Observing the reality of the development of sharia banks in Indonesia today, the increasing competitiveness of Islamic banks is very urgent to be implemented. Secara objektif harus diakui bahwa bank syariah masih kalah bersaing dibandingkan dengan bank konvensional, sehingga diperlukan strategi bersaing yang tepat untuk meraih keunggulan kompetitif dalam industri perbankan nasional. In this case, the strength of competitiveness is crucial for the success or failure of a company in a particular industry. Rather than supporting the economic development of nations, if it continues to operate with low competitiveness of the existence of Islamic banks will be threatened by the map of banking competition is getting tighter. The development and current competitive conditions suggests the need for an accelerated program for Islamic banks are able to catch up on the conventional banks. There are three fundamental factors of the most influential in terms of infrastructure that must be addressed, namely:

First, limited office network that blocks access to Islamic banking clients. Service network owned Islamic banking system is still limited, the lack of coverage of these operations in turn will become a significant obstacle for the users of Islamic banking services and reduce the level of comfort and satisfaction of using Islamic banking services.

Office network expansion should be done in order to reach all layers of society, so the reason for the territory dhorurot no syariahnya banks can be minimized. Especially when the main focus is the distribution of Islamic banking capital to the SME sector that in fact require broad access to reach them. Islamic banking network expansion is not necessarily with offices opening a new branch, because it requires huge capital. Sharia banks have to be creative and innovative in making new breakthroughs in order to reach the wider community services to remote-corners. Options ways used by Islamic banks to extend their networks depends on the needs and abilities of the bank itself.

Several alternative strategies that could be considered Islamic banks such as: optimization of application services Office Channeling, with examples of a wide range of BNI, BRI Units or spread to rural areas; synergy among Islamic banks through savings and ATM products with special sharia banks; strategic alliances with other companies, such as mortgage insurance, as well as by BMI (Shar-e card) with PT. Pos Indonesia; symbiotic mutualism with other agencies, for example by hand or PTAIN Indonesia PTAIS a KTM in the making and opened outlets in college; considering a merger or acquisition policy between banks as one of efficiency and effectiveness of strategies to expand sharia banking network.

Second, Insani Resources. Recommendations based on data from DSN-MUI has found hundreds of financial institutions and businesses with thousands of Islamic sharia service office in Indonesia. Become common knowledge, however, that the rate of growth does not follow sharia business with the provision of adequate human resources. The situation is not balanced it would make sharia banks are having difficulty in doing professionalism in serving customers. Based on recent data, the characteristics of scholarly resources sharia banks dominated conventional science from ex-employees of conventional banks. This makes conventional strong tendency in the development of sharia banks.

To overcome this gap, it should be stressed to the Islamic banks to build a serious commitment to human resource issues. Recruitment or human resources management at the Syariah Business Unit is often hampered by the parent bank's policy, where implementation of the recruitment or human resource management is done by the parent bank centralization, especially many events at which banks make dual banking from conventional HR rotation to sharia. Rotation is carried out by the bank management is not accompanied by adequate debriefing, which led to the impression of sharia banks were no different from conventional banks. Islamic banking as a principal, has the responsibility of the bankers in developing Islamic banking system that really fit with the concept of sharia muamalah. Human Resources Development in the Islamic banking sector is very urgent because of the success of the development of sharia banks at the micro level is determined by the quality of management and the level of knowledge and skills of bank managers.

Bank Syariah must meet human resources that have extensive knowledge in the field of banking, understanding the implementation of sharia principles in banking practices, and has a strong commitment to implement it. Existing obstacles must be eliminated through the recruitment and selection of appropriate human resources competence requirements of sharia banks, by the way: Training and Human Resource Development needs to adjust to the ideal fulfillment of human resources for Islamic Banking; Evaluation and Job Design; Compensation, Senior Career, Succession Planning, etc. . Ideally, HR Profile Sharia Banking may be exemplified as follows: The formal education S1 or S2 of Islamic finance and economics university in the country or abroad; Mastering the soft and hard competency Islamic Banker; Paradigm Sharia. This qualification is very important because with a clear input of competence is professionalism Sharia bank office services will be improved and not with half-hearted and not just a 'cosmetic' alone.

To further facilitate efforts to improve human resource competency standards, Islamic banks can establish cooperation with the college education of Islamic Economics. This synergy and also to provide solutions that curriculum constraints and implementation challenges and match academic links to the Islamic banking industry. Furthermore, the BI and the DSN-MUI as the supreme authority can work together to establish human resource certification sharia banks. Standardization is very important to avoid differences in services, while increasing the asset so that it can compete with conventional banking resources. One also added Special Training for Accounts Officer (Finance) and Customer Service Officer to achieve service excellence.

Third, support of adequate information technology is absolutely required by Islamic banks to serve and provide convenience for customers. Without the help of IT (Information Technology) is a sophisticated, Islamic banks will be left behind the times and customers. Tendency bank customers today are choosing a bank that is already online and have extensive ATM network and the complete features. In this era of sophisticated telecommunications, IT controlled banks will win the competition in capturing customers. Therefore, the necessary IT systems are up to date in accordance with the will of the customer and the characteristics of Islamic banks.

The problem, however, banking technology is very complex, expensive and almost all affected parties outside the bank, including from overseas vendors. It was very burdensome Islamic banks which have relatively low IT spending. Ends with this condition, Islamic banking services will become expensive and the customers who will receive the effects. Therefore, BI is expected to endorse the proposal from the National Bank team (Perbanas) which has developed a scheme called Indonesian Banking Architecture Technology (ATPI). ATPI is considered to improve the bargaining position of the vendor because the bank allows banks to share technological resources. In ATPI, banks can collaborate using information technology resources to achieve compliance requirements (compliance). At the same time, they still compete through a variety of products and services.

One implication of this is the formation of ATPI cooperation model with the pattern of "shared-services" in which a few large banks can share technological resources it has to go serve the needs of other banks. Thus, a bank, including BPR can provide a service of technology based banking services to their customers by using resources from other banks or vendors of information technology solutions provider. Working together to share ATM networks such as ATM BCA, ATM or any ATM Prima Joint can be an example.

Islamic banks should also take advantage of the convenience provided by the ATPI is willing to share with conventional banks which are relatively more advanced technology or to unite all Islamic banks for later 'joint venture' to use IT services together. IT is used by Islamic banks themselves must meet the criteria of standardized, compatible and in accordance with bank products sharia (free of interest calculation) and in accordance with the regulations of Bank Indonesia and the MUI.

If the three fundamental factors that most influence on the development of sharia banking infrastructure has been fulfilled and done optimally, it is expected that Islamic banks can assist in the intermediation function.