1.1 Introduction The globalizations of trade and subsequent
breakdown in trade barriers have spurred tremendous growth in
marine transportation. Thus, the stiff competitions among port
operators have increased in the sense to attract port users.
Therefore, port operators have to consider lower turnaround time
for vessel in order to benchmark good productivity and performance
for their terminals. The turnaround time issue, which has been
discussed and argued by many scholars since the emergence of
containerization for the last three decades have evolved a lot of
development. According to UNCTAD, (1976) under operational
indicator, it states clearly turnaround time is crucial to be
considered, where it portrays port capability and ability to
provide tremendous services with high productivity and performance
to port user. It argues that the most important objective for a
port container terminal is to increase its throughput or in other
word is to decrease the turnaround times of vessels. As a result,
the turnaround time of a vessel is depending on the effectiveness
of allocating and scheduling key resources such as, quay cranes,
yard cranes, berths and trucks. There have been scores if not
hundreds of in-house commercial studies aimed at finding ways of
reducing port turnaround times and it would be surprising if at
this very moment of reading these words someone, somewhere, is not
considering how turnaround in some port or other cannot be shaved
by an hour or two. An enormous amount of logistical and
technological ingenuity has been deployed by production engineers,
naval architects, civil engineers and transport planners to finding
ways of ensuring that ships spend the maximum possible amount of
time at sea. Unfortunately, the application of all this
intelligence and disciplined energy was not matched by studies of
the effects of these 'efficiency gains' for the lives of
seafarers.Ship turn-around time is dominated by the time necessary
to unload and load containers. When unloading and loading a ship,
most cranes spend only half of their moves carrying a container.
During unloading, the crane is empty when moving to the ship.
During loading, the crane is empty when returning to the dock.
Double cycling is the practice of using these empty moves to carry
a container, thus making the crane more productive, and reducing
turn-around time. With current single cycling or status quo
methods, the number of moves necessary to turn-around the ship is
fixed, and does not depend on the order in which the crane operates
on the ships columns. With double cycling, however, the number of
moves depends on the order of operations. Therefore, the problem of
double cycling is one of scheduling jobs, or finding the order in
which to operate on the columns that minimizes ship turn-around
time.
Turnaround strategy is a corporate practice designed and planned
to protect (save) a loss-making company and transform it into a
profit-making one.In financial, commercial, corporate or from a
business perspective, the turnaround strategy can be defined as
follows.Turnaround Strategy is a corporate action that is taken
(performed) to deal with issues of a loss-making (sick) company
like increasing losses, lower return on capital employed, and
continuous decrease in the value of its shares.Finally, from an
academic point of view, its definition can be stated as
under.Turnaround strategy is an analytical approach to solve the
root cause failure of a loss-making company to decide the most
crucial reasons behind its failure. Here, a long-term strategic
plan and restructuring plans are designed and implemented to solve
the issues of a sick company.Container Shipping & Trade offers
more than your average container publication. Published in response
to widespread industry requests, the journal not only reports on
the global shipping of containers, with the usual trade, ports and
logistics aspects of this industry, but it also reports on the
ships themselves, the hugely expensive assets whose design and
operation are so important to the future sustainability of the
sector as it faces mounting economic and environmental pressures.
This includes the technical aspects of the container ship fleet,
covering topics such as power & propulsion, emissions, safety
and much more.Published four times a year, Container Shipping &
Trade provides readers with the missing detailed information on the
latest innovations and thinking on how to make container ships more
efficient and environmentally friendly, presented in the context of
the overall development of global container shipping trade and
markets.This journal provides a valuable addition to Riviera
Maritime Media's portfolio of specialist vertically-focused
maritime journals and meets the needs of a huge and still growing
sector of the maritime industry.Container Shipping & Trade
provides the same high quality independent editorial coverage that
has become a hallmark of Riviera Maritime Medias journals.Evolution
of Container ships Since the beginning of containerization in the
mid 1950s, containerships undertook six general waves of changes,
each representing a generation of containership: A) Early
containerships. Thefirst generationof containerships was composed
ofmodified bulk vessels or tankersthat could transport up 1,000
TEUs. The first containership, the "Ideal-X" was a converted World
War II T2 tanker. The container was at the beginning of the 1960s
an untested transport technology and reconverting existing ships
proved out to be the least expensive and risky solution. These
ships were carrying onboard cranes since most port terminals were
not equipped to handle containers and were relatively slow, with
speeds of about 18 to 20 knots. However, they could only carry
container on the converted decks. Once the container began to be
massively adopted at the beginning of the 1970s, the construction
of the firstfully cellular containerships(FCC; second generation)
entirely dedicated for handling containers started. All
containerships are composed of cells lodging containers in stacks
of different height depending on the ship capacity. Cellular
containership also offer the advantage of using the whole ship to
stack containers, including below deck. Cranes were removed from
the ship design so that more containers could be carried (cranes
remain today on some specialized containerships such as reefers).
The ability of ports to handle containership ceased to be a major
concern with the setting of specialized container terminals around
the world. These ships were also much faster with speeds of 20-24
knots that would become the speed of reference in containerized
shipping. B) Panamax. Economies of scale rapidly pushed for the
construction of larger containerships in the 1980s. The larger the
number of containers being carried the lower the costs per TEU. The
process became a virtuous circle compounding larger volumes and
lower costs. The size limit of the Panama Canal, which came to be
known as thepanamax standard, was achieved in 1985 with a capacity
ofabout 4,000 TEUs. Once this limit was achieved, a decade passed
before a new generation of containerships was designed. At the same
time panamax container ship designs were evolving to take maximum
advantage of the limitation in beam (Panamax Max). The original
dimensions of the Panama Canal, built by the US Army Corps of
Engineers, are similar to the dimensions of the US Inland Waterways
locks, resulting in a narrow and long ship design. C) Post Panamax.
Going beyond panamax was perceived as a risk in terms of the
configuration of the networks, additional handling infrastructure
as well as draft limitations at ports. The APL C10 class
containerships were introduced in 1988 and was the first
containership class to exceeded the 32.2 m width limit of the
Panama Canal. By 1996 full fledged Post Panamax containerships were
introduced and capacities reached 6,600 TEUs. A ship above the
panamax size requires a substantial amount of cargo to be used
profitably along a service loop and by the late 1990s the rapid
growth of global trade made such a ship class a marketable
proposition. Once the panamax threshold was breached, ship size
quickly increased with capacities reaching 8,000 TEUs (Post Panamax
Plus; "Sovereign Class"). Post Panamax Containerships require deep
water ports (at least 43 feet of draft) and highly efficient, but
costly, portainers. This is placing pressures for ports to dredge
to accommodate thesedraft constraints. D) New Panamax (NPX). Refers
to ships designed to fit exactly in the locks of the expanded
Panama Canal, expected to open in 2014, and which confers capacity
of about 12,500 TEU. Like its Panamax counterparts, New Panamax
ships will compose a specific ship class able to effectively
service the Americas and the Caribbean, either from Europe or from
Asia. E) Post New Panamax. By 2006, a new generation of
containerships came online when the maritime shipper Maersk
introduced a ship class having a capacity in the range of 11,000 to
14,500 TEUs, the Emma Maersk, (E Class). They are dubbed "Post New
Panamax" since these ships are bigger than the expanded Panama
Canal specifications and can handle up to about 18,000 TEU (Triple
E Class). It remains to be seen which routes and ports these ships
would service, but they are limited mostly to routes between Asia
and Europe. There arelarger ship designson the drawing boards, such
as the "Malacca Max" class that could carry about 27,000-30,000
TEU, but they are not expected to be constructed within a
decade.Containership speeds have peaked to an average of 20 to 25
knots and it is unlikely that speeds will increase due to energy
consumption; many shipping lines are opting forslow steamingto cope
with higher bunker fuel prices and overcapacity. The deployment of
a class of fast containerships has remained on the drawing boards
because the speed advantages they would confer would not compensate
for the much higher shipping costs. Supply chains have simply been
synchronized with container shipping speeds. Each subsequent
generation of containership is facing a shrinking number of harbors
able to handle them. Although economies of scale would favor the
construction and allocation oflarger containershipson more shipping
routes, there are operational limitations to deploy ships bigger
than 8,000 TEU. Containerships in the range of 5,500 to 6,500 TEU
appear to be the most flexible in terms of number of port calls
since using larger ships along trade routes would require fewer
calls and thus be less convenient to service specific markets.
NEED OF THE STUDY As such, a Port/Terminal's performance
efficiency can be determined by the Turn-Round Time. Precisely,
lesser the Turn-Round Time, more is the Productivity. Hence,
Turn-Round Time is one of the most important performance indicator
as set out by the various Ports' administration. With the world
going behind sea trade, and more specifically with container trade
and lot of private terminal operators coming up, it is pertinent to
study and suggest on the ways and means that would lower the
Turn-Round Time of Chennai Port's Container Terminal. Hence, the
need of the study has raised to improve the operational facilities
of the port with proper strategies.
1.3 Statement of THE problemThe stated problem in the study is
the increased time for a vessel to turn around to the port (Chennai
port). The study also dictates the various issues which results the
cause of the above which not only decreases the profitability of
delivery of cargo on time but also the earning of port in handling
the vessels included for such operations.
1.4 INDUSTRY PROFILE:PORTSA port is a location on a coast or
shore containing one or more harbors where ships can dock and
transfer people or cargo to or from land. Port locations are
selected to optimize access to land and navigable water, for
commercial demand, and for shelter from wind and waves. Ports with
deeper water are rarer, but can handle larger, more economical
ships. Since ports throughout history handled every kind of
traffic, support and storage facilities vary widely, may extend for
miles, and dominate the local economy. Some ports have an
important, perhaps exclusively military role.Ports often have
cargo-handling equipment, such as cranes (operated by longshoremen)
and forklifts for use in loading ships, which may be provided by
private interests or public bodies. Often, canneries or other
processing facilities will be located nearby. Some ports feature
canals, which allow ships further movement inland. Access to
intermodal transportation, such as trains and trucks, are critical
to a port, so that passengers and cargo can also move further
inland beyond the port area. Ports with international traffic have
customs facilities. Harbor pilots and tugboats may maneuver large
ships in tight quarters when near docks.The terms "port" and
"seaport" are used for different types of port facilities that
handle ocean-going vessels, and river port is used for river
traffic, such as barges and other shallow-draft vessels. Some ports
on a lake, river, or canal have access to a sea or ocean, and are
sometimes called "inland ports".A seaport is further categorized as
a "cruise port" or a "cargo port". Additionally, "cruise ports" are
also known as a "home port" or a "port of call". The "cargo port"
is also further categorized into a "bulk" or "break bulk port" or
as a "container port".
PORT PERFORMANCE INDICATORSThe operational performance of a port
is generally measured in terms of the speed with which a vessel is
despatched, the rate at which cargo is handled and the duration
that cargo stays in port prior to shipment or post discharge.
However, a progressive port manager would also wish to know how
extensively and intensively its assets are being utilized as well
as how well the operations perform financially. Indicators to
measure these performances are determined generally in relation to
the tonnage of shipping calling at the port and of the volume of
cargo handled since port services in the main are rendered to ships
and cargo. This note discusses the main indicators used by ports,
and for ease of reference tabulation is presented at the end of
this note, which briefly describes how the indicators are
determined.
OPERATIONAL PERFORMANCE INDICATORSPrimary measures of vessel
performance are the ship turn-round time and the tonnage handled
per ship day in port. The ship turn-round time is the duration of
the vessel's stay in port and is calculated from the time of
arrival to the time of departure. Traditionally expressed in days,
it is now common to express turn-round time in hours. The port
authority would normally compile statistics that would provide
monthly and annually average turn-round times. The average
turn-round time per ship is determined by dividing the total hours
by the total number of ships calling at the port.In its basic form,
ship turn-round time does not mean much, as the length of stay of a
vessel is influenced by (a) the volume of cargo, (b) the facilities
made available and (c) the composition of the cargo itself. Thus it
becomes necessary for the port to break the basic ship turn-round
time down for tankers, bulk carriers, container vessels and general
cargo vessels, and even subdividing these into domestic trade,
regional trade and ocean going vessels. Since the duration of a
vessel's stay in port is influenced by the volume of cargo that it
works, a more useful measure of vessel performance is the tonnage
handled per day or hour that the vessel is in port. The average
tonnage handled per ship day or ship hour would be obtained by
dividing the total tonnage of cargo that is loaded and discharged
by the total number of hours that all vessels spend in port. In
compiling data that would enable the port to determine ship
turn-round time or the tonnage handled per ship day (or ship hour),
a port would normally split total time in port into time at berth
and time off the berth and within each, the opportunity would be
taken to record for each service activity the amount of delay (idle
time) as well as the reasons for the delay (e.g., waiting for
cargo, opening/closing hatches, waiting for gears, rain, waiting
for berth, etc). In particular, the ratio between the waiting time
for berth and the time spent at berth, known as the waiting rate,
is a significant indicator of possible congestion status.While the
tonnage handled per ship day (or hour) is a measure of the volume
of cargo handled per unit of time of the vessel in port,
productivity in ports is generally measured in terms of the tonnage
of cargo handled per unit of work station per hour. In the case of
general cargo, the work station is the gang, with containers; it is
the crane (or hook). Thus productivity is measured in terms of (a)
tons per gang hour for general cargo and (b) TEUs/per crane (or
hook) hour. With tons per gang hour, the size of the gang is a
material factor, as generally and up to a point, the larger the
gang size the greater its output. Hence a more useful indicator of
productivity for general cargo is the tonnage handled per man hour.
In establishing the size of the gang, it should be noted that some
ports have separate stevedoring and wharf gangs while some have an
integrated gang that works on board vessels (stevedoring) as well
as at the apron (wharfingering). It should also be pointed out that
very often the size and nature of the consignment has an influence
on gang performance. Generally, the larger and more homogeneous the
consignment the greater is the productivity.The assessment of a
port's performance from the point of view of the exporter/importer
is quite basic in that there is only one indicator of interest, the
dwell time of cargo in port measured in terms of the number of days
that a ton of cargo remains in port. A high dwell time is generally
an indication that all is not well with the port. It does not,
however, identify areas where improvements may be sought since,
unlike ship time in port, it does not have a breakdown according to
the various procedures that have to be gone through before cargo
can be shipped or delivered (e.g., customs clearance, waiting for
instructions, waiting for ship, waiting for transport, etc.). The
importance of dwell time also obviously varies with the nature of
cargo
COMPUTATION OF PORTS PERFORMANCE INDICATORS
OVERVIEW OF THE SHIPPING INDUSTRYTYPES OF SHIPSCONTAINER
SHIPS:
Container Ships are the ones which carry most of the world's
manufactured goods and products, usually through scheduled liner
services. BULK CARRIERS:
Bulk carriers are the work horses of the fleet, transport raw
materials such as iron ore and coal, identifiable by the hatches
raised above deck level which cover the large cargo holds.TANKER
VESSELS:
Tankers transport crude oil, chemicals and petroleum products.
Tankers can appear similar to bulk carriers, but the deck is flush
and covered by oil pipelines and vents.CRUISE VESSELS &
FERRIES:
Ferries and Cruise ships: Ferries usually perform short journeys
for a mix of passengers, cars and commercial vehicles. Most of
these ships are Ro-Ro (roll on - roll off) ferries, where vehicles
can drive straight on and off, making it a speedy and easily
accessible way to travel.Demand for cruise ships expanded rapidly
during the 1980s, leading to a new generation of large and
luxurious 'floating hotels'.SPECIALIST SHIPS:
Specialist ships: Such as anchor handling and supply vessels for
the offshore oil industry, salvage tugs, ice breakers and research
vessels.RO-RO VESSELS:Roll-on/roll-off (RORO or Ro-Ro) ships are
vessels designed to carry wheeled cargo such as automobiles,
trucks, semi-trailer trucks, trailers or railroad cars that are
driven on and off the ship on their own wheels. This is in contrast
to lo-lo (lift on-lift off) vessels which use a crane to load and
unload cargo.
1.5 COMPANY PROFILEHISTORY OF CHENNAI PORT:Chennai Port, the
third oldest port among the 12 major ports, is an emerging hub port
in the East Coast of India. This gateway port for all cargo has
completed 128 years of glorious service to the nations maritime
trade.Maritime trade started way back in 1639 on the sea shore
Chennai. It was an open road -stead and exposed sandy coast till
1815. The initial piers were built in 1861, but the storms of 1868
and 1872 made them inoperative. So an artificial harbour was built
and the operations were started in 1881.The cargo operations were
carried out on the northern pier, located on the northeastern side
of Fort St. George in Chennai. In the first couple of years the
port registered traffic of 3 lakh tones of cargo handling 600
ships.Being an artificial harbor, the port was vulnerable to the
cyclones, accretion of sand inside the basin due to underwater
currents, which reduced the draft. Sir Francis Spring a visionary
skillfully drew a long-term plan to charter the course of the port
in a scientific manner, overcoming both man-made and natural
challenges. The shifting of the entrance of the port from eastern
side to the North Eastern side protected the port to a large extent
from the natural vulnerabilities. By the end of 1920 the port was
equipped with a dock consisting of four berths in the West Quays,
one each in the East & South Quay along with the transit sheds,
warehouses and a marshalling yard to facilitate the transfer of
cargo from land to sea and vice versa. Additional berths were added
with a berth at South Quay and another between WQ2 & WQ3 in the
forties.Indias Independence saw the port gathering development,
momentum. The topography of the Port changed in 1964 when the
Jawahar dock with capacity to berth 6 vessels to handle Dry Bulk
cargoes such as Coal, Iron ore, Fertilizer and non hazardous liquid
cargoes was carved out on the southern side.In tune with the
international maritime developments, the port developed the Outer
Harbour, named Bharathi Dock for handling Petroleum in 1972 and for
mechanized handling of Iron Ore in 1974. The Iron ore terminal is
equipped with Mechanized ore handling plant, one of the three such
facilities in the country, with a capacity of handling 8 million
tonnes. The Chennai ports share of Iron ore export from India is
12%. The dedicated facility for oil led to the development of oil
refinery in the hinterland. This oil terminal is capable of
handling Suezmax vessels.In 1983, the port heralded the countrys
first dedicated container terminal facility commissioned by the
then prime minister Smt.Indira Gandhi on 18th December 1983. The
Port privatized this terminal and is operated by Chennai Container
Terminal Private Limited. Having the capability of handling fourth
generation vessels, the terminal is ranked in the top 100 container
ports in the world. Witnessing a phenomenal growth in container
handling year after year the port is added with the Second
Container Terminal with a capacity to handle 1.5 M TEUs to meet the
demand. To cater to the latest generation of vessels and to exploit
the steep increase in containerized cargo the port is planning to
welcome the future with a Mega Container Terminal, capable of
handling 5 Million TEUs expected to be operational from 2013.The
Chennai port is one among the major ports having Terminal Shunting
Yard and running their own Railway operations inside the harbour on
the East Coast. The port is having railway lines running up to 68
kms and handles 25% of the total volume of the cargo, 4360 rakes
(239412 wagons) during 2009-10.The port with three Docks, 24 berths
and draft ranging from 12m to 16.5m has become a hub port for
Containers, Cars and Project Cargo in the East Coast. The port has
handled an all time high of 61.06 Million tonnes of cargo
registering an increase of 6.2% over previous year. An increase of
10.14% in handling of cars from 273917 Units in the year 2009-10
when compared with 248697 Units in the year 2008-09 and an increase
of 6.39% in handling of containers from 1143373 TEUs in the year
2008-09 to 1216438 TEUs in the year 2009-10. The long term plan for
Chennai Port envisages that the Port will mainly handle 4Cs i.e
Containers, Cars, Cruise and Clean Cargo.
CHENNAI PORTS MISSION:Achieve excellence in Port operations with
State of Art technologies,Enhance competence and enthuse workforce
to maximize customer satisfaction,Anticipate and adapt to the
changing global scenario,Act as a catalyst for sustained
development of the region.
CHENNAI PORTS VISION:To the recognized as a futuristic port with
foresight.CHENNAI PORTS QUALITY POLICY:Provide efficient, prompt,
safe and timely services at optimum cost,Ensure quick turn round of
vessels by providing facilities for efficient handling of
cargo,Maintain total transparency in all our
transactions,Continually improve our services to meet the
expectations of the port users, employees and the society.
CHENNAI PORTS OBJECTIVE:To be the most preferred Indian Port
ensuring safety of the environment.
ORGANIZATIONAL STRUCTURE OF CHENNAI PORT:
CHAIRMAN
DEPUTY CHAIRMAN
FINANCE ADVISOR & CHIEFACCOUNTS OFICERDEPUTY
CONSERVATORTRAFFIC MANAGERSECRETARY
CHIEF MECHANICAL ENGINEERCHIEF MEDICAL OFFICERCHIEF
ENGINEERCHIEF VIGILANCE OFFICER
DEPARTMENTS OF THE CHENNAI PORT:General Administration
DepartmentFinance DepartmentTraffic DepartmentMarine
DepartmentCivil Engineering DepartmentElectrical and Mechanical
Engineering Department &Medical DepartmentVigilance
Department
GENERAL ADMINISTRATION DEPARTMENTADMINISTRATION CHART:
SECRETARY
HUMAN RESOURCEDEVELOPMENTMAIN ADMINISTRATION
SENISENIOR P.S. TO CHAIRMAN P.As
LibrarianSr. PERSONNEL OFFICER
P.S. TO CHAIRMANHindi OfficerLabourWelfare Officer
P.S. TO Dy. CHAIRMANSr.DEPUTY SECRETARY
PERSONNEL OFFICER
DUTIES AND RESPONSIBILITIES:The Secretary is the Head of the
General Administration Department that coordinates the work of the
other departments and is the channel through which matters are
placed before the Board. Matters relating to Administration, Law,
Vigilance, and Labour Welfare, Reservation rules for SCs & STs,
Industrial Relations, Public Relations, Training functions and
in-service training of the Personnel of the Port are dealt with the
Secretary.Apart from the Ports administrative functions, the Human
Resources Development is one another important function of the
General Administration Department as it imparts periodical training
on different walks of the employees career in the Port
FINANCE DEPARTMENTADMINISTRATION CHART
FINANCIAL ADVISER AND CHIEF ACCOUNTS OFFICER
P.A. TOF.A. & C.A.OSr.Dy.C.A.O. (M & S)Sr.Dy.C.A.O.
(I.A)Sr.Dy.C.A.O. (E & R)Sr.DSr. Dy. Director (EDP)
Sr.Accounts Officer (Estt.)Dy.Director (EDP)
Senio Senior Accounts OfficersDy.C.A.O. (Projects &
Bills)
Asst. Director (EDP)
Accounts Officers
Accounts Officers
Abbreviations:Sr. Dy. Director (EDP) : Senior Deputy Director
(Electronic Data Processing)Sr. Dy. CAO (E & R) : Sr. Dy Chief
Accounts Officer (Establishment &Revenue )Sr. Dy. CAO ( I.A.) :
Sr. Dy. Chief Accounts Officer (Internal Audit) Sr. Dy. CAO (M
& S) : Sr. Dy. Chief Accounts Officer (Management &
Services)
DUTIES AND RESPONSIBILITIES:The Financial Adviser & Chief
Accounts Officer is the Head of the Finance Department and the
department is in-charge of the accounting of the receipt and
expenditure of the Port, and ensures the financial propriety of the
day to day transactions of the Port and the proper observance of
rules and regulations laid down. This department is responsible for
the drawal and disbursement of monies.The Financial Adviser is in
charge of the Financial Management of the Port including Planning
of Financial resources. As of date, the F.A. & C.A.O is
assisted by a team of Senior Deputy Chief Accounts Officers each
entrusted with different portfolios such as Internal Audit,
Establishment & Revenue, Management & Services, Project
& Bills etc., The Sr. Dy. C.A.Os are assisted by a team of
Accounts Officers each entrusted with different portfolios such as
Establishment, Internal Audit, Marine Fund Account, Officer
Establishment, traffic & Marine, general Administration,
Medical & Vigilance, Stock verification, Co-ordination, House
Building Advance, etc.,The Electronic Data Interchange from the
Customs to the Ports enroute its Licenses comes under the control
of the Finance Department and is headed by the Senior Deputy
Director (EDP) ably assisted by Deputy Directors and Date
Processing Officers.
TRAFFIC DEPARTMENTADMINISTRATION CHART:
TRAFFIC MANAGER
Sr. Dy. TRAFFIC MANAGER (Operations/Commercial)Sr.Dy.TRAFFIC
MANAGER (RAILWAY)
Dy. T RAFFIC MANAGER (L&B)
Dy. TRAFFIC MANAGER (Commercial)
Dy.TRAFFIC MANAGER (Mktg/ C Cell/P.S)
Dy. TRAFFIC MANAGER (Rly)
Dy. TRAFFIC MANAGER (OP)
ATM (Myd)
ATM (BD)Sr. Dy. DIRECTOR (PLANNING &RESEARCH)Sr. ATM
(PORTERAGE)
ATM(SWH)ATM (PORTERAGE) ATM (OPERATIONS)
Asst. DIRECTOR (PLANNING & RESEARCH)Dy. DIRECTOR (PLANNING
& RESEARCH)
Abbreviations:L & B : Lands & BuildingsMktg/C Cell/
P.S.: Marketing/Computer Cell/Pass SectionATM: Assistant Traffic
ManagerOP: OperationsSWH: Sales Ware House
DUTIES AND RESPONSIBILITIES:The Traffic Department is under the
control of the Traffic Manager who controls cargo handling
operations by Sea and Land within the Port. He deals with the
matters relating to allotment of berths to ships in the Port,
Import and export of cargo, supply of Cranes, Supply of water to
ships, lease of covered and open storage spaces, assessment and
collecti9on of landing and shipping fees and other dues as per the
Boards Scale of Rates. Besides, the Port Railways and the labour
who handle cargo on shore are under his control.As of date, the
Traffic Manager is assisted by Senior Deputy Traffic Managers,
Deputy Traffic Managers and Senior Assistant Traffic Managers each
entrusted with different portfolios such as Lands & Buildings,
Port Railways, Commercial, Operations, Shipping Control, Marketing,
Computer Cell, Porterage, Pass Section, etc., The Planning and
Research Cell headed by the Senior Deputy Director (Research) is
also under the control of the Traffic Manager.
MARINE DEPARTMENTADMINISTRATION CHART:
DEPUTY CONSERVATOR
HARBOUR MASTER
PERSONAL ASSISTANT
Dock Master I (D. C.s Buoy Yard)Adm.Officer (General)Adm.Officer
(Shipping)Adm.Officer(Estt.)
SMEAsst.Marine Officer DS/CE (Marine Vessel) Dock Master III
Dock Master II
Marine Engineers (Service Station)Dredger Master /
MarineEngineer/Dy.Marine EngineerF.O & A.S.O.
PILOTS
S.S.O
Sr. Dy. Marine Engineer
Marine Engineer / Dy. Marine Engineer
Abbreviations:SME :Senior Marine EngineerDS:Dredging
SuperintendentCE Marine (Vessel):Chief Engineer Marine
(Vessel)SSO:Signal Station OfficerFO & ASO: Fire Officer &
Assistant Safety Officer
DUTIES AND RESPONSIBILITIES:The Deputy Conservator is the Head
of the Marine Department that looks after the Pilotage, i.e.,
movement of the vessels in and out of the Port. The Deputy
Conservator is assisted by a Harbour Master, Dock Masters, Dredging
Superintendent & Marine Engineers each entrusted with related
portfolios such as pilotage, Signaling, Shipping, etc., The Port
Fire Service is under the control of the Deputy Conservator who is
also the Safety Officer of the Port.
CIVIL ENGINEERING DEPARTMENTADMINISTRATION CHART:
CHIEF ENGINEER
PA TO CE
Dy C.E. (M) IDy C.E. (FH)Dy C.E. (MDO)Dy C.E.(P) IDy C.E. (M)
II
Dy C.E. (P) IIDy C.E. (M) III
EX(C) E, EX(C)F, EX (MS)EX(C) MDOEX (C) P1, EX (C)
P2Dy.E.(MP)
Dy C.E. (P&D)Sr A.O. (E) AO(A & L)EX (C) P5, EX (C) P7AO
(MDO)EX (C) G, EX (LBS)
EX (C) A, EX (C) B, EX(C)D, HorticulturistJr.AO (P)EX (MP)
E X(C) H, EX (C) P6, Manager (FH)EX(C) P3, EX (C) P4
Sr.A.O.(M)
Abbreviations:Dy. C.E. (M): Dy. Chief Engineer
(Maintenance)Dy.C.E. (MP): Deputy Chief Engineer (Major
Projects)Dy.C.E. (FH): Dy. Chief Engineer (Fishing Harbour)EX (C):
Executive Engineer (Civil)
DUTIES AND RESPONSIBILITIES: The Chief Engineer is the Head of
the Civil Engineering Department and is in-charge of Planning and
Execution of all Civil Engineering works and General Maintenance of
civil engineering works and facilities. The work connected with the
maintenance of Dredging and hydrographic survey in the approaches
of the Port, entrance channel and alongside berths is also under
his charge. Planning and Execution of Project works for the
development of the Port are also attended to by him.As of date, the
Chief Engineer is assisted by 9 Dy. Civil Engineers ably assisted
by Executive engineers each entrusted with different portfolios
such as Maintenance, Projects, Planning & Designing, fishing
Harbour, Mega Project, Marine Survey, Lands & Buildings,
Establishment, etc.,ELECTRICAL & MECHANICAL ENGG.
DEPARTMENTADMINISTRATION CHART:
PA TO CMECHIEF MECHANICAL ENGINEER
MMDy.CME (OP)Dy.CME (OH)Dy.CME (ES & CH)Dy.CME (W)Dy.CME(R
& D)Dy.CME (EC & OS)
SE (E) ES & CHSE (M) (W)SE(M) OPSE (M) GSE(M) R & DSE(E)
THC& FH
SE (M) OHSE(E) OH
AMM (Tender)Sr.Dy.MM-IISr.Dy.MM-IAMM (E&G)AMM
(Imprest)Dy.MM-III
Dy.MM-IIDy.MM-I
DUTIES AND RESPONSIBILITIES:The Electrical and Mechanical
Engineering Department is under the control of the Chief Mechanical
Engineer. He is in-charge of the Port workshops, supply of
electricity in the Port, upkeep, maintenance and running all
plants, machineries and equipments including cranes, crafts and the
flotilla of the Port. Planning and execution of all electrical and
Mechanical works are also attended to by him. He is in charge of
the fully mechanized Ore berth and Oil berth. Following the
recommendations by the Cadre Restructuring Committee, recently, the
Stores Department has been merged with this department and renamed
as the Materials Maintenance Division. This division is responsible
for the procurement, maintenance, stocking and supply of different
items of stores and materials other than Capital Equipment and
medicines that are required by various departments of the Port
including steel and cement required for the Civil Project works.As
of date, the Chief Mechanical Engineer is assisted by 6 Deputy
Chief Mechanical Engineers ably assisted by Superintending
Engineers and Executive Engineers each entrusted with different
portfolios such as R & D, Ore handling plants, Operations,
etc., The Manager for Materials Management Division is equally
subordinated by Senior Deputy Materials Manager and Deputy
Materials managers with related portfolios.
MEDICAL DEPARTMENTADMINISTRATION CHART:
CHIEF MEDICAL OFFICER
A.O. (Estt& Personnel)P.A. TO CMO
Sr. Dy. Chief Medical Officers
A.O. (Medical Records)
Jr. A.O. (Hospital Admin., Hospital Maintenance &
Welfare)
Dy. Chief Medical Officers (Specialist/GD)
Medical OfficersSr.Medical OfficersMatron (H) &
(DSC)Asst.Controller of Stores (Medicines & Purchase)
DUTIES AND RESPONSIBILITIES:The Chief Medical Officer is the
Head of the Medical Department. Management of the Trusts Hospital
and other dispensaries, medical aid including first aid and
specialized treatment to the employees of the Trust and their
families are attended to by the Chief Medical Officer.As of date,
the Chief Medical Officer is assisted by the Senior Deputy Chief
Medical Officers and Deputy Chief Medical Officers as regards
Medical and Surgical needs and by the Administrative Officers in
the Administration front wide different portfolios such as
Establishment & Personnel, Hospital Administration, Hospital
Maintenance & Welfare, Medical Records etc.,VIGILANCE
DEPARTMENTADMINISTRATION CHART:
CHIEF VIGILANCE OFFICER
DEPUTY CHIEF VIGILANCE OFFICER
PA TOCVO
ASSISTANT VIGILANCEOFFICER
DUTIES AND RESPONSIBILITIES:Following the recommendations made
by the Cadre Restructuring Committee, the Vigilance Department has
been created as one of the departments of the Port and is headed by
the Chief Vigilance Officer ably assisted by the Deputy Chief
Vigilance Officer and Assistant vigilance Officer in an effort to
curb the corruption, bribery and make a totally transparent working
atmosphere for the employees and the Port users and thus extend
qualitative service.PERFORMANCE APPRAISAL:Performance appraisal is
being done by way of preparing Confidential Reports annually about
the staff by the Divisional Officer and the same will be referred
in the event of the staff is due for any promotion under grouped
/selection posts. The staff will be asked to offer his/her
explanations in the event of any adverse remarks in the
Confidential Report. Divisional Officers and Area Managers may have
to prepare an Annual Report about their achievements in the
division they are serving and have to submit the same to the
Chairman duly attested/approved by the Head of the Department to
whom the division belongs. The same will be referred in the event
any promotion to the Officers. The Supervisory Staff not less than
the rank of Assistant Traffic Manager will be rewarded based on
their Annual Report for their performance during the year with a
Memento and commendations.FUTURE PLANS OF CHENNAI PORT:Master plan
for Port Railway, Realigning Rail and Road network.
Dedicated Elevated Expressway from Chennai Port to
Maduravoyalupto NH4 has been approved by the Government to enhance
the hinterland connectivity.
Development of Ro-Ro Terminal and a Multi level car parking
facility with a capacity of 5000 cars.
Chennai Mega Container Terminal with a continuous quay length of
2 km with 18 to 22m side along draft. Capable of handling ultra
large container ships carrying over 15000 TEUs.
The break water extension from existing outer arm will be
utilized to develop deep draft oil berth for handling VLCCs.
STATEMENT OF OBJECTIVES2.1 Primary Objective To improve the
facilities and operational efficiency by employing strategies
encouraging the container trade with reference to Chennai port
trust.2.2 Secondary Objective1. To minimize the Turn Round Time of
container Vessels.2. To enhance the unutilized yard capacity for
aggregating (collecting) the export container cargo.3. To increase
the operational efficiency of the port/terminal.4. To study the
scope or usefulness of introducing berth reservation scheme.5. To
encourage the end users for providing volume based discounts on
vessel related charges.
REVIEW OF LITERATURE
F. Bilwani, I. Siddiqui, S. Vaqar(2001) Determination of Delay
in Turnaround Time (TRT) of Stat Tests and its CausesAlong with
accuracy and reliability, timely reporting of laboratory test
results is now considered an important aspect of the services
provided by the clinical laboratory. Whether or not, faster
turnaround time can make any medical difference, patients and their
physicians want reports as rapidly as possible. It has also been
shown that outcomes in certain situations such as operation
theaters and in emergency departments have been affected by timely
reporting of lab tests results.1Hence, rapid laboratory turnaround
times is important both from a medical and commercial point of
view. A recent review of laboratory turnaround time indicated that
analysis of this time interval has helped in determining the cause
of delay, which is then followed by the improvement in the
turnaround time of the vessel in the port for a longer run of the
project .This issue is very important and in general, laboratories
do not stress enough on its significance. Appropriate and timely
clinical decisions depend on timely reporting, which in turn
effects patient outcome. The statement "Justice delayed, Justice
denied" can be rephrased in our setting as "Report Delayed,
Treatment denied". The aim of this study was to evaluate the delay
and reasons of delay of turnaround time (TRT) of stat tests in the
section of clinical chemistry of the clinical laboratory.
Torstein Rekkedal (03 Aug 2006) Effects of reducing turnaround
time. An experimental study"An essential feature in correspondence
education is the twoway communication between teacher and student
and a central feature of this is the written assignments. Even if
the postal services are quick, the handling of the assignments,
correcting and commenting on them is bound to take some time.
Studies by Sloan in 1965 and Saxe et al in 1966 suggested that the
timeelement involved in the communication between teacher and
student might be one of the main reasons for loss of interest and,
ultimately, dropout.The main purpose of the experiment reported
here was to examine the effect of reducing the turnaround time.
Some statistical analyses in the original have been omitted in this
translation. The approach cannot be taken as being representative
of what the author's views on the subject would be a decade
later.
Jeffery R. Jensen (2006)The Effects of Computerized Provider
Order Entry In Turn-around TimeAs the Providence Health System is
phasing in its Computerized Provider Order Entry (CPOE) system at
the Providence Portland Medical Center, we conducted a study to
demonstrate the effects of CPOE on medication turn-around time.
Retrospectively, we tracked and compared medication orders that
were placed via the existing paper-based system and the CPOE
system.The results of this study coincide with, and confirm,
previous research that has been performed at large academic medical
centers
D. Keith Robbins,John A.Pearce II (8 NOV 2006)Turnaround:
Retrenchment and recoveryEmpirical research was conducted to
investigate retrenchment as an integral component of the overall
turnaround process. An industry study provided an anchored
operational definition of a turnaround situation, indications of
its internal and external causes, and an application of an absolute
measure of its severity. The research further produced an empirical
discrimination between retrenchment as a stand-alone response to
financial decline and retrenchment as an initial phase of a
turnaround strategy, and an identification of activities that can
be used to classify entrepreneurial vs. efficiency emphases in a
turnaround firm's recovery response.M. L. Lehman,J. H. Brill,P. C.
Skarulis,D. Keller, andC. Lee(2001)Physician Order Entry impact on
drug turn-around times.This paper describes a study of the impact
of Physician Order Entry (POE) on pharmacy order turn-around times.
The study looked at two surgical services, Neurosurgery and
Transplant, of a large Midwestern academic medical center. Pharmacy
orders were followed in these units from the time a physician wrote
an order to the time the patient received the medication. The first
part of the study tracked pharmacy orders for a two-month period
before the implementation of POE and the second part of the study
tracked pharmacy orders for a two-month period after POE had been
implemented. The pre- and post-POE pharmacy turn-around times were
compared. It was expected that the data would show a substantial
decrease in pharmacy order turn-around times. Our study did, in
fact, show a significant reduction in this turn-around-time.
RESEARCH METHODOLOGYResearch methodologys a way to
systematically solve the research problem. It may be understood as
a science of studying how research is done scientifically. In it we
study the various steps that are generally adopted by a researcher
in studying his research problem along with the logic behind them.
It is necessary for the researcher to know not only the research
methods/techniques but also the methodologyTo conduct a research
first and the foremost data should be collected date can be
collected from two source namely primary data and secondary data
.data that is collected form the primary source is called primary
data, and data that is collected from the secondary source is
called secondary data .the above two different type of data are
primary in order to conduct a good analysis.Methodology denotes a
specific method of collection and analysis of data. It is a way to
systematically solve the research problem. It is necessary for the
researcher to know not only the research methods / techniques but
also the methodology.Primary data is the initial material that is
collected during the research process. Primary data that the
research collect themselves using methods such as survey, field
work direct observation, questionnaire and interview .primary data
is a reliable why it collect data because the researcher will know
where it came from and how it was collected and analyzed since they
did it themselves .the primary data is a raw data that has to be
processed by the researcher in order to draw and reach
conclusionsOn the other hand secondary are based upon the data that
was collected from the primary source, secondary sources take the
role of analyzing, explaining and combining the information from
the primary source with additional information secondary data
analysis is commonly known as second hand analysis .it is simply
the analysis of pre existing data in a different way or to answer
question than originally intended .secondary data analysis utilizes
the data that was collected by someone else in order to further a
study you are interested in completing.
4.1 PERIOD OF THE STUDYThe study was conducted for four months
during January 2014 to April 20144.2 METHOD OF DATA COLLECTIONThe
Data collection is the activity of gathering facts of information
about a subject in a research study there are two types of
dataPRIMARY DATAPrimary data are those, which are collected as
fresh and for the first time and happen to be original in nature,
the data was collected from the 50 respondents in Chennai
port.SECONDARY DATAThe data which has someone else already
collected and passed through the statistical process Secondary data
are also used for the research study are obtained from internal and
external source to the organization and accessed through the
company profile .product profile and externally by internet
.magazines and various journals the researcher has collected
secondary data through website ,journals books etc. RESEARCH
DESIGNResearch design is the specification of the method and
procedure for acquiring the information needed to solve the
problemSAMPLE SIZEDue to limitation of time and related aspects
sample size taken for my study is 50 respondents in Chennai port.
SAMPLING METHODOn the representation basis, it is Non probability
sampling, which means non-random convenient sampling element. As
the size of the population is large, we follow convenient sampling
technique. QUESTIONNAIRE DESIGNThe survey was conducted using
structured questionnaire .question being designed as an opinion
multiple choice the questionnaire framed for the research study is
a structured question in which different types of questions like
open ended close ended and multiple choice pattern are used the
question in the questionnaire are arrange in a sequence manner
which help the researcher to get answers from the researcher to get
answers from the respondents the researcher has framed the
questionnaire in the clear manner such that it makes the
respondents question easily
SCOPE OF THE STUDY This study tells about the loading and
unloading in the warehouse operation and problem based by them. In
addition to all these, the Chennai port is also planning build a
container terminal at mega size with a berth length to handle Very
large container carrier (VLCC),Ultra large container carrier
(ULCC).and the research we do for solving these problems are a
possibilities of overcoming this. This study helps us in developing
performance of the company, identify the problem facing in manual
operation and implement the modern technology. In the phase of
facing stiff competition in the container terminal trade among the
container terminal operators, the minimized Turn-Round Time remains
as an important performance indicator
4.4 LIMITATION OF STUDY
The given time frame to do the study is very short and the
researcher has to go at it. Analyzing with reference to Chennai
Port need not apply to all the port/terminals. The survey has to be
taken only with a select group of employees in the Port working
indoors and outdoor operative staff cannot be surveyed as the Port
denies access by an outsider to gain entry into the operative front
which becomes the limitations of the study.
TABLE -5.1Experience of the respondentsS.NOPARTICULARSNO.OF
RESPONDENTSPERCENTAGE
10-5 years00
26-10 years1326
311-15 years2550
4Above 15 years1224
TOTAL50100%
CHART-5.1Experience of the respondents
INFERENCEFrom the above table it is found that 50% of the
respondents are experienced from 11-15 years.
TABLE-5.2Awareness regarding containerized cargos are handled in
Chennai PortS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1YES50100%
2NO00%
TOTAL50100%
CHART-5.2Awareness regarding containerized cargos are handled in
Chennai Port
INFERENCEFrom the above table it is found that 100% of the
respondents agree to the fact that they are aware of the
containerized cargos are handled in Chennai Port
TABLE-5.3Awareness of containerized cargo towards world
tradeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1YES4692%
2NO48%
TOTAL50100%
CHART 5.3Aware of containerized cargo towards world trade
INFERENCEFrom the above table it is found that 92% of the
respondents agree to the fact that the containerized cargo is
catching with the worlds sea trade growth.
TABLE-5.4Pre berthing detention effects on turnaround
timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree510%
2Agree3264%
3Neutral1326%
4Disagree00%
5Strongly disagree00%
TOTAL50100%
CHART-5.4Pre berthing detention effects on turnaround time
INFERENCEFrom the above table it is found that 74% of the
respondents agree to the fact that Pre berthing detention increase
the turnaround time of container vessels.
TABLE-5.5Allocation of tug vessels on first come first serve
basisS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree816%
2Agree2040%
3Neutral1836%
4Disagree48%
5Strongly disagree00%
TOTAL50100%
CHART 5.5Allocation of tug vessels on first come first serve
basis.
INFERENCEFrom the above table it is found that 56% of the
respondents agree to the fact that allocation of tug vessels eases
the scheduling of vessels berthing on first come first serve
basis.
TABLE-5.6Unproductive moves improves the operational
efficiencyS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree1020%
2Agree2958%
3Neutral1020%
4Disagree12%
5Strongly disagree00%
TOTAL50100%
CHART-5.6Unproductive moves improves the operational
efficiency
INFERENCEFrom the above table it is found that 78% of the
respondents agree to the fact that reduction in unproductive moves
improves the operational efficiency of port.
TABLE-5.7Periodical maintenance reduces turnaround
timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree48
2Agree2142
3Neutral1734
4Disagree612
5Strongly disagree24
TOTAL50100%
CHART-5.7Periodical maintenance reduces turnaround time
INFERENCEFrom the above table it is found that 50% of the
respondents agree to the fact that Periodical maintenance of
container handling cranes will reduce turnaround time
TABLE-5.8Optimal yard operations minimize turnaround
timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree1122%
2Agree2856%
3Neutral1122%
4Disagree00%
5Strongly disagree00%
TOTAL50100%
CHART-5.8Optimal yard operations minimize turnaround time
INFERENCEFrom the above table it is found that 78% of the
respondents agree to the fact that optimal yard operations
management helps in minimizing turnaround time of the vessel.
TABLE-5.9Rubber Tyred Gantry Cranes requirement helps in yard
optimizationS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree918%
2Agree2652%
3Neutral1326%
4Disagree24%
5Strongly disagree00%
TOTAL50100%
CHART-5.9Rubber Tyred Gantry Cranes requirements helps in yard
optimization
INFERENCEFrom the above table it is found that 70% of the
respondents agree to the fact that availability of Rubber Tyred
Gantry Cranes (RTGCs) on requirements helps in yard
optimization.
TABLE-5.10Bay plan helps in optimized yard
planningS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree510%
2Agree2448%
3Neutral918%
4Disagree1020%
5Strongly disagree24%
TOTAL50100%
CHART-5.10Bay plan helps in optimized yard planning
INFERENCEFrom the above table it is found that 58% of the
respondents agree to the fact that proper bay plan while vessel
feeding helps in optimized yard planning and minimizing the
turnaround time.
TABLE-5.11Rail Mounted Gantry Cranes helps in discharge of
boxesS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree1224%
2Agree2550%
3Neutral1020%
4Disagree24%
5Strongly disagree12%
TOTAL50100%
CHART-5.11Rail Mounted Gantry Cranes helps in discharge of
boxes.
INFERENCEFrom the above table it is found that 74% of the
respondents agree to the fact that availability of Rail Mounted
Gantry Cranes helps in the discharge of boxes from the vessel and
loading of boxes on to the vessel.
TABLE-5.12Berth Reservation Scheme (BRS) helps in the berthing
of vesselsS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree1530%
2Agree2142%
3Neutral1122%
4Disagree24%
5Strongly disagree12%
TOTAL50100%
CHART-5.12Berth Reservation Scheme (BRS) helps in the berthing
of vessels
INFERENCEFrom the above table it is found that 72% of the
respondents agree to the fact that introduction of Berth
Reservation Scheme (BRS) greatly helps in the berthing of vessels
on arrival
TABLE-5.13The Berth Reservation Scheme reduces pre berthing
detentionS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree918%
2Agree1938%
3Neutral1530%
4Disagree714%
5Strongly disagree00%
TOTAL50100%
CHART-5.13The Berth Reservation Scheme reduces pre berthing
detention
INFERENCEFrom the above table it is found that 56% of the
respondents agree to the fact that the Berth Reservation Scheme
significantly reduces the pre berthing detention of the vessel on
the port side.
TABLE-5.14Berth Reservation Scheme contributes in the reduction
of turnaround timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree918%
2Agree2754%
3Neutral1224%
4Disagree24%
5Strongly disagree00%
TOTAL50100%
CHART-5.14Berth Reservation Scheme contributes in the reduction
of turnaround time
INFERENCEFrom the above table it is found that 72% of the
respondents agree to the fact that the Berth Reservation Scheme
contributes in the reduction of turnaround time
TABLE-5.15Berth Reservation Scheme maximizing the traffic
volumeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree510%
2Agree2856%
3Neutral1224%
4Disagree36%
5Strongly disagree24%
TOTAL50100%
CHART-5.15Berth Reservation Scheme maximizing the traffic
volume
INFERENCEFrom the above table it is found that 66% of the
respondents agree to the fact that the Berth Reservation Scheme
helps in maximizing the traffic volume of vessels per voyage
TABLE-5.16Berth Reservation Scheme increases trade and
businessS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree816%
2Agree1836%
3Neutral1734%
4Disagree48%
5Strongly disagree36%
TOTAL50100%
CHART-5.16Berth Reservation Scheme increases trade and
business
INFERENCEFrom the above table it is found that 52% of the
respondents agree to the fact that berth Reservation Scheme
increases trade and business volumes from the markets in the
hinterland
TABLE-5.17Yard operation helps in reducing the dwell time of
containerS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE
1Strongly agree816%
2Agree2142%
3Neutral1326%
4Disagree714%
5Strongly disagree12%
TOTAL50100%
CHART-5.17Yard operation helps in reducing the dwell time of
container
INFERENCEFrom the above table it is found that 58% of the
respondents agree to the fact that optimizing the yard operation
helps in reducing the dwell time of container at the container
parking yard
FINDINGS OF THE STUDY 82% of the respondents agree to the fact
that pre-berthing detention is higher on agents side due to
non-availability of required documents. 74% of the respondents
agree to the fact that Pre berthing detention increase the
turnaround time of container vessels. 56% of the respondents agree
to the fact that Pre berthing detention on ports side is higher due
to non availability of tug boats. 50% of the respondents agree to
the fact that Periodical maintenance of container handling cranes
will reduce turnaround time 78% of the respondents agree to the
fact that optimal yard operations management helps in minimizing
turnaround time of the vessel. 70% of the respondents agree to the
fact that availability of Rubber Tyred Gantry Cranes (RTGCs) on
requirements helps in yard optimization. 58% of the respondents
agree to the fact that proper bay plan while vessel feeding helps
in optimized yard planning and minimizing the turnaround time. 74%
of the respondents agree to the fact that availability of Rail
Mounted Gantry Cranes helps in the discharge of boxes from the
vessel and loading of boxes on to the vessel. 72% of the
respondents agree to the fact that introduction of Berth
Reservation Scheme (BRS) greatly helps in the berthing of vessels
on arrival 56% of the respondents agree to the fact that the Berth
Reservation Scheme significantly reduces the pre berthing detention
of the vessel on the port side. 72% of the respondents agree to the
fact that the Berth Reservation Scheme contributes in the reduction
of turnaround time 66% of the respondents agree to the fact that
the Berth Reservation Scheme helps in the allocation of vessel and
yard gantries to be developed. 72% of the respondents agree to the
fact that the Berth Reservation Scheme significantly in increasing
the terminals through put. 52% of the respondents agree to the fact
that berth Reservation Scheme increases trade and business volumes
from the markets in the hinterland 58% of the respondents agree to
the fact that optimizing the yard operation helps in reducing the
dwell time of container at the container parking yard
SUGGESTION Pre berthing detention causes a vital effect in the
turnaround time as it would result in increase of the same so such
detention to be avoided as vessel is pertained to be always on time
as due to natural causes it may also get late getting delay of the
other vessel also Tug boats to be optimally arranged as the same is
required for tugging the vessel from the point of anchorage to the
point of berthing so optimum tug boats availability to be made in
the port to avoid the same to happen Yard operation to be flowed
with the usage of equipments for moving the cargo and containers to
the vessel so such kind of operation optimizes the yard operation
inducing the case shorter lead time for the vessel Periodical
maintenance of the cargo to be maintained as during operation it
should be not in a position that it gets collapsed during the
operative procedure so the maintenance of the equipments would not
held on with such scenarios RTG cranes are self-handled cranes
which are used to move the containers from one point to another on
such case it moves the whole lot such operational productive
movements reduces the unproductive movements and increases the
optimization of the yard operation resulting in the shorter lead
time Bay planning to be made accordingly to the cargo according to
the availability of the vessel and its specification for loading
the cargo such bay planning helps in optimization and reduces the
time for turning the vessel from the port Berth reservation schemes
should be made available in the port such reservation scheme
according to the vessel to be made before berthing of the vessel
such reservation schemes reduces the time the vessel waiting time
before anchorage and hence reduce the turnaround time Container to
be made and handled according to the loading of the same in the
vessel with specialized equipment which is prior be made available
in the port which helps in optimization of the yard operation in
the port reducing the loading and unloading time in the vessel
resulting in the shorter lead time finally reducing the turnaround
time of the vessel from the port
ConclusionChennai port to be efficient and optimized it should
be equipped with specially optimized equipment such as rubber tire
gantry and reach stackers also specially in the container terminals
such an availability of the equipments helps in the shorter span
for the movement of the containers from one place to another such
an efficiency in the yard optimizes yard operation.Berth detention
and proper bay plan accordingly reservation scheme helps the port
to make itself ready for the vessel arrival so in such case it does
not get delay for the anchorage in the port and also in the
terminal which are dedicated for cargoes accordingly.The above
methods are believed to be factors reducing the turnaround time for
the vessel in Chennai port.
BIBLIOGRAPHYWEBSITEhttp://www.tandfonline.comhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC1839570/http://onlinelibrary.wiley.com/doi/10.1002/smj.4250130404/abstracthttp://jpma.org.pk/full_article_text.php?article_id=87
BOOKS Research Methodology, Kothari, C.R., Method And
Techniques(2nd revised Edition:New Delhi:New Age
International(p)Ltd.,Publishers.,2004) Logistics Management By
Vinod V.Sople ,1st edition 2004 Printed In Delhi
ANNEXUREQUESTIONNAIRE 1. Name : 2. Designation : 3. Experience :
a) 0 5 b) 6 10 c) 11 15 d) Above 15
4. Do you know that the containerized cargos are handled in
Chennai Port?a) Yes b) No 5. Do you know that the containerized
cargo is catching with the worlds sea trade growth?a) Yes b) No6.
Pre berthing detention increase the turnaround time of container
vesselsa) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree 7. Allocation of tug vessels eases the scheduling
of vessels berthing on first come first serve basisa) Strongly
agree b) Agree c) Neutral d) Disagree e) Strongly disagree 8.
Reduction in unproductive moves improves the operational efficiency
of porta) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree 9. Periodical maintenance of container handling
cranes will reduce turnaround timea) Strongly agree b) Agree c)
Neutral d) Disagree e) Strongly disagree 10. Optimal yard
operations management helps in minimizing turnaround time of the
vessel.a) Strongly agree b) Agree c) Neutral d) Disagree e)
Strongly disagree 11. Availability of Rubber Tyred Gantry Cranes
(RTGCs) on requirements helps in yard management.a) Strongly agree
b) Agree c) Neutral d) Disagree e) Strongly disagree 12. Proper bay
plan while vessel feeding helps in optimized yard planning and
minimizing the turnaround time.a) Strongly agree b) Agree c)
Neutral d) Disagree e) Strongly disagree 13. Availability of Rail
Mounted Gantry Cranes helps in the discharge of boxes from the
vessel and loading of boxes on to the vessel.a) Strongly agree b)
Agree c) Neutral d) Disagree e) Strongly disagree 14. Introduction
of Berth Reservation Scheme greatly helps in the berthing of
vessels on arrivala) Strongly agree b) Agree c) Neutral d) Disagree
e) Strongly disagree 15. The Berth Reservation Scheme significantly
reduces the pre berthing detention of the vessel on the port
side.a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree 16. The Berth Reservation Scheme contributes in the
reduction of turnaround timea) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree 17. The Berth Reservation Scheme
helps in maximizing the traffic volume of vessels per voyagea)
Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
18. Berth Reservation Scheme increases trade and business volumes
from the markets in the hinterland.a) Strongly agree b) Agree c)
Neutral d) Disagree e) Strongly disagree 19. Optimizing the yard
operation helps in reducing the dwell time of container at the
container parking yarda) Strongly agree b) Agree c) Neutral d)
Disagree e) Strongly disagree
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