Strategy to Execution
A shared operating model to unlock revenue through better collaboration
The Challenge
While the direction was clear on paper, the on-ground reality was far from ready. Loading operations had always been run independently, each entity's teams operated within their own lines of command (reporting to their own branch managers), with no shared standard operating procedure, KPI, or cost structure to guide a joint way of working. Bringing the two together also meant resolving questions neither entity had fully answered before:
who would lead the new shared teams
how compensation and cost-sharing would be structured,
how performance would be measured across two organizations instead of one.
Another was ensuring that every step had to be carefully documented and agreed upon to preserve good corporate governance between the two entities. There was a real risk of resistance, as for years both teams were used to operating independently and had no natural inclination to collaborate. Without a clear framework and hands-on support from all parties to navigate these dynamics, the synergy risked staying a strategic idea rather than becoming an operational reality.
Our Approach
Our Approach
Rolling out a shared operating model between two entities is as much a people challenge as it is an operational one. Rather than attempting a full-scale rollout from day one, we designed a phased, hands-on approach, starting small enough to manage the operational and organizational risks, but structured enough to generate real learnings for a broader implementation down the line. Over the course of the engagement, our support included:
Designing a phased transition model for the shared loading scheme, moving the operation from fully independent teams to a shared resourcing structure across two stages. The pilot brought both entities' staff into a single combined team, deliberately keeping headcount unchanged at this stage, since the pilot's purpose was to test feasibility and build the working relationship between the two teams, not yet to right-size the operation. Only once the model proved out would the second phase move toward a leaner, fully shared structure.
Preparing the administrative groundwork needed to run the pilot. From documentation to formal approvals, ensuring every step remained aligned with good corporate governance between the parent and its subsidiary.
Developing the shared staffing scheme and operating flow, including integrated KPIs, coordination protocols, and role mapping between both entities' teams at the pilot locations.
Applying a structured change management framework to get ahead of the resistance, given how long both teams had worked apart. Our focus was on 3 areas: mapping out the stakeholders who would be most affected by the shift and working closely with them to build alignment and readiness; assessing the scale and nature of the change itself to shape the right response for each group; and running deliberate communication and engagement efforts, including socialization sessions with staff and management ahead of go-live, so both organizations moved through the transition together rather than being told about it after the fact.
Staying present on the ground throughout implementation, by holding weekly checkpoint meetings with all parties involved and smaller working sessions to resolve issues as they surfaced in real time.
Studying the pilot's early results and using them to identify the requirements, operational, organizational, and administrative, needed to extend the shared loading model into a long-term, company-wide implementation.
The Impact
Within just 4 weeks of going live, the pilot began showing measurable results, and more importantly, proved that a shared operating model between the two entities could work in practice, not just on paper.
Total revenue at the two pilot locations increased by Rp84.6 million up to Rp252.5 million (3.1% to 7.7%), driven purely by a more efficient loading process, with no additional capacity, routes, or pricing changes involved.
The pilot also generated potential HR cost saving up to Rp40 million per location per month for the subsidiary, since the operation would otherwise have required doubling headcount to deliver the same revenue increase.
The pilot earned buy-in at every level, from operational staff to the board of directors, which made rollout smoother than anticipated and validated the approach behind it.
The pilot generated a clear set of operational and administrative learnings, which we translated into a scheme for extending the shared loading model beyond the two pilot locations.
As of today, the shared loading model has been fully adopted across every branch where the parent company and its subsidiary operate on overlapping routes, turning what began as a two-location pilot into a standard way of working across the organization.
What started as a test of feasibility became proof: that strategy and execution, when paired with the right change management, can move quickly from idea to impact.
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Strategy to Execution
A shared operating model to unlock revenue through better collaboration
Shipping Transportation Company
Strategy to Execution
A shared operating model to unlock revenue through better collaboration
Shipping Transportation Company
Strategy to Execution
A shared operating model to unlock revenue through better collaboration