli sektor perikanan semata. General Manager Wira Logistics Mochammad Taufik Natsir mengatakan sektor lain yang prospektif untuk cold storage ialah konsumer seperti makanan beku (frozen foods), bis-nis ayam beku olahan, es krim, keju, bahan-bahan pewangi, farmasi, dan perasa makanan. Itu sebabnya Wira Logistics lebih mendalami bisnis ini ketimbang sektor perikanan.

Cold storage makanan beku dinilai lebih mudah ketimbang perikanan. Sayangnya, bisnis cold storage makanan beku belum mendapat bantuan dari KKP sebagaimana cold stor-age perikanan. “Investasi cold storage dengan dry storage juga tidak selisih jauh. Paling banyak selisih dua kali lipat, tapi harga sewanya bisa berbeda 10 lipat per meter ku-biknya,” kata Taufik.

Tak hanya konsumer, Ray Soraya menambahkan, ham-pir seluruh industri termasuk industri kimia dan kesehatan membutuhkan cold storage. “Hal yang paling mendorong pertumbuhan bisnis ini adalah besarnya kelas menengah di Indonesia. Kelas menengah di indonesia semakin me-nyadari pentingnya higienitas dan kualitas atas bahan-ba-han makanan yang dikonsumsinya,” kata Ray. “Potensinya besar, kami memiliki klien di hampir semua industri itu.”

Kiat Ananda akan fokus di semua sektor bisnis kare-na perseroan unggul dalam customized cold chain solution dengan target pertumbuhan bisnis 2,5 kali lipat per tahun. “Masing-masing konsumen bisa kami tangani berbeda, disesuaikan dengan kebutuhan. Kami membantu perma-salahan nasabah secara sourcing, sizing, system, storage, distribusi, informasi dan distribusi.”

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“RISET KAMI DI BEBERAPA LOKASI, KEBERADAAN PENYEDIA COLD STORAGE BISA MEMBUAT DISPARITAS HARGA SAMPAI

67%.”

616.500

387.500

88.40022.750

SEAFOOD PAKAN TERNAK DAN AYAM

PRODUK DAGING MERAH

PRODUK SEGAR RITEL

Kendati banyak sektor prospektif, menurut Setijadi, sektor perikanan masih menjadi sektor yang seksi bagi bisnis cold

storage, tinggal bagaimana kendala di sektor ini bisa diatasi. Kepada para investor yang ingin masuk, dia mengusulkan agar penting mempertimbangkan lokasi cold storage, memperhatikan sentra sumber dan produksi perikanan, dan sentra konsumsi. Ini

penting karena saat ini lokasi pengolahan ikan belum merata. “Sekitar 43% industri pengolahan ikan ada di

Jawa, padahal 32,94% potensinya ada di timur Indonesia,” kata Setijadi

Lalu berapa margin keuntungan bisnis cold storage? Taufik blak-blakan membeberkan margin usaha di bisnis ini yang men-capai 40-60%. Margin yang cukup menggiurkan, apalagi po-tensinya bakal makin besar setelah bisnis cold storage dihapus dalam DNI, artinya 100% bisa asing. Jadi siap-siap saja bersain-gan secara sehat demi pertumbuhan industri yang positif. =


Kunci memenangkan persaingan bisnis adalah inovasi. Siapa yang melakukan perubahan dan inovasi dialah yang mampu bertahan dan bisa menjadi pemenang. Perubahan

wajib dilakukan perusahaan mana pun, tak terkecuali perusahaan milik negara (BUMN).

Ketika maskapai penerbangan bertarif murah atau low cost carrier (LCC) yakni Lion Air dan AirAsia hadir pada tahun 2000, banyak yang mengira bisnis transportasi laut akan karam, begitu juga dengan kelangsungan bisnis PT Pelayaran Nasional Indonesia (Persero)

atau kini disebut PELNI. Alasannya, masyarakat bakal beralih menggunakan pesawat terbang ketimbang kapal laut karena tarifnya lebih murah. Namun nyatanya, perusahaan yang didirikan pada 28 Februari 1952 ini masih ber-tahan dan tetap bertumbuh.

Di bawah kepemimpinan Elfien Goentoro sebagai direktur utama, PELNI bertransformasi. Kepada majalah Supply Chain & Logistics Review, Elfien men-

gatakan perseroan tengah menitikberatkan pada added value atau memberi nilai tambah bagi penumpang kapal laut. Seb-

agai alat transportasi, perseroan tak hanya memberikan lay-anan antarpenumpang ke tujuan, melainkan menyediakan

layanan tambahan. Kapal Kelimutu dan Kelud milik PELNI akan dialihfungsikan untuk layanan baru tersebut.

“Kami ubah persepsi naik kapal menjadi lifestyle. Kita bisa menyelenggarakan training, gathering, dan meeting on board,” kata alumnus teknik kimia dari Institut Teknologi Bandung tahun 1987 ini.

Dengan begitu, kapal laut beralih fungsi menjadi wahana wisata. Perseroan juga akan melakukan banyak hal demi transformasi. Ini penting mengingat pertumbuhan pendapatan dari angkutan penumpang kapal turun sekitar

Company of the Month

PT PELNI (Persero)

Transformasi Bisnis Penguasa Angkutan Laut

KAMI UBAH PERSEPSI NAIK KAPAL MENJADI LIFESTYLE. KITA BISA

MENYELENGGARAKAN TRAINING, GATHER-

ING, DAN MEETING ON BOARD.”


7% setiap tahun. Sebab itu, sejumlah strategi ditempuh, di antaranya pela-tihan besar-besaran di bidang SDM, perbaikan fasilitas kapal, dan me-ningkatkan layanan atau hospitality. Beberapa tahun lalu, dia juga meng-hilangkan sistem kabin di kapal laut untuk bersaing dengan maskapai LCC sehingga di kapal PELNI semuanya kelas ekonomi.

Tidak hanya itu, semenjak meme-gang kendali utama PELNI pada ta-hun 2015, alumnus Master Business Administration dari Centerbury Busi-ness School, University of Kent, Ing-gris, tahun 1994, ini melakukan ban-yak hal. Dia menata ulang rencana perusahaan. Segala sumber daya yang dimiliki PELNI harus sejalan dengan tujuan korporasi. Itu sebab-nya, dia berani melepas pengelolaan PT Djakarta Lloyd dan mengemba-

likannya ke Kementerian BUMN. Ala-sannya, bisnis Djakarta Lloyd di sek-tor angkutan kargo laut tak sejalan dengan PELNI.

Semua alat produksi juga dibenahi; sistem pengelolaan tiket penumpang dan penggunaan BBM. Erfien men-argetkan penghematan BBM bisa sebesar 10% dari pagu yang ditetap-kan bersama BPH Migas. Hasilnya langsung kelihatan. Akhir tahun 2014, perseroan mencetak laba Rp11,2

miliar. Perbaikan dari sisi kualitas aset dan keuangan juga ditempuh.

Mengacu laporan keuangan PELNI, laba tahun berjalan 2014 mencapai Rp11,22 miliar, naik sgnifikan karena tahun 2013, perseroan mencetak rugi tahun berjalan menembus Rp634 miliar. Tahun 2014 itu, Elfien ma-sih menjabat direktur komersial dan pengembangan usaha, sedangkan dirut PELNI masih dipegang Sulistyo Wimbo S. Hardjito.

Restrukturisasi dan transformasi sebetulnya sudah ditempuh sejak tahun 2014. Ketika dipercaya men-jadi direktur komersial dan pengem-bangan usaha, mantan komisaris PT Pertamina EP CEPU dan PT Krakatau Daya Listrik ini berkuasa penuh men-gubah strategi perusahaan. Langkah ini tidak mudah karena saat itu per-seroan masih merugi Rp634 miliar.


HASILNYA LANGSUNG KELIHATAN. AKHIR TAHUN 2014, PERSEROAN MENCETAK LABA POSITIF RP11,2 MILIAR.


Pada Juni 2015, jabatannya naik menjadi direktur utama. Sejak itu, kinerja perusahaan menghijau dan akhir 2015, Pelni meraih laba Rp99,7 miliar. Setahun kemudian, ta-hun 2016, laba unaudited Pelni mencapai Rp199 miliar.

Tahun ini, sejumlah rencana bisnis siap dieksekusi. Bisnis perusahaan kini terbagi lima lini; pengangkutan barang, pengang-kutan penumpang, bisnis logistik lewat PT Sarana Bandar Nasional (SBN) untuk bong-kar muat dan freight forwarding, bisnis PT Pelita Indonesia Djaya (PIDC) di jasa pen-gurusan transportasi dan kepabeanan, dan terakhir Rumah Sakit (RS) PELNI.

Sebagai negara kepulauan, Elfien me-nyadari masa depan perusahaan kapal laut tentu berada di pengangkutan barang. Di atas kertas, pendapatan angkutan barang bisa naik 7-10% per tahun sehingga ang-kutan barang akan terus dikembangkan. Meski demikian, sampai akhir tahun 2016, kontribusi angkutan penumpang masih dominan mencapai 70% ke pendapatan PELNI. “Kami memiliki sembilan kapal yang sudah ada palka [kontainer]. Kami sudah memiliki tiga kapal barang dan menyewa tiga kapal untuk Program Tol Laut di tahun 2016,” kata ayah dua putra ini.

Pada Maret ini, satu kapal lagi siap memperkuat ar-mada PELNI dan target tambahan berikutnya lima kapal

barang baru dan satu kapal penumpang. Penambahan kapal perlu dilakukan demi peremajaan lantaran banyak kapal milik PELNI umurnya di atas 30 tahun. “Anggaranya Rp1,3 triliun per kapal. Skema pendanannya multiyears,”

paparnya.Di bisnis wisata, kontribusinya juga

akan digenjot. Pengembangan bisnis se-cara anorganik juga terus dilakukan. Le-wat beberapa anak usaha, PELNI terus mengembangkan diri. Akhir tahun 2016, kontribusi laba dari anak usaha menca-pai Rp79 miliar. Kontribusi laba terbesar berasal dari bisnis RS PELNI. Sebab itu, delapan lantai baru siap dibangun. Tahun 2018, ditargetkan delapan lantai ini su-dah bisa digunakan sehingga dapat terus menyokong pendapatan dan laba induk.

Strategi berikutnya ialah melanjutkan sinergi BUMN. Pihaknya sudah beker-

jasama dengan PT ASDP Indonesia Ferry (Persero). Ke depan, PELNI akan menjajaki kerja sama dengan PT Per-tamina (Persero) untuk menggunakan bahan bakar gas sehingga perseroan bisa mengurangi ketergantungan BBM jatah public service obligation atau PSO. “Kami juga menjajaki kerja sama dengan beberapa BUMN lain un-tuk membuat hotel terapung. Rute yang kami kaji adalah rute dari 10 destinasi wisata nasional.” =


AKHIR TAHUN 2016, KONTRIBUSI LABA DARI ANAK USAHA MENCAPAI

RP79 MILIAR. KONTRIBUSI LABA TER-BESAR BERASAL DARI

BISNIS RS PELNI.

PENDAPATAN USAHA PELNI (RP TRILIUN)

2015

2014

2013

2.492.97

3.85

LABA (RUGI) BERSIH PELNI(RP MILIAR)

2015

2014

2013

-622

4,3998,93

SUMBER: LAPORAN KEUANGAN PELNI


Rethinking Your Supply Chain in an Era of Protectionism

Most U.S. and European companies have spent the past 20 years concentrating more and more of their manufacturing in East Asia to reduce costs by exploiting laborarbitrage opportunities and address the promise of that rapidly growing market.

It’s time for them to rethink their supply-chain strategies. Adjusting to new economic realities as well as political and economic uncertainties will require making their supply chains much more resilient. There are three reasons a rethink is due:

East Asia’s shrinking cost advantage. The fraction of global manufacturing done in Asia (measured by value added) jumped from

29% in 2000 to 45% in 2015. We’ve been warning for years that this shift had gone too far and had urged global companies to rethink their manufacturing and sourcing footprint (see Made in America, Again and Shifting Economics of Global Manufacturing).

Our argument has been that a number of trends have leveled the playing field around the globe. They include years of 15% to 20% annual increases in labor costs without compensating productivity growth in manufacturing titans such as China, cheap energy in North America un-locked by hydraulic fracturing, and the increasing complexity and cost of managing global sup-ply chains. In 2004, the cost of manufacturing on the east coast of China was approximately 15 percentage points cheaper, on average, than in the United States. In 2016, that gap was down to

about 1 percentage point. This trend has triggered significant interest in reshor-ing production to and sourcing from North America. One high profile example is

Walmart’s commitment to source an additional $250 billion in products made, assembled, or grown in the United States.

Advances in manufacturing technology. Manufacturing is on the cusp of a robotics revolu-

tion. We estimate that robotics could cost ef-fectively replace or augment 50% of the

tasks done in a plant today. As robotics and other advanced manufacturing tech-

nology are deployed over the next 10 years or so, global manufacturing cost differentials will

shrink further, accelerating the “relocalization” of sup-

View

Justin Rose

Martin Reeves


ply chains – which means many companies will serve regional markets with goods largely sourced within that region.

A shift toward protectionism. Exhibits A and B are the United Kingdom’s vote

to exit the Europe Union and Donald Trump’s victory in the U.S. presidential election. But there may be more to come. All this adds up to an unprecedented level of uncertainty about trade policies and their ef-fect. Take the idea of a U.S. border tax, which Presi-dent Trump has floated. Such a policy alone could have a major impact on companies operating in the United States. Some retailers that are big import-ers could see their net profits plummet by almost 80%, while exporters of manufactured goods could see their net profits soar by 50% or more (see these exhibits). Yet whether and how such a policy will be implemented remains uncertain; so does its impact on exchange rates and a large number of other poli-cies that could influence trade economics.

With all of the changes and uncertainty, compa-nies in a wide range of industries – from autos and

chemicals to electronics and appliances – are moving quickly to rethink supply chains and make them more resilient. However, they are encountering some formidable challenges. For companies looking to produce in the United States, one of the most significant is the decimation of the U.S. supply base: The United States suf-fered a net loss of nearly 19,000 manu-facturing firms between 2001 and 2015, according to our analysis of U.S. Bureau of Labor Statistics and U.S. Census Bureau data. Many sectors saw 30% to 50% of firms close their doors, which has added complexity to manufacturing in the United States. Of the major manufacturing sec-tors, only chemicals, food, and beverages and tobacco products saw a meaningful increase in the number of firms.

One firm that appears to be creatively addressing the challenges is CY TOP, a mid-sized company that makes stain-

less-steel, indoor trash cans. While the bulk of its production is still in Asia, it has started building pro-duction in the United States in the last 24 months — in part to support Walmart’s initiative to buy more U.S.-made products. CY TOP has been able to do this while maintaining its low manufacturing costs by aggressively reengineering and automat-ing its U.S. production lines: It only uses seven to 10 people on a line that would have 80 people in Asia. (It also saves money because transportation costs on those U.S.-made goods are lower.) Its medium-term goal — if its first U.S. facility is successful — is to add as many as three more U.S. manufacturing sites. In the longer term, the company might supply global demand from the United States.

CY TOP has not been able to find U.S. suppliers of some key inputs (e.g., the specialized coating that prevents stainless steel from showing finger prints, which it continues to source from Asia). For now, that means extra shipping cost and logistics costs. Over time, however, its goal is to develop its supplier ecosystem in the United States — either

View


Original source: https://hbr.org/2017/03/rethinking-your-supply-chain-in-an-era-of-protectionism

Justin Rose is a Chicago-based partner of the Boston Consulting Group and leads BCG’s digital efforts for industrial goods companies.Martin Reeves is a senior partner and managing director in the Boston Consulting Group’s New York office and the director of the BCG Henderson Institute. He is the co-coauthor of Your Strategy Needs a Strategy (Harvard Business Review Press, 2015). You may contact him by e-mail at [email protected] and follow him at @MartinKReeves.

by persuading its existing Asian suppliers to produce in the Unit-ed States or by sharing its plans to increase its own production in the United States with potential domestic companies that could enter the business. Other firms in the same boat are using a va-riety of creative approaches to persuade potential suppliers to produce things that are now not made in the United States: help-ing them finance new plants, sharing the savings on freight and logistics, and even collaborating with competitors in the hope that their combined volume will draw suppliers’ interest.

Given this emerging new world, manufacturers should take these steps:

• Evaluate your existing and future customer footprint and map it against your ex-isting manufacturing and supply chain capabilities.

• Analyze the total costs of supply for each alternative location.

• Explore advanced manufacturing technologies and possibilities, especially flexible robotics and automa-tion and understand how these change the equation.

• Proactively try to rebuild your atrophied supply-chain ecosystems, if possible in conjunction with similar manufacturers and large customers.

• Engineer your supply chains to be resilient to further shifts and instabilities in trade policies and exchange rates.

Taking these actions may challenge your conventional corporate wisdom on how to configure and optimize your supply chain. But in these uncertain times, even the most fundamental assumptions must be questioned.

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Closing the Gap: Tackling Indonesia’s Supply Chain Skills Challenge A preliminary report

An Australia–Indonesia Initiative

RMI0115_WhitePaper_A4 Report_FA_05.indd 1 21/03/2017 10:10 AM

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In this report, the terms ‘logistics’ and ‘supply chain management’ are used interchangeably to refer to the ‘Profession’ as a whole.

Closing the Gap: Tackling Indonesia’s Supply Chain Skills Challenge report forms a preliminary part of a major in-depth study involving the national industry representative body, the Association of Logistics Indonesia – with a membership of over 4000 companies – the Sepuluh Nopember Institute of Technology, the RMIT University Australia and the University of Indonesia.

This study investigates the skills challenges in supply chain and logistics management activities in two cities: Jakarta and Surabaya. It was primarily motivated by observations in the Indonesian Government’s 2012 Blueprint for the Development of National Logistics System (Cetak Biru Pengembangan Sistem Logistik Nasional) identifying a huge gap in the skills supply and its major impediment to the nation’s attempt at lifting its national logistics performance. This preliminary report presents the findings from interviews and workshops conducted with executives in the logistics and supply chain industry.

Three areas of priority are identified as critical to establishing a robust supply chain and logistics system in Indonesia:

1. Training System The need to create a stronger training system that is underpinned by deeper partnerships and closer coordination between government, industry and education providers;

2. Curriculum Strongly align the curriculum to industry needs, providing more training support schemes and preparing job-ready graduates and competent professionals; and

3. Standards and Body of Knowledge Establish a national competency standard and logistics core body of knowledge that meets industry expectation. This includes ‘thinking and learning skills’, ‘interpersonal skills’, ‘customer service and business skills’, ‘analytical and ICT skills’, and ‘logistics specialist’ skills.

The above priority areas present new opportunities to develop an education and training system that addresses Indonesia’s skills need in the supply chain and logistics sector. Education training in supply chain and logistics spans technical high school and tertiary qualifications to professional certifications, short online courses and corporate training programs. Engaging Indonesian companies in these types of training will be critical to help meet business needs. Businesses need to be cognisant of the state of skills within their workforce, with respect to the capabilities of their employees and the skills required for them to facilitate innovation and growth.

Executive Summary

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Closing the Gap: Tackling Indonesia’s Supply Chain Skills Challenge A preliminary report

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The ASEAN Connectivity Plan, the ASEAN One Market in 2015 and Indonesia’s 2025 ambitions to become one of the 10 major economies of the world, are forcing the government to step up the urgency to address its supply chain and logistics challenges.

Like many developing economies at the verge of a great economic leap, an adequate and efficient logistics system is of unquestionable importance. As evident in the 2012 Blueprint for the Development of National Logistics System (Cetak Biru Pengembangan Sistem Logistik Nasional), the government considers improving the country’s logistics system as a key economic building block towards the realisation of the above stated ambitions. In line with this ambition, prioritisation of the question of transport, supply chain and logistics in Indonesia is also influenced by several important factors, including:

– Demography – the size and population on existing logistics capacity;

– Rapid and sustained socioeconomic growth exerting increasing pressure on current logistics capacity; and

– Geography – the sprawling archipelago challenge, unique to just a few other countries, including the Philippines.

Indonesia comprises of 17,000 islands with abundant natural resources necessary for the fulfilment of the national economic plan to 2025. However, effective exploitation of these resources requires an adequate and intricately designed logistics system.

Although the Indonesia logistics system is currently experiencing rising demand in line with increase consumer and industry activity, and an expanding external trade volume – making it the fastest growing in the Asia Pacific, a region that is estimated to reach up to USD 4 trillion by 2016 – the country faces several major challenges. Inadequate infrastructure, insufficient network providers and regulatory inefficiency means that the cost of transportation is soaring. A World Bank estimate finds that the cost of logistics – moving goods around the country, including imports and exports – is about 24 percent of GDP. Thailand spends about 16 percent. The same report also found that 17–18 percent of the price of goods produced in Java (where logistics are the most efficient in Indonesia) is associated with logistics costs. In terms of connectivity, a 2014 Logistics Connectivity Index ranked Indonesia 53rd out of 160 countries. Based on performance, Indonesia is ranked 63, according to the Global Logistics Performance Index (LPI). The irony however, is that while the country ranks low in performance, its growth rate is among the highest internationally, ranking third behind Germany and the United States.

1.0 The Connectivity Challenge

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“Indonesia’s transport and logistics is the fastest growing in the Asia Pacific, a region estimated to reach up to USD 4 trillion by 2016.”

Indonesia has an ambitious growth plan. President Joko Widodo has staked his presidency on fixing the infrastructure problem, attracting investments and creating jobs. In his first term, the president plans to increase infrastructure spending, peaking at around 7.7 percent of GDP by 2017 – an increase from 6.4 percent in 2014. And Indonesia intends to spend the equivalent of tens of billions of dollars to build 3,600 km of new roads, 24 new seaports and 15 new airports, railway network expansion by 3,258 km, and the improvement of public transportation in the 29 cities.

“Indonesia faces several major challenges. Inadequate infrastructure, insufficient network providers and general inefficiency means that the cost of transportation is high.”

Figure 1 Infrastructure Investment in Indonesia (trillion IDR)

“…question of skills and workforce sustainability is becoming acute.”

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02010

Source: Government data

PrivateSector

State-OwnedEnterprises

RegionalGovernment

NationalGovernment

2011 2012 2013 2014

200

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400

500

600

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An important aspect of logistics capacity, which is rarely explored, yet a major impeding factor – is skills and labour supply.

As huge investments into large-scale projects are planned, the question of skills and workforce sustainability becomes increasingly acute. Research identifies Indonesia’s growing skills deficiency as a major hindrance to any investment boost aimed at solving the systems infrastructure bottleneck. The skills deficiency in this regard is defined, not as much in terms of workforce size, but rather, as a qualitative inadequacy of logistics knowledge and skills required to perform efficient and effective logistics and supply chain activities. The national blueprint acknowledges that a lack of adequate and high-quality skills poses a major challenge to the country’s economic growth aspirations and integration into the global supply chain network. Yet, little attention to date is given at either a policy or industry level to address Indonesia’s skills and workforce needs in this transforming sector. Research has clearly shown the correlation between adequate and well-qualified workforces and enhanced logistics performance (Butcher, 2007; Gekara 2010; Thai 2011). In Indonesia, the problem of skills and labour supply to the expansive logistics sector is underscored by the necessity for a sufficient pool of highly qualified logisticians needed to take the sector to the next level. It is for this reason this study focuses specifically on the question of skills and workforce sustainability in the Indonesian supply chain and logistics sector.

This study investigates the skills challenges in supply chain and logistics management activities in two cities: Jakarta and Surabaya. It was primarily motivated by observations in the Indonesian Government’s National Logistics Blueprint, identifying a huge gap in the skills supply and its major impediment to the nation’s attempt at lifting its national logistics performance.

2.0 Enter The Skills Challenge

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This report forms a preliminary part of a major in-depth study involving the national industry representative body, the Association of Logistics Indonesia – with a membership of over 4,000 companies – the Sepuluh Nopember Institute of Technology, the RMIT University Australia and the University of Indonesia.

The study is unique for several reasons. It is an industry–university collaboration focused on supply chain and logistics. It represents a genuine collaboration between Indonesia and Australia to address a critical need identified by the Indonesian Government. It seeks to tackle Indonesia’s skills shortage in the supply chain and logistics sector.

The major study addresses three important questions in response to the Government’s National Logistics Blueprint:

– To what extent is Indonesia’s supply chain and logistics workforce size and skills profile sufficient to meet the demands of a rapidly expanding economy?

– What are the key challenges and opportunities in the development and supply of skills in the Indonesian supply chain and logistics sector?

– How effective are existing government policies and industry strategies in addressing current and future skills and workforce supply challenges?

The study uses a combined method approach, bringing together the advantages of depth attributed to qualitative methods and those of scope and detail guaranteed by quantitative analysis. The approach was undertaken in three phases.

Phase 1 involved desk research – secondary research and review of policy, sector information and data about Indonesia’s supply chain and logistics sector. In Phase 2, we conducted interviews with senior executives from selected companies in Jakarta and Surabaya. The interviews covered areas of organisational staffing strategies, state policies on skills and staff development for the industry. Following the interviews, we held two Industry Workshops in Jakarta and Surabaya. The workshops validated the interview findings as well as collected further information on the skills challenges. Phase 3 involves an industry skills survey, which is currently under way. The findings from the interview data were drawn on to develop the survey questions and distributed to more than 4000 companies.

3.0 About This Report

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Government

Industry Education

Standards & Body of Knowledge5 Skills Sets

Thinking & LearningInterpersonal

BusinessICT

Logistics Specialist

Industry-Aligned Curriculum

Training Support Job-Ready Graduates

4.0 Preliminary Research Findings: What Industry Wants

Figure 2 Supply Chain Logistics Training System and Trilateral Partnership

Based on interviews with major employers in Jakarta and Surabaya, we identified three priority areas:

4.1 Training System – the need to create a stronger training system that is underpinned by deeper partnerships and closer coordination between government, industry and education providers;

4.2 Curriculum – strongly aligning the curriculum to industry needs, providing more training support schemes and preparing job-ready graduates and competent professionals; and

4.3 Standards and Body of Knowledge – establishing a national competency standard and logistics core body of knowledge that meets industry expectations. This includes ‘thinking and learning skills’, ‘interpersonal skills’, ‘customer service and business skills’, ‘analytical and ICT skills’, and ‘logistics specialist’ skills.

The diagram in Figure 2 captures the training system, curriculum and standards and body of knowledge priority areas raised during the industry interviews and dialogues conducted in Jakarta and Surabaya.

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4.1 Training System

Indonesia’s logistics system involves many stakeholders, from government agencies to industry bodies and educational providers. Since the launch of the National Logistics System (SISLOGNAS), several developments have occurred. More opportunities for academics, professionals and vocational education programs. More industry bodies such as the Indonesia Logistics Association (ALI), The Association of Logistics and Forwarding Indonesia (ALFI), Association of Indonesian Trucking Companies (APTRINDO) and the Association of Land Transport Companies (ORGANDA), cooperating with the National Agency for Professional Certification (BNSP) to provide industry education and offer logistics professional certificates. The establishment of the Indonesian Supply Chain and Logistics Institute (ISLI) in 2016 to promote academic and research in supply chain and logistics. ISLI major activities now include curriculum standardisation, research workshops, conferences and publications. Finally, the growth in the number of universities offering supply chain and logistics management courses.

What these developments demonstrate is the dynamic growth in a skills training ecosystem geared towards the supply chain and logistics sector. Employers interviewed recognised these developments as important to delivering quality skills to a vital industry. With a burgeoning training system, employers expressed strong support for deeper coordination between government, industry and education providers to strengthen the system. How can this trilateral partnership – government, industry and education – better support the economy and jobs by addressing skills shortages, meeting workforce training needs and boosting productivity for employers? How can the partnership closely collaborate to lead more strategic and targeted interventions to align the training system with industry needs and economic aspirations?

Industry employers interviewed identified three stand-out issues:

4.1.1 The major challenges in the current logistics education system

4.1.2 Building the capabilities and capacities for a national logistics workforce

4.1.3 Addressing the skills gap in logistics education and training

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a. The current education and training system provided by the National Logistics System, along with the Ministry of National Education Policy, is unable to meet the rapid and sustained socioeconomic growth, which is exerting increasing pressure on the existing logistics capacity. Having a systematic approach to skills development beginning with Training Needs Analysis is most likely to improve the current education and training system by providing a foundation to deliver appropriate and effective training to meet the needs of the country’s logistics system.

b. The greatest skills shortage identified across all the interviews relates to soft skills, for example communications, leadership, analytical thinking, problem solving.

c. The data also showed that employers face challenges with finding people with adequate logistics and supply chain specific skills. Interviewees explained that in most cases, graduates from the training system lack these critical specific skills.

d. The above problem is largely attributed to a lack of systematic vocational training program for the logistics and supply chain industry. Whereas professional organisations like the Association of Logistics Indonesia (ALI) provide some training, it is not broad enough and often ad hoc.

e. In response to challenge C and D above, individual employers provide some training as a top-up for the deficiency of skills in their new employees. However, such training is often ad hoc and widely varied from organisation to organisation. The interviews show that the length of training provided ranges from about 2 weeks up to 12 months across different employers.

4.1.1 The major challenges in the current logistics education systems

4.1.2 Building the capabilities and capacities for a national logistics workforce

a. The interviews showed that employers within the industry would like to see more government support in training and skills development. This could be in the form of building and equipping training institutions as well as developing effective policies to help industry in their skills development efforts.

b. There is a lack of communication between employers and universities. As a consequence, graduates produced at the university do not always have the necessary skills that employers require.

c. Government, industry and education providers should work more closely together to help address the training and workforce development needs of the nation (see Figure 2 trilateral partnership). The government should establish a government–industry–education provider framework to ensure training aligns with Indonesia’s workforce requirements. Such a framework should also facilitate information sharing and collaboration between key stakeholders.

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4.1.3 Addressing the skills gap in logistics education and training

a. Employers recognised a wide gap between what industry wants in terms of training and what professional and vocational skills training programs are available and delivered in the marketplace. Deliberate work is needed to create effective collaboration between education providers and industry to help fill this gap. For example, employers interviewed called for more attention by academics on people and analytical skills. High school graduates should be taught hard skills (technical training) and soft skills (such as people and analytical skills). These skills should not be taken for granted, so that industry only needs to enhance them and “not start from scratch”.

b. More government investment and support is needed to develop education capacity and capability to help meet the growing demand for skilled labour. Employers pointed, for example, to the need for more specialist logistics schools and more trainers.

c. Over recent years, there has also been a growing number of universities offering supply chain and logistics management courses. Most of these courses, however, are incorporated under the Industrial Engineering discipline, others are under Business or Management or Agriculture related programs. In some Industrial Engineering programs, the supply chain and logistics management courses are positioned as a concentration. Only very few institutions have offered an independent degree program in the field of transport, logistics, or supply chain management. However, as they are still new, these programs may not be well recognised by the industry nor have international accreditation or recognition.

d. Typically, employers expect to recruit skilled workers from the open market, instead of investing in training. Studies have shown that there are few and often diminishing returns on investment for companies to provide skills training. In other words, there is little incentive to fund general training. For companies that do provide in-house training, it tends to be conducted on a largely ad hoc basis, not meet international standards, and is not guided by specially designed national standards. Employers expressed the need to establish clear standards and certification of qualifications.

e. There is a reliance on external providers to help meet a company’s training needs. But that has its limitations. Employers agreed that the training sector is fragmented. Its fragmentation spans a range of providers including industry bodies, universities (public and private), and even among private training providers. “We do have this kind of training,” pointed out one employer, “but not many people know about it”. Without a central portal or a ‘one-stop-shop’ where companies can source training solutions, employers must search hard.

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4.2 Curriculum

Employers however acknowledged that demand for skilled human resources is greater than supply, especially at the managerial level, where sometimes positions go vacant for two to three years. With a short supply of managers, new entrants, such as start-ups or multinational companies are aggressively headhunting professionals. An adverse impact of talent competition, is that it inadvertently reduces the interest of companies to invest substantially in training. Even if in-house training is provided, it tends to only serve that company’s purpose, that is, meeting the technical specialist requirements of daily work.

What industry says:

4.2.1 Industry-aligned curriculum – the courses provided by external training providers don’t necessarily meet the needs of companies. Programs tend to be too theoretical and lacking practical applications. Even the range of programs on offer may not be relevant or appropriate to their training needs. In some instances, training given is ‘textbook’ oriented, with its use not matching the actual needs of companies. Some employers believe that the government should support training providers, including universities, to establish specialist logistics schools. The schools’ curriculum should focus on logistics and supply chain and more practical, with emphasis on

best practice case studies. The curriculum should reflect the “real conditions of logistics practice”. Universities should introduce logistics and supply chain as a major in the undergraduate degree, helping expose students early to the sector. Such major changes should be introduced across disciplines including business and engineering.

4.2.2 Training support schemes – most of the employers expressed that a lack of funding or resources to undertake training increases the skills gap within companies. Courses to upgrade skills are expensive, calling on government to further help subsidise the cost of training.

To fully benefit from the government’s substantial investments in the country’s training ecosystem, the rapidly changing logistics landscape will need new skills to support its expansion and growth. Innovating the training curriculum becomes an important factor in developing a competitive logistics environment. Employers interviewed recognised that Indonesia’s national training system is currently inadequate. There is however recognition that under President Joko Widodo’s administration, more attention is being paid to improving the system and lifting the level of skills and training for professionals.

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4.2.3 Job-ready Graduates – employers identified that the lack of training of new graduates is a challenge to the sector. Recent graduates employed in some companies were not job-ready, forcing some employers to look outside the sector or country. Local graduates require a lot more training and experience when they join the company. Integrating work placements or internships, including international mobility experiences, during the student’s undergraduate degree are some ways to help boost critical and employable skills.

4.2.4 Competent professionals – majority of employers identified recruiting staff with soft skills as another challenge. Some of the soft skills that were considered an issue related to the ability of applicants to communicate effectively, the ability to lead a team or group, and the ability to negotiate.

Industry aligned curriculum

Training support schemes

Job-Ready Graduates

Competent Professionals

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4.3 Standards and Body of Knowledge

Employers were unanimous in calling for logistics professionals to possess the basic behavioural knowledge and skills, and in some cases complementary knowledge, in addition to specific logistics knowledge. It is acknowledged that these combinations of behavioural and professional skills can be acquired through formal qualification or professional experience, which validate that overall capability. Having a description of a core body of knowledge will establish a consistent knowledge base required for logistics professionals, and clarify to employers what to expect as well as provide guidelines to educators and program designers of what knowledge and skills to deliver.

What industry says:

Employers identified five skills critical for logistics professional in Indonesia. These skills are achieved through formal qualifications (eg. certificates, diplomas, degrees) and/or life experiences.

4.3.1 Thinking and Learning Skills – employers listed general thinking and learning skills as important. They viewed it as fundamental an individual’s ability to think and to work independently. Depending on the level within an organisation, the degree of depth in the skills become important. For example, higher up the management hierarchy, the ability to see the big picture may be more critical, while ethics, honesty and trustworthiness is required at all levels of employment.

4.3.2 Interpersonal Skills – interpersonal skills was another element raised by the employers. This skill relates to the ability of an individual to be able to work with others. Examples of such skills include teamwork, negotiating skills, networking skills and knowledge of cultural differences. Similarly, employers suggest, depending on the managerial level, some skills are more important than the others.

4.3.3 Customer and Business Skills – customer service and practical business skills are the third most important skills expected in all levels of professional staff. These business-related skills very much relate to the ability of an individual to conduct business with a focus on

Figure 3 Qualification Experience – five priority skills

The Five Critical Skillsdeveloped through qualifications and/or experience

Thinking and Learning Interpersonal Business ICT Logistics

Specialist

There is little evidence to show that the issue of knowledge and skills standards is being addressed. There is lack of work undertaken in the development of educational standards and/or certification in the logistics sector.

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5.0 Conclusions and Implications

The findings from the interviews and workshops of the senior executives in the logistics and supply chain industry suggest the following:

There is a consensus among the respondents that logistics and supply chain managers and operators are not adequately skilled or competent to meet the demand of the industry across all five skill sets.– The degree of importance of the individual skills and

skill sets varies among various roles and levels of management, and thus requires different levels of training.

– A greater collaboration between government agency, business, including industry/professional bodies, and academic and vocational institutions is critical in developing appropriate strategies and policies to enhance skills development.

– Development of a common body of knowledge with inputs from the industry and academia and its standardisation is vital to provide a consistent top–down approach to curriculum design or to facilitate stakeholder interaction.

Education training in logistics-related areas may include technical high school qualification, tertiary qualifications, professional certifications, short online courses and corporate training programs. The engagement of Indonesian companies in these types of training is critical to ensure they meet the business needs. Businesses need to be cognisant of the state of skills within their workforce, with respect to the capabilities of their employees and the skills required for them to facilitate innovation and growth.

customer service and project management. The importance of customer focus in any logistics business was very much expressed during the industry roundtable.

4.3.4 Analytical and ICT Skills – having analytical and ICT skills was considered important skill set for staff, according to industry employers. Digital skills and literacy are becoming increasingly important as the increasing pervasiveness of IT skills in the logistics sector. Relevant IT skills may include business-related IT capabilities and the use of common types of office applications and Enterprise Resource Planning, for such as SAP software.

4.3.5 Logistics Specialist Skills – logistics, transport and supply chain management specialist skills relate to the role of each logistics professional. For example, relevant skills of a supply chain manager would include an understanding of supply chain concept to the returned goods handling and reverse logistics. There was a strong desire to ensure some level of standard and certification relevant for each skill set.

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References

Butcher, T. 2007. Logistics Worker Skills for the Information Age. A Research Study sponsored by the Chartered Institute of Logistics and Transport (UK).

Gekara, V 2010, “What about skills?” A discussion of the role of skills in the strategic positioning of ports as essential catalysts of trade and economic growth.’, in Elizabeth Barber (ed.) Proceedings of the 33rd Australasian Transport Research Forum, Western Australia, 29 September – 1 October 2010, pp. 1–17.

Cetak Biru Pengembangan Sistem Logistik Nasional 2012, can be accessed through http://sipuu.setkab.go.id/PUUdoc/17475/Perpres0262012.pdf

World Bank (2014), Connecting to Compete 2014 – Trade Logistics in the Global Economy, Washington DC.

Hampson, I. 2002. “Training Reform: Back to Square One?”. Economic and Labour Relations Review 13(1): pp. 149–174.

Crouch, C., Finegold, D. and Sako, M. 1999. “Are Skills the Answer? The Political Economy of Skill Creation in Advanced Industrial Economies”, Oxford: Oxford University Press.

Ananiadou, K. and M. Claro (2009), “21st Century Skills and Competences for New Millennium Learners in OECD Countries”, OECD Education Working Papers, No. 41, OECD Publishing.

Vinh V. Thai, Stephen Cahoon, Hai T. Tran, (2011) “Skill requirements for logistics professionals: findings and implications”, Asia Pacific Journal of Marketing and Logistics, Vol. 23 Iss: 4, pp. 553 – 574.

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Authors

Professor Caroline Chan RMIT University

Professor Yuri Zagloel University of Indonesia

Professor Nyoman Pujawan Sepuluh Nopember Institute of Technology

Mr Mahendra Rianto Association of Logistics Indonesia

Professor Shams Rahman RMIT University

Associate Professor Victor Gekara RMIT University

Dr Eugene Sebastian RMIT University


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Contact for more information

In Australia Dr Eugene Sebastian RMIT University [email protected]

In Indonesia Mr Mahendra Rianto Association of Logistics Indonesia [email protected]

Have your say!If you’re an Indonesian company operating in the Supply Chain and Logistics industry, we invite you to complete our online Indonesia Skills Gap Survey rmit.edu.au/skillsindonesia


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COLD STORAGE - ALI : Asosiasi Logistik Indonesia · satunya karena ditopang industri agribisnis...

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Transcript of COLD STORAGE - ALI : Asosiasi Logistik Indonesia · satunya karena ditopang industri agribisnis...