Arghajata

Logistics Performance

May 11, 2024

Logistics Performance

Indonesia's Logistics Performance Index (LPI) in 2018 reached a score of 3.15 out of 5. This score is the highest score achieved by Indonesia since 2007.

Indonesia’s logistics shows improvement but still needs much improvement

Indonesia’s Logistics Performance Index (LPI) in 2018 reached a score of 3.15 out of 5. This score is the highest score achieved by Indonesia since 2007. The assessment conducted by the World Bank uses 6 criteria, namely the efficiency of customs clearance & border management, the quality of trade & transportation-related infrastructure, the ease of arranging international shipments at competitive prices, the competence & quality of logistics services, the ability to track & trace shipments, and the frequency of shipments reaching the scheduled / expected time. Of the six criteria, Indonesia is weakest in terms of efficiency of customs clearance & border management and quality of trade & transportation-related infrastructure. 

Grafik 4.1. Score Logistics Performance Index Indonesia per indikator Tahun 2007 – 2018 oleh World Bank

Indonesia ranks 51 out of 167 countries involved in the 2018 Logistics Performance Index (LPI) assessment. When compared to ASEAN countries, Indonesia is ranked 5th behind Singapore, Thailand, Vietnam, and Malaysia. 

Grafik 4.2. Logistics Performance Index ASEAN Tahun 2018 oleh World Bank

In terms of logistics costs, Indonesia still has the highest costs among the 10 ASEAN countries. Indonesia’s logistics costs in 2020 reached 22% of total GDP (Armstrong & Associates, Inc., 2020). In the National Logistics Discussion in August 2021, Arif Suhartono as President Director of PT Pelindo II explained that there are several causes of Indonesia’s high logistics costs, namely government regulations related to the logistics ecosystem that are not conducive, low land & maritime value chain efficiency, non-optimal port operations & infrastructure performance, and supply demand that is still Java-centric so that it is not balanced. 

The Ministry of Transportation has undertaken several initiatives to reduce logistics costs and improve Indonesia’s logistics performance, including:

  • Establishing the direction of marine transportation development policy for 2020-2024 to support national maritime connectivity.
  • Implementing the hub and spoke concept at Indonesian ports as one of the efforts to support the Sea Toll program.
  • Collaborating with Ministries/Institutions to form a National Logistic Ecosystem (NLE) to make the logistics process more efficient and integrated.
  • Digitalization of port services, such as licensing, services, SIMLALA, SITOLAUT, Inaportnet in 54 ports.

In addition, on October 1, Pelindo I, III, and IV were merged into Pelindo II. This initiative aims to improve the effectiveness and efficiency of national ports. In addition, the merger of the four companies opens up opportunities to compete globally for Indonesia’s maritime logistics.

Source:

  1. Logistics Performance Index (LPI) 2007-2018 – World Bank (https://lpi.worldbank.org/international/global/2018)
  2. Global 3PL Market Size Estimates – Armstrong & Associates, Inc. (https://www.3plogistics.com/3pl-market-info-resources/3pl-market-information/global-3pl-market-size-estimates/)
  3. https://economy.okezone.com/read/2021/07/17/320/2442172/5-penyebab-biaya-logistik-di-ri-masih-tinggi?page=1
  4. https://hubla.dephub.go.id/home/post/read/10615/kemenhub-terus-berupaya-tekan-biaya-logistik-nasional
  5. https://jdih.bumn.go.id/berita/empat-bumn-pelabuhan-resmi-menjadi-satu-pelindo

Share this article.

Share this article.

Related Articles

Business Process

Why Is a Customer-Based Business a Strategic Asset That Determines Business Value?

In today’s competitive landscape, business value is no longer driven solely by market size or rapid customer acquisition. Instead, it is increasingly shaped by the strength, quality, and sustainability of an existing customer base. This article examines why a customer-based business model should be viewed as a strategic asset—one that enables predictable revenue, organic growth, and more precise decision-making. By understanding customers as long-term economic contributors rather than one-time transactions, companies can build durable business value that remains attractive to investors, markets, and consumers alike.

Business Process

7 Key Metrics to Measure Customer Base Health

Customer base health is not only a determinant of short-term revenue stability, but also a critical indicator of long-term business growth quality. Through seven key metrics—ranging from Customer Lifetime Value to Customer Concentration Risk—this article explores how companies can systematically assess the strength, risks, and value potential of their customer base. By adopting a data-driven approach, businesses can make more precise strategic decisions, build sustainable growth, and enhance overall enterprise value in the eyes of investors and the market.

Business Process

6 Reasons Why Business Owners Must Master Business Plan Development

Moreover, developing a business plan significantly enhances an owner’s analytical and financial capabilities. When owners are accustomed to building projections, interpreting numbers, and justifying decisions, they become more confident when engaging with investors, partners, and internal teams.

Related Articles

Get in Touch

Get Weekly Insight

Subscribe for Exclusive Content

Read Our Latest Insight

Digital Transformation Trends
Business Process
Digital Transformation Trends
SHT-1223-ASA-News-7-Risk-Management
Business Process
Comprehensive Guide to Risk Management in Multinational Companies
leader-authority-boss-coach-director-manager-concept
Leadership
Effective Ways to Become a Reliable and Qualified Leader: Roles and Challenges
Get Weekly Insight