Technical Papers - Port Focus
As a result of increasing pressure to improve supply chain predictability, uncertain containership berthing times in ports is one of the main challenges the industry is facing today. Innovative ways of providing visibility and transparency to port operations, along with the various initiatives from port authorities and other governmental entities, are accelerating the process towards new ways of doing things in the berth management field. So let’s start with who’s who in the berth management game. Although there are different models, we will focus on those ports with one or more container terminals, where the terminal is the entity dealing with the different ocean carriers to assign priorities and allocate the berth position on a day-to-day basis. This happens regardless of whether the port authority eventually controls the standard berthing windows or approves individual berth positions, which is more of a formality than an operational acting role. This scenario is also applicable to the port authority that owns and controls the terminal, but where the internal roles are somehow separate.
The Port of Seville is the only inland seaport in Spain. It is a core port within the Trans-European Transport Networks (TEN-T), being part of the Mediterranean Corridor. It is located on the 80 kilometre Guadalquivir EuroWay waterway that runs from Seville to the coast and forms part of the TEN-T. But the Port of Seville is also an important logistics hub that serves a population of over one million people, maintaining a dominant position in certain logistic corridors, especially in the Madrid-Seville-Canary Islands corridor. Being an inland port facilitates cargo access to the city of Seville and the surrounding area, but it also introduces some major problems related to the navigability in the estuary, as the shallow depth of the waterway limits the size of vessls calling at the port.
International observers of Pakistan often perceive the country in terms of its challenges; and, indeed, there are many. South Asia's second-largest economy is ranked 144th in the World Bank’s Doing Business index and faces a host of pressing issues, from flare-ups of insecurity, to power supply disruptions, to a shortage of financing options in underdeveloped regions.
Shipping lines’ recent strategy shifts have strained market conditions, highlighted by the ultimate collapse of Hanjin Shipping in February 2017. Hanjin Shipping accounted for approximately 10% of all container handling at Busan ports, so its demise pushed Busan Port Authority (BPA) into the red, with total container handling plunging 0.1% in 2016 from 2015.
Recent Chinese policy evolution and directions on port governance have managerial implications for Chinese ports, local port groups and port bureaus. Three main principles underpin these policies: an increased focus on port integration and cooperation, a strong orientation towards hinterland development, and the opening-up of the Chinese port sector to both accepting investment from and investing in foreign entities.
The Port of Shanghai is located in one of China's most economically developed cities, situated at the middle of the 18,000 kilometre-long Chinese coastline, where the Yangtze River flows into the sea. As the direct hinterland of the Port of Shanghai, the Yangtze Economic Zone contributes more than 40% of the GDP of China, as well as 25% of the nation’s total import and export cargos.
In recent years there has been moderate annual growth in global container handling volumes – reaching around 700 million TEU in 2017. Meanwhile, the capacity of the world container vessel fleet has increased considerably to over 20 million TEU. Because of this, shipping lines are increasingly operating in global alliances, giving them scope to optimize their services and increase their buying power.