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EASTERN CAPE REGION: STRATEGIC CUSTOMER FORUM

TNPA OPERATIONS PERFORMANCE STANDARDS
04 November 2015
CONTENT

 ROLE OF OPERATIONS IN TNPA

 PORT OPERATIONS FRAMEWORK AND PROCESSES

 STAKEHOLDER EXPECTATION

 JOC ALIGNMENT WITH PORT OPERATIONS PERFORMANCE AND

EFFICIENCIES

 JOC INFORMATION REQUIREMENT AND PROGRESS

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ROLE OF PORT OPERATIONS

• The attainment of the

organisation’s strategic
business objectives with specific
emphasis on providing effective
and efficient, safe, secured and
affordable port services

• Ensure integration of Marine

services, Ports services,
Terminals operations, Road and
Rail services, to ensure
seamless and efficient port total
supply chain system.

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 PORT OPERATIONS FRAMEWORK

Marine Services Public access Stakeholders

• Ports Regulator
Performance: •
Performance: Communities
• Planning • Planned
• Execution • Controlled Operational Engagement: • Business Chamber
• Safe • Alignment and • Local Government
• Asset management
• Value extraction • Risk elements participation in • Provincial Govt
• Business Process Port activity • Suppliers
Optimisation

Port Services
Infrastructure / Land OPERATIONS • Stevedoring
Performance: • Tactical Plan • Bunkering
• Landside norms
• Execution Plan Oversight: • Diving
• Good order • Compliance • Ship repairers
• Technical norms met • Business Process • Ops planning
Optimisation • Fire
• Value extraction
• Surveying
Road • Business Process
• Pest control
Optimisation
Rail • Waste removal
• Vessel maintenance

(Oversight) Performance:
Security / Port of
Terminals • Terminal efficiency
• Capacity exploitation
Performance:
• Efficient governance /
• Accommodation
• Joint planning Entry
• Business Process admin • Integrated operations
• ISPS
Optimisation • CI •
• Ops SHEQ
Customs
• Systemic logistics • SAPS
• Leases TNPA Admin • BCOCC
• Maintenance DOA, Port EXCO, OPCO, • DHA
RISKCO, CAPIC, PAC, LAC, • Health
LBC, PCC, BCP, Shopfloor • Agriculture
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STAKEHOLDER EXPECTATIONS

Shipping Cargo volumes, Compliance with schedules, High productivity levels,

lines Flexibility, Reduced operating costs, Market growth

Cargo volumes, Terminal productivity, Performance of service providers,

Terminals Reduced operating cost, Market growth

Cargo Compliance with dwell times and lead times, Storage, Cargo handling
Owners productivity, No cargo degradation or damage, Reduced costs

Stakeholders Economic growth, Job creation, Access to the port industry, People
(Service providers and
Suppliers
development, Minimised externalities, Sustainability

Marine Targeted volumes, Asset utilisation, Vessel handling productivity levels,

Services Demand coverage, Competency, Safety, Sustainability

Cargo and vessel volumes, Targeted levels of capacity utilisation, High

Port
productivity levels, Quick turnaround of vessels, Smooth logistics flows,
Authority Market growth

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END TO END VISIBILITY OF THE PORT VALUE CHAIN

Integrating the Logistics System of South Africa…

Reduce the anchorage waiting time.
Improve vessel planning (14 day view,
7 day view, 48 hours forward looking
plan)
Water side
Berth planning, ensure Cargo availability at the port as
berth availability (provide Stacking space, correct influenced by road carriers (trucks)
berth on arrival) stacking and stowing of
cargo

Land side
Intermodal
Anchorage Berth Apron Terminal

Cargo availability at the

port as influenced by rail

Berth occupancy rate.

Terminal and Crane working
time per vessel CARGO FLOWS
There is a need to integrate Marine, Port, Terminals, Road and Rail services, to ensure seamless and efficient supply
chain system
JOINT OPERATIONS CENTRES

Rail Operator Performance

Marine Operator Performance Terminal Operator Performance Standards (ROPS)
Standards (MOPS) Standards (TOPS) Hauler Operator Performance
Standard (HOPS)
JOINT OPERATIONS CENTRES GOALS

The Operations Centre seeks to enable business performance. It is designed to provide the following:

 Enable Port Management decision making process

 Provide the Integrated Port supply chain visibility
 Performance visibility
 Transparency of performance through processes
 Ensure Accountability in port service delivery through performance oversight
 Drive Port Efficiencies
 Provide single point of entry for information
 Timeous response to deviations, planned and unplanned
 Improve the coordination of incident recovery process
 Deliver on the MDS and Shareholder Compact deliverables
 Implement Port Act
 Improve Customer services through CRM interface
 Improve the cost of doing business (for Customers) with the port.
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KEY INTERFACES TO ENABLE THE PROCESSES OF THE
JOINT OPERATIONS CENTRE

Marine services Terminal Operators

• Marine services as part of • Interface with Terminal
the port supply chain will Operators for the
interface with the Joint Ops Terminal Operations
Centre on marine planning Port Ops Centre services
(including berth planning)
and performance

Contact Centre (CRM) Rail (TFR)

• The CRM as a front office to • Interface with
commercial customers Transnet Freight
(through a telephony Rail for port rail
solution) supported by Joint services
Ops Centre as a back office to
CRM

Port Security Other external

• Security enables port operators/stakeholders
operations. A security re in • Interface points to be
the Joint Ops Centre to take identified as we transit to
charge of the security a Business Centre
related matters
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Click toOPERATIONS
JOINT edit Master titleCENTRE
style LAYOUT

PORT OPERATIONS CENTRE LAYOUT

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PORTS OPERATIONS PERFORMANCE IMPROVEMENT SYSTEM
Implementing Port Operations Performance Standards -
POPS
Key Performance Measures

TOPS

KEY INFLUENCERS OF THE PORT SERVICES VALUE CHAIN

• Berth productivity
• Truck turnaround time Legislative Requirements
INFRASTRUCTURE
• Truck waiting time • National Ports Act
• Rail turnaround time • Directives

MOPS
• Resource availability
MARINE OPERATIONS
• Marine service levels
Performance

PERFORMANCE
• Volume throughput
against set
TOPS targets
• Truck turnaround time
TERMINAL OPERATORS • Truck waiting time
• Rail turnaround time
• Ship working hour

ROPS
• Truck turnaround time
LANDSIDE INTERMODAL • Truck waiting time
• Rail turnaround time Collaboration/ Consultation
• Port Stakeholders
HOPS
• NPCC
• PCC subcommittees
• Adherence to administration • Shareholders Compact
PORT SERVICES requirements and clearance
timeframes
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JOINT OPERATIONS CENTRE INTERFACE WITH
OPERATIONS PERFORMANCE STANDARDS

OPERATIONS CENTRE PORT OPERATING

STANDARDS
PLANNING MONITORING REPORTING

- Planned Terminal Work e.g. - Actual Terminal - Performance Reporting,

SWH, Train Loading Time etc.
- Planned Maintenance
Productivity Daily, Weekly and Monthly TOPS
- Capacity Utilization - Capacity Utilization
-

- Planned marine movement - Actual Marine - Performance Reporting,

e.g. Docking, Sailing or Shifting Productivity Daily, Weekly and Monthly MOPS
- Planned Maintenance - Resource Utilization - Resource Utilization

- Integrated Train Plan e.g. - Actual Trains - Performance Reporting,

Trains to/from the Ports
- Planned Maintenance
Movement Daily, Weekly and Monthly ROPS
- Actual Rail efficiency - Resource Utilization
-

- Actual Trucks - Performance Reporting,

- Trucking Plan e.g. Trucks
to/from the Ports
Movement Daily, Weekly and Monthly HOPS
- Actual Road efficiency - Resource Utilization

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PLANNING DATA FLOW

SAP ERP
CAPEX Reports

Logbook
Extract
Maintenance
Plans
VTS

INTEGRATED PORT PLAN

DEVELOPED

NAVIS NAVIS

GCOS
Daily
Weekly
Monthly 13 13
MONITORING DATA FLOW

VALUE CHAIN AREA ITEMS TO BE MONITORED

(AS PER INTEGRATED PLAN)

 Train ATA/ATD

 Actual Maintenance

 Actual Trucks Arrival rate per hour

 Volumes Discharged

 Vessel ATA/ATD

 Marine Resource Plan

 Actual Start/Completion Time – Vessel Loading and Offloading

 Actual Start/Completion Time – Train Loading and Offloading

 Yard Capacity Actuals

 Port Rail Track Maintenance

 Berths, Roads maintenance

 Terminal Maintenance

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DEVIATION MANAGEMENT

Some of the deviations which can occur in the port system and various ways in which the Joint
Operations Centre will respond is outlined below….
SCENARIO OPS CENTER INTERVENTION ROLE RESPONSIBLE

NO SYNERGY ON MAINTENANCE PLANS Facilitate integrated maintenance within the port value chain

HIGH TRUCKS TRAFFIC CONGESTION EXPECTED Ability to foresee traffic congestion and provide reaction plans PLANNING
COORDINATOR

ANALYSIS OF SUB PLANS Review Sub-plans to ensure seamless integration to avoid bloating the port

Advise the next port of call on the delay

VESSEL DELAY Through Port Control, Advise the incoming vessels

Advise the trucks and incoming trains PERFORMANCE

MONITOR

LOAD NOT READY FROM RAIL OR ROAD Through Port Control, Advise the incoming vessel that the load is not yet ready

INCIDENTS/ACCIDENTS OCCURRANCE Facilitate the activation of various stakeholders as per incident management
process

UNDER-UTILIZATION OF CAPACITY Advise the Capacity Enablement team on the actual capacity usage

NO INFO ON PERFORMANCE STANDARDS FROM Provide information on performance against TOPS, MOPS, ROPS REPORTING ANALYST
RESPONSIBLE PEOPLE

REQUEST FOR PERFORMANCE REPORTS Provide On-Time reports and management of Incidents

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PROGRESS ON PERFORMANCE STANDARD

• Terminal Operator Performance Standards (TOPS) is a key element in improving port

efficiency.

• The two past years (TOPS 1 & 2) and current Year 3 TOPS have enabled the SA ports system
to establish an environment to address the efficiency of Terminal Operators in a consultative
and focused manner

• Performance standards set have been progressively increased to better reflect expected
performance relative to capacity. Achieved performance levels have likewise improved
overall.

• Terminal Operators and the TNPA are in an improved position to address required levels of
performance as a result of a maturing operational relationship, capacity analysis and a
quantitative approach (monitoring and trend).

• TOPS is supplemented by MOPS to address the marine component of ship turnaround time.

• The rail (ROPS) and road (HOPS) efficiency measures are under consideration to complete
the landside intermodal component of the performance model.

• TOPS will focus upon substantive achievement of targets against capacity followed by TOPS
against benchmarked performance going forward.

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 x Delayed
JOINT OPERATIONS CENTRE √ Completed
PROGRAMME SUMMARY

MSB
DBN
RCB

SLD
CPT
PLZ
ELS
HQ
DELIVERABLE UPDATE

HARDWARE x √ √ √ √ X WIP √
• DBN – The Pilot Phase ongoing.
• ELS/RCB/SLD – Construction complete. Training has
FURNITURE WIP √ √ √ √ X WIP √ commenced in ELS. RCB & SLD to follow.
• HQ – Construction ongoing.
• CT-Procurement of construction ongoing
FACILITIES WIP √ √ √ √ WIP WIP √ • PE – Construction has commenced Toilet Facilities to
be made PWD friendly.
• MSB – Awaiting approval of funds from CAPIC to
complete the Ops Centre.
CIVILS AND • NGQ – proposal to remove the scope from the project
x √ √ √ WIP X WIP √
ELECTRICAL discussed accepted.

KEY OPERATIONAL READINESS DELIVERABLES

READINESS ITEM DETAIL

• Development of the IT Solution remains a concern for the Ops Centre “GO LIVE” initiative.
APPLICATIONS
• Sharepoint solution is still lagging behind on the project.

• DBN and PLZ and ELS already commenced with training. Training budget is a concern as this cannot be
TRAINING
included in the project budget.

HUMAN CAPACITY • Recruitment and selection process is currently underway at all Ports and HQ.

• Processes have been developed for sign off by the Ports and Sponsor. Interface engagement with TFR and
PROCESSES
TPT is ongoing.

TNPA Operations Report for the period July 2015 14

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