PORT OPERATION AND

CAPACITY EVALUATION
By
Murdjito
Department of Sea Transportation
Faculty of Marine Technology

Surabaya, March
2014

Factors of Port Costs

investment cost,
which does not depend on traffic,
operating cost,
which does depend on traffic

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Cost of ship in Port

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Total Port Costs

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Transport/ Port & Economy

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Four steps master planning

process
1. The investigation of strategy and objectives in terms of shipping,

logistics, and industrial development. The forecast of future

developments, including shipping and inland traffic flows.
2. The translation of these objectives into requirements, expressed
in land surfaces for various purposes, required waterfront and
related back-up areas for various types of terminals, nautical
access and port basin requirements, engineering requirements,
and various other requirements related with inland transport
connections, safety, environmental aspects and landscaping, etc.
3. The translation of these requirements into alternative concepts
for major port components considering physical and
environmental conditions.
4. The selection of an optimum long-term master plan, with an
indication of the logical timing of the various phases of
development.

Max Schreuder, Application of approximate performance

indicators for master planning of large ports, Port
Technology Internayional, www.porttechnology.org
For developing a port master plan, given the various uncertainties,

zoning and planning must be as flexible as possible for

accommodating various possible scenarios
Berth and area requirements were assessed on the basis of
capacity calculations in addition to using performance indicator figures
Port master plan selected on the basis of a multicriteria analysis of
various alternative concepts
art of a port planner is to make a satisfactory master plan on the
basis of unsatisfactory (or at least insufficient or uncertain) data.
The use of performance indicators may help in the planning process,
but obviously that should not replace the execution of detailed
studies on the aspects concerned, whenever possible.
no expert system has been developed yet which could replace the
imagination of an experienced port planning and engineering team to
generate the most attractive concept on the basis of a given set of
requirements and local condition

Role of port productivity and efficiency

Under such a competitive

environment port performance

measurement is not only a good
management practice for port
operators, but also an important
input for regional and national
port planning and operations

Port Capacity Evaluation

Ship size and types influence port capacity in

terms of the total length of ships, number of

holds, handling gear, the existence of side
doors with pallet elevators and bow and stern
doors, and the possibility of having forklifts
operating in the holds of existing cargo vessel.
For General Cargo ships a ratio is often used
by which the required berth length is equal to
the number of holds of a ship divided by 0.03
This type of ratio is not very useful, because it
ignores basic ship characteristic such as
length of holds, form of ship etc
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Port Capacity Evaluation

For the purpose of port planning, port capacity

measures may involve either the short run

problem of particular port facility and its
physical handling capacity
Or the long run question of capacity to meet
projected demand for services in the future
Economic analysis provides criteria of efficiency
that can be used to determine the level of
economic capacity under these two condition.
The short run case corresponds to short run
equilibrium, through an appropriate choice of
port operating variables and pricing
The long run decision corresponds to the choice
of the appropriate scale of port design variables
determined through investment analysis.
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Port Capacity Evaluation

Traditional measures of port capacity are inadequate

guides as to whether a port is operating efficiently or

whether capacity should be expanded
The reason these MT/m/yr figures are unsuitable is
that they assume some optimum mixture of
warehouses and land transport, and give no
information about sources of inefficiency.
The assumption of one optimum mix does not
seem sensible for the projection of expansion needs.
Cost and benefit vary among ports and types of
ships, and we would expect the cost benefit trade-off
to result in different values of ton of cargo/ linear
foot wharf/ year
Also this kind of measure does not contain
information about all the costs such as those relating
to ship turnaround feeder interface, and more.
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Port Efficiency Approach

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Port Capacity Evaluation

Normally defined as the cargo volume

that the port is capable of handling

within 1 year and is often expressed as a
throughput in tons per unit length of
wharf per year (MT/m/yr) multiplied by
the available berth length, for each type
of berth separately.

Could also be determined by

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determination of achievable utilization

of both port facilities and ships, i.e ton
per ship day multiplied by total berth
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occupancy.

Port Capacity Evaluation

The following empirical capacities have

been used for port planning average

conditions

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Port Capacity Evaluation

Port or berth capacity depend on variables:
Number of berths, sorted by type, available
alongside draft, and available berth days
Percentage occupancy permissible, defined
as the ratio of utilized berth days (or hours) over
total available berth days (or hours).
Permissible berth occupancy or berth utilization ratios

are generally determined by assuming acceptable

levels of average ship waiting time.
Average acceptable ship waiting time must be
determined for each major ship type, and size range
on the basis of economic and competitive factors

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Port Capacity Evaluation

Ship size and types, including the

distribution of the ship size by DWT or GRT,

length, number of hatches, type of cargo gear,
type of cargo carried and other relevant
information.

These inputs must be determined from available data

of past and forecasted ship traffic, interarrival times,

port turnaround times, and similar information

Working hours and labor (gang)

productivity in terms of output in tons or

other relevant measure per hour (or shift).
Working hours that are available must include

considerations of work rules, permissible overtime,

number of shifts, Saturday, Sunday and holiday work,
penalties and other considerations

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Port Capacity Evaluation

Downtime that must me accounted for,

such as effects of work rules, bad weather,

opening and closing of hatches, inspection,
safety, environmental protection and other
requirements resulting in downtime.
Distribution of quantity of cargo
handled per ship by the cargo type, cargo
form, ship type, ship size, and trade served.
This must usually be divided into the
average amount of cargo handled per hold
(or manifold)
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Port Capacity Evaluation

Available cargo handling and transfer

equipment by size, capacity, and number

Conversely, these data can be provided by

the cargo-handling or transfer rate as a

function of equipment assignment to specific
berths.
Available transit, storage, and open

storage areas or volumes assigned to

particular berths.

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Port Capacity Evaluation

Traditionally assumed that ship arrival are

random and can be modeled by a Poisson

distribution
Ship berth time generally vary as the sum of a
constant and a random service time
The usual practice is to define an acceptable
ratio of ship waiting time to ship berth
time
This ratio is generally assumed to fall between
10 and 50% for most ports
The resulting percentage berth occupancy for
different number of available berth for a
particular type and size range of ships is found
in the following table
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Port Capacity Evaluation

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Role of Port Operation

Role of port Operation & Supply Chain

Port Performance
Indicator
Measure of various aspect of Ports operation
Indicators should be easy to calculate and

simple understand
Provide insight to port management into the
operation of key areas
Use:
To compare performance with target
To observe the trend in performance levels
As input for negotiations on port congestion
surcharges, port development, port tariff
consideration and investment decision
Indicator for each category of cargo since

the port provides different facilities

according to the way cargo is handle:

Role of PFI

Productivity Indicators

Max Schreuder, Senior Port Planner, DHV Group, Amersfoort, The Netherlands

Key Port Performance

Indicators (UNCTAD)
Market trends and structure
Socio-economic impact
Environment
Logistic chain and Operations
Governance

Port Performance Indicators

ACEDEMIV PRE-SELECTIONS

Market dynamics and logistics

performance indicators
Maritime traffic (throughput)
Call size of ships
Maritime connectivity (containers)
Intermodal connectivity (containers)
Quality of customs procedures

Environmental & socio-economic

performance indicators
Carbon footprint
Recycled solid waste
Water consumption
Environmental management systems
Direct (&indirect) employment
Direct (& indirect) value added

Governance performance indicators

Autonomous management
Integration in port cluster
Reporting on CSR

Indikator Kinerja di Perairan

Turn Round Time (TR T) atau waktu

pelayanan kapal di pelabuhan,
dihitung sejak kapal masuk perairan
pelabuhan sampai dengan kapal
meninggalkan perairan pelabuhan.
Waiting Time (WT) atau waktu tunggu,
dihitung sejak, kapal meminta
tambatan sampai kapal tambat.
Postpone Time (PT) atau waktu
tertunda yang tidak di manfaatkan
oleh kapal selama kapal berada di
perairan, misalnya kapal tunggu
dokumen, tunggu muatan dan lain

Indiaktor Kinerja Dermaga

Berth Through Put (BTP) atau daya lalu

dermaga/ tambatan:

jumlah Ton/m3 barang dalam satu periode

yang melewati tiap meter panjang
tambatan yang tersedia.

Tons Per Ship Hour at Berth (TSHB)

atau jumlah rata-rata bongkar muat
per kapal tiap jam selama kapal
berada di tambatan.
Berth Occupancy Ratio (BOR)/ tingkat
pemakaian tambatan:

perbandingan antara jumlah waktu

pemakaian tiap tambatan dibanding
dengan jumlah demaga dan waktu yang
tersedia selama periode tertentu yang
dinyatakan dalam prosen.

lanjutan

Berth Time atau waktu tambat : jumlah

jam selama kapal berada di tambatan.

Berth Working Time (BWT): jam kerja
yang tersedia selama kapal berada di
tambatan tidak termasuk jam istirahat.
Not operation Time (NOT) / waktu tidak
bekerja yang direncanakan selama kapal
berada di tambatan.
Effective Time/ Operation Time (ET/OT) /
waktu efektif : jumlah jam riil yang
digunakan untuk melakukan kegiatan
bongkar muat selama kapal berada di
tambat/ dermaga.
Idle Time (IT) / waktu terbuang : jumlah
jam kerja yang tidak terpakai (terbuang)
selama waktu kerja bongkar muat di
tambatan, tidak termasuk jam istirahat.

INDIKATOR KINERJA OPERATIONAL

PELABUHAN
Indikator Output: BTP, STP, TGJ
Indikator Pelayanan: ET, WT,

TRT, BT, NOT

Indikator Utilisasi: BOR, SOR,
YOR

Indicator Output

Berth Throughput (BTP):

Jml Ton (m3/TEU/Boxes) 1 periode [ton/m]; [m3/m],
[teu/m]
Panjang dermaga/ tambatan yg tersedia

Fasilitas Gudang/ Lap. (STP, YTP)

jml ton (m3/TEU) yg masuk gd/lap 1 periode [ton/m2]

Luas effektif Gd/Lap

Ship Output

Kecepatan B/M kapal di Pelabuhan (TSHP)

Jml B/M per kapal/ TRT

Kecepatan B/M kapal di tambatan (TSHB)
Jml B/M per kapal/ BT

Ton gang output

Gang jam Kotor (Gross)

Jml B/M kpl/ (jml gang x BWT)
Gang jam bersih (nett)

jml B/M kpl / (jml gang x ET)

References
Max Schreuder, Application of approximate performance indicators for master

planning of large ports, Port Technology Internayional, www.porttechnology.org

UNCTAD, Port Performance Indicators: Selection and Measurement, Ad Hoc

Expert Meeting on Assessing Port Performance, Geneva, Switzerland, 2012