Legal structure of the Port of Barcelona · 2 SAC: The customer service2. SAC: The customer service...
Transcript of Legal structure of the Port of Barcelona · 2 SAC: The customer service2. SAC: The customer service...
Legal structure of the Port of BarcelonaThe Spanish port system
• The Spanish port system is Governed by law: Law 27/92, reformed 62/1997; Law 48/2003 and Law 33/2010
* “autonomic” ports (basically fishing and leisure ports) that are under autonomic ports (basically fishing and leisure ports) that are under the control of regional governments
* “general interest” ports: ports under the central government control (Ministry of Public works). There are 44 ports of general interest and 28 port authorities (some of them manage several ports).
• Landlord management model: The Port Authority provides the infrastructure and land and regulates the use of this public land, while the services are provided by private operators benefiting from concessions and rentsprovided by private operators benefiting from concessions and rents
• Other characteristics of the Spanish Port system: Self financing and inter ports• Other characteristics of the Spanish Port system: Self financing and inter-ports solidarity
Economic regime of the port Financial Self-sufficiency
Port charges and fees must cover the ordinary expenses of the Port Authority and ensure sufficient profitability to finance future investments and debt repaymentinvestments and debt repayment.
The investments of Port Authorities are financed using their own financial resources and bank loans.
There are no State subsidiesThere are no State subsidies.
The Port of Barcelona: a singular port Economic relevance of the Port
The Port’s contribution to GDP is 2.291 M €
32.000 jobs* , 0,85% employment of Catalonia
Catalonia1,4% GDP
71% Foreign maritime trade**
* Direct + induced
Spain0,3% GDP
21% Foreign maritime trade**
• Every 100€ of income produced in the Port generates 58€ of additional income
Direct + induced** In value terms
in the rest of the economy
• Every 2 port jobs generate 3 additional jobs in other economic sectors.
ITU: Intermodal Transport Unit
After the Port expansion, the Port will be able to generate 5% GDP of Catalonia
Barcelona: a diversified port
Traffic 2010
A highly specialised portContainer traffic (Tm &M TEU) 1999-2009
Traffic 2010Total traffic 45.00 M tm
Container 2 M TEU
Vehicles 700,000
Ro-Ro traffic 300 000 UTIsRo Ro traffic 300,000 UTIs
Cruise passengers 2,4 M pax
The Port of BarcelonaThree ports in one
AirportZona Franca City
Logistics PortLogistics Port Commercial Port Commercial Port
City PortCity Port
Port of Barcelona: strategyThe future of the Port
Main logistics hub of thehub of the South of Europe and the M ditMediterranean
Strategic cityPortMediterranean
HinterlandInterocean routesCargo flows
Client‐oriented: competitiveness/quality /productivity/efficiency,
Expansion of the Port and Logistics
Improved connectivity with hinterland and /productivity/efficiency,
…g
areas hinterland and
foreland
1. Expansion of the Port and Logistics areasExpansion of the Port
Expansion of Port infraestructure: More surface, more capacity
New terminal Prat wharf: Hutchison
Investment 500 M €
Concession 30 years
New terminal Prat wharf: Hutchison
Capacity 3 M TEU
Surface 100 ha
Wharf line 1,500 ml
Draught 16.5 m
2008 2012 ProjectCompletionCapacities/year
TonsContainers (TEU)
50 milion2 6 milion
85 milion4 5 milion
130 milion10 milionContainers (TEU) 2,6 milion 4,5 milion 10 milion
2. Improved connectivityIncrease of rail traffic
The container rail traffic of the Port of Barcelona increased significantly in recent
Evolution of rail use in the Port of Barcelona. 2006-2010. Container (Import/
Export)years, reaching 8% in December 2010.
The objective is to reach 23%
p )
8%
10%
80 000
100 000
120 000
nspo
rted
il e
Rail traffic 2010 (% var. 2009)
Container 103.898 TEU +75%
Vehicles 128 093 Ud +22%0%
2%
4%
6%
0
20 000
40 000
60 000
80 000
Con
tain
er tr
aby
ra
% u
se
Obj ti f th il t t
Vehicles 128.093 Ud +22%
Bulk 328.214 tn +195%
0%02006 2007 2008 2009 2010
C
Objectives of the rail strategy:
• Improvement of the rail connections of the Port with the hinterland
• Development of the Port hinterland to Southern and Central Europe• Development of the Port hinterland to Southern and Central Europe
•Increase of rail services
Rail servicesStrategy by transport corridors
ParisLudwigshafen
Strasbourg
From the TCB and TERCAT port rail terminals* Future service
Nº of weekly services In each direction.
5
Paris
Lyon
Strasbourg
2 22*
3
Future service
Vitòria
Bordeaux
Toulouse
Milano3 2*2*
1
25/10
3
Madrid
Zaragoza
BurgosPerpignanLleida *
5 2
2* Transport corridors
EbroTransversal iberian
Tarragona South of FranceEuropeanMotorways of the sea with ItalyMotorways of the sea with Maghreb
3. Client orientation: improvement of productivity and efficiencyand efficiency
Global scale companies (Multinationals)
Main features of world logistics today
New logistics “mega-operators”Cooperation and competition between portsRelation between ports and logistics centresp gChange in the typology and amount of Logistics costs (less inventory costs vs. more transport costs)Lead time (Goods delivery in 24 hours)Geographically integration of logistics activitiesGeographically integration of logistics activitiesChanges in distribution schemas (one vs. several continental distribution centres)Environmental limitations
Main maritime routes
Countries without sea connectionsMain navigable rivers
Main maritime routesMain straits and canals
Why efficiency in maritime logistics is so important?1. Logistics costs are equivalent, depending on the economic sector, to 8-15%
of a product’s retail price and this percentage tends to grow.
Why efficiency in maritime logistics is so important?
2. From 2003 to 2005 the world GDP grew around 2,9%. The maritime transport grew 5,1%.
3. In 2006, world ports handled 440 million TEU, 13,4% more than in 2005. That year, road transport increased 4,5%.
5
4. From 1950, world GDP has been multiplied by 7, and worldwide exports by 100.
5. In Spain, port activity represents 20% of the transport GDP and 1,1% of the total GDP. It creates 35.000 direct jobs and more than 110.000 indirect jobs.
6 I 2007 i S i 55% f t d 83% f i t d b
7 Spanish port traffic has increased 60% in the last 10 years (1996-2005)
6. In 2007 in Spain, 55% of exports and 83% of imports were done by sea. Road transport only accounted for 41% and 16% respectively.
7. Spanish port traffic has increased 60% in the last 10 years (1996 2005).
8. Nowadays, general cargo’s logistics costs represent 4,7% of their total value.
NSTR logistics cost / total cost
The impact of logistics costs on the price of products
0 Agricultural products and live animals 21,1%1 Foodstuffs and animal fodder 16,5%2 Solid mineral fuels 5,9%3 Petroleum products 0,7%
41 5%4 Ores and metal waste 41,5%5 Metal products 18,1%6 Crude and manufactured minerals building materials 32 0%6 Crude and manufactured minerals, building materials 32,0%7 Fertilizers 0,5%8 Chemicals 6,6%
9 Machinery, transport equipment, manufactured articles and miscellaneous articles 4,7%
Logistics costs include all costs of maritime transport (port passage, sea freight), land transport and inventory costs
Only a minor percentage of the costs of logistics chains or even of the maritime leg of these chains, are due to ports
Main port costs
P fPort feesTerminal Handling Charges
(THC=150€ aprox. Far East / Europe)C t i t k i t i l Wh fContainer stockage in terminal - WharfageInspections
Other costs linked to portsOther costs linked to ports
Customs clearanceLoading / Unloading train or truckLoading / Unloading train or truckOther (commissions, land connections, etc.)
P t’ i t th ffi i d titi f l i ti h i iPort’s impact on the efficiency and competitiveness of logistics chains is not linked to costs and/or tariffs, is linked to speed, transparency,
productivity and intermodality
What is an efficient port?
Key features of an efficient portReliability: clients and logistics operators need to know their planning
S d
y g p p g(lead time, etc) is going to be respected and fulfilled. And this despite inspections, etc.
Speed: Reduce as much as possible time of stay of merchandises in the port due to port procedures.
Transparency: clients need to know always what is happening to their
Intermodality: Number frequency capacity price of train barge Ro
Transparency: clients need to know always what is happening to their cargo and why
Intermodality: Number, frequency, capacity, price of train, barge, Ro-Ro connections
AND PRICE!!
Increase in inefficiencies
in a port
Increase of logistics costs (time, price, etc.)for exporters and importers
Reduction of competitiveness of local and regional
Part of the traffic is deviated to other ports
Captive trade from immediate hinterland becomes less
competitivecompanies
Exports and imports are reduced
Companiesreduce production
Increase of land transportation
Reduction of local logistics sector
Increase of CO2 emissions
Reduction of direct and indirect employment in the logistics sector Reduction of employment
Increase of Congestion in roads
Some of the tools developed in order to improve efficiency
1. Portic: The Port Community one stop shop
2 SAC: The customer service2. SAC: The customer service
3. The Quality Plan
2. SAC: The Port’s C������� S������
Transparency and Mediation
Main responsibilities:
•Attention of claims requests and consultationsAttention of claims, requests and consultations•Efficiency Network (Quality Plan) Implementation•Management of non-compliance / breaches of standards / indicators included in the Efficiency Network.y•Mediation between customers, port community agents and administration•Costs reports / analysis for customers•Updated Information of the Port activity and customsp y
The Quality Plan is launched in 1995, having as its main objective to assure the
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y , g jsecurity of cargo. The main tool to achieve this objective is the establishment of the Quality team (EQ) that assures reliability and security of cargo during inspections of containers in the terminals and extended the use of seals to 100% of the Port’s containers.
Currently we are in the second phase of the Plan, which focuses on the development of a guarantee brand, based on efficiency commitments, controlled through indicators.
Efficiency Network is the Port’s Brand of Quality
The Efficiency Network is a commitment to quality and efficiency of service between the companies and institutions involved in maritime transportation at Port de Barcelona.
It is a support tool for promoting Port of Barcelona and its operators.
It is a system that promotes the improvement of processes efficiencyIt is a system that promotes the improvement of processes efficiencyat the Port de Barcelona.
Certify for Efficiency Network means offering your customers
SECURITY OF GOODS, INFORMATION AND TRANSPARENCY AND RELIABILITY OF OPERATIONS
EFFICIENCY NETWORK means:Continuous Improvement System
• Periodic measurement of efficiency
indicators PREVIOUSLY DEFINED.
• Random checking for compliance degree
of CERTIFIED companies for guaranteed
processes.
• Analysis of types of complaints and
incidents.
• Reports to define the continuous
improvement to apply to fix incidents.
Service efficiency commitments
- Collection and delivery of goods at deadlines agreed with the customer, within a margin of two hours
RELIABILITY OF OPERATIONS
margin of two hours.
- Clearance within 17 hours.
- Clearance of goods with the participation of SIF within 25 hours.
- Shipment of goods on the envisaged scale according to agreement.
- MMPP entry permit on planned entry day to the Port.
- Notification of the Knowledge of Embarkment availability 10 hours after ddeparture.
INFORMATION AND TRANSPARENCY
Service efficiency commitments
INFORMATION AND TRANSPARENCY
- Provide reliable information on the main operations related to the passage of
goods through the Portgoods through the Port.
S C O GOO SSECURITY OF GOODS
- No incidents will occur to the goods during their stay at Port.
- In case of imports, shipment container will be delivered with the same seal with
which it left the terminal.