MAU MAKAN APA DI SURABAYA?

Surabaya terkenal dengan wisata kulinernya. beberapa tempat mungkin sudah pernah ada di acara-acara kuliner televisi, tetapi beberapa belum ada.
dibawah ini beberapa tempat makan yang boleh di coba untuk disambangi :

DEPOT AMPEL
Jenis Tempat : Depot / Kedai
Kursi Dalam Ruangan : 15

Lokasi
Alamat : Jl. Walikota Mustajab 33B, Surabaya
Wilayah : Surabaya Pusat

Kontak
Telepon : 031-5466462

Jam Operasional
Setiap Hari : 10:00 - 21:00
Jenis makanan
sate, gulai, panggangan yang berbahan dasar daging kambing.

Depot Sedap Malam (Rawon Kalkulator)

Jenis Tempat : Warung / Kaki Lima
Kursi Dalam Ruangan : 40

Lokasi
Alamat : Jl. Progo, Surabaya
Petunjuk Arah : Di belakang Taman Bungkul
Wilayah : Surabaya Pusat

Jam Operasional
Senin : 10:00 - 02:00
Jenis makanan
rawon

Bebek goreng Cak Yudi
Jenis Tempat : Warung / Kaki Lima
Kursi Luar Ruangan : 30

Lokasi
Alamat : Jl. Tanjung Torowitan, Surabaya
Petunjuk Arah : Dekat Gerbang Pelabuhan Tanjung Perak
Wilayah : Surabaya Utara

Jam Operasional
Setiap Hari : 15:00 - 18:00
Jenis makanan
bebek goreng

Sate Klopo Ondomohen
Jenis Tempat : Warung / Kaki Lima
Kursi Dalam Ruangan : 10

Lokasi
Alamat : Jl Walikota Mustajab, Surabaya
Petunjuk Arah : Di depan gg Ondomohen Magersari II
Wilayah : Surabaya Pusat

Jam Operasional
Setiap Hari : 05:30 - 15:00
Jenis makanan
sate daging sapi yang dibubuhi kelapa dan beberapa aneka makanan lainnya

Bebek Goreng Tugu Pahlawan
Jenis Tempat : Warung / Kaki Lima
Kursi Luar Ruangan : 20

Lokasi
Alamat : Jl Tembaan 17, Surabaya
Petunjuk Arah : Di seberang pintu masuk Tugu Pahlawan
Wilayah : Surabaya Pusat

Jam Operasional
Setiap Hari : 18:00 - 22:00
Jenis makanan
bebek goreng

Gado-Gado Kupang Jaya (Kalam Kudus)
Jenis Tempat : Warung / Kaki Lima
Kursi Dalam Ruangan : 30

Lokasi
Alamat : Jl. Raya Kupang Jaya 136D, Surabaya
Petunjuk Arah : Sebelah sekolah Kalam Kudus
Wilayah : Surabaya Barat
Jam operasional
setiap hari

history of east java

History
It is generally believed that the earliest inhabitants of the Indonesian archipelago originated in India or Burma. In 1890, fossils of Java man (homo erectus), some 500,000 years old, were found in east Java. Later migrants ('Malays') came from southern China and Indochina, and they began populating the archipelago around 3000 BC. Powerful groups such as the Buddhist Srivijaya Empire and the Hindu Mataram kingdom appeared in Java and Sumatra towards the end of the 7th century. The last important kingdom to remain Hindu was the Majapahit, which was founded in the 13th century. Powerful kingdoms rose in East Java after the decline of Central Java's power in the tenth century. Between 1055 and 1222, Kediri kingdom prospered and expanded. During the reign of King Erlangga both East Java and Bali enjoyed a lucrative trade with the surrounding islands and their arts flourished. About 1300 a.d, Majapahit dynasty began an empire that was to dominate the entire archipelago, the Malay Peninsula and part of the Philippines. Majapahit also established profitable trade relations with China and other countries of the South East Asian region. The subsequent spread of Islam into the archipelago in the 14th century forced the Majapahits to retreat to Bali in the 15th century.
By this time, a strong Muslim empire had developed with its centre at Melaka (Malacca) on the Malay Peninsula. Its influence was short lived and it fell to the Portuguese in 1511. The Dutch displaced the Portuguese and began making inroads into Indonesia. The Dutch East India Company based in Batavia (Jakarta) dominated the spice trade and took control of Java by the mid 18th century, when its power was already in decline. The Dutch took control in the early 19th century and by the early 20th century; the entire archipelago - including Aceh and Bali - was under their control. Magnificent mountain scenery include the crater and sea of sand at Mount Bromo, the "sulfur mountain" Welirang and rugged Dien Plateau. Little of the Majapahit Empire's former glory still stands in East Java today with the exception of temple ruins and some archaeological discoveries. East Java's claim to fame in modern history is its vanguard role in the struggle for independence against colonial forces in 1945.

sources : http://www.indonesia-tourism.com/east-java/history.html

KEDIRI KINGDOM

The king of Kediri Kingdom in East Java, Kertajaya thought himself as a deity, and he was opposed by the Brahmana (priests) caste. When he threated the Brahmanas, they ran to Tumapel and asked the ruler, Ken Arok, for his protection. Ken Arok thought that Kediri army would attack his territory, and ordered his troops to fortify. Kediri army came to Tumapel as Arok was expecting. The Battle of Ganter, in 1222, was the end of Kediri Kingdom, then Ken Arok formed his own empire, Singosari.Ken Arok proclaimed himself as the son of Shiva.Historians has been argued on Ken Arok's new dynasty because his origin wasn't clear . Who is he? Why he could forma kingdom? Does he have a dark past? After Kertajaya lost, the Kediri Kingdom was ruled by Tunggul Ametung.He had a very beautiful wife, Ken Dedes. A statue in Leiden Museum, Netherlands, shows Ken Dedes as Prajnaparamitha, Goddess of Wise. One day Ken Arok accidentaly saw Ken Dedes, then a wind hiked her gown. Suddenly Ken Arok got a vision, that he had to have Ken Dedes as his wife, at any risk.Ken Arok decided to kill Tunggul Ametung.He ordered a "keris" (a sacred short sword) to a priest, Mpu Gandring. It took a long time to make a "keris" because only englighted priest could make it, and they had to do some rituals for that. Ken Arok was impatient to wait the keris to be done. His lust to Ken Dedes is getting bigger and bigger. He came up to Mpu Gandring to ask if the keris was completed. When Mpu Gandrig said no, Ken Arok kill him with that incompleted keris.Before he died, Mpu Gandring cursed the keris. Later, Ken Arok lent the keris to Kebo Ijo, a petty criminal Kebo Ijo was so proud. that he showed the keris to everyone. At night, Ken Arok stole the keris again, and he succesfully kill Tunggul Ametung. Kebo Ijo was framed as the killer, but before he could talk, Ken Arok killed him with the keris.In the 5th year of his reign, a man called Anusapati wanted the throne of Singosari from Ken Arok. Ken Arok had abandoned Mpu Gandring's keris but Anusapati killed him with that. Ken Arok had a concubine named Ken Umang, and their son, Tohjaya decided the revenge.At the 21th year of Anusapati's rule, Tohjaya invited Anusapati for gambling, and when Anusapati was having fun, Tohjaya killed Anusapati, again with Mpu Gandring's keris.After Anusapati's death, his son Ranggawuni wanted the throne.Tohjaya sent Lembu Ampal to attack Ranggawuni and his companion, Mahesa Cempaka.Lembu Ampal realized that Ranggawuni was the right person to be the king, and they fought against Tohjaya. Tohjaya was killed with Mpu Gandring's keris.Ranggawuni and Mahesa Cempaka realized that Mpu Gandring's keris would only make chaos and death, so they threw the keris to the Java Sea. Legend said that the keris turned to be a dragon.

History of east java

It is generally believed that the earliest inhabitants of the Indonesian archipelago originated in India or Burma. In 1890, fossils of Java man (homo erectus), some 500,000 years old, were found in east Java. Later migrants ('Malays') came from southern China and Indochina, and they began populating the archipelago around 3000 BC. Powerful groups such as the Buddhist Srivijaya Empire and the Hindu Mataram kingdom appeared in Java and Sumatra towards the end of the 7th century. The last important kingdom to remain Hindu was the Majapahit, which was founded in the 13th century. Powerful kingdoms rose in East Java after the decline of Central Java's power in the tenth century. Between 1055 and 1222, Kediri kingdom prospered and expanded. During the reign of King Erlangga both East Java and Bali enjoyed a lucrative trade with the surrounding islands and their arts flourished. About 1300 a.d, Majapahit dynasty began an empire that was to dominate the entire archipelago, the Malay Peninsula and part of the Philippines. Majapahit also established profitable trade relations with China and other countries of the South East Asian region. The subsequent spread of Islam into the archipelago in the 14th century forced the Majapahits to retreat to Bali in the 15th century.
By this time, a strong Muslim empire had developed with its centre at Melaka (Malacca) on the Malay Peninsula. Its influence was short lived and it fell to the Portuguese in 1511. The Dutch displaced the Portuguese and began making inroads into Indonesia. The Dutch East India Company based in Batavia (Jakarta) dominated the spice trade and took control of Java by the mid 18th century, when its power was already in decline. The Dutch took control in the early 19th century and by the early 20th century; the entire archipelago - including Aceh and Bali - was under their control. Magnificent mountain scenery include the crater and sea of sand at Mount Bromo, the "sulfur mountain" Welirang and rugged Dien Plateau. Little of the Majapahit Empire's former glory still stands in East Java today with the exception of temple ruins and some archaeological discoveries. East Java's claim to fame in modern history is its vanguard role in the struggle for independence against colonial forces in 1945.

SUPPLY/LOGISTICS IN HUMANITARIAN RELIEF OPERATIONS

Supply/Logistics in Humanitarian Relief Operations
From by Andrew Koech - Unicef

by Andrew Koech
Humanitarian Relief as a world function has always been taken on very short term basis by those tasked to address disasters. Many crises in the world
today have been with us for ages. Sudan, the Middle East and Colombia are
some cases that have been with us for years yet despite of the ongoing and
evolving disaster scenarios, Supply and Logistics, which forms an integral
part of any humanitarian relief scenario, is always the last to be
addressed. More often than not, it becomes a kind of 'cut and paste'
operation that evolves as the crisis evolves. This should never be the case,
each and every crises calling for intervention should be looked at as a
potential that will take a while longer than expeted. In short, plan to
stay, while expecting to exit any moment. This calls for proper services
being put in place as well as the people to offer these services.
Some poorly designed Supply/Logistics systems have led to poor delivery of
services or arrival of services when the need has long been resolved and in
some unfortunate cases deaths have been the toll. If only enough planning is
put in place with a realistic case 'if-then-else' approach factored into the
planning, it might be less problematic during implementation. Of course it
may never be possible to anticipate how a crises will evolve, but it surely
helps to have a plan. For Supply/Logistics, it is not a question of taking
it as it comes. You must plan.

Bureaucracy by both service providers coupled with lethargic service
recipients is always a factor that must be addressed well prior to any
intervention being attempted. If this is neglected serious loses should be
anticipated when the supply line is bogged down. Abilities of the affected
people to meet certain aspects of the relief work must also be ascertained
prior to moving in with a huge operation e.g. can the community be able to
provide skilled labor? Is it a good idea to ask for cost sharing from the
recipients? What method to use to pay for services in the areas of
intevention, food for work or cash? What capacity building can be done to
improve on service delivery? For Supply and Logistics, you may wish to train
local staff in rudimetary supply and logistics for them to be effective and
feel that they too are players in the process.


Page Two
Accountability is another major concern, especially where donor funding is
involved. In the haste to meet the need in the field, accountability is
often a casualty and is only thought of as a last item when donors call for
activity reports in relation to their donations. By this time nothing can be
accounted for, because in the absence of set reporting lines in the
beginning, it becomes very hard at the end to collect data. A good Supply
and Logistics Officer will have to put in place a strict documentation
process that can withstand an audit examination. Proper procurement
procedures, adequate transportation options, Inventory Control Systems in
collections points such as stores/warehoues/cold chains etc and a field
feedback reporting strategy. Signed Waybills returned to sender is always a
good acknowkledgement of delivery of Supplies. Authenticated trip reports is
another good method of keeping tabs on services provided by outside agents.
These documents should be pegged to payment for such services. Without them
no pay.
Finance is perhaps the greatest problem facing Humanitarian Relief Work. For
effective operations to be carried out, the following three areas must be in
place; Skilled Supply/Logistics Personnel, Adequate Resources and Delivery
Infrastructure. Without these being provided, there are bound to be major
problems all round resulting in stress, frustration and no services being
rendered in the intevention areas. This in turn will take on a political
nature and become a point of contention between the Humanitarian service
providers and the recipient authorities resulting in the delay of programme
implementaion.


Page Three
Failure by many donors to factor in a cost component for Supply/Logistics
during appraisal of appeals also causes problems when supplies and services
are procured with no budget to cater for delivery. I have seen quite a
number of shelf-lifed supplies expire in stock while alternate
transportation funding is being sourced.
But perhaps the most damning Supply/Logistics failure is brought about by
programme officers who either because of a poor grasp of the needs in the
field, source for and fail to follow through with clear instructions on what
needs to be done with either the supplies or services. Over-supply and
under-supply is a problem in Humanitarian Relief Work today as seen from
audit reports churned out annually. It helps when Programme staff realise
that Logistics is a programme driven function as far as Humanitarian Work is
concerned. Failure in programmes to order movement of supplies and services
will cause the Supply and Logistics chain to stagnate. High turnover of
Programme staff owing to short term contracts awarded is also a problem area
that renders projects redundant and uncompleted.

Staffing the Supply/Logistics chain with highly skilled personnel must be a
number one concern for Human Resource Officers of any Relief Operation. Many
Humanitarian Relief Operations have ended up employing staff on a
'Who-Knows-Who' basis and in the process cultivated a culture of 'nepotism'.
This is also true in other departments of Humanitarian Work. It is a shame
when a Supply/Logistics job is manned by someone who is either over or
under-qualified. Some factors come into play that are beyond the control of
Humanitarian Relief Senior Managers. Some donors may attach conditions for
their staff to be seconded to the operations even though they may not be
best suited for the job. Others, as mentioned earlier, are clear cases of
nepotism or even racism. It is very crucial to let a professional do it -
always.

In conclusion: The impact of any Humanitarian Relief Operation is dependant
on harmonious coordination between all players. The Humanitarian Relief
Operator, The Benefiary and Civil/military Authorities in the areas of
intevention. But importantly, within the Humanitation Relief organization
itself, there must exist a coordinated effort to do things together. I have
seen one department move to plan its annual operations in exclusion of the
other stake holders and then later turn arround with accusations when things
fail to run smoothly. For example, a department will chart out a program of
action without input from say Supply and Logistics, only later to realize
that the multi-million dollar operation will require a lot more money to
deliver. The seemingly unimportant things at Headquarters are critical in
the field. I remember once reducing a bicycle that weighed 20 kgs from a
plane payload in order to put in a couple of extra vaccine carriers. Later
on when I visited the field I realised the folly of my action. One of the
vaccinators had to walk over bad terrain for miles around lugging on his
head several vaccine carriers. Something which could have been easily
accomplished had the bicyle been there. Once a programme Officer berated me
to send 70 Kgs of hardware material to a certain destination in total
disregard of my advise on cost. When the bill came it amounted 4000 US
dollars! Way beyond the value of the project. Remember, always consider
input from your field staff when planning or before making certain
decisions. It may save you a great deal of trouble and embarassment.

ABOUT BALIKPAPAN

we will share to you about balikpapan province, which could be access from east java because main gate for export and import from/to balikpapan are from surabaya - east java.

1. Back Ground

1.1 Balikpapan, East Kalimantan Province

Balikpapan, the second largest city in East Kalimantan province having its capital city at Samarinda, is home to the majority of Foreign and Government own companies in the sector of Oil and Gas as well as Mining industries. Due to importance and strategic location, companies like PERTAMINA, TOTAL, SHELL, CHEVRON, THIESS, Kaltim Prima Coal, Halliburton, Schlumberger, had opened their representative office in Balikpapan. Balikpapan offers attractive opportunities for further business expansion in the logistic industry like project cargo (OOG), air freight (chartered), custom house brokerage and trucking services. Currently various local and global player in the logistic industry have existed in Balikpapan offering their service to the mining and oil/gas segments, but as Energy sector becoming very important, the Logistic activities have the tendency to grow even bigger in the upcoming years.

1.2 People
Ideally, Balikpapan branch should be manned by 1 Sales representative with at least 5 years minimum experiences in the logistic of Oil and Gas, Mining industry and have local contacts / networking to penetrate the market.

1. Business Overview

1.1 Balikpapan

East Kalimantan province where Balikpapan city is located is the biggest province in Indonesia, with area size of 245,237.80 Km² or one and half times bigger then combined Java and Madura island, accounting for 11 % of the total area of Indonesia. East Kalimantan province has a very rich natural resources like mining (gold, coal and oil/gas), as well as forestry natural resources.

Geographically, Balikpapan city is located between 1,0 to 1,5 South Latitude and 116.5 to 117.5 East Longitude, with area size of 50,330.57 Ha or 503.3 kilometer square with below boundaries:
· North with Kutai district.
· South with Makassar traits.
· East with Makassar traits.
· West with Pasir district
Although the capital city of East Kalimantan is Samarinda, but still majority of Mining and Oil/Gas have their representative offices in Balikpapan and very few in Samarinda.
Balikpapan City is further split into 5 smaller areas being the East, the South, the Central, the North and the West of Balikpapan.
As for the population, Balikpapan is very heterogenic consisting of various ethnics from Sulawesi, Java, Sumatra and Kalimantan. As per 2006 the total population of Balikpapan is 508,120 people, an increase of 1.52% from 2005 population of 500,406 people. South Balikpapan area is by far the biggest population compare to the other 4 areas, contributing 34% of total Balikpapan population.

1.2 Industry

The industry in East Kalimantan province within the last 5 years had grown very well with an average of 9.23% per year while the investment for small enterprise starting from 1998 to 2002 had grown to 49,9%, with medium enterprise to 2 % per year and large scale investment to 5.88% per year. The industrial estate had also grown very significant from 140 in 1998 to 482 in 2002. Refinery industry has played a very important role to the contribution of growth in East Kalimantan province reaching 45.5% of the East Kalimantan provincial revenue, where Oil and Gas contributes 38% and the non-Oil and gas contributed 7.5%.

For the Oil and gas industry in East Kalimantan, some of them are:

1) Oil Refinery
PERTAMINA Unit 5 refinery in Balikpapan is one of the 7 refinery owned by Government. It occupies the land size of 2,5 kilomtere square which produce 260,000 of oil (or 26% of national production)

2) LNG refinery
LNG is being produced by PT Badak NGL & Co. located in Bontang City. Which build and operated since 1977, transported using train with capacity of 1,6 million ton/year.

3) Methanol
Bunyu refinery, also owned by PERTAMINA, produced methanol through Joint Operation with MEDCON, with production reaches 1,000 ton per day.

For the Non Oil and gas industry in East Kalimantan, are:

1) Fertilizer
PT Pupuk Kalimantan Timur (East Kalimanta Fertilizzer Industry) established in 1977 is located in Bontang. Until 2000, it has operated 3 Ammonia factories with total capacity of 1,5 million ton per year and 4 factories of “urea” fertilizer with capacity of 2,5 million ton per year, with the aim of producing total 3 million ton of “urea” per year.

2) Coal
The biggest mining coal company is Kaltim Prima Coal, a public owned and subsidiary of Bumi Resources (a Bakrie and Brothers group of companies). It is located in Sangatta, some 310 km north of Balikpapan. KPC has a number of operating pits in the Sangatta mining area mined directly by KPC and by contractors. The Coal are shipped at the Tanjung Bara Coal Terminal (TBCT. The TBCT stockyard has a total live capacity of 800,000 ton which is expandable to 1,200,000 ton
3) Pulp and Paper
PT Kiani Paper, is the only pulp and paper industry in East Kalimantan that shows good growth. It produces 525,000 tons of pulp and employs 1,800 workers. The product is 96% exported abroad and PT Kiani is investing USD 177 million for expansion of its factory.

4) Wood working Industry
With the increase global and domestic demand of wood product like Plywood, Veneer, Sawn Timber, Block Board, Particle Board, Chip Wood and Moulding, many medium to large enterprise in the wood working industries have reaped the benefits and expand their business accordingly.

5) Small industry / handicraft
For small industry in East Kalimantan, they normally focus on handicraft like Sarong, wooden statute, etc.


2. Transport & Port Capability

2.1 Infrastructure

The provincial road infrastructure in East Kalimantan reaches a total of 8,189 Km, while the ratio of road length to area size reaches 52,5 Km per 1000 Km². In short these main roads are divided in 3 main routes, mainly:

1) Southern route, connecting: South Kalimantan - Batu Aji/Kerang Dayu - Tanah Grogot - Kuaro - Penajam - Balikpapan - Samarinda - Bontang - Sangatta - Muara Wahau - Tanjung Redep - Tg Selor2) Central Route, connecting: Samarinda - Tenggarong - Kota Bangun - Melak - Barong Tongkok – Central Kalimantan.3) Northen Route, connecting: Samarinda - Sangatta - Muara Wahau - Berau – Bulungan. This route is now expande to cover for Malinau and Nunukan disctrict.At the moment the Governor of East Kalimantan is proposing to build a toll road connecting the three main city that is Balikpapan, Samarinda and Bontang.

Sea Port
The Semayang Port, located in the southern side of Balikpapan is operated under PELINDO IV, an Indonesian state owned company which handles East Indonesia region. Currently PELINDO is developing an industrial estate called Karangau inside the Port as means to integrate the industrial and Port activity giving easy and fast access to Port. There are 6 ducks now inside the Port, belongs to PT Inne Dong Hwa for plywood, PERTAMINA for Oil, PETROSEA for Oil, PT Bakal Makmur Sejahtera for Coal and PT Dermaga Prakasa Pratama for Coal

Current shipping lines active in Semayang Port – Balikpapan are :
1. Hapag Lloyd – Branch Office
2. Line Fast – Branch Office (Break Bulk)
3. Djakarta Lloyd – Branch Office (domestic)
4. Temas Line – Branch Office (domestic)
5. Aquaria Shipping (Tug Boat and Supply vessel) – Branch office
6. Samudera Indonesia Lines – Branch Office (domestic)
7. Salam Pacific Indonesia Lines (SPIL) – Branch office
8. Marindo Pacific Lines – Branch office specialize in bulk cargo, coal, stones, sands
9. Andhika Lines – Branch office
10. Karana Lines – Samarinda Office
11. Meratus Lines – Samarinda Office

Airport:

Balikpapan has an International Airport called Sepinggan International Airport, which is located 15 km from the city. This airport can be landed by Boeing 737 and 747, and has international direct routes mostly to Singapore and domestic routes going to Jakarta and Surabaya and various cities in East Indonesia area like Ujung Pandang and Denpasar. Foreign airline like Silk and domestic airline like Garuda, Lion Air, Merpati, Mandala, and others are having regular schedule to/from Balikpapan. Chartered freighter also landed in Sepinggan International airport, bringing machineries or spare parts for Oil/Gas and Mining industry.
Trucking:

Trucking service is provided by local private companies to support inland haulage from Port to various destinations in East Kalimantan. Some have project capabilities handling temporary import and OOG cargo while others have Dump Trucks for coal and mining products. Some trucking company for Export and Import activity are PT Mandala Transindo, CV Annisa Trasnport, PT Bangun Citra Mahakam, UD Manuntung Raya, etc.

Chartered Airline:

For special case like urgent cargo – spareparts or machineries - needed by Mining and Oil/gas companies, there are need to use freighter (chartered) airline for this purpose. Few forwarding also becoming specialize agent for this type of shipments, like PT Intipratama, who is often chartered Antonov-12 and Antonov-32 from Singapore just for this type of shipments.

NAHDLATUL ULAMA - the background

Nahdlatul Ulama (NU) is the largest Muslim organization in Indonesia. It was established on January 31, 1926, (Rajab 16, 1344 of Islamic Calendar) in Surabaya. This Organization was legalized on February 6, 1930 as registered in Besluit Rechtsperson No. IX year 1930, then renewed by the Decree of Minister for Justice of Republic of Indonesia No. C2-7028. HT.01.05.TH.89. in 1989.The born of NU were derived mainly from a long struggle of a number of ulemas who run pesantren* The ulemas organized a concerted effort and endeavored to conserve and preserve Islamic religious culture in addition to maintain and promote the spirit of nationalism in response to the excessive pressure of the prevailing colonial power.Initially, it was in 1916 when KH. Abdul Wahab Hasbullah and KH. Mas Mansyur (then became Muhammadiyah figure) established Nahdlatul Wathon (the Awakening of Homeland) in Surabaya. Two years later, with KH. Dahlan Ahyad, they established what called as Tashwirul Afkar in the same city. Both institutions constituted educational vehicle in the field of religion, organization, and national struggle. In the same year, KH. Wahab again took an initiative to establish Nahdlatut Tujjar (the Awakening of Merchants), an economic institution aimed at improving the prosperity of Muslim population through developing business of common people. This institution was then chaired by KH. Muhammad Hasyim Asy'ari.As time passing by, the need of establishing a new organization had been increasingly urgent when the Fourth AI-Islam Congress at Yogyakarta in 1925 revealed that the new ruler of Hijaz land, King Ibnu Sa'ud, intended to organize Muktamar 'Alam Islami (Islamic World Conference) in July 1926. Congress disagreement to ask Ibnu Sa'ud for freedom and tolerance of traditional religious practices appreciation in his land had disappointed KH. Abdul Wahab Hasbullah and his fellows. So they endeavored to look for alternative solution. As a result, Komite Hijaz (Hijaz Committee) was formed to prepare separate delegates who would be charged to meet King Ibnu Sa'ud and propose their aspiration. Then, on January 26, 1926, the Committee's meeting gave birth to a new organization called as Nahdlatul Ulama (the Awakening of Ulemas) with KH. Muhammad Hasyim Asy'ari as Rais Akbar (the great leader).