terminal managerment

TERMINAL MANAGEMENT

TERMINAL MANAGEMENT

• CONTAINER TERMINAL TYPICAL FIGURES.

• 4 (Super) Post Panamax Cranes • 8 RTG’s • 4 FLT’s (MTHandling/Storage) • 20 Tugmasters + 40 Chassis.(Multi

Trailer System - MTS.)? Quaylength: 800 - 1000 mtrs.

• Terminal Area: 45 ha. • Cap. 350.000 moves/yr • CFS + Equipment. (FLT’s).

TERMINAL MANAGEMENT

• Main Facilities: • Office building: Staff - Agents -

Customs - Cafetaria & Washing Facilities - Others.

• In/Out Gate, incl. Checkpoint. • Railway connections • Workshop incl. Equipment Parking

Area.• CFS

TERMINAL MANAGEMENT

• COMMERCIAL DEPT. • FINANCE & ADM. DEPT. • HUMAN RESOURCES

DEPARTMENT.• TECHNICAL DEPT. • SECURITY/SAFETY DEPT. • OPERATIONS DEPT. • COMMUNICATION • MANAGEMENT BY OBJECTIVES

COMMERCIAL DEPT.MARKETING/SALES


• What is a market ? • Why know the (your) market? • What is marketing ? • The marketing mix • The marketing manager • Type of markets • Marketing research • The marketing plan


MARKET RESEARCH

• TRANSPORT MARKET DEVELOPMENTS

• Volume growth • Unitization / containerization • Ship’s type/size • Modal split • Transport systems


MARKET RESEARCH

• ECONOMIC DEVELOPMENTS • Global trade • Global industrialization • Cargo flows • Finished products versus raw

materials Policies • Economy of scale


• MARKETING/SALES IN PORTS AND TERMINALS

• Product • Place / Position • Price • Promotion • Personal selling • STRATEGY • Customer orientated - (Who is your

customer) • Clear profile of company • Additional service rendering • Quality in service • Reliability


• ANALYSIS OF PORT’S / TERMINAL POSITION

• Market segmentation • Competition analysis

– Strength/weakness analysis

- Capacities - Equipment - Management - Finance - Techniques - Communication

– Port charges - Sailing times / Hinterland to/from port - Transhipment status - Working conditions - Customs procedures


• COMPETITION ANALYSIS • Identify all. • Good/bad competitors • Select optimal market share • Avoid creating desperate

competitors • COMPETITION ANALYSIS • Competitor satisfied? • Possible future moves and how

dangerous? • Competitor vulnerable? • How most damaging retaliation?


COMPETITIVE ADVANTAGE

• Technology leadership by itself rarely leads to success.


TARIFFS

• PRICING • Objectives / Determination • Break - even analysis • Strategy • STRUCTURE • Infrastructure - Port dues/ charges • Super structure - Cargo handling

charges • Shipping conditions (cif/fob)


TARIFFS

• PORT DUES/CHARGES • PILOTAGE -Draught - Sea/Harbour

- Distance • TUGBOATS - Ship’s l.o.a. -

Distance - per Tug. • PORT DUES - Category - Ship’s

GRT - cargo load/disch. (ton) - Frequency reductions.

• WHARFAGE - cargo load/disch via quay

• QUAYDUES - Ship’s l.o.a./day • (UN)MOORING - Ship’s l.o.a.


TARIFFS

• CARGO HANDLING CHARGES: • MULTI USER TERMINAL: See

example• DEDICATED TERMINAL: Total

amount/yr: Fixed costs (Per throughput category) Amount/ctr: Variable costs

• VIRTUAL TERMINAL

Contract identical to Dedicated Terminal but physically other arrangement.


CONTRACTS

• MULTI USER TERMINAL CONTRACT

• CONTENTS: • 1.00 Definitions • 2.00 Service • 3.00 Duration of contract • 4.00 General description of

services • 5.00 Operations


CONTRACTS

• 6.00 Liabilities • 7.00 Jurisdiction • 8.00 Assignments • 9.00 Payments• 10.00Translation • Appendix I Rates • Appendix II Adjustments• Appendix III Reporting and

Documentation


CONTRACTS

• RATES (As per clause 5.00: Operations - Description of services (detailed)

• LOAD/DISCHARGE LINE HAULIER: per move, incl free storage period - 24 hrs./day - Holiday/ Weekend surcharge.

• T/S: per move - separate Line Haulier - Feeder.

• RECEPTION/DELIVERY: Truck/Rail: per move - 16 hrs. day - Surcharge for other times.


CONTRACTS

• LOAD/DISCHARGE FEEDER (BARGE): Per move, 24 hrs/day Holiday/Weekend surcharge.

• STORAGE: Full: beyond free period: TEU/dayMT: Free allotment:TEU/day or TEU/day/month, thereafterTEU/day.

• SHIFTING: Same bay, per ctr.Via quay: per ctr. (= 2 moves)

• SURCHARGES: Per gang/shift


CONTRACTS

• IDLE TIME/WAITING SHIP’S ARRIVAL: Beyond 1-2 hrs. per gang/hour

• REFRIGERATION: Per ctr./24 hrs. • LOAD/DISCH. NON STAN-DARD

CTRS.: Per move or Surcharge (%) on basis rate.

• LOAD/DISCH. UNCONT. CARGO.: Per ton


CONTRACTS

• CFS • Stuffing, stripping, re-vanning: per

ton. • Reception/delivery: per ton.(To cargo

interests ?) • Direct ex/into truck, wagon, barge.• General, Palletized, Reefer, (IMO)

cargo. • Storage: Open/Shed: beyond free

period: ton/day.• GENERAL: • EXTRA SERVICE ON• REQUEST:

Per Foreman/Labourer/hour or shift.

TERMINAL CONTRACT

• Guaranteed Production Clause:

Example: 1500 moves/24hr or pro rata

• Non - Performance Clause:(Penalty Clause) If guaranteed production not achieved: Terminal to pay a penalty to the Line of $1000 per extra hour.


• PROMOTION • Advertising • Public relations • Exhibitions • Conferences etc. • Personal selling• PERSONAL SELLING • KNOW THE MARKET • KNOW DEVELOPMENTS

(ANTICIPATION)• KNOW YOUR CUSTOMER • KNOW YOUR COMPANY • KNOW YOUR TARIFFS

FINANCE & ADM. DEPARTMENT

• INVOICING • BOOK KEEPING • WAGE (SALARY)

ADMINISTRATION• COST CONTROL • PROJECTS • EDP


INVOICING

• Vessel’s outturn reports • Delivery/Reception reports • Stock reports • Working orders • Contracts • Rate agreements • Port Tariffs


BOOK KEEPING

• System • Invoicing • Wage administration • Cost Control • Monitoring (debtors)


WAGE (SALARY) ADMINISTRATION

• Salary info • Working hours • Overtime info • Increments/Extra’s etc. • (Collective) Labour agreement


COST CONTROL

• Budget • Monthly overview • Annual overview • Balance sheet • Core figures • Results (Profit - Loss account) • Specifications • Reporting


COST CONTROL

• OVERVIEW MONTHLY / ANNUAL • Budget items • Results (P+L account) • Comparison with budget • Core figures • Specifications • Verbal reporting: discrepancies,

actual/future developments

FINANCE & ADM.DEPARTMENT

REPORTING

• INFORMATION • OPERATIONAL • Production • Productivity • Occupancy rates • INFORMATION • MANAGEMENT • Not only financial • Short/Long term planning • Operations -> efficiency

• Analyse -> measures -> developments.


PROJECTS

• Investments • Extensions • (Lease) Contracts • Merger • Reorganisation


ELECTRONIC DATA PROCESSING

• Developments • Investment/Lease • Maintenance

HUMAN RESOURCESDEPARTMENT

• Personnel Organisation • Collective Labour Agreements • Administration (Wage/salary??) • Social legislation • Representation • Information - (confidential)


PERSONNEL ORGANISATION

• Availability (holidays/illness) • Permanent/pool/agency • Training • Coaching • Quality control • Organisation of teams • Foremen • Technical support • Communication


PERSONNEL ORGANISATION

• TRAINING • COACHING • QUALITY CONTROL • Internal / External • Jobdescriptions • Assessments (System) • Promotion policy/system • Sanctions/dismissal • Communication


• COLLECTIVE LABOUR AGREEMENTS

• REPRESENTATION • SOCIAL LEGISLATION • Unions • Employers Association • Works council • ADMINISTRATION • INFORMATION • Wage/salary administration (??) • Filing • Confidentiality

• Privacy legislation


• GENERAL • Less physical functions • Increasing need specialist /combi

functions • Automation: administration -

planning - operations. • Flexibility / employability • Social climate

TECHNICAL DEPARTMENT

• Equipment • Office / Site • Maintenance & Repair • Stockkeeping (Spareparts) • Planning/allocation • Equipment lease / hire • Husbandry (telephone / water) • Procurement/Claims • Research & Development


MAINTENANCE & REPAIR

• EQUIPMENT MAINTENANCE• Schedules factory / supplier • Coordination with Operations • Inspections • Safety certificates (Labour

Inspection) • WORKSHOP REQUIREMENTS

• Overhead crane

– Central systems: – Lub. Oil – Hydrolic oil – Water suppl – Grease



• Central air system 12 atm. - two compressors

• Hand tools (air + electric) • Lifting equipment for changing

wheels • Fixed and/or mobile working

platforms • Spare part store/ administration • Electric welding machines + burner



• Ventilated battery charge/store room + testing equipment

• Drilling and grinding machines • Car lift (6 -10 tons) • Hydraulic lifting tools for cranes, up

to 50 tons Steam cleaner • Electric terminals: 220 - 380 V

16 - 63A • Diesel fuel pump • El.power supply abt. 120 kwh.



• TYPICAL MAINTENANCE SCHEDULE DIESEL ENGINED EQUIPMENT DAILY

• Engine control: water, oil, V-belts • Electrical: generator, safety

functions, travel & working lights• General: tyres, ladders, safety

guard, mirrors, fuel



• WEEKLY/50 HOURS • Check: tyre pressure, oil levels,

generator, motors, battery• Lubricate:drive chains, wheel

suspensions, steering linkage, splains on drive shafts.

• 250 HOURS • Renew: engine oil, oil filters, air

filters • Check:cable reels and connections,

generator revs, voltage, brakes.



• 500 HOURS • Check: speed control of all engines

and systems • 1000 HOURS • Check engine-fuel injectors, adjust

valves, clean radiator • Internal check of all electric motors,

bearings, doors (water-proof) • Check bolt connections on main

frame, wheel suspensions, generator set and motors.

• Lubricate hoist- and antisway cables.


STOCKKEEPING

• Own stock of spareparts to be ascertained very carefully

• Supplies from dealer / importer (availability - notice - quantity)


EQUIPMENT LEASE / HIRE

• Flexibility • Type of equipment • Availability • Average requirement basis for own

investments • Extra’s hire per day / week / month


HUSBANDRY

• Telephone connections • Water supply • Power supply


PROCUREMENTCLAIMS

• Separation user/buyer sales/claims

• Minimum three competitive offers• Comparable • Quality / delivery time • Available spareparts • Quantity rebates


RESEARCH & DEVELOPMENT

• Technological developments • Depending on terminal’s market

position and size • R&D Philanthropist

SECURITY/SAFETYDEPARTMENT

• STAFF ONLY (??) (CONTRACTING OUT)

• Gate keeping • Surveillance • Supervision fire fighting/life saving

equipment • First aid - accidents • (Un)mooring vesssels

SECURITY/SAFETYDEPARTMENT

• SUPERVISION SAFETY / ENVIRONMENTAL RULES

• Waste disposal • Prevention oil pollution • Traffic/safety signs • Training First Aid certificates • Consultation/agreements Fire

Brigade/Ambulance • Accident register • Labour plan (Safety-Health-Well-

being-Environment) • Annual Report

OPERATIONS DEPARTMENT

• PLANNING • VESSEL OPERATION • LANDSIDE OPERATION • OTHER ACTIVITIES


• KEY WORDS • Flexibility • Adaptability • Anticipation • TARGETS • High productivity/service level • Optimal use of capacities • Operating at lowest possible costs


PLANNING

• COMMUNICATION • EXTERNAL INFO from Ship’s

Agent • Long Term Schedule • Coastwise Schedule • Delivery Information (IM - T/S) • Booking Information (EX) • Container Announcing List • Late Deliveries (EX)


PLANNING

• Customs • Port Authority • Trucking Companies • Railways • Feederlines (T/S) • (Inland Waterway Transport) • Husbanding Services (Repairs -

Laundry - Stores)


PLANNING

• LONG TERM SCHEDULE:

Ship & Voyage nr.(Loading) Ports and dates(Discharging) Ports and dates(Transhipment) Ports and dates.

• Guaranteed berth/gang/production required

• Fixed dates for export cargo. • Tight planning is required


PLANNING

• COASTWISE SCHEDULE: • 10 - 14 days before arrival • Ship & Voyage nr. • Ports • Hours in port (ETA - ETD) • Closing dates.

FCL: 12 hours before ETA LCL: 24 hours before ETA


PLANNING

• DELIVERY INFORMATION • Discharging/Yard planning - Import • Delivery Information Form • 20/40 ctr. Per Operator • Weight • Specials (OH - OW - IMO) • Reefers + Temperature • Mode of delivery • IMPORT - T/S + particulars


PLANNING

• BOOKING INFORMATION • Yard planning- Export • Start one week before arrival, daily

updated. • Quantity 20/40’ per Operator and

per destination • Weight Class • Specials (OH + OW + IMO) • Reefer + Temperature


PLANNING

• CONTAINER ANNOUNCING LIST • Final Booking List • Loading Instruction • Numerical Order • Per Line (Consortia - Alliances) • Further as per Booking Info.• LATE DELIVERIES. • To be agreed upon. • Limited quantity, not hampering the

operations, otherwise for account of shipping company.

• Exact time of arrival and particulars must be available.


PLANNING

• CUSTOMS • Customs clearance on board, but

before arrival manifests and export documents are delivered to customs office.

• Loading lists (Feeders, truck, railway) to be accompanied by relevant customs documents to prevent delays.


PLANNING

• PORT AUTHORITY. • Declaration of Dangerous Goods

(Import/Export) including stowage positions.

• Permits in case of repairs with open fire (burning - welding)

• Berth allocation • TRUCKING COMPANIES • Pick up at random, no notice, but

certain regulation is required in order to prevent congestion.

• Priority for perishable cargo.


PLANNING

• RAILWAYS • Info to Railway Company for

planning purposes; containers are allocated to specified wagons.

• Direct/Indirect loading?• FEEDERS

(INLAND WATERWAYS) • Stowage info/planning

• Berth/labour/equipment allocation.


PLANNING

• HUSBANDING SERVICES • Coordination with Terminal

Operator • Close contact in order not to

hamper the operation. • INTERNAL: • SHIPPLANNING - EXPORT • Outline Stowage from principal.

(Central Stowage Office - Central Coordinating Office )

• IMO/Specials appointed slots. • Operation Plan • Loading/discharging list -

sequential. • Shiftlist.


PLANNING

• SHIPPLANNING - EXPORT • Container Announcing List • 20/40/45/…48/49/52/53 ?? • Destination • Weightclass: MT-10-15-20->20t• Yardposition - loading sequence.• Max. Stackweight • Stability/Trim - parameters.• SHIPPLANNING EXPORT • Loading List • Sequential

• Completing Ship’s Stowage Plan


PLANNING

• YARDPLANNING - EXPORT • 20/40/45/ …48/49/52/53 ???? • Destination • Weightclass: MT-12-20->20t • Specials (OH - OW - OL - Flat-beds• Reefers • IMO ctrs - IMO segregation as per

vessel regulations (port area’s)


PLANNING

• SHIPPLANNING - IMPORT • Ship’s Stowage Plan • Discharging List • Sequential• YARDPLANNING - IMPORT • Outline Planning - T/S per destination

- Line etc. • Import - truck/rail/CFS - at random -

max. 2-high to prevent excessive shifting.

• RTG stacking: 2 - h: one slot open in top tier3 - h: two slots open in top tier


PLANNING

• DANGEROUS GOODS • IMO - Classification • Separate stacking/stowage • Water/liquid tight surface. • Special provisions for leaking cargo

- ability to collect min. contents of one tanktainer.

• Protective clothing: overalls, gloves, boots, masks.

• Availability of daily stock- reports incl. yardposition.


PLANNING

• TOTAL PLANNING • OPERATIONS PLAN: • Working times • Cranes/Gangs per shift • Crane division - separation • Longitudinal section • Discharge - Loading sequence:

Total VesselPer BayPer Cell

• Terminal Sailing Report (Reporting)• Electronic Data Interchange (EDI) • EDI: Structured data and standard

messages. • United Nations Joint EDIFACT

Board.


PLANNING

• EDIFACT - MESSAGES • STOWAGE INFORMATION

Bayplan-in BAPLIE Stowage instructions MOVINS Bayplan-out BAPLIE

• DISCHARGE DEEPSEACall info CALINF

Ctr. pre-arrival adv.COPRAR Ctr. arrival infoCOARRI


PLANNING

• LOADING DEEPSEA Call info CALINF

Ctr. pre-dep. Advice COPRDP Ctr. dep. Confirm CODEPA

• LANDSIDE OPERATION (Road/Rail/Barge)Ctr. release order COREORCtr. pick-up notice COPINOCtr. departure conf. CODECO

• LANDSIDE OPERATION (Road/Rail/Barge)Ctr. Accept. order COACORCtr. Arrival noticeCOARNO Ctr. Arrival confirm COARCO


PLANNING

• BERTH ALLOCATION • WINDOWS as per Long Term

Schedule agreement. • To be adjusted as required and

possible. • Flexibility!!

OPERATIONS DEPARTMENTVESSEL OPERATION

• 24 hrs/day - 7 days/week. • Max. 4 cranes - 4 RTG’s per

vessel. • Max. Productivity: 100 ctrs/hr. • Guaranteed productivity:

e.g. 1200 ctrs/24 hrs.


• LABOUR/EQUIPMENT • Gangsize conventional Full

Container Operation. • 2 Cranedriver/Radioman • 1 RTG driver • 4-5 Tugmasters (MTS - 2) • 2 Checkers • 3 Lashing men. • Productivity:

180 - 200 ctrs/shift.


• Gangsize (technically) dependent on phase of automation and vessel construction. (Near) future??:

• 2 Cranedriver/Radioman • - AGV • - ASC/OHBC • ? Checkers (container

identification?) ? • Lashing men. (Open Hatch +

Guides “on deck” vessels?)


LANDSIDE OPERATION

• LABOUR/EQUIPMENT • Receiving/delivery • 16 hrs/day - 5/6 days/week • Housekeeping • 2 RTG drivers • 2 Checkers • 2 ECH FLT’s (MT’s) • 4 Tugmasters


LANDSIDE OPERATION

• LABOUR/EQUIPMENT • CONTAINER FREIGHT STATION -

CFS • 8 hrs/day - 5days/week • Per stuffing/stripping gang:

Palletized: 1 FLT + 2 Lab.Conventional: 1 FLT + 4 Lab.

TERMINAL OPERATIONSGENERAL ASPECTS

• CONTAINER FREIGHT STATION - CFS.

• Stuffing/Stripping into/out of container.

• Re-Stuffing/Consolidation. • Receiving/delivery LCL cargo • Platform shed • FLT’s 2-3 tons cap.

OPERATIONS DEPARTMENTOTHER ACTIVITIES

• AGENCY SERVICES • MT CONTAINER DEPOT • TRUCKING • CONTAINER REPAIR • FREIGHT FORWARDING

TERMINAL MANAGEMENT

• MANAGEMENT BY OBJECTIVES (BUDGET) COMMUNICATION VIA OVERLAPPING CIRCLES

• WORKS COUNCIL • LABOUR MEETINGS • MORNING PRAYERS • OPERATIONS TEAM• (INFO TEAM) • MANAGEMENT TEAM

TERMINAL MANAGEMENT

• WORKS COUNCIL • Regulated by law • Right of advise • Right of approval • Right of appeal • Works council meeting - 6/yr • Consultative meeting - 6/yr

chairman in turn

TERMINAL MANAGEMENT

• LABOUR MEETING • Periodic (weekly) • Assistent Manager • Foremen • Labourers • Information about running projects• Evaluation, learning from mistakes• Information about new projects • Feed back from labour regarding:

SafetyProductionBetter use of equipment

• New ideas

TERMINAL MANAGEMENT

• MORNING PRAYERS • Daily • Operations Manager - Chairman

Comm. ManagerAssistent Manager TD Planning employee

• Proceedings/productions last 24 hrs. • Changes in planning • Aob.

TERMINAL MANAGEMENT

• OPERATIONS TEAM • Weekly • Operations Manager - Chairman • Assistent Managers • Info ex/to MT • Operational developments-

ProductionsYard Lay-outDrastic repairs equipm/siteSignificant oper. developm.

TERMINAL MANAGEMENT

• (INFO TEAM) • Monthly • Managing Director - Chairman • (Members MT) • Staffemployees:

ProcurementClaimsSecurity/Safety

• General Info

TERMINAL MANAGEMENT

• MANAGEMENT TEAM • Weekly • Managing Director - Chairman • Dep. Man. Dir. (Comm. Dept.) • Operations Manager • Technical Manager • Human Resources Manager • Controller • MANAGEMENT TEAM • Budget - put together/discuss • P+L account • Periodic overviews • Possisble measures • Any significant development

TERMINAL MANAGEMENT

• BOARD OF COMMISIONERS • Periodically/Events • SHAREHOLDER’S MEETING • Annual • Approval • Dividends

TERMINAL OPERATIONS & MANAGEMENT

• EXAMPLE: • INTERMODAL SHIPPING • Europe - Far East v.v. • 9 VESSELS - 4000 TEU • PORT: Imp - Exp - T/S • Window: Weekly -Wednesd.:

00.00 - 16.00 • Productivity Guarantee:

1200 moves/24hr


• Long Term Schedule: Wed. 00.00 - 16.00 hrs

• Oct. 1: Coastwise schedule: Wed. Oct 14: 01.00 - 16.00 Closing dates: FCL: Tue. Oct. 13 - 13.00 LCL: Mon.Oct. 12 - 17.00

• Booking Informations: From Oct. 1st. daily updated stating export containers per destination/size/weight/specials

• Yardplanning: Per destination/size/weightclass/etc taking above info into account.


• Oct. 9: Delivery Info. Form.Planning general outline Import and T/S containers.

• Total moves:Import 175Export 85T/S 400Total 650

• Info/communication Truck, Rail and Feeder Lines.


• Tue. Oct 13: Final ETA: Wed. Oct.14: 00.00 Pilot - 01.00 Alongside.

• Tue. 13 Oct. 1400: Agreed Labour/Equipment Planning: Wed. 00.00 - 08.00 2 Gangs

08.00 - 16.00 2 Gangs • Tue 13 Oct. 1500:

Container Announcing List.Loading: 100 ctrs.


• Tue 13 Oct. 1600:ETA Pilot 14/10 02.00Alongside 14/10 03.00

• Altered Planning: Wed. 14/10: 00.00 - 08.00 1 Gang 08.00 - 16.00 2 Gangs


• Actual: • Arrival alongside:

Wed. 13 Oct. 0500 hrs. Moves 775 (Extra MT’s)

• Operation:05.00 - 08.00 1 Gang08.00 - 16.00 4 Gangs

• Reporting to Coordinating Office via Terminal Sailing Report.


• REMARKS: • Guaranteed Productivity:

05.00 - 16.00 = 11 x 50 = 550• Actual Productivity: 775 • Idle Time - Waiting for Arrival:

01.00 - 05.00.To be invoiced: Beyond 2

hours after Final ETA = 2 hours at agreed rate per Gang as ordered (= 4 Ganghours.)

• IN SPITE OF ALL MODERN TECHNOLOGY AND DEVELOPMENTS:

• A SHIP IS NOT A BUS.

terminal managerment

Documents

objectives commercial

marketingsalescommercial

marketing plancommercial

terminal managementcommercial

examplededicated terminal

terminal area

equipment management

communication management