Bobby Hardian SVP TRANSFORMASI DAN PENGEMBANGAN BISNIS

3

..Biaya Logistik Indonesia masih tinggi dibandingkan negara lain

Notes:

1) : 2015 figures except Indonesia 2019

1 2 5

Within Pelindo’s control

3

e.g. concentrated demand in Java leading

to empty containers

e.g. long turnaround time & inadequate port

infrastructure

e.g. inadequate access to road & rail connection and trucking services

e.g. long lead time for customers clearance in

ports

Demand-Supply Imbalance

Suboptimal port operations & infrastructure

4

e.g. highly fragmented shipping liners and

overuse of small vessels

Low maritime value chain efficiency

Low land value chain efficiency

Un-conducive Government regulations

Multi-stakeholder role and government support

15%

ChinaSingapore EUUSA IndiaJapan S. Korea Malaysia Indonesia

8% 8% 9% 9% 9%13% 13%

23%12%benchmark avg.

Logistics cost as % to GDP 1)

HIGH LOGISTICS COST

0.82.72.8

8.5

8.9 Inventory

Contribution Sector to Logistics Cost:

Land

This is due to 5 Key Challenges

WaterAdminOthers

4

Port of dischargeShipper’s

warehouseCarriage to

portPort of loading Maritime transport leg

Carriage from port

Buyer’s warehouse

Port Synergy Industry and ConnectivityShipping Network

• Biaya Logistik yang Tinggi disebabkan oleh rantai logistik yang tidak efisien

Goal: Reduce

logistics costper unit

Port of dischargeShipper’s

warehouseCarriage to

portPort of loading Maritime transport leg

Carriage from port

Buyer’s warehouse

5

Peningkatan kualitas layanan pelabuhan bisa mendorong terciptanya rantai logistik yang lebih efisien

Main ports and some of 2nd tier ports Some of 2nd tier ports, 3rd tier ports and beyond

Sinergi dan Integrasi Pelindo

Pelabuhan pada kategori ini merupakan kontrol dari Pelindo, sehingga port performance improvement dapat dilakukan melalui sinergi dan

integrasi Pelindo I-IV

Pelindo-Government Synergy

Untuk pelabuhan kategori 2nd tier (sebagian), 3rd tier dan seterusnya, peran pemerintah sangat penting, sehingga diperlukan sinergi dan

kolaborasi antara Pelindo dan Pemerintah (Kementerian Perhubungan)

6

8

9

• Fungsi pelabuhan saat ini tidak hanya sekedar tempat bongkar muat barang, namun telah berevolusi menjadi Intermodal Transport Oriented and Supply Chain Integrated Port

• Maka dalam setiap pengembangannya, pelabuhan harus memperhatikan lingkup supply chain yang lebih luas, agar tercipta rantai logistik yang efisien.

Low High

Basic

Integrated

Value-

addition &

supply

chain

integration

Port performance &

competitiveness

INTERMODAL TRANSPORT oriented

and SUPPLY CHAIN INTEGRATED port

VALUE-ADDED port

CUSTOMER-ORIENTED

port

TRADITIONAL SERVICE port

4

3

2

1

Evolution of Port System 1)

Source: 1) Gul Denktas Sakar et al., 2006

©2021 10

The road to become a smart(er) portFrom siloed parties and operations, to connected ports and logistics chains

Our services to enable trade facilitation

Layanan ModaTransport Laut

LayananPenyandaran Kapal

Layanan OperasiTerminal

Layanan ModaTransport Darat

Layanan Depo Petikemas

LayananPergudangan

Shipping Line

HarbourMaster

TerminalOperator

Rail & Trucking Company

ContainerDepo

Warehouse

Planning, Booking, Shipment, Tracking, Delivery Order

Vessel Berthing, Tug Boat and Marine Services

Berth, Yard and Gate Operation, Billing

Rail & Truck Booking, Fleet Management, Tracking

CFS, Stripping, Empty Storage, Behandle

Cargo Storage and Distribution Center

Discharge Delivery

ReceivingLoading

Sea

Sid

e

Yard

Berth Gate

Lan

d S

ide

Import

Export

Operation - Seaside

Operation - Terminal

Operation – Lini 2

Back Office

Customer

12

End-to-end business processes to enable the flow of goods & documents

Billing (Storage)

COPARN (Export Booking)Customs Clearance (NPE)

Open Stack and Closing TimeExport Transaction (Receiving)

Invoice & PaymentGenerate eTicket

Associate TID

Berth Operation

Crane Working ProgramDischarge Execution

Discharge Confirm (HHT)Truck Assignment

RTG AssignmentCOARRI (Discharge)

Berth Operation

Loading PlanCrane Working Program

Loading ExecutionRTG Assignment

Truck AssignmentLoading Confirmation (HHT)

COARRI (Loading)Outbound BAPLIE

Billing (Storage)

COREOR (Delivery Order)Customs Clearance (SPPB)

Paid ThruImport Transaction (Delivery)

Over/Brengen (Transfer to Depo)Invoice & Payment

Generate eTicketAssociate TID

Billing (Stevedoring)

Discharge/Loading ConfirmationStevedoring (RBM) Invoice

A/R Invoice Aging and Payment

Yard Operation

Container StackingYard Confirmation (VMT)

MarshallingReefer Monitoring

Customs InspectionQuarantine Inspection

Yard Operation

Container StackingYard Confirmation (VMT)

MarshallingReefer Monitoring

Customs InspectionQuarantine Inspection

Gate Operation

Export ReceivingGate-In Inspection (HHT)

VGM, CMS and EIRCODECO (Gate In)

Gamma Ray Scanning

Gate Operation

Import DeliveryGate-Out Inspection (HHT)

CMS and EIRCODECO (Gate Out)

Transshipment

Berth Planning

Berth AllocationVessel Schedule

Vessel Planning

Vessel StowageInbound BAPLIEDischarge Plan

Yard Planning

Capacity PlanningYard Allocation

Resource Planning

Equipment PlanningTruck Pooling

Manning

Exp

ort

Imp

ort

The building blocks of IPCs’ digital imperatives

1

2

3

SPEED

How can IPC move quickly- at digital speed?

SCALE

How can IPC change the way we work across the entire enterprise?

VALUE

How can IPC create tangible value for the business – and our customers?

Digital

capabilities

Technology

ProcessesPeople

Building BlocksDigital Imperatives

+Digital represents an entirely new way of doing business to engage our customers & value creations using the latest technology that is enabled by change management

Lead through digital by digitizing our customer interfaces, our operations, our business model & empowering our partners to digitize their business in the ecosystem

DigitalEnterprise

Internal Focus

Ex

tern

al F

ocu

s

Be digital

Act digital

Digital Customer

DigitalBusiness

Lead through digital

Partial

Digitization

New Business Models

IPC Current Position

1

2

3

Partial

Digitization

2

Digitising your customers

operations or interacting with

your customer’s customer”

“Digitising our

customer interfaces”

“Digitising our operations”

IPC Is on the verge of deploying a platform to enhance customer journey & integrate with other platforms

IPC Hub

Importir / Eksportir

Front EndBusiness To

Community (B2C)

Platform Logistik

Komersial

One platform to integrate end-to-end processes & focusing on customer experience

I Kapabilitas Pendukung I

I Visi Jangkauan Layanan I

IPC Hub – One Platform

Sistem Pendukung

Kapabilitas Tim

e-Registration

e-Booking

e-Billing

e-Care

Container & cargo owner

e-Payment

Trucking Companies Shipping Line & Depo Non-Container

e-Tracking

e-Gate Slip

Truck Booking

Truck Tracing

Truck Mgmt.

Trip Alert

Berthing Request

Marine Services

Service Billing

Aux. Services

Other Services

NC e-Registration

NC e-Booking

NC e-Billing

NC e-Care

NC e-Payment

NC e-Tracking

Custom Tracking

Clearance Tracking

CRM Billing API Mgmt. Terminal OS

Agile Mgmt. Cloud Arch. API Arch. Mobile Arch. DevOps Eng. Data Arch.

Analytics/ Insights

Enterprise DWH

Dynamic Re-planning

Non-ContainerContainer

Integrate all IPCs’ terminals into one single customer touchpoint

IPC Digital is about value creation by scaling up the core business, using the latest technology, be more agile and meet the differentiated customers expectations

Maximizing IPC ValueCustomer value

Our value proposition is to unleash

unconventional sources of value, recognized

for ease of doing business, be a more integral

part of our customers’ industry value chains

and drive efficiency in internal processes

Any value (time / cost / etc.) that is

brought to the customers or the

ecosystem via IPC’s digital initiatives

Direct value to IPCValue to customers

Indirect value reducing the cost of

the Indonesian logistics ecosystem

Value propositions Value “buckets”

Container

Non-container

Shipping Line

Partner and Innovation

Ecosystem

Operations

Back Office

To succeed is to commit, collaborate & continuously improve

COLLABORATION

Collaborate in expanding the NLE capabilities through use of digital technology & unleash the value of

the ecosystem

COMMITMENT

Commitment from all stakeholders to transform the business model,

ensure the delivery of core objectives & value creations

CONTINOUS IMPROVEMENT

Digital is about agility, resilience & drive disruptive business impact to be more integral part of our customer & value

chains . CHANGE IS IMMINENT

Sejumlah Sumber Inefisiensi Logistik di Indonesia

DUPLIKASI & REPETISI

LAYANAN MANUAL

SILO

INEFISIENSI DISTRIBUSI BARANG

4

Masih terdapat layanan yang manual, baik pada layanan pelabuhanmaupun layanan di pemerintah

Sistem layanan yang ada pada di pelabuhan masih belum terhubung secaramenyeluruh dengan platform di ekosistem logistik

Belum sinkronnya informasi tentang ketersediaan & kebutuhan alat angkut, menyebabkantingginya idle capacity alat angkut, biaya broker, & pengenaan tarif yang tidak transparan

Masih terjadi pengulangan pengajuan dokumen yang serupaContoh: Duplikasi & repetisi terjadi sejak pengajuan dokumen clearance kapal sampaipenyelesaian clearance kepabeanan

Sumber: Bea Cukai