This document provides an acknowledgment and thanks from R.M Rifdhy for completing their on-the-job training at Sri Lanka Ports Authority Colombo. It expresses gratitude to various individuals and organizations who supported and helped with the training, including University College of Ratmalana for arranging the training schedule, and lecturers who helped find the training placement. Thanks are also given to the trainers, employees, and staff at SLPA who shared their knowledge and spent time training the author. The training experience gained practical and industrial knowledge that will be useful for their future career path.

1. Acknowledgment
It is my delight that I completed my on the job training (OJT) at Sri Lanka Ports Authority
Colombo. It was a wonderful opportunity to me not only for learning and professional
development, but also; gaining practical knowledge and industrial awareness which will be useful
for me. I must be thankful to have the chance to meet a lot of personal and professionals who
instructed me throughout my entire training period.
I wish to declare my sincere thanks to University College of Ratmalana for arranging a schedule
for the training. Next, I would like to thank specially to Miss. Chathurika Amarasooriya and Ms.
Sumindra Sewwandi Wanniarachchi Manage (my senior lecturers of Maritime & Logistic
Management) who helped me to find out a training place for my on the job training.
I should be grateful to the trainers, employees & non-academic staffs of Operation division and
Logistics division of the Sri Lanka Ports Authority who spent their valuable time & shared their
findings for training me effectively. The knowledge, attitude and abilities which I have obtained
during my training period. It will be useful in my future path.
Finally, I would like to thank every individual (who I have not mentioned names above) who gave
me even the slightest support (even by words) directly or indirectly to complete my industrial
training successfully at Sri Lanka Ports Authority Colombo. I wish to thank my parents for their
supports and encouragement throughout my study.
R.M Rifdhy
RT/MLM/17/0004
Maritime & Logistics Management
University College
Ratmalana.

2. Preface
The report that I’m going to present is about the knowledge and experience which I gathered during
my 6 months industrial training at the Sri Lanka Ports Authority as a trainee from the period of
16th
January 2019 to 15th
July 2018. Industrial training is a part of every vocational course being
an opportunity for a student to apply the theoretical knowledge gained during the university
academic program into industrial environment.
I obtained the opportunity of my training in Sri Lanka Ports Authority Colombo as an
undergraduate student of University College of Ratmalana. I have carried out my training
performance at Operation division, Navigation division, Supply division and Logistics division. It
was so worthy opportunity to get trained in such a place and I have also gained a good experience.
I have shared my knowledge and experience that I have obtained during my industrial training
period at Sri Lanka Ports Authority Colombo. This report is divided into three main chapters,
Chapter 01
Introduction about training establishment: First chapter contains the SLPA’s history, logo,
vision, and mission, objectives of the organization and SWOT analysis of the organization.
Chapter 02
Training experience at the organization: Second chapter describes the different working
division & covering the topics, basic function of each division and the procedure they used for
daily activities.
Chapter 03
Conclusion to the report: Final chapter discusses about the training exposure of my gains &
weaknesses, organizations ability to provide good training, current training program,
improvements and few other issues.

3. Table of Contents
1.1 Sri Lanka Ports Authority ..................................................................................... 01
1.1.1 Introduction ................................................................................................ 01
1.1.2 History of SLPA ......................................................................................... 02
1.1.3 Sri Lanka Ports Authority Logo .................................................................. 03
1.1.4 Map of Colombo Port.................................................................................. 04
1.1.5 Market share of SLPA at Port of Colombo .................................................. 04
1.1.6 Administrative practices / Management styles………..…………………........05
1.1.7 Mission....................................................................................................... 13
1.1.8 Vision ......................................................................................................... 13
1.1.9 Objectives and Duties of the SLPA ............................................................. 14
1.2 Performance, Strength and Weakness .................................................................. 14
1.2.1 Strength ....................................................................................................... 15
1.2.2 Weakness..................................................................................................... 15
1.2.3 Opportunity.................................................................................................. 16
1.2.4 Threats......................................................................................................... 16
1.2.5 Structure of SLPA........................................................................................ 17
CHAPTER-02 18-36
2.0 MY TRAINING EXPERIENCE.............................................................................. 18
2.1 Operation Division (Conventional Cargo)............................................................ 19
2.1.1 Section in Operation Division (Conventional Cargo).................................... 19
2.1.2 Main Control Room (MCR) ......................................................................... 20
2.1.3 Water Section .............................................................................................. 21
2.1.4 Bandaranayke Quay (BQ) ............................................................................ 22
2.1.5 Prince Vijaya Quay (PVQ)........................................................................... 22
2.1.6 Guide Pier (GP) ........................................................................................... 23
2.1.7 Discharging Process in Conventional Cargo ………………………..…...…..24
2.2 Operation Division (Modern Cargo) ........................................... ……………......25
2.2.1 Jaya Container Terminal (JCT), Unity Container Terminal (UCT)………….25
2.3 Training places at the JCT………………………………..……………….……26

4. 2.3.1. Control room………………………………………...……….………………27
2.3.2 Berth planning…………………………………………........………………...27
2.3.3 Vessel planning……………………………………..………….……………. 28
2.3.4 Equipment control section…………………………..………….…………… 29
2.3.5 Yard planning………………………………………..………….…………… 30
2.2 Navigation Division………………………………………………………….……………31
2.2.1 Safety Section………………………………………………………….……………31
2.2.2 Fire brigade Section…………………………………………………………………32
2.2.3 Light house and operation Section………………………..…………………………33
2.3 Supplies Division …………………………………………………………………………33
2.3.1 Administration section ………………………………….…………………………34
2.3.2 Local purchasing section …………………………………..………………………34
2.3.3 Foreign purchasing section ………………………………………………..……….35
2.3.4 Voucher section…………………………………………………...………………..35
2.4 Logistics Division .............................................................................................................. 36
2.4.1 Receiving Section .................................................................................................... 37
2.4.2 Delivery Section ....................................................................................................... 38
2.4.3 Outturn Section ......................................................................................................... 39
2.4.4 Warehouses (Bandaranaike Quay, CFS 1 and CFS 4) .............................................. 41
2.4.4 Billing Section ........................................................................................................... 42
2.4.5 Selling Section ............................................................................................................42
2.4.6 Wharf Administration Section ................................................................................... 43
2.4.7 Customer Relations Section.........................................................................................43
2.4.8 CFS Peliyagoda .......................................................................................................... 43
Chapter 03 .....................................................................................................................................
3.0 CONCLUSION TO THE REPORT
3.1 Conclusion…………………………….……………………………………….………..44
3.2 Suggestions for Improvement……….………………………………..…………………45
3.3 Reference…………………………….…………………………………….……………46

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Chapter 01
1.0 INTRODUCTION TO THE TRAINING ESTABLISHMENT
1.1. Sri Lanka Ports Authority
1.1.1 Introduction
The Colombo port well known as is the largest and busiest port in the South Asia. It is
located in country’s commercial capital, Colombo city. The importance of the Port of Colombo
is because of its massive strategic location. Nowadays port of Colombo can handle around 5.8
million TEUs & the annual cargo tonnage is 30.9 million tons. Also, the Colombo port is ranked
13th best connectivity port in the world. Port of Colombo is one of the biggest artificial port
which handles most countries’ foreign trade. Port of Colombo also act as a naval port for Sri
Lanka navy southern fleet. Currently in Sri Lanka Ports Authority Colombo consists of 23 main
divisions. Which are,
1. Operations Division
2. Security Division
3. Logistics Division
4. Medical Division
5. Marine Engineering Division
6. Training Division
7. Mechanical Engineering Division- plant
8. Legal Division
9. Mechanical Engineering Division- works
10. Information Systems Division
11. Civil Engineering Division

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12. Information Systems Division
13. Contracts and Designs Engineering Division
14. Internal Audit Division
15. Planning and Development Engineering DV.
16. Communication and Public Relations Division
17. Supplies and Material Management Division
18. Southern Region Port Development Division
19. Finance Division
20. Marketing and Research Division
21. Navigation Division
22. Welfare and Industrial Relations
23. Division Human Resources Division
1.1.2 History of SLPA
Since 1918, the Port of Colombo had been administered by the Colombo Port Commission, a
Government Department which was made responsible for the supply and maintenance of cargo-
handling equipment and other infrastructure, pilotage services, docking and slipping. The
government had funded all its activities. Stevedoring and shore handling activities were in the
hands of several private Wharf age Companies. In 1958, the Port Cargo Corporation was set up to
take over these activities performed by a multiplicity of operators. The Port Tally and Protective
Services Corporation was formed in 1967 in order to perform on-board tallying and watchmen
services on behalf of Agents.

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The Sri Lanka Ports Authority Act No. 51 of 1979 established the SLPA by amalgamating its 3
predecessors: Colombo Port Commission, Port (Cargo) Corporation and Port Tally and Protective
Services Corporation. The Port of Colombo being the premier Port in the country has naturally
become the focal point of the all Port development activities in Sri Lanka since the formation of
SLPA.
It was by the late Lalith Athulathmudali, Trade and Shipping Minister. The purpose of SLPA was
to develop, maintain, operate and provide port and other services in the ports of Colombo, Galle,
Trincomalee and other specified ports.
SLPA is currently under the Ministry of Ports, Shipping and Aviation.
Figure 1- Old Port of Colombo Figure 2- Current Port of Colombo
1.1.3 Sri Lanka Ports Authority Logo
Figure 3 - Sri Lanka Ports Authority Logo

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1.1.4 Map of the Colombo Port
Figure 4- Aerial view of Port of Colombo
1.1.5 Market Share of SLPA at Port of Colombo (2018)
SLPA 48.6%
SAGT 46.5%
CICT 51.9%

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1.1.6 Mission
"DELIVERY OF WORLD CLASS SERVICES IN A SUSTAINABLE ENVIRONMENT"
Emphasizing on the thought of creating global logistic hub port in Sri Lanka, the port authority
is expected to construct multi-dimensional logistic system to integrate logistic functions while
opening a deep-water sea port with excellent maritime access that enables to receive large
vessels and to operate them in modern specialized terminals.
Responding to the expected future growth of the port and the region, a modern port, free of
urban restrictions, thus assuring long-term expansion capacity and an industrial and logistics
zone of worldwide extent logistic platform that can receive the main players of port, maritime,
industrial and logistic sectors is expected to be devised. While adhering to the highest standard
of integrity, the port further assures to present economically efficient and environmentally
sound intensive benefits and port services to port users and stakeholders.
1.1.7 Vision
"LOGISTIC EXCELLENCE IN THE SILK ROUTE"
Envisioning the future of Sri Lankan Ports, Sri Lanka Ports Authority is shifting its original
thought of container hub to global logistic hub, expecting the boom in international trade that
opens up a range of opportunities and challenges. Ports Authority expects to strength complex
logistic approaches with "one touch"' information flow of all activities while sustaining the
best practices at national and international level in order to improve overall economic
conditions in Sri Lanka.
Goals
• To develop and maintain state-of-the-art facilities in the Commercial Ports of Sri Lanka.
• To maintain effective and efficient Port Services.
• To maintain high levels of Productivity in order to ensure speedy turnaround of vessels
• To provide a competitive edge to importers & exporters by ensuring a cost effective, efficient
& reliable Service.
• To ensure safety and security of the Port users and Port infrastructure.
• To provide a conducive working environment for all stakeholders.
• To contribute funds to the General Treasury for infrastructure development in the Health,
Education & Transport sectors.

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1.1.8 Administrative practices / Management styles
➢ EPF, ETF
❖ EPF:
Employees Provident Fund (EPF) was established by Act No. 15 of 1958. The contributions are
made to this fund on regular basis. Its purpose is to help employees to save a fraction of salary
every month. The fund can be used in an event that the employee is no longer fit to work or at
retirement.
Employers have to remit every month to the Central Bank, an amount equal to 20% of the
employee’s total earnings to the Fund. The Employee’s contribution is 8% and the Employer has
to contribute an amount equal to 12% of the employee’s total earnings. Contributions should be
paid on the total earnings of the employee. Total earning includes salary, wages or fees, cost of
living allowance, holiday Payments, food allowance, similar allowances, the cash value of food
provided by the employer. But it excludes overtime payments. Payments for work done during
normal working hours on weekly holidays, Poya days or public holidays should also be considered
as earnings for the computation of EPF contributions. An employee is entitled to membership in
the EPF from the first day of his employment. It is the Employer’s responsibility to enroll the
employee in the EPF. The nature of the job is irrelevant. All employees should be registered
whether they are permanent, temporary, casual, shift workers, apprentice. Employees working on
piece rate, contract basis, commission basis, work performed basis or any manner what so ever are
eligible for membership.
❖ ETF:
An employee is entitled to ETF from the first day of his/her employment irrespective of whether
he/she is permanent, temporary, apprentice, casual or a shift worker. Similarly, employees working
on piece rate, contract basis, and work performed basis of any manner are also eligible for
membership. Employer has to contribute an amount equal to 3% of the employee’s total earnings.

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➢ Leave:
Most of the religious and festival holidays are available with most jobs having 20 days paid leave
and 20 public holidays. However, our employees are entitled to a minimum of 14 days of annual
leave for each year of employment and are also entitled to 8 paid public holidays.
We have to inform one day before if we want to take the leave. Normally our company staff
requesting leave through e-mail officially to manager. So normally our staff gets one and half day
leave per month.
➢ Recruitment Procedure:
▪ Identifying the hiring need
It’s not enough to know what we need [insert position title here]. We must also know the complete
job description. However, we must know the description as the last employee who left in the
position left it, NOT the description when that person took the job. That’s because chances are
good that they took on new/additional responsibilities while in the position.
▪ Planning
Once we’ve identified exactly what we need (both in terms of hard skills and soft skills), then it’s
time to put a plan together to find what we need. You know what they say: “When you fail to plan,
you plan to fail.”
▪ Identifying viable candidates
Not only finding candidate is not enough. But also find qualified candidates. Anybody can find
candidates. They’re everywhere. But those high-level A-players, the kind of candidates your
competition would kill for? They’re NOT everywhere. So, searching for them, finding them, and
identifying them will be more difficult.

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▪ Recruiting of High-level candidates
Once viable candidates have been identified, they must be recruited. In other words, they must be
sold on not only the opportunity, but also on the organization. Top candidates are not just interested
in a great new job. They’re interested in a great new job with a great new employer. If they like
the job, but they don’t also like the employer, then they’re not going to take the job. As mentioned
above, recruiting is a major facet of the recruitment process of our company.
▪ Telephone screening
Who are interested in the position? But not every single one of them are going to make it through
the process. That brings us to the first screening stage of the process, we use the telephone
interview. Ideally, we would have a list of 10 to 15 very strong candidates, all of whom are
interested in the position. The phone screening serves to whittle that list down, so that they can
move to the next stage of the process.
▪ Face-to-face interviewing:
There are two important aspects of this part of the recruitment process;
1. It can’t stretch out too long, or candidates involved will lose interest.
2. Employers must communicate to candidates where they are in the process and what to expect in
the near term or they will start looking elsewhere. This is a particular danger with top candidates,
since they are more than likely interviewing with more than one organization.
▪ Offering of employment
The offer stage is one of the most delicate stages of our Care Logistic recruiting process. A hiring
manager should never take for granted that a candidate is going to accept an offer. However, if

14. 9 | P a g e
they’ve done all of the proper work beforehand and they’ve double and triple-checked everything,
then the candidate should accept the majority of the time.
➢ What is meant by safety practices in general?
Is your workplace safe for your employees? If one of your workers is injured on the job, your
company could face substantial fines and penalties and even small businesses may be subject to
federal safety regulations. No matter what size your business is, you need to know how laws about
worker safety affect you.
Generally, these are the normal safety methods.
• All accidents must be reported immediately.
• No possession or consumption of alcohol or illegal drugs is prohibited while at the
workplace.
• Use tools and machines properly.
• Keep emergency exits easily accessible.
• Report unsafe conditions to your supervisor.
• Reduce workplace stress.
• Wear the correct safety equipment.
• Arrange transports for the night shift workers
• Smoking is prohibited at the workplace.
• Access to medical and exposure records: You must give all employees access to records
regarding their exposure to risks.

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INDUSTRIAL SAFETY IN JCT
The Terms used as Safety and Industrial Safety
Safety means that the freedom from the occurrence of risk, injury or loss due to Hazards.
Industrial safety refers to the protection of workers from the danger of industrial accidents. It is
primarily a management function which is concerned with;
- Reducing
- Controlling
- Eliminating hazards from the industrial areas.
❖ Hazard – something (i.e. substance, thing, situation, etc) with potential to cause harm.
Objective of the JCT Operations in the Aspect of Industrial Safety
Manage and monitor Terminal Operations to sustain high productivity whilst ensuring zero
accident concept in safe working environment.
❖ Accident – unplanned and undesired events which results loss of life or property, injury
and damages.
Objectives of the Safety Section of JCT
Assist to establish and maintain a Safety Culture to ensure the safety of lives, properties and
environment of JCT.
1. Prevent accidents in the terminal by reducing the hazards to minimum.
2. Eliminate risk associated works that may lead to cause accidents.
3. Prevent loss of life, permanent disability or other injury.
4. Prevent the damages to the properties of SLPA.

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5. Enhance the SLPA employees’ morale by promoting safe work place and good working
condition.
Functions of the Safety Section of JCT
1. Identifying hazards to assess the potential risks through a risk assessment activity.
2. Identifying root causes according to the accidents or near-misses occurred and initiate to
take corrective actions.
3. Reporting superiors and other responsible parties through the accident reporting procedure.
4. Keeping records on all about the findings and action taken.
5. Delivering awareness programs such as Health and Safety, Fire and use of PPE.
6. Publishing posters, broachers about safe working practices.
Significance of Industrial Safety –
Poor industrial safety practices leads to cause following disadvantages to the organization.
1. Loss of a competent worker(s)
2. Cost of medical aid
3. Cost of the lost time
4. Cost of wages payable during injury
5. Cost of investigation
6. Cost of compensation
7. Cost of training a new worker
8. Cost of supervision and inspection
9. Cost of repair / replace the damaged machinery, equipment or tools
10. Cost of loss of morale of workers

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Advantages of Safety Management
1. Cost saving
2. Reduced absenteeism
3. Increased productivity
4. Enhance the moral of employees
5. Meet legal requirement
Safety Practices
1. Incident reporting system has been introduced to get information in relation to accidents
and near-misses.
2. Incident records (including accidents and near-misses) are kept for analyzing root causes
to prevent the chances of recurrence of them.
3. Check lists are maintained to identify defective machinery, equipment and tools.
4. Appropriate work instructions and guidance are given and closely monitor the situation by
a competent person.
5. Tool box meetings are conducted with employees of each section to ensure their awareness
about possible safety issues.
6. Employees are periodically given training about safety and fire awareness by the Safety
Unit and Fire Brigade of SLPA.
7. Fire and Safety instructions are displayed via posters around the industrial premises.
➢ Welfare Activities
Welfare facilities enable the employees to live a richer and more satisfactory life. The
various Welfare activities that can be provided by our company:

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• Free medical facilities
• Retirement benefits
• Education facilities for the employee's and their families
• Housing benefits
• Provision of loans
• Annual trips
➢ Training and Development strategies
Employee training is the responsibility of the organization. Generally, employee development
shared responsibility of management and the individual employee. The responsibility of
management is to provide the right resources and an environment that supports the growth and
development needs of the individual employee.
In Care Logistic some of the training and development strategies are,
▪ Provide a well-crafted job description
▪ Provide training required by employees to meet the basic competencies for the job. This is
usually the supervisor's responsibility
▪ Develop a good understanding of the knowledge, skills and abilities that the organization
will need in the future. What are the long-term goals of the organization and what are the
implications of these goals for employee development.
▪ Look for learning opportunities in every-day activity. Was there an incident with a client
that everyone could learn from? Is there a new government report with implications for the
organization?
▪ Explain the employee development process and encourage staff to develop individual
development plans
▪ Support staff when they identify learning activities that make them an asset to your
organization both now and in the future

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1.1.8 The objectives and duties of the SLPA
To provide in any specific port, efficient and regular services for stevedoring, lighter age, shipping and
transshipping, landing and warehousing of dry and wet cargo and cargo bulk; for wharf age, the supply
of water, fuel and electricity to vessels, for handling petroleum, petroleum products and lubricating
oils to and from vessel and between bunkers and depots; for pilotage and mooring of vessels; for diving
and underwater ship repairs and for other services incidental thereto.
• To develop and maintain state-of-the-art facilities in the Commercial Ports of Sri Lanka.
• To maintain effective and efficient Port Services.
• To maintain high levels of Productivity in order to ensure speedy turnaround of vessels
• To provide a competitive edge to importers & exporters by ensuring a cost effective,
efficient & reliable Service.
• To ensure safety and security of the Port users and Port infrastructure.
• To provide a conducive working environment for all stakeholders.
• To contribute funds to the General Treasury for infrastructure development in the Health,
Education & Transport sectors.
1.2 Performance, Strengths and Weaknesses
Sri Lanka Ports Authority also tries its best to widen the capabilities in terms of efficient container
handling. The average productive output level of the container handling is about 20 TEUs per hour
and finding ways to increase this level will bring more business to SLPA.
The major task of a port is to give shelter to the ships arriving in order to facilitate the import/export
trade. But for a country like Sri Lanka, handling only import and export operation alone is not
enough to maintain the port profitably. The main reason for this is the comparatively lesser amount
of import and export containers resulting from lower number of manufacturing industries.
Therefore, Colombo port is promoted as a transshipment hub and more than 80% of the containers

20. 15 | P a g e
handled there are transshipments. The private terminals, SAGT and CICT constructed to achieve
this hub concept has reduced the demand for SLPA and, the East Container Terminal which is
under construction is expected to compete with those private terminals bringing more profit to
SLPA.
1.2.1 Strengths
❖ Availability of modern infrastructure to handle Container Vessels
❖ Competitive price in the South Asian Region and serving the customers for 24 hours
❖ Leading the Conventional Cargo operations within the South Asian Region
❖ Monopoly for the LCL cargo operations and navigation services
❖ Ongoing port expansion projects (East Container Terminal)
❖ Skilled workers in executive level contributing to the service provided
❖ Maintaining its own training center to have a skilled labour force
❖ The breakdown of activities to separate divisions so that each and every task is handled
with total care
1.2.2 Weaknesses
❖ Inefficiencies in activating the decision changes due to the government policy procedures
❖ Lesser productivity level in container handling
❖ Not getting the best use of new technology (the ORACLE system used in Supplies division has
drawbacks since it does not match with that division to facilitate the activities) and always tend
to use manual procedures Inadequacy of the land to increase the operational area
❖ The poor layout plan which makes unnecessary movements leading to inefficiencies

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❖ Lower productivity of manpower due to less motivation and weaknesses of workers when
dealing with new technologies
❖ Excess number of workers in most of the divisions as a result of political recruitments
❖ Lack of integration with customs leading to an inactive poor performance
1.2.3 Opportunities
❖ Geographical location of Colombo port as a central hub on the international shipping route
❖ Development of private terminal which promote not just the terminals but the entire port
❖ Alliance formation among shipping lines bring more container volumes
1.2.4 Threats
❖ Competition with the private terminals SAGT and CICT who have higher productivity levels
❖ Emerging ports in the region threatening the transshipment volumes
❖ Formation of alliances among shipping lines which reduce the bargaining power of SLPA
❖ Increase in cargo containerization which affects conventional cargo handling, resulting in
underutilization of some facilities and workforce
❖ Changes in political environment affecting the managerial level decisions and performance
of employees
❖ The growing trend of privatization of terminals is also a threat to SLPA. JNPT is the only
existing public terminal in India. This urges the importance of re-structuring SLPA to
overcome the inefficiencies particular to government organizations and prepare itself to face
the future intense competition

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1.2.5 The structure of SLPA
Organizational chart

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Chapter 02
2. Training Experience
I started to work at Operation division, (BQ/PVQ/GP/JCT) and Logistics Division SLPA as a
trainee. I could able to develop knowledge about the maritime industry, I could observe how the
operations are done in the shipping industry and upload data about the daily de-stuffing program
of the LCL container from each ware house of SLPA. Procedures which should carry out,
documents related to the industry, management techniques, and way of operations happen,
challenges, and weaknesses are some of sections which I focused.
My training to the SLPA as a trainee through the Mahapola training Institute which is the
responsible body for the all training programs related to the SLPA. According to the schedule
prepared we were allocated for the two main divisions of SLPA.
DIVISION Time duration
From To
1. Operation Division 16/01/2019 15/03/2019
2. Navigation Division 16/03/2019 15/04/2019
3. Supplies Division 16/04/2019 15/05/2019
4. Logistics Division 16/05/2019 15/05/2019

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2.1 Operation Division (Conventional Cargo)
Sri Lanka Port Authority is the only conventional cargo operator in Colombo port. Conventional
cargo operations are completely different from the container cargo operations. Manpower
involvement is at a higher level in conventional cargo operations with compare to the container
operations. Requirement of equipment depend on the types of cargo. There are several types of
cargo handled in conventional cargo section and for each types of cargo, there are specified
piers. They are as follows
Berth Type of cargo handled
Bandaranayke Quay Fertilizer, Cement, clinker, Yard cargo, Project
cargo, Break bulk cargo, Gypsum
Prince Vijaya Quay Wheat, Cement, Gypsum, Clinker, Cola, Palm oil
Guide pier RO-RO operations, Cements, Fertilizer clinker
South Pier Cement, Fertilizer, Clinker, LP gas
New north pier LP gas, Iron, Fertilizer
Dolphin pier Crude oil
Passenger pier Passenger
2.1.1 Sections in Operation Division (Conventional cargo)
There are several departments in conventional cargo section for continue its operations smoothly.
Each section is liable for separate duties and I observe their operations as a trainee. Sections as
follows;
▪ Main Control Room (MCR)
▪ Water section
▪ Mechanical equipment section
▪ Bandaranayke Quay (BQ)
▪ Export/ Transshipment section
▪ Main gear store

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▪ Prince Vijaya Quay (PVQ)
▪ Guide Pier (GP)
Convectional cargo
Break Bulk Dry Bulk Liquid Bulk Ro - Ro
Cement Fertilizer Crude Oil Vehicle
Fertilizer Cement LP Gas
Iron/ Steel Clinker Palm Oil
Timber Maize Coconut Oil
Project Cargo Wheat
.1.2 Main Control Room (MCR)
This is the section which is liable to prepare berthing program for the conventional cargo vessels.
And also by the main control room, main berthing program for the Colombo port including JCT,
SAGT and CICT is prepared after looking at individual berthing programs of each terminal.
Key duties of main control room as follows;
• Declare the berthing program of port of Colombo
• Coordinate with all units regarding the cargo handling operation.
• Conformation of all chargers payable by the agent.
• Declaration of gang for conventional vessels operations according to the requirements.
(afloat gang)

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Figure - Gang Allocation
2.1.3 Water section
Water section is the main and only fresh water supplier for the whole port premises and for the
vessels. Distribution of water over the all section is maintained, managed and operate by this
section. Water section gets water form a tube well located in Ambathale.
This section is on of revenue generating section in SLPA and it is liable to supply fresh water to
the vessels which are at the berth. For the vessels which are at outside of the harbor, water is
supplied by Private Company by using their own equipment.
Request for the water should be done by the agent of the shipping line using the standard
application provided by SLPA. Water section makes the invoice and forwards it to the finance
section for bailing. After the payment is done, water section supplies the water to the relevant
vessel. Water section has two tugs and three barges,
Crew members of a water supply operation,
• Water barge - Sarang, Driver, Tindal
• Tug - Coxswain, Driver (2), Greezer, Deck hand
• Launchers - Coxswain, Drivers, Deck hands

27. 22 | P a g e
When the supplying water, SLPA gives priority as follows,
• Passenger vessel
• War ships
• Container vessels
• Conventional vessels
2.1.4 Bandaranayke Quay (BQ)
Bandaranayke quay is one of main quay for the conventional cargo operations. Most of bulk cargo
operations are done at this quay. There are 5 berths in BQ and they are BQ1, BQ 2, BQ 2A, BQ 3 and
BQ 4. The berth BQ 2A is given to the Sri Lankan navy. And also, there are 4 warehouses located in
the BQ called BQ 1, BQ 2, BQ 3 and BQ 4. Now all four ware houses are under control of logistics
department. Each warehouse is facilitated separate services for the stakeholders.
Draught and LOA of Bandaranayke Quay
2.1.5 Prince Vijaya Quay (PVQ)
Prince Vijaya Quay is situated in north side of the Colombo port. Any cranes cannot be seen at the
PVQ, but there are sucker machines and pump lines for special bulk cargo operations. Sucker
machines are used to suck Wheat and Maize from the vessels to the grain elevators silos. Pumps
are used to pump cements directly to the silos. But in some cases movable pumps are used to pump
cements from the hatches of vessels to special bowsers.

28. 23 | P a g e
Figure 10- Cement pumping vessel at PVQ
2.1.6 Guide Pier
Guide pier is one of special pier in SLPA. All RO-RO vessel operations in Colombo port are done
on the guide pier. Vehicles which are discharged at the guide pier are directly delivered to the
destinations. There for currently there is not needed more space for the parking imported vehicles.
Other RO-RO operations have been moved to the Hambantota port. Most of the vessels berth at
the guide pier are with inbuilt cranes or movable equipment are used to discharge bulk cargo.
Because there is no crane at the pier. Guide pier has two berths and their LOA are 170 and 180
respectively.

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Figure 11- Steel vessel at Guide Pier Figure 12-
Vessel operation in steel vessel at Guide Pier
Figure 13- Discharged Vehicle at Guide Pier
2.1.7 Discharging Process in Conventional Cargo
The ship sends a Hatch Plan through the local agent before it calls the port. As a container stowage
plan, the Hatch Plan shows positions of cargo in the vessel’s hatches. When discharging, the heavy
hatch (one with highest amount of cargo stored) should be given priority.
When the ship arrives at the berth, the first thing to be considered in whether the ship’s cranes are
working. Two certificates for cranes are looked into before starting working:
• Quadrennial certificate (taken every 4 years)
• Annual certificate (survey done yearly)
If the 2 are not present, the work will delay and detention will be charged. The vessel has to bring
in a surveyor and obtain the certificate to start the work.

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There is one tally clerk per hatch filling out the tally sheet. Any errors occurring by him will be
caught by LDC (Landing and Delivery Clerk), as he checks the Lorries exiting with delivery cargo.
For bag cargo, Delivery Order should be passed (with charges paid and customs approval) before
the discharging starts, as those are delivered directly. If there is an absence of documents,
discharging is halted and a detention charged on the cargo agent for waiting for documents. DO is
not required for yard cargo.
Charges for the cargo are on tonnage or CBM, whichever is higher. Sometimes the CBM has to be
measured manually to ensure the agent has not falsely declared.
2.2 Operational Division (Modern cargo)
2.2.1 Jaya Container Terminal (JCT) and Unity Container Terminal
(UCT)
Vision of the JCT & UCT
“To be the most Preferred Container Terminal in Asia”
Mission of the JCT & UCT
• To provide efficient & effective service to all our port users, with optimum utilization of
resources
• To continue to be the most whilst competitive terminal being in the public sector
• To enhance interest of our stake holders such as shipping line & agent, employees and the
general public etc., in a socially responsible manner
• To earn sufficient to reinvest in improving facilities to keep pace with technological
advances and maintaining Eco friendly environment

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Objectives of the JCT & UCT
• Planning containers handling operations effectively
• Requisition and deploying resources for greater operational efficiency
• Supervising and controlling container handling operations more effectively
• Identifying the causes
Figure 14- Organizational Structure of JCT & UCT
2.3 Training Places at the JCT
▪ Control Room
▪ Berth plan section
▪ Vessel planning section
▪ Equipment control section
▪ Yard planning section
▪ Yard operation
▪ Billing and Documentation
▪ Gate operation section

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2.3.1. Control Room
I had directed to the JCT Control Room which is the key functional unit of the JCT at the
beginning. I had a chance to get an overall idea about the control room activities through training
in those days. When I was in the control room, I familiar with the following activities and
responsibilities.
• When a vessel berthing or sailing, build up a contact with pilot station.
• Maintenance section was coordinated to the quay side.
• Gantry crane movements were gathered hourly from quay side assistant unit superintend.
(AUS – Quay)
• At the end of each shift, gantry movements summarized in the record books.
• Daily working Position sheet was prepared at the end of each shift.
• Lunch and tea sheet were prepared for daily lashing team.
2.3.2 Berth Planning
Operations manager (berthing & planning) holds the responsibility of planning berth facilities in
JCT. He obtains vessel arrival schedules of all shipping agents served by the terminal to prepare
the Daily berthing programme in consultation with the operations manager (JCT). It is then
confirmed with shipping agents, the main control room and other related units to certify
arrangements.
The general policy in berth allocation is first-come-first-serve basis. But this is not always
practiced due to varying length and draft of the available berths, varying capacity of equipments,
and prevailing terminal service agreements (TSA) between shipping lines.

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Figure 15- Vessel Operation at JCT Figure 16- Vessel Operation at JCT
2.3.3 Vessel Planning
Vessel planers are responsible for the efficient loading and discharging planning of the containers
of a vessel. A standard identification of each container location (slot) onboard the vessel is used
for this purpose.
Vessel Linear Types
• Main Line Vessel
• Feeder Vessel
To monitor the Loading and Discharging plan through NAVIS EXPRESS system. I engage with
the vessel planning section after getting the basic knowledge about some important points for
vessel planning.
I could learn how plan the discharging of containers from the vessel and how plan the loading of
containers to the vessel while maintaining the seaworthiness of the vessel. With the receiving of
the Terminal Departure Report- (TDR File) for the loading and discharging containers from the
pre-loading port through Agent of the vessel, the planning of containers by means of the NAVIS
SPARCS system.

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2.3.4 Equipment Control Section
These days I learn about duties and responsibilities of equipment control section. Before engage
with the equipment control section I got the knowledge about equipment availability of JCT and
UCT through referring the operations Manual. According to that,
2.3.5 Yard planning
Yard should be planned to stack export, import and transshipment containers. The main purpose
of planning the yard is to allocate a specific place to each container, minimizing their unnecessary
movements.
EQUIPMENTS JCT UCT
PANAMAX 4 PANAMAX 3
Quay Cranes POST PANAMAX 14
SUPER POST
PANAMAX 2
Transfer Cranes(RTGs) 51 – one over five
08(height) & One plus six
(Width)
04 - IHI(empty)
Fork Lifts 04
07
Top Lift
Prime Movers 137 18
Trailers 182
Equipment of JCT & UCT

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The factors considered for planning container positions are in the order of,
• Service type
• Vessel (for transshipments)
• Delivery port
• Weight class
Along with the above factors, planners make sure not to mix the two sizes 20’ and 40’. Except
this, specific lanes are allocated for special cargo types. Reefer containers are normally stacked in
the lanes T and S, and empty container are stacked in lanes V and W. Dangerous cargo containers
are not mixed with others and always stacked in corner points. NAVIS SPARC is used in yard
planning also.
2.2 Navigation Division
Navigation division is the main division of SLPA. This division navigate all ships into the
Colombo port. In this division there are 3 main sections.
1. Safety Section
2. Fire brigade Section
3. Light house and operation Section
2.2.1 Safety Section
Safety section has for moderated as an amendment to SLPA in 1980 that was compulsory
reequipment of SLPA
The other co-operated event of safety section is given permission for inbound hot works.
Specially for take bunkering vessels and when class 1 MOD approval should submit.
At the clearance of local cargo, they are rechecking with DC cargo declaration and submitted by
the ship agent when it is declared 100% change will be imposed on the ship agent due to the non-
declaration of the cargo. All the expensive nature cargo should be declaring with the ministry of
defense approval

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IMO (International Maritime Organization) categorized all DC cargo into 9 Groups
1. Explosive
2. Gases
3. Inflammable liquid
4. Mizaladives
5. Ingeniously combustible
6. Oxidizing agents
7. Poisonous
8. Corrosive
9. Radio active
In this section, shipping agent should register in SLPA for pay navigation chargers and they need
a bank security for apply to register in SLPA as shipping agent. License should renew annually
deposit it may be 1.5 million for need to deposited money as a bank security
2.2.2 Fire brigade Section
Fire brigade of SLPA in bound with their duty to SLPA, CICT and SAJT. If there is any fire
attact in these 3 ports fire brigade has responsibility to face them
Fire Categories
1) A class fire – Organics Ex fabric, papers
2) B class fire – Liquide or liquid factions Ex paints, wax
3) C class fire – Gases Ex LPG, Acids, Sodium, Potassium
4) D class fire – Metals
5) E class fire – Electric fires
6) F class fire – Cooking oil
Actually, the SLPA fire brigade not only duty if there is only fire attract but also, If VIP person
arriving for brigade should supply a fire truck and If there is oil pumping vessel at that time also
fire brigade there

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2.2.3 Light house and operation Section
There are 4 main international standard lighthouses in Sri Lanka
1. Barbarian
2. Dondre head
3. Great Basses
4. Little Basses
Beruwala barbarian light house is tallest light house in Sri Lanka, height is 43m and light
flashing per 1 to 20 second
Dondre Head light flashing per 1 to 15 second
Grand Basses light flashing per 1 to 15 second
Little Bases light flashing per 1 to 10 second
Sea formation section and electronic is another important section which help to maintain light
houses
2.3 Supplies Division
Supplies and Materials Management in Sri Lanka Ports Authority is responsible for uninterested
supply of Material and Foal to the entire organization including the Ports of Galle and
Trincomalee. They during their purchasing under two categories an have maintain all main gear
store and other sub stores and stock control to manage material flow of SLPA
SLPA (Sri Lanka Port Authority) have 23 division one of them is supplies division there are two
ways
1. Local purchases
2. Foreign purchases
This is the which division supplies all product for SLPA and this division have 3 main section
there are,
1. Administration Section
2. Local purchasing section
3. Foreign purchasing section

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2.3.3 Administration Section
Administration section deal with all the daily administrative functions of the supplies and
material management division. The main duties are summarized as follows
▪ Maintaining attendance Register, Leave registers
▪ Maintaining overtime payment details
▪ Handling overtime payment details
▪ Handling personal files of employee (Increment, transfer, promotions etc.)
▪ Conduct employee’s performance evaluation process
▪ Issuing gate passes and administrating transport vehicle allocate for the division
▪ Providing welfare facilities to the employee such as meal ordering etc.
▪ Tacking disciplinary actions against the act of misconducts Ex preliminary investigations
▪ Petty cash handling
▪ Prepare and Update service agreement for equipment’s machines use in the division
▪ Fuel pumping maintenance
▪ Coordination of Madapolam Training Programme
▪ Preparing payment lists for SLPMCS for the janitorial services
▪ Handling OT payments for Sri Lanka Customs
▪ Maintain the record book file
▪ Prepared annual reports
▪ Replaying to the audit quarries
2.3.2 Local Purchasing Section
Local purchasing is a preference to buy locally produced goods and services over these produced
fathers away and a request for quotation is used when we plan to purchase some products and
would like to receive a quote for these products
A purchase tender also known as call for birds is used drive completion between several supplies
in order to get the best offer for a list of products and they were opened the local purchasing
tender every week days at 1.50 pm in supply division
Purchasing method
▪ Seal quotation
▪ Paper tender
▪ Fax quotation
▪ Hand quotation
▪ Petty cash

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2.3.3 Foreign Purchasing Section
Foreign Purchasing Section is similar to Local Purchasing. But there are several areas differ from
it, there are
▪ Wharf Clerk is engaged for clearing the items from custom department
▪ Payments method are differing and from local purchasing
▪ Tender notice is different from local purchasing
▪ There should be local agent to import the items
2.3.4 Voucher Section
The main duty of this section is issuing voucher to release payments to supplies through the
finance division. Before a voucher is raise the accountant checks the purchasing order, GRN
And tender report. And the payment is done automation and approval from higher management
should be obtained by the voucher section. More over bonds such bid bonds, performance bonds
are also released through voucher section for this purpose, accountant maintains two registers of
the voucher section, there are
1. Register of captivation voucher
2. Classification register
2.4 Logistics Division
In port of Colombo logistic division is the relevant party to control all the warehouses owned by
SLPA including
Bandaranaike Quay
▪ Container Freight Station 1
▪ Container Freight Station 2
▪ Container Freight station Peliyagoda
During the past all the warehouses under control by operation division. But now it’s handover to
logistic division for better management. Logistics division plays a key role in SLPA. It is the

40. 35 | P a g e
second-best revenue generator and functional division in SLPA. Their main responsibility of the
Logistics division is to organize inland transport and deliver the import cargo (FCL/LCL) to the
importers.
Logistics division provides storage facility for the import cargo as well as transshipment cargo.
LCL (less than container load) operations are done under logistics division supervision. And
also, for the FCL (full container load), are delivered directly by the permission of logistics
division. Also, they provide
▪ Transshipments
▪ Bonding
▪ Warehousing Multi Country Cargo Consolidation
▪ Stuffing and destuffing LCL cargo
The Logistic Division is headed by the Director – Logistics and the Chief Manager - Logistics.
They are assisted by a Deputy Chief Manager Logistics, the Managers, and the Assistant
Managers, the Chief Superintendents, the Superintendents, the Store Keepers (SK).
2.4.1 Receiving Section
All the vessels with LCL containers must submit manifest to logistic division within 48 hours
after vessel berthed. The late submission of this document costs a penalty of 25USD. Normally
five copies of signed and sealed manifests must submit to SLPA by agent and those manifests
copies sent to
1. Operation Manager
2. Chief Manager
3. Commercial Managers
4. Chief Preventive Officer (SLC)
5. To vessel
Vessel also give guarantee letter for paying cargo handling and other port dues. The manifest
submits by vessel agent also known as mother manifest. Before every LCL cargo send to
warehouses must get Customs direct approval.
Every day 10.00am and 2.00pm receiving unit prepares daily program. It will include all the
information about containers stuff and de-stuff in all the warehouses. After de-stuffing cargo are
send to warehouses. Agent pays applicable charges and submits relevant documents to Store
Keeper and Customs agent and then compare the cargo with Bill of Lading dispute goods and
load in to prime movers.

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Cargo Type Warehouse
1. Transshipment cargo BQ 4
2. Multi Country Consolidation cargo BQ 4
3. Dangerous cargo CFS 1,4
4. Local Imports Peliyagoda
5. Personal Imports Peliyagoda
2.4.2 Delivery Section
In the delivery section their main purpose is to handle the LCL/FCL cargoes of Jaya Container
Terminal. There isn’t a complex procedure of FCL cargo delivering. After agent pay all the
charges and get approval from SLC cargo can direct deliver from JCT to consignees’ premises.
These documents are using in this section.
▪ Delivery order
▪ Bill of Lading
▪ Master Bill of Lading
▪ Commercial invoice
▪ CusDec delivery copy
▪ Master Delivery Order
In FCL charging all containers include High Cube containers also charge same charge. All the
containers must pay “Wharf Handling Charges”.
Cargo type 20’ 40’
General 32$ 64$
Food 16$ 32$
DC 58$ 116$
Liquor 58$ 116$

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2.4.3 Outturn Section
The key responsibility of this section is preparing reports for future purposes. They collect all the
sequence sheets of each and every warehouse and prepare those reports. They mainly collect
▪ Delivery Order
▪ Tally Sheet
▪ Bank Receipt
▪ Statement of Disposal of cargo
▪ Packing List
In the outturn section, officials use Logistic Division – 01 Form when the cargo is dismissed or
lost in the warehouse. Consignee have to fill this document accurately and submit five copies to
▪ SLPA Police
▪ Sri Lanka Customs
▪ Logistics Division
▪ Security Section
▪ Book Copy
Also, consignee have to submit Wharf Insurance Claim form for the outturn section (sometimes
for the claim section too)
▪ W.I.C 01- When cargo lost in the warehouse
▪ W.I.C 02- When the cargo is lost after clearance
The outturn section is still relied on manual paperwork so there is a low rate of efficiency. Also,
there’s no proper way to store the documents in the outturn section. In order to increase the
efficiency, they should move in to an information system.
2.4.4 Warehouses (Bandaranaike Quay, CFS 1 and CFS 4)
As mentioned above, logistics division is responsible for managing the warehouses so they are
currently managing
❖ Bandaranaike Quay This warehouse complex is owned and managed by logistics division in
order to carry out the Transshipments and Multi Country Cargo Consolidation (LCL)
destuffing which are programed by the receiving section. Bandaranaike Quay consist of four
warehouses which are,

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1. BQ 1 - Local /General cargo destuffing
2. BQ 2 - Local /Dangerous cargo destuffing
3. BQ 3 - Local/Liquor and cigarettes destuffing
4. BQ 4 – Transshipments and MCC destuffing
In the Bandaranaike Quay wharf section these documents are used,
▪ Manifest
▪ MCC card
▪ SLPA stuffing application
▪ Liquor handling document
▪ Cargo Dispatch note
▪ Tally Sheets
In this warehouse complex there are many issues and they are affecting to the time and will
cause a waste of money. Warehouse officials are relying on manual paperwork which causes
inefficiency. Following issues can be seen at the BQ,
▪ The warehouse planning capacity in not enough.
▪ Always rely on manual operations.
▪ Poor safety methods of forklift drivers. They drive recklessly which can be cause cargo
damages.
▪ Pallets are not in good condition to store cargo.
▪ Poor lighting and ventilation inside of the warehouses.
In order to increase efficiency, the logistics division and warehouse authorized personals should
do,
▪ Plan a good warehouse layout
▪ Arrange proper training to labors ad drivers.
▪ Use relevant signs and marks.
▪ Use an automated system for paperwork.
▪ Use proper safety methods for dangerous cargo.
Only in the BQ 4 there will be rents calculated because of the transshipment and the multi
country consolidation. Also, this warehouse cargo is basically handled by the freight forwarders.
So, the rent calculation formula is,
Cubic Meters (C.B.M) x Days x 1.5% x Current Exchange Rate (LKR)

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❖ CFS 1 and CFS 4
SLPA’s most advanced warehouse premises is the CFS 1 warehouse complex. This
warehouse is developed and opened for the operations in 10th August 2016 because the old
warehouse faced in to a fire disaster and totaled in 24th May 2013. This warehouse is
equipped with the latest technologies and strategies.
❖ 24-hour security system.
❖ Latest cargo handling equipment
❖ Latest cargo management system
❖ Proper stacking positions for various cargo types
❖
The total space of the CFS 1 is 1760m2 (Length 44m x Width 40m) and have a cargo
storage area of 715m2 and a vehicle handling area of 1,045m2.
A1 B1 C1 D1 E1 F1 G1
A2 B2 C2 D2 E2 F2 G2
A3 B3 C3 D3 E3 F3 G3
A4 B4 C4 D4 E4 F4 G4
CFS 1 warehouse layout
CFS 4 warehouse is known as the Pettah warehouse. This warehouse also do participate in
stuffing and destuffing of the cargo. CFS 4 mainly handles the general cargoes and involves in
MCC operations too.
2.4.5 Billing Section
There are billing section establish in logistic division. This billing section only handles
warehousing billing. They categorize the cargo according to the manifest program.
After that they decide the warehouse for the storage of the cargo and they will calculate the
payments regarding the cargo type and the requirement. There are several types of operations
going on the billing section.

45. 40 | P a g e
Operation Description
One-way operation Container or bulk came in to the port for
stuffing or de-stuffing 2
Two-way operation Cargo came within one container and de-
stuff in port premises and again stuff to
another container
MCC operation Consolidate LCL cargo and stuff container
and send it to various other ports 4
Normal operations Normal warehousing operations
Billing section operations
Also, the billing section of SLPA authorizes the MCC reworks requests to the respective MCC
operator. There are special operations handling in logistics division’s billing section. Empty
container handling is one of that. Above mention JCT billing handling through NAVIS system.
But other private terminals handle through manually. The other terminals send empty containers
with slips with regards information. The office workers in billing section use pink color card
named as “Rework Card” to handle empty containers of them. All empty containers give rent
free 5 days to release. In other terminals empties compare and check slip and rework card.
If container stays exceeding rent free 5 days they must pay penalties by cash or bank guarantee.
Those empties will not check at leave the port premises. But if someone leaves without paying
charges it will caught at that container again enter into port.
2.4.6 Selling Section
The selling section is basically for selling and auctioning the cargo which are abandoned and the
items which were use in Sri Lanka Ports Authority. The cargo selling and auctioning procedure
is,
▪ After 21-day limit passes, storekeepers send the Commercial Division Sales
document as well as the sales notice to the consignee mentioning his cargo will be
selling in 10 days.
▪ SLPA selling staff participate with the customs officials to check the condition of
the cargo. The tender will be called on the last Thursday of a month.
▪ After paying 288/- LKR+VAT and making the deposits (for customs abandoned
cargo 50000, 75000, 100000/- LKR and for the perishable cargo 50000/- LKR) the
tender can be obtained and cargo can be inspected.

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▪ Customs officers will check and value the cargo according to the condition. Then
bidders should bid more than the customs agent value in the auction.
▪ 15% VAT is included to the money range between customs value and the bid value.
▪ The bidder who won the auction will receive the “Awarding Letter” mentioning that
the cargo should clear within 10 working days.
▪ After the auctioning, rest of the abandoned cargo will be destroyed immediately.
2.4.7 Wharf Administration Section
This section is basically for facilitate the wharf clerks. They provide services such as,
▪ Issuing clearing license for agencies.
▪ Issuing A and B pass for wharf clerks.
▪ Holding containers which are subjected to customs detention
There are two types of passes which issued by the wharf administration section. The pass holder
must follow the customs house agent course which is conducted by Sri Lanka Customs and
should get at least 45% marks. Then the wharf can obtain the A pass and he is able to clear
consignments for each and every company without any issues but B pass holder only able to
clear consignment for only one company. If you don’t have A or B pass, you can’t enter to any
warehouse premises.
2.4.7. Customer Relations Section
The customer relations section basically involve with cargo claims which can be occurred by the
cargo damages and steal or misplace of the cargo. For issuing a cargo claim there is a procedure
by SLPA.
▪ Prepare the list of vessels according to the arrival.
▪ Use WIC-1 or WIC-2 document according to the vessels.
▪ With WIC-1 document you need to submit, (after submission you will get JCT/A
number)
• copies of WIC-1
• 1 copy of customs Delivery Order
• 1 copy of Bill of Lading
▪ With WIC-2 document you need to submit, (after submission you will get JCT/B
number)
• copies of WIC-2

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• 1 copy of customs Delivery Order
• 1 copy of Bill of Lading
▪ Within a 1 day or 2 days, send the documents to the relevant storekeeper.
▪ Storekeeper will produce an answer after submitting documents to the selling
section.
▪ Notify the answer to the customer.
▪ Fees payable are, o Late fee – 3$ o Copy fee – 2$ o Extract fee – 2/5$
2.4.8 CFS Peliyagoda
The CFS peliyagoda is basically handles the imported personal cargo as well as the general cargo
which are discharged in port of Colombo. This is the only warehouse complex located outside of
the port. This warehouse started their operations in the year of 2000 and this is the largest
warehouse which is owned by the SLPA. Also, this is the only warehouse which uses a
management system for the management of the warehouse operations. This warehouse capacity
is 19,500CBM and 500TEUs.The structure of this warehouse is,
Administration
area
Food Cargo
Personal LCL and
medicines
Garment Items
Garment Items
A B C D E F G H
A, B, C, D are highly valuable items.

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CHAPTER-03
3.0 CONCLUSION TO THE REPORT
3.1 Conclusion
Industrial training division and NAITA arranged the training period of 6 months and I was assigned
to Operations Division & Logistics Division in SLPA. I was able to gain practical knowledge and
industrial awareness which will be useful in future career path for me.
Up to NVQ level 5; I just learnt theories but never got the opportunity to experience them in the
real world. So; I didn’t have any idea about the potential challenges. This training period that leads
me to improve my managerial skills & exposed me to the environment.
I got very rare opportunities such as getting in-to ships/cranes and observing the internal structures
of them. Therefore, I truly believe that the past six months will be so worth to me.
In the Operations Division; I got a vast knowledge in container and conventional cargo handling
operations. Jaya Container Terminal (JCT) is the most functional section. Planning clerks in the
planning section supported me a lot to learn about port operations. Since planning containers in
the yard and vessel is a responsible task. I didn’t get the chance to contribute to the work of
planners.
In conventional cargo handling piers (BQ, PVQ & GP) I could observe how the superintendents
deal with each of them in getting the work done.
In the Navigation Division; I could get know about ship navigation and the charges of ship for
navigation fees, And light houses and operations, Insurance for vassals a how we insurance a vessel
And the Supply Division; I get good idea about local purchasing and foreign purchasing, and how
the supplies going to SLPA and how we put a tender and how we manage supplies cost and how
we reduce them

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In the Logistics Division; I could obtain a lot of knowledge about the activities and procedures
followed in these operations by referring the files and questioning the officers in various sections.
I think it is a good chance that I got by selecting SLPA as my training place.
The experiences I gained through this training program will be a strong step to my studies as well
as to my future career. In the training period most of the persons from the bottom to the top level
did their best to give me their knowledge and experiences. Therefore, I’m really satisfied with the
training. I wish that the University College along with NAITA would continue to conduct such
training programs for undergraduates more successfully in future.

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3.2 Suggestions for Improvement
• Container handling productivity should be increased either by increasing the facilities
(adding more twin lifters) or by motivating the workers to perform well.
• Machinery shortage, draft and LOA (Length Overall) of the berth was a big problem to
berth a larger size of the vessel in JCT, UCT because of that SLPA should take more care
about issue and increase number of capable machinery and LOA, draft of the berths.
• Several divisions including Operation Division and Finance Division use the computer
technology in the best way. But, the benefit of latest technology should be used in all the
division and unless it is unable to reap the maximum advantage.

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3.3. References
• SLPA Port of Colombo, Sri Lanka Ports Authority. [2019, August 1] Retrieved from
http://www.slpa.lk/.
• Sri Lanka Ports Authority - Wikipedia, the free encyclopedia 2015. [2019, July 25]
Retrieved from http://en.wikipedia.org/wiki/SriLankaPortsAuthority
• Port Development in Sri Lanka [Pdf] [2019, July 25] Retrieved from
http://www.unescap.org/sites/default/files/SriLanka-DP-WGM-1.pdf
• Sri Lanka Customs [2019, August 1] Retrieved from [2019, July 28]
http://www.customs.gov.lk/exports/cfs
• Sri Lanka Ports Authority Annual Report 2010, 2013, 2016 [2019, August 1]

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Certification
Name of the Trainee : R.M Rifdhy
ID No : 951130133v
Address : No 150/23 Udayamawatha, Anuradhapura
Institute address : University Collage of Ratmalana ,No 1A Station Road, Ratmalana
Program : Maritime and Logistic Management
Period : 2017/2020
Training Organization : Sri Lanka Prots Authority, Colombo
Training Period : 2019.01- 2019.07.15
This is certifying that this report is proposal by myself under the training conducted by above
Organization
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Signature of the Trainee (with date)
This is to certify that this report is prepare by above trainee under my regular supervision
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Signature of the employer with stamp (with date)