This document summarizes information about freight traffic crossing the English Channel and issues related to Operation Stack. It discusses capacity and demand for ferry and Eurotunnel services, what causes Operation Stack to be implemented, potential sites for a truck parking facility, and alternatives to building a new truck park. While a large truck park is presented as a solution to Operation Stack, the document argues that current capacity is sufficient and private sector parks could meet demand without unfair competition from a public facility.
The document discusses ocean freight mega alliances and their implications for the future. It summarizes that the major alliances have established operational agreements controlling over 97% of east-west container capacity. These alliances drive vessel and terminal consolidation to achieve scale economies, though freight rates remain low due to excess capacity. Continued growth of mega ships is stressing marine terminal operations, requiring terminal investment and consolidation. The alliances are expected to remain stable in the future with potential membership changes, driving ship sizes larger and placing more demands on port and terminal infrastructure to adapt.
The Port of Baltimore generates significant economic benefits for Maryland through the jobs and revenues it creates. It handles a diverse mix of cargo including containers, rolls on/rolls off cargo, autos, and bulk commodities. It has the capabilities to service very large ships and ranks highly in productivity compared to other ports. However, the container shipping industry is consolidating into large alliances and vessels, requiring ports to invest in deeper berths and larger cranes to remain competitive. The Port of Baltimore is pursuing improvements and promoting its strengths like capacity and efficiency to attract more cargo amidst challenges at other East Coast ports.
Maersk Line introduced its Daily Maersk initiative in 2011 to transform shipping by applying Lean principles. It established daily shipping schedules between ports in Asia and Europe to reduce waste and improve on-time delivery. This provided customers with greater flexibility and reliability compared to weekly schedules. It required close coordination across Maersk's entire value chain but achieved cost savings for customers and attracted new business. However, the service works best for high-volume cargo with stable demand and requires contingency planning to address potential ship breakdowns or delays.
Port Alma is located in Queensland, Australia and handles explosives, ammonium nitrate and other bulk cargoes. It provides standard procedures to assist ships visiting the port in navigating safely and complying with regulations. Maritime Safety Queensland is responsible for managing ship traffic and overseeing port operations through the regional harbour master, with the aim of protecting waterways and ensuring safety of all users.
Impact on trade on expansion of panama canal a dissertationHeisenberg26
The document discusses the proposed expansion of the Panama Canal and its potential impacts. Key points:
- The Panama Canal expansion aims to allow larger post-Panamax ships to pass through. This $5.2 billion project would address bottlenecks and growth in transpacific trade for ships carrying up to 12,000 containers.
- The expansion is expected to increase Asian freight transiting the canal and quantities of cargo delivered to Atlantic and North American ports. It could shift geographical patterns and increase cargo volumes in North American Atlantic ports.
- Panama hopes the expansion establishes the country as a regional logistics hub like Singapore and Dubai, attracting foreign investment and making Panama more competitive with other North American ports. The
This document summarizes a learning event on trade and regulation in services in Africa held in Addis Ababa in 2013. It includes a case study of dwell time (time cargo spends in ports) in South African ports run by Transnet. Through collaboration between Transnet and supply chain partners, dwell time in Durban was reduced from over 6 days in 2002 to 3-4 days through measures like improved infrastructure, training, incentive schemes, and coordination along the supply chain. The document provides lessons for other African ports in reducing dwell time through collaborative approaches.
The Panama Canal expansion project aims to address capacity constraints by constructing a new set of locks and widening the existing canal. This will allow the canal to accommodate larger "New Panamax" ships carrying up to 13,500 TEUs of cargo. The expansion is expected to double the canal's traffic capacity and revenues by facilitating more efficient transport of goods between Asia, North and South America, and Europe. While this will offer shipping lines and import/exporters lower costs, its impacts on routing choices and North American ports will be influenced by toll pricing and competitive responses from alternate routes. Benefits will mainly accrue to US East Coast ports, with some potential cargo diversion from West Coast ports.
The document discusses ocean freight mega alliances and their implications for the future. It summarizes that the major alliances have established operational agreements controlling over 97% of east-west container capacity. These alliances drive vessel and terminal consolidation to achieve scale economies, though freight rates remain low due to excess capacity. Continued growth of mega ships is stressing marine terminal operations, requiring terminal investment and consolidation. The alliances are expected to remain stable in the future with potential membership changes, driving ship sizes larger and placing more demands on port and terminal infrastructure to adapt.
The Port of Baltimore generates significant economic benefits for Maryland through the jobs and revenues it creates. It handles a diverse mix of cargo including containers, rolls on/rolls off cargo, autos, and bulk commodities. It has the capabilities to service very large ships and ranks highly in productivity compared to other ports. However, the container shipping industry is consolidating into large alliances and vessels, requiring ports to invest in deeper berths and larger cranes to remain competitive. The Port of Baltimore is pursuing improvements and promoting its strengths like capacity and efficiency to attract more cargo amidst challenges at other East Coast ports.
Maersk Line introduced its Daily Maersk initiative in 2011 to transform shipping by applying Lean principles. It established daily shipping schedules between ports in Asia and Europe to reduce waste and improve on-time delivery. This provided customers with greater flexibility and reliability compared to weekly schedules. It required close coordination across Maersk's entire value chain but achieved cost savings for customers and attracted new business. However, the service works best for high-volume cargo with stable demand and requires contingency planning to address potential ship breakdowns or delays.
Port Alma is located in Queensland, Australia and handles explosives, ammonium nitrate and other bulk cargoes. It provides standard procedures to assist ships visiting the port in navigating safely and complying with regulations. Maritime Safety Queensland is responsible for managing ship traffic and overseeing port operations through the regional harbour master, with the aim of protecting waterways and ensuring safety of all users.
Impact on trade on expansion of panama canal a dissertationHeisenberg26
The document discusses the proposed expansion of the Panama Canal and its potential impacts. Key points:
- The Panama Canal expansion aims to allow larger post-Panamax ships to pass through. This $5.2 billion project would address bottlenecks and growth in transpacific trade for ships carrying up to 12,000 containers.
- The expansion is expected to increase Asian freight transiting the canal and quantities of cargo delivered to Atlantic and North American ports. It could shift geographical patterns and increase cargo volumes in North American Atlantic ports.
- Panama hopes the expansion establishes the country as a regional logistics hub like Singapore and Dubai, attracting foreign investment and making Panama more competitive with other North American ports. The
This document summarizes a learning event on trade and regulation in services in Africa held in Addis Ababa in 2013. It includes a case study of dwell time (time cargo spends in ports) in South African ports run by Transnet. Through collaboration between Transnet and supply chain partners, dwell time in Durban was reduced from over 6 days in 2002 to 3-4 days through measures like improved infrastructure, training, incentive schemes, and coordination along the supply chain. The document provides lessons for other African ports in reducing dwell time through collaborative approaches.
The Panama Canal expansion project aims to address capacity constraints by constructing a new set of locks and widening the existing canal. This will allow the canal to accommodate larger "New Panamax" ships carrying up to 13,500 TEUs of cargo. The expansion is expected to double the canal's traffic capacity and revenues by facilitating more efficient transport of goods between Asia, North and South America, and Europe. While this will offer shipping lines and import/exporters lower costs, its impacts on routing choices and North American ports will be influenced by toll pricing and competitive responses from alternate routes. Benefits will mainly accrue to US East Coast ports, with some potential cargo diversion from West Coast ports.
This document provides contact information for Dynamar B.V., a transport and shipping company based in the Netherlands. It then summarizes recent developments in various global shipping routes and trade lanes, including new carrier alliances and services. Statistical data on trade volumes between regions is also presented. The top 25 global container carriers are listed by fleet size and orderbook volumes.
This document discusses the implications of larger container ships for regional and feeder ports. As ship sizes increase towards 12,500 TEU, there will be cascade effects that displace smaller ships across all sizes. This poses challenges for regional and feeder ports to attract sufficient cargo volumes and handle larger vessels. Port infrastructure, equipment, IT systems and administrative processes may need upgrades. Some regional ports could emerge as hubs but many may be bypassed. Feeder ports risk becoming less relevant without adaptations. Consolidation is expected in regional and feeder shipping routes.
PTI_Edition_66___The_Collector__8217_s_Edition_IIFord_PTI66_4Peter Ford
The document discusses how the increasing size of container ships, from 8,160 TEU in 2006 to 19,224 TEU currently, has impacted port operations. Larger ships have wider beams and taller stacking heights, requiring ports to invest in infrastructure upgrades like deeper berths and channels as well as larger cranes to accommodate the new vessel sizes. These investments come at a high capital cost for ports. Additionally, the upsizing of shipping networks has increased average berth moves per hour required at ports by 33% and peaks in activity levels, straining port capacity and productivity. Shipping lines and ports will need to collaborate more closely to support the large capital investments needed to handle increasingly large container ships.
Port of Maputo Infrastructure and Operations updateTristan Wiggill
Presented by the Maputo Port Development Company (MPDC) at the MCLI Stakeholder Meeting in Nelspruit on 22 July 2015.
The presentation provides concession information, details the port's shareholder structure, gives information pertaining to the MPDC's main responsibilities, looks at the port's jurisdiction area for future developments, exposes the historical volumes handled, uncovers the main pillars of the Port of Maputo's Master plan, highlights projects in progress, gives an update on the expansion of the Chrome slab, provides an overview of the port expansion plan and construction of new access roads, showcases the dredging project and lists the critical success factors impacting the port.
The Port of Prince Rupert in British Columbia, Canada is strategically located on the north coast as the closest North American port to Asia. It has seen rapid growth in container traffic in recent years, with volume increasing 13.8% in 2014. In 2015, container traffic through July had increased 30.73% compared to the same period in 2014. This significant growth is attributed to congestion at ports on the US west coast during labor disputes, with some shippers choosing to permanently route cargo through Prince Rupert due to reduced travel time from Asia and ease of operations. The port handles various bulk commodities important to Western Canada in addition to containers.
The document discusses climate change issues and the role of ports in decarbonizing maritime transport in the Mediterranean region. It notes that international maritime transport accounts for 800-1000 MtCO2e annually but these emissions could be reduced by 75% using existing technologies. Ports play an important role through reducing emissions from port operations and ships visiting ports by using cleaner fuels, shore power connections, and optimizing port stays. There are opportunities for Mediterranean ports to take a leading role in developing standards and sharing knowledge due to the region's scale and global impact, and the Union for the Mediterranean could support these efforts.
The document discusses the need to improve the competitiveness of Indian ports to support the country's economic growth. It notes that India's cargo traffic is projected to increase significantly by 2013-14 and that ports will need to augment their capacity and modernize infrastructure to handle larger vessels. Several major port projects are described that aim to increase capacity, deepen channels and berths, expand berth availability, improve connectivity to hinterlands, and raise productivity.
The document discusses increasing containerized cargo connectivity between Bangladesh and Sri Lanka, specifically through the ports of Chittagong and Colombo. It provides background on current container trade volumes and routes in and out of Bangladesh. Colombo is identified as a potential transshipment hub that could increase cargo volumes between Chittagong and Colombo. Stakeholders perceive that attracting more mainline vessels to call at Colombo and increasing feeder vessel frequencies on the Chittagong-Colombo route could grow cargo volumes. Recent developments including new terminal capacity in Colombo and additional carrier services on the Europe trade lane may further increase cargo moving between the two ports. Consistency in port operations and
- The document discusses port users and shipping lines in Hawaii including Matson Navigation Company, Horizon Lines, and various cruise ships, barges, and trucking companies.
- Hawaii imports 98% of its goods by sea and forecasts continued cargo growth, but space constraints at ports limit increased production and efficiency.
- The document also provides examples of port fees for services like pilotage, tugging, stevedoring, and passenger fees. It describes Hawaii's port locations being centered around towns due to island geography.
The document summarizes Morocco's PortNet system, a national single window for foreign trade. PortNet aims to facilitate international trade processes and improve competitiveness for importers and exporters. It integrates stakeholders across physical, data, and payment flows. PortNet has over 22,000 users, processes over 635,000 electronic messages monthly, and reduced trade times. It is recognized as improving Morocco's trade environment and competitiveness. Lessons learned include aligning governance to customer interests, achieving quick wins, trusting collaboration between stakeholders, monitoring performance metrics, and pursuing regional integration.
ELIMINATION OF LEVEL CROSSING BY CONSTRUCTION OF ROAD OVER/UNDER BRIDGESSABYASACHI DALAI
This document discusses level crossings, which allow road traffic to cross railway tracks. It describes two types of level crossings: manned and unmanned. Manned level crossings have gates and gatemen when the train vehicle unit (product of average trains and vehicles per day) exceeds 3000. Unmanned crossings have no gates or gatemen when the TVU is less than 3000. The document recommends replacing level crossings with road over bridges (ROBs) or road under bridges (RUBs) to improve safety and reduce accidents and delays from traffic. RUBs are more cost effective than ROBs for eliminating unmanned level crossings.
Shipping industry challenges and the way forwardIrakli Kandelaki
The shipping industry has been unprofitable for five consecutive quarters, triggering industry consolidation. Maersk Line plans to acquire Hamburg Sud to grow its scale and enable cost advantages. While demand for shipping is improving, supply continues to outpace demand, keeping freight rates low. Digitalization of transactions through Maersk's website has improved the customer experience, but challenges remain for the financially strained industry unless freight rates recover substantially.
Colombo Port East Container Terminal - Market Awareness BrochurePratish Halady
The Colombo Port has become a rapidly growing maritime hub of the South Asia Region. Cargo coming from and destined to Europe, East Asia, the Persian Gulf, and East Africa can be conveniently and quickly connected through the container port. The port handled about 5.1 million twenty-foot equivalent unit (TEU) of containerized cargo in 2015. Traffic for the Colombo Port, over 70% of which comes from transshipment, has grown at over 8% CAGR over last 20 years and has historically shown resilience to economic cycles and downturns.
In 2008, the South Harbor area was developed to accommodate deep water berths and the latest generation of mainline vessels. In addition to the container terminals in the original port area, the Sri Lanka Port Authority (SLPA) planned to develop three terminals (each having capacity of 2.4 million TEU) in the South Harbor, the first of which was built and is currently in operation on a build-operate-transfer (BOT) basis by Colombo International Container Terminals Limited (CICT), a joint venture company of China Merchants Holding (International) Co. Ltd and SLPA.
With increased use of larger vessels in the South Asian transshipment market, development of additional deep water berths is urgently needed to retain Colombo Port’s competitive position. The 2.4 million TEU East Container Terminal (ECT) of the Colombo Port will be the second terminal in the South Harbor and is an essential pillar of the SLPA's plan to expand deep water operations of the Colombo Port and maintain Colombo Port’s strategic position as a key transshipment hub for global and regional trade.
SLPA will shortly invite interested private sector parties to pre-qualify for the opportunity to Design, Build, Finance, Operate, and Maintain the ECT. A compelling opportunity exists for leading consortia to:
• Provide a competitive port facility to Sri Lanka with deep water berth (18.0 – 20.0m) and add capacity of 2.4 million TEU
• Improve the port’s value proposition to global shipping lines and increase its market share in the global transshipment market
• Develop the remaining 760m of deep water berth and the rest of the terminal
• Manage and operate the whole terminal
The Asian Development Bank (ADB) has been appointed as the Transaction Advisor to structure and tender the ECT as a PPP project. The expression of interest process for the Colombo Port East Container Terminal will commence shortly. At this stage we are soliciting informal feedback from potential participants of the Project. The attached market awareness brochure provides preliminary information on the Project.
We look forward to feedback and participation from potential bidders. Contact information for the transaction advisors is provided in the brochure. Thank you in advance for your interest.
Fremantle Ports is Western Australia's major general cargo port. It is undertaking projects to deepen its Inner Harbour and expand facilities to accommodate growing trade volumes. This includes deepening the harbour to allow larger ships to access the port fully loaded. A $250 million project is nearing completion to deepen the harbour and reconstruct berths. Additional land is also being reclaimed to provide 27 hectares for future port uses. Initiatives are also underway to improve landside infrastructure and increase the proportion of cargo moved by rail.
Heavy lift, breakbulk, and project cargo volumes are robust for U.S. ports as the energy and industrial sectors drive demand. Ports are expanding facilities and working closely with customers in industries like wind power, manufacturing, and mining to accommodate large or heavy cargoes like wind turbines, power generators, machinery and other non-containerized goods. Growth is expected to continue in these cargo types as incentives promote industries requiring big equipment shipments.
A brief presentation of the maritime, logistics and distribution assets found in Hampton Roads. For more information contact HREDA Business Recruitment Manager, Chris Gullickson at 757-664-2633.
The document summarizes Edward Said's book Orientalism, which argues that European culture constructed itself in opposition to an imagined Orient. It defined Orientalism as a Western style used to dominate and control the Orient. Said believed one cannot understand European imperialism without examining how it produced representations of the Orient. The document also discusses how Said's work can be used as a critical lens to examine Western literature about Eastern cultures, which was often influenced by colonialism and notions of European superiority. It provides context on Said and quotes from his work on Orientalism and cultural imperialism.
The Three Speeds are a simple and effective model to think about collaboration strategy, adoption and tool selection for companies.
From a talk I gave at MEX 2013 (London).
Here one of the examples I gave, about Atos switching away from email:
http://www.ft.com/cms/s/0/11384220-8761-11e2-bde6-00144feabdc0.html#axzz2fv5QOuzH
Porters five force strategy for Banking IndustrySanjay Kumbhar
The document analyzes the banking industry using Porter's Five Forces model. It examines the threats of new entrants, power of suppliers and buyers, competitive rivalry, and availability of substitutes. It finds that the threat of new entrants is low due to regulatory barriers. The power of suppliers and buyers is high given limited options and customer loyalty. Competitive rivalry is also high since banks offer similar products and services. Substitutes pose a medium threat from non-banking financial institutions. In conclusion, most forces score high, suggesting the industry is unfavorable for new entrants.
This document provides contact information for Dynamar B.V., a transport and shipping company based in the Netherlands. It then summarizes recent developments in various global shipping routes and trade lanes, including new carrier alliances and services. Statistical data on trade volumes between regions is also presented. The top 25 global container carriers are listed by fleet size and orderbook volumes.
This document discusses the implications of larger container ships for regional and feeder ports. As ship sizes increase towards 12,500 TEU, there will be cascade effects that displace smaller ships across all sizes. This poses challenges for regional and feeder ports to attract sufficient cargo volumes and handle larger vessels. Port infrastructure, equipment, IT systems and administrative processes may need upgrades. Some regional ports could emerge as hubs but many may be bypassed. Feeder ports risk becoming less relevant without adaptations. Consolidation is expected in regional and feeder shipping routes.
PTI_Edition_66___The_Collector__8217_s_Edition_IIFord_PTI66_4Peter Ford
The document discusses how the increasing size of container ships, from 8,160 TEU in 2006 to 19,224 TEU currently, has impacted port operations. Larger ships have wider beams and taller stacking heights, requiring ports to invest in infrastructure upgrades like deeper berths and channels as well as larger cranes to accommodate the new vessel sizes. These investments come at a high capital cost for ports. Additionally, the upsizing of shipping networks has increased average berth moves per hour required at ports by 33% and peaks in activity levels, straining port capacity and productivity. Shipping lines and ports will need to collaborate more closely to support the large capital investments needed to handle increasingly large container ships.
Port of Maputo Infrastructure and Operations updateTristan Wiggill
Presented by the Maputo Port Development Company (MPDC) at the MCLI Stakeholder Meeting in Nelspruit on 22 July 2015.
The presentation provides concession information, details the port's shareholder structure, gives information pertaining to the MPDC's main responsibilities, looks at the port's jurisdiction area for future developments, exposes the historical volumes handled, uncovers the main pillars of the Port of Maputo's Master plan, highlights projects in progress, gives an update on the expansion of the Chrome slab, provides an overview of the port expansion plan and construction of new access roads, showcases the dredging project and lists the critical success factors impacting the port.
The Port of Prince Rupert in British Columbia, Canada is strategically located on the north coast as the closest North American port to Asia. It has seen rapid growth in container traffic in recent years, with volume increasing 13.8% in 2014. In 2015, container traffic through July had increased 30.73% compared to the same period in 2014. This significant growth is attributed to congestion at ports on the US west coast during labor disputes, with some shippers choosing to permanently route cargo through Prince Rupert due to reduced travel time from Asia and ease of operations. The port handles various bulk commodities important to Western Canada in addition to containers.
The document discusses climate change issues and the role of ports in decarbonizing maritime transport in the Mediterranean region. It notes that international maritime transport accounts for 800-1000 MtCO2e annually but these emissions could be reduced by 75% using existing technologies. Ports play an important role through reducing emissions from port operations and ships visiting ports by using cleaner fuels, shore power connections, and optimizing port stays. There are opportunities for Mediterranean ports to take a leading role in developing standards and sharing knowledge due to the region's scale and global impact, and the Union for the Mediterranean could support these efforts.
The document discusses the need to improve the competitiveness of Indian ports to support the country's economic growth. It notes that India's cargo traffic is projected to increase significantly by 2013-14 and that ports will need to augment their capacity and modernize infrastructure to handle larger vessels. Several major port projects are described that aim to increase capacity, deepen channels and berths, expand berth availability, improve connectivity to hinterlands, and raise productivity.
The document discusses increasing containerized cargo connectivity between Bangladesh and Sri Lanka, specifically through the ports of Chittagong and Colombo. It provides background on current container trade volumes and routes in and out of Bangladesh. Colombo is identified as a potential transshipment hub that could increase cargo volumes between Chittagong and Colombo. Stakeholders perceive that attracting more mainline vessels to call at Colombo and increasing feeder vessel frequencies on the Chittagong-Colombo route could grow cargo volumes. Recent developments including new terminal capacity in Colombo and additional carrier services on the Europe trade lane may further increase cargo moving between the two ports. Consistency in port operations and
- The document discusses port users and shipping lines in Hawaii including Matson Navigation Company, Horizon Lines, and various cruise ships, barges, and trucking companies.
- Hawaii imports 98% of its goods by sea and forecasts continued cargo growth, but space constraints at ports limit increased production and efficiency.
- The document also provides examples of port fees for services like pilotage, tugging, stevedoring, and passenger fees. It describes Hawaii's port locations being centered around towns due to island geography.
The document summarizes Morocco's PortNet system, a national single window for foreign trade. PortNet aims to facilitate international trade processes and improve competitiveness for importers and exporters. It integrates stakeholders across physical, data, and payment flows. PortNet has over 22,000 users, processes over 635,000 electronic messages monthly, and reduced trade times. It is recognized as improving Morocco's trade environment and competitiveness. Lessons learned include aligning governance to customer interests, achieving quick wins, trusting collaboration between stakeholders, monitoring performance metrics, and pursuing regional integration.
ELIMINATION OF LEVEL CROSSING BY CONSTRUCTION OF ROAD OVER/UNDER BRIDGESSABYASACHI DALAI
This document discusses level crossings, which allow road traffic to cross railway tracks. It describes two types of level crossings: manned and unmanned. Manned level crossings have gates and gatemen when the train vehicle unit (product of average trains and vehicles per day) exceeds 3000. Unmanned crossings have no gates or gatemen when the TVU is less than 3000. The document recommends replacing level crossings with road over bridges (ROBs) or road under bridges (RUBs) to improve safety and reduce accidents and delays from traffic. RUBs are more cost effective than ROBs for eliminating unmanned level crossings.
Shipping industry challenges and the way forwardIrakli Kandelaki
The shipping industry has been unprofitable for five consecutive quarters, triggering industry consolidation. Maersk Line plans to acquire Hamburg Sud to grow its scale and enable cost advantages. While demand for shipping is improving, supply continues to outpace demand, keeping freight rates low. Digitalization of transactions through Maersk's website has improved the customer experience, but challenges remain for the financially strained industry unless freight rates recover substantially.
Colombo Port East Container Terminal - Market Awareness BrochurePratish Halady
The Colombo Port has become a rapidly growing maritime hub of the South Asia Region. Cargo coming from and destined to Europe, East Asia, the Persian Gulf, and East Africa can be conveniently and quickly connected through the container port. The port handled about 5.1 million twenty-foot equivalent unit (TEU) of containerized cargo in 2015. Traffic for the Colombo Port, over 70% of which comes from transshipment, has grown at over 8% CAGR over last 20 years and has historically shown resilience to economic cycles and downturns.
In 2008, the South Harbor area was developed to accommodate deep water berths and the latest generation of mainline vessels. In addition to the container terminals in the original port area, the Sri Lanka Port Authority (SLPA) planned to develop three terminals (each having capacity of 2.4 million TEU) in the South Harbor, the first of which was built and is currently in operation on a build-operate-transfer (BOT) basis by Colombo International Container Terminals Limited (CICT), a joint venture company of China Merchants Holding (International) Co. Ltd and SLPA.
With increased use of larger vessels in the South Asian transshipment market, development of additional deep water berths is urgently needed to retain Colombo Port’s competitive position. The 2.4 million TEU East Container Terminal (ECT) of the Colombo Port will be the second terminal in the South Harbor and is an essential pillar of the SLPA's plan to expand deep water operations of the Colombo Port and maintain Colombo Port’s strategic position as a key transshipment hub for global and regional trade.
SLPA will shortly invite interested private sector parties to pre-qualify for the opportunity to Design, Build, Finance, Operate, and Maintain the ECT. A compelling opportunity exists for leading consortia to:
• Provide a competitive port facility to Sri Lanka with deep water berth (18.0 – 20.0m) and add capacity of 2.4 million TEU
• Improve the port’s value proposition to global shipping lines and increase its market share in the global transshipment market
• Develop the remaining 760m of deep water berth and the rest of the terminal
• Manage and operate the whole terminal
The Asian Development Bank (ADB) has been appointed as the Transaction Advisor to structure and tender the ECT as a PPP project. The expression of interest process for the Colombo Port East Container Terminal will commence shortly. At this stage we are soliciting informal feedback from potential participants of the Project. The attached market awareness brochure provides preliminary information on the Project.
We look forward to feedback and participation from potential bidders. Contact information for the transaction advisors is provided in the brochure. Thank you in advance for your interest.
Fremantle Ports is Western Australia's major general cargo port. It is undertaking projects to deepen its Inner Harbour and expand facilities to accommodate growing trade volumes. This includes deepening the harbour to allow larger ships to access the port fully loaded. A $250 million project is nearing completion to deepen the harbour and reconstruct berths. Additional land is also being reclaimed to provide 27 hectares for future port uses. Initiatives are also underway to improve landside infrastructure and increase the proportion of cargo moved by rail.
Heavy lift, breakbulk, and project cargo volumes are robust for U.S. ports as the energy and industrial sectors drive demand. Ports are expanding facilities and working closely with customers in industries like wind power, manufacturing, and mining to accommodate large or heavy cargoes like wind turbines, power generators, machinery and other non-containerized goods. Growth is expected to continue in these cargo types as incentives promote industries requiring big equipment shipments.
A brief presentation of the maritime, logistics and distribution assets found in Hampton Roads. For more information contact HREDA Business Recruitment Manager, Chris Gullickson at 757-664-2633.
The document summarizes Edward Said's book Orientalism, which argues that European culture constructed itself in opposition to an imagined Orient. It defined Orientalism as a Western style used to dominate and control the Orient. Said believed one cannot understand European imperialism without examining how it produced representations of the Orient. The document also discusses how Said's work can be used as a critical lens to examine Western literature about Eastern cultures, which was often influenced by colonialism and notions of European superiority. It provides context on Said and quotes from his work on Orientalism and cultural imperialism.
The Three Speeds are a simple and effective model to think about collaboration strategy, adoption and tool selection for companies.
From a talk I gave at MEX 2013 (London).
Here one of the examples I gave, about Atos switching away from email:
http://www.ft.com/cms/s/0/11384220-8761-11e2-bde6-00144feabdc0.html#axzz2fv5QOuzH
Porters five force strategy for Banking IndustrySanjay Kumbhar
The document analyzes the banking industry using Porter's Five Forces model. It examines the threats of new entrants, power of suppliers and buyers, competitive rivalry, and availability of substitutes. It finds that the threat of new entrants is low due to regulatory barriers. The power of suppliers and buyers is high given limited options and customer loyalty. Competitive rivalry is also high since banks offer similar products and services. Substitutes pose a medium threat from non-banking financial institutions. In conclusion, most forces score high, suggesting the industry is unfavorable for new entrants.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The document discusses supply chain management (SCM). It defines SCM as the management of relationships between suppliers, manufacturers, warehouses, distribution centers, and customers to deliver value to customers at a low cost. The goal of SCM is to optimize efficiency through integrating these entities. The document also describes how SCM has evolved from a "push" model driven by forecasts to a "pull" model driven by actual customer demand.
The document provides an overview of petroleum storage tank training, covering topics such as:
- Tank design types including fixed roof, internal floating roof, and floating roof tanks
- Selection of tank type based on product properties and volatility
- Tank structure including bottom/floor design, bottom and shell plates, and foundation types
- Stability calculations and anchor requirements for withstanding wind loads
- Tank inspection and safety procedures
The training aims to identify tank components, understand tank limitations, perform calculations, and operate tanks safely.
Kicc presentation development of port of lamu manda bay 3Parti Djibouti
The document provides details on the proposed development of the first three berths of the Lamu Port in Kenya. Some key points:
- Lamu Port is a proposed deep water port that is part of the larger LAPSSET infrastructure project, which aims to enhance Kenya's role as a transport hub for East Africa.
- The first phase involves constructing three berths by 2015 to handle containers, bulk cargo, and general cargo. Long term plans envision expanding the port to 32 berths by 2030.
- Developing the Lamu Port aims to provide an alternative port for northern Kenya, South Sudan, and Ethiopia to access international markets and reduce reliance on the congested Port of Mombasa.
The document discusses problems at the Port of Rotterdam, the largest port in Europe. Some of the key problems identified include: (1) the complex barge rotation planning and quay scheduling problem due to the large number of terminals and daily barge visits; (2) lack of reliable communication between barge operators and terminals; and (3) increasing environmental pressures on ports from governments and organizations. Other problems mentioned are canal blockages limiting transport, lack of space to accommodate growing world trade volumes, and pressures to adopt greener practices across supply chains. The conclusion states that while Rotterdam is one of the world's largest and busiest ports, the main challenge lies in urgently addressing problems through creative solutions rather than just infrastructure.
2013 07 putting wales and sw england - john borkowskiSevernEstuary
The Severn Estuary Forum is a key annual event in its eighth year and hosted by the Severn Estuary Partnership: an independent, estuary-wide initiative, involving all those interested in the management of the estuary, from planners to port authorities, fishermen to farmers.
This year’s Forum was opened by the Lord Mayor of Gloucester and supported by CIWEM. It focussed on a number of diverse topics, including the upper estuary; renewable energy possibilities; a review of the Severn Estuary Flood Risk Management Strategy; an overview of the operations and maintenance of the Severn River Crossings; Local Enterprise Partnerships; The Bristol Deep Sea Container Terminal; proposals for a Severnside Airport and Fisheries amongst others.
These engaging and exciting events are intended for all interested in learning about the latest research and policy developments dealing with the Severn Estuary and its future, and always guarantee a lively and informative day of presentations and talks. They offer a unique opportunity to learn from others, share ideas and participate in the management of the Severn Estuary.
An Analysis Of Turnaround Time In Ref. To Chennai Port TrustKarla Adamson
This document provides an introduction and overview of container vessel turnaround times at Chennai Port in India. It discusses the shipping industry and role of ports globally and in India. It then profiles Chennai Port specifically, noting that it is the third oldest major port in India, located on the east coast, and has been in operation for over 130 years. The document examines key performance indicators for ports, focusing on turnaround time as the primary measure of service quality. It provides turnaround time data for major ports in India, with Chennai Port having the second fastest time of 2.54 days on average.
The document discusses the history and development of the Suez Canal over time. It describes how the canal has been widened and deepened since its opening in 1869 to accommodate increasingly larger ships. It also outlines the traffic management systems and safety measures that are in place along the canal. Finally, it discusses the pricing policies and incentives that the Suez Canal Authority uses to attract shipping traffic through the important international waterway.
The document discusses aluminium commodities, noting that while aluminium is the most abundant metal on Earth, it was once considered precious until extraction and smelting processes became more efficient. Aluminium is now the most extensively used non-ferrous metal due to its light weight, flexibility, electrical conductivity and corrosion resistance. It is used in a variety of products including cans, foils and vehicle parts. World aluminium production in 2011 was led by Asia at 55% and Europe at 20%.
This document summarizes a learning event on trade and regulation in services in Africa held in Addis Ababa in June 2013. It provides an overview of South Africa's ports system as a case study, noting challenges faced by African ports in general such as inadequate infrastructure, poor rail integration, and port congestion leading to long ship turnaround times. It then details steps taken in South Africa, through collaboration between Transnet, shipping lines, and other stakeholders, to reduce container dwell times in Durban from over 6 days in 2002 to 3-4 days by 2013 through business process reengineering, incentive schemes, infrastructure expansion, and other measures. Lessons for other ports are discussed.
The document summarizes plans for port expansion and growth at the Port of Maputo in Mozambique from 2014 to 2020. It discusses the port's strategic location and macroeconomic advantages. The port aims to increase total cargo volume handled from 18 million tons currently to 40 million tons by 2020 through infrastructure upgrades, equipment investments, and efficiency initiatives. Near term plans from 2014-2015 include dredging, expanding container and coal terminal capacities. Medium term plans from 2016-2020 include further terminal expansions. Success depends on rail investments and 24-hour channel dredging to support projected cargo growth.
A presentation by Shakeel Goburdhone, director port development, Mauritius. Delivered during African Ports Evolution 2015 held in Durban, South Africa.
More like this on www.transportworldafrica.co.za
The document discusses port operations and the container supply chain in Western Australia. It describes the key role of the WA Port Operations Task Force (POTF) in facilitating communication across different stakeholders involved in port operations. POTF addresses both day-to-day issues and strategic matters through regular meetings. The document also provides a simple overview of the container supply chain, including the movement of empty containers to and from empty container parks and the role of intermodal terminals and transport hubs in supporting efficient port operations. It stresses the importance of understanding operational constraints and facilitating solutions through coordinated land use planning and transport modeling.
Port of-port-hedland-traffic-management-plan-(eastern-harbour-operations)NECB
This document outlines the traffic management plan for the Port of Port Hedland's eastern harbour operations. It details procedures for traffic flow, road rules, signage, parking, lighting, pedestrian walkways, and communications. Specific variations for cargo operations, oversize haulage, cruise vessels, dangerous goods handling and mine sites are also covered. The plan aims to ensure the safe movement of vehicles, mobile plant and pedestrians at the port.
The document summarizes a project to address inefficiencies in the load and haul process at Dorstfontein mine. It identifies three key challenges: uneven bench preparation which delays excavators; suboptimal haul road conditions increasing travel time; and excavators failing to fully load trucks. Recommendations are to upgrade haul roads and ensure trucks are fully loaded. This is estimated to increase efficiency by 15% each, or 30% combined, reducing monthly operating costs from R9.2 million to R7.3 million.
The Port of Baltimore generates over 40,000 jobs and $3 billion in salaries annually for Maryland. It handles a variety of cargo, including being the top US port for vehicles and coal. The Port has over 45 miles of marine terminals and facilities. Major expansion projects are underway at the Panama and Suez Canals that will allow much larger ships to pass through. The Port of Baltimore is well-positioned to handle these larger vessels with its 50 foot shipping channels and cranes able to service ships carrying up to 14,000 containers. It aims to promote sustainability and recently partnered with retailer REI based on its green initiatives.
1. Petredec opened a new 15,000 metric ton LP Gas terminal in Mauritius in March 2014, representing an investment of $42 million.
2. Three 5,000 tonne LP Gas vessels were transported over 8,200 km by ship from Italy to Mauritius, then offloaded and installed at the terminal site in just eight days through careful planning and coordination.
3. The new terminal aims to transform Mauritius into a regional LP Gas hub and allows Petredec to more efficiently supply Mauritius and other East African markets in the future.
The document summarizes key developments in the European port industry, focusing on the Port of Antwerp. It discusses Antwerp's ranking and productivity as well as economic impact. It then summarizes trends of increased ship and container sizes putting pressure on port infrastructure and operations to keep up with economies of scale. The new P3 Alliance between three major carriers consolidating networks is discussed as a reaction to overcapacity and low freight rates but could impact which ports are included in carrier networks. Environmental regulations are also discussed as putting pressure on ports to shift to more sustainable practices and technologies.
1. Tata Steel is exploring strategies to optimize its logistics operations through greater utilization of coastal shipping and inland waterways.
2. Key strategies include establishing partnerships to advocate for policy changes, developing port infrastructure like agglomeration centers, and creating a digital platform for information sharing between stakeholders.
3. Implementing these initiatives could help reduce transportation costs and carbon emissions through efficient multi-modal integration of coastal, inland waterway, road, and rail networks.
Aees summit 2014 transnet port terminals on africaAEES_AEEN
AEES will focus on how to create economic growth opportunities through a unique business platform that seeks to develop on-the-ground benefits including job creation, wealth creation and economic activity for Africa’s people.
Email: info@aees.co.za / info@aeen.co.za
America's gateway to the Pacific Rim.
Building on a shared commitment to eliminate pollution from port-related operations, Pasha Stevedoring and Terminals L.P. and the Port of Los Angeles are launching the Green Omni Terminal Demonstration Project, a full-scale, real-time demonstration of zero and near-zero emission technologies at a working marine terminal.
Ministry of transport 2nd transport and economic corridor-lapsset by p.s dr c...MILLA MENGA
The document summarizes plans for the Lamu Port-South Sudan-Ethiopia Transport (LAPSSET) Corridor project. The project aims to connect Kenya, South Sudan, and Ethiopia through a transport corridor including a new port at Lamu, oil pipelines, highways, and a standard gauge railway. It is expected to facilitate regional trade, integration, and development by providing access to the sea for landlocked countries. The project components will be developed over several phases with the goal of completing the core infrastructure by 2030.
This document discusses different modes of transportation, including land, water, and air transport. It focuses on various types of land transport such as human portage, animal transport, road transport, and railway transport. For land transport, it provides details on each type, including advantages and disadvantages. It also discusses characteristics of roads and railways in Africa as well as road transport in Germany and railways transport in South Africa.
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Stack and tap
1. Report compiled by MOTIS : May 2016
Author : Robert Hardy
Operation Stack
Dover TAP
& Parking
2. 1 About MOTIS
1.1 Motis is one of the most progressive shipping companies in Europe with over 8000 customers, a
network of offices and representatives across Europe, over 500 Freight Ferry routes and many
other services relating to the European Transport sector.
1.2 Motis was founded in October of 2002 by David McComb and Patrick Hutley. It began as the
preferred supplier for P&O Ferries services from the UK to the Continent and then steadily grew
to offer a wide range of services including shipping on the Irish Sea, English Channel, North Sea,
Mediterranean, Baltic, Adriatic Seas and Intermodal transport through the Alps as well as
payment passes for the Mont Blanc and Frejus Tunnels. Beginning in a small office on the main
street of Newry with only 5 employees, Motis now has a newly refurbished head-office in Newry
and employs over 100 people throughout Europe. Services include:-
• Freight ferry bookings on over 500 routes
• European road toll payment tools (including HGV Levy)
• VAT and tax recovery
• Intermodal services
• Alpine tunnel payment services
• Insurance
• Fuel cards
• Running repairs and maintenance
• Logistics Management
• Parking (various sites in mainland Europe)
3. 2 Cross Channel Freight Demand / Capacity Alignment
2.1 The cross channel HGV market is buoyant. 2015 was a record year, with 4+million trucks
crossing the channel. In most cases capacity is aligned with demand, indeed load factor and
yield management is part of the everyday business processes of Eurotunnel, P&O Ferries and
DFDS Seaways.
Data supplied by Eurotunnel and the Port of Dover
2.2 There are times when capacity is reduced:-
2.2.1 Eurotunnel : technical problems – short term effect.
2.2.2 Eurotunnel : fire - medium to long term effect.
2.2.3 Ferries : bad weather, relatively predictable but unavoidable. Short term effect.
2.2.4 Ferries : Industrial action, normally instigated in France. Short to medium term effect but
often called without warning .
2.2.5 Ferries : Refit season. Typically happens between Jan-Mar each year. Vessels are sent away
for refurbishment and essential safety checks. In most cases these are scheduled
around the tourist market since this is the main contributor to on-board sales (one of the
main drivers for the re-fit). Refits are scheduled well in advance in order to secure ship-yard
space. Short to medium term effect but normally managed with minimal impact.
2.2.6 Ferries : Damage or technical issue with vessel(s). Normally short term but has the potential
to increase to medium term if a replacement vessel is required but not quickly available. The
4. configuration of Dover vessels is quite unique and this limits the options in the bare boat and
time charter markets.
2.2.7 Ferries : Reduction in vessel availability due to charter coming to an end. Medium to long
term but normally manageable.
2.2.8 Both : Disruptions caused by migrant activity in France. Short sharp effect normally resolved
within 24 hours.
3 What is Operation Stack?
3.1 Approximately 4million trucks cross the channel each year. 10,000+ trucks a day. Roughly
balanced between inbound and outbound. Thus 5,000 trucks travel towards Eurotunnel and
Dover per day and a similar number travel towards London.
3.2 These figures are expected to grow to between 14,000 and 16,000 per day within the next
decade. Approximately 200 miles of freight each day.
3.3 According to a recent KCC report 80% of this traffic favours the M20/A20 corridor (the
remainder using the M2/A2 route). This may change with the introduction of the Lower Thames
Crossing. (Potentially a new crossing linked to the A2/M2 route.)
3.4 In simple terms Operation Stack is called when the demand significantly out-weighs available
capacity. Traffic is unable to transit smoothly and this quickly creates a build-up on the
terminal approach roads and surrounding motorways.
5. 3.5 In most cases this can be solved by Phase 1 Stack (circa 450 trucks) but, in extreme cases, the
situation is elevated to Phase 2 (an additional 2,300 trucks being held). Phase 1 is an
inconvenience but normally passes within a couple of days. The traffic build-up mostly effects
residents and businesses in the Dover/Folkestone area, many of which rely on the Port and
Eurotunnel for employment/business in their own right. In short the ‘locals’ are rather more
lenient, providing Stack is well managed at the time.
3.6 The same cannot be said of Phase 2 (& 3). This stretches between Maidstone-Ashford and
impacts residential and business communities not normally linked to the cross channel sectors.
The inconvenience is felt much more and the call for action is louder.
3.7 Prior to Jan 2015 Phase 2 had not been in place since December 2009. Phase 3 was first used in
July 2015.
3.8 Phases 1, 2 and 3 are capable of holding circa 5,000 trucks. During the extended delays in July
2015 Operation Stack was re-configured and two more phases were added. Over 7,000 vehicle
were held.
3.9 It is estimated that Phase 1 & 2 involves 40+ Police personnel as well as additional marshalls
provided by the Port and Eurotunnel as required. Furthermore there is an impact on local fire
and emergency services and other agencies. In all the daily cost of Operation Stack is circa
£100,000.
3.10 It costs an estimated £1 per minute in lost revenue (for the haulage contractor) whilst the
vehicle is held beyond its normal legal down-time.
6. 4 Dover TAP (and TMI)
4.1 Dover TAP is an experimental measure to control the flow of traffic from Aycliffe to the Port.
4.2 Traffic is held on the stretch of road from the Roundhill Tunnel to the Aycliffe roundabout
(approx 6 miles) and only released when there is sufficient space within the Port to
accommodate the next batch of trucks.
4.3 HGV traffic is kept to the left hand lane and there is a 40mph speed restriction.
4.4 This keeps the Town (and Townwall Street in particular) free from congestion.
4.5 Dover TAP has been a regular event but the introduction of additional holding areas within the
Port (TMI) together with an increase in Dover/Calais capacity from DFDS has seen a reduction
in use. That said there are now roadworks involving two key roundabouts on the approach to
the Port that will last most of the year and could well cause further disruption.
4.6 There are now 12 vessels ex Dover (6 P&O, 3 DFDS Calais and 3 DFDS Dunkerque)
TMI
additional holding
area for 220 trucks
7. 5 Eurotunnel
5.1 Eurotunnel have also just extended and re-configured their freight check-in area at Folkestone.
5.2 Prior to these improvements Eurotunnel could process 200 trucks per hour and this often led to
the queue of trucks backing up to the M20 turn-off.
5.3 Now that these works have been completed, Eurotunnel can process 300 trucks per hour which
also means they can increase shuttle capacity, potentially, to a freight shuttle departure every
7 ½ minutes at peak times (260 trucks per hour)
5.4 For reference, Dover can process approximately 420 export trucks per hour with 12 ships
operating.
up to 8 UK departures an hour!
8. 6 Manston
6.1 It has never been used but for the sake of completeness it needs to be included in this report.
(The very fact that it has not yet been used might actually be the most significant element of
this report!)
6.2 Manston was ‘opened’ for stack in August 2015. It doesn’t solve stack (far from it) but it does
create a bit of breathing space whilst a better solution is sought.
6.3 The way in which Manston would be used is not particularly clear but it seems to be instead of
Phase 3 stack (used for the first time in July 2015 and under extreme conditions) and even then
solely for Dover based traffic.
6.4 It appears to be a politically motivated solution rather than one driven by firm operational
needs.
6.5 It has been noted that Manston would not solve anything, merely ‘spread it around a bit!’
6.6 Back to the significance of it not being used as yet… How would one ask the Chancellor for £x
million to solve a problem that already has a short term solution – which has not been used.
Problem? What problem?
9. 7 Driver behaviour and thought process
7.1 Driver’s hours are governed by tachograph regulations. These are now mostly digital format
and are therefore almost impossible to manipulate. The rules are the rules and the
tachograph controls the compliance. Drivers are fined for non-compliance. Vehicles are often
impounded until the fine is paid. Fines in France can be as much as €5,000. It is complicated
legislation with many variables but in simple terms:-
7.1.1 Driver can drive for 4.5hours and then must take a 45min mid-shift break.
7.1.2 He can then drive for another 4.5hours and then must take an 11hour break.
7.2 Due to the speed of transit the Eurotunnel service tends to suit traffic on a mid shift break and
the ferries are best suited to daily rest traffic.
7.3 The Ferry crossing can form part of the 11 hour daily rest period providing the driver does not
make more than two truck movements within the period and that these two movements
collectively do not exceed 1 hour.
7.4 Typically a driver will start his rest period in Calais, board the ferry, disembark at Dover and
drive to the nearest truck park to continue his rest. Motis FSA at Dover is reachable within the
1 hour limitation. Stanford &Westenhanger are not. This has been confirmed by VOSA.
7.5 Stanford & Westernhanger are reachable from Eurotunnel but the shuttle cannot be considered
part of the rest period as the driver does NOT have access to a couchette. However due to the
speed of crossing many inbound drivers will pull in to STOP24 (and Ashford Truckstop) having
not even started their break yet.
Extract from VOSA – Rules on Drivers Hours and Tachographs
10. 8 What does a driver do when confronted with Stack (or TAP)?
8.1 In simple terms he joins the queue. He is no more disadvantaged than his colleagues and
competitors and similarly he has no advantage over them. Some try and jump the queue but
this is normally self-policed. He is a professional driver and can cope with some delays
providing they apply to all.
8.2 Eurotunnel and the Ferry crossing are turn-up-and-go services. It is not possible (or practical)
to book space on a specific sailing (contrary to the habits of the tourist market). This means
the channel crossing is an ‘unknown’ and is the very reason why most drivers complete the
crossing and then park. Precisely why 65+% of the traffic in existing Kent truck parks is
inbound.
8.3 A driver joins the Ops Stack queue and immediately has his position established. He moves
slowly until he runs out of driving hours, he may then go over his hours or simply turn his truck
off and go to bed – the others will have to pull around him. It’s not precise but the driver
knows that he has done everything he is allowed to do and cannot lose his job as a
consequence.
8.4 It costs £1 per minute to delay a truck during working hours – and £0 to delay a truck during
the driver’s daily rest period!
11. 9 Supply and demand
9.1 We have identified that approximately 5,000 trucks
per day head towards Eurotunnel and the Port for
export transit. This is a linear figure that does not
consider peak traffic flows or the reduction in traffic on
Saturdays. In reality it is more like 6,000 per day and
up to 1,000 per hour at peak.
9.2 Eurotunnel can carry 260 outbound trucks per hour.
Dover can carry 420. Dover Port can also hold
approximately 500 trucks waiting for shipment beyond
one hour.
9.3 So at full peak there are 1,000 trucks for departure and the operators can move or hold more
than that amount. TAP takes up the slack (with an additional 500 holding places if required).
9.4 We have not included any holding areas in Eurotunnel Folkestone terminal as the traffic is
quick-moving and not designed to be held for more than 30 minutes.
9.5 Turn off Eurotunnel and/or Dover for anything more than two hours and freight traffic very
quickly backs-up (as would any motorway!)
9.6 Building a truck park on the M20 that can hold 3,500 trucks would only be necessary when the
current arrangements fail….. and if that were the case it would be too small!
9.7 Allow truck parking also at that site and the available space would be reduced further. It is
vital to note that when a truck is parked it cannot move until the rest period is completed –
potentially there could be a demand for stack holding area but the parkers literally can’t move
so that space is unavailable for up to 12 hours…..
12. 10 Fly parking
10.1 The recent KCC report stated that 76% of drivers have their overnight parking paid for them in
some form. This sounds a significant figure, after all it only leaves 24% of trucks looking for a
solution. That can be as many as 2,500 trucks per day. Remember to count the inbound
traffic. It is currently considered unsafe to park in Calais, even at the secure parks. It is not
unusual for clandestines to jump from one parked lorry to the next. The park might be secure
but the weak point is the truck. Each truck entering the site is potentially a Trojan horse.
10.2 The five significant truck parks in the Kent area currently provide around 1,200 overnight
parking spaces. The further development of these sites has been hampered by the proposal to
build a truck park on the M20. Having said that, despite this concern four of the parks have
increased capacity to meet current demand. The private sector should be allowed (and
encouraged) to service this demand without competition from the public sector.
10.3 Fly parking (the practice of parking in an inappropriate place) is yet to be fully quantified.
Truck parks are ready to service this additional demand but this must go hand-in-hand with
effective enforcement processes to prevent fly parking and to promote parking in an
appropriate place.
13. 11 Build a Truck Park!
11.1 The perception is that a large park is needed for Operation Stack and that it might as well solve
the truck parking issue at the same time!
11.2 There are two sites under consideration:-
1. Stanford West
2. J11 North
Furthermore there are four alternatives as to how either of these sites would be configured:-
a. Operation Stack only (free parking/holding)
b. Operation Stack and TAP (free parking/holding)
c. Operation Stack, TAP (free) and Overnight Parking (estimated at 500 chargeable spaces)
d. Operation Stack, TAP (free) and Truckstop facilities (estimated at 1,000 chargeable
spaces unless Operation Stack in place, could be more)
11.3 KCC have concluded that option 1c is preferable and we fully expect Highways England to reach
the same conclusion.
11.4 Option 1 is described as “to the north and south of M20 just west of J11”. This is effectively
connected to the existing truck parking facilities at STOP24. Whilst there is no suggestion
that the site would be run as anything other than a separate entity, the very fact that the
potential entrance/exit would be via STOP24 is not acceptable (and contradictory).
11.5 This would give a clear commercial advantage to STOP24 and as such would present unfair
competition to Motis and the other significant truck parks in Kent. Equally, depending on how
it is configured it may actually present significant competition to STOP24.
11.6 Whilst option 1 may be a clear leader it is nothing more than the ‘best of a bad lot’. Consider:-
14. 11.6.1 For Operation Stack it needs to be twice the size
11.6.2 Should it operate as a truck park it will represent unfair competition and a mis-use of
public funds
11.6.3 As a truck park – it is too big
11.6.4 When the Lower Thames crossing is built the M20 truck park could effectively be in the
wrong place – traffic will have to cross on the A249 (Manston would actually be better in
this scenario!)
11.6.5 Manston has not been needed since the unprecedented events in the Summer of 2015
11.6.6 Capacity (and terminal/Port developments) have been aligned to current demand
11.6.7 When the traffic grows, historically, the shipping fleets (or ships themselves) get bigger
11.6.8 Eurotunnel would appear to be almost at full capacity with 7.5 departures per hour, but
Dover has room to grow.
11.6.9 Operation Stack (phase 2+) is a rare event – the M20 truck park will, at best, become a
white elephant (for 90% of the time) or, at worst, become a commercial truck park.
11.7 Surely a better solution would be to allow the private truck parks and service areas to grow and
separately to seek a better solution to Operation Stack.
11.8 One should remember that if Operation Stack is in place in Kent there will be a similar build-up
of traffic on the French side of the channel. Due to security issues in the Calais area, once the
vehicle has crossed the channel (in to the UK) the driver will look for somewhere to park. What
then? The M20 park will be full with stacked vehicles itself and the Kent truck parks will have
been deterred from expanding due to the presence of the M20 truck park!
11.9 Is there an alternative?
15. Operation Stack requires a
lateral solution brought
about by lateral thinking
12 Solving the Problem
12.1 Truck parking should be provided by the private sector. Fly parking should be enforced
vigorously and this, itself, will promote investment in private truck parks. Support funding and
smoother planning processes should be afforded to private truck park operators. (There is a will
to grow already but the moment you mention ‘truck’ the response is negative.)
12.2 A Truck park is NOT the solution for Operation Stack. Trucks do not need to park they need to
form an orderly queue. Think Theme Park, would you leave the queue to have lunch and
expect to return to the point you left (while all others have patiently stood there?).
12.3 What is required is a holding area. A long strip of tarmac that allows a queue, an example
(although not practical) would be Brands Hatch or Lydden race track – a continuous strip of
road rather than a square of concrete. The M26 perhaps….
12.4 Better use of the hard shoulder on the M20 particularly on the 14mile stretch between junction
8 and 9. Lessons can be learnt here from the smart motorway plan.
12.5 Closer liaison with the operators (Eurotunnel and ferry) for the early identification of pinch
points (refits – charters coming to an end etc)
16. 13 The M26
13.1 9 miles of motorway – could
accommodate 5,000 trucks in an
orderly queue
13.2 Motorway could be closed but route
to from M20 and M25 would still be
accessible via J3
13.3 M26 is a short-cut motorway and not
an essential route. Could be
temporarily closed with minimal
impact.
13.4 Configuration suits holding lorries in a stack formation, initially southbound but could be
adapted to northbound also.
13.5 At least one junction would need to be altered but this would appear significantly cheaper than
building a £250m truck park folly.
13.6 In extreme cases the process would be thus:-
17. Contact details for Motis :-
Robert Hardy
Motis Freight Services Limited
Email : robert.hardy@motisfsa.com
Mobile : 07436 806632