Evaluasi Kinerja Bongkar Muat Pasca Standardisasi dan Transformasi Operasional Nonpetikemas PT Pelindo Multi Terminal

Defi Rakhmawati; Tuti Sarma Sinaga; Wahyu Ario Pratomo

doi:10.55606/jimas.v5i3.2856

Authors

Defi Rakhmawati Universitas Sumatera Utara
Tuti Sarma Sinaga Universitas Sumatera Utara
Wahyu Ario Pratomo Universitas Sumatera Utara

DOI:

https://doi.org/10.55606/jimas.v5i3.2856

Keywords:

Digital Transformation, Non-Container Terminal, Operational Performance, Operational Transformation, Productivity Performance

Abstract

The merger of four state-owned port companies into PT Pelabuhan Indonesia (Persero) in 2021 marked an important turning point in port management in Indonesia. As a non-container terminal subsidiary, PT Pelindo Multi Terminal (PMT) has standardized non-container loading and unloading business processes and implemented digital transformation through the Port Terminal Operating System - Multipurpose (PTOS-M), which aims to increase loading and unloading productivity. Belawan implemented non-containerized cargo operational standardization and transformation on December 1, 2023, with a maturity score of 65.94% and a maturity level of 3. These results indicate that Belawan has met the standards for implementing non-containerized cargo operational transformation. This transformation covers six pillars: Process, Technology, Equipment, People, Infrastructure, and Facilities, as well as Health-Safety-Secure-Environment (HSSE). However, after the transformation, the performance of the flows of goods and documents declined for several commodities. The decline in productivity (Ton/Ship/Day) and longer port stay indicate that standardization and digital transformation have not fully improved the effectiveness and efficiency of performance at the Belawan Branch. Therefore, this study analyzes the extent to which the standardization and transformation programs have effectively improved operational performance, particularly in the process pillar. This study uses an evaluative approach that combines quantitative and qualitative analysis by applying several frameworks, namely Performance Deviation Analysis, Business Process Maturity Model (BPMM), Lean Six Sigma (Define-Measure-Analyze-Improve-Control), and the PDCA cycle (Plan-Do-Check-Act) to identify the causes of the decline in performance and design sustainable improvement strategies.

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