Contextual Challenges of TransJakarta Since 2004, TransJakarta has been the largest Bus Rapid Transit (BRT) system in the world, serving approximately 350,000 passengers per day along a length of 241 km, aiming to resolve congestion chronic congestion in Jakarta (Winarto 2013). During the nine years of operation on 12 corridors and 25 routes, TransJakarta had to correct a lot of external work, mainly in the internal organizational part that influences market orientation prospects (Winarto 2013). One of the signs of increased market orientation is implicit in the decline in customer complaints, paralleled by the increase in customer enthusiasm to consider TransJakarta as their lifestyle (UITP 2010). Contextually to this idea there are many challenges to achieve a sustainable future for TransJakarta. As part of the transformation of Badan Layanan Umum (BLU) under the Jakarta Municipal Government into a City-Owned Enterprise (BUMD), a market-oriented dignified bureaucracy manifests itself as the initial pace and has led to the improvement of public service throughout the transportation sector (Global Mass Transit Report 2013). It started with effective and efficient design of routes, shelters, bidding process of bus operators until the payment system reflected TransJakarta's path towards better more market-oriented management, transparency and responsiveness (Global Mass Transit Report 2013). The reform should represent at least six process initiation steps based on Gebhardt et al. (2006) relating to the value (proposal and delivery system), the technology involved (communication and information), security and the relevant organisation. This new form of organization allows for greater customer focus with simplicity in coordination between each party (Kohli and Jaworsky 1990). A competitive working environment is expected to be achieved within Badan Layanan Umum (BLU) as the public authority of TransJakarta. Since the members of the