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Published in:
General Considerations on Terminal Planning, Innovations and Challenges Read chapter Read first chapter

2020 | OriginalPaper | Chapter

9. The Value of a Cluster and Network Orientation for Container Terminals

Author : Peter W. de Langen

Published in: Handbook of Terminal Planning

Publisher: Springer International Publishing

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Abstract

Container Terminal Operating Companies (CTOC) are very focused on operational excellence today. Major reasons for this are the dominating position of shipping companies in the supply chain and highly competitive market conditions in many regions of the world. Such a focus on efficient terminal operations causes many CTOCs to put their “own processes” into the center of attention. In this chapter, we argue that in addition to an orientation on the terminal processes, CTOCs benefit from an orientation on the overall supply chain of which they are a part, as well as an orientation on the port cluster of which they are a component. First, the literature on an orientation beyond the company boundaries in general is briefly discussed. Second, the embeddedness of CTOCs in international supply chains is discussed, with examples of how a supply chain orientation is valuable for CTOCs. Relevant issues include information exchange, extended gates, and the revenue model of the CTOC. Third, the role of CTOCs in port clusters is discussed with examples of how a cluster orientation is valuable for CTOCs. Relevant issues include, e.g., education and training, intra-port container flows, and port marketing. The chapter ends with a concluding section providing insights on how CTOCs can improve their cluster and network orientation.

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previous chapter Quay Wall Structures in Container Sea Ports and Influences on the Design
next chapter The Impact of Air Emissions Regulations on Terminals
Footnotes
1
A conservative estimate is around € 30 to € 40 per hour, for developed economies.
 
2
A business case in which the benefits of longer opening hours for all stakeholders are taken into account.
 
3
These costs are especially high given the strong labor unions and resulting high wage levels.
 
4
See PoRA (2017). A second relevant initiative is the EU funded project “Sea Traffic Management” for enhancing coordination of all parties involved in freight flows at sea and in port, see EU (2017).
 
5
The issue was also addressed in a McKinsey publication on the container terminal industry, see Glave et al. (2014).
 
6
This proposal is based on industry interest, but never materialized. The idea is to place containers on another chassis in a location close to the terminal, allowing the truck to make a fast turnaround. The containers would then be delivered to the terminal in off-peak periods. The “business case” is positive when the benefits from reduction in turnaround are higher than the costs of additional transport to the terminal.
 
7
See, e.g., APM (2017).
 
8
This mechanism is also relevant for airports, where the investments in “airside facilities” create huge passenger flows that drive up the value of “landside” assets such as retail and leisure space.
 
9
For instance, in the case of Hamburg, the HHLA operates the Container Terminal Altenwerder and the Hamburg Port Authority develops the adjoining zone destined for transport and logistics companies.
 
10
See BTT (2017) for the Barge Terminal Tilburg.
 
11
See, e.g., the near-dock railyard ICTF located about 5 miles away from the ports of Los Angeles and Long Beach, LA (2017).
 
12
The CTOCs DP World and Patrick operate individual truck appointment systems at Port Botany (Australia). Both systems are accessed through a common web portal which is provided by a jointly owned subsidiary, see Davies (2013).
 
13
It is important to take a certain area where collective action could be beneficial as the “unit of analysis” as the effectiveness of regimes differs. A port cluster may have a very effective training and education regime but an ineffective marketing and promotion regime.
 
14
The project aims at improving the efficiency of inter-terminal transport (see Anonymous 2016). A more detailed analysis of inter-terminal transport is presented by Tierney et al. (2014).
 
15
See, for example, the PierPass initiative of 13 container terminals at the Ports of Los Angeles and Long Beach, PP (2017).
 
16
An example for a joint initiative that reduces costs for inter-terminal container transports within ports and simultaneously alleviates congestions on port roads is the CER project at the Port of Rotterdam (see Sect. 9.3.2).
Looking at the waterside access of ports, the Hamburg Vessel Coordination Center shall be mentioned exemplarily (see HVCC 2017). The initiative is jointly implemented by the biggest CTOCs of the Port of Hamburg (HHLA and EUROGATE) and aims at improved coordination of deep-sea and feeder vessels approaching the port and maneuvering within its basin. Based on proactive vessel management, shipping lines can save time and money when their vessels call the port and the terminals on-site are able to optimize their processes due to more comprehensive information about vessel arrivals and the departure requirements.
 
17
However, the core of collective action problems is that these individual incentives are too weak. Thus, CTOCs cannot be expected to turn a cluster orientation into substantial investments in collective action. They can help develop effective collective action regimes, based on third party funding (in particular, port authorities or regional and national governments).
 
18
In which storage prices would be high when occupation rates are high and low when occupation rates are low.
 
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Metadata
Title
The Value of a Cluster and Network Orientation for Container Terminals
Author
Peter W. de Langen
Copyright Year
2020
Book
Handbook of Terminal Planning

Print ISBN: 978-3-030-39989-4

Electronic ISBN: 978-3-030-39990-0

Copyright Year: 2020

DOI
https://doi.org/10.1007/978-3-030-39990-0_9