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“STUDY OF PORT PERFORMANCE IN INDIA:
- MAJOR PORTS & MINOR PORTS”
OUTLINE OF THE PRESENTATION
 OBJECTIVE OF THE REPORT.
 INTRODUCTION TO INDIAN PORT
SECTOR.
 INDIAN PORT PERFORMANCE –
ANALYSIS AND. INTERPRETATION.
 FINDINGS AND CONCLUSION.
OBJECTIVE OF THE STUDY
 The main objectives of this study are: -
 To analyze the efficiency of Major and Minor
Ports in the country.
 To identify the factors affecting the Performance
of the Major and Minor Ports.
PORT
 The United Nations Conference on Trade and
Development (UNCTAD) defines seaports as - interfaces
between several modes of transport and thus, they are
centres for combined transport. Furthermore, they are
multi-functional markets and industrial areas, where
goods are not only in transit but are also sorted,
manufactured and distributed. As a matter of fact,
seaports are multi-dimensional systems, which must be
integrated within logistic chains to properly fulfil their
functions.
 An efficient seaport therefore, requires, besides
infrastructure, superstructure and equipment, adequate
connections to other transport modes, a motivated
management and sufficiently qualified employees”.
INDIAN PORT SECTOR
 Classified as Major or Minor Ports on the basis of
ownership.
 The Government of India wholly owns the 13 Major
Ports while out of around 200 Minor Ports, most are
owned and governed by the respective State
Maritime Boards while some are owned by the
Private players which are governed by the respective
State Maritime Boards.
 From these 13 Major Ports, 12 ports are governed by
the Major Port Trust Act and 1 port viz. Ennore Port
Limited is administered by the provisions of
Companies Act.
CONT....
 Accounts for around 95% of volume and 70%
by value of the country’s overall international
trade.
CONT....
 Like any other industry its activities are
influenced by:
 External Environment: Social, political,
economic and technological.
 Task Environment: Importers, exporters,
clearing and forwarding agents and other users
of port.
 Competitive Environment: Other ports and
other modes of transport.
 Public Environment: Government and other
public bodies.
STRENGTHS
 High growth
 High market Share
 Financial means available
 Some Ports located in strategic location
WEAKNESSES
 Old infrastructure
 Low drafts
 Old and inefficient cargo handling systems
 Poor hinterland connections
 Rigid institutional frame work
 High tariffs
 Poor quality of services / business attitude
 Overstaffing
 Lack of capacity
 Lack of extension possibilities
OPPORTUNITIES
 Introduce competition
 Huge Indian markets, and land locked countries
in the North
 Improve organization: training, IT, downsizing
 Port reform – more autonomy
 PPP other than BOT
 Invest in infrastructure, lower cost for port users
 Invest in total transport chain
THREATS
 Private Ports
 Minor Ports
 Bureaucracy
 Time
THE AGENDA FOR THE PORTS
 Develop Two New Major Ports one each on east
and west coasts.
 Full mechanization of cargo handling and
movement.
 Major Ports to have draft of not less than 14
metres and hub ports 17 metres.
 Identification and implementation of projects for
rail, road and inland waterway connectivity to
ports.
 Development of two hub ports on each of the
West and the East coasts
POLICY MEASURES
 New Land Policy for Major Ports.
 New Policy on captive berths.
 New Policy on dredging.
 Shifting of transshipment of Indian containers
from foreign ports to Indian ports.
 Policy on co-operation and competition amongst
Indian Ports.
 Establishing ‘Indian Ports Global’ for overseas
investments by Indian Ports.
PRIVATE SECTOR PARTICIPATION
 Leasing out existing assets of the Port.
 Construction/creation of additional assets, such as:
 Construction and operation of container terminals.
 Construction and operation of bulk, break bulk, multipurpose and
specialized cargo berths.
 Warehousing, container freight stations, storage facilities and tank
farms.
 Cranage/handling equipment.
 Setting up of captive power plants.
 Dry docking and vessel repair facilities.
 Pilotage.
 Captive facilities for port based industries.
 Leasing of equipment for port handling and leasing of floating
crafts from the private sector.
PROBLEMS
 The framework in vogue does not describe the
dimensions namely the Efficiency and the
Vessel’s Economy and their causality to enable
the port planners to be effective. It instead
suggests traditional strategic implementation
such as cost control, prices reduction, survival
on subsidies and grants and creation of assets
based on forecast. The approach should have
been market driven, and customer focused. It
aims at dealing with different variables instead
of identifying and managing the under lying
dimensions.
ANALYSIS AND INTERPRETATION
 The volume of seaborne cargo traffic handled by
ports is mainly shaped by the levels and
changes in both the global and domestic activity.
Cargo traffic at India’s 12 major ports during
2012-13 at 545.79 million tonnes declined by
2.6% compared with 560.19 million tonnes
handled in 2011-12.
 The year 2012-13 witnessed a drop in total
cargo traffic of 2.6% over the preceding year
and a shortfall with respect to the target set for
2012-13 by 9.2%.
CONTD....
 Port Efficiency : -
 Average Turn-Round Time (TRT)
 Average Pre Berthing Detention Time (PBDT)
 Average Output Per Ship Berth-day
AVERAGE TURN-ROUND TIME (TRT)
 has improved significantly during the past
one and half decades for all the major ports.
Average TRT for all major ports improved
from 8.10 days in 1990-91 to 3.63 days in
2005-06. Thereafter the TRT has increased
steadily to 5.29 days in 2010-11. In 2011-12,
the average TRT declined to 4.56 days and
further to 3.94 days in 2012-13. The TRT
varied in a range between 1.64 days at
Cochin Port to 6.40 at Kandla.
Average Pre Berthing Detention Time
(PBDT)
 The average overall pre berthing detention time
for all major ports has declined from 2.2 days in
1990-91 to 1.63 days in 2008-09. However, in
2009-10 and 2010-11, the average PBDT edged
up to 2.16 days and 2.32 days respectively. In
contrast, average PBDT on port account has
seen a sharper decline from 2.10 days in 1990-
91 to 0.50 day in 2010-11. Average PBDT on
port account remained same at 0.50 days in
2011-12 and 2012-13. Average PBDT on port
account was more than a day (2.05) at Kandla
during 2012-13.
Average Output Per Ship Berth-day
 During the last 20 years this indicator has seen
a tremendous improvement. Average Output per
Ship-berth day has increased to almost four
times from 3,372 tonnes in 1990-91 to 13149
tonnes in 2012-13 for major ports. However,
average output per ship berth day is marked by
substantial variation across major ports ranging
from a high 26308 tonnes in case of JLN port to
a low of 2084 tonnes at Kolkata Dock System
during 2012-13. This variation reflects the type
of cargo being handled, level of mechanization
and labour practices
THE MAIN FACTORS THAT HAVE LED TO
INEFFICIENCIES IN THE INDIAN PORTS
 Most major ports were originally designed to
handle specific categories of cargo.
 Equipment utilisation is very poor both because
equipment is obsolete and poorly maintained.
 Over staffing
 Time consuming lengthy Documentary
procedures
 Port access facilities and arrangements for
moving inbound and outbound cargo are
inadequate and unsatisfactory
CONT....
 A land use plan was developed in most ports.
However, a clear vision on port planning and
phased development is lacking for some
ports
 High BOF
 ‘Berthminded’ ports.
SUGGESTUONS
 Enhance competitiveness
 Increase capacity
 Rejuvenate services
 Strengthen its supply chain and optimize
resource utilization
 Renovate infrastructure and facilities
 Remove bureaucracy
 Reduce cost
 Create new customer base
CONT....
 Improve port organisation.
 Liberalisation
 Decrease the revenue share in BOT
contracts in order to attract terminal
operators
CONCLUSION
 The present needs are:
 There should be an incentive to more
competition amongst the Major Ports.
 Delegation of powers and responsibilities.
 Autonomy in tariff setting and investing.
 Fast decision making process.
 Operational freedom.
 Professionalism
CONT....
 Apart from a few Major Ports, the financial
position of the rest of the Major Ports is very
good. Funds available for investments by
ports:
 Over Rs 20.000 Cr in 2014.
 Huge borrowing capacity over Rs 40.000 Cr in
2014.

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Study of port performance in india

  • 1. “STUDY OF PORT PERFORMANCE IN INDIA: - MAJOR PORTS & MINOR PORTS”
  • 2. OUTLINE OF THE PRESENTATION  OBJECTIVE OF THE REPORT.  INTRODUCTION TO INDIAN PORT SECTOR.  INDIAN PORT PERFORMANCE – ANALYSIS AND. INTERPRETATION.  FINDINGS AND CONCLUSION.
  • 3. OBJECTIVE OF THE STUDY  The main objectives of this study are: -  To analyze the efficiency of Major and Minor Ports in the country.  To identify the factors affecting the Performance of the Major and Minor Ports.
  • 4. PORT  The United Nations Conference on Trade and Development (UNCTAD) defines seaports as - interfaces between several modes of transport and thus, they are centres for combined transport. Furthermore, they are multi-functional markets and industrial areas, where goods are not only in transit but are also sorted, manufactured and distributed. As a matter of fact, seaports are multi-dimensional systems, which must be integrated within logistic chains to properly fulfil their functions.  An efficient seaport therefore, requires, besides infrastructure, superstructure and equipment, adequate connections to other transport modes, a motivated management and sufficiently qualified employees”.
  • 5. INDIAN PORT SECTOR  Classified as Major or Minor Ports on the basis of ownership.  The Government of India wholly owns the 13 Major Ports while out of around 200 Minor Ports, most are owned and governed by the respective State Maritime Boards while some are owned by the Private players which are governed by the respective State Maritime Boards.  From these 13 Major Ports, 12 ports are governed by the Major Port Trust Act and 1 port viz. Ennore Port Limited is administered by the provisions of Companies Act.
  • 6. CONT....  Accounts for around 95% of volume and 70% by value of the country’s overall international trade.
  • 7. CONT....  Like any other industry its activities are influenced by:  External Environment: Social, political, economic and technological.  Task Environment: Importers, exporters, clearing and forwarding agents and other users of port.  Competitive Environment: Other ports and other modes of transport.  Public Environment: Government and other public bodies.
  • 8. STRENGTHS  High growth  High market Share  Financial means available  Some Ports located in strategic location
  • 9. WEAKNESSES  Old infrastructure  Low drafts  Old and inefficient cargo handling systems  Poor hinterland connections  Rigid institutional frame work  High tariffs  Poor quality of services / business attitude  Overstaffing  Lack of capacity  Lack of extension possibilities
  • 10. OPPORTUNITIES  Introduce competition  Huge Indian markets, and land locked countries in the North  Improve organization: training, IT, downsizing  Port reform – more autonomy  PPP other than BOT  Invest in infrastructure, lower cost for port users  Invest in total transport chain
  • 11. THREATS  Private Ports  Minor Ports  Bureaucracy  Time
  • 12. THE AGENDA FOR THE PORTS  Develop Two New Major Ports one each on east and west coasts.  Full mechanization of cargo handling and movement.  Major Ports to have draft of not less than 14 metres and hub ports 17 metres.  Identification and implementation of projects for rail, road and inland waterway connectivity to ports.  Development of two hub ports on each of the West and the East coasts
  • 13. POLICY MEASURES  New Land Policy for Major Ports.  New Policy on captive berths.  New Policy on dredging.  Shifting of transshipment of Indian containers from foreign ports to Indian ports.  Policy on co-operation and competition amongst Indian Ports.  Establishing ‘Indian Ports Global’ for overseas investments by Indian Ports.
  • 14. PRIVATE SECTOR PARTICIPATION  Leasing out existing assets of the Port.  Construction/creation of additional assets, such as:  Construction and operation of container terminals.  Construction and operation of bulk, break bulk, multipurpose and specialized cargo berths.  Warehousing, container freight stations, storage facilities and tank farms.  Cranage/handling equipment.  Setting up of captive power plants.  Dry docking and vessel repair facilities.  Pilotage.  Captive facilities for port based industries.  Leasing of equipment for port handling and leasing of floating crafts from the private sector.
  • 15. PROBLEMS  The framework in vogue does not describe the dimensions namely the Efficiency and the Vessel’s Economy and their causality to enable the port planners to be effective. It instead suggests traditional strategic implementation such as cost control, prices reduction, survival on subsidies and grants and creation of assets based on forecast. The approach should have been market driven, and customer focused. It aims at dealing with different variables instead of identifying and managing the under lying dimensions.
  • 16. ANALYSIS AND INTERPRETATION  The volume of seaborne cargo traffic handled by ports is mainly shaped by the levels and changes in both the global and domestic activity. Cargo traffic at India’s 12 major ports during 2012-13 at 545.79 million tonnes declined by 2.6% compared with 560.19 million tonnes handled in 2011-12.  The year 2012-13 witnessed a drop in total cargo traffic of 2.6% over the preceding year and a shortfall with respect to the target set for 2012-13 by 9.2%.
  • 17. CONTD....  Port Efficiency : -  Average Turn-Round Time (TRT)  Average Pre Berthing Detention Time (PBDT)  Average Output Per Ship Berth-day
  • 18. AVERAGE TURN-ROUND TIME (TRT)  has improved significantly during the past one and half decades for all the major ports. Average TRT for all major ports improved from 8.10 days in 1990-91 to 3.63 days in 2005-06. Thereafter the TRT has increased steadily to 5.29 days in 2010-11. In 2011-12, the average TRT declined to 4.56 days and further to 3.94 days in 2012-13. The TRT varied in a range between 1.64 days at Cochin Port to 6.40 at Kandla.
  • 19. Average Pre Berthing Detention Time (PBDT)  The average overall pre berthing detention time for all major ports has declined from 2.2 days in 1990-91 to 1.63 days in 2008-09. However, in 2009-10 and 2010-11, the average PBDT edged up to 2.16 days and 2.32 days respectively. In contrast, average PBDT on port account has seen a sharper decline from 2.10 days in 1990- 91 to 0.50 day in 2010-11. Average PBDT on port account remained same at 0.50 days in 2011-12 and 2012-13. Average PBDT on port account was more than a day (2.05) at Kandla during 2012-13.
  • 20. Average Output Per Ship Berth-day  During the last 20 years this indicator has seen a tremendous improvement. Average Output per Ship-berth day has increased to almost four times from 3,372 tonnes in 1990-91 to 13149 tonnes in 2012-13 for major ports. However, average output per ship berth day is marked by substantial variation across major ports ranging from a high 26308 tonnes in case of JLN port to a low of 2084 tonnes at Kolkata Dock System during 2012-13. This variation reflects the type of cargo being handled, level of mechanization and labour practices
  • 21. THE MAIN FACTORS THAT HAVE LED TO INEFFICIENCIES IN THE INDIAN PORTS  Most major ports were originally designed to handle specific categories of cargo.  Equipment utilisation is very poor both because equipment is obsolete and poorly maintained.  Over staffing  Time consuming lengthy Documentary procedures  Port access facilities and arrangements for moving inbound and outbound cargo are inadequate and unsatisfactory
  • 22. CONT....  A land use plan was developed in most ports. However, a clear vision on port planning and phased development is lacking for some ports  High BOF  ‘Berthminded’ ports.
  • 23. SUGGESTUONS  Enhance competitiveness  Increase capacity  Rejuvenate services  Strengthen its supply chain and optimize resource utilization  Renovate infrastructure and facilities  Remove bureaucracy  Reduce cost  Create new customer base
  • 24. CONT....  Improve port organisation.  Liberalisation  Decrease the revenue share in BOT contracts in order to attract terminal operators
  • 25. CONCLUSION  The present needs are:  There should be an incentive to more competition amongst the Major Ports.  Delegation of powers and responsibilities.  Autonomy in tariff setting and investing.  Fast decision making process.  Operational freedom.  Professionalism
  • 26. CONT....  Apart from a few Major Ports, the financial position of the rest of the Major Ports is very good. Funds available for investments by ports:  Over Rs 20.000 Cr in 2014.  Huge borrowing capacity over Rs 40.000 Cr in 2014.