12,856 KAI Assets Support National Mobility and the Smooth Flow of Supply Chains
The growth of public mobility and national economic activities requires adequate public transportation capacity. In the railway sector, this need is supported by thousands of assets that must be available, well-maintained, and ready for operation to serve passenger travel and the distribution of various commodities.
Based on data as of June 2026, PT Kereta Api Indonesia (Persero) manages a total of 12,856 assets consisting of 551 locomotives, 1,064 Electric Multiple Units or KRL, 2,238 passenger cars, 8,907 freight wagons, and 96 Diesel Electric Multiple Units/Indonesia or KRDE/I.
This figure reflects the scale of asset management required to maintain the continuity of railway services across various regions. Every day, asset readiness must be aligned with travel schedules, capacity requirements, operating patterns, track characteristics, and the types of commodities served.
Vice President of Corporate Communication KAI, Anne Purba, stated that assets are one of the key elements in maintaining the capacity and reliability of rail-based transportation systems.
“Public mobility and logistics distribution require the readiness of assets in sufficient quantities. Each locomotive, KRL, passenger car, freight wagon, and KRDE/I has complementary functions to ensure services remain safe, reliable, and in accordance with needs,” said Anne.
Of the total assets, 8,907 units or approximately 69.28 percent are freight wagons. This is followed by 2,238 passenger cars or 17.41 percent, 1,064 KRL units or 8.28 percent, 551 locomotives or 4.29 percent, and 96 KRDE/I units or approximately 0.75 percent.
Locomotives are used as the traction power for both passenger and freight trains. Passenger cars serve customers, while freight wagons support the distribution of commodities based on type, capacity, and handling requirements.
KRL and KRDE/I support services in urban areas, agglomerations, and local routes according to their respective operational characteristics. These functional differences also determine crew requirements, train formations, inspection patterns, maintenance cycles, and supporting facilities that must be prepared.
The scale of asset management runs in parallel with the high demand for rail-based transportation. Throughout the first semester of 2026, KAI Group served 258,993,359 customers, an increase of 7.55 percent compared to 240,805,920 customers in the first semester of 2025.
This increase reflects the growing role of railways in supporting travel for work, education, business activities, access to service centers, tourism, and interregional travel.
“Customer growth needs to be followed by well-planned capacity readiness. The availability of assets, technical reliability, maintenance facilities, and continuous renewal are interrelated aspects in meeting public mobility needs,” Anne stated.
In freight services, KAI recorded a volume of 32,498,043 tons throughout the first semester of 2026. This total consists of 26,534,095 tons of coal and 5,963,948 tons of non-coal freight.
Non-coal commodities served include cement, fuel oil, containers, bulk and plantation commodities, general cargo, as well as parcel shipments. These services support energy, construction, industry, trade, and supply chain needs across various regions.
Each commodity requires different types of wagons, locomotive power, train formations, travel patterns, and loading and unloading facilities. Therefore, the growth of logistics services must be balanced with asset readiness in line with the development of industrial needs and cargo characteristics.
Before being deployed for operation, each asset undergoes inspections to ensure compliance with technical, safety, and operational requirements. Periodic maintenance is carried out based on operating time, mileage, component condition, and inspection results.
This maintenance is conducted through depots and Balai Yasa based on the level and scope of work. Depots carry out inspections and maintenance to support daily operations, while Balai Yasa performs periodic maintenance and work with broader scope.
According to Anne, maintaining the readiness of thousands of assets requires long-term planning that includes procurement, renewal, maintenance, spare parts availability, strengthening human resource competencies, and the development of maintenance facilities.
“The sustainability of railway services requires connectivity between operational needs, technological development, industrial capacity, standardization, and investment planning. The synergy of all stakeholders is essential to ensure that asset capacity continues to keep pace with the growth of customer mobility and national logistics needs,” said Anne.
KAI continues to strengthen coordination among operational units, depots, Balai Yasa, train control officers, and other supporting units. Information regarding asset conditions is used to align inspection and maintenance schedules with service requirements.
“With strong planning and ecosystem support, railway assets can continue to be developed to respond to the growth of public mobility, strengthen interregional connectivity, and ensure the smooth flow of the national supply chain,” Anne concluded.
VP Corporate Communication KAI