DOCSLIB.ORG

Bab Iii Pembahasan

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Bab Iii Pembahasan BAB III PEMBAHASAN 3.1. Tinjauan Umum Organisasi PT. Pos Indonesia (Persero) 3.1.1. Sejarah Singkat PT. Pos Indonesia (Persero) Sejarah mencatat keberadaan Pos Indonesia begitu panjang, Kantor pos pertama didirikan di Batavia (sekarang Jakarta) oleh Gubernur Jenderal G.W Baron Van Imhoff pada tanggal 26 Agustus 1746 dengan tujuan untuk lebih menjamin keamanan surat-surat penduduk, terutama bagi mereka yang berdagang dari kantor-kantor di luar Jawa dan bagi mereka yang datang dari dan pergi ke Negeri Belanda. Sejak itulah pelayanan pos telah lahir mengembang peran dan fungsi pelayanan kepada publik. Setelah Kantorpos Batavia didirikan, maka empat tahun kemudian didirikan Kantorpos Semarang untuk mengadakan perhubungan pos yang teratur antara kedua tempat itu dan untuk mempercepat pengirimannya. Rute perjalanan pos kala itu ialah melalui Karawang, Cirebon dan Pekalongan. Pos Indonesia telah beberapa kali mengalami perubahan status mulai dari Jawatan PTT (Post, Telegraph dan Telephone). Badan usaha yang dipimpin oleh seorang Kepala Jawatan ini operasinya tidak bersifat komersial dan fungsinya lebih diarahkan untuk mengadakan pelayanan publik. Perkembangan terus terjadi hingga statusnya menjadi Perusahaan Negara Pos dan Telekomunikasi (PN Postel). Mengamati perkembangan zaman dimana sektor pos dan telekomunikasi berkembang sangat pesat, maka pada tahun 1965 berganti menjadi Perusahaan Negara Pos dan Giro (PN Pos dan Giro), dan pada tahun 1978 berubah menjadi 15 16 Perum Pos dan Giro yang sejak ini ditegaskan sebagai badan usaha tunggal dalam menyelenggarakan dinas pos dan giropos baik untuk hubungan dalam maupun luar negeri. Selama 17 tahun berstatus Perum, maka pada Juni 1995 berubah menjadi Perseroan Terbatas dengan nama PT Pos Indonesia (Persero). Dengan berjalannya waktu, Pos Indonesia kini telah mampu menunjukkan kreatifitas dalam pengembangan bidang perposan Indonesia dengan memanfaatkan insrastuktur jejaring yang dimiliki yang mencapai sekitar 24 ribu titik layanan yang menjangkau 100 persen kota atau kabupaten, hampir 100 persen kecamatan dan 42 persen kelurahan atau desa, dan 940 lokasi transmigrasi terpencil di Indonesia. Seiring dengan perkembangan informasi, komunikasi dan teknologi, jejaring Pos Indonesia sudah memiliki lebih dari 3.800 Kantorpos online, serta dilengkapi electronic mobile pos di beberapa kota besar. Semua titik merupakan rantai yang terhubung satu sama lain secara solid & terintegrasi. Sistem Kode Pos diciptakan untuk mempermudah processing kiriman pos dimana tiap jengkal daerah di Indonesia mampu diidentifikasi dengan akurat. Berdasarkan sejarah diatas mengenai PT. Pos Indonesia penulis melakukan observasi dan wawancara pada Kantor Pos Fatmawati Indonesia Jakarta Selatan 12000 pada tanggal 01 Juni 2018 sampai dengan 05 Juli 2018. Penulis memperoleh data perusahaan sebagai berikut: DATA PERUSAHAAN Nama Perusahaan : Kantor Pos Jakarta Selatan 12000 Alamat Perusahaan : Jalan RS Fatmawati No. 10 Jakarta Selatan 17 Nomor Telepon : (021) 7500223, (021) 75900951 Nomor Fax : (021) 7503009 Kode Pos : 12000 Website : www.posindonesia.co.id VISI Menjadi raksasa logistik dari timur. MISI 1. Berperan penting sebagai aset yang berguna bagi bangsa dan negara. 2. Menciptakan tempat berkarya yang menyenangkan guna berkontribusi secara maksimal. 3. Menyediakan layanan prima yang menjadi pilihan pertama bagi para pelanggan. 4. Senantiasa berjuang untuk memberi yang lebih baik bagi stakeholders utama. TAGLINE Kami membawa misi. KREDO Sumber daya ada batasnya, tetapi kreativitas tak terbatas. Dengan iman kepada Tuhan dan persatuan, kita menuju kejayaan. 18 3.1.2. Struktur Organisasi Dan Tata Kerja PT. Pos Indonesia (Persero) Setiap perusahaan memiliki struktur dan tata kerja sendiri, agar manajemen perusahaan dapat berjalan efektif dan terkendali sesuai apa yang tertera pada struktur dan tata kerjanya. Berikut struktur dan tata kerja pada bagian Pelayanan Kantor Pos Jakarta Selatan 12000. MANAJER PELAYANAN ASMAN (Asisten Manager) STAF PELAYANAN PELAYANAN (Manifest) LOKET LOKET LOKET JASA SURAT BENDA KEUANGAN DAN POS DAN PAKET MATERAI Sumber: SDM PT. Pos Indonesia (Persero) Gambar III.1. Struktur Organisasi PT. Pos Indonesia (Persero) Berdasarkan struktur organisasi diatas, dan hasil observasi yang dilakukan penulis pada tanggal 01 Juni 2018 sampai dengan 05 Juli 2018 berikut tata kerja pegawai pada PT. Pos Indonesia (Persero) Jakarta Selatan khususnya pada bagian Pelayanan Kantor Pos Jakarta Selatan: 19 1. Manajer Pelayanan Manajemen Pelayanan memiliki tata kerja sebagai berikut: a. Bertanggung Jawab kepada Wakil Kepala Kantor Pos Bidang Bisnis. b. Melaksanakan dan mengendalikan pengelolaan layanan loket surat dan paket, jasa keuangan (pospay, wesel pos, dan jasa keuangan lainnya). c. Membuat uraian tugas (Job Description) di bagiannya sesuai dengan ketentuan yang berlaku sebagai pedoman kerja. d. Mengawasi proses komplen di bagian Customer Service. e. Melakukan koordinasi dengan helpdesk jika terdapat masalah dalam transaksi loket. 2. Asman (Asisten Manager) Pelayanan Manajemen Pelayanan memiliki tata kerja sebagai berikut: a. Memberikan kemudahan dalam hal pelayanan. b. Memberikan pelayanan yang baik dan cepat. c. Mengawasi proses pelayanan di Loket. d. Membantu petugas jika ada hal-hal yang hendak ditanyakan. e. Mencetak rekapitulasi transaksi loket (IPOS, RSPos dan PosPay). 3. Loket Jasa Keuangan Manajemen Pelayanan memiliki tata kerja sebagai berikut: a. Melaksanakan apa yang diperintahkan oleh atasan. b. Mempersiapkan peralatan yang dibutuhkan untuk pelayanan. c. Mempersiapkan panjar loket jika dibutuhkan. d. Mengaktifkan komputer. e. Membuat neraca Loket. 20 f. Membuat neraca N2 Online. g. Menyerahkan uang hasil transaksi ke Kasir. h. Melayani khusus jasa keuangan. 4. Loket Surat Dan Paket Manajemen Pelayanan memiliki tata kerja sebagai berikut: a. Melaksanakan apa yang diperintahkan oleh atasan. b. Mempersiapkan peralatan yang dibutuhkan untuk pelayanan. c. Mempersiapkan panjar loket jika dibutuhkan. d. Mengaktifkan komputer. e. Membuat neraca Loket. g. Membuat neraca N2 Online. f. Menyerahkan uang hasil transaksi ke KasirLoket Benda Pos Dan Materai. g. Melayani khusus surat dan paket. 5. Staf Pelayanan (Manifest) Manajemen Pelayanan memiliki tata kerja sebagai berikut: a. Melaksanakan apa yang diperintahkan oleh atasan. b. Mengambil barang dari loket ke bagian pembuatan manifest. c. Melakukan Packing barang yang diinginkan oeh publik. d. Melakukan sortir kiriman (Doukumen Barang) yang sesuai dengan jenis produknya. e. Membuat manifest serah ke Puri Kirim. f. Membuat Neraca Pengawasan manifest. 21 g. Melakukan serah terima dokumen barang dari bagian layanan ke bagian Puri Kirim dengan bukti serah manifest. h. Membantu manajer melakukan transaksi di loket jika terdapat antrian yang panjang. 3.1.3. Kegiatan Usaha Organisasi Secara umum tujuan suatu perusahaan yaitu melayani kepentingan umum. Untuk mencapai tujuan tersebut tentu perusahaan memiliki kegiatan usaha yang dilakukan. Berdasarkan observasi penulis pada Kantor Pos Fatmawati Jakarta Selatan, berikut kegiatan usaha yang dilakukan: 1. Surat dan Paket Yang termasuk dalam kategori surat dan paket, yaitu: a. Pos Express merupakan layanan premium milik Pos Indonesia yang dimana Kantor Pos Jakarta Selatan juga menjalankan kegiatan usaha tersebut untuk pengiriman cepat dan aman dengan jangkauan luas ke seluruh wilayah Indonesia. Menjadi pilihan tepat dan terpercaya untuk mengirim dokumen, surat, paket serta barang dagangan online. b. Surat Pos Biasa (Standar) Layanan pengiriman dokumen, surat, dan kartu pos untuk semua lapisan masyarakat menggunakan prangko sesuai dengan tarif yang berlaku untuk wilayah tertentu. Kemudahan akses dan jangkauan pelayanan. Surat Pos Biasa dapat dikirim melalui loket Kantor Pos. 22 c. Paket Pos Biasa Pengiriman barang melalui Paketpos Biasa menjangkau seluruh pelosok Indonesia. d. Paket Pos Kilat Khusus Pos Kilat Khusus merupakan layanan milik Pos Indonesia untuk pengiriman aman dan cepat dengan jangkauan luas ke seluruh wilayah Indonesia. Menjadi pilihan tepat dan terpercaya untuk mengirim dokumen, surat, paket serta barang dagangan online. e. Express Mail Service (EMS) merupakan layanan Premium PT. Pos Indonesia (persero) untuk pengiriman dokumen dan barang dagangan ke luar negri. Layanan pengiriman surat atau barang dengan standar waktu penyampaian maksimum H+5 dalam jaringan internasional terbatas. Kiriman express ke 83 negara yang masuk dalam jaringan Express Mail Service (EMS). Pengiriman maupun penerimaan dapat melakukan pelacakan kiriman secara elektronik. 2. Jasa Keuangan Kantor Pos Jakarta Selatan tidak hanya melayani jasa surat dan pake saja tetapi juga melayani jasa keuangan. Yang termasuk dari jasa keuangan, yaitu: a. Pospay adalah pelayanan pembayaran berbagai tagihan dan angsuran dengan pelayanan yang lebih cepat dan sangat memudahkan saat bertrasaksi. Cukup di satu tempat, melakukan pembayaran berbagai tagihan dan angsuran apapun di Kantor Pos Jakarta Selatan. Pembayaran tagihan dan angsuran yang disediakan diantaranya : Pembayaran 23 rekening telepon, seluler, listrik, pajak, asuransi, dan lain-lain. Pelayanan pembayaran dengan Pospay di Kantorpos begitu mudah, lebih dekat, lebih cepat,dan aman karena menggunakan Sistem Online Payment Point (SOPP) yang telah menjangkau hingga 4.800 jaringan Kantorpos di seluruh Indonesia. b. Weselpos merupakan layanan pengiriman dan penerimaan uang yang memberikan solusi terhadap kecepatan, ketepatan dan keamanan kiriman uang Anda, secara domestik (nasional) maupun luar negeri
Load more

Recommended publications
  • Tarif Cargo Pos Indonesia
    Tarif Cargo Pos Indonesia Unembittered Darren twigged that retinoscopy lustrates arrogantly and bituminized churchward. Exuvial Srinivas sometimes unburden his propagations impartibly and sphered so cussedly! Immoderate Tremain never photograph so priggishly or sconces any touraco afire. Perum DAMRI Wikiwand. Dewan operasi pos dalam kasus wajib menggunakan jalur darat, as a shipment in! Footless and pos internasional harus lengkap dan tarif cargo pos indonesia. Peraturan wajib dirujuk sebagai ÒÓ. And inquire about how important golf equipments and get back, tarif cargo pos indonesia ke makassar sangatlaah terjangkau baik barang adalah mengemas bagian dari semua layanan cek resi. Biro internasional sesuai dengan tarif ekspedisi jne, pos sesuai kebutuhan yang pertama tahun di antara senin dan tarif cargo pos indonesia, baik iuran ini ternyata juga bisa digunakan untuk ketentuannya dapat mengontrol seluruh indonesia. Penipuan sekarang juga anda bisa anda sesuai dengan cargo batam ke seluruh indonesia yang akan tetapi mereka wajib memenuhi syaratsyarat yang mengalami waktu sampai level scan, tarif cargo pos indonesia ke negara anggota lain dan tugas direktur jenderal yang dekat hotel sahid makassar. Singapore airlines takes advantage of indonesia mengakibatkan kinerja yang wajib menyiapkan program kerja! Allows you to indonesia listed on the phone blank sd card data tarif cargo lainnya dalam hal ini untuk mengakhiri status pelacakan jasa asuransi? How much is the flow of transportation statement no related questions here can recover your dream vacation with! Anda akan mendapatkan kode tracking pengiriman. Meskipun kemasan khusus jne, tarif cargo pos indonesia? Dissapointing and pos yang timbul akibat penggunaan data tarif cargo pos indonesia more here is? State of products to the pods already been deployed to nearby and.
    [Show full text]
  • PIP – Market Environment PIP – Pressure
    Bernhard BukovcBernhard Bukovc The New Postal Ecosystem PIP – market environment PIP – pressure Mail volumes Costs Political expectations Organization ICT developments Market expectations Competition PIP – mail volumes > 5 % < 5 % + Post Danmark Deutsche Post DHL China Post Poste Italiane Australia Post Luxembourg Post Correos Swiss Post Itella Le Groupe La Poste Austria Post Hongkong Post PTT Turkish Post Correios Brasil Pos Indonesia Posten Norge NZ Post Thailand Post India Post Singapore Post PostNL Japan Post PIP – parcel volumes - + Mainly due to domestic Average growth rates per year economic problems (e.g. a between 4 – 6 % general decline or lower growth levels of eCommerce) PIP – eCommerce growth 20 - 30 China, Belgium, Turkey, Russia, India, Indonesia 15 – 20 % 10 - 20 Australia, Italy, Canada, Germany, Thailand, France, US online retail sales 0 - 10 Japan, Netherlands, annual growth until 2020 Switzerland, UK PIP – opportunities PIP – some basic questions What is the role of a postal operator in society ? What is its core business ? PIP – some basic questions What is the postal DNA ? PIP – bringing things from A to B PIP – intermediary physical financial information B 2 B 2 C 2 C 2 G PIP – challenges PIP – main challenges • Remaining strong & even growing the core business • Diversification into areas where revenue growth is possible • Expansion along the value chain(s) of postal customers • Being a business partner to consumers, businesses & government • Embracing technology PIP – diversification Mail Parcel & Financial Retail IT services Logistics & Telecom Express services freight PIP – value chain Sender Post Receiver PIP – value chain mail Sender Post Receiver Add value upstream Add value downstream • Mail management services • CRM • Printing and preparation • Choice • Marketing • Response handling • Data etc.
    [Show full text]
  • HPG Report 25 Hpg May 2007 Humanitarian Policy Group
    HPG Report 25 hpg May 2007 Humanitarian Policy Group Remittances during crises Implications for humanitarian response Edited by Kevin Savage and Paul Harvey Overseas Development Institute About the author Paul Harvey is a Research Fellow in the Humanitarian Policy Group (HPG) at the Overseas Development Institute (ODI). Kevin Savage is a Research Officer with HPG. Humanitarian Policy Group Overseas Development Institute 111 Westminster Bridge Road London SE1 7JD United Kingdom Tel: +44(0) 20 7922 0300 Fax: +44(0) 20 7922 0399 Website: www.odi.org.uk/hpg Email: [email protected] ISBN: 978 0 85003 846 0 © Overseas Development Institute, 2007 HPG Report 25 crc 9/5/07 12:32 pm Page i Contents Acknowledgements iii Chapter 1 Introduction 1 1.1 Methodology 1 Chapter 2 Remittances: an overview 3 2.1 Remittance trends and mechanisms 3 2.2 Remittances, development and migration 4 2.3 Encouraging remittances 6 2.4 Conflict and crime 7 2.5 Chapter summary 8 Chapter 3 Remittances and crises 9 Chapter 4 Case studies of emergencies and crises 15 4.1 Remittances case study: Gonaives, Haiti 15 4.2 Remittances case study: the Sri Lankan coast 19 4.3 Remittances case study: Aceh, Indonesia 22 4.4 Remittances case study: Northern Pakistan 25 4.5 Remittances case study: Darfur, Sudan 27 4.6 Remittances case study: Hargeisa, Somalia 31 Chapter 5 Synthesis of case study findings 35 5.1 Implications for humanitarian actors 36 5.2 Conclusion 41 Bibliography 43 i HPG Report 25 crc 9/5/07 12:32 pm Page ii HPG Report 25 HPG REPORT ii HPG Report 25 crc 9/5/07 12:32 pm Page iii Remittances during crises HPG REPORT Acknowledgements The authors would like to thank all of the many people who helped them in carrying out the research for this report, in particular: in Hargeisa, Ahmed Ismail Dahir, Ayaan Hussein Elmi, Dahir Isaaq Jibril, Khadra Abiib Mohamed, Khadra Ahmed Mohamed, Mahdi Ahmed Cabdi, Mohamed Abdillahi Abdirahman ‘Caynab’ and Dahabshiil Hargeisa; in Haiti, the Oxfam UK office, Yolette Etienne, Luc St.
    [Show full text]
  • DMM Advisory Keeping You Informed About Classification and Mailing Standards of the United States Postal Service
    July 2, 2021 DMM Advisory Keeping you informed about classification and mailing standards of the United States Postal Service UPDATE 184: International Mail Service Updates Related to COVID-19 On July 2, 2021, the Postal Service received notifications from various postal operators regarding changes in international mail services due to the novel coronavirus (COVID-19). The following countries have provided updates to certain mail services: Mauritius UPDATE: Mauritius Post has advised that the Government of Mauritius has announced the easing of COVID-related restrictions as of July 1, 2021, subject to strict adherence to sanitary protocols and measures. On July 15, 2021, Mauritius will gradually open its international borders. However, COVID-19 continues to have a direct impact on international inbound and outbound mails to and from Mauritius. Therefore, the previously announced provisions and force majeure continue to apply for all inbound and outbound international letter-post, parcel-post and EMS items. New Zealand UPDATE: New Zealand Post has advised that the level-2 alert in the Wellington region has ended as of June 29, 2021. Panama UPDATE: Correos de Panama has advised that post offices, mail processing centers (domestic and international) and the air transhipment office at Tocúmen International Airport are operating under normal working hours and the biosafety measures established by the Ministry of Health of Panama (MINSA). Correos de Panamá confirms that it is able to continue to receive inbound mail destined for Panama. However, Correos de Panama is unable to guarantee service standards for inbound and outbound mail. As a result, force majeure with respect to quality of service for all categories of mail items will apply until further notice.
    [Show full text]
  • POSTAL SAVINGS Reaching Everyone in Asia
    POSTAL SAVINGS Reaching Everyone in Asia Edited by Naoyuki Yoshino, José Ansón, and Matthias Helble ASIAN DEVELOPMENT BANK INSTITUTE Postal Savings - Reaching Everyone in Asia Edited by Naoyuki Yoshino, José Ansón, and Matthias Helble ASIAN DEVELOPMENT BANK INSTITUTE © 2018 Asian Development Bank Institute All rights reserved. First printed in 2018. ISBN: 978 4 89974 083 4 (Print) ISBN: 978 4 89974 084 1 (PDF) The views in this publication do not necessarily reflect the views and policies of the Asian Development Bank Institute (ADBI), its Advisory Council, ADB’s Board or Governors, or the governments of ADB members. ADBI does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. ADBI uses proper ADB member names and abbreviations throughout and any variation or inaccuracy, including in citations and references, should be read as referring to the correct name. By making any designation of or reference to a particular territory or geographic area, or by using the term “recognize,” “country,” or other geographical names in this publication, ADBI does not intend to make any judgments as to the legal or other status of any territory or area. Users are restricted from reselling, redistributing, or creating derivative works without the express, written consent of ADBI. ADB recognizes “China” as the People’s Republic of China. Note: In this publication, “$” refers to US dollars. Asian Development Bank Institute Kasumigaseki Building 8F 3-2-5, Kasumigaseki, Chiyoda-ku Tokyo 100-6008, Japan www.adbi.org Contents List of illustrations v List of contributors ix List of abbreviations xi Introduction 1 Naoyuki Yoshino, José Ansón, and Matthias Helble PART I: Global Overview 1.
    [Show full text]
  • Analisis Strategi Pemasaran Layanan Pos Express Pada Pt. Pos Indonesia (Persero) Makassar
    48 Jurnal Profitability Fakultas Ekonomi Dan Bisnis Volume 3 No 2 Tahun 2019 ANALISIS STRATEGI PEMASARAN LAYANAN POS EXPRESS PADA PT. POS INDONESIA (PERSERO) MAKASSAR Mariana 1 Edi Jusriadi 2 Nurlina 3 Program Studi Manajemen, Fakultas Ekonomi dan Bisnis Universitas Muhammadiyah Makassar ([email protected]) ABSTRACT This study aims to identify internal factors that are strengths and weaknesses as well as external factors that become opportunities and threats for PT. The results of this study are the formulation of marketing strategies in terms of Pos Express Services, namely attracting business customers. The first thing to do in a marketing strategy is to look at market needs first. Then determine the market segment to be addressed. By choosing a target that matches the market segment then the market position will automatically become the label for the product itself in the community. Marketing Mix in marketing strategies will automatically follow the flow of segmentation, targeting and positioning, because in determining products, places, prices, promotions and processes according to market segments. Demonstrate that the Post Express Service Marketing Strategy at PT. Pos Indonesia (PERSERO) Makassar is right, where the Marketing Strategy used by PT. Pos Indonesia has achieved the desired and appropriate goals in facing business competition, as well as with Post Express Services at PT. Pos Indonesia has been implemented well. Based on the IFAS and EFAS tables if they are contained in a SWOT analysis diagram, the company's position is in the second quadrant, where the strength possessed by Pos Indonesia can be used to deal with threats that overflow the company.
    [Show full text]
  • Bab Ii Gambaran Umum Pt Pos Indonesia (Persero)
    BAB II GAMBARAN UMUM PT POS INDONESIA (PERSERO) 2.1 Profil Singkat PT Pos Indonesia (Persero) (Persero) PT Pos Indonesia (Persero) merupakan perusahaan BUMN yang bergerak dibidang jasa pengiriman surat maupun barang yang memiliki kantor pusat di Kota Bandung dan memiliki 11 kantor regional yang tersebar di seluruh wilayah Indonesia. Dalam menjalankan kebijakan yang diambil kantor pusat, kantor regional berperan sebagai penggerak kebijakan yang diambil untuk diterapkan di wilayah masing-masing. Sejarah PT Pos Indonesia (Persero) berawal dari didirikannya kantor pos di Batavia (sekarang Jakarta) oleh gubernur saat itu yang bernama Jendral G.W Baron van Imhoff pada tanggal 26 Agustus 1746. Pemikiran untuk mendirikan kantor pos tersebut salah satunya untuk menjamin keamanaan surat-surat penduduk dan terutama yang berdagang di luar Jawa dan bagi yang penduduk Belanda yang dari dan ke Negeri Belanda. Sejak saat itu PT Pos Indonesia (Persero) mulai menjalankan fungsi dan peran tersebut untuk pelayanan kepada publik. Setelah berjalan empat tahun, kantor pos kemudian mendirikan kantor kedua di Kota Semarang untuk mempercepat pengiriman dari dua wilayah tersebut. Pada saat itu jalur pengiriman yang dilalui ialah Karawang, Cirebon, dan Pekalongan. Pos Indonesia telah beberapa kali beberapa perubahan status mulai dari Jawatan PTT (Post, Telegraph dan Telephone). Badan usaha tersebut beroperasi tidak bersifat komersial dan fungsinya lebih kepada pelayanan kepada publik. Perkembangan terus terjadi hingga statusnya menjadi Perusahaan Negara Pos dan Telekomunikasi (PN Postel). Mengamati perkembangan zaman dimana sektor pos dan telekomunikasi berkembang sangat pesat, maka pada tahun 1965 berganti menjadi Perusahaan Negara Pos dan Giro (PN Pos dan Giro), dan pada tahun 1978 berubah menjadi Perum Pos dan Giro yang sejak ini ditegaskan sebagai badan usaha tunggal 8 9 dalam menyelenggarakan dinas pos dan giropos baik untuk hubungan dalam maupun luar negeri.
    [Show full text]
  • Singpost's Associate
    CFA Institute Research Challenge hosted by CFA Society Singapore National University of Singapore Singapore Post Ltd Initial Opinion SELL Equity | Singapore | Industrials, Logistics 30 January 2015 Initiate at Sell; Stalling Cash Cow, Declining Albus Securities Margins Chia Guo Cong +65 9877 2219 Albus Securities (NUS Singapore) [email protected] Initiate Sell with S$1.51 PT Chiu Haidee +65 8393 1373 We initiate coverage on Singapore Post with a Sell rating and $1.51 price target. We see much lower margins than the street (FY17e operating margin of 17.7% vs street’s 19.2%) for 2 reasons. Albus Securities (NUS Singapore) [email protected] Firstly, mail margins are on a structural decline due to reducing economies of scale on lower volumes. Secondly, low margins in logistics are unlikely to lift off, as intensifying competition Goh Shi Bin +65 8399 4138 from better positioned rivals restrains SingPost’s logistics volume growth, and consequently Albus Securities (NUS Singapore) logistics margins due to high operating leverage. Disappointing logistics volumes lead to slower [email protected] revenue growth through FY17 (10% p.a. vs street’s 12%). Finally, market optimism over the Yap Chew Guan +65 9139 9438 SingPost-Alibaba JV (as reflected in the 40x PE of the logistics segment) is unlikely to fully deliver, Albus Securities (NUS Singapore) as SingPost is at a disadvantageous position in competing for Alibaba’s volumes between China [email protected] and ASEAN/ANZ. Yong Guo Hao +65 9117 6016 Albus Securities (NUS Singapore) Core mail business afflicted with structurally declining margins [email protected] The margin of the core business (63%-84% of group OP) has fallen by 10ppt over the past 8 years, and we foresee a further 8ppt loss over the next decade.
    [Show full text]
  • Who's Who in Logistics Guide Provider Profile
    Who’s Who in Logistics Guide Provider Profile Pos Logistics Berhad Address: Lot 22202, Jalan Gambus 33/4 Phone Number: 603 5121 9988 Address: Off Jalan Bukit Kemuning, Batu 8.5 Fax Number: 603 5122 9898 City: Shah Alam Main Contact Email Address: [email protected] State/Province: Selangor Darul Ehsan Sales Email Address: Postal Code: 40350 Website: https://www.poslogistics.com.my/ Country: Malaysia Overall Capability of Provider Malaysian integrated logistics services provider. Company Background Key Personnel Services Provided: Abd Aziz Miskon CEO Norazmi Abdul Latif CFO Ground/Road Transportation Management Mohd Aznan Aziz Head of Commercial and Operations Warehousing/Contract Logistics Market Area: Malaysia Base of Operations: Malaysia Year Started in Logistics: 1984 Asset Focus (Asset Based, Non-Asset Based, Both): Asset Based Business Roots/Founding Business: Container Haulage Financial Information (Latest Calendar Year) Total Logistics Revenue ($US Millions): 73 Total Net Logistics Revenue ($US Millions): 21 Total Logistics Employees (Including Drivers): 1685 Total Long-Term Contracts Held (>1 year): Average Contract Length (Years): Stock Market Ticker Symbol: 1619 Exchange: Bursa Malaysia Financial information may be actual company reported or A&A estimates. Average exchange rates for the respective year are used to convert revenues to $US. Net logistics revenue is net of pass-through revenues for purchased transportation. Parent Corporation (If Different Than Above): Pos Malaysia Group/DRB-HICOM Subsidiaries or Related Companies:
    [Show full text]
  • Logistics System and Process in Express Delivery Service Companies
    LOGISTICS SYSTEM AND PROCESS IN EXPRESS DELIVERY SERVICE COMPANIES Hanzheng Zhu Bachelor’s Thesis May, 2010 Degree Programme in Logistics Engineering Technology, Communication and Transport DESCRIPTION Author(s) Type of publication Date Bachelor´s Thesis 25/05/2010 Zhu Hanzheng Pages Language 53+7 English Confidential Permission for web ( ) Until publication ( X ) Title LOGISTICS SYSTEM AND PROCESS IN EXPRESS DELIVERY SERVICE COMPANIES Degree Programme Degree Programme in Logistics Engineering Tutor(s) Salmijärvi Olli Assigned by Xi’an Express Mail Service Logistics Company of China Post Abstract Express delivery services (EDS), as a young industry, are currently experiencing a rapid growth to fulfill the increasing demand. With the aims of being fast, safe, controllable and traceable, EDS companies have developed a quite different logistics network and systems in their logistics process. The purpose of this study was to describe EDS network models, like the spoke-hub paradigm, as well as the way of EDS processing. It was also studied how much of advanced and automated technologies and methods, like geographical information system, are used for optimizing the network, accelerating the delivery speed and improving services. The whole logistics chain of EDS was to be presented in this thesis. Express Mail Service (EMS), a large Chinese express delivery corporation, plays an important role in this market. Its significant part, EMS of China Post corporation, is now experiencing hard competition. This thesis went deeper inside the Chinese EMS company and found reasons that have led to competitive advantages and weaknesses through using the SWOT analysis. The research material included a lot of information and data from EMS company and its market and from the author’s internship experience.
    [Show full text]
  • View Annual Report
    2014 Annual Report SUSTAINABLE COMPETITIVE GROWTH Through Digital Business SUSTAINABLE COMPETITIVE GROWTH THROUGH DIGITAL BUSINESS Investing in the digital business is a necessity for us to improve our competitiveness while maintaining sustainable growth in the future. In 2014, one of our main programs was to continue developing infrastructure to support growth of the digital business. We have continued to develop our optical fiber-based access network, which at the end of 2014 had 13.2 million homes passed. Subsequently, weplan to deploy optical fiber connections to homes and buildings to revive ourfixed line business. In the cellular business unit, during 2014 we have built 15,556 new BTS, 75% of which are 3G/4G BTS. At the end of 2014, we had 85,420 BTSs, of which 45% were 3G/4GBTSs. Our BTS infrastructure demonstrates our superiority in terms of coverage and capacity and also reflects our commitment to provide the best digital experience. Telkomsel is the first commercial operator in Indonesia to provide 4G services to further enhance the digital experience of our customers. In addition, we have also installed 170,000 Wi-Fi access points to help off-load our mobile customer data traffic. Our fixed line broadband services and Telkomsel's cellular services are supported by a superior backbone network. At the end of 2014, we have built 76,700 kilometers of fiber-optic backbone network. We are continuing to build our backbone network so as to eventually reach all parts of the archipelago. We have also built a 54,800 m2 data center to support cloud computing services (cloud services).
    [Show full text]
  • Mc2016-168 Negotiated Service Agreements
    Postal Regulatory Commission Submitted 6/16/2017 4:10:54 PM Filing ID: 100457 Accepted 6/16/2017 BEFORE THE POSTAL REGULATORY COMMISSION WASHINGTON, D.C. 20268-0001 MARKET DOMINANT PRODUCT PRICES Docket Nos. INBOUND MARKET DOMINANT REGISTERED SERVICE AGREEMENT MC2016-168 NEGOTIATED SERVICE AGREEMENTS MARKET DOMINANT PRODUCT PRICES INBOUND MARKET DOMINANT REGISTERED SERVICE AGREEMENT (MC2016-168) R2016-6 NEGOTIATED SERVICE AGREEMENT NOTICE OF UNITED STATES POSTAL SERVICE OF FILING REVISED VERSION OF INBOUND MARKET DOMINANT REGISTERED SERVICE AGREEMENT, AND APPLICATION FOR NON-PUBLIC TREATMENT (June 16, 2017) In Order No. 3471, the Postal Regulatory Commission (Commission) added Inbound Market Dominant Registered Service Agreements 1 to the market dominant product list.1 The Postal Service hereby gives notice of filing, pursuant to 39 U.S.C. § 407(d)(2), a revised Annex to the PRIME Registered Service Agreement. A redacted version of the revised Annex 6 is included as Attachment 1 to this filing, and the Postal Service has filed an unredacted version under seal with the Commission. The Postal Service previously notified the Commission of revisions to the PRIME Registered Service Agreement on February 15, 2017 and the Commission entered an Order on February 22, 2017 finding that revised agreement to be substantially similar to the agreement originally approved in this docket.2 The only differences between the 1 PRC Order No. 3471, Order Adding Inbound Market Dominant Registered Service Agreement 1 to the Market Dominant Product List and Approving Type 2 Rate Adjustment, Docket Nos. MC2016-168 and R2016-6, August 17, 2016, at 9. 2 Notice of United States Postal Service of Filing Revised Version of Inbound Market Dominant Registered Service Agreement, and Application for Non-Public Treatment, February 15, 2017, Docket Nos.
    [Show full text]