As volumes have found their way up again, and additional terminal capacity is not easily realized, terminals return to seeking improvements in their internal processes. Based on our experience, which covers over 50 terminals where we assisted in performance improvement programs, it is possible to make substantial performance gains for internal processes. This is also recognized by the terminals themselves. A recent survey by Navis indicates that 76% of the respondents put process improvement as a ‘number one priority’ for terminal operations. Process improvements may be seen through productivity increases, gains in service levels, for example the reliability of port stay, capacity enhancement due to using space more effectively, and cost reductions. Without a doubt, double digit improvements can be attained in the performance-cost index.
The Manila International Container Terminal (MICT), the flagship operation of global port operator International Container Terminal Services (ICTSI), continues to perform optimally through the first half of 2017 as the terminal gears up for the peak season in the latter part of the year.
Yilport’s journey started in 2004, when Chairman Robert Yuksel Yildirim envisioned bringing world-class terminal service to his hometown in Turkey. The success story began at Yilport Gebze, and expanded to deliver a high standard of terminal operation worldwide. Yilport Holding Inc. was established in August, 2011 as a subsidiary of the Yildirim Group, become the first private terminal operator in Turkey.
This is the age of mega ships. These massive ships are carrying more cargo than ever before, and play a vital role in maritime transportation, dictating the future of the shipping industry. Just two years ago, the largest ship had a capacity of 19,200 TEUs.
Two trends have defined container shipping in the past decade. To start with, bigger and bigger ships were built at an unprecedented pace. The result was systemic overcapacity, which triggered various consolidations among shipping companies. The second is that port authorities and terminal operators were faced with major challenges owing to this development.
The industry is currently facing a fundamental transformation which will profoundly change the existing business models – and that this transformation will happen irrespective of the practical details, such as demand growth and freight rate developments.
Whether it is a terminal truck driver, a hatch clerk, a vessel planner, or a shift manager; all contribute to a smooth and productive operation, and are continuously interacting with the various IT systems present in the terminal
The TMdrive®-10e2-DP is intended for use in crane modernisation projects where the existing DC motors will be retained. It has the advantage of common hardware for both the AC and DC motors and an easy upgrade from DC to AC at a future date if desired.
In the new era we see, vendors of solutions will date to venture out their niches and look for solutions that connect and interchange information in real time to provide actionable visibility and enable efficient decision making. These solutions will be possible because new standards for information exchange and a set of common semantics have evolved.
The perception of automation is that robots relieve human beings from repetitive tasks and that process automation brings stability and predictable performance to a container terminal, thereby increasing safety. What we often fail to mention is that even with the implementation of automation, accidents will still occur and technology can still fail.
Konecranes has been manufacturing container crane for more than four decades. In the beginning, noise wasn't a bit issue, because the ways it affected humans were less well known and residential areas were separate to ports. However, noise pollution has become a major challenge as urban areas continue to expand across the seafront, ports have become busier, and two areas have crept closer.
Today’s trainee is Rory, and it's his very first time operating a ship-to-shore crane. Yet, in gusting 40mph winds in a cab 53 metres from the Liverpool quayside, he's already moved five stacks of 40ft containers from a mega-ship sitting in the River Mersey to a waiting trailer below on the new £400m Liverpool2 container terminal.
Over the past 15 years, the ocean logistics industry experienced vast changes to business models, services and technology adoption. In 2016, the pace of technology innovation accelerated as participants sought business model optimisation.
The interdependence of all actors of the maritime logistics chain is clearly demonstrated and justifies a holistic and balanced approach, be it in regards to investment, competition, level playing field, digitalisation, trade facilitation, sustainability or innovation.