RPA’s Digital System Has Increased Its Quality of Services and Service Delivery

The Long-term Impact

Apart from enhanced efficiency and productivity in its counter services particularly on shipping documentation, Rajang Port Authority (RPA) saw a rise in its throughput since it has carried out the KFA.

For instance, the number of twenty-foot equivalent units (TEUs) of containers handled by the port in 2018 was 65,208, an increase by almost 10,000 from 55,346 TEUs in 2017 (Table 1).

Table 1: Number of Containers Handled by Rajang Port Authority Between 2017 and 2018, and 2018 (January to June) to 2019 (January to June). (Source: Rajang Port Authority)

More significantly, the innovation project has benefited its stakeholders, i.e. the whole business community in Sarawak, especially the central region, which include:

• Customers, such as shipping agents, forwarders, hauliers, and transportation agencies
• Staff, specifically for improving and streamlining their duties and responsibilities
• Complimenting and relevant government agencies, including customs, other ports and port operators, Marine Department and Sarawak Rivers Board
• Other business community, such as bank & financial institutions and the business community at large, importers and exporters

RPA also found the digital system has increased its levels of focus, accuracy and speed, and overall quality of services and service delivery.

Indeed, the improved process of submitting shipping documents digitally is a “direct fit” into one of the organisation’s key management philosophies – the “Optimisation and Requirement” of resources.

“Resources stemming from Human Resource had been optimised based on requirement. This has created optimisation in these other resources such as time, finance, equipment and facilities,” noted RPA.

Essentially, since the implementation of the KFA, the port authority has succeeded in speeding up its shipping documentation, more so to the processing rate of the shipping documents, invoices and delivery & loading of these documents.

This in turn has enhanced the effectiveness of the organisation and brought about convenience to those who conduct businesses with it.

“This KFA has successfully provided excellent and the best services and service delivery to the Authority’s internal and external customers,” noted RPA.

Impact of KFA Project

• Increased level of trust and confidence of customers
• Increased level of perception and image of RPA
• Increase in business (market share) – increased cargo throughput
• Core Business of RPA fully satisfied
• Strategic allocation of Human Resource
• Continuous sustainability of this KFA
• Contributes to the continuous sustainability of RPA
• Stable provider to citizens and community of central Sarawak
• Value creation to staff and reinforcement to RPA’s shared values since 2006 (Efficient, Teamwork, Responsive, Reliable, Value for Money, Ownership of Process, Result Oriented)
• Value creations to stakeholders, RPA and Sarawak

Source: Rajang Port Authority