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Learning event on “Trade and Regulation in Services in Africa”Addis Ababa, 5-6 June, 2013
CONTENTS
Dwell Time - South Africa Case study
Lessons for other ports
Africa Ports overview
3
3
• 20 953 route kilometers
• 182 million tons of freight
• General freight and 2 heavy haul export lines
• Support to TFR for rolling stock maintenance
• 8 Commercial ports – Ngqura became operational during October 2009
• 16 Cargo terminal operations across SA ports
• 18 billion litresof petroleum products and gas through 3000km pipelines, mainly to Gauteng
• Transnet Capital Projects
• Transnet Property• Transnet
Foundation
TRANSNET IS THE CUSTODIAN OF PORTS, RAIL AND PIPELINES IN SOUTH AFRICA
TRANSNET OFFERS DIVERSIFIED PORT SERVICES IN SOUTH AFRICA THROUGH A COMPLEMENTARY PORT SYSTEM
Containers
Break bulk
Bulk
Cars
Liquid bulk
Commodities Saldanha
Cape Town
Ngqura
East London
Durban
RichardsBay
Port Elizabeth
()
footprint, ( ) joint ventureSource: Transnet Port Terminals
4
5
Landlocked countries
Mauritania
Western Sahara
Maroc
Algeria
Tunisia
Lybia Egypt
SudanSénégal
Côte-d'Ivoire
Mali Niger
Nigeria
Tchad
Cameroon
Central African Republic
ZaireCongo
Gabon
Ethiopia
Eritrea
Somalia
Kenia
Tanzania
ZambiaAngola
MozambiqueMadagascarZimbabwe
GhanaBénin
Burkina Faso
TogoLiberia
Guinea
Uganda
RwandaBurundi
Malawi
NamibiaBotswana
South Africa
Lesotho
Equatorial Guinea
Swaziland
Djibouti
Cost to export containersUS$ ’000s/TEU
2.32.3
Botswana
DRC
0.40.71.0
China
Mauritius
SA
Maritime countries
Emerging and landlocked countries suffer even more than maritime countries from a transport costs perspective
Mauritania
Western Sahara
Maroc
Algeria
Tunisia
Lybia Egypt
SudanSénégal
Côte-d'Ivoire
Mali Niger
Nigeria
Tchad
Cameroon
Central African Republic
ZaireCongo
Gabon
Ethiopia
Eritrea
Somalia
Kenia
Tanzania
ZambiaAngola
MozambiqueMadagascarZimbabwe
GhanaBénin
Burkina Faso
TogoLiberia
Guinea
Uganda
RwandaBurundi
Malawi
NamibiaBotswana
South Africa
Lesotho
Equatorial Guinea
Swaziland
Djibouti
SOURCE: www.mapcrow.info
6
African Port Challenges
• Infrastructure development (Ports & Rail) not in line with
trade growth in Africa;
• Poor Port Rail Integration, including cross border
interfaces
• African countries are trading more with the outside world
than among themselves;
• Depth of ports and harbours cannot accommodate large
vessels, hence most of the traffic is fed from
Mediterranean and Middle East ports
• Port congestion leading to longer ship turnaround time
and longer cargo dwell time
• Lack of predictability and reliability in the African ports
system
African Ports have several challenges, however, planning together as a Region can eliminate some of the bottlenecks. .
Source : African Development Bank, World Bank, Cargo Dwell time report September 2011
CONTENTS
Dwell Time – Transnet Case study
Lessons for other ports
Africa Ports overview
Sunday Tribune17 Nov 2002
Sunday Tribune17 Nov 2002
Business Report15 Oct 2002
Business Report15 Oct 2002
Mercury29 October 2002
Mercury29 October 2002Mercury
13 Nov 2002
Mercury13 Nov 2002
Business Day18 Nov 2002
Business Day18 Nov 2002
Star13 Nov2002
Star13 Nov2002
Mercury16 Oct 2002
Mercury16 Oct 2002
Mercury4 Nov 2002
Mercury4 Nov 2002
Mercury14 Nov2002
Mercury14 Nov2002
This is where we were in 2002 …
9
DURBAN CONTAINER TERMINALS - CURRENT LAYOUT - 2012
DCT Pier 1
DCT Pier 2
Salisbury Island
Navy Base
10
Durban(Pier 2)TEU’s
Durban (Pier 2) has seen a 3% growth in container traffic over the past 10 years despite additional capacity coming on stream in other ports . .
Durban (Pier 1)TEU’s
Source: Africa Analysis
2012
2011
2010
1,892,451
2009
1,826,945
2008
1,950,722
2007
2,148,344
2006
1,984,830
2005
1,705,040
2004
1,600,689
2003
1,405,207
2002
1,297,332
2001
1,185,130
2000
1,127,648
1,821,2881,646,055
+3%
+19%
2010
543,117
2009
490,335
2008
457,588
2007
247,212
677,345
2011
593,948
2012
SA plays a key role for regional integration through its ports system.Transhipment patterns in South African Ports show Mozambique and Angola as the 2 largest African countries for Transhipment (46%)
Source: NAVIS Extraction analysis: April 2012 to March 20139
12
Working in a collaborative manner (Customers, Ports users and Transnet) was the only recipe that would yield positive results
TPT TFR CLOF
(Shipping Lines)
Shippers
Council, Customs
(Cargo Owners)
TNPA SAAFF
(Road haulers)
INTERIM ADVISORY BOARD
= Transnet operating divisions
Co-chaired by Transnet and the Shipping lines
• This team met every 2 weeks for 2 years
• The board defined and agreed to a set KPI’s of what we wanted to measure each supply chain partner
• We had a media black out – Nobody spoke to the media except for the 2 chair persons
PortOperator
Landlord & Marine Services
Freight Forwarders
OperationsAudit Team
Rail Operator
ShippingLines
Technical
Task
Team
Cargo owners
13
RailINTERFACE
HOUSEKEEPING STRATEGYAND DISCIPLINE
COSMOSFUNCTIONALITY
INCENTIVESCHEMES
EQUIPMENT MAINTENANCE, STRUCTURE, DE-PLOYMENT, PROCUREMENT AND CONTRACTS
ORGANISATIONAL STRUCTUREAND FACILITATION
OPERATIONAL SUPPORT ANDFACILITATION
OPERATIONALSTRATEGIES
THIRD PARTYOPERATIONAL
INFRASTRUCTURE
The Advisory Board used an Analysis Tool called an “Enabling Blocks Methodology”
TRAININGOPERATIONAL STAFFING LEVELS, SHIFT
PATTERNS AND PROCEDURES
EB 4
EB 5EB 6 EB 7
EB 8 EB 9 EB 10
EB 11 EB 12
EB 1 EB 2
EB 3
EB = enabling blocks
- Stacking strategy - Dwell time
- Customer behaviour patterns (ETA, ICL)
• Business Process re-engineering on the waterside and landside− Bulk runs for large consignees− Automated gate facilities − Evacuating the boxes via rail to the inland terminals
• Correction of Third party behavior− Collection of traffic over a 24 hour period from Truckers
• Training for Equipment Operators, Planners and Port Workers
• New Commercial contracts (CTOC’s) included− 3 free storage days− Penalties for exceeding the 3 days free period− Compliance to ETA and information accuracy
• Stacking Strategy − Loading of empties by type and not by number
• Introduction of new capacity− Pier 1 container terminal
14
How did SA and Transnet overcome this problem ?
Work in collaboration with stakeholders
Source: DCT Files, Planning
15
Despite our share of Transhipment traffic increasing, we have managed
to keep the dwell time to 3 to 4 daysMillion TEU,
Source: Transnet Port Terminals, 2013
225,392
708,783
711,880
2011
1,821,288
334,241
740,296
746,751
2010
1,892,451
456,235
2007
2,148,344
440,766
860,147
847,431
2006
1,984,830
412,773
782,750
789,307
2005
1,705,040
368,352
657,813
678,875
2004
1,600,689
251,032
682,128
667,529
2003
1,405,207
235,402
590,300
1,127,648
253,024
465,772
408,852
579,505
2002
1,297,332
285,400
529,218
482,714
2001
1,185,130
266,192
484,927
434,011
2000
1,646,055
733,852
2009
1,826,945
537,888
617,856
671,201
2008
702,364
560,574
717,366
672,782
Transshipment
Export
Import
2012
1,950,722
0
2
4
6
8
10
12
14
2005 2006 2007 2008 2009 2010 2011 2012
TS
Export
Import
0
657
0
Day 63,483
1,743
Day 52,143
1,071
Day 41,317
Day 1-3
12 m
6 m
Storage charges (ZAR) Dwell Time
This was the results in 2004. . . .2 years later
Mercury9 June 2004
Mercury9 June 2004Mercury
7 June 2004Mercury
7 June 2004
FTW21 May
2004
FTW21 May
2004
Taking positive international coverage and exporting this methodology to other international ports, including Africa …
CONTENTS
Dwell Time – Transnet Case study
Lessons for other ports
Africa Ports overview
What were the resistance factors ?
• Convincing Supply chain partners that we all responsible for the inefficiencies of the logistics chain
• The ability to improve the situation without any capital expenditure (tackling the low hanging fruit first ) – Due to long lead times for port infrastructure and equipment
• Getting support from “Third Party” supply chain partners to change their behaviour eg :
− Shipping lines to conform to ETA (3 hours either side of ETA) − Shipping lines to ensure 95% data accuracy for Import/Export
container lists − Large consignees to move traffic during the night eg. Toyota, SAB− Trucking companies to work 24/7 instead of a 9 hour day – Spread
the load
• Shipping lines not wanting to drop the surcharge ! Decision makers are not local.
• Cargo owners paying the port additional (surcharge) and kept writing to Government about service delivery
19
20
Some recommendations from our South Africa experience . . .
Establish a forum or an advisory board where issues can be discussed with all supply chain partners• Create an agreed set of KPI’s• Measure bi-weekly all the agreed KPI’s• Use an independent operations audit team if necessary
Choose the high impact problems to be resolved first • Agree with port users on the problem to be resolved and that there
will be pain during this time (reducing the dwell time of cargo in the port)
• Bring in additional experienced resources to help if necessary• Collaboration with other ports in the region
Communication internally and externally• Keep customers and port users informed and involve them
to be a part of the solution• Assign one talking head as the ports reputation can be at
stake – Consider a media black-out period• Keep government and customers informed of progress
Back-up
21
22
Durban Container Terminal handled one of the largest vessels that called in an African Port in 2013 - MSC FABIOLAWhat does this mean ?
• Larger discharge of
containers into the stack
• Capacity in the stack to
handle the cargo
• Stacking strategy become s
important to maintain dwell
time and customer
satisfaction
• Evacuation of traffic via road
and rail must be efficient
• Necessary equipment
(Cranes & RTG’s )
• Customs and Border
processes must be semales
• Deeper berths
Ship Photos: 53