SINCE ITS FOUNDATION on June 21, 2001, the Port Council of Indonesia (Port Council of Indonesia) has been expected to serve as a forum for bringing together the interests of port administrators, terminal operators, shipping companies, stevedoring companies, transportation companies, business associations, and various other stakeholders. In the complex port ecosystem, the existence of such an institution has strategic significance because port issues cannot be resolved by a single institution.
Entering 2026, the Tanjung Priok Port Council has reached nearly a quarter of a century, if the evaluation is based on its founding in 2001. This journey, which in this case is linked to the leadership of Amiruddin Saut and Sungkono Ali, is worthy of reflection regarding the institution's tangible contribution to the development of Tanjung Priok Port.
However, a 25-year evaluation cannot simply focus on organizational continuity or leadership changes. Far more important is examining how the Port Council has carried out its coordinating function, championed the interests of service users, provided input on policy, and encouraged resolution of issues affecting the smooth operation of port operations.
The fundamental question is: has the Tanjung Priok Port Council become a coordinating force that produces real change, or does its potential still need to be strengthened to make its benefits more tangible for the port industry?
This question is not to deny the role of institutions, but rather to position evaluation as part of efforts to strengthen national port governance.
The Amiruddin Saut Era: Laying the Institutional Foundation
In the journey of an organization, the initial leadership period has an important meaning because it determines the character, orientation, and institutional foundations that will be continued by the next generation.
If Amiruddin Saut was one of the figures who led the Port Council in its early phase since 2001, an evaluation of that period needs to be directed at how the organization built communication between business actors and government agencies operating at Tanjung Priok Port.
Ports are ecosystems that involve many stakeholders. Shipping companies require guaranteed ship services, terminal operators require smooth loading and unloading operations, transportation companies require efficient access, and cargo owners desire fast service times and competitive logistics costs.
At the same time, government agencies must carry out supervisory, safety, customs, quarantine, and public service functions according to their authority.
This situation requires a communication space that allows for open discussion of differing interests. In this context, the establishment and strengthening of the Port Council can be seen as an effort to build a communication bridge between stakeholders.
The Sungkono Ali Era: Strengthening the Role as a Strategic Partner
In traceable public documentation, the role of the Tanjung Priok Port Council is more clearly visible during the leadership period of DR. H. Sungkono Ali, MM.
In 2012, the Port Council held a meeting with the Tanjung Priok Port Authority to strengthen communication and information exchange between service providers and users. In a report published on the Port Authority's channel on June 6, 2012,
The Head of the Port Authority expressed support for the existence of the Port Council as part of efforts to maintain conduciveness and increase the competitiveness of port businesses.
During that period, Sungkono Ali also presented several policy orientations related to the public interest. In a report on the inauguration of the 2012–2016 management, he emphasized the importance of public ports as a public service, efforts to reduce logistics costs, investment protection for business actors, and readiness for ASEAN logistics integration.
In November 2016, Sungkono Ali was reappointed as the leader of the Port Council for the 2016–2020 term. In a press release announcing his election, he expressed his commitment to making the organization a strategic partner for the government, terminal operators, and the private sector in maritime transportation.
The documentation shows the direction of the roles to be strengthened: coordination, consultation, service user interests, and increasing port competitiveness.
First Concrete Role: Becoming a Bridge of Communication Between Institutions
One of the most relevant functions of the Port Council is to bridge communication between port operators and business actors.
The Port Council's 2012 hearing with the Port Authority is a concrete example of such institutional communication. However, to measure its impact, the next question is whether the hearing resulted in agreements, procedural changes, or resolution of issues experienced by members and service users.
This is where the continuity of organizational activities is crucial. Communication forums shouldn't stop at formal meetings, but should produce problem-solving notes, recommendations, those responsible for follow-up, and evaluations of resolutions.
If this mechanism is implemented consistently, the Port Council has the potential to become a means of early detection of operational problems before they develop into larger obstacles.
Conversely, if follow-up is not documented, the benefits of the meeting will be difficult to measure objectively.
Therefore, one of the indicators of the Port Council's performance that needs to be published is the number of problems that have been successfully facilitated in resolving and the impact of these resolutions on the smooth running of port services.
Second Concrete Role: Championing Logistics Cost Efficiency
Logistics costs are one of the factors influencing national trade competitiveness. Any obstacles in ship services, container handling, document processing, and goods distribution can increase the time and costs incurred by businesses.
In this context, Sungkono Ali's statement regarding the importance of public service functions and the emphasis on port service costs in 2012 shows that the issue of efficiency has become part of the agenda voiced by the Port Council.
However, achievements in striving for efficiency must be assessed through measurable results.
The Port Council can strengthen its role by collecting data and member complaints, identifying sources of inefficiency, and then submitting recommendations to agencies with decision-making authority.
With a data-driven approach, service user aspirations can be conveyed in a more targeted manner and have a greater chance of being followed up.
Third Concrete Role: Encouraging Modernization of Port Services
One relevant public note emerged in February 2017, when the Tanjung Priok Port Board expressed support for the Container Freight Station (CFS) modernization plan.
A report from the ALFI Jakarta Regional Leadership Council (DPW) stated that CFS modernization was one of the aspects discussed, including the idea of integrating services with information technology support. The discussion aimed to improve service efficiency and resource utilization.
This event is a concrete example of the Port Council's involvement in discussions regarding the modernization of port services.
Fourth Concrete Role: Consolidating the Interests of Business Actors
The Port Council also has important potential as a forum for consolidating associations of port service providers and users.
News reports in 2012 noted the Port Council's orientation to consolidate associations and related agencies in facing ASEAN logistics integration and connectivity.
This orientation is relevant because ports cannot increase competitiveness if each business actor only fights for their own interests without paying attention to the smooth running of the system as a whole.
Shipping companies need reliable ship services, transport entrepreneurs need smooth access, terminal operators need productivity, while goods owners need certainty of time and costs.
The Port Council can help meet these needs through consultation forums, cross-association discussion of issues, and the development of joint recommendations.
However, the effectiveness of consolidation cannot be solely measured by the number of registered member organizations. More important is how actively members participate, whether their aspirations are represented, and whether the discussions actually lead to service improvements.
The Big Challenge: Turning Aspirations into Results
As we enter 2026, the Port Council's challenges will no longer be met simply by maintaining its existence. Technological changes, the need for logistics integration, demands for transparency, and competition between port hubs demand a more measurable role.
The board needs to have a clear work agenda and evaluation mechanisms that can be reviewed by members.
There are at least four things that should be a priority.
First, prepare periodic performance reports containing strategic issues that have been discussed, recommendations issued, and the status of follow-up.
Second, build a system for collecting member aspirations so that the problems conveyed are not only based on individual cases, but are also supported by data and recurring problem patterns.
Third, strengthen dialogue with government agencies, Pelindo, terminal operators, and service user associations so that recommendations can be directed to the authorities.
Fourth, determine indicators of success, for example the number of recommendations followed up, resolution of cross-agency issues, and changes in services that can be linked to the Council's facilitation.
With these steps, the existence of the Port Council will be easier to evaluate based on its benefits, not just based on how long the organization has been in existence.
25-Year Evaluation of the Tanjung Priok Port Council
The journey from 2001 to 2026 should serve as a momentum for a comprehensive institutional evaluation. The organization's history needs to be well documented, including Amiruddin Saut's leadership period, management continuity, strategic agenda, and Sungkono Ali's role in strengthening communication between stakeholders.
In this context, the planned fourth General Members Meeting (RUA) in December 2026 is an important opportunity to discuss management accountability and the future direction of the organization.
Reports on October 6, 2026, stated that the agenda was planned to include the submission of accountability for the 2016–2020 period and the election of the general chairman for the 2026–2030 period.
If the Port Council wants to expand its scope to become a national-scale organization, the most important foundation is the ability to prove real benefits in the place where the organization grows, namely Tanjung Priok Port.
History Must Be Followed by Evidence of Contribution
From the early period associated with Amiruddin Saut to the leadership of Sungkono Ali, the Tanjung Priok Port Council has had a relevant role in encouraging communication, consultation, consolidation of business interests, and discussions on service modernization.
Public documentation shows several examples of Council engagement, including a hearing with the Port Authority in 2012, the presentation of an efficiency and public service agenda, and support for discussions on CFS modernization in 2017.
The Tanjung Priok Port Council should not be judged solely by its age, but by its ability to transform aspirations into recommendations, recommendations into actions, and actions into tangible benefits for the port industry.
If the organization's history can be accompanied by transparent evidence of its work, the 25-year evaluation will not be merely a recounting of the past. It can serve as a foundation for the Port Council to strengthen its role in improving the efficiency, competitiveness, and quality of Tanjung Priok Port governance in the future.
Compiler: Saiful Anam, S.Sos., Editor-in-Chief of ISL News
