An individual port is one of many links in a transport chain with its own complex operational system. If this system does not function efficiently or lacks sufficient capacity, the total transport chain will be affected. A control instrument has to be established from which the port management can easily recognise where capacity problems are likely to arise in future.
It should also be a tool for the evaluation of daily operations with a view to achieving an optimal allocation of resources and higher efficiency rates. Nowadays, such a control instrument or management information system is an absolute necessity for port management's.
One part of this information system should provide accurate performance statistics which would help management translate forecast demand into ship calls and therefore berth requirements.
In every operating port there are always possibilities of improvement of various performances especially those relating to cargo handling productivities. This clearly indicates that planning based on existing levels of achievement would result in costly redundancies.
There are cases where massive new extensions have been executed while existing facilities operate at low levels of productivity. It can be argued that a port should not be contemplating adding or introducing new facilities until it has made full use of all possibilities for maximising the throughput with existing resources.
An investigation of port optimisation should always be conducted before planning new facilities. It was shocking to see a newspaper clipping in which a Pakistani port manager stated that we were operating at 50% capacity after having lost few berths, then logic denies building new capacities.
Port performance indicators are necessary tools for port management for the continuous evaluation of future capacity requirements which must be developed to monitor operational efficiency of varying combinations of port activities. The performance indicators can be classified into two main groups: the physical performance indicators and the financial indicators. Physical performance indicators include berth occupancy, which covers the period of time during which a vessel actually occupies a berth.
This indicator is very important as it influences the decision for investments in new berths. Planning on the basis of standard berth occupancy cannot be termed a very good means of accurate planning. The berth occupancy rate includes many factors which are beyond control and concern the cargo operation itself. Another factor is berth throughput, which relates to the actual tonnage loaded/discharged for each berth, expressed per current meter of quan and time.
For container terminals, the berth throughput is measured in TEU per current meter and time. Ship's turnaround time is regarded as an important performance indicator by the shipping lines to calculate the port's efficiency. The ship's turnaround time is directly related to berth occupancy and berth throughput.
The productivity of a ship refers to the volume of tons/units loaded/discharged per hour/shift/day. In the container traffic guaranteed minimum operating performance standards are used nowadays. These are normally related to the services provided to the vessels of a particular ship operator or consortia and are generally laid down as minimum container handling rates per ship working day or minimum container handling rates per hour.
On the other hand, cargo handling productivity is referred to as an indicator for all commodities separately for each operational unit. This productivity is defined as tonnage handled per man/hour or per gang/hour. This indicator makes it also possible to calculate the handling costs per commodity or commodities group and this will enable the port management to activate a flexible price policy.
Financial indicators play a vital role in port management. These are based on a cost accounting system which gives each month's information about the costs per ton/unit of commodity/commodities group discharged/loaded and will enable the management to allocate the resources in an optimal manner. Another key indicator is "contribution" which is defined as revenue less itemised costs. This is the amount of revenue which serves to cover overheads.
For an effective cost/revenue control it is necessary to calculate and compare the contribution figures per ton/unit for each commodity group regularly. Regular monitoring of performance indicators provides efficiency levels attained and therefore it is essential that ports should collect the range of statistics necessary for the effective monitoring and management of operations and for planning purposes.
Performance can be monitored in terms of output quality of service utilisation and productivity (cost per tonne). One important source of information for monitoring performance is the record of cargo handled which should provide a useful means of examining ship time in port and the progress of cargo handling. The time on berth will comprise operational time and non-operational time.
The idle time may be due to poor management of resources which could be for waiting for tugs, pilots, labour, equipment, repairs, information, documents and transport for onward movement of cargo. Practical use of performance indicators for operations and capacity planning is the performance review which can only be executed when an appropriate management information system is available.
Due to the complexity of the port and the variety of services which often require fast management decisions, it is necessary to provide the management with reports and analyses about the operational performance on a regular basis.
Ports are largely considered to be service providers and they are not expected to make huge profits. However, they must not incur operational loss due to poor management. Performance indicator is now the key tool of management of a port. All successful ports have cost accountants who monitor the cost per ton.
The success story of Hong Kong, Singapore, Dubai and Rotterdam is attributed to excellent port management and making use of all tools available to monitor performance.
Port Qasim has emerged as industrial port with maximised public and private sector participation. The port has handled 27 mill tons, an excellent record indicating optimum performance with zero waiting time. The other port can take the example of Port Qasim as a model, as the operation department is using port performance indicators.
No comments:
Post a Comment