Designing Enterprise Architecture for Vessel Services: A Case Study of PT Pelindo Jasa Maritim

Triswiza Ariatama; Betty  Purwandari; Riri  Satria

doi:10.59395/ijadis.v7i1.1490

Authors

Triswiza Ariatama Master of Information Technology, Faculty of Computer Science, Universitas Indonesia, Jakarta, Indonesia
Betty Purwandari Master of Information Technology, Faculty of Computer Science, Universitas Indonesia, Jakarta, Indonesia
Riri Satria Master of Information Technology, Faculty of Computer Science, Universitas Indonesia, Jakarta, Indonesia

DOI:

https://doi.org/10.59395/ijadis.v7i1.1490

Keywords:

Enterprise Architecture, TOGAF, IT Architecture , Vessel Services , Digital Transformation

Abstract

PT Pelindo Jasa Maritim (SPJM), as one of the subholdings of PT Pelabuhan Indonesia (Pelindo) providing marine and port supporting services, requires information technology to support service integration in line with the company’s strategic directions. Using the TOGAF framework, this study identifies five main business service clusters: Marine Services (Pilotage and Towage), Crewing, Port & Equipment Services, Dredging & Shipyard, and Utilities. Each cluster is designed to be supported by a single standardized core application that reflects the strategic direction of “one main application per cluster.” The proposed architecture combines a hybrid cloud approach with Internet of Things (IoT) technologies to enable advanced analytics and data-driven decision making. Data were collected through document analysis, interviews with key stakeholders, and observation of core business processes. This study adopts a Design Science Research (DSR) approach and evaluates the EA blueprint through expert-based validation against alignment, completeness, and implementation feasibility criteria. The study results in an enterprise architecture blueprint that defines the role of core applications for each service cluster and specifies the supporting technology platforms required to realize strategic directions. The design can serve as a reference for companies in the maritime industry..

955 541

Downloads

Download data is not yet available.

References

[1] A. A. Lepekhin, A. I. Levina, A. S. Dubgorn, J. Weigell, and S. E. Kalyazina, Digitalization of Seaports based on Enterprise Architecture approach, in IOP Conference Series: Materials Science and Engineering, IOP Publishing Ltd, Oct. 2020. doi: 10.1088/1757-899X/940/1/012023. DOI: https://doi.org/10.1088/1757-899X/940/1/012023

[2] N. Iman, M. T. Amanda, and J. Angela, Digital transformation for maritime logistics capabilities improvement: cases in Indonesia, Marine Economics and Management, vol. 5, no. 2, pp. 188212, Nov. 2022, doi: 10.1108/maem-01-2022-0002. DOI: https://doi.org/10.1108/MAEM-01-2022-0002

[3] F. Zeng, A. Chen, S. Xu, {Hing Kai} Chan, and L. Xu, Digitalization of the maritime shipping service: defining the digital freight forwarder, International Journal of Physical Distribution and Logistics Management, vol. 55, no. 8, pp. 869893, Sep. 2025, doi: 10.1108/IJPDLM-04-2024-0165. DOI: https://doi.org/10.1108/IJPDLM-04-2024-0165

[4] V. Paulauskas, L. Filinadawidowicz, and D. Paulauskas, Ports digitalization level evaluation, Sensors, vol. 21, no. 18, Sep. 2021, doi: 10.3390/s21186134. DOI: https://doi.org/10.3390/s21186134

[5] F. Zeng, A. Chen, S. Xu, H. K. Chan, and Y. Li, Digitalization in the Maritime Logistics Industry: A Systematic Literature Review of Enablers and Barriers, Apr. 01, 2025, Multidisciplinary Digital Publishing Institute (MDPI). doi: 10.3390/jmse13040797. DOI: https://doi.org/10.3390/jmse13040797

[6] D. R. Utama, M. Hamsal, S. B. Abdinagoro, and R. K. Rahim, Developing a digital transformation maturity model for port assessment in archipelago countries: The Indonesian case, Transp Res Interdiscip Perspect, vol. 26, Jul. 2024, doi: 10.1016/j.trip.2024.101146. DOI: https://doi.org/10.1016/j.trip.2024.101146

[7] J. W. . Ross, Peter. Weill, and David. Robertson, Enterprise architecture as strategy: creating a foundation for business execution. Harvard Business School Press, 2006.

[8] M. Lankhorst et al., Enterprise architecture at work: Modelling, communication, and analysis. 2005. doi: 10.1007/3-540-27505-3. DOI: https://doi.org/10.1007/3-540-27505-3

[9] T. Tamm, P. Seddon, G. Shanks, and P. Reynolds, How Does Enterprise Architecture Add Value to Organisations?, Communications of the Association for Information Systems, vol. 28, pp. 141168, Dec. 2011, doi: 10.17705/1CAIS.02810. DOI: https://doi.org/10.17705/1CAIS.02810

[10] J. Lapalme, Three Schools of Thought on Enterprise Architecture, IT Prof, vol. 14, pp. 3743, Dec. 2012, doi: 10.1109/MITP.2011.109. DOI: https://doi.org/10.1109/MITP.2011.109

[11] E. Atencio, M. Mancini, and G. Bustos, Enterprise architecture approach for project-based organizations modeling, design, and analysis: An ontology-driven tool proposal, Alexandria Engineering Journal, vol. 98, pp. 312327, Jul. 2024, doi: 10.1016/j.aej.2024.04.052. DOI: https://doi.org/10.1016/j.aej.2024.04.052

[12] T. Werner and A. Lehan, Enterprise Architecture Management (EAM) as a fundamental approach for the digital transformation of the German road infrastructure management, in Transportation Research Procedia, Elsevier B.V., 2023, pp. 10981104. doi: 10.1016/j.trpro.2023.11.564. DOI: https://doi.org/10.1016/j.trpro.2023.11.564

[13] The Open Group, The Open Group Standard TOGAF Standard-Architecture Development Method. The Open Group Standard, 2022.

[14] K. Sonai Muthu Anbananthen et al., Evaluating Enterprise Architecture Frameworks for Digital Transformation in Agriculture, Journal of Human, Earth, and Future, vol. 5, no. 4, 2024, [Online]. Available: www.HEFJournal.org DOI: https://doi.org/10.28991/HEF-2024-05-04-015

[15] P. Febrianto, A. Amalia Nur Fajrillah, and W. Febriyani, ENTERPRISE ARCHITECTURE FOR EDUCATION: A TOGAF APPROACH TO ACHIEVE DIGITAL TRANSFORMATION AND OPTIMAL PERFORMANCE (A CASE STUDY OF SHARED SERVICE FUNCTION), vol. 9, no. 5, 2024, doi: 10.36418/syntax-literate.v9i5. DOI: https://doi.org/10.36418/syntax-literate.v9i5.15346

[16] D. Dumitriu and M. A. M. Popescu, Enterprise architecture framework design in IT management, in Procedia Manufacturing, Elsevier B.V., 2020, pp. 932940. doi: 10.1016/j.promfg.2020.05.011. DOI: https://doi.org/10.1016/j.promfg.2020.05.011

[17] E. Kornyshova and R. Deneckre, A Proposal of a Situational Approach for Enterprise Architecture Frameworks: Application to TOGAF, in Procedia Computer Science, Elsevier B.V., 2022, pp. 34933500. doi: 10.1016/j.procs.2022.09.408. DOI: https://doi.org/10.1016/j.procs.2022.09.408

[18] Y. Boullauazan, C. Sys, and T. Vanelslander, Developing and demonstrating a maturity model for smart ports, Maritime Policy & Management, vol. 50, no. 4, pp. 447465, 2023, doi: 10.1080/03088839.2022.2074161. DOI: https://doi.org/10.1080/03088839.2022.2074161

[19] B. Belmoukari, J. F. Audy, and P. Forget, Smart port: a systematic literature review, European Transport Research Review, vol. 15, no. 1, Dec. 2023, doi: 10.1186/s12544-023-00581-6. DOI: https://doi.org/10.1186/s12544-023-00581-6

[20] Z. Raza, J. Woxenius, C. A. Vural, and M. Lind, Digital transformation of maritime logistics: Exploring trends in the liner shipping segment, Comput Ind, vol. 145, Feb. 2023, doi: 10.1016/j.compind.2022.103811. DOI: https://doi.org/10.1016/j.compind.2022.103811

[21] G. Balc, Digitalization in Container Shipping Services: Critical Resources for Competitive Advantage, Journal of Eta Maritime Science, vol. 9, no. 1, pp. 312, 2021, doi: 10.4274/jems.2021.47364. DOI: https://doi.org/10.4274/jems.2021.47364

[22] K. Lee, Y. Song, M. Park, and B. Yoon, Development of Digital Transformation Maturity Assessment Model for Collaborative Factory Involving Multiple Companies, Sustainability (Switzerland), vol. 16, no. 18, Sep. 2024, doi: 10.3390/su16188087. DOI: https://doi.org/10.3390/su16188087

[23] S. Kotusev, A Comparison of the Top Four Enterprise Architecture Frameworks, 2021. [Online]. Available: https://www.bcs.org/articles-opinion-and-research/a-comparison-of-the-

[24] S. M. Hawari, T. R. Hadiprawoto, I. Iriyanty, Y. Alversia, and S. Adiyono, Smart Port Management in Digital Transformation: A Review for Future Research.

[25] J. Charampowicz and A. Kara, Smart Ports Process Maturity Model-Theoretical Framework, 2024. DOI: https://doi.org/10.35808/ersj/3860

[26] H. Min, Developing a smart port architecture and essential elements in the era of Industry 4.0, Maritime Economics and Logistics, vol. 24, no. 2, pp. 189207, Jun. 2022, doi: 10.1057/s41278-022-00211-3. DOI: https://doi.org/10.1057/s41278-022-00211-3

[27] J. Schekkerman, How to Survive in the Jungle of Enterprise Architecture Framework: Creating or Choosing an Enterprise Architecture Framework. Trafford, 2003.

[28] M. Kristiyanti, N. D. Rosita, R. Hermawati, A. Khamdilah, Kundori, and K. Mawardi, Logistics digitalization on import document activities: Electronic delivery orders and service quality in maritime ports, International Journal of Data and Network Science, vol. 8, no. 1, pp. 227234, Dec. 2024, doi: 10.5267/j.ijdns.2023.9.029. DOI: https://doi.org/10.5267/j.ijdns.2023.9.029

[29] P. Ricardianto et al., Digitalization and logistics service quality: Evidence from Indonesia national shipping companies, International Journal of Data and Network Science, vol. 7, no. 2, pp. 781790, Mar. 2023, doi: 10.5267/j.ijdns.2023.1.011. DOI: https://doi.org/10.5267/j.ijdns.2023.1.011

[30] V. Agievich and K. Skripkin, Enterprise Architecture migration planning using the Matrix of Change, in Procedia Computer Science, Elsevier B.V., 2014, pp. 231235. doi: 10.1016/j.procs.2014.05.264. DOI: https://doi.org/10.1016/j.procs.2014.05.264