Supply Chain & Logistics Magazine by ALI April 2016 Edition

EDISI - XIII - APRIL 2017
COLD STORAGE
PELUANG BISNIS LOGISTIK MASA DEPAN
EXECUTIVE INTERVIEW COMPANY OF THE MONTH

ADITHYA SARI: HASANUDDIN YASNI: PT PELNI (Persero):
Jalan Karier 2018, Puncak Transformasi Bisnis
Dari Suara Hati Bisnis Cold Storage Penguasa Angkutan Laut
Salam Redaksi
Prospek Bisnis Cold Chain
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
REDAKSI 76:1300, atau India 131:1260. Survei Supply Chain Indonesia juga
mencatat, Indonesia setidaknya masih membutuhkan 1,5 juta ton cold
Pelindung storage tambahan.
Dr Nofrisel, SE, MM, CSLP
Prof. Dr. Ir. Teuku Yuri M. Zagloel, M.Eng. Sc.
Prof. Dr. Ir. Senator Nur Bahagia
Ada banyak faktor yang memengaruhinya. Salah duanya adalah
Ir. Andy Ilham Said, Ph.D ketersediaan listrik dan regulasi yang mendukung. Soal listrik, pemer-
Dr. Kuncoro Harto Widodo intah tengah berjibaku dengan mega proyek 35 ribu megawatt yang
Dr. Hoetomo Lembito
kini banyak mangkrak. Pemenuhan daya listrik akan memakan waktu
Erwin Raza, SE, MM
Ir. R. Ananta Dewandhono, MM, MBA lama, sehingga pelaku usaha boleh berharap bahwa paket kebijakan
Fx. Sugiyanto XV yang khusus menggarap deregulasi di sektor logistik mampu
Hasanudin memenuhi harapan pelaku bisnis.
Penanggungjawab
Zaldy Ilham Masita Supply Chain Indonesia memproyeksikan kebutuhan ruang pendin-
gin di Indonesia sekitar 1,7 juta ton, naik 30% dari kebutuhan tahun
Dewan Redaksi
2015 sebesar 1,32 juta ton. Tapi saat ini, cold storage yang tersedia
Zaldy Ilham Masita, Mahendra Rianto, Iman
Kusnadi, Widiyanto, Nyoman Purnaya, Hadi hanya 200.000 ton, sehingga membutuhkan penambahan sekitar
Kuncoro, Aulia Febrial Fatwa, Erith 1,5 juta ton. Bahkan, dalam riset Departemen Perdagangan Amerika
Desenaldo, Clara Benarto, Serikat, Indonesia punya potensi besar di bisnis cold storage, salah
Tenaka Budiman, R Kunto
Margono, Uda Sasmita, Eko Setyanto, Okin
satunya karena ditopang industri agribisnis yang tumbuh mendekati
Purba, Daniel Utomo, Armen Aldrin. US$200 miliar pada 2020.
Marketing dan Administrasi

Edisi majalah Supply Chain & Logistics kali ini mencoba memetakan
Aang Wiguna, Armieta Amelia,
Chrissa Nurhayati, Elsa Febriana masalah cold chain dan peluang bisnis yang ada. Bukannya mengada-
ada, tetapi margin keuntungan bisnis cold storage tidak main-main,
Konsultan media bisa mencapai 40-60%. Margin yang cukup menggiurkan, apalagi po-
indossari.com
tensinya bakal makin besar setelah bisnis cold storage dihapus dalam
Redaksi & Marketing DNI, artinya 100% bisa asing. =
The Venue 18 Office Park 15 th Floor
Jl Jenderal TB Simatupang Kavling 18
Jakarta 12520
Email: secretariat@ali.web.id
Website: 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
2 EDISI XIII | APRIL 2017

DAFTAR ISI
EDISI - XIII - APRIL 2017
04 INDICATOR
24 COMPANY OF THE MONTH

06 SEREMONIA PT PELNI (Persero):
Transformasi Bisnis
Penguasa Angkutan Laut
08 KILAS
27 VIEW
11 EXECUTIVE
ADITHYA SARI:
Rethinking Your Supply Chain
in an Era of Protectionism
Jalan Karier
Dari Suara Hati
30 SUPLEMEN
Closing the Gap:
14 INTERVIEW
Hasanuddin Yasni:
Tackling Indonesia’s Supply
Chain Skills Challenge
2018, Puncak
Bisnis Cold Storage
16 EVENT
2017 :
Supply Chain & Logictics Event
Dapatkan Supply Chain & Logistics Review rutin
18 HEADLINE
MEMBEDAH BISNIS
setiap edisi dengan mendaftarkan diri Anda sebagai
anggota Asosiasi Logistik Indonesia (ALI). Bergabung
lah dengan lebih dari 3.000 profesional praktisi,
COLD STORAGE akademisi, regulator dan pemerhati rantai pasokan
dan logistik di ALI.
21 MEMACU BISNIS
COLD STORAGE
Daftarkan diri Anda melalui laman resmi ALI
www.ali.web.id atau mengirimkan email kosong ke
alamat mailing list:
indo_logistician-subscribe@yahoogroups.com

COLD CHAIN COMPETIVENESS SCORECARD:
INDICATOR
LOWER MIDDLE INCOME ECONOMIES
CRITERIA (1- 7 BEST) INDIA INDONESIA KENYA VIETNAM

GOVERNMENT/REGULATORY 4.1 4.0 3.7 3.8
Ethics and corruption 4.1 3.7 3.0 3.1
Intellectual Property Protection 4.2 4.3 3.7 3.6
Legal framework - settling disputes 4.2 3.9 4.0 3.7
Legal framework - challenging regulations 4.1 3.9 4.0 3.4
Transparency of government policymaking 4.2 4.1 4.2 3.8
Foreign competition 3.9 4.1 4.1 4.7
Security 3.9 4.1 3.1 4.5
Burden 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 4.4

Flexibility of wage determination 4.0 4.3 5.2 5.0
Hiring and firing practices 4.4 4.3 4.1 4.2
Country capacity to attract talent 3.8 4.1 3.7 3.3
Country capacity to retain talent 3.9 4.1 3.5 3.2
Reliance on professional management 3.9 4.7 4.4 3.6
On -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 4.1
Transport infrastructure 4.6 4.4 3.6 3.6
Technological adoption 4.1 4.8 4.8 4.0
4.5 4.5 4.2 4.2

DEMAND / BUSINESS FACTORS
Domestic market size 6.4 5.7 3.7 4.5
Domestic competition 4.2 4.5 4.5 4.4
Foreign competition 3.9 4.1 4.1 4.7
Control of international distribution 4.0 4.2 3.8 3.7
Local supplier quantity 4.6 4.7 5.1 4.5
Local supplier quality 4.3 4.2 4.4 3.8
State of cluster development 4.4 4.4 4.1 3.8
Quality 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
Lower - middle income economies are usually in the burgeoning stages of retail and cold chain development. These
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.

INDICATOR
SAMPLE COLD CHAIN DIAGRAM
Processor/ Non Refrigerated

Production Facility Warehouse
Bulk Procurement
PROCESSED FOOD
Harvest at Farm
Refrigerated
Warehouse
Retailer
(Restaurant/
Franchise)
Post Harvest
Precooling/ Transport
(Air, Sea, Truck, Rail) Transpost (Truck)
Packing
Retailer
(Supermarket)
Distribution
Center
FRESH FOOD
COLD STORAGE VS TOTAL POPULATION
1300
1260
322
252
202
131 125
115
76
16 12 5
INDIA AMERIKA CHINA BRAZIL INDONESIA MEXICO

SERIKAT
COLD STORAGE TOTAL POPULATION

(MILLION CU METERS) (MILLIONS)

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 Komoditas
KEMENTERIAN 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 Jagung
KENAIKAN 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)
Single Window (INSW) dan solusi masalah dwelling time.

Paket Kebijakan Menurut Menteri Koordinator bidang Perekonomian,
Darmin Nasution paket ini bertujuan untuk memperbai-
Logistik Segera Diterbitkan ki konektivitas antar darerah dan menekan tarif logistik.
Paket baru ini rencananya akan diterbitkan beberapa
PEMERINTAH segera menerbitkan paket kebijakan ekonomi pekan lagi dan masih serangkaian dengan paket-pak-
ke XV yang mengatur bidang jasa logistik. Salah satu isi pa- et kebijakan yang diterbitkan pertama kali September
ketnya adalah penyempurnaan layanan Indonesia National 2015. (Antara/23/3/2017)

KILAS
APJP keberatan tarif Bank Dunia Pangkas Proyeksi

bongkar muat akan naik 30% Laju GDP Indonesia 2017
ASOSIASI Perusahaan Jalur Prioritas keberatan den- BANK Dunia memproyeksikan pertumbuhan ekonomi In-
gan usulan penaikan tarif 30% untuk bongkar muat kargo donesia tahun ini akan tumbuh sebesar 5,2% dari sebel-
umum nonkontainer di Pelabuhan Tanjung Priok Jakarta. umnya 5.3%. Koreksi ini disebabkan karena meningkatknya
Ketua Kompartemen Koordinasi Antar Instansi & Infra- ketidakpastian ekonomi global akibat sejumlah faktor, sep-
struktur APJP, Cornelius F. Atmadjie mengatakan rencana erti rencana proteksionisme perdagangan dan normalisasi
itu tidak tepat karena kondisi bisnis sedang lesu dan tarif kebijakan moneter di Amerika Serikat. Proyeksi terbaru
baru pasti akan nambah biaya operasional. Pelaku bisnis Bank Dunia ini, masih sejalan dengan estimasi pemerintah
berharap usulan tarif baru dibahas terlebih dahulu dengan sebesar 5.2%. (SCL)
mereka. (Bisnis Indonesia/10/3/2017)
Bandara di Indonesia
Timur Perlu Cold Storage
DIREKTUR 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)

Executive
KETIKA ingin meneruskan

pendidikan ke National Uni
versity of Singapore (NUS)
tahun 1999, hati Adithya
Sari mantab memilih jurus
an Teknik Industri dengan
spesialisasi logistik. Saat itu
ayahnya kurang setuju kare
na berkarier di bidang logis
tik identik dengan bekerja di
gudang. “Kurang bergengsi
dan penuh praktek yang
tidak baik,” katanya meniru
ucapan sang ayah.
ADITHYA SARI
COUNTRY GENERAL MANAGER
HAVI LOGISTICS INDONESIA

Executive
Namun niat alumnus jurusan Perencanaan dan Tata Kota negara yang sangat efisien dalam mengatur dan mengelola
Institut Teknologi Bandung (ITB) ini sudah bulat. Dia kadung logistik. “Saya melihat peluang industri logistik di Tanah Air
jatuh cinta dengan dunia logistik. Bekerja di Exel Logistics, sangat besar. Ini mengingat tantangan geografis Indonesia
yang kemudian berganti menjadi DHL Supply Chain, mem- dan minimnya pengetahuan manajemen logistik,” katanya
buatnya banyak belajar. kepada majalah Supply Chain & Logistics Review, Maret lalu.
Di Exel, dia belajar engineering, operasional, manajemen Alasan itu pula yang menariknya kembali ke Indonesia
umum, dan pengembangan bisnis. Adit masuk menjadi ba- setelah lima tahun bekerja di Negeri Singa. Keputusan kem-
gian dari DHL Supply Chain sejak tahun 2001 sebagai asis- bali dan berkarier di Indonesia menjadi keputusan penting
stant manager. Kariernya terus naik sampai menjadi general dalam membangun kariernya. Tapi dilema muncul karena dia
manager business development DHL Supply Chain pada De- dihadapkan pada posisi dua pilihan yang sulit, mendapat-
sember 2011. kan posisi yang lebih baik di kantor regional Singapura atau
Di Singapura, ketika mengambil gelar master, ketertarikan kembali ke Indonesia. Sebenarnya dia memilih tetap bekerja
Adhit terhadap pengelolaan logistik dan rantai pasokan (sup- di Singapura. Beruntung, salah satu seniornya menyarank-
ply chain) mencapai puncaknya. Baginya, Singapura adalah annya kembali. Pasalnya, pulang ke Indonesia berarti punya

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- ADITHYA SARI
tama soal budaya kerja. Dia juga harus banyak belajar dan kembali
memahami permasalahan dan tantangan logistik di dalam negeri. PENDIDIKAN:
“Saya banyak belajar dari rekan-rekan di sekeliling saya,” katanya. • Sarjana Jurusan Perencanaan dan Tata
Tapi dengan kesungguhan dan kerja keras, kariernya terus me- Kota ITB (1993-1998)
laju. Pengalamannya semakin banyak dan sejak awal tahun 2012, • National University of Singapore, Jurusan
dia akhirnya dipercaya menjadi Country General Manager HAVI Lo-
Industrial and System Engineering (1999-
gistics Indonesia, sebuah perusahaan logistik global yang melayani
pelanggan di lebih dari 100 negara. 2000)
• Singapore Institute of Management, Fi-
Dengan pencapaiannya saat ini, Adithya tak pernah menyesal
kembali ke Indonesia. Keputusannya pulang ternyata kian membu- nancial Management (2002-2003)
ka matanya bahwa potensi logistik nasional masih sangat terbuka.
Sayangnya, pengembangan sektor ini terganjal beberapa ma-
salah seperti belum baiknya infrastruktur, kurangnya ketersediaan KARIER:
sumber daya manusia (SDM), regulasi, dan kualitas sistem infor- • Assistant Manager EXEL Logistics (Maret
masi. Bila semua masalah ini bisa diselesaikan, efisiensi industri 2001-Mei 2005)
logistik akan lebih meningkat lagi. “Sebagian besar industri di Indo- • Account Manager DHL Supply Chain (Juni
nesia juga masih melakukan fungsi supply chain mereka sendiri se-
2005-September 2006)
hingga potensi outsourcing [alih daya] masih terbuka lebar,” papar
Adit. • GM Operations-Technology Sector DHL
Supply Chain (Oktober 2006-April 2009)
Faktanya, beberapa masalah seperti buruknya infrastruktur
saat ini masih menjadi hambatan terbesar pengembangan logis- • GM Business Developmet DHL Supply
tik. Namun menurut dia, tantangan dan pekerjaan terbesar sek- Chain (Mei 2009-Desember 2011)
tor logistik nasional ialah bagaimana mencetak dan meningkatkan • Country General Manager HAVI Logistics
kualitas SDM agar bisa menghadapi semua permasalahan. Setelah Indonesia (Januari 2012-sekarang)
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.” =

Hasanuddin Yasni
Interview Direktur Eksekutif Asosiasi Rantai
Pendingin Indonesia (ARPI)
S 2018,
etelah naik hanya single digit, pertum-
buhan bisnis ruang penyimpanan dingin
atau cold storage diprediksi tumbuh dua
PUNCAK BISNIS
digit tahun ini dan tahun depan. Asosiasi
Rantai Pendingin Indonesia (ARPI) juga mem-
perkirakan kebutuhan cold storage tahun ini ma-
COLD STORAGE
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
Berapa pertumbuhan bisnis cold storage setiap ta- yang pebisnis lokal kita memang belum masuk, misalnya
hun? Jambi atau Bengkulu.
Tahun 2017, saya rasa menjadi periode titik tolak bagi
pertumbuhan bisnis cold storage. Sejak tahun 2015 dan Jika ada perusahaan logistik yang ingin masuk, daerah
berlanjut ke tahun 2016, bisnis ini hanya tumbuh seki- mana yang potensial?
tar 5% karena kondisi perekonomian yang cenderung Mulai dari Bali. Setelah itu wilayah prospektif lain yakni Nusa
melambat. Tahun ini, kami memprediksi industri cold Tenggara, Sulawesi, Malukum dan Papua. Konsep pemerintah
storage bisa tumbuh sampai 10%. Tahun depan, bisnis yang ingin mengembangkan poros maritim juga membantu
penyimpanan dingin ini juga akan bertambah pesat di- pembangunan dan perkembangan di daerah timur Indonesia.
dorong oleh beberapa faktor, salah satunya yakni ma- Ini dapat menjadi salah satu peluang yang bagus untuk bisnis
suknya investor baru. Informasi di pasar, sudah ada cold storage.
beberapa investor khususnya asing yang tertarik untuk
masuk ke bisnis sewa cold storage. Jadi peluang bertum- Kita tahu infrastruktur di Indonesia timur
buh tahun 2018 akan lebih besar. belum baik, apa kendalanya?
Iya. itu juga masalah. Kami selalu meminta pemerintah agar
Siapa profil investor yang tertarik, bergerak di indus- bisa menyelesaikan pekerjaan rumah untuk membangun infra-
tri apa? struktur dasar seperti listrik dan jalan. Ini sangat penting. Para
Sebagian besar masih hortikultura seperti sayur ma- pelaku bisnis juga membutuhkan pelabuhan-pelabuhan yang
yur dan buah-buahan, seafood dan turunannya. siap melayani kegiatan ekspor-impor untuk barang-barang
dengan perlakuan khusus seperti ini. Listrik, kami menggan-
[Mengacu data ARPI, kondisi instalasi cold storage dalkan sokongan dari PT. PLN (Persero). Kalau listrik dari PLN
tahun 2015 yakni industri seafood masih yang tertinggi tidak memadai, biasanya kami menggunakan genset. Namun,
pengguna cold storage mencapai 616.500 ton, disusul biaya operasional dengan genset bisa membengkak sampai
berikutnya industri pakan ternak dan ayam 387.500, 50%. Itu sebabnya pembangunan infrastruktur dari pemerintah
produk daging merah 88.400 ton, dan produk segar un- sangat perlu demi iklim investasi yang baik. =
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

EVENT
2017
Supply 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
Financial Supply Chain, How to Better Manage and Optimise FSC towards Per-
18-19 Barcelona, Spain
fection
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
Council of Supply Chain Management Professionals (CSCMP) Annual Global Con-
24-27 Atlanta, GA
ference
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
Jakarta International Expo (JIExpo)
10-12 Indonesia Transport, Supply Chain and Logistics (ITSCL)
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

Headline
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
MEMBEDAH
luas bangunan yang ada di lokasi tersebut.
Indotara dan Datacon mengungkapkan ada empat jenis
BISNIS
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
COLD
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
STORAGE
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
Apa jadinya kalau bisnis perikanan berjalan
secara cepat dengan suhu minus 20 sampai minus 35 de-
tanpa ruangan pendingin? Bagaimana pula
rajat celcius, sedangkan blast chiller atau blast filler berfung-
dengan bisnis buah-buahan dan sayuran si mengurangi kadar air dan mempertahankan kandungan
segar, apa dampaknya kalau tak ada penye nutrisi.
dia ruang pendingin?
L
aporan 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?

Headline
Dari sisi fungsi dan kapasitas, cold storage dibagi lagi menjadi dua
yakni komersial dan industrial.Ruang pendingin komersial lazim digu- EMPAT JENIS COLD STORAGE
nakan sendiri oleh si pemilik atau bisa disewakan, tapi tidak menjadi
bagian terintegrasi dari aktivitas industri, misalnya cold storage daging • CHILLED ROOM (1-7 DERAJAT C)
milik pasar swalayan dengan kapasitas di bawah 1.000 ton. • FREEZER ROOM (-15 HINGGA -20
Di sisi lain, cold storage industrial umumnya menjadi satu kesatuan DERAJAT C)
dari aktivitas bisnis seperti penyewaan gudang pendingin dan bisnis • BLAST FREEZER (-20 SAMPAI -35
logistik dengan kapasitas lebih dari 1.000 ton. Dari dua jenis itu, kini DERAJAT C)
berkembang lagi cold storage mobile yang bisa dibawa ke mana-mana • BLAST CHILLER (1-4 DERAJAT C)
dengan motor roda tiga atau mobil. Sumber: Datacon, Indotara
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 menjadi anggota ARPI yang terdiri dari ber-
ton cold storage. bagai bidang usaha, seperti perusahaan
Rendahnya perbandingan ini menandakan potensi bisnisnya khusus cold storage, industri pengo-
sangat besar. “Investasi yang sudah ditanam untuk gudang lahan makanan atau importir dag-
berpendingin saat ini mencapai Rp32 triliun,” kata Direktur Ekse- ing termasuk rumah pemotongan
kutif Asosiasi Rantai Pendingin Indonesia (ARPI) Hasanuddin Yasni, hewan, industri perikanan dan
kepada majalah Supply Chain and Logistics Review, Maret lalu. udang, industri es krim, impor-
tir buah, dan perusahaan jaringan
Sebaran ritel. Data APRI mencatat, beberapa
Saat ini, ARPI mencatat perusahaan cold storage berjumlah sekitar nama perusahaan yang bersinggungan
92 perusahaan di Indonesia, jumlahnya tak banyak berubah sejak ta- dengan cold storage di antaranya PT An-
hun 2004. Khusus Jabodetabek, mengacu riset Data Consult yang di- eka Cool, PT Bitzer Compressors, PT Dan-
kutip Datacon, ada sekitar 40 perusahaan cold storage dan dari jumlah foss Indonesia, PT Celcius Jaya, PT Denso
itu ter- dapat 26 perusahaan ditopang kapasitas cukup besar dengan Sales, Meratus Group, PT Pluit Cold, PT
total sekitar 75.056 ton. Bonekom Servistama (Bosqo), PT Adib
Pebisnis cold storage juga terpetakan dan 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

Headline
MODEL BISNIS PERUSAHAAN
COLD STORAGE DI INDONESIA
• COLD STORAGE UNTUK DIPAKAI SENDIRI (INTEGRATED)

• COLD STORAGE UNTUK DISEWAKAN SEPENUHNYA
Sumber: Datacon, Indotara
dan Jawa Timur menguasai sebaran bisnis. Jawa. Apalagi kalau melihat potensi bisnis
Pebisnis lokal, kata Hasanuddin, masih ini ke depan, hampir semua daerah di
dominan baik cold storage jenis chilled Indonesia membutuhkan cold stor-
room, freezer room, blast freezer, maupun age.”
blast chiller. Kendati dikuasai lokal, manis-
General Manager Wira Logistics Mo- nya bisnis ini pun menarik perha-
chammad Taufik Natsir menambahkan tian provider logistik internasional. “Investasi yang
dari empat jenis ruang pendingin, perse- Country General Manager HAVI Logistics
sudah ditanam
roan lebih menyasar penyewaan jenis blast Indonesia Adithya Sari mengatakan pihaknya
chiller dan blast frozen untuk makanan beku. berkomitmen menyediakan solusi layanan untuk gudang
Alasannya, pasar dan margin di jenis ini lebih end to end bagi pelanggan. Itu sebabnya, “kami berpendingin
besar. Itu sebabnya perseroan yang memiliki berencana mengembangkan usaha di bidang ini
saat ini
cold storage di Cibitung dan Surabaya ini belum melalui berbagai macam investasi, salah satunya
berencana masuk ke cold storage perikanan. distribution center yang baru dan dilengkapi fasili- mencapai Rp32
“Tahun ini kami tidak menambah fasilitas baru. tas cold storage yang akan beroperasi tahun ini,” triliun.”
Kami fokus pada operation excellent.” kata Adit.
Pebisnis cold storage lokal lainnya, PT Kiat Namun terlepas dari besarnya potensi bis-
Ananda Cold Storage juga menjadi salah satu nis, Adhitya menekankan pentingnya kepatu-
pebisnis cold storage dengan kapasitas besar han terhadap keamanan pangan dan standar
mencapai sekitar 100.000 ton. “Lokasinya ada halal bagi bisnis cold storage. Peningkatan
di Jakarta, Surabaya, dan Bali. Lokasi yang pal- kemampuan cold storage management dalam
ing besar ada di Jakarta,” kata Ray Soraya, Chief menjaga keamanan produk pangan yang
Operating Officer Kiat Ananda. didistribusikan juga menjadi pekerjaan rumah
Di gudang pendingin milik sendiri. =
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

Headline
MEMACU BISNIS
COLD STORAGE
A
wal Februari tahun lalu, bisnis ruang pendin- Menko Perekonomian dalam jumpa pers ketika itu di
gin atau cold storage mendapat angin segar. Kantor Presiden.
Betapa tidak, keinginan Menteri Kelautan dan Kebijakan ini menjadi sentimen positif bagi industri
Perikanan Susi Pudjiastuti agar bisnis cold cold storage yang belum bertumbuh signifikan kendati
storage terbuka 100% bagi asing akhirnya terkabul. prospeknya besar. Direktur Eksekutif Asosiasi Rantai
Paket Kebijakan Ekonomi Jilid X yang dirilis pada 11 Pendingin Indonesia (ARPI) Hasanuddin Yasni men-
Februari 2016 memasukkan ketentuan porsi kepe- gatakan bisnis cold storage bakal tumbuh pesat tahun
milikan asing di bisnis cold storage menjadi 100%. Ini depan didorong beberapa faktor, salah satunya minat
merubah ketentuan awal dalam Perpres No.39 Tahun investor asing.
2014 tentang Daftar Negatif Investasi (DNI) yang me- “Sebagian besar [asing yang tertarik cold storage]
nyebutkan bisnis cold storage di Sumatra, Jawa, masih di sektor hortikultura seperti sayur-mayur
dan Bali maksimal kepemilikan asing hanya dan buah-buahan, seafood dan turunannya,” kat-
33%, sedangkan di Kalimantan, Sulawesi, anya kepada majalah Supply Chain & Logistics Re-
Nusa Tenggara, Maluku,dan Papua, asing view, akhir Maret lalu.
dibatasi maksimal 67%. Potensi besar ini tak hanya diungkapkan ARPI,
“Kami ingin agar industri ini berkembang, Supply Chain Indonesia memproyeksikan kebu-
terutama di kawasan Timur Indonesia dan tuhan ruang pendingin di Indonesia sekitar 1,7 juta
Kawasan Ekonomi Khusus,” kata Darmin Nasution, ton, naik 30% dari kebutuhan tahun 2015 sebesar 1,32

Headline
juta ton. Tapi saat ini, cold storage yang sitas 200 ton butuh listrik sebesar
tersedia hanya 200.000 ton. 142 kilo volt ampere (KVA). Lalu unit
“Jadi, butuh penambahan Kami ingin agar pengolahan ikan dengan cold storage
sekitar 1,5 juta ton,” kata industri ini berkapasitas 500 ton perlu 750 KVA
Setijadi, Chairman Supply dan ice flake machine atau mesin pem-
Chain Indonesia.
berkembang, buat es berkapasitas 10 ton butuh 130
Ini bukan prediksi sem- terutama KVA. Bila listrik tiada, investor harus
barangan. Proyeksi terse- di kawasan siap menyediakan genset yang pasti
but diperoleh dari analisa data akan menambah overhead cost.
Kementerian Kelautan dan Perikanan
Timur Indonesia” Akses jalan dari sentra produksi
tahun 2016. Potensi perikanan tang- atau konsumsi ke pelabuhan atau se-
kap laut Indonesia mencapai sekitar baliknya juga bermasalah. Sebab itu,
6,5 juta ton per tahun, potensi peri- pemerintah sebaiknya perlu memikir-
kanan budidaya payau mencapai 2,96 kan fasilitas pelabuhan. Hambatan
juta hektare, dan potensi budidaya laut infrastruktur ini pun diungkapkan Ke-
mencapai 12,55 juta hektare. menterian Perdagangan AS dalam riset
Sektor perikanan adalah salah satu bertajuk “2016 Top Markets Report Cold
industri utama yang memanfaatkan Chain Country Case Study”. Dalam riset
ruang pendingin. Sayangnya, industri ini disebutkan Indonesia punya potensi
ini dihadang beberapa kendala sep- Setijadi. besar di bisnis cold storage, salah satu-
erti ketersediaan pasokan komoditas, Hambatan lain yakni ketersediaan nya karena ditopang industri agribisnis
fluktuasi, disparitas harga, dan mutu infrastruktur. Fasilitas penanganan yang tumbuh mendekati US$200 mil-
komoditas. Masalah lain yakni musim, perikanan ternyata butuh listrik yang iar pada tahun 2020, sayangnya, “the
karakteristik komoditas yang mudah besar. Misalnya, cold storage berkapa- infrastructure is too poor to exploit them ef-
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

Headline
“RISET KAMI DI BEBERAPA LOKASI, KEBERADAAN PENYEDIA

COLD STORAGE BISA MEMBUAT DISPARITAS HARGA SAMPAI
67%.”
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 Kendati banyak sektor prospektif, menurut Setijadi, sektor
dengan melakukan desain rute yang efektif dan efisien. perikanan masih menjadi sektor yang seksi bagi bisnis cold
“Kalau kekurangan SDM kita siasati dengan membuat storage, tinggal bagaimana kendala di sektor ini bisa
sekolah sendiri sehingga menghasilkan SDM sesuai diatasi. Kepada para investor yang ingin masuk, dia
kebutuhan,” kata Ray. mengusulkan agar penting mempertimbangkan
lokasi cold storage, memperhatikan sentra sumber
Di luar perikanan dan produksi perikanan, dan sentra konsumsi. Ini
Terlepas dari kendala yang ada, peluang bisnis di penting karena saat ini lokasi pengolahan ikan belum
sektor ini bukan monopoli sektor perikanan semata. merata. “Sekitar 43% industri pengolahan ikan ada di
General Manager Wira Logistics Mochammad Taufik Natsir Jawa, padahal 32,94% potensinya ada di timur Indonesia,” kata
mengatakan sektor lain yang prospektif untuk cold storage Setijadi
ialah konsumer seperti makanan beku (frozen foods), bis- Lalu berapa margin keuntungan bisnis cold storage? Taufik
nis ayam beku olahan, es krim, keju, bahan-bahan pewangi, blak-blakan membeberkan margin usaha di bisnis ini yang men-
farmasi, dan perasa makanan. Itu sebabnya Wira Logistics capai 40-60%. Margin yang cukup menggiurkan, apalagi po-
lebih mendalami bisnis ini ketimbang sektor perikanan. tensinya bakal makin besar setelah bisnis cold storage dihapus
Cold storage makanan beku dinilai lebih mudah ketimbang dalam DNI, artinya 100% bisa asing. Jadi siap-siap saja bersain-
perikanan. Sayangnya, bisnis cold storage makanan beku gan secara sehat demi pertumbuhan industri yang positif. =
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-
616.500
pir seluruh industri termasuk industri kimia dan kesehatan
membutuhkan cold storage. “Hal yang paling mendorong
pertumbuhan bisnis ini adalah besarnya kelas menengah 387.500
di Indonesia. Kelas menengah di indonesia semakin me-
88.400
nyadari pentingnya higienitas dan kualitas atas bahan-ba- 22.750
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- SEAFOOD PAKAN TERNAK PRODUK PRODUK
DAN AYAM DAGING MERAH SEGAR RITEL
salahan nasabah secara sourcing, sizing, system, storage,
distribusi, informasi dan distribusi.”

Company of the Month
PT PELNI (Persero)
Transformasi Bisnis
Penguasa Angkutan Laut
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 peru
sahaan milik negara (BUMN).
K
KAMI UBAH PERSEPSI
etika maskapai penerbangan bertarif murah atau low cost carrier NAIK KAPAL MENJADI
(LCC) yakni Lion Air dan AirAsia hadir pada tahun 2000, banyak yang LIFESTYLE. KITA BISA
mengira bisnis transportasi laut akan karam, begitu juga dengan MENYELENGGARAKAN
kelangsungan bisnis PT Pelayaran Nasional Indonesia (Persero)
TRAINING, GATHER-
atau kini disebut PELNI. Alasannya, masyarakat bakal beralih menggunakan
ING, DAN MEETING ON
pesawat terbang ketimbang kapal laut karena tarifnya lebih murah. Namun
BOARD.”
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

HASILNYA LANGSUNG KELIHATAN.

AKHIR TAHUN 2014, PERSEROAN
MENCETAK LABA POSITIF RP11,2
MILIAR.
7% setiap tahun. Sebab itu, sejumlah miliar. Perbaikan dari sisi kualitas aset
strategi ditempuh, di antaranya pela- dan keuangan juga ditempuh.
tihan besar-besaran di bidang SDM, Mengacu laporan keuangan PELNI,
perbaikan fasilitas kapal, dan me- laba tahun berjalan 2014 mencapai
ningkatkan layanan atau hospitality. Rp11,22 miliar, naik sgnifikan karena
Beberapa tahun lalu, dia juga meng- tahun 2013, perseroan mencetak rugi
hilangkan sistem kabin di kapal laut tahun berjalan menembus Rp634
untuk bersaing dengan maskapai LCC miliar. Tahun 2014 itu, Elfien ma-
sehingga di kapal PELNI semuanya sih menjabat direktur komersial dan
kelas ekonomi. pengembangan usaha, sedangkan
Tidak hanya itu, semenjak meme- dirut PELNI masih dipegang Sulistyo
likannya ke Kementerian BUMN. Ala-
gang kendali utama PELNI pada ta- Wimbo S. Hardjito.
sannya, bisnis Djakarta Lloyd di sek-
hun 2015, alumnus Master Business Restrukturisasi dan transformasi
tor angkutan kargo laut tak sejalan
Administration dari Centerbury Busi- sebetulnya sudah ditempuh sejak
dengan PELNI.
ness School, University of Kent, Ing- tahun 2014. Ketika dipercaya men-
Semua alat produksi juga dibenahi;
gris, tahun 1994, ini melakukan ban- jadi direktur komersial dan pengem-
sistem pengelolaan tiket penumpang
yak hal. Dia menata ulang rencana bangan usaha, mantan komisaris PT
dan penggunaan BBM. Erfien men-
perusahaan. Segala sumber daya Pertamina EP CEPU dan PT Krakatau
argetkan penghematan BBM bisa
yang dimiliki PELNI harus sejalan Daya Listrik ini berkuasa penuh men-
sebesar 10% dari pagu yang ditetap-
dengan tujuan korporasi. Itu sebab- gubah strategi perusahaan. Langkah
kan bersama BPH Migas. Hasilnya
nya, dia berani melepas pengelolaan ini tidak mudah karena saat itu per-
langsung kelihatan. Akhir tahun 2014,
PT Djakarta Lloyd dan mengemba- seroan masih merugi Rp634 miliar.
perseroan mencetak laba Rp11,2

Pada Juni 2015, jabatannya naik menjadi direktur utama. barang baru dan satu kapal penumpang. Penambahan
Sejak itu, kinerja perusahaan menghijau dan akhir 2015, kapal perlu dilakukan demi peremajaan lantaran banyak
Pelni meraih laba Rp99,7 miliar. Setahun kemudian, ta- kapal milik PELNI umurnya di atas 30 tahun. “Anggaranya
hun 2016, laba unaudited Pelni mencapai Rp199 miliar. Rp1,3 triliun per kapal. Skema pendanannya multiyears,”
Tahun ini, sejumlah rencana bisnis siap paparnya.
dieksekusi. Bisnis perusahaan kini terbagi Di bisnis wisata, kontribusinya juga
lima lini; pengangkutan barang, pengang- akan digenjot. Pengembangan bisnis se-
kutan penumpang, bisnis logistik lewat PT cara anorganik juga terus dilakukan. Le-
Sarana Bandar Nasional (SBN) untuk bong- AKHIR TAHUN 2016, wat beberapa anak usaha, PELNI terus
kar muat dan freight forwarding, bisnis PT KONTRIBUSI LABA DARI mengembangkan diri. Akhir tahun 2016,
Pelita Indonesia Djaya (PIDC) di jasa pen- kontribusi laba dari anak usaha menca-
ANAK USAHA MENCAPAI
gurusan transportasi dan kepabeanan, dan pai Rp79 miliar. Kontribusi laba terbesar
RP79 MILIAR.
terakhir Rumah Sakit (RS) PELNI. berasal dari bisnis RS PELNI. Sebab itu,
KONTRIBUSI LABA TER-
Sebagai negara kepulauan, Elfien me- delapan lantai baru siap dibangun. Tahun
BESAR BERASAL DARI
nyadari masa depan perusahaan kapal laut 2018, ditargetkan delapan lantai ini su-
tentu berada di pengangkutan barang. Di BISNIS RS PELNI. dah bisa digunakan sehingga dapat terus
atas kertas, pendapatan angkutan barang menyokong pendapatan dan laba induk.
bisa naik 7-10% per tahun sehingga ang- Strategi berikutnya ialah melanjutkan
kutan barang akan terus dikembangkan. sinergi BUMN. Pihaknya sudah beker-
Meski demikian, sampai akhir tahun 2016, kontribusi jasama dengan PT ASDP Indonesia Ferry (Persero). Ke
angkutan penumpang masih dominan mencapai 70% ke depan, PELNI akan menjajaki kerja sama dengan PT Per-
pendapatan PELNI. “Kami memiliki sembilan kapal yang tamina (Persero) untuk menggunakan bahan bakar gas
sudah ada palka [kontainer]. Kami sudah memiliki tiga sehingga perseroan bisa mengurangi ketergantungan
kapal barang dan menyewa tiga kapal untuk Program Tol BBM jatah public service obligation atau PSO. “Kami juga
Laut di tahun 2016,” kata ayah dua putra ini. menjajaki kerja sama dengan beberapa BUMN lain un-
Pada Maret ini, satu kapal lagi siap memperkuat ar- tuk membuat hotel terapung. Rute yang kami kaji adalah
mada PELNI dan target tambahan berikutnya lima kapal rute dari 10 destinasi wisata nasional.” =
PENDAPATAN USAHA PELNI LABA (RUGI) BERSIH PELNI

(RP TRILIUN) (RP MILIAR)
2015
2014 3.85
2015
2013
2014
2.97 98,93
2.49 2013 4,39
-622
SUMBER: LAPORAN KEUANGAN PELNI

View
Rethinking Your Supply Chain

in an Era of Protectionism
Justin Rose
Most U.S. and European companies have spent the past 20 years concen
trating more and more of their manufacturing in East Asia to reduce costs
by exploiting labor-arbitrage opportunities and address the promise of
that rapidly growing market.
I
Martin Reeves t’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
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
ply chains – which means many companies will
mid-sized company that makes stain-
serve regional markets with goods largely sourced
less-steel, indoor trash cans. While the bulk of its
within that region.
production is still in Asia, it has started building pro-
duction in the United States in the last 24 months
A shift toward protectionism.
— in part to support Walmart’s initiative to buy
Exhibits A and B are the United Kingdom’s vote
more U.S.-made products. CY TOP has been able
to exit the Europe Union and Donald Trump’s victory
to do this while maintaining its low manufacturing
in the U.S. presidential election. But there may be
costs by aggressively reengineering and automat-
more to come. All this adds up to an unprecedented
ing its U.S. production lines: It only uses seven to 10
level of uncertainty about trade policies and their ef-
people on a line that would have 80 people in Asia.
fect. Take the idea of a U.S. border tax, which Presi-
(It also saves money because transportation costs
dent Trump has floated. Such a policy alone could
on those U.S.-made goods are lower.) Its medium-
have a major impact on companies operating in the
term goal — if its first U.S. facility is successful — is
United States. Some retailers that are big import-
to add as many as three more U.S. manufacturing
ers could see their net profits plummet by almost
sites. In the longer term, the company might supply
80%, while exporters of manufactured goods could
global demand from the United States.
see their net profits soar by 50% or more (see these
CY TOP has not been able to find U.S. suppliers
exhibits). Yet whether and how such a policy will be
of some key inputs (e.g., the specialized coating
implemented remains uncertain; so does its impact
that prevents stainless steel from showing finger
on exchange rates and a large number of other poli-
prints, which it continues to source from Asia). For
cies that could influence trade economics.
now, that means extra shipping cost and logistics
With all of the changes and uncertainty, compa-
costs. Over time, however, its goal is to develop its
nies in a wide range of industries – from autos and
supplier ecosystem in the United States — either

View
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
• Engineer your supply chains to be resilient to further
location.
shifts and instabilities in trade policies and exchange rates.
• Explore advanced manufacturing technologies and
possibilities, especially flexible robotics and automa-
Taking these actions may challenge your conventional
tion and understand how these change the equation.
corporate wisdom on how to configure and optimize your
• Proactively try to rebuild your atrophied supply-chain
supply chain. But in these uncertain times, even the most
ecosystems, if possible in conjunction with similar
fundamental assumptions must be questioned.
manufacturers and large customers.
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 reeves.martin@bcg.com and follow him at @MartinKReeves.

Suplemen
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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Executive
Summary
Closing the Gap: This study investigates the skills challenges in supply chain
Tackling Indonesia’s and logistics management activities in two cities: Jakarta and
Surabaya. It was primarily motivated by observations in the
Supply Chain Skills Indonesian Government’s 2012 Blueprint for the Development
Challenge report forms of National Logistics System (Cetak Biru Pengembangan Sistem
a preliminary part of a Logistik Nasional) identifying a huge gap in the skills supply
major in-depth study and its major impediment to the nation’s attempt at lifting its
involving the national national logistics performance. This preliminary report presents
industry representative the findings from interviews and workshops conducted with
executives in the logistics and supply chain industry.
body, the Association
of Logistics Indonesia Three areas of priority are identified as critical to establishing
a robust supply chain and logistics system in Indonesia:
– with a membership
of over 4000 1. Training System
The need to create a stronger training system that is
companies – the underpinned by deeper partnerships and closer coordination
Sepuluh Nopember between government, industry and education providers;
Institute of Technology,
2. Curriculum
the RMIT University Strongly align the curriculum to industry needs, providing
Australia and the more training support schemes and preparing job-ready
University of Indonesia. 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.
In this report, the terms ‘logistics’ and ‘supply chain management’ are used interchangeably to refer to the ‘Profession’ as a whole.

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Closing the Gap:

Tackling Indonesia’s Supply
Chain Skills Challenge
A preliminary report

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1.0
The Connectivity Challenge
The ASEAN Like many developing economies at the verge of a great

Connectivity Plan, the economic leap, an adequate and efficient logistics system is
of unquestionable importance. As evident in the 2012 Blueprint
ASEAN One Market in for the Development of National Logistics System (Cetak Biru
2015 and Indonesia’s Pengembangan Sistem Logistik Nasional), the government
2025 ambitions to considers improving the country’s logistics system as a key
become one of the economic building block towards the realisation of the above
10 major economies stated ambitions. In line with this ambition, prioritisation of the
of the world, are question of transport, supply chain and logistics in Indonesia is
also influenced by several important factors, including:
forcing the government
to step up the urgency – Demography – the size and population on existing
logistics capacity;
to address its supply
chain and logistics – Rapid and sustained socioeconomic growth exerting
increasing pressure on current logistics capacity; and
challenges.
– 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.

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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)
600 Private
Sector
State-Owned
500 Enterprises
Regional
Government
400 National
Government
300
“…question 200
of skills and 100

workforce
sustainability is 0
becoming acute.” 2010 2011 2012 2013 2014
Source: Government data

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2.0
Enter The Skills Challenge
An important aspect As huge investments into large-scale projects are planned,

of logistics capacity, the question of skills and workforce sustainability becomes
increasingly acute. Research identifies Indonesia’s growing
which is rarely explored, skills deficiency as a major hindrance to any investment boost
yet a major impeding aimed at solving the systems infrastructure bottleneck. The
factor – is skills and skills deficiency in this regard is defined, not as much in terms
labour supply. 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.

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3.0
About This Report
This report forms a The study is unique for several reasons. It is an industry–
preliminary part of a university collaboration focused on supply chain and logistics.
It represents a genuine collaboration between Indonesia and
major in-depth study Australia to address a critical need identified by the Indonesian
involving the national Government. It seeks to tackle Indonesia’s skills shortage in the
industry representative supply chain and logistics sector.
body, the Association The major study addresses three important questions in
of Logistics Indonesia response to the Government’s National Logistics Blueprint:
– with a membership – To what extent is Indonesia’s supply chain and logistics
of over 4,000 workforce size and skills profile sufficient to meet the
companies – the demands of a rapidly expanding economy?
Sepuluh Nopember – What are the key challenges and opportunities in the
Institute of Technology, development and supply of skills in the Indonesian
the RMIT University supply chain and logistics sector?
Australia and the – How effective are existing government policies and
University of Indonesia. 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.

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4.0
Preliminary Research Findings:
What Industry Wants
Government
Training Support Standards & Body of Knowledge Job-Ready Graduates

5 Skills Sets
Thinking & Learning
Interpersonal
Business
ICT
Logistics Specialist
Industry Education
Industry-Aligned Curriculum
Based on interviews with major employers in Jakarta and

Figure 2
Surabaya, we identified three priority areas:
Supply Chain Logistics
Training System and 4.1 Training System – the need to create a stronger training
Trilateral Partnership 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
Industry
employers
interviewed
identified
three stand-
out issues:
4.1.1 The major

Indonesia’s logistics system involves many stakeholders, from
government agencies to industry bodies and educational
challenges in the
providers. Since the launch of the National Logistics System current logistics
(SISLOGNAS), several developments have occurred. More education
opportunities for academics, professionals and vocational system
education programs. More industry bodies such as the Indonesia
Logistics Association (ALI), The Association of Logistics and 4.1.2 Building the
Forwarding Indonesia (ALFI), Association of Indonesian Trucking
Companies (APTRINDO) and the Association of Land Transport
capabilities and
Companies (ORGANDA), cooperating with the National Agency capacities for a
for Professional Certification (BNSP) to provide industry national logistics
education and offer logistics professional certificates. The workforce
establishment of the Indonesian Supply Chain and Logistics
Institute (ISLI) in 2016 to promote academic and research in 4.1.3 Addressing
supply chain and logistics. ISLI major activities now include
curriculum standardisation, research workshops, conferences
the skills gap
and publications. Finally, the growth in the number of universities in logistics
offering supply chain and logistics management courses. education and
What these developments demonstrate is the dynamic growth training
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?

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4.1.1 The major a. The current education and training system provided by the
challenges in the National Logistics System, along with the Ministry of National
current logistics Education Policy, is unable to meet the rapid and sustained
education systems 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.
4.1.2 Building the a. The interviews showed that employers within the industry
capabilities and would like to see more government support in training and
capacities for a skills development. This could be in the form of building and
national logistics equipping training institutions as well as developing effective
workforce 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.
10

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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.
a. Employers recognised a wide gap between what industry 4.1.3 Addressing

wants in terms of training and what professional and vocational the skills gap in
skills training programs are available and delivered in the logistics education
marketplace. Deliberate work is needed to create effective and training
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.
11

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4.2
Curriculum
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.
Employers however What industry says: best practice case studies.

acknowledged that demand 4.2.1 Industry-aligned The curriculum should reflect
for skilled human resources is curriculum – the courses the “real conditions of logistics
greater than supply, especially provided by external training practice”. Universities should
at the managerial level, where providers don’t necessarily introduce logistics and supply
sometimes positions go vacant meet the needs of companies. chain as a major in the
for two to three years. With a Programs tend to be too undergraduate degree,
short supply of managers, new theoretical and lacking helping expose students early
entrants, such as start-ups practical applications. Even to the sector. Such major
or multinational companies the range of programs on changes should be introduced
are aggressively headhunting offer may not be relevant or across disciplines including
professionals. An adverse appropriate to their training business and engineering.
impact of talent competition, needs. In some instances, 4.2.2 Training support
is that it inadvertently reduces training given is ‘textbook’ schemes – most of the
the interest of companies to oriented, with its use not employers expressed that a
invest substantially in training. matching the actual needs lack of funding or resources
Even if in-house training is of companies. Some to undertake training
provided, it tends to only serve employers believe that the increases the skills gap within
that company’s purpose, government should support companies. Courses to
that is, meeting the technical training providers, including upgrade skills are expensive,
specialist requirements of universities, to establish calling on government to
daily work. specialist logistics schools. further help subsidise the
The schools’ curriculum cost of training.
should focus on logistics
and supply chain and more
practical, with emphasis on
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Industry aligned
curriculum
Training support
schemes
Job-Ready
Graduates
Competent
Professionals
4.2.3 Job-ready Graduates 4.2.4 Competent
– employers identified that professionals – majority of
the lack of training of new employers identified recruiting
graduates is a challenge to staff with soft skills as another
the sector. Recent graduates challenge. Some of the soft
employed in some companies skills that were considered an
were not job-ready, forcing issue related to the ability of
some employers to look applicants to communicate
outside the sector or country. effectively, the ability to lead a
Local graduates require team or group, and the ability
a lot more training and to negotiate.
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.
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4.3
Standards and
Body of Knowledge
There is little evidence

to show that the
issue of knowledge Thinking and Logistics
and skills standards Learning
Interpersonal Business ICT
Specialist
is being addressed.
There is lack of
work undertaken in
the development of
educational standards The Five Critical Skills
developed through qualiﬁcations and/or experience
and/or certification in
the logistics sector.
Figure 3
Qualification Experience – five priority skills
Employers were unanimous What industry says: 4.3.2 Interpersonal Skills

in calling for logistics Employers identified five skills – interpersonal skills was
professionals to possess the critical for logistics professional another element raised by
basic behavioural knowledge in Indonesia. These skills the employers. This skill
and skills, and in some cases are achieved through formal relates to the ability of an
complementary knowledge, qualifications (eg. certificates, individual to be able to work
in addition to specific logistics diplomas, degrees) and/or with others. Examples of
knowledge. It is acknowledged life experiences. such skills include teamwork,
that these combinations of negotiating skills, networking
behavioural and professional 4.3.1 Thinking and Learning skills and knowledge of
skills can be acquired Skills – employers listed cultural differences. Similarly,
through formal qualification general thinking and learning employers suggest, depending
or professional experience, skills as important. They on the managerial level, some
which validate that overall viewed it as fundamental an skills are more important than
capability. Having a description individual’s ability to think the others.
of a core body of knowledge and to work independently.
Depending on the level within 4.3.3 Customer and
will establish a consistent Business Skills – customer
knowledge base required for an organisation, the degree
of depth in the skills become service and practical business
logistics professionals, and skills are the third most
clarify to employers what to important. For example, higher
up the management hierarchy, important skills expected in
expect as well as provide all levels of professional staff.
guidelines to educators and the ability to see the big
picture may be more critical, These business-related skills
program designers of what very much relate to the ability
knowledge and skills to deliver. while ethics, honesty and
trustworthiness is required at of an individual to conduct
all levels of employment. business with a focus on
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5.0
Conclusions
and Implications
customer service and project The findings from the interviews and workshops of the
management. The importance senior executives in the logistics and supply chain industry
of customer focus in any suggest the following:
logistics business was very
much expressed during the
industry roundtable.
There is a consensus
4.3.4 Analytical and ICT among the respondents
Skills – having analytical and
ICT skills was considered
that logistics and
important skill set for staff,
according to industry
supply chain managers
employers. Digital skills
and literacy are becoming
and operators are not
increasingly important as the adequately skilled or
increasing pervasiveness of
IT skills in the logistics sector. competent to meet the
Relevant IT skills may include
business-related IT capabilities demand of the industry
and the use of common types
of office applications and
across all five skill sets.
Enterprise Resource Planning,
for such as SAP software. – The degree of importance of the individual skills and
skill sets varies among various roles and levels of
4.3.5 Logistics Specialist management, and thus requires different levels of training.
Skills – logistics, transport and
supply chain management – A greater collaboration between government agency,
specialist skills relate to business, including industry/professional bodies,
the role of each logistics and academic and vocational institutions is critical in
professional. For example, developing appropriate strategies and policies to enhance
relevant skills of a supply chain skills development.
manager would include an – Development of a common body of knowledge with inputs
understanding of supply chain from the industry and academia and its standardisation
concept to the returned goods is vital to provide a consistent top–down approach to
handling and reverse logistics. curriculum design or to facilitate stakeholder interaction.
There was a strong desire to
Education training in logistics-related areas may include
ensure some level of standard
technical high school qualification, tertiary qualifications,
and certification relevant for
professional certifications, short online courses and
each skill set.
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.
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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.
16

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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

Suplemen
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
Contact for more information

In Australia
Dr Eugene Sebastian
RMIT University
eugene.sebastian@rmit.edu.au
In Indonesia
Mr Mahendra Rianto
Association of Logistics Indonesia
secretariat.ali@gmail.com

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EDISI - XIII - APRIL 2017

EXECUTIVE INTERVIEW COMPANY OF THE MONTH

Prospek Bisnis Cold Chain

MENGACU data International Trade Administration (ITA) tahun lalu,

Marketing dan Administrasi

2 EDISI XIII | APRIL 2017

24 COMPANY OF THE MONTH

Dapatkan Supply Chain & Logistics Review rutin

3 EDISI XIII | APRIL 2017

CRITERIA (1- 7 BEST) INDIA INDONESIA KENYA VIETNAM

Flexibility 4.5 3.6 4.8 4.4

INFRASTRUCTURE 3.8 4.4 3.7 3.9

4.5 4.5 4.2 4.2

INDUSTRY INTEREST 4.0 3.0 3.0 4.0

TOTAL SCORE 4.1 4.0 3.8 3.9

4 EDISI XIII | APRIL 2017

SAMPLE COLD CHAIN DIAGRAM

Processor/ Non Refrigerated

COLD STORAGE VS TOTAL POPULATION

INDIA AMERIKA CHINA BRAZIL INDONESIA MEXICO

COLD STORAGE TOTAL POPULATION

5 EDISI XIII | APRIL 2017

CEMAT SOUTHEAST ASIA

KETIKA PARA PEBISNIS SUPPLY

Pameran terakbar mengenai rantai pasokan dan logistik,

6 EDISI XIII | APRIL 2017

CeMAT Southeast Asia merupakan bagian dari CeMAT Worldwide

7 EDISI XIII | APRIL 2017

Gula Rafinasi Impor

Ongkos Logistik Memicu

Single Window (INSW) dan solusi masalah dwelling time.

8 EDISI XIII | APRIL 2017

APJP keberatan tarif Bank Dunia Pangkas Proyeksi

Jawa Barat Pengekspor Terbesar

9 EDISI XIII | APRIL 2017

KETIKA ingin meneruskan

11 EDISI XIII | APRIL 2017

12 EDISI XIII | APRIL 2017

13 EDISI XIII | APRIL 2017

Supply Chain Indonesia menyebut potensi bis-

Industri apa saja yang punya peluang menopang

14 EDISI XIII | APRIL 2017

Di mana lokasi paling strategis untuk mengembang-

Bagaimana dengan sebaran bisnis cold storage?

Apakah pebisnis lokal masih dominan atau sudah

15 EDISI XIII | APRIL 2017

DATE EVENT LOCATION

16 EDISI XIII | APRIL 2017

DATE EVENT LOCATION

17 EDISI XIII | APRIL 2017

Indotara dan Datacon mengungkapkan ada empat jenis

18 EDISI XIII | APRIL 2017

19 EDISI XIII | APRIL 2017

• COLD STORAGE UNTUK DIPAKAI SENDIRI (INTEGRATED)

20 EDISI XIII | APRIL 2017

21 EDISI XIII | APRIL 2017

22 EDISI XIII | APRIL 2017

“RISET KAMI DI BEBERAPA LOKASI, KEBERADAAN PENYEDIA

ficiently,” tulis riset itu.

23 EDISI XIII | APRIL 2017

Kunci memenangkan persaingan bisnis adalah inovasi.

24 EDISI XIII | APRIL 2017

HASILNYA LANGSUNG KELIHATAN.

25 EDISI XIII | APRIL 2017

Supply Chain & Logistics Magazine by ALI April 2016 Edition

Supply Chain & Logistics Magazine by ALI April 2016 Edition