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Port Operations & Port Productivity
Gina AcostaDP World Antwerp
Puerto RicoMay 8th, 2009
Container Terminals
PORT / TERMINAL EVOLUTION - ANTWERP
PORT / TERMINAL EVOLUTION
Le Havre
Antwerp
Rotterdam
HINTERLAND
•Price
•Congestion
•Pollution
Satellite / Inland Terminals
ROLE OF PORTS IN LOGISTIC CHAINS
Terminal as a nodal point in the Logistic Chain
Active role of terminals in the Logistic Chain
Vertical IntegrationTerminalization of Supply Chains
PortInland terminal
Satellite terminal
DC
DC
DC Port
Information flow
High Low
Degree of SynchronisationSource: Rodriguez and Notterboom (2007)
TERMINAL SYSTEM
RAIL
Stacking Area
CFSFacility
MaintenanceWorkshop
MT Container Stacks
Truck Gate
MT Container Stacks
Container Repair
AdministrationBuilding
Vessel /Barge
TERMINAL SYSTEM
ADischarging Operation
BQuay Transfer
Operation
CStorage
Operation
DDelivery
Operation
Productivity is measured in Containers/MovesCapacity is measured in TEU
GATEYARDQUAY
Horizontal Transfer
Productivity Capacity Productivity
Transfer to Gate
TERMINAL- INTERDEPENDENT SYSTEM
250 boxes/hour
325 boxes/hour
250 boxes/hour
400 boxes/hour
300 boxes/hour
CustomerDemand
350 boxes
QuayCapacity
YardCapacity
GateCapacity
LabourCapacity
EquipmentCapacity
ServiceProvided
System Constraints
MARITIME CUSTOMERS
QUAY
INLAND CUSTOMERS
GATE
HINTERLAND
Just in time delivery / Low inventory levelsValue Added ServicesDevelop full logistic corridors
YARD
MARKET FORCES
Intra and inter-port competitionHigher productivity & reliability-Shipping Lines
Contractual Non Contractual
CH
EP
NL D
I
FPLB
TR
DK
CZ
FACTORS AFFECTING PRODUCTIVITY
Capacity of the subsystems within the terminal
Equipment
Processes
Flow of information / Data integrity
Labour / Unions
Quay and Crane Productivity
Quay ProductivityContainers handled over the quay / length of quay (period)
Ship ProductivityGross Moves per Hour (GMPH): Containers moved to/from a ship/
Hours between first and last lift (period)Net Moves per Hour (NMPH): Containers moved to/from a ship /
Hours between first and last lift minus idle time (period)
Crane ProductivityGross Crane Rate: Containers moved over the quay per crane/
Hours between first and last lift (period)Net Crane Rate: Containers moved over the quay per crane/
Hours between first and last lift minus idle time (period)
Yard Capacity / Productivity
Dwell time
Twenty FootGround Slots
(TGS)
Peaking FactorSurge Factor
Maximum StackingHeight Optimum Stacking
Height
Storage CapacityTEU
Number of inland transport units loaded (truck / rail / barge)
Yard Capacity
Gate Performance
Main KPIs:
Gross Truck Turnaround Time
Net Truck Turnaround Time
PRODUCTIVITY GAINS
EQUIPMENT UPGRADES / CAPACITY INCREASE (High level of investment)
QUAYFaster and more efficient cranesTwin Lift / Quad Lift / Tandem Lift
YARDAutomatic Stacking Cranes (ASC)
GATEOCR
MORE EFFICIENT USE OF EXISTING INFRASTRUCTURE OR EQUIPMENT (Processes – Lower level of investment)
QUAYDual Cycling
QUAY / YARDStraddle Carrier Pooling
GATE: Vehicle Booking System (VBS)
BETTER EXCHANGE OF INFORMATION BETWEEN THE DIFFERENT STAKEHOLDERS
TECHNOLOGY UPGRADES
Crane Lifting (TEU Ratio)
(a) Twin Lift (b) Quad Lift
(c) Tandem Lift
TECHNOLOGY UPGRADES
(a) Automatic Stacking Cranes (ASC) (b) OCR
DUAL CYCLING
Import storage
Export storage
Import storage
Export storage
Single Cycle Dual Cycle
Reduce unproductive/empty crane movesReduce empty trips of horizontal transfer equipmentOptimization of equipment
STRADDLE CARRIER/ ITV POOLING
Increase Productivity of loading and dischargeOptimize equipment utilization (Minimize equipment idle time)Reduce equipment requirements
VEHICLE BOOKING SYSTEM (VBS)
0
40
80
120
160
200
0:00
1:00
2:00
3:00
4:00
5:00
6:00
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
19:00
20:00
21:00
22:00
23:00
Hourly slot
N°. o
f tru
cks
Pre S-VBS Post S-VBS
Smooth the peaks and troughs in truck arrivals (Service improvement)Manage differences of information or documentation problems in advanceReduce truck operating costs, congestion and pollution
RELEVANCE OF PRODUCTIVITY GAINS
SHIPPING LINESVessel turn around time (High operational savings)Schedule integrity
TERMINALEquipment OptimizationHigher number of boxes moved (Increased earnings)Operational savings (e.g. Labour)
INLAND CUSTOMERSBetter organisation of supply chainsLower levels of inventoryLower transportation costs
COMMUNITYTerminal efficiency relevant for a country’s competitiveness and economic developmentLower congestion and pollution on the roads
CONCLUSIONS
Capacity constraints, increase throughput and clients demands at the water and land sides are moving port operations inland (extended gateways)
Terminals serve two different sets of clients. High productivitymust be kept at the waterside to be competitive but it is in thehinterland where strategies and solutions for capacity, productivity and services are focused.
Productivity gains can be achieved through different mechanisms. However, start by analyzing your processes, information flow and your clients requirements before additionalinvestments are executed.
Q &A____________________________________________
Thank you very much for your attention