1. PORT SHIPPING AND LOGISTIC
PKSPL – S2 KEPELABUHANAN
JAKARTA 5 MARET 2015
PRESENTED BY Capt. NASDION AGOES

2. PORT MANAGEMENT LEGAL BASE
DASAR HUKUM:
Undang Undang no 17 th 2008 ttg Pelayaran
Peraturan Pemerintah no 61 thn 2009 ttg Kepelabuhanan
Permenhub no 51 ,th 2011 ttg Tersus dan Tuks
Permenhub no 52, th 2011 ttg Pengerukan dan Reklamasi
Permenhub no 53, th ttg Pemanduan
Permenhub no 36 , th 2012 ttg Organisasi dan Tata Kerja Kantor Kesyahbandaran dan Otoritas Pelabuhan
Permenhub no 414 th 2013 ttg Rencana Induk Pelabuhan Nasional
SK Dirjen Hub La ono : UM 002/38/18/DJPL-11 ttg Standard Kinerja Pelayanan Operasional Pelabuhan dll

3. INTRODUCTION ON PORT SYSTEM
Source : Lloyd’s Practical Shipping Guide’s, Port Operation’s, Planning and
Logistics. Khalid Bichou
2/18

4. MAIN OPERATIONAL AND ADMINISTRATIVE FUNCTIONS OF A PORT
9/18
Source : UNCTAD

5. PORT SYSTEM Port follow the Trade Trade follow the port POLICY
STRATEGY
MANAGEMENT
LOGISTICS
OPERATIONS
PLANNING
Port follow the Trade
Trade follow the port
3/18

6. PORT INSTITUTIONAL MODELS
DESCRIPTION
STRENGHTS
WEAKNESSES
Public service port
Own, develops and maintains, both infrastructure and superstructure
Own and operates handling equipment
Operate and performs on its own all service
Labour for allport service provides by public sector
Huge investment required
No redundancy (in theory)
Unity of command and management
Handling operations not compatible with administrative duties of public entity
Private sector out of the port business
Strong power from labour unions
Landlord port
Owns, develops and maintains the infrastructure, but leases/rents it to the private sector
Handling services performed by private sector. Labour for handling service provided by private sector
Marine and nautical service may be performed by either the public sector, the private sector, or a combination of both
No investment required in equipment and superstructure facilities
Private sector efficiency and accountability
Investment by the private sector ensures strong market leadership, long-term relationship
Competitive market dynamics
Better management of port labour
Possibible conflict between private sector objectives and general public interest
Risk of footloose
10/18
Source : Port Operation Planning & Logistic, K. Bichou

7. PORT INSTITUTIONAL MODELS
DESCRIPTION
STRENGHTD
WEAKNESSES
Tool port
Own, develops and maintains, the infrastructure
Own superstructure which is operated by the private sector
Labour for handling service provides by public sector
Marine and nautical services may be performed by either the public sector, the private sector, or a combination of both
Huge investment required
No redundancy (in theory)
Double entity (public and private) undertaking handling operations and management
Possibility of conflict regarding equipment assignment and operational efficiency
No control over gang and labour efficiency from the part of the private sector
Private service
Private sector owns, develops, and operates infrastructure, superstructure, and all other port service
Private sector provides labour for all port service
Regulatory and statutory fuctions may be performed by the public authority
Port operations and management performance not influenced by political decisions
Higher efficiency in asset and human resources management (in theory)
Prisk of market failure, eg monopolistic behaviour
Difficulty in planning and implementing public port policy
Possible deviation from core port business (eg handling) to more profitable activities (eg real estate development)
11/18
Source : Port Operation Planning & Logistic, K. Bichou

8. Lektion Uwe Will Port Organisation Forms
Suprastructure
Belonging to the suprastructure are
sheds
terminal buildings
warehouses
tanks
equipment like:
gantry cranes
transtainers
other cranes etc….
cranes
vehicles
hauling gear
sheds
storage areas
Suprastructure
Belonging to the suprastructure are
sheds
terminal buildings
warehouses
tanks
equipment like
gantry cranes
transtainers
other cranes
etc.
Indonesien Seminar

9. Lektion Uwe Will Port Organisation Forms
Infrastructure
The main infrastructure facilities required
by ships and land carriers are
channels
aids to navigation
turning areas
locks
docks
quay walls
roads
railway tracks
water area inside the port territory
quays
land areas rail / road
Infrastructure
The main infrastructure facilities required by ships and land carriers are
channels
aids to navigation
turning areas
locks
docks
quay walls
roads
railway tracks
There is a strong tendency towards public provision of infrastructure.
Indonesien Seminar

10. PORT and TERMINAL MANAGEMENT
Agent
Market & Service
Port / Terminal
Impact
Operations
4/18

11. MASTER PLAN OBJECTIVES
Market Study
Cargo type bulk / container
Hinterland to cover
Type of ships to handle
Transport access
Development Plan
Optimalization plan
Areal of development and extention
Environment issue
Management Plan
HRD
Bench marketing
SOP
Safety and Security
Maintenance
Marketing
17/18
Source : Port Operation Planning & Logistic, K. Bichou

12. MARKETS AND SERVICES Port / terminal type Spatial Coverage
Container, bulk, etc
Spatial Coverage
Quay, yard, gate, etc
Hinterland, foreland, etc
Service Type
Service to ship
Service to cargo
Value added logistics
Network Type
Trade lanes
Shipping service
Inland system
Logistics networks
Supply chain systems
6/18

13. PROCESS AND ELEMENTS OF STRATEGIC PORT PLANNING
13/18
Source : Port Operation Planning & Logistic, K. Bichou

14. CONCESSION ARRANGEMENT
Under a BOT concession, the government provides an exclusive grant to the private sector to built and operate a port facility for a specified period of time. After the expire of this period, the grantor can lease out the facilities or, if the facilities have to be completely rehabilitated, he can grant a similar or different concessional arrangement. A BOT agreement implies that the concessionaire has rights similar to holding a title which allow him to use the port facility as a corollary to loans during the period of concession.
BFOT (Build, Finance, Operate, Transfer), BTO (Build, Transfer, Operate) and WBTO (Wraparound BOT) are special variations of BOT concession used where the private sector is also in charge of project financing, where legislation forbids private ownership of public infrastructure, and where the private sector is in charge of expanding a public – owned port facility, respectively. Other variations include the Design, Build, Finance, Operate (DBFO). Both models provide a high degree of private sector control with little or no demand risk
Source : Port Operation Planning & Logistic, K. Bichou
15/18

15. CONCESSION ARRANGEMENT
In the Build-Operate-Own (BOO) contract, the assumption is that there will be full and permanent privatization of the facilities built or operated at the end of the concession period of the concession agreement. The terms of a BOO concession should explicitly grant ownership of the facilities that will be built
Under the build-Operate-Own-Transfer (BOOT) agreement, the ownership title over port assets and infrastructure conveys to the concessionaire during the concession. This arrangement facilitates to the Government at the end of the concession. This arrangement facilities the granting of loans by financial institutions to private terminal operators. However, subject to project economics, the concessionaire takes at least some demand risk in BOOT structure.
Under the Equip – Operate – Transfer (EOT) scheme, port infrastructure already exists, but superstructure is supplied and operated by the private sector for an agreed period of time, after which it is transferred to the public sector
16/18
Source : Port Operation Planning & Logistic, K. Bichou

16. UNCTAD’S PORT GENERATIONS MODEL
1st generation port: port as business
Competition on cost and port charges
2nd generation port: gateway node in inter –modal transport networks
Competition on location, port charges, efficiency, service level, reliability, VAS
2000+
3rd generation port: dynamic mode in global supply chains
Quality supply chains, competition on added value to the end customer
12/18

17. Type of Terminal

20. PORT INEFFCIENCY

21. KINERJA OPERASIONAL PELABUHAN
Standar Kinerja pelayanan operasional pelabuhan dan utilisasinya memperhatikan tingkat kualitas pelayanan kapal,pelayanan barang,utilisasi fasilitas, kesiapan peralatan pelabuhan, dan disesuaikan dengan karakteristik masing masing lokasi terminal di pelabuhan. (Pasal 7)
Standar Kinerja pelayanan operasinal pelabuhan tsb ditetapkan oleh SK Dirjen

22. KINERJA OPERASIONAL PELABUHAN
Operator Terminal menyampaikan laporan ke Otoritas Pelabuhan setiap bulan, dan akan diteruskan secara berkala ke Direktur Jendral, yg akan di evaluasi oleh Dirjen paling sedikit satu kali dalam periode enam bulan . ( Bab V. Ketentuan lain-lain)
Laporan dan evaluasi adalah sebagai dasar pengambilan keputusan untuk Perencanaan Pengembangan kebutuhan (Port Demand) pelabuhan di masa depan

23. TERIMA KASIH
SELAMAT BEKERJA
SELAMAT BERISTIRAHAT