Dry Port Business Development Strategy
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Dry Port Business Development Strategy DRY PORT BUSINESS DEVELOPMENT STRATEGY Michael Jourdan Harianto Institut Pertanian Bogor JAM Izzuddin A Hakim 16, 4 Monash University Received, October 2018 Revised, October 2018 November 2018 Abstract: Export and import activities are the most important part of economic activity in Accepted, November 2018 Indonesia. These need to be supported by good port infrastructure. Cikarang Dry Port (CDP) as the only Dry Port, owned by private, should be able to support export and import activities and supply chains, especially in the Greater Jakarta and Cikarang areas. There is a need to develop appropriate business development strategies to maximize resources and optimize opportunities from the CDP business environment. These study aims were identi- fying the influence of internal and external factors that affect the development of the CDP business and formulating business development strategies. The method used in this study is descriptive analysis and purposive sampling. Analytical tools used include internal and external analysis and SWOT. The main strength is the availability of land port capacity. An external factor that provides relative significance to the successful development of Dry Port is the usage of internet and application on a smartphone. The regulation for expansion and New Priok business development by JICT which is the biggest threat scored. Future re- search is expected to analyze the efficiency of time, performance and human resources in Cikarang Dry Port. Keywords: dry port, external factor evaluation, internal factor evaluation, swot matrix. In the midst of the swift flow of dry port emerged as the development of the sea- of globalization and the world port infrastructure. Dry ports are inland areas that free market, export and im- can be used to promote the sea (Suyono, 2001). port activities cannot be Functions such as customs, loading and unloading separated from the economic facilities, stacking under the supervision of customs, activities of a country. This shipping agents, and banks. Dry ports are catego- Journal of Applied encourages the need for Management (JAM) rized based on their distance, which is a short dis- Volume 16 Number 4, multimodal transportation tance, medium distance and long distance (Roso, et December 2018 supported by these facilities, al., 2009). One of the largest dry ports in Indonesia Indexed in Google Scholar one of which is the port. is in Cikarang, which is in the Jababeka business Ports used in facilitating and district. The port is Cikarang Dry Port (CDP). This developing international trade dry port is support for export and import activities, (Haralambides and Girish, especially in the Jababeka industrial area. The core 2011). The dry port concept Corresponding Author: business of Cikarang Dry Port is engaged in port Michael Jourdan, Harianto has integrated basic logistics and export import. Cikarang Dry Port is very stra- Institut Pertanian Bogor, E- tasks by improving service mail: abahjourdan@yahoo. tegic because it is located in the Jababeka Indus- com, DOI: http://dx.doi.org/ and commercial finance. In trial Estate. Its location is in the heart of the largest 10.21776/ub.jam.2018.016. 04.01 its development, the concept zone of West Java manufacturing. There are more DIKTI ACCREDITED SK NO. 30/E/KPT/2018 553 ISSN: 1693-5241 553 Michael Jourdan, Harianto, Izzuddin A Hakim than 2 500 industrial companies, both multinational the current 400,000 TEUs per year, as seen in Fig- and Small and Medium Enterprises (SMEs) in the ure 1. zone. There are around 200 hectares allocated for dry ports that are easily accessed by highways and railroad systems. The added value of the railroad aspect besides reducing waiting time will reduce carbon gas emissions (Jeevan, et al., 2015). On the trip, there were several problems related to the price development strategy. There is a significant differ- ence between the rates in JICT and CDP. Quoted on the official website at cikarangdryport.com, Cikarang Dry Port offers a one stop service for international cargo handling and logistics delivery. CDP provides ports and logistics with operators and Source: Cikarang Dry Port exporters such as exporters, importers, operators, Figure 1 Container Volume Sales of Cikarang Dry Port terminal operators, container goods stations, bonded warehouses, transportation, third party logistics Based on the description of the background and (3PL), empty container depots, and banks and other the formulation of the problem, the purpose of this facilities. The formality of documents for port clear- study is to analyze the current condition of the com- ance and customs can be completed in Cikarang pany. Identify the influence of internal and external Dry Port because CDP is the gate of the Tanjung factors that affect the business development of Priok International Port. Cikarang Dry Port is also Cikarang Dry Port and formulate the strategy for engaged in the port sector for export and import developing the Cikarang Dry Port business. activities. This is safe by regulating the length of loading and unloading or dwelling time. This prob- METHOD lem is the equivalent of being discussed by the Presi- Source of data uses primary data and second- dent of the Republic of Indonesia, Joko Widodo, ary data. Primary data obtained is obtained by in- conducting inspections at the JICT Port in Tanjung terviews which are processed by researchers to be Priok. The President instructs the waiting time to used as determining strategies that affect the com- be less than 3.1 days because the supply chain sys- pany. Data collection techniques through interviews tem and the price of goods will be issued. Accord- and Cikarang Dry Port questionnaires. Secondary ing to GM Commercial Cikarang Dry Port, Imam data were obtained from literature studies related Wahyudi, the Dry Port system in Cikarang will help to container business development strategies and the container stack to be decomposed while at the related data collection from Cikarang Dry Port same time supporting the reduction in residence time which was processed by researchers. The sampling at Tanjung Priok Port to 2.1 days (Rahajeng, 2016). technique is done by purposive sampling and judg- CDP currently only serves 60 000 - 70 000 TEUs ment sampling technique, namely sampling with the (twenty feet equivalent units) per year than what aim of getting respondents who have the capacity was set by the company in 2017 of 100 000 TEUs. and competence in accordance with the objectives. Its market share is about 3 percent of the 62 per- The internal parties who are respondents are mar- cent of Cikarang industrial goods in Bekasi, which keting managers, from Cikarang Dry Port and ex- are shipped through Tanjung Priok Port. In the long ternal parties involved including tracking, , and port term, CDP will increase the capacity of container economist. The stages of data processing and analy- stacking surface to 2.5 million TEUs per year from sis can be seen in Table 1. 554 JOURNAL OF APPLIED MANAGEMENT VOLUME 16 NUMBER 4 DECEMBER 2018 Dry Port Business Development Strategy Table 1 Processing and Data Analysis Stages aims Analysis Tool Output I Evaluation of company performance Fact finding with inter- Company performance views and literature stud- ies II Analysis of the external environment PESTEL Corporate opportunities and threats III Internal environment analysis Value Creation Strengths and weaknesses of the company IV Evaluation of external and internal EFE and IFE Matrix The company’s current position in the IE environments matrix quadrant V Formulation of strategy for develop- SWOT matrix The strategies produced for the develop- ing dry port business ment of the dry port business. RESULTS AND DISCUSSION mal use. The sales achievement targeted by the Current Company Conditions company has not been able to adjust to the existing capacity, even the target announced by the com- Asset growth, revenue and capacity utilization pany is 100,000 TEUs in 2017. As shown in Figure of Cikarang Dry Port since 2010-2017 experienced 1, in 2012-2017 the capacity utilization of container a significant increase, namely the Cikarang Dry Port land continues to increase and tends to be influenced assets increased from Rp. 2.38 billion in 2010 to by performance domestic exports continue to in- Rp. 134.2 billion in 2017. Likewise, the income crease. However, this figure is still very small con- achieved by Cikarang Dry Port in 2010 recorded sidering the capacity owned by Cikarang Dry Port revenue of Rp. 409 000 000 and experienced a sig- has not been optimally optimized. nificant increase in 2017 of Rp. 171 billion. But the growth in the number of assets and income from Stage Input (Input Stage) with IFE-EFE Cikarang Dry Port is not included with utilities or utilization of optimal capacity. The land capacity The analysis used in this study begins with the owned by Cikarang Dry Port is 400,000 TEUs and identification of internal and external factors from can still be developed up to 2 million TEUs for opti- Cikarang Dry Port. Data retrieval is done through Table 2 Internal Factor Evaluation (IFE) Matrix INDICATOR WEIGHT RATING SCORE POWER Availability of dry port capacity 0,14 4 0,56 Completeness of dry port infrastructure 0,13 4 0,52 Comparison of Terminal Rates 0,13 3 0,39 Dry port bureaucratic path 0,12 3 0,36 IT system innovation 0,12 4 0,48 WEAKNESS Promotion is not optimal 0,07 2 0,14 Not many PPJK-Tracking 0,09 2 0,18 There is double handling which results in additional costs 0,08 2 0,16 Not many container depots 0,06 2 0,12 Negotiate with stakeholders 0,06 2 0,12 TOTAL 1,00 3,03 DIKTI ACCREDITED SK NO. 30/E/KPT/2018 ISSN: 1693-5241 555 Michael Jourdan, Harianto, Izzuddin A Hakim in-depth interviews with related decision makers in main weakness is that there are not many PPJK- improving the development of the dry port business Tracking which have a score of 0.18.