PORT COMPETITION in Southeast Asia is no longer solely determined by quay length, terminal capacity, shipping lane depth, or sophisticated loading and unloading equipment. Amidst the development of global trade and changes in supply chains, a port's success is also determined by the quality of its governance, inter-agency coordination, regulatory certainty, and the ability to build collaboration with all stakeholders.
In this context, Tanjung Pelepas Port in Johor, Malaysia, and Singapore's ports are two important examples for examining how port ecosystems are built to be able to compete internationally.
Both are located in the strategic Strait of Malacca and international trade routes. Their close geographic proximity makes them competitive on a par, particularly for container traffic, transshipment services, and the trust of global shipping companies.
However, a port's competitiveness isn't solely determined by geography. Institutional factors, government policies, investment, operational efficiency, and coordination contribute to its competitiveness.
This is where the discussion regarding the Port Council becomes relevant, especially as an idea to strengthen overall port coordination and governance.
Tanjung Pelepas and Singapore: Two Models in the Port Ecosystem
The Port of Tanjung Pelepas (PTP) is known as one of Asia's leading container transshipment hubs. Its development is supported by its strategic location, modern terminal facilities, international shipping connectivity, and links to regional and global logistics networks.
Meanwhile, Singapore is building its port competitiveness through an integrated ecosystem. The Maritime and Port Authority of Singapore (MPA) regulates and manages various maritime aspects, including shipping safety, port services, and maritime sector development. Terminal operators, such as PSA International, operate their terminals within their respective structures and authorities.
It's important to distinguish between the concept of a Port Council as a coordinating forum and an institution that actually has formal authority as a port authority. It would be inappropriate to simply assume the existence of a port council with a specific name and structure in Tanjung Pelepas and Singapore without institutional verification.
Therefore, the main lesson from these two ports is not merely whether they have an institution called a Port Council, but rather how coordination between the government, regulators, terminal operators, shipping companies, goods owners, logistics service providers, and the community is carried out effectively.
In the competitive landscape of modern ports, strong coordination can be a strategic advantage. Conversely, overlapping authority, slow decision-making, and weak inter-agency communication have the potential to increase logistics costs and undermine user confidence.
Why is the Port Council Important?
The Port Council concept should be understood as a mechanism to bring together diverse interests within a single coordination space. Ports are more than just places where ships dock and goods are moved. They are economic hubs that bring together the interests of government, businesses, workers, coastal communities, and the national distribution network.
In practice, port issues often cannot be resolved by terminal operators alone. Issues such as road access, traffic congestion, channel siltation, shipping safety, spatial planning, the environment, document digitization, and integration with industrial areas require multi-stakeholder collaboration.
This is where an effective coordination forum can play a vital role.
First, unify the direction of port policy and development. Plans for terminal development, land access, shipping lanes, and logistics areas must be mutually supportive. A coordination forum can help align government programs with operational and investment needs.
Second, expedite the resolution of cross-agency issues. Port issues often involve more than one agency. Through a measurable coordination mechanism, obstacles can be identified, responsibilities assigned, and resolution monitored.
Third, increase transparency and accountability. The forum can provide a platform to discuss service indicators, vessel waiting times, terminal productivity, smooth flow of goods, safety, and the impact of port activities on the environment and communities.
Fourth, strengthening competitiveness and the investment climate. Investors and service users need certainty, not just promises of development. Consistent coordination helps create a more measurable and predictable business environment.
However, the Port Council should not be merely a meeting forum or a ceremony. Its effectiveness must be determined by a clear mandate, stakeholder representation, performance targets, transparency of decisions, and evaluable follow-up.
Lessons for Tanjung Priok Port
Compared to Tanjung Pelepas and Singapore, Tanjung Priok Port faces equally complex challenges. As one of Indonesia's main trade gateways, Tanjung Priok is connected to industrial areas, consumer centers, the national distribution network, and the economic activity of Jakarta and the surrounding areas.
This complexity means that port management cannot simply rely on increasing terminal productivity. Integration of port planning, freight traffic management, road and rail access, customs services, shipping safety, environmental management, and development of the port's surrounding areas is also required.
Therefore, the idea of strengthening the Tanjung Priok Port Council is worth considering as part of efforts to build more collaborative governance.
The council, if established or strengthened based on a clear legal basis and authority, can be directed to become a strategic forum to align development programs, evaluate operational issues across agencies, and formulate recommendations for increasing port competitiveness.
The involvement of Pelindo Regional 2 Tanjung Priok, port authorities, KSOP according to their authority, local governments, shipping company associations, stevedoring companies, service users, logistics actors, and community elements is important so that the resulting decisions do not only reflect the interests of one institution.
However, it should be emphasized that such a council should not usurp the authority of regulators or operators. Its function should be to clarify coordination, not add another layer of bureaucracy.
From Coordination to Performance Measurement
Learning from the Tanjung Pelepas and Singapore ecosystems, the establishment of a port coordination forum needs to be accompanied by concrete measures of success.
Indicators may include reducing ship waiting times, increasing loading and unloading productivity, accelerating the flow of goods in and out of ports, improving transportation access, reducing logistics costs, increasing safety, and resolving service user complaints.
The forum should also have a regular work agenda, reporting mechanisms, and evaluations accessible to stakeholders. Each issue discussed should have a designated person responsible, a deadline for resolution, and outcome indicators.
In this way, the Port Council does not stop at institutional discourse, but becomes an instrument for improving service quality and increasing public trust.
Conclusion: Not Just Copying, But Adapting
Tanjung Pelepas and Singapore provide a lesson that port competitiveness is built through a combination of infrastructure, technology, policy certainty, connectivity, and effective governance.
Indonesia doesn't need to directly copy the institutional structures of other countries. It's more important to adapt principles relevant to its legal system, division of authority, and the characteristics of its national ports.
For Tanjung Priok, strengthening the Port Council could be one way to address increasingly complex coordination challenges. However, its success depends on a clear mandate, meaningful participation, transparency of information, and a commitment to follow up on every decision.
Ultimately, a world-class port is not just one capable of serving large vessels or handling millions of containers. It is one capable of integrating interests, resolving issues quickly, maintaining accountability, and delivering tangible benefits to the economy.
If Tanjung Priok is to become more competitive regionally and globally, governance improvements must go hand in hand with infrastructure development. This is where strong, measurable, and nationally-interest-oriented port coordination is crucial.
“Principle: World-Class Ports Require Integrated Governance”
Compiled by : Saiful Anam S.Sos. Chairman of the Indonesia Maritime Forum (INMAFO) and Editor-in-Chief of ISL News
