How does that impact the “hub and spoke “concept for the maritime industry?
How and why should inland ports become better utilized to improve the integrated transportation and distribution system?
How does that impact the “hub and spoke “concept for the maritime industry?
Analyze the nature of relationships between ports and state authorities, and
Cover methods of estimating future labor needs that address
Size of workforce
Levels of education
Technical training requirements, and
Technology change/utilization.
Readings include the assigned Chapters from the text; NCFRP Report 5:
North American Marine Highways, linked here; and, and a video entitled
Port of Long Beach, linked here.
A Port Improvement Plan (PIP) Outline (paper) will be due in Week 5.
Port Metrics
There are, according to Brooks (2007), a number of internal—system
and functional, and external—customer, stakeholder, and supplier
measures of port performance at the firm level. Average turnaround
time and average vessel time waiting at anchor are good functional
vessel-handling metrics. From a customer perspective, average hours
before delivery cutoff is a useful efficiency metric, and the variance
between “hours until berth available” and “hours until berth promised” a
good effectiveness one.
When determining port metrics, a port baseline of capacity dimensions
must be developed. For this example, a port container yard will be
used to identify the metric components for this discussion. Important
capacity dimension for this container yard might include:
Berth length
Draft depth
Operating Hours
Container yard depth (area)
Stacking height
Once the baseline is determined, assumptions can be applied. The
Tioga Group’s Dan Smith (Tioga) compiled the following list of rules of
thumb:
Maximum annual turnover
