This document discusses port management and operations. It begins by outlining the legal basis for port management in Indonesia, listing several laws and regulations. It then introduces different port systems and models, including public service ports, landlord ports, tool ports, and private service ports. The strengths and weaknesses of each model are described. The document also discusses port infrastructure and superstructure, port planning processes, concession arrangements for private sector involvement, and measures of port operational performance in Indonesia.

1. PKSPL – S2 KEPELABUHANAN
JAKARTA 5 MARET 2015
PRESENTED BY Capt. NASDION AGOES

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

3. Source : Lloyd’s Practical Shipping Guide’s, 2009. Port Operation’s, Planning and
Logistics. Khalid Bichou 2/18
INTRODUCTION ON PORT SYSTEM

4. 9/18
Source : UNCTAD

5. PORT SYSTEM
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. 8
Suprastructure
 Belonging to the suprastructure are
• sheds
• terminal buildings
• warehouses
• tanks
cranes vehicles
hauling gear
sheds
storage areas
Suprastructure
equipment like:
gantry cranes
transtainers
other cranes etc….

9. 9
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

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

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

12. MARKETS AND SERVICES
• Container, bulk, etc
Port / terminal
type
• Quay, yard, gate, etc
• Hinterland, foreland, etc
Spatial Coverage
• Service to ship
• Service to cargo
• Value added logistics
Service Type
• Trade lanes
• Shipping service
• Inland system
• Logistics networks
• Supply chain systems
Network Type
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
15/18
Source : Port Operation Planning & Logistic, K. Bichou

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
2000+
3rd generation port: dynamic mode in
global supply chains
Quality supply chains, competition on
added value to the end customer
1970 - 2000
2nd generation port: gateway node in inter
–modal transport networks
Competition on location, port charges,
efficiency, service level, reliability, VAS
1950 -1970
1st generation port: port as business Competition on cost and port charges
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
21

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
22

23. TERIMA KASIH
SELAMAT BEKERJA
SELAMAT BERISTIRAHAT