1. Implementation Of
Cargo Storage Planning
System
Den Lee(P1265811) Mohan VP (P1265770)
Kyaw Min Htwe (P1266908) Winnie Tan (P9918737)
Veena Syamkumar (P1266333
MM6043- PROJECT MANAGEMENT IN SUPPLY CHAIN

2. Agenda
MIN
MOHAN
VEENA
WINNIE
DEN
 Introduction
 Company Background and strategy
 Current Issue and Solution
 Project Object and project Team
 Time Cost and Performance Analysis
 Project Stakeholders
 Project Lifecycle
 Project Estimate Cost and Duration
 Manpower Requirement
 Resource Requirement
 Project Condition and Control
 Project Scope
 SWOT Analysis
 Risk Analysis
 Top 5 risk and Impact
 Top 5 risk and Contingency plan
• Conclusion
• Driving Towards 5 Core Values:
• Project quality control
• Success Criteria Acceptance
Q & A

3. To be leading Internal Multi –Purpose Operator
Company Background & Strategy
Supply Chain & Management Logistics World Awards
STORAGE FACILITY
25 Warehouses – 174,000 square meter
Open storage – 215,00 square meter
Container Yard – 35,000 TEUS
3 CORE BUSINESSES
10 units
7 units1 units

5. Mark Space
Occupancy
Eye-ball Space
Planning
Excel Sheet
---------------------------
---------------------------
---------------------------
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Track Incoming
Vessels
GBO
GBO
Business Need Analysis
Improve
Service
Inventory
Accuracy
Increase
storage
utilization
Reduce
Manual
Input
Current Planning System

6. Technological Need Analysis
Cargo Storage Billing
Space Planning
JP Online Incoming
Vessels
Space Planning
Track Cargo
Tonnage
Billing
Agent
SST
DN
SSTSST
UA
Track Space
Occupancy
Track Area Allocated
Customized Tariff
Process Warehouse
Application
SSTSSTSST
Agent
GBO
Online Approval/
NotificationJP Online
JP Online
Master Data
Storage Space
Maintenance
Space Occupancy
Marking
Access Control
Audit Trail
Storage Space
Reservation
Reports
Storage
Locations
Storage Space
Planning
Space Planning
Storage Space
Restriction

7. Singapore’s only gateway for all types
of general cargo.
MASTER DATA TRACK INCOMING VESSEL
STORAGE FACTOR
Daily/ weekly/ Monthly-storage
utilization and inventory report
REAL TIME INVENTORY UPDATE & CARGO
STORAGE LOCATION UPADE ONCE TRUCK IN/ OUT
Physical storage location and resources

8. HOW CARGO PLANNING SYSTEM INPLEMENTATION SOLUTOING TO CURRENT ISSUE

9. 1
• To allocate space to incoming cargoes effectively and efficiently without manual confirmation and
minimize or zeroing duplication of efforts
2
• To improve cargo storage operation cost by 30% through system automation to reduce
manual operation works and perform work efficiently
3
• To transfer ‘due’ cargoes from the grace- free trade zone to the leasing storage zone to achieve
increase of 5%, approximately estimated to be SGD 500,000.00
PROJECT OBJECTIVE & GOALS
Before After

10. PROJECT TEAM & ORGANIZATION CHART
Chairman & Project
Sponsor
(Lee Chong Kwee)
CEO & Chairman of
Steering Committee
(Matthew Chia)
CIO / Project Owner
(Eugene Seah)
Project Manager
& IT Manager
(Min)
Finance Manager
(Winnie)
Business Controller
Accounts Payable
Manager
Account Receivable
Manager
Senior Financial
Planning Analyst
Financial Planning
Excutive
Finance Analyst
Assistant
Operation
Manager
(Mohan)
Vessel Management
Team
Vessel Berth Planning
Team
Stevedore
Management Team
Operation Manager
Storage
Management Team
Yard/Warehouse
Planning Team
Procurement
Manager
(Veena)
Purchasing Manager
Distribution Manager
Strategic Sourcing
Team
NCS Project
Manager
(Den)
Software Manager
Hardware Manager
Steering Committees
Head of Marketing
(Febrina Lee)
Head of Finance
(Tay Kian Hian)
NCS VP
(Sean Kwan)

11. Overview of Time, Cost & Performance Analysis
Time Performance Cost
Constraint Improve storage planning
accuracy and billing when grace-
free period has expired, reduce
'manual monitoring' costs.
Enhance Within 2 years
Accept Above 10% of the project
budget

12. Project Stakeholders
• Stakeholders are the people involved in this project
• Stakeholders include:
– Project sponsor
– Project manager
– Project team
– Support staff
– Employees
– Customers
– Users
– Suppliers
– Opponents to the project

13. Project Life Cycle
Concept Development Implementation Termination
Goals
Specification
Tasks
Responsibilities
Schedules
Budgets
Resources
Risks
Negotiate
Manpower Plan
Develop Design
Installation
Trial Run
Submit for Approval
Prepare Documentation
Testing
Review
Train Users
Submit final Project
Lessons Learned
Concept Termination
Implementation
Development

14. Project Estimated Cost & Duration
Estimated cost - S$ 80,000
Duration of Project - 2 years

15. Man Power Requirements
Project Manager
& Team
Ensure overall success of the project.
Finance
Manager& Team
Identify all potential risks and allocate
sufficient budgets.
Operation
Manager & Team
Ensure new system meets the cargo
operation requirement.
Procurement
Manager & Team
Vendor Management and contract
agreements.
NCS Project
Manager & Team
Successful Running & Execution of
New System
Technical /
Solution Team
Install and configure software and
hardware, network set up and testing

16. Planning System Integration Requirements
Warehouse
Application
System

17. Resources Planning
• Contract Agreement
• Standard Document Format.
• Hardware & Software
• Point-to-Point
• Editor Software.
• Wireless Modem and Router
• Preventive maintenance contract

18. Project Scope
PROJECT IN-SCOPE
• Auto-update the Yard Occupancy.
• Reduces the manual monitoring of
storage area
• Alert if the cargo exceeds the
predetermined parameters.
• Micro Yard Plan to plan the required
area .
• Gate Scheduling System
• Smart System Micro planning
module
• System maintenance contract to
ensure maximum productivity.
PROJECT OUT-SCOPE
• Warehouse demarcation and
current layout plan
• Upgrading of warehouse
• Installation of Security system

19. SWOT Analysis
STRENGTH :
• Singapore’s only
gateway for all
types of cargo
• High warehouse
capacity
• Well-known for
safe, reliable and
efficient terminal
WEAKNESSES :
• Lack of knowledge &
expertise
• Employees resists to
new system
• Must undergo
significant change
management
OPPORTUNITY :
• Accurate &
convenient cargo
management
• Efficient & effective
communication with
shipping agents
• Better market
position and increase
revenue
THREATS :
• Growing regional
competition
• Resignation of key
members
• Underestimate level
of difficulty in
software & hardware
integration

20. • Uncertainty during data collection
• No data from certain stakeholders
• Biased assessment in Cost Benefit
Analysis
• Inaccurate forecast with changing
environment
• Resignation of key members
• Over-reliant on vendor
• Under-estimate design
requirements
• More investment to convert
technical to commercial success
• Expose to unknown risk events
• Difficulty faced by non-IT savvy
Potential Risks

21. Top 5 Risks and Their Impacts
No. Top 5 Risks Their Impacts
1 Under-estimate design
requirements*
Rapid innovation can turn obsolete overnight.
2 Over-reliance on vendor * Insufficient vendor support slow down the project.
3 Inaccurate forecast with
changing environment
Project will be delayed with increase budget
(resources).
4 Resignation of key members Affect the progress of specialized scope.
5 Risk associate with new
technology
Unknown risk leads to several days and weeks of
debugging.

22. No. Top 5 Risks Their Risk Contingency Plan
1 Under-estimate design
requirements*
Proper deliverables are contracted down and
legally endorsed.
2 Over-reliance on vendor * More than 1 project vendors and trained in-house
IT specialist
3 Inaccurate forecast with
changing environment
Obtain additional resources from management
support
4 Resignation of key members Incentive remuneration packages.
5 Risk associate with new
technology
Gather all possible detail risk information from
vendor and put to test.
Top 5 Risks and Their Risk Contingency
Plan

23. In Summary…….
Driving Towards 5 Core Values:
1. Service Excellence – Efficiency of Space Allocations = Increased Assets
Utilization
2. People Excellence – Set of automation capabilities of the storage planning
system Reducing Labour Intensive
3. Integrity – quality services and improvements = internal processes and
reducing operation cost by 30%.
4. Innovation – Notifying and monitoring the free storage period = stretching
revenues (Increase 5% Annual Revenues)
5. Dynamism - allows information exchange with Berthing office and shipping
agent

24. Project Duration – 2 Years Project Cost Estimation…
Total Project Costs – SGD542k
Profit & Savings – Approx. 5%
(After Implementation) – SGD170k
ROI (%) = 31.34%
ROI = 3.19 Years

25. Project Quality Controls…
•Report Performance•Monitoring & Control
Risks
•Administer
Procurements
•Control Costs
•Perform Quality
Control
•Monitoring & Control
Project Work
•Scope Verification
•Scope Control
Phase 1 - Concept
Phase 2 -
Development
Phase 3 -
Implementation
Phase 4 -
Termination
 Leadership
• Democratic leadership
• Situational Leadership
• Seek responsibilities and accept
accountability
 Conflict Management
• Confronting
• Collaborating / Problem Solving -
incorporating multiple viewpoints
and leading to consensus Integrating / Problem Solving
•Time consuming process
•Welcome contributions and discussion
Obliging / Smoothing
•Quick Approach
•To be use in trival differences in opinions
•Emphasize on commonalities over
conflict issues
Dominating / Forcing
•Use in situations with quick decision
Avoiding / Withdrawal
•Use when a cooling off period is required
•Avoid confrontation
Compromising
 Project Communication
• Monthly Project Meeting
• Project Status Report
• Stoplight Report
• Issue Log
• Change Control Log Sheet

26. Success Measurements…
 Success Criteria Acceptance - 22 May 2015
• System Go live date to be agreed upon with all parties
• Deployment project and schedule agreed by all stakeholders
• project charter endorsed
• Performance and capacity targets of Jurong Port has be measured
and incorporated into the Capacity Plan
• Potential identified risks and processes been reviewed
• Technical support documentation been provided by Project
Manager (NCS Team)
• All users have been trained and user documentation was accepted

27. Expecting to Close on 22 May 2015…
 What to Expect on 22 May 2015?
• Reviewing Contract Documentation
• Auditing Procurement Processes (Lesson Learnt)
• Performing Contract Closeout
• Completing Contract Closeout
• Improvement for Future Project

28. Project Phase 2 – Starting Jan 2016
 Improvements
• Democratic leadership
• Investment analysis
• Cost–benefit analyses
• Value benefit Analysis
• Expert surveys
• Simulation calculations
• Risk-profile analyses
• Surcharge calculations
• Milestone trend analysis
• Cost trend analysis
• Target/actual-comparison
 Pick to Light Systems in Jurong Port
• Light-Directed Order Fulfilment System
• Cable Free Hardware Technology
• Robust Software
• Exercises Operational Advantages
• Flexible Order Fulfilment Systems

30. Den Lee (P1265811)
Kyaw Min Htwe (P1266908)
Veena (P1266333
Mohan VP (P1265770)
Winnie Tan (P9918737