Tata Niaga dan Daya Saing Produk Hiu Indonesia di Pasar Domestik dan Pasar Dunia

Abstract

SUMIHARJON SIMBOLON. Tata Niaga dan Daya Saing Produk Hiu Indonesia di Pasar Domestik dan Pasar Dunia. Dibimbing oleh Kastana Sapanli dan Novindra.

Indonesia merupakan salah satu negara megabiodiversitas dengan keanekaragaman hiu tertinggi di dunia sekaligus menjadi salah satu produsen dan pengekspor utama produk hiu. Produk hiu memberikan manfaat ekonomi bagi nelayan dan pelaku usaha perikanan, namun perdagangan internasionalnya menghadapi tantangan berupa persaingan antarnegara, perubahan permintaan pasar, pengetatan regulasi perdagangan melalui Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES), serta meningkatnya tuntutan terhadap legalitas, ketertelusuran (traceability), dan keberlanjutan pemanfaatan sumber daya. Kondisi tersebut menuntut sistem tata niaga yang efisien dan daya saing perdagangan yang mampu mempertahankan akses pasar tanpa mengabaikan aspek konservasi. Penelitian ini bertujuan menganalisis struktur tata niaga, efisiensi tata niaga, daya saing perdagangan produk hiu Indonesia di pasar internasional, serta merumuskan strategi peningkatan daya saing yang tetap memperhatikan aspek konservasi. Penelitian dilakukan di Pelabuhan Perikanan Samudera Nizam Zachman Jakarta dan Pelabuhan Perikanan Nusantara Muara Angke. Data primer diperoleh melalui wawancara dengan pelaku tata niaga, sedangkan data sekunder perdagangan internasional periode 2015–2024 diperoleh dari UN Comtrade. Struktur tata niaga dianalisis secara deskriptif, efisiensi tata niaga dianalisis menggunakan marjin pemasaran dan fisherman's share, sedangkan daya saing dianalisis menggunakan Revealed Comparative Advantage (RCA), Revealed Symmetric Comparative Advantage (RSCA), Export Product Dynamics (EPD), dan Constant Market Share Analysis (CMSA). Strategi peningkatan daya saing dirumuskan menggunakan analisis SWOT yang didukung Matriks Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), dan Quantitative Strategic Planning Matrix (QSPM). Hasil penelitian menunjukkan bahwa tata niaga produk hiu melibatkan nelayan, pedagang pengumpul, pemasok, eksportir, dan importir, dengan Jakarta sebagai pusat tata niaga dan ekspor produk hiu Indonesia. Rantai pemasaran yang relatif panjang menyebabkan marjin pemasaran masih cukup tinggi dan nilai fisherman's share relatif rendah, yang menunjukkan bahwa efisiensi tata niaga belum optimal. Kondisi tersebut mengindikasikan masih terdapat peluang untuk meningkatkan efisiensi melalui penyederhanaan saluran pemasaran, penguatan posisi tawar nelayan, peningkatan akses informasi harga, dan pengembangan produk bernilai tambah. Analisis daya saing menunjukkan bahwa Indonesia memiliki keunggulan komparatif pada perdagangan sirip hiu di pasar Hong Kong dan daging hiu beku di pasar China yang ditunjukkan oleh nilai RCA yang secara konsisten lebih besar dari satu dan nilai RSCA yang positif selama periode penelitian. Pada perdagangan sirip hiu, Peru memiliki tingkat keunggulan komparatif yang lebih tinggi dibandingkan Indonesia, sedangkan pada perdagangan daging hiu beku Indonesia memiliki keunggulan komparatif yang lebih baik dibandingkan Selandia Baru. Hasil EPD menunjukkan bahwa Indonesia berada pada posisi Rising Star untuk kedua komoditas, yang menunjukkan bahwa peningkatan pangsa pasar Indonesia berlangsung pada pasar yang masih mengalami pertumbuhan. Hasil tersebut mengindikasikan bahwa Indonesia tidak hanya memiliki keunggulan komparatif, tetapi juga mampu mempertahankan daya saingnya pada pasar ekspor utama. Hasil CMSA menunjukkan bahwa pada periode 2015–2019 perubahan kinerja ekspor terutama dipengaruhi oleh efek daya saing (competitiveness effect), sedangkan pada periode 2020–2024 lebih banyak dipengaruhi oleh efek distribusi pasar (distribution effect). Temuan tersebut menunjukkan bahwa tantangan utama perdagangan produk hiu Indonesia bukan terletak pada hilangnya keunggulan komparatif, melainkan pada kemampuan mempertahankan akses pasar dan menyesuaikan distribusi ekspor terhadap perubahan dinamika perdagangan internasional. Berdasarkan analisis SWOT, posisi Indonesia berada pada Kuadran II yang menunjukkan bahwa kekuatan internal perlu dimanfaatkan untuk menghadapi berbagai ancaman eksternal. Hasil QSPM menunjukkan bahwa strategi prioritas adalah memanfaatkan keunggulan komparatif dan posisi Rising Star untuk mempertahankan sekaligus memperluas pangsa pasar ekspor melalui diversifikasi pasar, penguatan tata kelola perdagangan, peningkatan legalitas dan ketertelusuran (traceability), serta pengelolaan sumber daya hiu yang berkelanjutan sebagai dasar peningkatan daya saing perdagangan jangka panjang.

Kata kunci: CMSA, daya saing perdagangan, EPD, produk hiu, RCA, RSCA, SWOT, tata niaga

SUMIHARJON SIMBOLON. Marketing System and Trade Competitiveness of Indonesian Shark Products in Domestic and Global Markets. Supervised by Kastana Sapanli and Novindra.

Indonesia is one of the world's megabiodiverse countries with the highest diversity of shark species and is among the leading producers and exporters of shark products. Shark products provide significant economic benefits for fishers and other stakeholders along the marketing chain. However, international trade in shark products faces increasing challenges due to competition among exporting countries, changing market demand, stricter regulations under the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES), and growing requirements for legal, traceable, and sustainable trade. These challenges highlight the need for an efficient marketing system and strong trade competitiveness capable of maintaining market access while ensuring sustainable resource utilization. This study aimed to analyze the marketing system, marketing efficiency, and international trade competitiveness of Indonesian shark products, as well as to formulate strategies for improving trade competitiveness while considering conservation aspects. The research was conducted at Nizam Zachman Ocean Fishing Port, Jakarta, and Muara Angke Coastal Fishing Port. Primary data were collected through interviews with marketing actors, while secondary international trade data for the period 2015–2024 were obtained from the United Nations Comtrade Database. The marketing system was analyzed descriptively, marketing efficiency was evaluated using marketing margin and fisherman's share, whereas trade competitiveness was analyzed using the Revealed Comparative Advantage (RCA), Revealed Symmetric Comparative Advantage (RSCA), Export Product Dynamics (EPD), and Constant Market Share Analysis (CMSA). Strategic recommendations were formulated using SWOT analysis supported by the Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), and the Quantitative Strategic Planning Matrix (QSPM). The results showed that the marketing system of shark products involves fishers, collectors, suppliers, exporters, and importers, with Jakarta serving as the main marketing and export hub for Indonesian shark products. The relatively long marketing chain resulted in high marketing margins and relatively low fisherman's share, indicating that the marketing system has not yet achieved optimal efficiency. These findings suggest that marketing efficiency could be improved through shorter marketing channels, stronger bargaining positions for fishers, better access to market information, and the development of value-added products. Trade competitiveness analysis demonstrated that Indonesia possesses a comparative advantage in dried shark fin exports to Hong Kong and frozen shark meat exports to China, as indicated by RCA values consistently greater than one and positive RSCA values throughout the study period. In the shark fin market, Peru exhibited a stronger comparative advantage than Indonesia, whereas Indonesia outperformed New Zealand in frozen shark meat exports to China. Furthermore, EPD analysis placed Indonesia in the Rising Star category for both commodities, indicating that Indonesia has successfully increased its export market share in growing destination markets. These findings suggest that Indonesia has not only maintained a comparative advantage but has also strengthened its competitive position in its major export markets. CMSA results revealed that export performance during 2015–2019 was primarily driven by the competitiveness effect, whereas changes in export performance during 2020–2024 were more strongly influenced by the distribution effect. These findings indicate that the main challenge facing Indonesia's shark product trade is not the loss of comparative advantage, but rather the ability to maintain market access and adapt export distribution to changes in international trade dynamics. Based on the SWOT analysis, Indonesia is positioned in Quadrant II, indicating that its internal strengths should be leveraged to address external threats. The QSPM analysis identified the priority strategy as utilizing Indonesia's comparative advantage and Rising Star position to maintain and expand export market share through market diversification, strengthened trade governance, improved legality and traceability, and sustainable shark resource management as the foundation for long-term trade competitiveness.

Keywords: CMSA, Export Product Dynamics, marketing system, RCA, RSCA, shark products, SWOT, trade competitiveness.