Analisis Strategi Bersaing PT Kereta Api Logistik dalam Persaingan Bisnis di Industri Logistik Nasional
RICO YUDHIANTO, Prof. Nurul Indarti, Sivilokonom., Cand.Merc., PhD.,
2026 | Tesis | S2 MANAJEMEN (MM) JAKARTA
Penelitian
ini dilakukan di PT Kereta Api Logistik, perusahaan logistik berbasis rel dalam
ekosistem KAI Group. Penelitian ini membahas strategi bersaing perusahaan dalam
industri angkutan logistik nasional setelah realisasi pendapatan dan volume
angkutan tahun 2024 belum mencapai target Rencana Kerja dan Anggaran Perusahaan
(RKAP). Kondisi tersebut dipengaruhi oleh dominasi angkutan jalan, perkembangan
pemain logistik digital, perubahan kebutuhan pelanggan, pengalihan bongkar muat
ke kompetitor, penurunan permintaan beberapa komoditas, kenaikan tarif sewa
angkutan kereta api, keterbatasan jaringan layanan, serta pemanfaatan sarana
yang belum optimal.
Penelitian ini bertujuan untuk mengidentifikasi
peluang dan ancaman eksternal serta kekuatan dan kelemahan internal PT Kereta
Api Logistik. Penelitian dilaksanakan pada November 2025 sampai Mei 2026 dengan
pendekatan kualitatif. Data primer diperoleh melalui wawancara mendalam pada
22–28 April 2026 dengan tujuh narasumber, terdiri atas lima narasumber dari
manajemen KAI Logistik, satu narasumber dari pesaing, dan satu narasumber dari
pelanggan. Data sekunder diperoleh dari dokumen perusahaan, laporan kinerja,
laporan tahunan, dan data industri.
Analisis dilakukan menggunakan PESTEL, Lima
Kekuatan Porter, analisis sumber daya dan kapabilitas, VRIO, SWOT, serta TOWS.
Hasil penelitian menunjukkan bahwa strategi yang paling relevan bagi PT Kereta
Api Logistik adalah strategi diferensiasi terfokus berbasis layanan rel dan
multimoda terintegrasi. Strategi ini diarahkan pada pelanggan korporasi, cargo
owner, pabrikan, komoditas besar, B3, Limbah B3, project logistics,
serta angkutan jarak menengah dan jauh yang membutuhkan layanan berkapasitas
besar, aman, terjadwal, andal, dan terintegrasi.
This research was conducted at PT Kereta Api
Logistik, a rail-based logistics company within the KAI Group ecosystem. This
study examines the company’s competitive strategy in the national logistics
transportation industry after its 2024 revenue and freight volume did not
achieve the targets set in the Corporate Work Plan and Budget (RKAP). This
condition was influenced by the dominance of road transportation, the
development of digital logistics players, changing customer needs, the
relocation of loading and unloading activities to competitors, declining demand
for certain commodities, higher rail freight rental tariffs, limited service
networks, and suboptimal asset utilization.
This study aims to identify external
opportunities and threats, as well as internal strengths and weaknesses of PT
Kereta Api Logistik. The research was conducted from November 2025 to May 2026
using a qualitative approach. Primary data were obtained through in-depth
interviews conducted from April 22 to April 28, 2026, with seven respondents,
consisting of five respondents from KAI Logistik management, one respondent
from a competitor, and one respondent from a customer. Secondary data were
obtained from company documents, performance reports, annual reports, and
industry data.
The analysis used PESTEL, Porter’s Five Forces,
resource and capability analysis, VRIO, SWOT, and TOWS. The results show that
the most relevant strategy for PT Kereta Api Logistik is a focused
differentiation strategy based on integrated rail and multimodal logistics
services. This strategy is directed toward corporate customers, cargo owners,
manufacturers, large-volume commodities, hazardous and toxic materials (B3),
hazardous waste logistics, project logistics, and medium- to long-distance
freight that requires high-capacity, safe, scheduled, reliable, and integrated
services.
Kata Kunci : Kata kunci: Manajemen Strategi, Strategi Bersaing, PT Kereta Api Logistik, Industri Logistik, PESTEL, Lima Kekuatan Porter, VRIO, SWOT, TOWS
