kpis casablanca 2011 - rafael sapiña
TRANSCRIPT
Key Performance Indicators:Key Performance Indicators:The Container Terminal Quality Indicators
System (CTQI, GL®)
Rafael Sapiña García, Director of Liner Shipping and Port Operators
Valenciaport Foundation 1
9th. Intermodal AFRICA. TRANSPORT EVENTSWednesday 21st – Thursday 22nd September 2011
Casablanca, Morocco
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“Scenario”: From a viewpoint of Advanced LandlordPort Authority (Governance).
Objectives of the presentation:
1.1. MeasuringMeasuring, , CompetitionCompetition and and BenchmarkBenchmark..
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2.2. CT’sCT’s KPI’sKPI’s: : MeasuringMeasuring InternalInternal thingsthings, , butbut alsoalso interactinginteracting withwith thethe
EnvironmentEnvironment: : LocallyLocally ((AuthoritiesAuthorities, , CustomersCustomers) and ) and GloballyGlobally ((CustomersCustomers, ,
SUPPLY CHAINSUPPLY CHAIN, , AuthoritiesAuthorities). ). TheThe needneed of of ExternalExternal KPI’sKPI’s..
3.3. CTQI CTQI InitiativeInitiative: : MayMay bebe notnot thethe bestbest. So . So eithereither somebodysomebody makesmakes a new a new
oneone, , oror wewe improveimprove thethe actual actual oneone..
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ÍNDEX OF CONTENTS
1.1. INTRODUCTION (INTRODUCTION (MeasuringMeasuring, , CompetitionCompetition, Benchmarking), Benchmarking)
2.2. PERFORMANCE INDICATORSPERFORMANCE INDICATORS
3.3. EFICIENCY AND EFECTIVENESSEFICIENCY AND EFECTIVENESS
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3.3. EFICIENCY AND EFECTIVENESSEFICIENCY AND EFECTIVENESS
4.4. INDICATORS AND MANAGEMENT TOOLSINDICATORS AND MANAGEMENT TOOLS
5.5. CTQICTQI
6.6. CTQI IMPROVEMENTCTQI IMPROVEMENT
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1. 1. INTRODUCTIONINTRODUCTION
“If you cannot measure it, you
cannot control it. If you cannot
control it, you cannot manage it.
If you cannot manage it, you
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cannot improve it.”
Harrington, 1991
Industrially a business can live or die
depending upon how well it benchmarks.
(David Hutchins Intnl Quality College)
The term “ ” is relatively new
but the concept is as old as
itself
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1. 1. INTRODUCTIONINTRODUCTION
“If you don’t know where you
are going you may never get
there.”Yogi Berra
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Or, If you don’t have good
sustainability metrics, you won’t
know where you are!
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
PERFORMANCE INDICATOR:
Quantifier, understood as a procedure that enables quantifying any conceptual dimension resulting into a number.
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It is usually employed to benchmark performance between different time periods or between different geographic areas.
And, what about Qualifier (onethat satisfies requirements ormeets a specified standard
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
PERFORMANCE INDICATORS IN PCTs (The usual,
operational):
MEASURE CONCEPT
• Internal (Superstructure and Organization of the Terminal)
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MEASURE CONCEPT
Of Traffic (Production)
Volumes handled per time unit, no resources
used specified
Of ProductivityVolumes handled per Resource unit and per
time unit
Of UtilizationRatios (in %) in between the use of a resource
and its maximum possible per time unit
Of ServiceIndicates the Quality of service to the
customers and transporters operators
• External and Hinterland Connectivities .............Source: Gustaaf De Monie, Arturo Monfort
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
OTHER INDICATORS:
• Financial
• Energy Efficiency
• Environmental
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• Environmental
• Security
• Safety
• SUPPLY CHAIN and LOGISTIC CHAIN
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATOR:
KPIs are commonly used by an organization to evaluate its success or the
success of a particular activity in which it is engaged.
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Sometimes success is defined in
terms of making progress toward
strategic goals, but often,
success is simply the repeated
achievement of some level of
operational goal (zero defects,
10/10 customer satisfaction
etc.).
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS IN PCT’s:
KEY PERFORMANCE INDICATORS (Some Samples)
Crane Productivity: Containers moved on and off vessels per
year / Hours of crane use per year.
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year / Hours of crane use per year.
Gate Productivity: Number of inbound and outbound trucks
per day / Number of terminal gates
Berth Utilization: Number of hours vessels are at berth per
year / Number of hours per year
Truck Turnaround Time: Time in minutes for all inbound and
outbound dray trucks per day / Total number of inbound and
outbound dray trucks per day
Yard Throughput: Inbound and outbound containers moved
per year / Gross terminal acreage
Quality PI’s like Punctuality
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
PROACTIVITY vs REACTIVITY
UndesirableDesirable
situation
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situation
The need of a complete indicator system !
PCT is not an isolated system
Governance
Benchmarking(Best Practices)
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
Governance
Benchmarking
Minimum standard indicators system
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HOTELSStar system
CARSFuel consumption;
emissions
OTHER CASES:
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
INDICATORS IN PCTs:
Regarding their use:
• Corporative indicators: defined by the company
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• Corporative indicators: defined by the company
(internal use)
• Standard indicators: • Global or market indicators
A company can define as many indicators as it wants/needs for management
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
STANDARD INDICATORS IN CPTs:
Characteristics
• Their definition must be clear and wide spread
• They must be easily calculated
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• They must be easily calculated
Benefits
• They are of use for public tendering processes in order to establish contractual clauses
• They enable global benchmarking as well as group benchmarking
A shared indicators system is needed
PROPOSAL
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
If you look at LinkedIn forums
on CT’s KPI’s, the most
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on CT’s KPI’s, the most
common argument is that
every CT is different (true),
and that KPI’s for every CT
have to be different as well.
Always internal approach.
This reminds me of the
expression
Turkeys voting forChristmas
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
GIVE NO IMPORTANCE TO KPI’s:
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
GIVE NO IMPORTANCE TO KPI’s:GIVE NO IMPORTANCE TO KPI’s:
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AVERAGE OPERATION TIME/VESSL, CT OPERATOR AVERAGE OPERATION TIME/VESSL, ADMINISTRATION
AVERAGE PRODUCTIVITY (UNITS/HOUR), CT OPERATOR AVERAGE PRODUCTIVITY (UNITS/HOUR), ADMINISTRATION
November 10 December January 11 May 2011AprilMarchFebruary
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2. PERFORMANCE INDICATORS2. PERFORMANCE INDICATORS
• Average crane hours per working hour
• Ships time at berth
• Containers lifted per crane hour
• Number of labours employed per ship per shift
University of Plymouth Questionnaire, 18 responses
from 50 demands (EU biggest CT’s)• Service time• Total man- hour cost per crane • Total crane cost per ship- hour• Turn- round time•Cargo handling revenue per TEU
2006
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• Number of labours employed per ship per shift
• Berth occupancy rate %
• Average container mix (number of 20ft vs. 40ft)
• Arrival rate
• Berth throughput (TEU)
• Total crane cost per crane/ hour
• Total contribution
• Waiting time
• Dwell time
• Ships waiting time for a berth
•Cargo handling revenue per TEU• Fraction of time labours are idle• Labour expenditure per TEU• Total man-hour cost per ship-hour
Mr. Erik Lund OWI�O, Dr. Teng-Fei WA�G, Dr. Irma PASUKEVICIUTE
(From more appearance to less, left to right, top to bottom)
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3. EFICIENCY AND EFECTIVENESS3. EFICIENCY AND EFECTIVENESS
EFFECTIVENESS:means the capability of producing an effect, it is the degree to which
something is capable of producing a specific, desired effect. Doing the right things.
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EFFICIENCY:describes the extent to which time or effort is well used for the intended
task or purpose. Doing things right.
It is often used with the specific purpose of relaying the capability of a
specific application of effort to produce a specific outcome effectively with a
minimum amount or quantity of waste, expense, or unnecessary effort.
EFFECTIVE vs EFFICIENT
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3. EFICIENCY AND EFECTIVENESS3. EFICIENCY AND EFECTIVENESS
WHAT THE KPI’s HAVE TO MEASURE
RESOURCESUSED
ACHIEVED RESULTS
GLOBAL IMPACT ACHIEVED
EFF
EFFICIENCY
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AVAILABLE RESOURCES
EXPECTED RESULTS
GLOBAL IMPACT EXPECTED
EFFICACY
FECTIVENESS
ECONOMY
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3. EFICIENCY AND EFECTIVENESS3. EFICIENCY AND EFECTIVENESS
WHAT THE KPI’s HAVE TO MEASURE
From input and output measures to
quality and outcome measures, or,from the user in the life of the libraryto the library in the life of the user
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to the library in the life of the user
RESOURCESUSED
ACHIEVED RESULTS
GLOBAL IMPACT ACHIEVED
AVAILABLE RESOURCES
EXPECTED RESULTS
GLOBAL IMPACT EXPECTED
EFFICACY
EFFECTIVENESS
ECONOMY
EFFICIENCY
Focusing on your outcomes and being
able to measure them is not a
substitute for knowing and being able
to measure your outputs, but it allows
you to measure what your activities
are actually achieving.
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4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS
PCTs MANAGEMENT TOOLS:
• Simulation
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• Balanced Scorecard
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4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS
SIMULATION:
Data Indicators
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4th abstraction level
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4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS
BALANCED SCORECARD:
Four perspectives: finance, customers, processes and learning and development
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processes and learning and development
Corporative statements
Strategy
Strategic objectives
IndicatorsTargets
Strategic initiatives
By means of performance indicators, the degree of achievement of strategic
objectives previously turned into targets is assessed. It enables to focus
resources and effort in unachieved objectives by designing strategic
initiatives.
Financial, Customers, Processes and L& D indicators
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4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS
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4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS
Crear valor para la naviera
ESTRATEGIA DE PRODUCTIVIDAD
Integración con
el entornoExcelencia operativa Desarrollo y Modernización
P. F
ina
nci
era
F2
Optimizar el coste del mantenimiento por contenedor
F5Asegurar la viabilidad económica de la terminal
F1
Rentabilizar los activos
F3
Seguimiento y conexión de los CMIs con la herramienta de simulación
Próximas etapas: Software de CMI
Crear valor para los accionistas
ESTRATEGIA DE PRODUCTIVIDAD ESTRATEGIA DE CRECIMIENTO
Integración con
el entorno
Next Steps: BSC Software
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Adecuar infraestructura
al nivel de
tráfico
Adecuar los
equipos al nivel
de tráfico
Adecuar el tamaño de
mano a la
operativa
Adecuar el mantenimiento a
las necesidades de
la operativa
Minimizar el coste del paso del
contenedor a través de la terminal
P. R
ecu
rso
sP.
Pro
ces
os
P. C
lie
nte
P. F
ina
nci
era
R1R2 R3
R4
F2
Minimizar el coste de la energía por contenedor
F6Optimizar el coste de la mano de obra del paso del contenedor a
través de la terminal
F4
Garantizar una productividad
de buque mínima
Reducir el tiempo de estancia
del camión en la terminal
Reducir la huella de
CO2e de la terminal
Garantizar una capacidad
mínima de la terminal
C1
C4 C6
C3
Reducir el número de
incidentes/accidentes de la terminal
C5
Reducir el tiempo de estancia
del buque en la terminal
C2
MSC Naviera
Minimizar la
repercusión de
las operaciones
de housekeeping
Mejorar la productividad
de los equipos
Mejorar la
productividad
de hombre
dedicado a
Operativa
Marítima
Reducir el
tiempo de
inactividad
de la grúa
Reducir el
consumo
energético
Maximizar la
eficiencia de las
infraestructuras
P1
P2P3
P4 P6P5
Formación de
empleados
R5
¿software?
Fuente: Fundación Valenciaport
27
Captar y fidelizar
clientes
Reducir el consumo
energético
el entornoExcelencia operativa Desarrollo y Modernización Crecimiento
Adecuar
infraestructura al
nivel de tráfico
Adecuar los equipos
al nivel de tráfico
Adecuar el mantenimiento a
las necesidades de la
operativa
Mejorar la
productividad
de las grúas
de muelle
Mejorar la
productividad
de hombre
dedicado a
Operativa
Marítima
Reducir el
tiempo de
inactividad
de la grúa
Minimizar el coste del paso del contenedor a través de la terminal
P. R
ecu
rso
sP.
Pro
ceso
sP.
Cli
en
teP.
Fin
an
cie
ra
Optimizar la
capacidad
de la
terminal
R1 R2 R3
P1P2
P3 P4
F3
Formación de empleados
Optimizar el coste del mantenimiento por contenedor
F6
Maximizar la rentabilidad de la terminal
F1
Minimizar el coste de la energía por contenedor
F7
Rentabilizar los activos
Optimizar el coste de la mano de obra del paso del contenedor a
través de la terminal
F4
F5
Aumentar el tráfico de la terminal
F2
Reducir el tiempo de estancia del
camión en la
terminal
Reducir la huella de
CO2e de la terminal
Ofrecer precios
competitivos
C2
C3
C5
P6
Reducir el número
de incidentes/
accidentes de la
terminal
R4
P5
C4
Garantizar una
productividad de
buque mínima
C1
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5. CTQI5. CTQI
1. CTQI necessity
2. CTQI goal
3. CTQI developing process
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3. CTQI developing process
4. CTQI structure
5. CTQI elements: performance evaluation, management system, internal factors, external factors
6. CTQI work
7. CTQI certification process
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5. CTQI5. CTQI
The Container Terminal Quality Indicator (CTQI) for measuring the efficiency of container terminals
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5. CTQI5. CTQI
WHY WAS CTQI NEEDED?
1. Port/Terminals do not have a global standard to measure their performance.
2. Port / Terminals have been said to be the weakest and least transparent link in the supply chain.
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link in the supply chain.
3. Port / Terminal users require a more reliable marine transport system to increase supply chain efficiency.
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5. CTQI5. CTQI
CTQI GOAL IS TO…
1. Measure and improve Container Terminal Efficiency by:
� Creating an uniform and globally accepted terminal operation terminology and statistical method to measure performance
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2. Facilitate Supply Chain Integration
terminology and statistical method to measure performance
� Identifying and rewarding best practices
� Annually auditing of container terminal performance and their interfaces to the overall supply chain process
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5. CTQI5. CTQI
The CTQI is not to PROVE
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but to IMPROVE
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5. CTQI5. CTQI
� Beginning of 2006, the Global Institute of Logistics recognized the need for the development of a reliable benchmark to measure Container Terminal Efficiency and Port Performance.
�
HOW CTQI WAS DEVELOPED
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� Mid 2006, GIL proposed to Germanischer Lloyd Certification (GLC) to take on the challenge of developing the standard.
� Jan / 2007, Germanischer Lloyd Certification and GIL decided to establish the CTQI Hamburg Committee.
� Feb / 2008, GIL and GL launched CTQI Standard at Hamburg
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5. CTQI5. CTQI
1st Hamburg Committee Meeting (Apr 5th)Terminal Operators Agreement on Meeting Dynamic & Schedule
2nd Hamburg Committee Meeting (Jun 29th)Proposed KPI’s for debate among Terminal OperatorsStake Holders Deep Dive
CTQI Hamburg Committee Discussions
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Stake Holders Deep Dive
3rd Hamburg Committee Meeting (Sep 6-7th)Agreement on terminal performance KPI’s and definitionsSet agenda for the 4th Meeting
4th Hamburg Committee Meeting (Oct 18-19th)Analyze and incorporate Shippers’ InputManagement SystemDefine Internal and External Factors
5th Hamburg Committee Meeting (Nov 29-30th)Fine tuning of Internal and External factorsPresenting result to Carriers
6th and final Hamburg Committee Meeting (Feb 28-29th)
1st Meeting on April 5th
(GLC and Terminal Operators)
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5. CTQI5. CTQI
2007 Hamburg Committee Meetings
Final Meeting on June 28th Feb 08
(Terminal Operators and other Industry
Stake Holders)
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5. CTQI5. CTQI
CTQI Hamburg Committee Participants
Administers Industry Stakeholders Terminal Operators
Hamburg Committee
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5. CTQI5. CTQI
Structure and elements of CTQI
Internal Factors
Management System
Master Tables
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External Factors
System
Performance Evaluation
Audit
KPIs + Mater Tables
Master Tables
+ Container Terminal Performance Measures (CTPMs)
+ C
on
tainer Term
inal P
erform
ance
Measu
res (CT
PM
s)
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5. CTQI5. CTQI
Elements of the CTQI Standard
• Management System - mandatory• Organisational culture, training, human resources• CTQI implemention, roles and responsibilities, record
keeping, continuous improvement
+ C
on
tainer Term
inal P
erform
ance
Measu
res (CT
PM
s)
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keeping, continuous improvement
• Internal Factors – max 100 Points• Hardware and Organisation Evaluation• Setup of the terminal
• External Factors – max 100 Points• Hinterland Connectivity
• Performance evaluation (KPIs) – max 100 Points• Real Performance of the Terminal• Keeping the promise
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5. CTQI5. CTQI
The Container Terminal Performance Measures (CTPMs)
• The CTQI Standard defines clearly 80 CTPMs• from “Average Peak Berth Occupancy in the week”
• to “Terminal Area Productivity”
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•
• all are calculated for the reference period of 365 days
• some of them are evaluated through Master Tables
• all are stated in the Annex to the Certificate
• the Annex to the Certificate is not published
• Globally defined figures for the first time
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5. CTQI5. CTQI
The Container Terminal Performance Measures (CTPMs)
Examples:
• Number of Vessel calls
Ship-to-shore
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• Number of Vessel calls
• Number of Barge calls
• Hinterland modal split
• Traffic import
• Traffic export
• Dwell time
TrucksBargesRailhead
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5. CTQI5. CTQI
The Container Terminal Performance Measures (CTPMs)
Examples:
• Terminal Area Productivity
Ship-to-shore
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• Terminal Area Productivity
• Handling Equipment Age
• Berth Working Index
• Ship Productivity
• Road Service
• Quality Index
TrucksBargesRailhead
Terminal Area
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5. CTQI5. CTQI
Performance evaluation: The 7 elements - KPIs
Performance Evaluation (PE) weightingShip Productivity > 750 moves 16
Gross Crane Productivity 14
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41minimum required 50 %
Gross Crane Productivity 14
Berth Working Index > 750 moves 14
Ship Service Quality Index 20
Road Service Quality Index
Rail Service Quality Index
Barge Service Quality Index
maximum 100
weighted acc
hinterland modal
split
36 Internal Factors
External Factors
Management System
Performance Evaluation
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5. CTQI5. CTQI
Management System (M/S) – The 13 proofs of CTQI
compliance1 CTQI Policy / Mission statement ����
2 Appointment of CTQI Manager ����
3 CTQI manual developed and implemented ����
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3 CTQI manual developed and implemented ����
4 Development and maintenance of a TOS ����
5 Document Control / Records kept ����
6 Determine responsibilities / authorities of relevant personnel ����
7 Performance of relevant Training ����
8 Implementation of Mandatory CTQI Practices ����
9 Subcontractors and Suppliers conformity ����
10 Claims / Nonconformities / Failures / Customer Complaints policy ����
11 Annual Internal Audits performed ����
12 Annual Management Review performed ����
13 Annual External Audits ����
Internal Factors
External Factors
Management System
Performance Evaluation
Terminal Superstructure (TS) Weighting
Ship-to-shore Equipment 16%
Handling Equipment 12%
Truck handling
Rail Handling
Barge Handling
Barge service availablility 2%
Inspection area 2%
50%
18%
Internal Factors: The 13 elements
- 6 Superstructure
- 7 Organisation
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5. CTQI5. CTQI
50%
Organization (Org)Work Organization 10%
Training 4%
Failure Response 6%
Handling of Reefer Containers 2%
Handling of IMDG Cargo 2%
Planning 11%
Communication 15%
50%
MaximumMinimum requirement: 70 %
100%
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Internal Factors
External Factors
Management System
Performance Evaluation
External Factors: The 9 elements
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5. CTQI5. CTQI
External Factors (EF)Proposed weighting
Rail Connectivity
Barge Connectivity 60%
notnot partpart ofof
benchmarkingbenchmarking
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Barge Connectivity
Road Connectivity
Power Supply 5%
Data Communication Lines 5%
Terminal Operations Restrictions 25%
Maritime Restrictions 5%
Maximum 100%
60%
Internal Factors
External Factors
Management System
Performance Evaluation
How will CTQI work ?
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5. CTQI5. CTQI
Container Terminal Quality
Indicator(benchmarking)
Container Terminal Quality
Conformance (check)
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CTQI-benchmark
CTQICertificate
KPIs
CTQI points
other Indicators
The CTQI Certification Process
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5. CTQI5. CTQI
Terminals contacts Germanischer Lloyd Certification (GLC) for CTQI
certification
GLC issues an offer and terminal signs application
Terminals documents and implements the requirements of CTQI
within a management system
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GLC nominates a Lead Auditor, who:-reviews submitted documentation
-reviews submitted completed Master Tables- decides on waivers
Terminals conducts Internal Audit(s) and Management Review
GLC issues an offer and terminal signs application
Terminal implements CTQI management system, including data collection, calculation of the CTPMs, completion of the
CTQI Master Tables and implementation of all requirements
Terminal may apply for adjustment of some Master Tables (WAIVER)
Successful external CTQI Audit by GLC Auditor(s)
What is the benefit of CTQI for all stakeholders
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Terminal operators• can distinguish themselves as best-in-class
• can benchmark themselves with the best-in-class to generate a roadmap for
continual improvement
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Port authorities (Governance)• can demonstrate that their terminal operators are providing a quality service and
operate at best efficiency
• can use CTQI indicators to determine standards in dealership procedures
Shippers, carriers and logistic companies• can evaluate the quality of the cargo-handling service
Consumers • can be reassured about the quality of local terminal operations through the
benchmarking data
More Transparency and Partnership of all Stakeholder
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MORE STANDARD INDICATORS
related to:
• Energy Efficiency
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• Environment
• Security
• Safety
• Human resources
• ISO 50.001: Energy Management
• PCTs should have an adapted set of standard indicators for Energy
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ENERGY EFFICIENCY
• PCTs should have an adapted set of standard indicators for Energy Efficiency
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ENVIRONMENTAL - GREEN
• ISO 14.000: Environmental management
It comprises standards to help organizations:
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• Minimize how their operations (processes etc.) negatively affect the
environment (i.e. cause adverse changes to air, water, or land);
• Comply with applicable laws, regulations, and other environmentally
oriented requirements, and
• Continually improve in the above.
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ENVIRONMENTAL
Proposal (I)
• Total cost of the Environmental Management System (EMS) (per movement)
• Environmental investment cost-effectiveness
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• Environmental investment cost-effectiveness
• Total cost of environmental accidents
• Weight of the cost of the EMS
• Number of accidents that alter the environment (per movement)
• Greenhouse effect gases emissions (per movement)
• Acoustics pollution
• Total weight of hazardous waste (per movement)
• Total weight of non-hazardous waste (per movement)
• Organic compounds consumption (per movement)
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ENVIRONMENTAL
Proposal (II)
• Quality of the Environmental Management infrastructure
• Equipment environmentally respectful
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• Equipment environmentally respectful
• Human resources environmental training
• Human resources environmental commitment
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6. CTQI IMPROVEMENT6. CTQI IMPROVEMENT
SECURITY• ISPS Code (International Ship and Port facility Security Code) +
• ISO 28000-2007 (Supply Chain Security)
It takes the approach that ensuring the security of ships and port facilities is
a risk management activity and that, to determine what security measures are
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a risk management activity and that, to determine what security measures are
appropriate, an assessment of the risks must be made in each particular
case.
The purpose of the Code is to provide a standardised, consistent framework
for evaluating risk, enabling Governments to offset changes in threat with
changes in vulnerability for ships and port facilities through determination of
appropriate security levels and corresponding security measures.
It is neither a certification nor a indicator system.
A set of standard indicators to control seccurity it is needed.
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SAFETY
• Regulated by national laws
• It is possible to draw standard
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• It is possible to draw standard indicators about:
• Accident frequency
• Training courses
• Signposting
• Anti-collision systems
• Etc.
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SAFETY
Proposal (I)
• Total cost of safety accidents (per movement)
• Total cost of safety accidents uncovered by the insurance
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• Cost of the insurance premium (per movement)
• Insurance tax
• Cost of the safety accidents prevented by means of specific initiatives
• Initiatives investment cost-effectiveness
• Number of facilities susceptible of being damaged
• Facilities out of service time due to safety accidents (per facility)
• Number of equipments susceptible of being damaged
• Equipment out of service time due to safety accidents (per equipment)
• Assets out of service time due to safety accidents (per movement)
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SAFETY
Proposal (II)
• Number of container damaged (per movement)
• Number of ships damaged (per movement)
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• Number of ships damaged (per movement)
• Number of trucks –external vehicles- damaged (per movement)
• Number of safety accidents affecting facilities, goods or transport vehicles (per
movement)
• Total cost of safety accidents
• Weight of the cost of safety accidents
• Number of accidents during quay operations (per movement)
• Number of accidents during yard operations (per movement)
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SAFETY
Proposal (III)
• Safety level of the facilities
• Safety level of the equipment
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• Safety level of the equipment
• TOS development level
• Human resources safety training
• Human resources safety commitment
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6. CTQI IMPROVEMENT6. CTQI IMPROVEMENT
HUMAN RESOURCES
The human factor is of vital importance in the current
organizations
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2 classes of human resources:
• Staff
• Stevedores • Permanent
• From the pool
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HUMAN RESOURCES
Proposal for stevedores
Proposal for the staff
• Training time per job and per year
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Proposal for stevedores
• Time affected by the lack of available
stevedores
• Absenteeism from work index
• % of the stevedores cost over total
terminal costs
• % of permanent stevedores over total
stevedores
• Shift productivity of quay operations
• Flexibility referred to versatility (training)
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A set of security standard indicators
A set of safety standard indicators
A set of human resources standard indicators
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Thanks for Your Attention!
Rafael Sapiña García
Director of Liner Shipping and Port Operators
Valenciaport Foundation
FUNDACIÓN VALENCIAPORT –Sede APV – Fase III, Avda. del Muelle del Turia, s/n., 46024 – Tel. 963939400 – www.fundacion.valenciaport.com