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1.1 INTRODUCTION

Container terminals play a vital role in the global transportation network

acting as an interface for intercontinental cargo movement. They facilitate export,

import and transshipment of containers. The container terminal operations

essentially consist of the following four areas:

Ship-to-Shore (import) & vice-versa(export):Berth Allocation; Quay Cranes Scheduling; Ship Discharge/Loading Plan.

Transfer:Quay-Yard; Yard-Yard; Yard-Gate.

Storage:Yard Management (Block and Bay Allocation); Yard Crane Deployment.

Delivery and Receipt:Gate management; Interface with trains and trucks.

Based on the type of container handling operations, a container terminalcan be roughly divided into two main areas, the quay side and the storage yard. The

quay side is where vessels are berthed. Quay cranes (QCs) discharge inbounds (I/B)

and transit containers from and load outbound (O/B) and transit containers to vessels.

The storage is typically made up of blocks of containers. Each block consists of a

mass of containers, usually placed in six lanes side by side, with each lane including

20 or more container stacks that are of four to five tiers of containers. The number of

lanes and height of the container stacks depend on the height and the span of the

cranes that are used to stack containers in a block. The six-lane, four-tier stack size is

the typical size for RTGCs, whose gantries span across the lanes of a block. Internal

trucks (ITs) provide transportation of containers between the QCs and the storage

blocks. External trucks (XTs) bring O/B containers from customers into the yard and

pick-up I/B containers from the yard and deliver them to customers. RTGCs, or yard

cranes in general, are used to handle the containers in the storage blocks. They load

the containers from the trucks (ITs or XTs) and stack them on to trucks.


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Figure no: 1.1

General Layout of a Container Terminal

ITs

transport

inbound,

outbound

and transit

containers

between

QCs on

berth side

and RTGCs

Blocks in storage yard

G

a

t

e

XTs bring in

outbound

and pick up

inbound

Quay

Vessel


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1.2 OBJECTIVES OF THE STUDY

Every study has an objective for which it is conducted. This study is no

exception. The following are the objectives of the study

To study the functions and various activities of the container terminal. To study the role of planning in the operations of a container terminal. To suggest ways to improve performance of the terminal.

1.3 METHODOLOGY

Primary Source

Primary data for the research was collected by conducting interviews with the

officials and concerned employees. The information provided by them was very helpful in

the research.

Secondary Data

Secondary data were collected form the company profile, company website,

journals etc.

1.4 TOOLS OF DATA COLLECTION

Interview Observation Published sources

1.5 SCOPE OF THE STUDY

Both primary and Secondary data has been be used for the study. Primary

data was collected through direct interaction with the companys operation

department. And I collected the data from the secondary sources comprising company

website, internal publications, other journals and periodicals. This study gives a clear

idea about the importance of planning in operations of a container terminal.


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CHAPTER 2


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2.1 HISTORY OF CONTAINERIZATION

Modern container shipping celebrated its 50th anniversary in 2006. Almost

from the first voyage, use of this method of transport for goods grew steadily and in

just five decades, containerships would carry about 60% of the value of goods shipped

via sea.

The idea of using some type of shipping container was not completely novel. Boxes

similar to modern containers had been used for combined rail- and horse-drawn

transport in England as early as 1792. The US government used small standard-sizedcontainers during the Second World War, which proved a means of quickly and

efficiently unloading and distributing supplies. However, in 1955, Malcom P.

McLean, a trucking entrepreneur from North Carolina, USA, bought a steamship

company with the idea of transporting entire truck trailers with their cargo still inside.

He realized it would be much simpler and quicker to have one container that could be

lifted from a vehicle directly on to a ship without first having to unload its contents.

His ideas were based on the theory that efficiency could be vastly improved

through a system of "intermodalism", in which the same container, with the same

cargo, can be transported with minimum interruption via different transport modes

during its journey. Containers could be moved seamlessly between ships, trucks and

trains. This would simplify the whole logistical process and, eventually, implementing

this idea led to a revolution in cargo transportation and international trade over the

next 50 years.

Containerization/Global Throughput

Between 1990 and 2009, global throughput grew by 9.3% per annum, which

equates to a multiple of growth in global throughput over growth in world trade of

goods and services of 1.6 times over the period. This multiple is primarily the result

of the increased containerization of tradable goods, but also reflects an increase in the

incidence of transhipment over the period. The rate of containerization has slowed

over the past 30 years because almost all tradable goods that are capable of being


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transported along the deep-sea trade routes in containers are now transported in this

way and, in recent years, the rate of containerization has increasingly reflected the

containerization of new products, such as paper and other types of cargo that were

traditionally considered break-bulk, which advances in technology have enabled.

However, despite the near-completion of the process of containerization, trade routes

to and from particular countries and geographical regions, notably China, South East

Asia, Latin America, the Indian Subcontinent and Africa, continue to offer scope for

significant growth in container volumes. Adverse global economic trends led to

container throughput at the worlds ports falling for the first time ever, from 525

million TEU in 2008 to 473 million TEU in 2009, a drop of almost 10%. Most global

container terminal operators experienced reduced volumes across their networks in

2009. However, current forecasts from Drewry estimate compound annual growth

between 2009 and 2015 of approximately 7.2%

World container port throughput declined by an estimated 9.7 percent to 465.7

million TEUs in 2009. Chinese mainland ports accounted for approximately 23.3 per

cent of the total world container port throughput. UNCTADs Liner Shipping

Connectivity Index revealed that between 2004 and 2009, the ranking of the Least

Developed Countries (LDCs) improved by 3 points. The LDCs average ranking in

2009 was 109, compared to 76 for other developing countries and 68 for developed

countries. In 2009, there were 15 LDCs that had only one to four service providers.

This was almost a doubling compared to 2004, when here were only 8 LDCs with

only one to four service providers.


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Figure no: 2.1

World Container Traffic and Throughput, 1980-2008 (millions of TEU)

Source: adapted from Drewry Shipping Consultants.

The world container throughput is the summation of all containers handled by

ports, either as imports, exports or transshipment. This means that a container is at

least counted twice; as an import and as an export, but also each time it is handled at

the ship-to-shore interface (e.g. at an intermediary location). Thus throughput should

ideally be counted in container moves, but for basic commercial-strategic reasons,

both port authorities and terminal operators prefer to communicate throughput figures

in TEU. The world container traffic is the absolute number of containers being carriedby sea, excluding the double counts of imports and exports as well as the number of

involved transshipments. The throughput reflects the level of transport activity while

the traffic reflects the level of trade activity. The trend underlines a divergence

between both as global supply chains became more complex.


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Stages in the Development of Containerization

Introduction (1958-1970)

From the first containerized commercial services in the late 1950s until the

design of the first cellular containerships in the 1960s, the container was an

unknown variable in global shipping. Investments were sparse as high risk was

involved with an unproven technology.

Adoption (1970-1990)

The container became acknowledged as a transport product and investments in

intermodal facilities accelerated. This involved the construction and reconversion

of several container port terminals as well as the introduction of cellular

containerships. The risk factor became less of an issue and investments were made

in accordance to commercial opportunities.

Growth (1990-2008)

Containerization began to seriously impact global trade patterns and

manufacturing strategies, particularly with the entry of China in the global

economy. The emergence of new manufacturing clusters incited long distance

(transatlantic and transpacific) pendulum container services. During the same

period, a new class of Post panamax containership became a dominant vector of

maritime shipping. Additionally containerization started to go further inland with

rail and barge services. It is unclear when the phase of fast growth in container

traffic will reach a threshold, but 2010 appears to be a possibility.

Maturity (2008 onwards)

The maturation of container traffic will be linked with the maturation of the

global economy. This can be linked to a number of factors such as limits to the

exploitation of comparative advantages in manufacturing as well as the associated

trade imbalances and higher energy prices. Technical limits to economies of scale

both from the maritime and land side of containerization are also likely to play

significantly for containerized traffic, but the maturity of containerization is likely


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to be more an economic than a technical process. Already, the global recession

that began in 2008 has been associated with a significant reduction in

containerized traffic.


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Table no.2.1

The 20 Top Ranked Operators of Container Ships, 1 January 2010

(Number of ships and total shipboard capacity deployed, in TEUs)

Ranking Operator CountryNumber

of vesselsAverage

vessel sizeTEU

Share ofworld total

TEU

1MearskLine

Denmark 427 4090 1746639 11.7%

2 MSC Switzerland 394 3827 1507843 10.1%

3CMACGM

France 289 3269 944690 6.3%

4

Evergreen

Line China 167 3549 592732 4.0%

5 APL Singapore 129 4068 594710 3.5%

6 COSCON Singapore 143 3468 495936 3.3%

7Hapag-Loyd

Germany 116 4053 470171 3.1%

8 CSCL China 120 3809 457126 3.1%

9 HanjinRepublic ofKorea

89 4495 400033 2.7%

10 NYK Japan 77 4670 359608 2.4%

11 MOL Japan 90 3871 348353 2.3%12 K Line Japan 89 3655 325280 2.2%

13 Yang Ming China 80 3966 317304 2.1%

14 OOCL China 63 4609 290350 1.9%

15HamburgSud

Germany 88 3226 283897 1.9%

16 HMMRepublic ofKorea

53 4905 259941 1.7%

17 ZIM Israel 64 3371 215726 1.4%

18 CSAV Chile 66 2968 195884 1.3%

19 USASC Kuwait 45 3924 176578 1.2%

20 PIL Singapore 84 2071 173989 1.2%

Total top 20 carriers 2673 3774 10086790 67.5%

Others 6862 709 4864981 32.5%

World container ship fleet 9535 1568 14951771 100.00%

Source: UNCAD Review of Maritime Transport 2010 (Chapter 2 page no: 33)


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Table no.2.2

Top 20 Container Terminals and Their Throughput for 2008 And 2009

(in TEUs and percentage change)

Sl No Port name 2008 2009 %change2008-2009

1 Singapore 29918200 25866400 -13.54

2 Shanghai 27980000 25002000 -10.64

3 Hong Kong 24248000 20983000 -13.47

4 Shenzhen 21413888 18250100 -13.77

5 Busan 13425000 11954861 -10.96

6 Guangzhou 11001300 11190000 1.727 Dubai 11827299 11124082 -5.95

8 Ningbo 11226000 10502800 -6.44

9 Qingdao 10320000 10260000 -0.58

10 Rotterdam 10800000 9743290 -9.78

11 Tianjin 8500000 8700000 2.35

12 Kaohsiung 9676554 8581273 -11.32

13 Port Klang 7970000 7309779 -8.28

14 Antwerp 8663736 7309639 -15.63

15 Hamburg 9700000 7010000 -27.73

16 Loss Angeles 7849985 6748994 -14.03

17 Tanjung Pelepas 5600000 6000000 7.14

18 Long Beach 6487816 5067597 -21.89

19 Xiamen 5034600 4680355 -7.04

20 Laem Chabang 5133930 4621635 -9.98

Total Top 20 container terminals 246776308 220905805 -10.48

Source: UNCAD Review of Maritime Transport 2010 (Chapter 5 page no: 97)


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Table no.2.3

Top Ten Global Container Terminal Operators

Ranking Name of operator Gross throughput in 2009(TEUs in Millions)

Market share in 2009

1 Hutchison Port Holdings 64.2 13.6%

2 APM Terminals 56.9 12.0%

3 PSA International 55.3 11.7%

4 DP World 45.2 9.5%

5 COSCO 32.5 6.9%

6 MSC 16.4 3.5%

7 Eurogate 11.7 2.5%

8 Evergreen 8.6 1.8%

9 SSA Marine 7.7 1.6%

10 CMA-CGM 7.0 1.5%

Ten largest global terminal operators 305.5 64.6%

Remaining global terminal operators 48.5 10.2%

Total 354.0 74.8%

Source:Drewry Shipping Consultants Ltd., Annual Review of Global Terminal Operators 2010.


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2.2 HISTORY OF DP WORLD

DP World was formed in September 2005 with the integration of the terminal

operations of the Dubai Ports Authority (DPA), which was focused on the UAE ports

of Rashid and Jebel Ali, and DPI (Dubai Ports International) which had been set up to

export this success internationally.

When it was first established in 1999, DPI had initially applied its expertise to

managing ports in the Middle East, India and Europe. Its first project was at Jeddah

Islamic port (in 1999), where it collaborated with its local partner on the management

and operation of the South Container Terminal (SCT). In 2003, SCT was the first

terminal in the Kingdom of Saudi Arabia to exceeded 1 million TEU (Twenty-foot

equivalent container units) and volumes in 2004 exceeded 1.3 million TEU. DPI then

went on to develop successful operations at the ports of Djibouti (2000), Vizag, India

(2002) and Constana, Romania (2003). In January 2005, DPI transformed its network

with the strategic acquisition of CSX World Terminals (CSX WT), the international

terminal business of CSX Corporation. This acquisition gave the company a strong

presence in Asia with major operations in Hong Kong and china as well as operations

in Australia, Germany, Dominican Republic and Venezuela. Importantly for the

future development and expansion of its network, DP World also acquired CSX WTs

strong project pipeline, which included the 9-berth Pusan Newport (PNC), South

Korea, where DP World holds the management contract as well as a significant equity

interest and other projects in the rapidly expanding markets of India and the Middle

East. In February 2005 DP World signed an agreement with the Cochin Port Trust

(CoPT) to construct, develop and operate an international container transshipment

terminal at Vallarpadam, Kochi, India. It is the largest single operator container

terminal currently planned in India and the first in the country to operate in a special

economic zone. The new terminal will make Kochi a key center in the shipping world,

reducing Indias dependence on foreign ports to handle transshipment. In March

2005, DP World was awarded a 30 year concession to develop and operate the

container terminal at the Port of Fujairah, in the UAE. This was followed in July 2003

by the awarding of a management contract for Mina Zayed Port, Abu Dhabi. These

concessions enabled DP World to streamline operations at the major container

facilities of the UAE and further increase the choices available to our customers. In


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November 2005 DP World also announced agreements to develop new container

terminals at Yarimca, Turkey and Qingdao, China. DP World also has interests in

logistics business in Hong Kong and China, notably ATL, the market leading logistics

operator based at Kawi Chung, Hong Kong. We took another giant leap forward with

the acquisition of P&O in March 2006, expanding our portfolio of terminals and

adding, P&O Ferries, P&O Estates and 7 P&O Maritime Services to the group. The

combined container throughput of both companies for 2005 was more than 35 million

TEU across terminals from the Americas to Asia. This grew to nearly 42 million TEU

in 2006. The acquisition also brought with it an exciting pipeline of projects that will

continue our future expansion, independent of acquisitions, across key markets

globally. Capacity will rise to around 90 million TEU by 2017.


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VISION, MISSION & VALUES

VISION

Sustainable value through global growth, service & excellence

MISSION

A global approach to a local business environment where excellence,

innovation and profitability drive our core business philosophy of exceptional

customer service.

VALUES

Values are:

Commitment to our people and our customers Profitable global growth Responsible corporate and personal behavior Excellence and innovation


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2.3 HISTORY & ACHIEVEMENT OF ICTT

INTERNATIONAL CONTAINER TRANSSHIPMENT TERMINAL (ICTT)

On the 16

th

February 2005, DP World announced that it has formally signedan agreement with the Cochin Port Trust (CoPT) to construct, develop and operate an

International Container Transshipment Terminal (ICTT)- An India Gateway

Terminal- at Vallarpadam.

The project was formally launched with the laying of the foundation stone by

Mr. Manmohan Singh, the Honble Prime Minister of India. The ceremony was

attended by Dr. Jacob Thomas, chairman, CoPT and Mr. Sultan Ahmed Bin Sulayem,

executive Chairman, DP World. The proceedings were overseen by the Honble

Minister of shipping, Government of India, Mr. T.R. Baalu, and the Honble Chief

Minister of Kerala, Mr. Oommen Chandy and His Excellencncy, the Governor of

Kerala, Mr. R.L. Bhatia.

Vallarpadam is the largest single operator container terminal currently

planned in India and the first in the country to operate to in a special economic zone.

The new terminal will make Cochin a key center in shipping world reducing Indias

dependence on foreign ports to handle transshipment. Approval for the agreement was

given by the Cabinet Committee of Economic Affairs of the Government of India,

Ministry of Finance and meanwhile, the DP World will manage and subsequently

transfer its operations at the Rajiv Gandhi Container Terminal (RGCT) in Cochin

Port to the new terminal upon its completion. The DP World has been granted a 38-

year concession for the exclusive operation and management of the site.

The first phase of the new Terminal will have a capacity of 1 million TEUs

which consists of 600 meters of quay, four Super Post Panamax Quay Cranes.

Construction of a new four line highway access to the golden quadrilateral road

network is already ready. Vallarpadam will be expanded ahead of demand to

eventually a total of 1.8 km of quay and at least 16 Quay Cranes capable of handling

largest vessels afloat, with associated yard-handling equipment and a capacity of 3

million TEUs.


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The total cost of the project is estimated to be US $500 million and will be

funded by DP World through non-recourse debt funding. The debt is provided by a

consortium of banks led by the Infrastructure Development Fund Company (IDFC),

set up to provide growth capital for infrastructure projects in India.

Strategically located on the main east-west global shipping lines and offering

draft of about 16 m, Cochin is destined to develop as the premier gateway to southern

India, and also offering an alternative to Sri Lanka and Singapore for containers for

being transshipped for the Indian market.

ICTT was dedicated to the nation by Honorable Prime Minster Mr. Manmohan

Sigh on 11th February 2011 and the first vessel OEL Dubai was handled on

18/02/2011.


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2.4 INDIA GATEWAY TERMINAL

"The Jewel In The Crown Of The Queen Of The Arabian Sea"

In March 2004, DP World successfully bid to take over the operations of RajivGandhi Container Terminal (RGCT) and develop and operate the International

Container Transshipment Terminal (ICTT) at Vallarpadam.

A Special Purpose Vehicle, India Gateway Terminal Pvt. Ltd. (IGT) was

formed for this purpose with an equity holding of 76% by DP World, 15% by

Container Corporation of India (CONCOR), 5% by Chakiat and 4% by Transworld

Group. The concession agreement between Cochin Port Trust and India Gateway

Terminal was to operate the RGCT for a maximum period of 8 years and develop the

International Container Transshipment Terminal at Vallarpadam, within this period

and operate it for 30 years on a BOT basis at an estimated cost of Rs. 2400 Crores.

After successful operations at RGCT and completing the first phase of ICTT,

on 11th Feb 2011, the Honorable Prime Minister of India, Dr. Manmohan Singh

dedicated to the nation her first transshipment terminal. ICTT being the first

transshipment terminal in India, will play a key role in bringing about a change for the

benefit of trade and commerce in the country.

MISSION

Mission of IGT is to provide World Class port services and to be a global

player in operating and managing ports. IGT will provide value-for-money, high

quality services to IGT customers through motivated and innovative employees. IGT

people will be empowered to make optimum utilization of modern facilities,

technology and resources while ensuring a reasonable return on investment.


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VISION

Vision of IGT is to be the Port of Choice for customers of IGT in each

locations of IGT. To excel in operations, sales and customer service to IGT clients

and to enhance the position of the local communities and countries in which we

operate as gateways for global trade.

MANAGEMENT TEAM

Chief Executive OfficerK K Krishnadas

Head OperationsSumesh Padmanabhan

General Manager(IT)James Koshy

General Manager ( Engineering Services )Srijit Vishwanath

General Manager ( Finance)Harish Krishnamoorthy

Head HR & AdminGirish C Menon

Head QHSERajeev Menon


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2.5 ADVANTEGES OF ICTT

International Container Transshipment Terminal (ICTT), the first

transshipment terminal in India and the first container terminal to operate in a SEZ.

DP world has set up a state-of-the art container terminal in Cochin to cater to the

growing container trade in India. DP World is a global leader in container terminal

operations and has large investments in ports along the Indian coastline. DP world had

developed ICTT, on a build operate and transfer (BOT) agreement with Cochin Port

Trust for a period of 30 years.

With the advantage of the right location, an efficient and cost effective reach

to the markets in India as well as the proximity to the major global sea route, ICTT is

set to revolutionize the future of global trade.

GEOGRAPHIC ADVANGATEFigure no: 2.2

International Sea Route

For generations, Cochin has been the ideal location for International trade and

commerce. The ancient port of Muziris, which dates back to 1st century BC, stands

evidence to the history of international trade in Cochin.


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With the commencement of the International Container Transshipment

Terminal (ICTT), Cochin is poised to become India`s gatewatey to International

markets, competing with other transshipment ports in the region.

Located 11 nautical miles off the Middle East trade route and 76 nautical

miles off the Suez route, Cochin's proximity to these trade routes makes the terminal

attractive as a hub to the vessels operating in this route.

A dedicated 4 lane highway connecting the major national highways, direct

rail connectivity to the terminal and excellent Coastal connectivity to all the ports in

the country offers multimodal options to the trade using ICTT. Furthermore barging

operations using the wide inland waterway network of Kerala significantly reduces

time and cost for the local businesses.


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gives the terminal safer and eco friendly connections to the markets, seldom seen in

most other terminals.

PREFERRED PORTICTT is the first dedicated transshipment terminal in India and the first

terminal to operate in a SEZ. Located 11 nautical miles off the Middle East trade

route and 76 nautical miles off the Suez route, Cochins proximity to these trade

routes makes the terminal attractive as a hub to the vessels operating in this

route.ICTT boasts of an infrastructure second to none in India. When fully developed

ICTT will be the largest single operator container terminal in India.

THE FACTORS WHICH MAKE ICTT SPECIAL:

Faster Vessel turn around: The 4 Super Post Panamax Quay cranes and 2

Mobile Harbor Cranes, both capable of twin lifts ensure faster loading and discharge

from vessels.

Faster Truck turn around: With 15 RTGCs, 3 Reach Stackers and

automated yard management is resulting in speedy container delivery.

Easy documentation: ICTT documentation centre is has been adequately

staffed to ensure faster minimum waiting time for trucks. The documentation

procedures have been simplified. An eForm13 has been proposed, to further reduce

the work and time at the documentation centre.

Multi modal connectivity: ICTT is blessed with multimodal connectivity few

terminals can boast of.

A dedicated 4 lane highway connects to NH-17 through Mangalore, Goa to

Mumbai and NH-47 through Coimbatore, Salem to Bangalore and NH 49 to Madurai.

Direct rail connectivity to the terminal with the longest rail bridge in India

spanning 4.62 kms connects ICTT to markets like Coimbatore, Bangalore, Chennai,

Hyderabad, Nagpur, Delhi etc.

Coastal connectivity to the ports in the west coast of the country offers

multimodal options to the trade using ICTT.


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Barging operations using the wide inland waterway network of Kerala,

which can significantly reduces time and cost for the local businesses is also on the

way.

Terminal Operating System:

ICTT uses Navis Terminal Operating System (NTOS), which is the most

widely used TOS across the globe.

Navis SPARCS, our real time container management software solution is the

leading container management software solution for real-time graphical planning and

control of container terminals, and has been embraced as the industry standard by

container terminal operators worldwide.

Navis Express our database management system optimizes productivity by

managing and maintaining terminal business transactions and data processing while

accurately recording and invoicing all transactions and services. Express automates

your bookings, billing, data exchange and reporting functions while capturing a

complete history of all transactions and work. Dynamic reporting capabilities put key

information at the terminal managers' fingertips, enabling them to track performance,

improve customer service and increase profitability.

Round the clock terminal operations: The terminal operates 24/7 x 365

days. There are no closed holidays for the terminal.

Flexible cut off time: Export containers can be gated in 6 hours prior to

berthing of the nominated vessel. Relaxation on case-to-case is allowed on Special

Service Request (SSR). This allows last minute shipments to connect to desired

vessel.

Theft/pilferage-free operations: Round the clock inside terminal security at

strategic locations ensure theft and pilferage free operation.

State-of-the art work shop: The state-of-the art engineering work shop

ensures maximum up-time of the equipments.

E Invoicing: Planning to introduce e invoicing in which registered lines can

log in and get details of each container live.


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SMS tracking: Vessel details and containers can be tracked by sending SMS.

2.6 TERMINAL INFORMATION

A container terminal is a facility where cargo containers are transshipped between

different transport vehicles, for onward transportation. The transshipment may be

between container ships and land vehicles, for example trains or trucks, in which case

the terminal is described as a maritime container terminal. Alternatively the

transshipment may be between land vehicles, typically between train and truck, in

which case the terminal is described as an inland container terminal.

The Kochi International Container Transhipment Terminal (ICTT),

locally known as the Vallarpadam Terminal, is a container trans-shipment

facility which is part of the Kochi Port. It is the only trans-shipment port in India, and

is situated in Kochi, in the state of Kerala.

Being constructed in three stages, the first phase of the terminal was commissioned on

Feb 11, 2011. This can handle cargo up to one million TEUs (twenty-foot equivalent

units) per annum. On completion of the third phase, the terminal will be able to

handle 4 million TEUs of cargo per annum. The terminal is presently being operated

by the Dubai Ports World (DPW), which will operate it for 30-years after which the

control will come back to the Cochin Port Trust.

DP World has estimated that the total initial investment required will be

approximately US$20 million which includes the immediate provision of four RTGs

and two Mobile Harbour Cranes to the Terminal -to improve yard handling, truck

turnaround time and quayside operations.

Strategically located on the main east-west global shipping lines and offering draft of

about 16 m, Cochin is destined to develop as the premier gateway to southern India,

as also offering an alternative to Sri Lanka andSingapore for containers being

transshipped for the Indian market.
http://en.wikipedia.org/wiki/Transshipmenthttp://en.wikipedia.org/wiki/Container_shiphttp://en.wikipedia.org/wiki/Trainhttp://en.wikipedia.org/wiki/Truckhttp://en.wikipedia.org/wiki/Container_terminalhttp://en.wikipedia.org/wiki/Container_terminalhttp://en.wikipedia.org/wiki/Kochi_Porthttp://en.wikipedia.org/wiki/Kochi,_Indiahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Twenty-foot_equivalent_unithttp://en.wikipedia.org/wiki/Twenty-foot_equivalent_unithttp://en.wikipedia.org/wiki/DP_Worldhttp://en.wikipedia.org/wiki/Mobile_cranehttp://en.wikipedia.org/wiki/Cochinhttp://en.wikipedia.org/wiki/Southern_Indiahttp://en.wikipedia.org/wiki/Sri_Lankahttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Sri_Lankahttp://en.wikipedia.org/wiki/Southern_Indiahttp://en.wikipedia.org/wiki/Cochinhttp://en.wikipedia.org/wiki/Mobile_cranehttp://en.wikipedia.org/wiki/DP_Worldhttp://en.wikipedia.org/wiki/Twenty-foot_equivalent_unithttp://en.wikipedia.org/wiki/Twenty-foot_equivalent_unithttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kochi,_Indiahttp://en.wikipedia.org/wiki/Kochi_Porthttp://en.wikipedia.org/wiki/Container_terminalhttp://en.wikipedia.org/wiki/Container_terminalhttp://en.wikipedia.org/wiki/Truckhttp://en.wikipedia.org/wiki/Trainhttp://en.wikipedia.org/wiki/Container_shiphttp://en.wikipedia.org/wiki/Transshipment


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Vallarpadam Terminal (ICTT) is the largest single operator container

terminal in India and the first in the country to operate in a special economic zone.

The terminal makes Kochi a key centre in the shipping world reducing Indias

dependence on foreign ports to handle transshipment.

In the first phase there will be 600 m Quay length and a draft of more than 15 m ,when the terminal may handle 1 million TEU container annually by the end

of2012.

In the second phase the capacity will be enhanced to 3 million TEU's by the endof2014.

In the third phase the terminal may handle even up to 5.5 million TEU's.The total cost of the project is estimated at 3200 crore.
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Kochihttp://en.wikipedia.org/wiki/2012http://en.wikipedia.org/wiki/2014http://en.wikipedia.org/wiki/2014http://en.wikipedia.org/wiki/2012http://en.wikipedia.org/wiki/Kochihttp://en.wikipedia.org/wiki/India


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Table no: 2.4

TERMINAL SPECIFICATIONS: PHASE 1

Quay length 600 meters

Terminal size 40 hectares

Depth along side 16 meters (MSL)

Max draft 14.5 meters

Max LOA 350 meters

Capacity 1 million TEUs

Container yard 2500 TEU ground slots

Rail tracks 2

Reefer points 450 points (415 V, 3 phase AC)

Source: www.igtpl.com


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Page | 29

Table no: 2.5

TERMINAL SPECIFICATIONS: FINAL

Quay length 1800 meters

Terminal size 150 hectares

Depth along side 16 meters (MSL)

Max draft 14.5 meters

Max LOA 350 meters

Capacity 4 million TEUs

Container yard 15000 TEU ground slots

Rail tracks 2

Reefer points 450 points (415 V, 3 phase AC)



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Page | 30

Table no: 2.6

EQUIPMENT DETAILS: PHASE 1A

Supper Post Panamax Quay Cranes 4

Mobile Harbor Cranes 2

Rubber Tyred Gantry Cranes 15

Reach Stackers 3

Empty Container Handlers 2

Inter-Terminal Vehicles (leased) 30

Forklifts 4

Hydra 1


Table no: 2.7

EQUIPMENT DETAILS: FINAL

Supper Post Panamax Quay Cranes 16

Mobile Harbor Cranes 2

Rubber Tyred Gantry Cranes 54

Reach Stackers 3

Empty Container Handlers 2

Inter-Terminal Vehicles (leased) 100

Forklifts 4

Hydra 1



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Table no: 2.8

MILE STONESICTT VALLARPADAM


Maximum Import TEUs in a month - 15205 (Mar 2011)

Maximum Export TEUs in a month - 13404 (JUNE 2011)

Maximum Restow TEUs in a month - 2672 (May 2011)

Maximum Transhipment TEUs in a month - 6239 (JUNE 2011)

Maximum Moves in a month - 30225 (JUNE 2011)

Maximum TEUs in a month - 36487 (JUNE 2011)

Maximum Productivity in a month - 28.76 (JUNE 2011)

Maximum Moves in a shift - 1172+28 H/C(WIDUKIND11185)(30 JUNE 2011 II)

Maximum Productivity of QC1 in a shift -348+6H/C(WIDUKIND 11185) ( 30JUNE 2011 II)

Maximum Productivity of QC2 in a shift -321+2H/C+(CMA CGMBEIRUT11150)(03JUNE 2011 3rdshift)

Maximum Productivity of QC3 in a shift -302+8 H/C(MRON11129) (16 MAY2011 3rd shift)

Maximum Productivity of QC4 in a shift -313+8 H/C(KAMA11129) (16MAY 2011 3rd shift)

Maximum Moves in a hour62 (QC2) ODUB 11189-29 June2011-Operator- Manikanadan


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Table no: 2.9

MILE STONES

LARGEST VESSEL HANDLED IN ICTT & ITS FEATURES

Vessel MV. MAERSK SEMBWANG

Agent BTL

LOA 318.79

Beam 40

GRT 79702

NRT 42929

TEU Capacity 6479

Draft 11

Berthed 21-July-2011 18:45


Table no: 2.10

MILE STONESBEST GROSS PRODUCTIVITY FOR A VESSEL

Vessel MV SEAWAYS VALOUR

CVIA 11131

Gross Productivity 51.2

Net Productivity 51.2

Berth Productivity 75.27

Work Productivity 91.42

Berthed 05-May-2011 1:50



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Table no: 2.11

MILE STONES BEST BERTH PRODUCTIVITY FOR A VESSEL

Vessel MV MARESK SEMBAWANG

CVIA 11121

Gross Productivity 33.6

Net Productivity 40.45

Berth Productivity 114.11

Work Productivity 119.34

Berthed 21-July-2011 18:45 Hrs


Table no: 2.12

MILE STONESMAXIMUM MOVES IN A VESSEL


Vessel - MV WIDUKIND

CVIA - 11185

Moves - 1681

Berthed - 30-June-2011 12:30 Hrs
http://www.igtpl.com/http://www.igtpl.com/


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Table no: 2.13

MILE STONESMAXIMUM TEUs IN A VESSEL

Vessel - MV MAERSK RONNEBY

CVIA - 11085

TEUs - 1763

Berthed - 02-April-2011 08:45


Table no: 2.14

MILE STONESTRAIN HANDLING

Fastest handling of a train -19 moves in 20 minutes (12-

April-2011)



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Page | 35

CHAPTER 3


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3.1 OPERATION DEPARTMENT

Operations and planning department are like two sides of a coin and play a

vital role in the daily activities of the terminal. IGT provide world class service to

customers through computer integrated stowage and terminal management system

(Sparcs-Navis). While Planning gives the basic support and information on

documentation, statistics, and container movement details, Operations executes the

same accurately and physically ensures the smooth flow of work, based on the

feedback given by Planning. This applies to all movements whether it is vessel to yard

or yard to vessel or internal movements within the terminal etc. No container

movement is executed without the knowledge of Planning. The professional team is

committed to give maximum support to their valued customers.

The department handles all the container handling activities from the gate to

the yard and yard to the vessel. The operations are controlled by the tower control

which is at the 4th floor of the building. The people involved in operations are the yard

planners, vessel planners, tower control and the superintendents. The field duty is

performed by the supervisors, feeders, crane operators and checkers. This department

is responsible for monitoring the yard activities going on in the yard and wharf.

Operations are controlled by tower control as they are in direct contact with RTG, QC

Operators and all supervisors in the yard and wharf. Their task is to monitor

operational activities in the terminal and assign work to all equipments. They control

the moves per hour and also see that no equipment is idle.

Operations/Planning department are the backbone of the terminal activities.

Some activities which come under the Operation/Planning department are as follows:

Pre-gate operation : Documentation staff will enter the information in theCMS data-base (EXPRESS)

Gate Operation: The export receipt and import delivery updation done in thesystem upon the receipt of customs clearance documents and ensure datas

were accurately reflected in the CMS.

Yard plan: Arranging an international standard of yard planning throughsparcs system.


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Vessel Plan: Ensure to get maximum productivity, satisfy the vessel masterand ensure fastest turn around of the vessel.

Documentation: co-ordinate with vessel agent and other customers and givemaximum support.

Equipment control: arrange smooth delivery and receipt of containers in theyard and committed to reduce the truck turnaround time.

Container handling in the yard and vessel: Ensure safe and smoothhandling of containers in the yard.

FUNCTIONS OF TERMINAL OPERATION DEPARTMENT

Formulates, recommends and updates rules and regulations, standards,systems and procedures in the operation and efficient delivery of terminal

services in ports.

Evaluates, studies and proposals submitted by other departments/agenciesin relation to terminal operations.

Assesses the impact of terminal operations system in terms of economyand efficiency relative to the provision of terminal operational

requirements and recommends appropriate measures and standards.

Conducts researches and studies on developments in terminal operationstechnology, and recommends innovations on terminal service deliver

requirements.

Regulates terminal operations. Undertakes/assists in the performance evaluation of cargo handling

operations.

Provides technical assistance to port users and other agencies relative tothe implementation of terminal operations policies, regulations and

systems and procedures.


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Page | 38

Figure no: 3.1

DEPARTMENT STRUCTURE


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Page | 39

3.2 PLANNING

Planning means looking ahead and chalking out future courses of action

to be followed.It is a preparatory step. It is a systematic activity which determines

when, how and who is going to perform a specific job. Planning is a detailed

programme regarding future courses of action. It is rightly said Well plan is half

done. Therefore planning takes into consideration available & prospective human

and physical resources of the organization so as to get effective co-ordination,

contribution & perfect adjustment. It is the basic management function which includes

formulation of one or more detailed plans to achieve optimum balance of needs or

demands with the available resources.

According to Koontz & ODonell, Planning is deciding in advance

what to do, how to do and who is to do it. Planning bridges the gap between where we

are to, where we want to go. It makes possible things to occur which would not

otherwise occur.

Planning plays a major role in the operations of a container terminal. It

helps for the smooth workings of terminal. The planning of a terminal is divided into

three segments they are:

Planning

Berth planning Vessel planning Yard planning


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a) Berth planningb) Vessel planningc) Yard planning

Berth planning is the first stage of planning. Berth planners need to

assign a berth for an incoming vessel. Following the arrival of a vessel at the terminal,

the ship planners need to determine the sequence of unloading and loading containers

from/ onto the ship (ship/stowage planning). The yard planners decide the locations of

the container in the yard so that the containers are efficiently transported between

yard, gate and quay to minimize the number of reshuffles and operational cost. During

the execution of operation, the terminal operators are aware that operational

exceptions are unavoidable and they need to ensure proper procedures/contingency

plans are in place to handle different scenarios.

3.3 BERTH PLANNING

Berth planning is the first stage of planning. Before a vessel arrives, the

terminal planner has to allocate a berth to the incoming vessel. The vessel will occupy

the berth during its port stay and it is important for the berth planner to plan the berth

near to its yard locations where most containers for this specific vessel are located so

that the distance travelled by the trucks can be minimized and the vessel can depart

on-schedule.

Information required for preparing the berth plan

a) Pro-forma schedule/actual arrivalb) Moves and crane split informationc) Desired sailing timed) Changes to cargo setup


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Figure no: 3.2

VESSEL SHEDULE & BERTHING ALLOCATION PLAN


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Points to be considered before preparing the berth plan

a) Any delays affecting the vesselb) Yard space and equipment availabilityc) Where to berth the vesseld) When to berth the vessele) How to work the vessel

3.4 VESSEL PLANNING

Vessel planning is the process of deciding how to load and unload

container ships safely and effectively. The purpose of vessel planning is to provide a

plan that delivers the maximum moves per hour on given vessel, with the given

resources of machines, yard and personnel.

Before a vessel arrives, shipping lines transmit the stowage plan for all

ports of a vessels rotation to the terminal via Electronic Data Interchange (EDI). The

terminals ship planner uses the stowage instruction to plan the loading and

discharging sequence of containers to/from the ship while maintaining the ship

stability. Although, the main objective of stowage planning is to maintain the ship

stability, a good vessel planner should take into consideration both the ships

sections to be planned and the container locations in the yard, so that the number of

rehandles in the yard can be reduced.

A modern vessel today carries around 3000-18000 TEUs of containers.

The assignment of QCs to a particular incoming vessel depends on container volume

or throughput, vessel port stay, priority service and resource availability. Due to high

throughput, multiple QCs are assigned to work on the same vessel at any given time

resulting in crane interference and possible subsequent reduction of individual crane

performance. Therefore, key decisions that the ship planner has to make at the tactical

level are the number of QCs that should be working simultaneously on one ship, the

level of QC interference and its impact on terminal efficiency and various ways of

reducing crane interference. The crane load distribution should be planned before

starting operations


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Figure no: 3.3

Vessel Plan

Source: IGTPL Operation Department

Figure no: 3.4

Vessel Plan Bay View

Source: IGTPL OPERATION DEPARTMENT


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Vessel Planning Restrictions

a) LOA (Length Over All) of the vesselb) Ships stability and draft restrictionsc) Window servicesd) Late arriving cargoe) Undeclared cargof) Vessel damages that influences work sequencesg) Uneven distributed cargo plan

3.5 YARD PLANNING

Yard planning is the process to decide how best to assign containers to

yard blocks in order to achieve a balance in the work load. At the detailed level, the

objective of the container storage and stacking problem is to minimize the vessel port

stay, operational cost and the number of rehandles.

Containers can be classified either as general purpose or emptycontainers. Empty containers are usually stored separately and can be stacked higher

since they are lighter. Depending on their content, general purpose containers can be

further divided into normal, referee and dangerous good containers. While handling

the dangerous good containers, the terminal needs to observe their International

Maritime Dangerous Goods (IMDG) Code and stack them accordingly. Referee

containers can only be stored in a yard with power supply.

Efficiency of stacking is fundamental in carrying out effective terminal

operations and depends, among other things, on storage planning of containers and

height of stacking. At the tactical level, operators have to determine the average

stacking height for the storage of containers so that the number of rehandles can be

minimized. Although a policy of storing containers as low as possible minimizes the

number of rehandles, it may result in low yard space utilization. Therefore, tradeoffs

between handling effort for higher stacking and space requirements need to be judged

carefully.


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Figure no: 3.5

Yard Layout of ICTT Vallarpadam



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Page | 46

Table no: 3.1

YARD CONDITION OF ICTT AS ON MONDAY, JULY 25, 2011

NO:

YARDCATEGO

RYBAY

S

MAX

TIER

NO OFGROUN

DSLOTS

MAXCapaci

ty

InYar

dTEU

s

Available

1 2A EXP 35 4 210 840 626 214

2 2B EXP 37 4 222 888 644 244

3 2C IMP 37 4 222 888 600 288

4 2D IMP 18 4 108 432 319 113

5 2D(RFR) IMP/EXP 13 4 78 312 75 237

6 2E IMP 37 4 222 888 651 237

7 3E IMP 37 4 222 888 675 2138 3D IMP 17 4 102 408 301 107

9 3D(RFR) IMP/EXP 16 4 96 384 127 257

10 3C IMP 37 4 222 888 624 264

11 3B EXP 37 4 222 888 600 288

12 3A EXP 37 4 222 888 456 432

13 R(RTGC) IMP 49 4 196 784 511 273

14 R(STACKER)

IMP 54 3 162 486 363 123

461 55 2506 9862 6572

3290

EMPTY YARD

SlNO:

YARD CATEGORY

BAYS

MAXTIER

NO OFGROUNDSLOTS

MAXCapacity

InYardTEUs

SlotsAvailable

1 1M MTY 17 1 17 17 18 0

2 2M MTY 39 3 156 468 200 268

3 4M MTY 33 3 66 198 58 140

4 5M MTY 14 3 28 84 3 81

5 3M6 B3

7 HAZ

103 10 267 767 279 489

GRAND TOTAL 564 65 2773 10629 6851

3779



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II. Operating rules Stacking height Traffic flows

Equipment specialties Travel distance

III. Stacking rules Hazardous 20/40/45 feet Tank specials

IV. Current inventory

Container in stack Prepositioned Guaranteed slot Assigned to move

V. Execution End-to-End flows Work progress Equipment availability Terminal congestion Independent jobs

VI. Planned work Ship load/discharge Rail load/discharge Gate receipt/delivery Internal moves Intra sub stack

VII. Onward modes Berth planning Truck planning Actual arrival


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CONSTRAINS OF YARD PLANNING

Terminal layout Yard layout Equipment type Height limitations Slot configuration Import/Export stacks Weight rules Size/Type rules Segregation rules (IMDG class, Reefer, ODC etc.)

YARD STACKING STRATEGIES

a) Split per service and allocated fixed areasFigure no: 3.7

Split Per Service and Allocated Fixed Areas

In this method of planning the yard planner will allocate slot for the container

in the fixed area only that area is fully reserved for the particular vessel or service.

This method of planning helps to avoid delays in loading and discharging of

containers from the vessel.


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b) Split per service per slot (Random)Figure no: 3.8

Split Per Service per Slot (Random)

This method of yard planning helps to stack maximum number of

containers in the yard. Here the containers are stacking according to the slot

availability and random wise such method of stacking may create delays in container

handling

Importance of Yard Plan and Yard Operation

Good Planning and control of yard operations is the key to achieving

high terminal efficiency. The importance of yard plan and operations are following

Yard plan and operation is the major determinant of terminalefficiency

Nearly all moves on the terminal originate/terminate in the yard Most dynamic operation on the terminal with complex processes Subject to wide fluctuations in daily, monthly & seasonal

demand


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Large user of land, expensive and limited asset Not easy, in short term to increase the capacity Source of most unproductive moves and additional lost for the

terminal


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CHAPTER 4


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FINDINGS AND SUGGESTIONS

During the 45 days of my internship in ICTT Vallarpadam I was exposed to

lot of activities and also to be a part of the team and take part in the daily activities.

Every day I witnessed a new real time scenario and also came across few problems

which were affecting the operations.

4.1 FINDINGS

Dwell time increasing due to lack of CFS Yard congestion especially in second shift Trucks waiting in pinning area for customs clearance

Operators and other workers facing communication problems withsuperiors due language barrier

Lack of speakerphone with yard supervisor create delays incommunication with truck drivers

4.2 SUGGESTIONS

Provide speakerphone for yard supervisor

During yard congestion increase the number of yard supervisors Reduce dwell time of import containers


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4.3 CONCLUSION

The study about the role of planning in operations of container terminal at

ICTT Vallarpadam was conducted successfully. The process of preparing plans for

berth, vessel and yard were studied detail and various problems affecting the planning

are identified. Possible suggestions have been made. Container terminal operations

are capital intensive and sophisticated. An efficient terminal operation requires that

important decisions be taken at the strategic level, namely, choice of terminal

location, determining yard layout, choice of handling equipment and strategy/ policies

for storage and stacking of containers. Forecasting terminal demand and performing

capacity planning are crucial in determining the number and type of material handling

equipment such as YCs, berths, QCs and transport vehicles.

With the increase of world trade volume and introduction of larger container

ships, there will be a need for investment in terminal equipments, as well as for

dredging. There are plans of building new container ships as big as 18,000 TEUs, a

project called the Malacca-Max. Larger and larger container ships will operate at

fewer and fewer terminals. The infrastructure improvements and super structures

needed for bigger container terminals require higher & higher cost of operations.


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REFERENCE

Books and publications

1. Container Terminals and Cargo SystemsBy Kap Hwan Kim and Hans-Otto Gunther

2. PhD thesis Optimal Planning of Container Terminal OperationsBy Nang Laik, Ma

3. Employee hand book of IGTPL Websites

1. www.igtpl.com2. www.wikipedia.com3. www.dpworld.com


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APPENDIX

GLOSSARY

BAT: Bay Allocation Ticket.

Bay: A vertical division of a vessel from stem to stern, used as a part of the

indication of a stowage place for containers. The numbers run from stem to stern;

odd numbers indicate a 20 foot position, even numbers indicate a 40 foot position.

Bay Plan: A stowage plan which shows the locations of all the containers on the

vessel. Berth: A place in which a vessel is moored or secured; place alongside a

quay where a ship loads or discharges cargo.

Bottleneck: A stage in a process which limits performance.

Breakbulk: Loose, non-containerized cargo stowed directly into a ships hold.

Container: Steel or aluminum frame forming a box in which cargo can be stowed

meeting International Standard Organization (ISO)-specified measurements, fitted

with special castings on the corners for securing to lifting equipment, vessels,

chassis, rail cars, or stacking on other containers. Containers come in many forms

and types, including: ventilated, insulated, refrigerated, flat rack, vehicle rack,

open top, bulk liquid, dry bulk, or other special configurations. Typical containers

may be 10 feet, 20 feet, 30 feet, 40 feet, 45 feet, 48 feet, or 53 feet in length, 8 feet

or 8.5 feet in width, and 8.5 feet or 9.5 feet in height.

Container Freight Station (CFS): A dedicated port or container terminal area,

usually consisting of one or more sheds or warehouses and uncovered storage

areas where cargo is loaded (stuffed) into or unloaded (stripped) from

containers and may be temporarily stored in the sheds or warehouses.

Container vessel: Ship equipped with cells into which containers can be stacked;

containerships may be full or partial, depending on whether all or only some of its

holds are fitted with container cells.


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Container terminal: An area designated for the handling, storage, and possibly

loading or unloading of cargo into or out of containers, and where containers can

be picked up, dropped off, maintained, stored, or loaded or unloaded from one

mode of transport to another (that is, vessel, truck, barge, or rail).

Customs House Agent (CHA): CHA is a person engaged in providing any

service, either directly or indirectly, connected with the clearing and forwarding

operation. They are licensed to enter the customs premises and clear the goods

through Customs/Port after payment of all duties and port charges on behalf of the

importer. Similarly the CHA brings in the export cargo and completes all

documentation for loading on behalf of the exporter..

Dock or quay: A structure attached to land to which a vessel is moored.

Draft (or draught): The depth of a ship while in the water. Measured as the

vertical distance between the waterline and the lowest edge of the keel.

Electronic data interchange (EDI): Transmission of transactional data between

computer systems.

Gantry crane: A crane fixed on a frame or structure spanning an intervening

space typically designed to traverse fixed structures such as cargo (container)

storage areas or quays and which is used to hoist containers or other cargo in and

out of vessels and place or lift from a vessel, barge, trucks, chassis, or train.

Gateway: A point at which freight moving from one territory to another is

interchanged between transportation lines.

Intermodal: Movement of cargo containers interchangeably between transport

modes where the equipment is compatible within the multiple systems.

Lashing: It is the use of strapping, chains, rods etc to stabilize and secure

containers loaded onto the ship. Each ship has its own lashing plan that takes into

account: the stability of the ship, containers weights container types, the weather

in areas sailed and the size of ship.


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Liner: A vessel sailing between specified ports on a regular basis.

Mobile crane: General purpose crane capable of moving on its own wheels from

one part of a port to another.

Moor: To attach a ship to the shore by ropes.

Pilotage: The act of assisting the master of a ship in navigation when entering or

leaving a port or in confined water.

Ramp: An artificial inclined path, road or track along which wheeled vehicles,

cargo and trailers may pass for the purpose of changing their elevation and

facilitating the loading and unloading operation.

RDT: Radio Data Terminal.

Rubber-tired gantry (RTG) or rubbertired container gantry crane: Gantry

crane on rubber tires typically used for acceptance, delivery, and container

stacking at a container yard.

SPARCS: Synchronous Planning and Real Time Control System.

Spreader: A piece of equipment designed to lift containers by their corner

castings.

Stevedore: Individual or firm that employs longshoremen (or dockers, dock

workers, or port workers) to load and unload vessels.

Straddle carrier: Type of equipment that picks up and transports containers

between its legs for movement within a container terminal.

Transshipment: A distribution method whereby containers or cargo are

transferred from one vessel to another to reach their final destination, compared to

a direct service from the load port of origin to the discharge port of destination.

This method is often used to gain better vessel utilization and thereby economies


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of scale by consolidating cargo onto larger vessels while transiting in the direction

of main trade routes.

Turnaround time: The time it takes between the arrival of a vessel and its

departure from port; frequently used as a measure of port efficiency.

Twenty-foot equivalent unit (TEU): Container size standard of twenty feet. Two

twenty-foot containers (TEUs) equal one FEU. Container vessel capacity and port

throughput capacity are frequently referred to in TEUs.

VMT: Vehicle Mounted Terminal.

Yard: Location where containers are temporarily stored.

Yard Crane: Cranes used in the yard to load or unload containers onto or from

prime movers.

final works with org strc

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