Professional Documents
Culture Documents
Disusun oleh:
Arya A. Sembiring
1506699333
Erico Septian
1506772725
1506773204
1506773192
MAGISTER MANAJEMEN
FAKULTAS EKONOMI DAN BISNIS
UNIVERSITAS INDONESIA
2016
BACKGROUND
The Port of Singapore Authority was founded on April 1, 1964 to
administer the Port of Singapore, provide port services and facilities,
regulate and control navigation of port waters, and promote the use of the
port by all members of the shipping community. On October 1, 1997, as
the first step in its privatization, the Port of Singapore Authority was
restructured into two private entities:
(1)PSA Corporation (PSA), a wholly owned subsidiary of Temasek
Holdings, operated the port terminals; and
(2)Maritime and Port Authority, a statutory board, served as the
regulatory body responsible for port and maritime affairs.
PSAs Container Terminals Division, headed by deputy group
president (Terminals), Ng Chee Keong, operated the companys four
container terminals in Singapore: Tanjong Pagar, Keppel, Brani, and Pasir
Panjang. The International Business Division, headed by deputy group
president (International), Goon Kok Loon, developed and operated
international ports. In true Singapore style, these two broad business
segments were further subdivided into a network of independent
businesses, each focusing on a particular niche. In May 2000, PSA spun
out its IT capabilities into a wholly owned subsidiary, Portnet.com Ltd.,
with Robert Yap as managing director.
Fundamentally, Singapores strategy was to leverage its natural
advantage of strategic location to become a global business hub, with
limited land, limited sea space, and a limited number of people. PSA
executives viewed this clear focus by the country as crucial for the
companys growth and success.
PROBLEM IDENTIFICATION
Competition to control worldwide shipping and logistics was fierce.
Niche markets that had looked unassailable a few years back were
floundering. Many believed that the Singapore Miracle could have been
achieved only in Singapore. They argued that it would be hard for a
and
operational.
Information
must
have
the
following
characteristics to be useful:
Accurate
Accessible in a timely manner
Information must be of the right kind
ordering costs
Transportation : costs, customer locations, shipment sizes
Facility : location, capacity, schedules of a facility; need
information
about
trade-offs
between
flexibility
and
The processes that take place between an enterprise and its customers
downstream in the supply chain. Key processes:
Marketing
Selling
Order management
Call/Service center
CASE ANALYSIS
The port of Singapore is the second busiest port since 1982 with a high
efficiency. Ships from a network of 250 shipping lines berthed at
Singapore linked the country to 600 ports worldwide. Typically, a third- or
fourth- generation container ship carrying up to 7,000 containers on board
will discharge about 2,000 of these containers and load up say another
1,500, all within 24 hours. Most of the containers are distributed to and
collected from 40 to 50 regional ports by feeder ships. To accommodate
these demand, PSA implementing the technology (PORTNET) as operating
systems to achieve its goal.
and
cargo
sampling,
surveying,
remarking,
and
repacking.
2. PSA BoxCare provided repair, servicing, maintenance, cleaning,
painting, and inventory management for containers.
3. PSA ReeferCare provided specialized care for perishable goods.
4. PSA ProCare provided specialized care for unmarked and out-ofgauge cargo that did not fit within standard containers.
5. PSA ChemCare provided safe handling of hazardous cargo,
including labeling, shipping, inspection, storing, monitoring, and
consulting.
To enhance the staff and labours capabilities to operating the systems,
PSA implemented a number of training programs over the year to instill
PSAs
core
valuescustomer
focus,
teamwork,
innovation,
and
RECOMMENDATION
To strengthen its position in regional transshipment, PSA should acquire or
had joint venture with another ports around so that PSA could going global
widely. Moreover, PSA should build the capability and competitiveness of
its staffs and labors, with training, coaching and seminars about the new
technology to get the cost and time efficiency that can be applied in PSA.