This forum aims to achieve full integration, facilitating and pursuing excellence in each process, through the development of innovative solutions that contribute to the competitiveness of the port as the leader of the national and international industry. This entity gathers very diverse actors associated with the Administration and port operation, and care for the political, financial, economic and social aspects that are generated. The purpose of this community is to have representatives at the regional level to sustain conversations for action to solve problems. Not all the actors involved in the Logistics Forum exchanged information related to the efficiency and effectiveness of operations, which for the most part is implied.
Associative companies form a port community composed of actors of which only a few exchange non-elaborated information knowledge.
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These actors, who are not integrated into a business model that generates a collaborative system for sharing information produced at strategic and operational levels, also lead the logistic chains and the development of the information systems used by the other actors in the port system. The Port community, whose knowledge transfer is done through conversations, is composed of a port authority and other related actors as described below. It is the main company because it plays the role of port authority that leads the port community.
It generates and manages information concerning the efficiency and effectiveness of the logistics activities of the port community. The Port Company uses its own software of electronic forms to record data from the activities carried out on a daily basis. However, this software neither allows knowledge management nor allows collaborative work. It has management tools of knowledge that help control their activities but which cannot be accurately assessed or projected, turning this into a difficult task to figure out what improvements should take place.
It only provides the infrastructure of the port terminals. It is not under concession and is operated by the Port Company under a multi-operator scheme. It does not have heavy machinery and presents physical and structural limitations. It acts as a buffer for intermediate storage which allows the management of different types of cargo from export and import. Its activities are planned and directed by the Port Company and the cargo moving jobs are dealt by outsource private enterprises.
They have fixed and mobile equipment: different capacity cranes, tractor trucks, and others. This is a zone under concession where a private company, working as an outer port, carries out logistic activities to increase the productivity of the ports. They also use technologies for improving the operational efficiency of transporters and terminals.
It is necessary then, to make information available so that other people can acquire the knowledge of the business to start a collaborative work. With regard to the efficiency and effectiveness of logistics chains, the information is handled through the documentation required to export and import.
This is not elaborated information since the actors do not have management reports to measure the process. In this way there are delays that cannot be measured because of a lack of indicators and indices at strategic and operational levels. A middle size generic port is a port of medium size which is composed of public actors and private members of a port community. The main actor is the port playing the role of port authority, which is a public organization that leads the port community.
Port authority is linked to the development of infrastructure, administration and management of the generic port; it acts as regulator, establishes rules and regulations for the port community [ 4 ].
Business Plan For Chennai Port | Port of Chennai
Private actors build superstructures, facilities, providing port services linked to the industrial and logistics activity. Integration: environmental respectful Port — City relations; social responsibility for sustainable development. It must stand out, in the national and international port sector, for its infrastructure management, port facilitation, and sustainable development. Increase the profitability of businesses operating in the port and the port authority. Achieve customer loyalty by increasing logistics, industrial and business activity in the port.
Optimize the management of operation and costs of investments, both services supply companies and the port authority. The strategic goals of each stakeholder of the port community are described below:. Port Company: its purpose is to manage, exploit, develop and preserve the Port, as well as the goods that it owns, including all the related activities inherent to the port setting and indispensable for its fulfillment.
Internal Port Terminal: its purpose is to provide the infrastructure of the associated terminals.
Externalized Port Terminal: its purpose is the administration and operation of the associated terminal sites under concession. It is designed for handling container and multipurpose ships, providing service to ship owners or shipping companies whose ships dock in the mooring wharf and offering cargo services such as storage, consolidation, deconsolidation, marking, resealing, classification, inventory control, cargo weighing, packing repairs, connection and monitoring of refrigerated containers, stowing, among others.
It uses a Cargo Service Platform. The perspectives in the context of the Balanced Scorecard allow to explain and to classify the Port Community strategy, [ 10 ]. There are two types of strategies: external and internal.
External strategies correspond to the financial and customer perspectives; they represent the results of the acting of the Port Community. Internal strategies include the process and learning perspectives; the objectives from which the Port Community takes images for acting. Optimize the management of operation and costs of investments, both of services supply companies and the port authority. Maximize the productivity of the facilities and port operations; increase of logistics, industrial activity and business of the port.
Increase the competitiveness and the commitment of the actors with the port activity.
The Port Business Environment
Figure 9 presents the business model for the port with previous logistics area. To complete the business model, we just need to design indicators and indices of efficiency and added value for the port community based on knowledge generation. The perspectives that classify the strategic lines are related to strategic objectives within the context of the Balanced ScoreCard. The exporter and the importer are considered as customers. The port is medium sized and does not have facilities for transferring bulk solid and liquid cargo.
click here The port system has two terminals that have mooring lines that are divided into stations. Therefore the indicators to be considered are:. Information: amortization of intangibles and results before taxes are obtained from the web page of the Superintendence of Securities and Insurance. There is no information for Previous Logistic Zone. The nominal value is expressed in pesos. It should be mentioned that both the Port Terminal and the Externalized Port Terminal are the owners of their facilities machinery and equipment , so an index must be calculated for the Port Terminal and another one for the Externalized Port Terminal.
In the latter case the areas are under concession. It is oriented at increasing the competitiveness and commitment of port activity. The information to calculate the indicators is obtained from the web page of the national agency that provides financial information. Result of the exploitation: it measures the annual result obtained from the operation of the business; this indicator serves only to see if the company has been doing well or not.
Although it is true that the actors that enter the information are the Internal Port Terminal and the Externalized Port Terminal, it is the Port Company that transforms implicit into explicit knowledge through the preparation of reports and meetings. Those reports contain numerical data and information with qualitative analysis, and there are no indices that assist in Management Control.
The indicators and indices in the context of the Balanced Scorecard are presented bellow. Average amount of cargo transferred per hour by the ship that it is moored at the terminal. In the context of the Balanced Scorecard, the internal processes perspective is related to the strategic objective of actor called Previous Logistic Zones. This actor contributes to the strategic objective that seeks to increase the logistical, industrial activity and business of the port community.
The previous logistics area coordinates its activities via e-mail, by phone and its own software. Port authority is who gives different actors permission down to the terminal, and who maintains the registration of such data in the software. This software does not integrate information of the various actors, does not provide cooperative work and does not manage knowledge.
The actor associated with the previous logistics zone has no indicators to make the coordination of their logistics activities more efficient and effective. The indicators are related to the delays produced, which turn the process slower.
They start when the trucks arrive and end when they get permission to go to the port. Inefficiencies occur in: attention at the cabins when the trucks arrive, rejection of the trucks at the entrance because they do not have all the required information when they are controlled by Customs or state services. This activity may take them several hours and they can also be rejected.
Regarding to information, it changes as the process advances. Customers enter information through the Web.
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