cooperation with industrial/logistics areas to encourage increased goods traffic.
Cooperation with industrial/logistics areas is needed to support connectivity with the hinterland, as well as facilitate the provision of end-to-end logistics services for industrial players. Relationships exist with industrial estate players in the same area as the PT Pelabuhan Indonesia (Persero) port who have the potential to improve services for customers of PT Pelabuhan Indonesia (Persero) in terms of speed and convenience.
Cooperation with land logistics businesses is also very important due to the role played by land transportation for bringing goods out of ports and delivering the goods to the end-users. Cooperation with land logistics businesses will improve the port operations performance as it has the potential to increase flow throughput. The land logistics in question are not limited to trucks, but also includes rail transportation as a land logistics solution out of ports.
The third strategic pillar aims to improve the maritime supply chain efficiency in Indonesia. The focus of this strategic pillar is to expand the national port network. Although PT Pelabuhan Indonesia (Persero) is a major player and the backbone of ports in Indonesia, PT Pelabuhan Indonesia (Persero) only owns a small portion of ports in Indonesia. Other ports are owned by the private sector and also by the government and have the potential to become a target for connectivity development for PT Pelabuhan Indonesia (Persero). Integration between port networks, transportation modes and supporting areas (i.e. industrial/logistics areas) is also this pillar’s focus.
The fourth strategic pillar is to increase the value of PT Pelabuhan Indonesia (Persero), by strengthening the Company’s financial structure to create a prudent and stable financial system, optimize asset management, and focus the Company on developing business vertically and horizontally by utilizing PT Pelabuhan Indonesia (Persero) existing capabilities and competencies.
To ensure the target achievement process is in accordance with the strategy and vision set for 2025, a roadmap has been prepared to serves as guidance and provide an overview of the processes, stages, and achievements that must be prioritized to achieve the Company’s final targets or vision. Based on the Company’s 2021-2025long-term strategy roadmap, in 2021 the Company was in the 2021-2022 phase, namely Business Alignment and Integration. In this phase, Pelindo will focus on:
