Abstract
HTL International faces dynamic variable rates attached to Full Container Load (FCL) shipments from China hubs. HTL has no prospective pricing strategy. To stay afloat in the tide of competition, HTL employs an integrated workforce through pricing policy, financial management, and risk disposition. If HTL considers the cost and risks forehand, it willn’t just remain afloat and position itself on top in Indonesia’s freight forwarding market. This study develops a financial strategy for HTL International to handle Chinese FCL shipping rate fluctuations. The study used internal and external data. There are findings as follows: dynamic pricing proved to be more flexible and profitable, cost-plus pricing provides stability but limits opportunity, 40FT container volumes have the most significant impact on revenue, the freight rate 40FT showed a stronger correlation with revenue compared to 20FT, and sensitivity analysis revealed that HTL’s profitability is highly sensitive to changes in freight rates, variable costs, and container volumes. These findings support the idea that implementing a pricing strategy supported by volume optimization and operational efficiency allows HTL to navigate market volatility effectively. HTL must enhance its operational performance, reduce variable costs, and aim at 40FT container volumes to improve its financial situation. HTL International should implement hybrid pricing policies, maximize 40-foot container usage, and include sensitivity in financial planning, forecasting, predictive analytics, and revenue diversification.
Published Version
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