Vision

New sector development Win Indonesia

Real estate
Accelerated sales
Domestic
transportation
Account management
excellence
Talent
Development

Growing outside of Jakarta

Living P.A.C.E.

Delivering Promised
Drivers of our Vision 2019

In order to achieve Revenue aspirations of IDR187 billion by 2022, Kirim Express needs
to enhance its service, people and performance

IDR187B Revenue by
2022

Service People Performance

Organizational Depth and Quick and Aggresive Action

Stronger Market Differentition
Capabilities

Accelerated Growth Program

Leadership Team
Wendi Kadir
Project Management Office (PMO) DR. Wardaya
Operations and Network Development
With 15+ years experience Supply Chain Project Management.
With 15+ years experience in supply chain security and
Wendi successfully manages the flawless customer logistics
network. He successfully developed network to grow ARK
programs implementation such as for Nestle, P&G, Lion Super
Xpress retail sectors by collaboration with various organization
Indo, and Mars.
and companies.
He joined JNE Express as Head of Project Management Office
with a primary focus to implement Operations standardization
and new operating system development.
AT ARK Express, he is primary responsibility is to manage new
customers onboarding process and implementation of new station
operation.

Arry Kitting Inu Nugroho

Business Development
With more than 15 years experience in logistics and supply chain,
his track record includes various supply chain position in
multinational FMCG company. His last appointment was to
structure sales organization at JNE Express that provides for Key
Account Managment, Field Sales, and Business Development team.
At Nestle, he has been in involved in various supply chain
improvement programs, such as overseas assignments that improved
logistic performance In Nestle Qatar and Dubai, implementation of
the mini business team concept in Nestle logistics, and various cost
reduction project in Indonesia distribution network.
Sales
With 15+ years experience in logistics, he has many experience
in expanding customer based for new and developing logistic
companies. His achievement in ARK Xpress includes
engagement with Blilbi, Orami, Akulaku, Gramedia, Indosat. In
Atri Xpress, he had successfully grew the market in Cental Java
from zero to a sizeable independent operation.
 Voice of the Customers
Lack of real-time shipment
track and trace visibility

Prefer shipment to be picked up

Damaged and lost shipment
to allow on-line sellers a longer
time to process the orders

On demand point to point delivery

cost is currently subsidized by Delayed shipment delivery to
operator remote locations (ODA)

Lack of airline first flight and last

High cost of delivery
flight cargo capacity

Next day delivery performance

is less than 50%
Delivery Network
0.3%

Aceh 0.2%
2%
North
2% Kalimantan

1.1% Malaysia Gorontalo 0.3%

North 0.1%
Sumatra Riau Riau 1.5% North
1.3% Sulawesi
Islands
0.5% East
West Kalimantan
0.7% Jambi 0.2%
West Sumatra Kalimantan 0.3% 0.1% 0.1%

1.5% 0.5% Central

0.9% West Sulawesi West
South Central Sulawesi Papua
0.2% Sumatra North Maluku
Kalimantan 0.2%
Bangka 0.1%
Bengkulu Belitung 1.3% 0.2%
0.9%
South Papua
Jakarta Kalimantan
32%
7.4% Maluku
Lampung
6.4% South Southeast
24%
Sulawesi Sulawesi
1.8% 10%
1.5%
Banten West 0.5%
Island % Share Java Central
East
Java
Java 81% Java
Yogyak-arta
Sumatra 10% Bali 0.3%
West Nusa
Kalimantan 4.2% Tenggara
Sulawesi 2.2% E. Timor
Bali Island 1.5% East Nusa
Tenggara
Lesser Sunda Islands 0.7% Top 10 Province Top 10 - 20 Province Top 20 - 30 Province Top 30 - 33 Province
Papua 0.2%
Maluku Islands 0.2%

6
Mobile Apps & Operating System
Courier activities are visible on the Kirim Express mobile apps that allow close monitoring and control in Kirim Express
Operation System Portal Dashboard, the position of the courier detectable on the map.

ng
unti
A cco
Gate &
way
& nance
Stati F i
on Ope
ratio
n

Par
tne
rA
ppl
icati
on
P rog
ram
on I nte
ati rfac
om e
A ut
er
om
u st
C

7
First/ Last Miles Operating Model

Order Collection Order Processing Parcel Delivery

Agent or Station
Gateway In/ outbound In/ outbound Gateway Representative Courier Recipient
Sender
Warehouse Warehouse
Courier Franchisee

8
South East Asia Growth Potential
Phase Two and Three Market Growth through
M&A or developing strategic alliances with key
markets, i.e., Singapore, Malaysia, Philippines,
Thailand, and Vietnam.

9
Courier Delivery Activity
Express Delivery Services

DEX STD ECO

Delivery Next Day Standard Service Economy Service

Fast and reliable delivery The most economical service to

COVER 22 CITIES
services all over Indonesia the destination in Java via land

Aim at bulk delivery with a

Lead Time varies from 1-9 days
3 pm Cut Off Time minimum chargeable weight of
depend on the destination
10 kg

Idea Weight < 10kg No maximum weight limitation

Picked up Before 6 pm
Maximum 50 Kg for ECONOMY

Idea Weight < 10kg Lead time varies from 4-9 days
Maximum 50 kg depend on the destinations
Shipment Profile
Volume by Weight Category

XL; 1,387
XS; 3,716

L; 3,357

S; 2,384

M; 7,640
Volume by Service Type
DEX; 420

ECO; 2,765

STD; 15,299
DKI Jakarta Shipment Profile
DKI Jakarta Shipment Profile
XL; 444
XS; 1,035

L; 1,204

S; 730

DKI Jakarta Service Type

M; 2,505
DEX; 8

ECO; 1,024

STD; 4,886
Shipment Volume Review
Destination to Jabodetabek

2,327

DKI Jakarta
Bogor All
5,918 Kota Depok
Tangerang All
2,745 Bekasi All

Destination to Other Cities 1,307

8568 1,151
111
135 Kota Bandung
854 Kota Surabaya
154 Kota Medan
Kota Semarang
Kota Palembang
241 Kota Malang
Kota Makassar
Kota Surakarta (Solo)
Kota Denpasar
286 Kota Yogyakarta

503

490

Jakarta & the next 10 Cities: 88.59%

Greater Jakarta Mapping

Greater Jakarta area, ideally needs more 4 station /

mini station:
 Cover Jakarta Barat
 Cover Jakarta Selatan
 Cover Jakarta Utara
 Cover Jakarta Pusat

Note: Station should be function as Point of Sales

GreaterJakarta Routing (1)
Greater Jakarta Routing (2)

Total Courier Needs for DKI Jakarta = 104 Couriers

Summary – Courier Breakdown
Capacity for JABODETABEK

Max. Volume
Capacity per Day
New Station Schedule
Q2 20 18 Q3 20 18 Q4 20 18
Depok Surabaya Jkt Center
Bandung Denpasar Ujungpandang
Sem arang Jkt- South Bandar Lam pung
Medan Yogyakarta Palem bang
Bogor Pekanbaru Sam arinda
Bekasi Balikpapan

Q1 20 19 Q2 20 19 Q3 20 19 Q4 20 19
Jkt North Batam Banda Aceh Bengkulu
Jkt- West Padang Palangkaraya Mataram
Cilegon Jam bi Banjarm asin Madiun
Solo Jem ber Probolinggo Palu
Sukabum i Kediri Kupang Kendari
Cirebon Pangkalpinang Manado Magelang
Malang
Pontianak

Q1 20 20 Q2 20 20
Bontang Am bon
Tarakan Mojokerto
Cilacap Ternate
Jayapura Karawang
Gorontalo Pandaan
Tanjungpinang Tanjung pandan
Sorong
Timika
Tartgeted Primary B2C Customers
 Financial Projection
Billion IDR
Express Apr 2 0 1 8 Mei 2 0 1 8 Jun 2 0 1 8 Jul 2 0 1 8 Agu 2 0 1 8 Sep 2 0 1 8 Okt 2 0 1 8 No v 2 0 1 8 Des 2 0 1 8 To tal
No of retail outlet (C2C) 20 40 80 150 250 350 425
No of package per retail outlet (C2C) - - 10 15 15 15 20 20
No Of Package/Day (C2C) - - - 400 1.200 2.250 3.750 7.000 8.500
No Of Package (B2C) - - 1.500 1.500 1.875 3.000 3.500 3.500
Rev/Package - 17.000 17.000 17.000 17.000 17.000 17.000 17.000 17.000
Total Package/Day - - - 1.900 2.700 4.125 6.750 10.500 12.000
Total Rev/Day - - - 32.300.000 45.900.000 70.125.000 114.750.000 178.500.000 204.000.000
Package/Month - - - 47.500 67.500 103.125 168.750 262.500 300.000 949.375
Rev/Month - - - 807.500.000 1.147.500.000 1.753.125.000 2.868.750.000 4.462.500.000 5.100.000.000 16.139.375.000
GP % - 15% 15% 15% 15% 15% 15% 15% 15% 15%
GP Amount - - - 121.125.000 172.125.000 262.968.750 430.312.500 669.375.000 765.000.000 2.420.906.250
686.375.000 0,85
Trucking Apr 2 0 1 8 Mei 2 0 1 8 Jun 2 0 1 8 Jul 2 0 1 8 Agu 2 0 1 8 Sep 2 0 1 8 Okt 2 0 1 8 No v 2 0 1 8 Des 2 0 1 8 To tal
Total Trucking - - - 1.984.875.000 2.646.500.000 2.646.500.000 2.646.500.000 2.646.500.000 2.646.500.000 15.217.375.000
GP % 20% 20% 20% 20% 20% 20% 20% 20% 20% 20%
GP Amount - - - 396.975.000 529.300.000 529.300.000 529.300.000 529.300.000 529.300.000 3.043.475.000

Revenue - - - 2.792.375.000 3.794.000.000 4.399.625.000 5.515.250.000 7.109.000.000 7.746.500.000 31.356.750.000

GP Amount - - - 518.100.000 701.425.000 792.268.750 959.612.500 1.198.675.000 1.294.300.000 5.464.381.250
GP % - #DIV/0! #DIV/0! 19% 18% 18% 17% 17% 17% 17,4%
- 8.974.206.250 16.918.162.500
Overhead - 600.000.000 1.200.000.000 750.000.000 750.000.000 750.000.000 750.000.000 750.000.000 750.000.000 6.300.000.000
Marketing (Incl. Ops Cost) - 500.000.000 500.000.000 500.000.000 500.000.000 500.000.000 500.000.000 500.000.000 500.000.000 4.000.000.000
Warehouse, Offi ce & Infrastructure - - - 607.500.000 607.500.000 607.500.000 607.500.000 607.500.000 607.500.000 3.645.000.000
IT & Accounting System - 73.333.333 73.333.333 73.333.333 73.333.333 73.333.333 86.458.333 81.250.000 92.500.000 626.875.000
Offi ce Setup - 16.666.667 16.666.667 16.666.667 16.666.667 16.666.667 16.666.667 16.666.667 16.666.667 133.333.333
MISC - 50.000.000 50.000.000 50.000.000 50.000.000 50.000.000 50.000.000 50.000.000 50.000.000 400.000.000
Total Overhead - 1.240.000.000 1.840.000.000 1.997.500.000 1.997.500.000 1.997.500.000 2.010.625.000 2.005.416.667 2.016.666.667 15.105.208.333

EBITDA Amount - (1.240.000.000) (1.840.000.000) (1.479.400.000) (1.296.075.000) (1.205.231.250) (1.051.012.500) (806.741.667) (722.366.667) (9.640.827.083)
EBITDA % 0,0% #DIV/0! #DIV/0! -53,0% -34,2% -27,4% -19,1% -11,3% -9,3% -30,7%
Growth Plan
2018
- Focus on Last Mile Delivery mainly on B2C E commerce
- Starting developing express retail business (C2C) using franchise model on Q4 2018
- Start preparing for E-fulfillment for ecommerce customers

2019 - 2022
- Express C2C; aggressively grow the volume 2.5x annually
- Express B2C; grow the volume 1.6x annually
- Start warehouse and transportation business in 2019 and grow beyond 30% annually
Five Years Financial Projection

• Breakeven in Q3 2019
Five Year Cash Flow and Injection
Project Scope

• To embed a new team into the existing organization

• To implement a new Logo and Name within POSLOG Business
• To apply the NOAH
• SystemScan and Pick up at customer
• Scan package and Received at the outbound station
• Scan package and Bagging at outbound station or gateway
• Unbagging and scan package at the inbound stationPOD on the glass by courier
• Daily closing at last mile station
• Courier trackingDaily dashboard (courier performance, POD status, etc.)To implement
new benefits package (essential plus performance basis) To Increase volume with 300K
per day (TBC - benchmark to J&T) and continued to grow and become the market leader
Potential Risks Identified

• Below are the potential list of risks we have foreseen but not limited to;
• New Member on board
• Cultural friction,
• leadership and management style
• Authority delegation and decision making (bureaucracy) process
• New business logo and business unit among existing and running organization
• New operating system amidst existing operator or newly hired operator
• Implementing new benefits package among current FTE
• Increased pressure and higher expectation
Expected Trial Date
• On 8 August is scheduled for shipment trial. (however, need to be
reconsidered) with following agenda required
• A required final presentation on Thu 2 Aug 2018
• Selecting champions as an agent of change from internal POSLOG
• NOAH Training (around 2-5 days)

Final presentation & System and

decision making by process training
POSLOG, 2 Aug before shipment
trial, 6-8 Aug

2 Aug 3 Aug 4 Aug 5 Aug 6 Aug 7 Aug 8 Aug 9 Aug 10 Aug 11 Aug 12 Aug

Team on board
& Select agent of
change, 3 Aug
Immediate actions
1. Get steering committee member support, agreed on a regular show of intent and commitment
2. Setup the project structure and project team member
3. Appointed agent of change from current management and team
4. Project workshop for further scope verification, risk identification and mitigation and project
plan development
5. Project Kick Off
6. Implementation and Control phase
Thank you