Book Port Management II

 
 
2011
Vitor Caldeirinha

Port Management II
 
 
 
Index
 
 
1.Transport 6
 
Economic Analysis of European Seaport System
Conference Grimaldi
Indicator of the Real Economy
Peak Oil
Crisis: Opportunity for Ports
Logistic Platform Port of Setubal
 
2.Port Marketing                                                                                                 
 
Ports in Second Life
Social Networks and Networking
New Attitude to Customers
Choose the Maritime Transportation
Port Market Planning
 
3.Regulation and Governance                                                                                   
 
Law Ports
Laws II Ports
 
 
4.Port Planning                                                                                                 
 
Risk Management Port
Atlantic Gateway
Strategic Plan of the Port of Aveiro
Units Basic Port
Haiti
 
5.Port Competition and Efficiency                                                                                   
 
Efficiency and Competitiveness of Ports
Coopetition Competitiveness among Major Ports = = richest
Ports in Proximity
Measuring Efficiency in Ports
Production Function of Container Terminals
Port Efficiency
Measuring the Efficiency of Ports
 
6.Port Charges                                                                                                               
 
Lean Management needed in Ports
The Ports and the Economic Crisis - Structural Changes Future
Ports Face Response to Crisis
Flexibility at Work Port
Port Policy: Competitiveness, Trade and Employment
How to Acquire Companies Port, Transport and Logistics?
How to Acquire Companies Port, Transport and Logistics II
 
 
 
7.Internationalization                                                                                                 
 
New phase of regionalization of Ports
Internationalization of Enterprises
Attract Traffic in Spain
Maersk in Portugal
Ports of the CPLP, a force in the World Maritime
The Role of Logistics Chain Performance in the Port
Ports in Brazil
 
8.Riparian Zones                                                                                                               
New Barriers in the Riverside Area
Riverside Area Setúbal
New Intermodal station of Setúbal
Riparian Zones Versus Ports
 

Preface
 
 

Foreword
 
 
 
1.
Transports

Economic Analysis of European Seaport System

 
The ESPO - European Sea Ports Organization and ITMMA - University of Antwerp,
published in mid-May that a report should serve as a basis for discussion on the politics of
European transport network, by Professor Theo Notteboom.
This study focuses extensively and innovatively about the ports we have in Europe,
beginning with the container market, finds that the average load per TEU is moved 10
tons, not fleeing the Portuguese ports to the rule and notes that the system European port
handles about 90.7 million TEUs in 130 ports, 40 of which have a capacity to accommodate
intercontinental line services. In the U.S. and Canada there are only 35 ports that handle
containers, 30 of which perform motion deepsea.
From 2005 to 2007, the average growth rate of movement of containers in Europe was
10.5% the year compared with 6.8% in the period 1985-1995, 8.9% from 1995 to 2000
and 7% in 2000 2005. However, in 2008, 78 container ports in Europe grew by just 0.8%
on average, due to international crisis. The movement of containers from the ports of Le
Havre area between Hamburg and represented almost half of total European movement,
and the Mediterranean ports and Britain's lost market share in this new millennium,
reversing the trend that was visible at the end of twentieth century.
In an analysis of port clusters, the study finds that the entry ports of the Baltic and the
Portuguese ports were those who had more modest growth, though Lisbon, Sines and
Leixoes have tried to make efforts to expand their business by developing the role of
transhipment, as exemplified by the MSC in Sines, in addition to having tried to penetrate
the Spanish market, up to the Madrid area, through the formation of rail corridors and the
establishment of dry ports.
The study also found that after a long period of low market share in Europe, the
Portuguese ports were able to stabilize around a 1.5% share in Europe.
Among the winners ports, are the Spanish ports of the Mediterranean, which have a quota
at the European level of 4% in 1993 to 7.5% in 2008, once granted the extension of the
"Blue Banana" which represents the center of increased activity in Europe.
In general cargo, the Portuguese ports also have a share of 1.5% at the European level,
although a share of 1.9% either in liquid bulk or in bulk solids.
 
European ports handled in 2006, one billion tons of dry bulk, one thousand and six
hundred million tons of bulk liquids, 319 million tons of general cargo, 447 million tons of
cargo Roro and about 900 million tons of cargo containerized.
The ports on the coast between Le Havre and Hamburg are the most important, they serve
a dense hinterland in terms of population and industry, holding 48.4% of the European
movement of containers, with 40.3 million TEU, 26.8% of dry bulk, with 269 million tons,
24.6% of bulk liquids, with 391 million tons, 19.5% of general cargo, with 62 million tons
of cargo and 18.3% Roro, with 82 million tons.
Another issue that the study addresses are the maritime services to European ports,
especially the growth in the average size of container vessels of 650 TEU feeders in 2005
to 850 in 2015 TEU vessels and lines of North / South 3000 TEU in 2005 to 3500 TEU in
2015, and deepsea vessels from 4000 to 7000 TEU in 2005 to 6500 to 10,500 TEU in 2015.
In this respect, it is still interesting to analyze what makes the study of the strategic ports
of major container shipping lines, such as Maersk, whose head node is closest to Algeciras.
This is a trend of concentration of the major hub ports in a few lines, but not so few that
we create a dependency on the line, ie not putting all eggs in one basket, and still need to
manage the trade-off between cost reduction of scale and maintenance of "transit-times
for customers.
 
 
Finally, no less interesting is the development of land access to ports, notably rail, where
one can see that the major European routes, FERRMED should not pass through Portugal,
but the south of Spain.
Although FERRMED be a non-profit association that was founded and officially registered
in Brussels in 2004, is a multi-sectoral association that emerged from the private sector
initiative to strengthen European competitiveness by promoting the so-called FERRMED
Standards, improving links airports and ports with their hinterlands, the design of the long
axis rail freight between Scandinavia and the western Mediterranean and more
sustainable development by reducing pollution and climate change emissions. The
association dictate that this may well become the rule for the European Union.
 
Source: FERRMED, www.ferrmed.com
 
Conference Grimaldi
 
Held the 14th Conference of the Euromed Grimaldi about the service on the theme "From
Land to Sea", dedicated to short-distance transport and sustainable mobility in economic
and environmental terms.
Among the various speakers stood out Emanuele Grimaldi, Co-amministratore Delegate -
Gruppo Grimaldi, who reported positively on the crisis currently experiencing, taking into
account the studies of business cycles by Schumpeter made about the need for innovation
and destruction there is sustained development.
At this point follows a cycle of destruction of companies and sub-standard ships, less
efficient and enemies of the environment and is crucial in order to consolidate and
develop companies with innovative ships, more efficient and environmentally friendly, the
European Commission and the State support does not create "bubbles serum" for the firms
to go bankrupt, at the risk of predurarem support with our tax situations of vessels less
efficient and more polluting, impairing innovation, as is the case of ships of the Grimaldi.
This effect was adopted by the great orators of the system introduced in Italy, "ecobono (
http://www.wseas.us/e-library/conferences/2010/Constantza/MN/MN-31.pdf ) that
rather than subsidizing supply and sub-standard ships, is funding the search, giving a sum
per unit of freight / km of road transport operators to choose to solve the short sea
shipping, leaving to their discretion to choose the best option in the market in efficiency,
price and quality.
 
 
http://www.skyscrapercity.com/showthread.php?p=58165331
 

Indicator of the Real Economy

 
The uvi Professor Augusto Felicio said that the crisis is not financial, but economic.The
economic model in recent years is unsustainable and financial sphere has tried to give him
a flask of serum to survive, but eventually succumb first to the superhuman effort that was
taken.
The economic crisis came later, but seems to be very serious and difficult and not spend
more balloons of serum, whether from banks, whether the States, but lacks permanent
structural changes.
Moreover, it was foreseeable that this major breach occurred now, since it was time that
the Kondratiev cycle, 50 years of global economic growth, pointing to a major breach
occurs, expected since the beginning of the century, that have been delayed by the balloon
of serum in the financial sphere and the creative management of the bankers.
 
http://www.thelongwaveanalyst.ca/flash_cycle.html
 
 
http://www.cge.uevora.pt/aspo2005/abscom/ASPO2005_Matias.pdf
The recent drop in prices of raw materials and the decline in maritime transport costs will
indicate how deep the impact of global crisis on the real economy.
Since the early summer of 2008, steel prices dropped 20-70% and freight shipping and
transportation of raw materials declined even more. The drop is also due to the slowdown
in global demand and the arrival of new ships on order.
The cuts in steel production and accumulation in Chinese iron ore stocks in China, led ore
prices to fall by half. The prices of copper, nickel and zinc also fell sharply.
The most spectacular reflection of the business drop has been the Baltic Dry Index
evolution (BDI), which is indexed to prices for shipping bulk cargoes.
It is a leading indicator of international trade and, by extension, of economic activity. In
2006 and 2007, the index was driven up by the boom in China, which accumulated raw
materials transported by sea.
But after the index plunged 90% after having a high record of 11.793 points at the end of
May 2008 and no way to recover, which is a bad sign. We will monitor their progress in
coming months.
 
 
http://www.investmenttools.com/futures/bdi_baltic_dry_index.htm # BDI

Peak Oil
 
The world in general and transport in particular are going through a very important
moment of transition in energy, as everyone has noticed. But then what happens? More
importantly, what will happen?
Are undoubtedly vital issues of strategic importance for all companies and all sectors,
especially the transport sector. But how to assess strategic issues of such high complexity?
What to do? How to prepare your business?I'll try to point out some general clues taking
into consideration the materials I have studied, obviously without having a crystal ball
that allows divine the future.
In this context there are several themes and trends that is essential to understand both the
supply side or demand-side fuel or energy balance, if we look at the issue from a strategic
perspective more global and long term.
For example what is the "Peak Oil" and how important is this issue about the offer?
The "Peak Oil" is the point (peak) at the time that will hit the maximum rate of global
petroleum extraction, after which the rate of extraction / production will inevitably
decline. The concept is based on history and observation of developments in production to
certain countries individually, whose production rate has reached its very peak. "
The growth rate of oil extraction usually seems so rampant rise to peak, when it falls,
sometimes abruptly, according to experts. This is not the moment that ends the
production of oil, but only when it begins its decline.
Obviously, this peak may be delayed for best expectations, the result of technological
innovation and the possibility that a higher price gives the holdings deeper underground.
But this delay does not mean that the peak is not reached in the coming years and that
future expectations are not involving, first, the assumption of higher prices through
speculation on the prospects for growth.
The following graph we can check the "Peak Oil" target set, consisting of several curves of
different oil-producing countries cumulatively, can be observed in the shape "U" or
inverted "V". This graph indicated 2005 as the year's peak, which came to be delayed,
although not known precisely when it occurs. As this approach and after peak occurs, oil
prices and fuel prices will tend to increase, unless demand is reduced.
 
Source: Wikipedia
Along with this trend in production, there are trends on the demand side, such as the one
hand, the large growth of world population and, secondly, the expected exponential
increase in capacity of vehicle purchase and fuel consumption in countries developing
countries, whose inhabitants are still on average, low income per capita, but which have
high growth rates which will naturally tend to make consumption and fuel demand per
capita for the average levels of more developed countries, approaching Portugal and
France / USA.
 
On the other hand, we witness the world trend of growth of individual mobility, rather
than collective, and the growth of motorization, for example at the expense of bicycle or
pedestrian option, as is already observable in major Chinese cities, which no longer have
bicycles to go to have motorbikes and cars, which will inevitably lead to increased demand
for fuel so rampant.
The awakening of giants, and their middle and lower classes, especially China, India and
Brazil, will have an unimaginable impact on the quest for black gold. The trends of
motorization and private transport are associated with changes in the optimization of
production, changes in mindset and changes of city planning, trends that usually stumble
through innovation and demand for energy sources with demand.
 
Source: Jean-Paul Rodrigue, 2006, Hofstra University, Hempstead, NY
No less important is the trend in transport of cargo to the growing use of the highway,
despite all the measures taken by cities deter, by governments and the European
Commission. The highway continues to be the most economical, more flexible and faster in
the interior of continents, facilitating our style of production, consumption and growth
under globalization.
However, the highway has a higher energy consumption and an increased release of CO2
per ton / km, marine and rail modes, as demonstrated by several studies, such as the study
by Raimondo Orsini, International Union of Railways ( UIC), cited in United Nations
Framework Conference on Climate Changes, SB24, available online at regserver.
fccc.int/seors/file_storage/fz17pid1hrhh1o7.ppt un.
So what will the future of transportation anyway? What trends are going to keep and
which ones are going to reverse? What fuels and technologies will be used? The plane will
lose importance as some futurologists? The individual vehicle will lose importance? The
road lost importance in favor of rail and sea?
I honestly believe that the need has brought humanity to innovate in times of difficulty,
overcoming the technological problems and energy, leading to a growing consumption,
individuality, activity, growth and mobility.
For this reason, I do not believe that the need for the removal of energy source will be a
factor inhibiting the continuation of the trends of increasing private transport,
mechanization and motorization and economic growth, at least until we reached the
saturation point of physical space in emerging countries, believing before it will resort to
alternative fuels in a very innovative and very fast. The solutions are there and just needs
to be refined.
The trend in fuel companies will try to be more energy companies, whose chain of
production themselves seek to dominate, since the full production of hydrogen fuel cells,
bio-fuel.
Shell for example is already looking to produce vegetable oil for biodiesel from algae, a
joint project with Volkswagen in Hawaii looking for the current dependence that has the
oil producing countries, does not become a dependency of the agricultural sector
production of cereals and oilseeds, and focusing even his speech on the need to produce
biodiesel from 3rd and 4th generation, which does not cause hunger in the world, and that
higher yields per hectare production, being cheaper than the result of agricultural source
and may have a direct processing into gasoline, nearly 100% non-oil mixtures.
 
Source: http://www.nrg-nl.com
In the transport sector, these trends may mean difficult times for business during the
transition phase, with possible increases in energy prices, changes in transport demand,
the need for change in transportation equipment and energy suppliers, but also may mean
opportunities for the transportation of agricultural products, solids and liquids in the
production of new fuels or new technologies.
Another issue is the saturation of the roads in Europe, and in this respect, regardless of the
fuel that will be used, I have no doubt that the railway, maritime and air transport have an
important role in relieving the land routes in Europe, the market segments of cargo and
passengers, in order to contribute to the improvement of environmental conditions of the
people, the only possibility of continuing the growth of trade, production and consumption
patterns of goods in Europe. It seems inevitable.

Crisis: Opportunity for Ports

 
The Crisis of the 30s and Urgent Need for Public Investment in a Global
 
The Great Depression was a worldwide crisis between 1929 and 1933, with economic
effects lasting until the forties, with a focus in the U.S. and that has affected
macroeconomic theory, forcing an overhaul of the rules and institutions to guarantee
functioning of the economy, leading to the need for further intervention and supervision in
order to seek to avoid repeating itself again.
The real economy has begun to shrink with the first drop in consumption and production,
company closures and unemployment, followed by the capital market and the collapse of
many financial institutions, thereby eliminating the savings of households, with
repercussions on the economy, effect of a "snowball" that led to substantial drop in
economic indicators.
Moreover, the total currency in circulation and bank deposits - M1 - declined, the result of
withdrawals of deposits and consequent bank failures in the series, which led to the
destruction of the remaining deposits.
At the time, economic theories only pointed to the possibility of simple monetarist policy,
with the reduction of interest rates, which approached zero, without which the economy
began the expected recovery.
The ordinary shares that we expect today from a central bank were established after the
great depression at the time that central banks have failed in the early years, the measures
necessary to protect the financial system and banks from bankruptcy, not to replace the
supply of money supply. Moreover, the state has not increased public spending, not
decreased the level of taxation.
Only since 1933, began to feel the slow economic recovery, with the introduction of a
series of innovative measures in the U.S., especially the institutions of centralized federal
power that came with the New Deal of Franklin Roosevelt, that stand out Social Security,
the SEC - Securities and Exchange Commission and the FDIC - Federal Deposit Insurance
Corporation.
Basically we have taken up the control measures on banks and financial institutions, we
proceeded to increase spending on the construction of public infrastructure to generate
jobs and the creation of the social security system to prevent people had to rely only on
their savings, in retirement and temporary situations of need.
At this time there were different economic theories that sought to explain the crisis,
Keynesian theories had particular success, not only in explaining the mechanisms that led
to the crisis, but also on measures that should be taken, contrary to earlier theories that
advocated not State intervention. Keynes influenced the modern economy to the present.
Simply put, we can say that the Keynesian model is based on the fact that the variation of
the product depend on consumption, government spending, investment and exports and
imports, so the breaks that occurred in consumption, investment and the external trade,
and no increase in the height of public spending and investment, led naturally to the
reduction of the product in a vicious cycle.
Increased spending and public investment could have contributed to reversing this cycle
from the start, making use of the respective multipliers in the economy, which only
occurred after several years of economic depression.
In summary, the lack of intervention from tax and budget, whether monetary, during the
great depression, the crisis became more severe and long.
 
Global Green New Deal and Ports
 
In this context, UNEP - United Nations Environment Programme has recently launched a
global green initiative to relaunch the global economy through massive investments in
changing the lifestyle of human beings worldwide.
Knowing the Keynesian theory that the kind of crisis we are experiencing should be fought
largely with massive investments of States around the world, since it is a crisis far more
comprehensive than that of 30 years, UNEP launched the proposed "Global Green New
Deal" to heads of state to take advantage of it to spend more, but wisely, investing in green
projects that will transform the unemployment crisis in the future employees of green
areas.
The five sectors that should allow, according to UNEP, create more jobs and contribute to
the sustainable future of the planet is clean energy, rural energy, renewable biomass,
organic agriculture, the ecosystem infrastructure, reduced emissions deforestation and
sustainable cities, including transport and construction.
Basically it is to take the opportunity that arises from the need to invest, to reestablish the
economy more green, leading states to invest in large-scale industries and green
infrastructure in order to create jobs in the country, but to bring also a significant
improvement in quality of life, protecting the planet.
This initiative has been embraced by Obama and Sarkozy, who leads the latter question
and has created its own "ecological new deal" for France, while giving preference to green
investments, where this public investment decisions which are already taking.
In this French policy is not unconnected with the recent launch of initiatives under the
Motorways of the Sea to Portugal. According to French sources, ports and short sea
shipping is a strong bet to French President on increasing public investment to tackle the
crisis and create jobs at the current juncture, there is even a euphoria about the future of
green transport sectors mass.
In Portugal, this could also be the time to invest heavily in green infrastructure
investments that ports and rail transport have in the portfolio, seeking to encourage
increased efficiency and interconnection, transferring cargo from road to rail and sea
transport, reducing energy consumption and transport emissions for each ton / km in
Europe.
The betting public ports in time of crisis should be thought, because it is known that for
each Euro invested in such infrastructure exists a multiplier effect on the economy tens of
times higher than other public investments, as has been done by several studies.

Logistic Platform Port of Setubal:

BAY Sapec Park Parks and BlueBiz Global
 
The distance from Setubal to Lisbon is little more than the distance between Vila Franca
and the city center of Lisbon or Cascais to Vasco da Gama bridge, however, the perception
of those living on the north bank of the Tagus Setubal is that much farther.
Indeed, given the difficulties of transit within the Lisbon vast regions north of the Tagus
can be served with equal cost and time from the city of Lisbon and Setubal.
The Setú bal Peninsula is part of the Region of Lisbon and Tagus Valley and has the
potential to serve as a logistical needs most across the region and their cargoes, including
Spanish Extremadura, possessing a privileged strategic position in relation to the
Portuguese capital the neighboring country.
Apart from the port of Setú bal and the future LOG Z Poceirã o logistics platform, logistics
parks already exist in the region with major infrastructure projects, particularly in the
area of Logistic Platform Port of Setubal.
These logistics parks provide an interesting position in the interface with Spain and with
shipping, in a region where the quality of life is allied to the beauty of the Capuchin
Convent, Sado and the complex was renovated in Troy
 
Platform Logistics Sapec
"On a sunny morning in 1924, a car travels a macadam road, called Grace, bordering the
River Sado towards the rising sun. Inside Messrs. Frederic Jacobs, of Antwerp banker
Velgos and Antonio, his son-visit the farm of Beaches. Looking for a location to achieve the
installation of industrial units for processing ore from the South Plains
The location of this property, with about 400 acres, 7 km from the city then canning of
Setubal, with access to the river and the newly constructed line of railway, iron Sado
Valley, meet the essential requirements. Good communications by road, rail with sources
of raw materials and easy access to the sea and the ports of northern Europe, particularly
in the mining region of Northern France from Belgium and manpower with rich industrial
experience . The deal with Henrique Augusto Pereira, a wealthy owner, is The Word. "
(Velgos Frédéric, 1926-2002, photobiography Pedro Leite).
It was indeed a visionary morning, because Mitrena Peninsula, with the rail link and port
would become a logistical and industrial zone of excellence in the region of Lisbon, with
the construction of many industrial units and public port terminals and private.
The Industrial Park and Logistics Sapec Bay, about 360 hectares, is located near the port of
Setubal, about 40 km from Lisbon, having installed 20 industrial units and others with
diverse activities, and a logistics zone and interrmodal interface between the road, rail,
port of Setú bal and the industries of the area, the venue for value-added operations.
Beyond the excellence of its location and intermodality, the Park offers a range of
infrastructure and technical gallery of all the facilities to provide the development and
competitiveness of established companies and new businesses.
The fund manager of the Park, under Decree No. 63/94, exercises the management of
common areas of the park, a logic of quality, sustainable development and social
responsibility.
Operated by the SPC, Portuguese Service Container, Multipurpose Terminal SPC located
inside the Park Sapec Bay, with about 10.4 hectares, and a covered area of 6,300 m2, with
warehouses for various uses, park areas corresponding containers repair and
maintenance, also has a rail capacity and equipment allocated to move 10 block trains per
day, providing an already important load movement.
This logistics platform, which operates all types of cargo (steel, aggregates, coal,
construction materials, timber, fertilizers, chemicals, miscellaneous), is closely linked to
two other platforms, with rail terminals operated by the SPC, located in Valongo ,
Industrial Zone, Field and Bobadela / Povoa de Santa Iria.
 
 
 
Global BlueBiz Parks
Located in the Valley of the Rose, in the Setú bal Peninsula, the BlueBiz is an ideal location
for business, both for infrastructural conditions offered, and for its geographical features,
shaped by their rich heritage, environmental and cultural.
40 km from Lisbon, BlueBiz occupies an area of 56 hectares fully integrated infrastructure
and extensive green spaces fitted with internal streets, with an area of about 23ha
marketable, spread over 8.5 ha of covered area and 14.5 ha uncovered area.
Under the ownership and management of aicep the BlueBiz is ready to welcome, on an
attractive investment, companies looking leverage its investment and increase the
synergies of its business. It aims to install light industry such as automotive, aerospace,
electronics, assembly end, distribution and logistics.
 
2.
Port Marketing

Ports in Second Life

 
What is Second Life anyway?
Second Life is a 3D virtual reality created on the Internet, free access, where each user has
his avatar (character), which moves in the virtual world from your computer through
which you can visit the thousands of cultural, commercial and existing personnel in three
dimensions and to participate in events. Many companies have their islands, shops or
buildings based on information available to users.
 
What is?
Mercedes, the University of Aveiro, the Ministry of Justice and BES, among many others
already have their facilities in Second Life. For businesses, it is essentially three-
dimensional make your website, with the possibility of holding events, training, seminars,
launches and openings, or simply provide information and make sales in a store with
personalized service in 3D. For example, in Second Life was that I did the virtual launch of
my book.
 
Moreover, the three-dimensionality allows users to visit the facilities and equipment,
interactive or not, they are put in place. It should be noted for example that the island is
possible to drive the Mercedes a Mercedes prototype vehicle on a road around the island.
 
Ports that exist in Second Life?
One of the ports which can be visited in Second Life, doing research and teleportation, and
the port Royier, where we see a ship ca RGA, a warship, a submarine and several
helicopters.Another port is Victoria, where we visit a large pirate ship.
In the port of Amsterdam can walk the river bridge and visit a sailboat. It is worth making
a visit to Port America's Cup, where there are dozens of replicas of the original boats and
with luck we may see a competitive race between real people.
In the city of Ven can get into the beautiful French Riviera in the caravel and mega yachts
are available. The port Calderon presents us with a beautiful port and Camden caravel
with several pirate ships. In the port of Catalonia can visit a caravel and a beautiful
lighthouse.
http://secondlife.com/
 
 
 

Social Networks and Networking

 
Networking is a very important tool for business, for employees and businesses in order to
achieve their personal or business plans and marketing and career development or
business.
Businesses stand to benefit from the networking of its employees, provided they are
within the enhancement of their business, but they can also create their own networks in
connecting enterprise customers and suppliers.
The social networks have given a great help to the organization and rapid development of
personal and business networking, particularly with sites LinkedIn and Facebook.
If we look at LinkedIn, a network more suited to businesses worldwide, we can say is the
most efficient tool to network via the Internet because it is entirely oriented towards labor
relations. But how to proceed to gain access to new customers and business
opportunities? Has much to gain from an active presence on LinkedIn.
You must first register, login and complete your profile in Portuguese or English,
depending on its scope. This phase, ignored by some users, is fundamental. Your profile
shows who contacts you or search your academic record, his personal and professional
history, companies in which it works, blogs or websites that have, and that is all the
information needed to make a good first impression . Do not forget to go to upgrading the
status, with news and links.
Second, look for others. In addition to those already familiar with, and which may have
access through their email address, LinkedIn has search tools that help you find your
target audience. You can search for people by sector, function, activity area, by region. Add
them to your network of contacts, linking to them and follow what they do or say on the
site.
If you have contacts in common, you can take it into consideration in the approach that
makes a message to request connection to your network or to propose business. Give
people reasons to start a relationship, show that you know who they are and that's
something that interests them and that there may be mutual interest.
Third, ask for recommendations for people who work or worked. Choose by colleagues or
superiors who feel more professional respect.
After use and abuse of LinkedIn groups. You can create and animate a group on LinkedIn,
which allows you to access new contacts daily. For this, write on topics of interest to your
sector, launch challenges, invite to take part and join, is a leader in its market, boosting the
relationship between people.
Join various groups about their activities, participate in discussions, make new contacts
and proposals, disseminate news, follow the main players. You can also ask and answer
questions in groups or in the area of issues
Keep a calendar of corporate events and create and publish events on linkedin and invite
people in the industry. It is a great way to solidify your business. Due to the viral nature of
LinkedIn, if someone responds to your invitation, the answer appears in the profile of the
person who responded, being seen by all her contacts.
Send personal messages, contacts and customizing the show who knows the person who
writes, customer or potential partner who is interested in developing a relationship
deepened.
On LinkedIn there are several applications that can help by linking to other social
networks, or showing a powerpoint presentation of your company. The media sector is
particularly present in linkedin and is a good opportunity to promote your business
through these contacts.
To learn more about these issues and enhance the networking on the Internet, the council
purchase the books of Philip Carrera ( http://www.filipecarrera.com ) a specialist in this
area of linkedin and Facebook: "Digital Marketing in version 2.0 "and" Networking -
Professional Survival Guide "
 
Linkedin groups of more active international port in terms we have the " Global Strategies
Forum Ports ", the" Port Strategy Ports "and" Shipping, Transport, Freight & Logistics
Business Development Group , "which can be found the opinions of experts around the
world on issues of concern to practitioners of ports worldwide, but there are many more.
 
Another very powerful tool for networking on the internet is Facebook, here less
perspective for specialists in specific sectors and more connected to mass marketing,
whatever the geographical scope.
In this case the first thing to do is also create a profile of people or company or a cause or
an idea can be also created a group with fans or a business page, all free. Then they can
also be created events, inviting people, and it is important to boost the status, putting
news, links, photos, videos, challenging people.
If you're willing to spend some money, you can even advertise on facebook, determining
the profile of the audience with great detail, by geographical scope, getting to know
immediately the size of that audience and how frequently you will see your ad.
The ports of Setú bal, Aveiro, Lisbon, Ensenada, Valparaiso, Houston , Long Beach is on
Facebook actively with dozens of fans.It's worth peeking at the pages and join new social
networks. An American study indicates that more than half the people soon after taking
breakfast and brushing teeth in the morning, does not release to see what's on facebook
and accesses this application are growing exponentially.
 
 

Portuguese Ports
New Attitude to Customers
 
 
Gone are the days when the ports were simple public infrastructure that users captives
used only in passing to export or import, and where they were regarded as mere
intermediaries of public needs of the populations, which earned a lot of money, so they
had to be taxed and therefore without the port wanted to know who they were, they
needed as they relate to their customers and suppliers and with companies in the port,
what were their problems and aspirations, your special requirements, and reviews
suggestions.
Today the port took a big jump in these parts, and port authorities changed their attitude
with customers in a process that is still taking place closer to the model of the ports of
northern Europe. Attitudes have changed a lot of companies and port authorities and
shipping to their customers, partly driven by large changes in supply chains that have
come to thoroughly detail each step taken by commodity, time, costs, routes, alternatives,
with agility change in solutions that allowed longer be captive ports and shippers.
Today customers influence the decisions of ports and port companies, being regarded
increasingly as a strategic partner relationship "win-win situations, increasing the
frequency and range of relationships between entities, coordinating and linking
operations and options, with greater sharing information in a transparent manner at all
levels and with a growing concern of port authorities to know their customers, their
supply chains, presenting alternative and innovative logistics solutions.
Port authorities now often take the initiative to get their clients to visit, to disclose more
information to develop solutions and meetings of interest between companies looking to
innovate for the port, but also to the hinterland and foreland. Promote integrated
solutions to operators of sea and land transport, with public and private, among many
other proactive activities.
But there is still much to change for the future, we'll have modern ports. First, the
customer service and relationship in different functional levels should be improved by
changing the paradigm altogether. All of the ports that people relate to customers should
be trained in this aspect, with the radical change of paradigm approach to the client's port.
The purpose of the port should be satisfying the customer, tailoring services to their
particular needs and ensuring competition and transparency of costs, rates / prices and
quality, integration and competitiveness in the logistics chain of the loads of those
customers on solutions that pass through the port . This rather than focusing on optical
infrastructure and in their remuneration, based on maximum profitability in the
monopoly, the hidden costs and the lack of information on autism and logistics to
customers in isolation.
 
 
http://www.communityengine.com/blog
 
This requires you to bet on new forms of relationships and tools the Internet offers an
almost free offers such as:
 
a)               Sites like "portserviceadvisor" where customers can put their views, even if
limited, on the various services of each port and maritime services, including freight
charges for each destination, maintaining the history so that other customers should know
their experiences and improve overall quality;
b)               Simply ensure access and transparency of information on all accounts of providers
of port services, their costs, fees, rates and revenue by type, including business owners
and working port (in the case of freight);
c)                Create quality assurance of minimum service and predictability in the price, a
proximity relationship client-port, settling the final average prices that already include the
cost of the extra services that are needed, no more calls "alcavalas";
d)               Ensure a single information system in the relationship with customers from
various ports, the so-called national single window for all ports and not a single window
on each port;
e)               Professionalize the relationship with customers in a warm and personal, ending
the traditional position overlooking the port, whether in government, whether in
business;
 

Choose the Maritime Transportation

 
At a time when Portugal controls the destinies of the European Union and that we are
laying the foundations for an integrated European policy on the use of the sea, as might be
expected, since our past and future seem to be linked to sea, it seemed appropriate to
reflect a little about the factors leading to the choice of shipping, particularly as regards
the role of national ports that choice as factors of competitiveness of intermodal transport
bottlenecks or marine base, in particular transport short sea shipping or intra-European.
To talk about factors influencing the choice, it will appeal first understand who chooses,
who is the client, if the owner is, whether it is ca rregador or freight forwarder?Obviously,
the services of the ports are consumed by ships and cargo, but the decision on which port
to use always rests with the (s) element (s) of each logistics network that dominates (m) at
any given time, the element maritime network, or the section concerning the port of origin
or destination in question, only as long as they can demonstrate to its partners in the
logistics network, which are holders of the solution that maximizes the benefits for the
entire network.
It may be this or that owner, or press and then this one.It may be the charger itself, in the
case of internal networks or the networks stable (Chlomoudis, Karalis and Pallis, 2002), in
which he controls everything, or on which Sun ina central maritime mode.It may be the
freight forwarder or logistics provider, which at one moment is iro partnerships or long-
distance shipping, chosen by the network.
A port can only be chosen for the passage of a certain flow of charge, for failing to be
chosen by the elements of its logistics network, or because the element of this network
partner and interlocutor has to be disadvantaged by this, or even because some logistics
network which passed through the port, no longer have control of that flow (Meersman,
Van de Voorde and Vanelslander, 2002).
 
Reliability and Transparency
 
Of the many factors influencing the choice of a port, already studied by several authors, I
will mention two that seem to me the highest moment for our ports, and that a change
newborn ca that operates a qualitative change in decision-making functions of Portuguese
companies, and companies in the Spanish hinterland, who still prefer the road, and are an
obstacle to the development of short sea shipping.Ref iro me the reliability and
transparency, two interrelated factors that are associated with a relationship of greater
trust and stability between suppliers and delivered, such as "win-win", I discuss the parts
price and product ports.
 
Port Price
 
Regarding the price, the national port sector presents itself, often as dark and opaque, I am
told, with a very negative image which removes the logistical networks, where they can,
leading to the choice of road transport , however much prefer the marine mode, since
ambiguous rules are not consistent with policies, requirements and regulations that
govern relationships in modern logistics networks dynamics, targeted to minimize costs
and maximize service.
Price transparency must pass port clearly itemized bill for the final client, the disclosure
on the Internet for all tariffs, overall rates of simulators, of accounting for revenues and
costs for all companies and entities that provide services in ports or that have jurisdiction
over them.
In terms of price competitiveness, must think in formulas that encourage the reduction of
costs of all companies and port authorities, with the sharing of its benefits for customers,
thus contributing to the competitiveness of the economy. Obviously, prices should i
ncluding the costs to finance investments in modernization that are considered adjusted
by the markets, the trades they serve.I do not advocate public funding of all cases.
 
Product Port
 
With regard to the product port, the image that persists is also the product of a dark,
served in a labyrinth, where they waste time and money without ever knowing how to get
out of there and what it will cost, being complex and involving commitments many entities
in a short time, which in itself seems difficult.
True, the Portuguese ports are places where things have been difficult for logistics
networks, used to the simplicity, fluidity and information from minute to minute.
Excluding rare exceptions, the ports are black spots, where customers can only pass led by
experienced officers, map and flashlight in hand, avoid wetlands, guided in ways that
change daily, often losing himself in the branches and bifurcations, or are sometimes
surprised by the true opponents of fluidity, which reign in their "ca rvernas" port, where
spending is vital, disturbing those who are unprotected and through exploiting their
power in the "bottleneck" that are the ports.Even with little power, to extend its effects,
the bstruindo the narrow passages, with big problems for the economy, paralyzing it,
almost like the butterfly effect theory of the ca.The small taste ca havoc.
 
Blocking Ports
 
From time to time, in an almost rhythmic pace, a group, organization or company can
block passage through ports, seeking to increase their power or their relative weight in the
port bill, or simply trying to stay alive and showing their importance .
Whether rising prices, it is difficult or even blocking the entrances or exits or cargo ships,
these demonstrations of strength are always negative about the image of ports, moving
customers and logistics networks that s can escape.Winning the Spanish ports. All use of
this instrument.
Without calling into question the relevance and validity of the objectives of each, or its
rights, I would say that this kind of destructive means we all have harmed.
It's a relief to those who want to see the Portuguese ports in high ..
 
Shipping Agents and Freight
 
As I said, the role of the licensed agent in the ports is vital as a genuine pilot of the
bureaucratic environment, guiding clients on safe paths, without leaving enca Individuals
who have worked.But nowadays, the role that the law gives them, as mere representatives
of shipowners from the ports, is outdated.
Currently, the agent works primarily as a representative of ca rregador, a kind of port
forwarding of port authorities accredited.I think the law should be revised to give effect to
this role without going fer forwarders, but allowing better defend the client from potential
abuse and clearly defining the type of relationship with the port authorities in this area of
ca RGAs.At times, APL has developed a proposal in this sense that care reps car.
 
Riparian Reserves Port Zones
 
Finally, I think anybody who works in the ports can be indifferent to what happens in
London, about the relationships between APL, Port of Lisbon, and CML, Lisbon City Hall,
with effects that should also be felt in other ports .The CML wants fi car with the exclusive
management of much of the port area which has always been.
Although I have always advocated that APL should be leading the big change that runs on
all coastal areas of the world, thanks to the growing willingness of people to live
increasingly their seas and rivers, I also think that there should be some caution in the
final delivery port areas to municipalities, to be managed exclusively by urban logic, is
there place for large buildings, small restaurants or theme gardens, which are irremovable
and prevent the future use of the wharf and embankment areas adjacent reserve areas as
port, along the navigable waters of funds, which are very, but very scarce in Portugal.
In ca so war can be decisive in supplies to the country or of the frontlines.Moreover,
nobody knows whether any future technology could lead to the need to resume use of
these port areas, so strategic for the country ca
 
Without challenging the dynamics of cities, it seems that the best solution if the city has
even participate in the management of riparian areas, would involve the creation of public
enterprises, town and port, as there are many places in the world, and Rotterdam is
successful example.So if you can do what the city wants so buoyed by the interest and port
constraints, sharing the revenue so as not to impair the assets of the ports.
 
Clusters of Ports Iberian
 
Finally, I leave a small graphic statistical factor analysis and cluster have done with traffic
data and results of the Iberian ports, which I think speak for themselves.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Statistical Analysis of Cluster Ports Iberian similar (data 2003-2005)
 
 
 
 
 
 
 
 
 
 
 
 
 
Statistical Analysis of Factorial Iberian ports (2003/2005 data, two factors)
 
 
Note: program was used for statistical StatistXL
 

Port Market Planning

 
Logistics: Production by Client Domain
 
Market competition is held, increasingly, global marketing strategies and involves more
targeted niches and types of customers with specific needs, leading to customized
products of high quality, produced and distributed at low cost, with components multiple
sources at the global level, with reduced life cycles (Chlomoudis, Karalis and Pallis, 2002),
with ranges of complex variety and short delivery times and reliable.
In a more demanding and competitive market, with drastic effects of the confrontation
with the products from China at low cost, the marketing departments of companies now
dominate the production and product, ie, the client and their needs and desires,
spontaneous or generated by the commercial communications, came to dominate
completely the production model.
The industrial units can no longer just produce their "sausages" always the same, so the
low cost, then spread over the side, with price advantages.The Chinese do it better. Today,
the plants become flexible units, mobile, daptá veis "online" applications on demand and
the imagination of Marketing and its mpanhas ca.The products are in constant innovation,
changing shape, and image quality. The stocks do not exist and the logistics chains are
pulled to the extreme s to cut costs, are more reliable and fast.The products must come
when the customers want, tailored to their needs and reduced cost.
The transportation, materials management and physical distribution had to adapt and
arise in the '90s, turned into the logistics supply chain management - SCM - Supply Chain
Management - (Hesse and Rodrigue, 2004), which is a compromise between the needs of
marketing (Chlomoudis, Karalis and Pallis, 2002), production and globalization, physically
materialized with transportation, terminals, warehouses and specialized information
systems, synchronized and optimized to work in a flexible and adaptive, as almost a
network of living organisms, in many cases.
There are various types of network relations between companies in the field of SCM,
which obviously fall into the ports, as are the cases described by Chlomoudis, Karalis and
Pallis, 2002:
 
Network Type Logic Operation
Stable Elements of various business enterprises, limited in number,
they create links with different functions.
Internal Elements of the business owned by the company are allocated to
the value chain, using market mechanisms.
Dynamic Elements independent business create temporary alliances
along the value chain as partners chosen from the wide market
offer.
 
The dynamic supply networks, which are currently most in SCM logistics aspect should be
considered as Complex Adaptive Systems - CAS (Choi, Dooley and Rungtusanatham, 2000),
obeying the dynamic principles: Internal Mechanism, Co-evolution and environment.
With regard to internal mechanisms mecca, the CAS can be described as a set of agents
connected, self-organized, with a set of values or common rules, with greater or lesser
degree of connectivity and a maximum allowable critical value.Have a more or less central
control and are subject to ownership of the emergency, ie the natural emergence of new
actors, connections and properties, without outside intervention (Choi, Dooley and
Rungtusanatham, 2000).
In terms of environment and co-evolution, the CAS are subject to constant dynamism, lying
on the edge, acting in a "wrinkled" in constant change, a "landscape" in which there are
several mountain tops to maximize their potential objective functions, being necessary to
choose a complex way (Choi, Dooley and Rungtusanatham, 2000).
Although the changes are not linear, that is not always the same degree or direction of
change of a variable affects the other in the same way, intensity or effect, this does not
mean that the future is unpredictable, but is subject to standards change for typical cases,
predictable by nonlinear mathematical systems (Choi, Dooley and Rungtusanatham,
2000).
It is in this context that ports must be integrated in terms of logistics, looking at the needs,
requirements and partners in different supply chains and trying to create links and tar
constantly adapt to their offering.The ports should also be themselves dynamic systems of
units - port company, going by form has to be chosen conditions and integrate CAS
logistics networks.
 
Port Marketing
 
These changes at the level of marketing and logistics led to major changes in ports
worldwide. Until then directed towards the creation and operation of infrastructure for
multipurpose unknown users, whose cargo ships arrive here, have had to know not only
their amounts of cargo, but the types of goods, their location, their production units, their
logistical networks, their specific needs.
The time has come to be a fundamental requirement, since the order to compress the sync
in ca intermodal hate the fiabilizar to deliveries and making frequent (and Woxenius
Sommar, 2007) in the maritime transport services.At sea containers and regular lines of
large container ships shall go weekly or biweekly assum this paper.But only the ports that
meet the requirements of CAS can be chosen by them.
The ports have a role that goes far beyond traditional short-term goals, operational,
simple provision of basic services to the ship and cargo, as the interface between land and
sea, and is now ideal places for the location of functions that add value the load within the
logistics / industrial production, but also in the areas of leisure and tourism (Bugs and
Gray, 2004).
Also in the long term mission of the ports has evolved significantly and is no longer just a
traditional center of development, generating employment and facilitating international
trade business (Bugs and Gray, 2004), to become an essential element of economic policy
policy and transport, including intermodal objectify develop hubs catalysts logistical links
to many supply networks successfully operating on a global level, contributing to the
competitiveness of enterprises and people, ie being competitive factors regions in which
they operate.
Previously, ports hinterlands had ca objectives well defined and exist because companies
and local people had to be served.Today, the effect of the marketing strategies of business,
logistics ca SCM, globalization and improving land access (UNCTAD 1990), the ports have
also begun to compete more aggressively for their participation in logistics networks s
most important competing between them, reaching distant hinterlands and diffuse
(Meersman, Van de Voorde and Vanelslander, 2002).On the other hand, is now the ports of
the same region are increasingly in competition with each other, there are clusters of
ports with the same type of offer and located in the same region, competing with other
clusters of ports and other regions, there are "ranges" of ports of the same region, in this
case, each port with different offers that may or may not be coordinated (Hoste and loyen
Vanfraechem, 2006).
Today they are required to port new functions and powers, such as reliability,
collaboration, transparency, competitiveness and specialization, seeking to be chosen for
logistical networks at the expense of other ports (Dekker, 2005).
In this context, emerged recently the new functions of the marketing of its own ports and
port terminals, which possess the medium-term horizon and are associated with
satisfaction of the specifications and requirements of customers representatives of the
supply networks that dominate the port and maritime component and that translates into
new targets for searching for intermodal container traffic, the busiest in volume and
higher revenues to rehabilitate the increasingly heavy investment is needed in large,
specialized infrastructure and access land and sea (Dekker, 2005).
This new targets have also cause profound changes in port operations, port planning and
organization system and positioning of the port against the rest of the economy (Dekker,
2005).
The growing field of marketing roles in industries involving changes in logistics networks
and complex and aggressive choice of partners in networks, particularly with regard to
ports, forcing the development of port marketing strategies as instruments of adaptation
of the ports to requirements of networks, seeking to counter the effect of inertia heavy
course of port infrastructure in the long term.
This led to specialization of port terminals and sometimes extreme adaptation to the
requirements of modern logistics chains (Chlomoudis, Karalis and Pallis, 2002) and
maritime transport, implying major changes in port operations day-to-day with the
imposition of rising rates, intensive training, collaboration with customers, focus on
quality and introduction of private ports, through the mechanism of concessions for port
terminals and dedicated public service and delivering new value added services in ports.
 
 
 
Port Market Planning
 
The same happened to planning Macrologística port and the hinterland of the ports, with
the introduction of new concepts of container terminals in deep waters, intermodality, the
areas of logistics activities adjacent flows of information systems, supply chain security,
accessibility fluid and extensive embankments.
The port is planning a slow process due to the large investment, the time required for its
implementation, its long shelf life and inflexibility of infrastructure.But now impli ca an
increasing adaptation to the new paradigm of the changing market needs and logistical
networks, and cargoes of vessels and the flexibility necessary to modernity and marketing
functions of companies, which adds new requirements for the conversion of fronts vacant
former office of riverine port with funds, embankments and inadequate access to modern
ports, located within cities, which are replaced by functions related to leisure, recreational
boating, culture, tourism and catering.
The port is also planning to take into account the relationship models port city (Lopez,
2004) and normal growth of major ports worldwide, trying to imitate the winning
strategies.
Planning The port now has to look also for the customer, which is currently not only the
cargo and the ship itself, but the logistics of these networks, on land and at sea, or their
representatives at every moment, with which the ports should partnerships, which are
always temporary, for certain businesses, for a time, amid the market turbulence and
acceleration of changes in logistics networks, including competition from other modes of
transport and ports, sometimes at greater distances or additional trips that, at first glance,
appear non-viable.
It is in this context that the planning director at 10 and 20 years, became a strategic
planning 3 / 5 years, which seeks to identify opportunities, strengths and weaknesses,
redefining the product at its base port infrastructure and geographical location and
characteristics seeking the physical attributes, logistics, and prices are adequate to capture
the intended and logistics networks so customers - cargo and vessels - identified as a
target, ie it is a new concept of Market Planning Port, very next Strategic Planning, not
based on large master plans, but plans flexible market-oriented businesses.
 
 
3.              
Regulation and Governance

Law Ports
 
After being mentioned in the guidelines of the Government for the port and maritime
sector, similarly to what is already happening in neighboring Spain, soon is expected to be
prepared a new Law on Ports, even that does not change anything, it will surely benefit .
Certainly bring together the various acts currently scattered by simplifying and clarifying
ing, or at least update it.But with some additional effort can not fi ca r here.It will be a
unique opportunity to improve the legal framework of the ports.
Regardless of the issues that are likely to want to "mess", more or less, and objectives that
will be set for the new law, it would seem important to state at the outset the broad
principles that should provide consistency and framing the new law , evaluating the
choices during the work of the legislature.
In this context, leave a contribution to the discussion:
 
1.Free Competition
 
There is a vast work that can be done in opening the sector to the economy, with obvious
advantages for customers and for the country's economic development, eliminating
barriers to entry for new competitors in the various segments of services in ports, as is the
case stowage.
It is also important to clarify the time limits of the concessions, indexed to their lowest
level of investment made by the dealers, and minimizing them as much as possible to
allow a constant competition for the markets through competition, with advantages for
customers, in terms of quality and price.The Court has come to defend this idea in its most
recent reports.
It makes sense that the port companies do not have the freedom to hire people who
understand or negotiate with the temporary employment agencies that serve other
sectors of the economy. Moreover, it is important to a clear separation between providers
of skilled temporary workers and stevedoring companies, no cross-shareholdings of any
kind.
Should be well defined a very limited set of basic port services, public interest, which
would have some protection or technique.The rest must be liberalized without constraints
of any kind.
 
2.Competitiveness
 
Ports and port companies should be encouraged to reduce costs and profit margins, with
impacts on final prices to customers.
For that could be awarded the most competitive and penalized those who practice higher
prices, are public entities s, are private ports.It would be important to support the
objective of reducing costs in the port authorities, such as staff, adapting it to current
reality, changing it to their diplomas. Are needed less resources but more qualified.
Mechanisms could be implemented in the concessions that limited the profitability of the
dealers to normal oligopolistic market, forcing even the expertise of accounting and
disclosure of business plans and reports and accounts on the Internet in a transparent
way.
There should be free price competition between ports, where the port authorities and
companies keep their net profits, covering their costs. When the results were negative,
prices will not fall.
 
3.Maximizing the Impact on Economy
 
The impacts on the economies of the ports are more than 80 euros for every euro of public
investment, they say the experts' opinions, more than any other transport sector.
However, the state tends not to give due importance to the ports. To invest millions and
millions on bridges, airports, highways and railways and ports in almost anything.
With 1% of the value of a bridge over the Tagus can build a port terminal state of the art.
However, the state has let the investment in ports increasingly to private.
We must realize that in Europe, in all countries, states are betting heavily on public
investment in ports. Spain, France. Belgium follow CA, Holland, Germany.Only then will
become the most competitive economies, since the ports are important centers of
economic development.
The roads give votes, but the ports generate jobs.
 
4.Less State Best State
 
Reduce costs and fees, reduce bureaucracy, reduce staff, definitely out of the operation of
berths and terminals, to reduce the presence in the provision of port services.Let the
market work market.
Increase surveillance of public service, most lease, simplify procedures and
computerization, to devote attention to existing and potential customers, providing the
services of ports, make the investments in new embankments and ca is to lease public,
improving accessibility.Regular and give transparency to the market market.
Can these be the guidelines for the new role of the state ports.
 
5.Logistics Integration
 
The Law of ports should not be the ports, but an overview of logistics chains, allowing
better integration, ensuring the possibility of value-added logistics operations in ports, no
extra stowage, thereby taking advantage of the "dead times "loads.
Missing areas to expand logistics in ports, it is important to find and define their reserves
and bonds.
Intermodality issues should be considered in view of the fluidity of logistics networks and
the facilitation of movement.
 
6.Business Diversification
 
You can not look into the harbors of mere points of loading and unloading of ships.
These are business but it is important to add value, diversify services and markets.
The focus on recreational boating, business, recreation, aquaculture, tourism, logistics,
among others, must increasingly be a reality.
 
7.Security Assurance
 
The safety of navigation and ship operations in port security from the beaches and
estuaries, the safety of persons and property, national security, control and detection of
illicit and illegal transportation of persons for election must be subjects of the entities
public.
This is a public good, which is a function of the state to promote.
 
8.Social and Environmental Responsibility
 
Today the environmental and social aspects are the responsibility assumed by companies.
You can not pollute more and more, to consume all the resources of future generations,
leaving them a legacy of irresponsible, depriving the nature of everything, without giving
anything in return.
Preserve, revitalize, harmonize, make, evaluate, ideas are fundamental if we are a mature
sector and accepted in society.

Laws II Ports
 
It seemed of interest back to address several issues that have some current, taking into
account the new Ports Law is preparing.
A law of ports should have some impact on the competitiveness port, so that they fully
enjoy the opportunity.
The issue of port competitiveness, while comparing the concept of ports, and as with
variable impacts on the competitiveness of enterprises and regions themselves that served
as compared with other ports served by other, invariably leads us to the cost components,
value added, prices and productivity:
Port costs are largely related to the amortization of the investment that is needed for
equipment and works of infrastructure and accessibility, which represent a heavy burden
and increased risk, at least early in life and in starting the operation of new terminals and
new dredging depth.
This component is inevitable in most European countries, co-financed by the state and
cities, which in turn require their reflection in the reduction of rents collected in grants
and prices charged to end customers, to maximize the benefits in induced businesses and
the economy, usually far outweigh the costs of public funds.
This question was important to properly define the criteria for intervention by the EU and
national budgets in ports, in order to create a solid foundation of competitiveness in the
main cost of the service port, the "hardware", as do the Belgians, French, Spanish, Dutch
and Germans.
Another key component of port costs is the manpower. A hand-to-face work, its
relationship productivity / cost is a "dead weight" that we all have to bear and drag when
we go to the supermarket and buy more expensive imported products, or when we can not
use for children or are dismissed because domestic firms can not compete with businesses
in exports of other countries that have ports more competitive, finding themselves
constrained in their markets closer to the territory.
The employee of the ports remains, as indeed happens in some other sectors of the
economy, rather privileged and may, if willing, to stop the international economic flows
and hurt too many, if not they'll give counterparts in salary and benefits over of other
workers in most sectors of the economy.
Moreover, this service has no real competition yet, being locked in a world apart, with
internal access control. Not any temporary employment agency that can give up
manpower for the ports, but only special. Stevedoring services can only be carried out by
special workers, with special salaries, being denied access to other free and not being
allowed the freedom to subcontract to third parties.
A thorough liberalization of this strand could add greater productivity and
competitiveness of ports and national companies, benefiting the entire economy.
Another important aspect is the cost to staff the various entities with authority at the
ports. The staffing, services that are performed and their productivity should move
increasingly to the standards international, so that ports are competitive.
Portugal does not make sense to continue to have one of the highest number of employees
per tonne and then pay per tonne in the entities in the bustling ports. These tables should
stop growing, they are valued and start downloading the number to internationally
acceptable levels of competitiveness.
In terms of competitiveness, it is not possible to force the vessels and cargoes to pay costs
and services "useless" do not exist in Spanish ports, as seems to happen with some
entities.
You have to consider what makes each port authority in Spain, which charges per vessel,
which charges per ton, per service, which paid wage per ton and require upgrading and
cost reduction, and as soon as possible to lower prices.
A key issue to try to reduce these tables, is the question of employee productivity entities
with authority at the ports, which are still very much rooted in the mentality of "public
servants" - can not be dismissed and which have only minimal duties, but have inalienable
right to the monthly salary, in perpetuity and the automatic increase in their careers.
It seems very important to have some flexibility in hiring and dismissal, bringing the
private system, creating a link remuneration to the achievement of objectives and to allow
awards for productivity, since the ports are managed largely by different entities, and
should be managed like businesses.
Finally, it seems important to talk about the port price and its regulation, which will be
concerned when there is already an entity whose job description includes responsibilities
and, in general, regulation of tariffs of the ports.
Firstly, the basic principle of regulation should be understood to ensure the lowest
possible prices to the final customer of the ports, insisting that there is real competition
in all segments, ports and port services, avoiding any strategy or policy of creating more
Extras undue related to artificial control of prices or services offered, and avoiding the
creation of monopolies and monopolistic dealers.
When unable to ensure free competition must be taken special measures to ensure
monitoring of price controls, the limit of acceptable profitability and cost efficiency.
On the other hand, the regular price should be understood as the total port price paid by
the end customer, so for all services rendered at ports.
Regular part does not fit. Or if you consider the price and regulate all or you're not a
regular. Regular rates one or two of no use when prices are a collection of many fees
added up, affecting the final customer. It's just about the tree and the forest.
I believe that the Law on Ports can be the right way to reverse some trends, paving the
way for competitiveness of ports, with the goal in mind: the competitiveness of
Portuguese companies.
 
4.
Port Planning
 
 
 
Risk Management Port
 
The increase in recent years in several risks related to management of ports, particularly
with regard to markets, expertise in shipping to an increase in vessel size, to concessions,
the risk of terrorist attacks and natural disasters in the positioning of the ports of a
strategic logistics chains to supply international transport of people and marketing of
domestic production, leading to the need for implementation of integrated risk
management port, which reduce the exposure of ports and their companies.
The need for long-term investment and operational complexity of managing the
movement of ships and goods are the main sources of risk associated with a port.
Thus, an integrated risk management plans should incorporate risk management and
operational risk associated with the business along the value chain.
"Risk management is a process, in charge of administration, directors and other personnel,
applied in strategy setting, which crosses the entire enterprise, designed to identify
potential events that may affect the company and to manage risk and exposure level of
company, ensuring a reasonable level of security according to the company's objectives
"(COSO, 2004)
 
Objectives of an integrated risk management
 
a)               Set policy and risk strategy;
b)               Improve the response to risk;
c)                Reduce surprises and losses;
d)               Identify and manage risks Crusaders;
e)               Identify potential opportunities;
 
Major Sources of Risk from a port are:
 
a)               Strategic Risk - Planning and infrastructure projects, marketing, new dealers and
partners
b)               Market Risk - Changes in maritime technology, changes in routes and
reorganization, new terminals and competing ports, relocation of production, oil prices,
fluctuations in foreign trade, the life cycles of plants in the region
c)                Natural hazards, disasters, wars, terrorism, bird flu
d)               Regulatory Risk - international conventions, EU directives, concession contracts,
price restrictions and tariffs, environmental laws, security legislation and protection
e)               Risk Reviews - payments and guarantees, special deals with other ports, changes
in supply chains
f)                  Supplier Risk - Quality of service, prices, and guarantees Failure
g)               Risk of Other Entities - SEF, Customs, Captaincy
h)               Risk Coordination and Operation - Maintenance of terminal areas, works and
buildings, contamination and pollution, vessel operation and navigation channels, VTS,
pilotage, towage, mooring, cargo operation, environmental protection, information
systems, terminals Port
i)                  Technological Risks - Technology infrastructure, virus
j)                  Corporate Risk - Port Administration, Human Resources, image, social
responsibility, legal responsibility, culture
k)                Economic and Financial Risks
 
 
Valuation and Risk Priorities
 
To appreciate the risk matrix can be used below and the simulation methods and financial
valuation of risk in business (technical "Value-at-Risk").
 
Risk Matrix

  Occurrence
Category Unlikely Rara Occasional Likely Frequent
  Catastrophe M G G E E
Impact
Critical M M G G E

Remarkable R M M G G

Marginal R R M M G

Negligible R R R R M

(COSO, 2004)
 
E - Extreme Risk
G - Great Risk
M - Moderate Risk
R - Reduced Risk
 
 
 
 
Risk Management Instruments
 
a.Insurance
b.Emergency plans and security
c.Auditing systems, monitoring and control
sProtection and surveillance plans
e.Shares of investment and market risk
f.Financial instruments
g.Damage Control
h.Monitoring systems
i.Anticipating the strategies of others
j.Redundancies
k.                Long-term agreements
l.                   Plans, procedures, prevention, precaution
 
 
Risk Management System
 
Should there be a port in the risk manager that centralizes the monitoring of the overall
risk of the company, the implementation of risk policies and information.
Should be prepared a Manual of Procedures of Risk Management with the procedures and
information flows for risk management.
For each type of event potential risk of loss should define the strategies to be adopted:
 
a)                Ignoring the risk;
b)                Accept the risk;
c)                 Mitigate risk;
d)                Sharing risk;
e)                Transfer the risk.
 
 
COSO, 2004
 

Atlantic Gateway
 
Portugal's ports are getting behind in Spain, for lack of vision of the industry, that still did
not lead the change required for the upgrade of the national supply, as advocated models
of Bird and Rodrigue.
 
1. Comparison Portugal Spain
 
The comparative analysis of movement from ports in Portugal and Spain needs no words.
 
Source: Puertos del Estado, IPTM APs and national
 
We must also realize that the structure of the traffic, confirming the great weight of
containers (which dominates the general cargo) in the Spanish movement, which includes
containers Portuguese who seek the hub of the neighboring country.
 
 
Source: "El Vigia" APs and national
 
2. The Model B ird AnyPort and Rodrigue
 
The famous model J. Bird developed in 1963 and updated in 1980, provides that the
normal development of any port goes through three phases:
 
a)               Establishment - where the port and city are closely linked;
b)               Expansion - the appearance of bulk quay of industries in the city's perimeter;
c)                Specialization - emergence of container terminals away from the city and near the
sea, with larger funds and embankments, allowing the redevelopment of the riverside
areas of cities.
 
 
 
 
 
Source: Rodrigue and Notteboom
 
 
 
Source: Bird
 
 
In 2005, Theo Notteboom and Jean-Paul Rodrigue defended the existence of a fourth stage
in the life of any port regionalization.
 
At this stage there is the logistics integration with its hinterland and the abandonment of
the urban area, to allow creating major logistics hubs or gateways, often involving the
construction of new ports coming in deep water sites (for larger ships) uncongested and
embankments available.
Examples are the new port of Gioia Tauro in Italy, the port of Sete in France, the new port
at Le Havre in 2000, the case of Felixstowe / London in England, the new port outside of
Barcelona in Spain, the new sea port of Rotterdam and the new sea port of Zeebrugge.
 
The following table helps to understand each stage of evolution.
 
 
 
Source: Lopez and Rodrigue (adaptation of the author)
 
 
Spain has long been noticed and soon began to lead change, with results that are in view.
Dupli ca tion, expansion and modernization of ports.Growth. More business. Logistics
ca.Hu bs.And more and more containers.
Around here, have built new, modern container terminal in Setú bal and Sines, with space
for each of your market (short-sea and deep-sea), but the private sector, established and
settled, which prevents the change , making the ports faint slowly.
Who loses is the economy, whose companies have a hub in Portugal, with many direct
connections and competitive Megacarriers for the rest of the world with integrated logistic
chains, or a modern port at close range, with room and daily connections to Europe and
Africa and simplified customs procedures or even nonexistent, in the case of the EU.
We lack critical mass and that we have wasted.The problem seems to lie in the fact that
our ports were still in the prime iro level the following table and set of companies listed
there have no interest in changing anything.
 
 
Source: Notteboom and Rodrigue
 
3. Atlantic Gateway in Sines
 
Having already addressed the issue several times Setubal, I will focus this time the port of
Sines.
I have no doubt that the port of Sines has the potential to be the great Atlantic Gateway
Iberian peninsula and an exchange platform between rows of containers to various
destinations in the world, ie transhipment.Arran car is good.
The following chart applies tried ro model Rodrigue to the port system of the South,
Lisbon, Setubal and Sines.The circles represent the ports and surrounding areas, their
hinterlands. The future will be the last phase of regionalization, or iberizaçã o this case.
 
 
 
 
 
 
References:
 
Notteboom, TE and Rodrigue, J.-P., 2005, "Port regionalization: Towards a New Phase in
Port Development";
Bird, J., 1980, "Seaports and seaport terminals";
Lopez, CA, 2004, "Integration of Urban Espacios Port", Instituto Universitario de Estudios
Maritime;
 

Strategic Plan of the Port of Aveiro (APA document)

 
Being the subject of Article ports in SL (Second Life), I remembered the port of Aveiro
when the island was that the University of Aveiro has in this virtual world. In fact, one of
the AU parts of the island is already a small port of Aveiro with traditional boats. It is
worth visiting. Time to RL (Real Life).
The Port of Aveiro has five terminals for handling goods, namely the Liquid Bulk Terminal,
the Bulk Terminal, North Terminal - Multipurpose, Terminal Roro / Container Terminal
and the South - Multipurpose. It also has two specialized terminals in fishing, coastal and
Largo, as well as reservation of land for the extension port, a set of 190 hectares for port
activities, industrial and logistics.
The Port of Aveiro is served by a set of road access, with features of motorway, with great
fluidity and without crossing densely urbanized areas. Additionally, is developing the rail
link, which should be completed in 2009.
The maritime access allows entry of ships with 8 meters in width and 140 feet long. They
are developing studies to put the bar at -12.5 m.
In 2005, Texas has reached the 3.3 million tonnes handled in 2006 and 3.35, showing a
significant momentum, with an average annual growth of 4.1% in the last decade.
The potential of the port are: projects for the oil companies and biodiesel, the possibility of
setting up a free zone, the dry docks and Salamanca Guard, maritime transport and within
walking distance of the problems of congestion and expansion of other ports.
Vision 2015 aims for the Aveiro will be one of the most dynamic and competitive ports of
Atlantic coast of the Iberian Peninsula in the transport of medium and short distances,
with a broad center of logistics and industrial development.
The three main strategic objectives are: 1) extend the hinterland, 2) realize the potential of
reserve capacity and 3) improving the provision of port services.
 

Units Basic Port

 
Dr Joao Oliveira Martins, former director of APL, one day he wondered about what was
after all the theoretical basic unit to build a new modern container terminal.Although I
have seen several studies that question some thought simple impli cava and large capacity
simplifies tion and modeling.In the end he drew a possible ca basic unit for a container
terminal.The model was close as follows:
 
 
 
This image has a great importance because it constitutes in itself a model for building a
container terminal. This is a module with 300m x 300m, or 9 ha, with three frames of 100
000 TEU / year each, that enable an annual capacity of 300 thousand TEU. If we want to
create a terminal of 1.5 million TEU, simply put side by side 5 of these units, with 1.5 km of
quay and about 13 to 15 frames (with adaptation data model BCEOM).
Obviously this is a simplified view, but allows us to better understand the reality of this
business. The reality always depends on the size and number of ships to serve in the
capacity and speed of equipment, type of goods and movement mode, the system of
parking, the length of stay of the goods in the terminal velocity of the ordinances, the
information system terminal, the capacity of the pavement and silently accepted.
Based on this type of model that seemed important to try to understand what the basic
units for other types of terminals. Not be as easy as in the case of containers, since they are
much more heterogeneous. But the fact that I know in Lisbon and Setú bal, developed the
following unit, which may be of interest to readers. Others, aware of other realities, they
could model and disseminate their knowledge to all learn.
 
 
CEU = Car Equivalent Unit (10m2)
 

 
Haiti
The Importance of Ports
 
According to a comment I read on the Internet, the delay in the Obama administration to
turn its attention to the reopening of the port infrastructure in Port-au-Prince may have
cost the lives of many Haitians. I do not know if it was so, for I read news that very soon
the U.S. Navy began work to make one operational port, which was also affected by the
earthquake, with cracks in the pavement, falling cranes and containers for the water plan
and certainly no other damage that can be seen from the photos that became public.
In the early days following the tragedy, millions of homeless and injured waited for food,
shelter, aid, medicines and medical treatment. If some things for some people might arrive
by plane, to about two million people was only possible to arrive by ship. Bulk Food,
hospital ships, water, shelter, food containers arriving in larger quantities and more
quickly to as many people per vessel.
Photo1 Foto2
 
http://www.logcluster.org/ops/hti10a/pictures-from-the-port-au-prince-seaport
 
In the early days, the arrival of aid goods and sued to dropper by plane. Only on 21 January
1400 there were more planes waiting to wave to land at airports in Port-au-Prince and the
region, showing the inability of well-received by air disaster in general, not to mention the
small tonnage aircraft in terms of cargo that can transport and related costs.
In fact, in the event of a major earthquake in Portugal, with millions of homeless, as I
warned the expert Cptn. Antonio Varela, of little worth to guarantee the operability of
airfields in the early days. It also immediately ensure the operability of ports, docks and
loading their equipment from being near urban areas with large populations, seeking the
help of food, water and shelter from reaching all in large quantities and quickly.
After open and interested to quickly clear the roads linking the port and the densely
populated area or destination fields of people, in safety. Also interested disengage at least
one connection to neighborhoods that have not been affected or even Spain, to receive
support road simultaneously.
In fact, the ports have a vital role in case of humanitarian crisis in the region in which they
are built and should be considered as a priority in plans for emergency aid, should be
formed specialized teams reactivation, operation and connection to the region and must
be listed recovery equipment of various facilities and equipment that may be affected by
various types of possible disasters.
 
5.
Port Competition and Efficiency
 

Efficiency and Competitiveness of Ports

 
Vitor Caldeirinha 1
A
Director in the APSS, Port Authority of Setubal and Sesimbra, SA, Setú bal and Professor at
ISEG, School of Economics and Management, Lisbon,
Portuguese
vitorcaldeirinha@netvisao.pt
Foreword - The text reflects only the technical and personal opinion of the author and not
the official position or APSS ISEG.
 
Abstract
Characterization of different types of Iberian ports, positioning of Portuguese ports in
efficiency and constraints related to specialization, location and size. Approach on the
need for systematic study of port efficiency and performance, particularly the Portuguese
ports, comparing them with the Iberian ports and review of recent studies on the topic of
port efficiency and presentation of such studies on port efficiency. Conclusion on the need
to identify and publicly report on internet performance indicators and efficiency, and
customer satisfaction indices for each type of port services providing company, with the
aim of improving the competitiveness of ports.
 
1. 1          Introduction
Efficiency and competitiveness of ports is now a topic of choice for researchers and users
of ports. It is not enough ports in direct competition, it is necessary that information about
their service and their level of performance to be transparent. It is necessary that
managers have an easy, quick and clear from comparing the performance of its ports and
realize they must take measures to better monitor the remaining level of service and
delivery and the organization and administration of measures to improve efficiency,
technology and scale. In this paper we intend to show some innovative examples of
comparison of the Iberian ports, using the time to try to explain some of the differences
and show the advantages of a regular comparison, as well as some of the methods that are
currently used.
 
2. 2          Types of Ports Iberian
1.1 2.1      Model for the Iberian ports
To be able to modify and act upon the reality of our ports, allowing better reach the
objectives of enhancing the movement of cargo and ships, improving performance and
quality and enhancement of positive impacts on the economy, using the most effective
tools is must first understand this reality, trying to define an explanatory model, classify
the different types of ports and identify the characteristics of those we consider as a
reference for port development strategy.
From a large number of quantified information of various kinds on the ports of the Iberian
Peninsula, the years 2002 to 2006, and using a statistical factorial analysis, there were the
two most important factors that differentiate and classify the ports: the "size of the port
charges in low-value" and "size of the port charges in high-value" features of the ports
with which almost all the others have high correlation.
Thus, using variables such as operating the amount of bulk (cargo of low value) and the
amount of general cargo (load of greater value), we have classified ports and identified
themselves the following quadrants:
 
Analysis of the resulting framework of empirical data we constructed the following model
to allow the classification of Iberian ports, trying to define also the usual directions of the
development strategies of ports in each quadrant, which point towards the traditionally
increased load Containerized general and, additionally, the solid bulk cargo.
 
In fact, with the use of this model was able to classify and characterize the following types
of ports:
 
Locations or Niche Ports
Are most of the Iberian ports movements that have less than 6 million tons either in bulk
or in the general cargo and serving limited local markets, up to 100 km radius, or small
very specific market niches, such as the automotive industry, certain clusters of medium
and heavy industries are too close to major ports, which prevents them from developing.
Usually have higher prices per ton for loads almost captive because they have enough
critical mass to cover the investment minimums that need fixed. Betting terminals in
multipurpose inefficient and small specialized industrial terminals. The access by sea and
land are usually limited and subject to weak investments.
This port can be further divided into essentially bulk ports (above the diagonal line),
linked to local industries or general cargo ports (below the diagonal line) clusters linked
to local production or serving SMEs and secondary cities in hinterlands limited.
 
Energy and Ports Bulk Carriers
Are the major bulk ports Iberian movements that have more than 6 million tons in bulk,
liquid and / or solids, and serving areas of heavy industry, electricity production or major
refining and fuel tanquagem close up to 150 km, and are too close to large multi-regional
or regional ports, which prevents them from developing the general cargo.
Usually have very low prices per ton for loads of low value and high productivity,
possessing sufficient critical mass to cover the heavy fixed investments that require
terminals, dredging, protection, environment and safety. Betting terminals in highly
specialized, very efficient, and small business support to local populations, as
compensation. The access by sea and land are usually high level, allowing the entry of
larger ships in the world and are subject to heavy national investment and / or private.
 
Regional ports or Great Islands
They are important but multifaceted regional ports hinterland of small and limited
geographically or politically, movements that have around 6 million tons of both in bulk or
in cargo, and they serve important regions with a high activity and diversity of activities,
but limited up to 200/250 km, located on islands or in regions political / economic
isolation, almost as islands.
Practice usually low price per ton for loads of low and high value for the loads of higher
value, possessing sufficient critical mass to cover the investment in fixed carrying
terminals and dredging. Bet on some small specialized container terminals, agri-food, fuel,
inefficient industrial and leisure activities and cruises. The access by sea and land are
usually mid-level, allowing the entry of medium-sized ships and inland transport.
 
Ports Multiregion or Global
Major ports are multiregional or global multifaceted, the hinterland and foreland extended
beyond its borders, which are movements up 15.10 million tons or in bulk or in cargo, and
serving multiple activities, major population areas, logistics and various industrial that go
even beyond 500 km, and in major international gateway or global logistics. They may be
transhipment ports with global significance.
Usually have median prices per ton for all loads, having a critical mass to recoup the huge
investments that need fixed in the development and constant upgrading of infrastructures
and superstructures.
Are expanding constantly and essentially bet on many large and modern container
terminals specialist with vast number of walk very fast, but also betting terminals in agri-
food, fuel, industrial, highly efficient and complementary activities in leisure, cruises and
urban . The access by sea and land are usually affixed to a high level mutio, allowing the
entry of large modern ships intercontinental.
 
1.2 2.2      Detail by type of Ports
It is also important to check with detail, the quantitative characterization of four types of
ports, where we can see that the multi-regional ports have higher averages in nearly all
areas studied:
a) movement of containers;
b) movement of general cargo;
c) movement of bulk cargoes;
c) index of general cargo / bulk;
d) sales volume of the port authority;
d) access to funds;
e) volume of sales per ton.
 
Since the bulk ports are closer to the minimum these variables, except the amount of bulk
and funds that move in its sea approaches, variables that appear on averages.
The local ports or have niche values near the minimum in almost all variables, except the
volume of sales per ton, and harbors considered expensive. Regional ports and the island
remained at the average values in nearly all respects.
 
 
The following tables are indicative of the results of this analysis. At first, we check the
comparative position of Portuguese ports in the port medium panorama of the Iberian
Peninsula and is near the minimum in almost all aspects except price, where we stayed on
average. The exception is the port of Sines in bulk and access funds.
 
The local ports are characterized by staying on at the minimum, with the exception of
sales per ton, tonnage by not having to dilute fixed costs.
 
The bulk Iberian ports are only specialized in bulk, with the exception of Sines, with large
funds on access and reduced sales per ton (the bulk supports fewer charges per ton) also
stood out Sines.
 
The separation between ports and regional ports multi-regional and global is very clear in
this figure. However, Las Palmas is close to the multi-regional general cargo, while
approaching Bilbao regional ports in this regard.
 
3. 3          Port Efficiency
University studies that evaluate the efficiency of the ports are scarce and second Tujillo
Gonzalez (2007). The economic study of the ports began in the 60s and stayed up for
aspects of fee structure, capabilities and investments, followed by studies of the impact of
ports in economic activity.
The first port economics textbooks appeared in 1971, appearing on port productivity
studies and determinants, investment and planning, seeking to determine the optimal size
of infrastructure, using the theory of queues and dynamic programming.
Other aspects that generated interest were the privatization of ports, the promotion of
competitiveness and the criteria for selection of ports. The estimated costs, economies of
scale and determinants of costs have also been studied by several authors.
The first studies on port efficiency only emerged in the '90s, modestly. Recently, the
efficiency and productivity have been major themes of researchers port, since great
changes have occurred with the expansion and deepening of ports, with improved
technology, organizational change and privatization and specialization of inputs and
terminals, with impacts efficiency and productivity.
According to Gonzalez, and Tujillo (2007), studies on port efficiency can be classified into
three major groups: The first includes studies or one-dimensional partial indicators of
productivity of the port system. The second group includes studies that have only one
vision of the engineering side, using simulations and the theory of queues. The third group,
the most recent estimate covers the technological frontier production using multivariate
approaches in the inputs and outputs and aims to support the political and economic
decision port.
The literature on the subject appeared in 1982, whereas productivity should be measured
only in port, due to the difficulty of comparison, given the differences between ports. Later
indicators were used in comparing ports and in promoting competitiveness. The measure
of productivity was identified as relevant to that port operators and port authorities could
place his commercial port and analyzing the effect of their actions and reforms
implemented.
The disadvantage of one-dimensional view in ports, in which only compares a variable
input, with a variable output, does not extend to the special nature multidimensional and
multivariable ports, which handle various types of cargo as have several inputs and output
related with manpower, capital, land.
This problem was only resolved through analysis of TFP (total factor produtivity), which is
an index reflecting the overall contribution of all factors relevant input and all outputs.
The first application of this methodology allowed us to check the expansion of the TFP of
the port of Ashdod (Israel) due to technological factors and economies of scale.
In 90 years, the application of new methodologies for measuring efficiency were
introduced in the ports, but there was a huge discussion about which method best
describes the complex reality of the ports. The studies have focused on the relationship
between performance and: reforms in the ports, the ownership of ports, the size,
transhipment, investment, the hub ports ", time, location and level of service, among
other . On the other hand, several studies have shown that benchmarking is the best form
of market regulation port.
Although they often confuse the concepts of efficiency and productivity, there are similar
concepts. Often the changes are due in large measure to changes in another, which can
lead to confuse the two.
Productivity is simply a relationship or ratio between output and input (Output / Input).
The "Total Factor Produtivity" This will provide the relationship or ratio between the role
and function of inputs outputs, so multidimensional. Since the efficiency is related to the
comparison between the values of output and input values and the optimum point on the
border on the production, which maximizes the ratio output / input ports of a sample. Do
not you understand what it is, but what should be compared to the other ports of a sample.
The following graph of Tujillo and Gonzalez (2007), clarifies the difference between
Productivity and Efficiency.
- Productivity - Lines Pt and Pt +1 ports together with the same ratio of productivity
(outputs: y / inputs: x) at different scales of production y.
- Efficiency - The lines f (x, t +1) and f (x, t) are the technological frontiers of production or
maximum productivity possible with certain technology, certain empirically in a large
sample of ports on different dates. For example, comparing the values of (x y) of port A,
with the closest point on the border line of f (x, t) gives an indicator of relative efficiency
compared to best practice sample ports.
 
 
One method for analyzing the relative efficiency is DEA - Data Envelopment Analysis -
occasionally called frontier analysis, which was first used in 1978. This is a performance
measurement technique that can be easily used to evaluate the relative efficiency of DMU -
"decision-making units" of organizations such as banks, hospitals and departments.The
advantage of DEA is to allow multivariate analysis of inputs and outputs, whether these
translated in monetary form or not.
For example, it is noted that an analysis performed by the author to major container
terminals located in 22 European ports, with data from Drewry Shipping Consultants
(2000), we observed that there is a strong correlation between the performance of
terminals, measured volume of TEUs, and allocations of resources to heavy infrastructure
and equipment used, including the terminal area, length and number of quay gantry quay.
Using the method of nonlinear DEA to assess the relative efficiency of each terminal in the
use of its resources and infrastructure equipment, appealed to the resource input
variables: the size of the slope, size and number of piers gantry quay, and the output
variable of the annual TEU, with the following result:
 
 
It appears that the major transhipment terminals are the most efficient use of resources,
which can be explained by the nature and combination of this traffic more efficiently
between mother ships and feeder vessels, without the container leaves the terminal.
Algeciras and Gioia Tauro were ranked first in this sample, showing that the terminals in
other ports have much to do to have a better use of resources available to them.
Moreover, we observed no correlation between the performance indicator (TEUs) at the
depth of the slope of the terminal (area of the slope / length of quay), or with the average
distance between gantry quay (wharf length / number of gateways).
The values were as follows:
  TEU/m2 of TEU / ml TEU / Distance Depth of
embankmen Dock portico Between embankment
t Gantry
Cranes
Average 1,3 441 67.000 170 403
More Efficient 3,76 1766 152.000 Article 86 496
Less Efficient 0,10 81 15.000 781 183

In another analysis of DEA efficiency, the authorities held by the author of Spanish ports
was used as input variable monetary resources expended by the authorities in their work
(and costs) and output variables as the income accruing to, as well as movements achieved
in 2005 Roro cargo segments, Fractional, Containerized, bulk solids and liquid bulk.
 
This indicator allows DEA to understand what the port authorities that are best to manage
their resources and achieve greater results for every euro spent in a multivariate analysis
of the performance component of monetary income and the trade component in volume of
cargo handled by segment.
The Port Authority of Algeciras, Ferrol, Cartagena, Balearic Islands, Valencia and Aviles,
are those that maximize results for every euro spent, so the most efficient. The remaining
aspects will be the best in terms of containing costs and maximizing profits and business
performance to be more efficient.
This type of analysis is very important to compare features and results diferences between
economic units DMU, allowing makers to understand what they can do to keep up with
competitors or to improve the overall efficiency of a DMU.
There is no doubt that it is important to compare the efficiency and performance in a
systematic way, either from terminals or ports, and port authorities, but also all other
service providers in ports.
The measure of performance can be further detailed by type of service and cargo segment
may be identified several types of indicators that best suit the specific needs of the main
types of port users. And this issue is crucial because the comparison is a factor in
increasing the competitiveness of ports, with economic benefits for the economy.
 
4. 4          Conclusions
In conclusion, it appears that the Iberian ports can be classified and characterized
according to the model of five quadrants that intersect and relate to their size in terms of
general cargo and in terms of bulk cargo moved, what is important to understand many of
the differences in performance characteristics and cost of infrastructure and services.
To develop this model, it was essential to make a comparison of multivariable Iberian
ports, an analysis that is still not easy to find if we want to evaluate Spanish and
Portuguese ports, and yet this kind of comparison seems to be very important to increase
competition a healthy way and promote the competitiveness of all, with effects on the
economy.
The academic world is finding new ways to measure and compare the efficiency of ports in
general and multivariable, making it accessible to all that kind of comparison, and
becoming an instrument of choice by clients or ports management ports and terminals, by
their administrators.
Still conclude with the observation on the need for independent bodies at national, Iberian
and international, to identify and publicly disclose on the Internet on a regular and
objective indicators of performance, efficiency, productivity, prices, costs and outcomes, as
well as indices of customer satisfaction for each service type and port service provider
company, with the aim of improving the competitiveness of ports.
 
 
 
5. 5          References
Chang YT, Lee and Paul TW (2007), "Overview of Interport competition: Issues and
methods", Journal of International Trade and logistics, 1999, Volume 5, Number 1, June
2007, pp.99 ~ 121;
Cheon, S. (2007), "Evaluating Impacts of Institutional Reforms on Port Efficiency Changes
malquimist Productivity Index for World Container Ports," Post Doctoral research,
University of California, Berkeley;
Culinnane, K., et al. (2005), "The Application of Mathematical Programming Approaches to
Estimating Container Port Production Efficiency," Journal of Productivity Analysis, 24, 73-
92, 2005;
Díaz-Herná ndez, JL, et al. (2007), "Productivity in Cargo Handling in Spanish Ports During
a Period of Regulatory Reforms," Netw Spat Econ (2008) 8:287-295;
Drewry Shipping Consultants (2000), "Mediterranean Container Ports. and Shipping;
Estache, A., et al. (2005), "Infrastructure Performance and Reform in Developing and
Transition Economies: Evidence from a Survey of Productivity Measures", World Bank
Policy Research Working Paper 3514, February 2005;
Gonzalez, MM, and Trujillo, L, (2007), "Efficiency Measurement in the Port Industry: a
Survey of Empirical Evidence", City University, London;
Lee, HS et al. (2005), "Evaluating Efficiency in Asia pacific Port Region With Recursive Data
Envelopment Analysis", Journal of the Eastern Asia Society for Transportation Studies, Vol
6, pp. 544-559, 2005;
Liu, BL, et al. (2005), "Efficiency Analysis of Container Terminals in China: an Application
of DEA Approach", Institute of Transportation Economics, Nankai University, Tianjin,
China;
Ng, Ada Suk and Lee, Chee xui, (2006), "Port Productivity analysis by using DEA: A case
study in Malaysia", Institute of Transport and Logistics Studies, The Australian Key Centre
in Transport Management, The University of Sydney, Australia;
Park, RK, De, P., (2004), "An Alternative Approach to Efficiency Measurement of Seaports,"
Maritime Economics & Logistics, 2004, 6 (53-69);
Song, DW, and Yeo, KT (2004), "A Competitive Analysis of Chinese Container Ports Using
the Analytic Hierarchy Process," Maritime Economics & Logistics, 2004, 6 (34-52);
Tongzon, Jose, and Heng Wu, (2003), "Port privatization, efficiency and competitiveness:
Some empirical evidence" from container ports (terminals), "Transportation Research
Part A 39 (2005) 405-424;
Trujillo, L. and Tovar, B., (2007) "The European Port Industry: An Analysis of ITS
Economic Efficiency," Maritime Economics & Logistics, 2007, 9 (148-171);
WANG, TF, and Cillinane, K., (2006), "The Efficiency of European Container Terminals and
Implications for Supply Chain Management", Maritime Economics & Logistics, 2006, 8,
(82-99);
Yeo, GT, and Song, DW (2006), "An application of the hierarchical fuzzy process to
container port competition: Policy and Strategic Implications", Transportation (2006) 33:
409-422;

Coopetition Competitiveness among Major Ports = = richest

 
Autonomy implies greater proximity of the port's manager and managed the
economic purpose of the port, which leads to greater attention and commitment and
increased competitiveness, resulting in greater efficiency to compete or at least less
cost to the customer.
 
 
After several years working in various ports and study them, I have no doubt that it is
essential to competition between ports and between port terminals, which are viable, to
enhance competitiveness to the port system, seeking to maximize benefits for customers,
ie for the economy.
The ports are the main objectives is to ensure the interface between land and sea links and
be efficient and responsive supply chains that serve the regions of the hinterland. Ports
are essential to the competitiveness of their own regions and countries.
However, that role can not be fulfilled without the ports are competitive, ie without the
efficient and effective without offering a quality / price ratio appropriate to the needs of
its major customers.
That is, the ports should strive to have high levels of relative efficiency when compared
with other ports, and minimize costs and maximize the quality of their services and should
have the services that the region needs, and that its industries and importers are willing to
pay the best price. Without competitive ports, regions are not competitive and not be able
to compete with other regions in order to have higher GDP and higher standards of living.
In summary, the ports must constantly strive for cost reduction, reflecting this in lower
prices to its customers, and increase the quality of its services, investing and improving
their performance and productivity.
 
The competitiveness of ports can only be achieved with greater exposure to these markets,
whenever possible, and with high levels of collaboration in areas where there are common
interests or national interests. Thus, the competitiveness of ports can only be achieved
with greater coopetition between ports.
Coopetition or "Co-opetition" is a neologism coined to describe cooperative competition.
Coopetition occurs when competitors work together on the market in parts of its business,
in which they perceive they have no competitive advantage, thus sharing common costs.
For example, cooperation between Toyota and Peugeot in shared components to a new
city car in 2005. In this case, companies could save money on shared costs, remaining
fiercely competitive in other areas. In coopetition, companies must define very clearly
which areas work together and where they compete.
In areas that ports must compete and in which areas should cooperate ports?
No doubt the competition is held in business, cargo, between the public and leased
terminals, and there should be competition between ports by public and private
investment, seeking to exploit its advantages to the investors and political power, which
plans and decide the national level.
The business strategies of ports should be different and uncoordinated, the same should
happen with the rates of the ports, with the commercial work of each port and the
dissemination activities at national level.
Still, the cooperation can and should be encouraged between ports on the national and
regional level, particularly in dissemination activities abroad, external partnerships, in
information systems, management of human and material resources, legislation and
regulations, harmonization procedures, safety and protection, exchange of expertise,
lobbying of common interest, accessibility and logistics platforms and research and
development.
Power would advocate a greater integration between ports in some countries, for they are
many small ports on the coast. Looking at the examples of Belgium and the Netherlands,
who have the most efficient port system in the world, with ports such as Rotterdam and
Antwerp, it appears that the ports are very short distances, all competing for the same
hinterland, but each with its identity, its viability, its own characteristics, its port
community, their trade policies, all in all loads, competing and specializing in certain
market segments where posssuem comparative competitive advantages.
For example Zeebrugge is 75 km from Antwerp, Ghent is 48 km from Zeebrugge and
Antwerp 40. The port of Ostend is 20 km from Zeebrugge, Rotterdam is 63 km from
Amsterdam, Rotterdam is 70 km from Antwerp, Bremen, Hamburg is 85Km, Tonning is
100km from Hamburg and Bremen 85Km, Wilhelms is 30 km Bremen. The port of Huelva
is 85Km and 86 Km from Seville to Cadiz, Cadiz is 90km from Algeciras, Marin is 18 km
from Vigo Coruna and is 18 km from Ferrol.
As for size, it may be said that some ports are too small or that together they could have
economies of scale. The issue is that the autonomous management of ports should not be
done taking into account its size, but its own identity, different location, different port
community and viability per se, and even with the integration of ports there would always
be a split due to autonomous management of port terminals leased, and the economies of
scale in the port authority can be achieved only with the use of coopetition in areas where
this is possible, it is not necessary for full integration.
The advantages of independent management relate to the proximity and competition. For
those who manage more than one port, it is very difficult to monitor everything that
becomes more distant. On the other hand, if a new port in growth can and should be more
competitive than others, working with reduced costs, with positive impacts for the
economy and the region, why should it be damaged by historical costs of another port by a
common management requiring, for example, to equalize the rates and prices the highest,
winning and losing competitiveness vices?
The problems of integration of ports relate to the reduction of competition and the
elimination of the efforts of those who can do the same with lower costs, better serving the
regions and extending their hinterlands. The problem is the difficulty that the ports with
more weight on historical costs have to be competitive, to reduce costs, have innovative
solutions in more low-cost. The problem is only when one can improve their services
based on heavy investments are not viable, only enabled if there is no competitive bidding.
Competition is fundamental to the ports and has been advocated by the European Union
with its various packages of measures aimed at transparency and efficiency of ports,
bringing them closer to the market where possible, particularly in concessions in order to
periodically take the port scanning each terminal to the market to see if there are other
companies doing the same port service with lower costs, lower prices and higher quality,
the call for market competition.
Another reason mentioned for integration is the need to specialize the ports. I have said
several times that it makes no sense to specialization of ports administratively, since this
amounts to saying that the ports need not be efficient nor cheap, as there should be
competition. The specialization of ports there and has been held in a natural way through
the competition of ports for cargo, for public and private investment by choosing the
markets. The best, most effective is staying with the markets.
Today, the specialization of cargo is not performed in large units: Port x car moves, the
port handles containers y, z moving bulk cargo port. All ports handle all types of packing of
cargo: bulk, general cargo, containers, vehicles. But specialization is now done by markets
and market segments: the port moves more than x light cars, containers for Africa and
general cargo and bulk cement anchors, the port handles more containers in the y market
and deep-sea transhipment bulk and more energy, the port handles more containers z
short-sea and more bulk agri-food products. To say that a port can not move containers is
to end the competition, raise prices in the ports and create "fat" that remove unnecessary
competitiveness of regions and the country.
But public investment in new infrastructure, this one should take into consideration the
existing expertise in each port, and its competitive advantages and disadvantages, and
national policy, which can lead to, for example, encourage the transfer of certain charges
between ports on grounds of national, regional or local level.
 
Several international studies point to the autonomy of ports as a viable factor in improving
their performance, and the greater the aggregation of multiple ports under a single
authority, the less appetite for competition and the greater the tendency toward
monopoly, for price increases and the 'administrative fats "that translate into costs to the
economy and the regions.
Autonomy implies greater proximity of the port's manager and managed the economic
purpose of the port, which leads to greater attention and commitment and increased
competitiveness, resulting in greater efficiency to compete or at least less cost to the
customer.
Several studies have reported competition between ports and between terminals as
critical to the port efficiency and price more suitable for customers. Some authors report
that the importance of duplication of infrastructure in the short term to enhance
competition and efficiency in order to keep prices down to the final customer.
Goss (1990) states that the competition can lead to increased efficiency but also can lead
to excess investment in capacity of the port infrastructure, because different ports may
invest in the kind of competing infrastructures. However, excess port capacity is
fundamental for ensuring competition between ports, improving performance from the
viewpoint of the customer.
H. Turner et al. (2004), Ng and Lee (2007), Herrera and Pang (2006), suggests that
although it is important to maximize the output over the input, in terms of ports, it
appears that when the occupancy rate of infrastructure port structures exceeds certain
levels, increase costs to the waits for ships and cargoes.
Already a situation where competition is encouraged, in case of saturation, port
authorities are obliged to increase the supply in advance to ensure service quality and
maintain / increase their market shares, therefore limiting the levels of efficiency used its
resources, which, although it could be negative for the ports as a whole, from the
standpoint of the economy in general is very positive because it reduces the inefficiencies
that cause the transport system and its clients.
 

Ports in Proximity
 
One of the major themes of recent research in the port area has been the question of
competition and cooperation between ports in close proximity.
This question is more for two reasons:
1)               Due to the improvement of road connections to the hinterlands of the ports, in the
areas of transport infrastructure and areas of logistics, transportation, organization and
logistics information system, widening them and superimposing them so that the
importers and exporters passed in a few years to have options to choose from as they had
never had, laying the fierce competition with ports in advantages for the market.This
despite being a very distorted competition in Europe because of strong support from
states and EU investment.
2)               Due to the increasing need for collaboration between nearby ports in order to
obtain benefits, investments, infrastructure for their common regions, in order to
standardize procedures, information systems, saving investments in joint projects of
different nature and to compete with other regions port, creating clusters of marketing by
joining forces.
The most recent example of these concerns has been expressed in 300 pages of new book
by Theo Notteboom, César Ducruet and Peter Langer, "Ports in Proximity - Competition
Among Adjacent Coordenation and Seaports", which examines, through texts of various
authors, some worldwide issues facing the nearby ports and the various forms that have
been used to solve them.
Caballini, Carpaneto and Parola, the purpose of Italian ports and Langen and Nijdam, on
the case of Copenhagen and Malmo, classify the main forms of coordination between
nearby ports:
a)               Without any kind of cooperation (the vast majority of world ports);
b)               Cooperation in individual projects or functions such as environment, safety,
marketing and infrastructure (San Pedro Bay Ports, Algeciras / Tangier Med, Ligurian
Ports, NYNJ PA and multimodal connections in Albany, New Orleans and the Lower
Mississippi Ports Marketing, Shanghai and Yangtze Ports, Port of Stockholm, Sodertalje
and Malarhamnar);
c)                Autonomous body of the port authorities in charge of specific functions limited in
order to obtain public financing, marketing, research studies, development of common
infrastructure and logistics (Flemish Ports Commission, Malta Maritime Authority,
BremenPorts, Campania Ports);
d)               Extending the jurisdiction of the Port Authority of smaller ports by integrating
total (Civitavecchia PA, Valenciaport);
e)               Joining the Port Authority in full integration with business objectives (PA of
NewYork / New Jersey, Vancouver Fraser PA, Copenhagen and Malmo PA CMP - by
agreement between the municipalities):
f)                  Port Authorities National / Regional (PA South Africa, Indian Ports Corporation,
Queensland Port Corporation, several countries of North Africa)
 
The case of CMP (Copenhagen and Malmö Port) does not appear, according to Langen, it
can take to other ports in the same way, since both are small ports are "service ports" and
not "landlord ports", a port has expansion opportunities and the other has limited the
expansion and creation of the Oresund Bridge has created unique opportunities for
integration with benefits for both cities and countries, recognized by the two ports.
It concludes that there must be a strong economic reason for business cooperation
between ports, which enjoys the agreement of the parties and the ports should strive to
integrate with a clear strategy and well defined single.
Already Frémont and Lavaud, point to the advantages of autonomy in the case of the ports
of Dunkirk, which is close to two ports selected by the oligopoly of the two major global
players in container, Antwerp and Rotterdam, may be an option for independent
operators and competitors not take place in those ports, seizing the opportunity to
increase choice for customers and market competition.
Caballini et al. reported that the Ligurian Ports, who never cooperated, now have the
region to promote their collaboration in the creation of master plans and projects of
common access and common infrastructure inland to obtain financing, and this
cooperation in order to create an agency regional in scope. However, they argue that
greater integration of ports would be opposed by port authorities, it is preferable to adopt
an ad hoc body to lobby the government funding, coordinate the plan of port
infrastructure in ports with public money (in this case would have to take special care
with regard to antitrust laws) and strengthening the powers of port authorities in national
legislation.
Slack et al. compare the evolution of decentralization in the governance of Canadian and
French ports in recent years, providing more autonomy to ports in both cases and trying
to approach them with their local communities and regional authorities and conclude that
the various ports, may not release mechanisms for ensure free competition between these
ports, while ports in open competition can not do without some form of collaboration with
ports in their vicinity. The question is at what level each function of the ports must be
managed: the planning of public investment in port infrastructure and access to the
hinterland should be a regional or state level? The commercial management of the
terminals must be at the dealers? The management of areas, concessions and the
commercial development of the port at the level of autonomous port authorities?
Different authors realize that there are no "correct models" applicable to all situations.
Although it is common for ports in different countries the growing need for collaboration
in various capacities on issues of common interest in national or regional strategic issues.
A point of interest is the fact that mostly the authors realize the benefits in the
management autonomy of port authorities in certain functions of proximity to local
communities and the port terminals, and the promotion of free competition between ports
and between terminals. This, despite several private companies managing leased
terminals have more forms of business collaboration or connection with other terminals of
the same port or ports nearby, which must be counterbalanced by the port authorities to
limit independent policies of these companies oligopolistic negative customers and for
regions and countries.

Measuring Efficiency in Ports

Point Location Study
 
 
University studies that evaluate the efficiency of the ports are scarce and second Tujillo
Gonzalez, 2008. It was based on a Spanish text of these researchers at the University of Las
Palmas, among others, who drafted the text of this month on port efficiency. The literature
review in ports is also scarce and will have started by Estache et al., 2002, Cullinane, 2002
and Wang et al., 2005.
The economic study of the ports began in the 60s and stayed up for aspects of fee
structure, capabilities and investments (Goss, 1967 and Heggie, 1974), followed by studies
of the impact of ports in economic activity (Waters, 1977 and Chang, 1978).
The first textbook economics port then appeared (Peston and Rees, 1971, Bennathan and
Waters, 1979, Jansson and Shneerson, 1982), emerging studies on port productivity and
determinants (Suykens, 1982, De Monie, 1987, Dowd and Leschine , 1989, Tongzon, 1993
and 1995, Talley 1994, Sachish, 1996, Robinson and Everett, 1997, Fourgeaud, 2000) on
investments (Shneerson, 1981) and planning (Bobrovitch, 1982, Shneerson, 1983,
Goodman, 1984) , seeking to determine the optimal size of infrastructure, using the theory
of queues and dynamic programming.
Other aspects that generated interest were the privatization of ports (Fernandez et al.,
1999, and Tujillo Nommbela, 2000), promoting competitiveness (Heaver, 1995) and the
criteria for selection of ports (Slack, 1985, Malchow and Kanafani, 2001). The estimated
costs, economies of scale and determinants of costs were also studied (Reker et al., 1990,
Martinez-Dudria, 1996 and 1998, Jara-Diaz et al., 1997 and 2005).
The first studies on port efficiency only emerged in the '90s, modestly. Recently, the
efficiency and productivity have been major themes of researchers port, since great
changes have occurred with the expansion and deepening of ports, with improved
technology, organizational change and privatization and specialization of inputs and
terminals, with impacts efficiency and productivity.
According to Gonzalez, and Tujillo, 2008, studies on port efficiency can be classified into
three major groups: The first includes studies or one-dimensional partial indicators of
productivity of the port system. The second group includes studies that have only one
vision of the engineering side, using simulations and the theory of queues. The third group,
the most recent estimate covers the technological frontier production using multivariate
approaches in the inputs and outputs and aims to support the political and economic
decision port.
The literature on the subject appeared in 1982, Suykens, who considered that productivity
should be measured only in port, due to the difficulty of comparison given the differences
between ports. Later, the indicators were used to compare Suykens ports (Talley, 1994,
Tongzon, 1995) and in promoting competitiveness. The measure of productivity was
identified as relevant to that port operators and port authorities could place his
commercial port and analyzing the effect of their actions and reforms implemented.
The disadvantage of one-dimensional view in ports, in which only compares a variable
input with a variable output, does not extend to the special nature multidimensional and
multivariable ports, which handle various types of cargo as have several inputs and output
related manpower, capital, land, etc..
This problem was only resolved through analysis of TFP (total factor produtivity), which is
an index reflecting the overall contribution of all factors relevant input and all outputs.
The first application of this methodology was Sachish and Kim, 1986, found that the TFP
growth of the port of Ashdod (Israel) due to technological factors and economies of scale.
In 1998, Martinez-Budria, attributed the growth of TFP Spanish stevedoring companies to
change the technical-organizational and cost savings with increased production. More
recently, several authors have decomposed the change in TFP on several factors (Martin,
2002, Diaz, 2003 Estache et al., 2004).
In 1996, Stachish concluded that the main factors affecting the productivity of ports in
Israel were the levels of activity and capital investment. De Neufville and Tsunokawa,
1981, concluded that the productivity of ports increases with the size and that there are
significant economies of scale, which led to the recommendation to invest more in large
ports and be cautious in small ports.
In 90 years the application of new methodologies for measuring efficiency were
introduced in the ports, but there was a huge discussion about which method best defined
the complex reality of the ports. The studies have focused on the relationship between
efficiency and reforms in ports, property and the efficiency of ports, efficiency and size,
efficiency and transhipment, efficiency and investment, efficiency and hub ports
"(Noteboom et al., 2000) and the time and efficiency (Cullinane et al., 2004).
In 2004 Estache et al. Decompose the TFP into technical change, scale changes and
changes in efficiency. In 2000, Van den Broeck has shown that the efficiency of ports
increases with the increasing competition and decentralization of port authorities, which
was confirmed by Estache et al. In 2002 and 2004. Several studies have shown that
benchmarking is the best form of market regulation port (Tongzon, 2001, Estache et al.,
2002.
Although they often confuse the concepts of efficiency and productivity, there are similar
concepts. Often the change in productivity is due largely to changes in efficiency, which
can lead to confuse the two.
Productivity is simply a relationship or ratio between output and input (Output / Input).
Total Factor Produtivity will thus be the relationship or ratio between the role and
function of inputs outputs, so multidimensional. Since the efficiency is related to the
comparison between the values of output and input values and the optimum point on the
border on the production that maximizes the ratio output / input ports of a sample.
The following graph of Tujillo and Gonzalez, 2008, clarifies the difference between
Productivity and Efficiency.
Productivity - Lines Pt and Pt +1 ports together with the same ratio of productivity
(outputs: y / inputs: x) at different scales of production y.
Efficiency - The lines f (x, t +1) and f (x, t) are the technological frontiers of production or
maximum productivity possible with certain technology, certain empirically in a large
sample of ports on different dates. For example, comparing the values of (yx) The port,
with the border line of f (x, t) gives an indicator of relative efficiency compared to best
practice sample ports.
 

Production Function of Container Terminals

 
To study the function of production of container terminals, data was gathered from a
sample port of a study by Drewry Shipping Consultants.
The sample comprised 23 container terminals, having been obtained values for four
variables: output of the handling of containers in TEU and inputs: number of linear meters
of berths, number of square feet of embankment and the number of quay gantry cranes,
taking into account that we are dealing with a population mean and variance unknown.
It is also split the sample into small terminals with a movement of containers less than 300
thousand TEU per year, a total of 12 sample, and more than 300,000 containers, a total of
11 observations. This subdivision was designed to compare the results of each sample and
to analyze the influence of the size of the terminal in the other variables.
The issues that arose were:
a)               What will be the confidence interval 95% to the productivity of quay gantry
cranes?
b)               You could say that every Porch Piers has a maximum of 150 meters of quay
allocated?
c)                Where there is a greater productivity per Portico Pier at the terminals in small or
large?
d)               The variance of the productivity of quay gantry is greater in large than in small
terminals?
e)               What is the production function of container terminals?
 
a) What is the confidence interval 95% to the productivity of quay gantry cranes?
Using the Student-t distribution and knowing that the annual average of 52,333 TEUs
sample is by porch piers and standard deviation of the corrected sample of 34,536 TEU,
we have a confidence interval of 95% between 37,398 and 67,269 TEU to average
productivity gateways.
 
b)                        You could say that every Porch Piers has a maximum of 150 meters of quay
allocated?
We made a test with the sample H0: the population mean μ = 150 meters of quay by
portico with unknown variance, against H1: μ> 150, or, if the average should be equal to or
greater than 150 meters.
Thus, for a sample mean of the number of meters of quay gantry by 167 meters, using a t-
student with 5% significance, we found that we can not accept that on average each
portico has 150 meters of quay, or less .
 
c)                    Where there is a greater productivity per Portico Pier at the terminals in small or
large?
We can solve this issue with the use of a range of 95% for the difference between the
yields of samples from large terminals and smaller terminals.
So we used a t-student to analyze the difference of the averages of the samples with 12
observations for 11 terminals and small to large, and the annual average of 44,500 TEUs
per terminal in the small porch and 87,857 TEUs in the big terminals.
It was found that the confidence interval of the mean variation is always negative, ie, one
can say with 95% confidence that the annual average productivity per gantry outweigh
the terminals with a movement of more than 300,000 TEU.
 
d)                        The variance of the productivity of quay gantry is greater in large than in small
terminals?
This is important to realize that with larger terminal, we can be sure of achieving higher
yields, close to the average population, or whether the uncertainty is higher than the
uncertainty of the terminals with smaller dimensions.
Thus, the testing was done on the productivity of quay gantry, with H0: variance =
variance of the large terminals of small terminals, against H1: variance of great Terminal>
variance of small terminals.
Resorting to the F-Snedecor distribution, we found that the variance of the productivity of
container terminals by terminals is higher in the portico above 300 thousand TEU per year
for a 5% significance, which results in an increased risk for productivity the large
terminals.
 
e)                    What is the production function of container terminals?
It is accepted generally, in academic studies on the ports that the production of a port
terminal is a function of its productive factors:
i) the number of frames of a pier is generally used as instrumental variable for the input
work, being proportional to the number of longshoremen;
ii) The number of linear meters of wharf is an instrumental variable used for the
production factor capital, being the major consumer of investment in ports;
iii) The number of square meters of the slope of the terminal is used as an instrumental
variable used for the production factor land.
It was then test this hypothesis explaining the performance of terminals based on the
inputs and using these instrumental variables to this sample, so as to determine the most
appropriate parameters and variables from the regression of the production function of
the movement of terminals containers, using an adaptation of the Cobb-Douglas model
simple, and adding the factor of production land.
 
Q = a1 * a2 * K ^ L ^ ^ T * a3 a4
With the inputs
Q = annual movement of the terminal in TEUs
Factor K = Capital
L = Labour factor
Factor T = Earth
 
Linearizing we have:
ln (Q) = b1 + b2 * ln (K) + b3 * ln (L) + b4 * ln (T)
 
Performed regression, we obtained a p-value of 61% for the length of the pier, which
shows that there is an explanatory variable with significance and a p-value of 6.4% for the
variable area of the embankment but with an opposite sign of the coefficient than would
be natural, so these two variables were eliminated from the model.
Performed further regression, we obtained reasonable values of significance, and
coefficients and ^ 9.83 for the term independent, or technology factor, and 1.72 for the
elasticity of labor, represented by the instrumental variable number of quay gantry . That
is, when increasing the number of gateways in 10%, you get an increase of 17.2% in TEU
movement, the result of greater productivity with the scale.
 
It was established so the production function of the port terminals based on the sample of
23 observations:
  Annual Movement in TEU = 18,565 * (no. of frames) ^ 1.72
 
This function can be used for planning and operating container terminals in order to
assess the amount of minimum inputs required to serve certain traffic expected.
 
Model is shown explaining the real movement, as can be seen from the chart below:
 
 

Port Efficiency - The most recent studies

 
Continuing the work started some time in the area of port efficiency, we must now
examine more recent literature, in chronological order, on the topic, before delving into
this type of analysis if new concrete.
Estache, Gonzalez and Trujillo in 2001, there efficiency gains to the port reforms in Mexico
using the methodology of the production frontier, and demonstrated the occurrence of
gains of 6 to 8% in the efficient use of port infrastructure by granting Operation of
terminals.
In 2002, Tongzon, studied the determinants of port performance and choice of ports,
noting that port efficiency is the most important factor in choosing a port, and also
addressed other factors such as the equipment, the frequency of ships, infrastructure,
location, prices, information systems and productivity indicators, such as transit time and
waiting time for ships in port. Later the same year he studied the accessibility of the port
as a determinant as well as the requirements to be a hub port.
Also in 2002, Sanchez Millan and examined the relationship between increased
government regulation in the ports and increased port costs, with the Spanish example
and Haralambides, 2002, states that the excess capacity of ports is a very important factor
for competition and the lowering of prices, so it is not usually of interest of Member
In 2003. Veldmen Buckmann and sought to explain the market shares of the ports of
northern Europe, using factors such as frequency, time of transit of vessels and freight
rates, terminal and ground transportation.
In 2003, Barros, Wingmans, Turner, Windle and Dresner studied the relative efficiency of
sample ports and terminals, the first chosen to study the Portuguese port authorities, the
second looked at the container terminals, including on issues such as location analysis
prices and accessibility. Note that Barros concluded that the governance of ports with
transparency, control and incentives for efficiency usually lead to more efficiency in
operational activities.
Since the last three studied productivity in North American container terminals, and has
used a methodology that is to try to assess the determinants of port efficiency on the ports
measure by the DEA. We evaluated the size of the port and terminal, accessibility land and
sea, the vessels, the days of strike, the type of shipping services and port facilities.
In 2003, Marlow and Paixã o performed a review of the literature on the topic of port
performance, addressing the importance of determinants such as the time at ports,
investments, conditions of the piers and the cost of manpower and as agility and supply
chain, among other variables.
In 2003, Sanchez et al. Studied the determinants of the cost of shipping, with emphasis on
port efficiency in a sample of ports in Latin America. That same year, Diaz Tovar and use a
multivariate model in Spain in support of tariff regulation in the ports.
In 2004, Barros and Athanassiou applied the DEA (data envelopment analysis) to measure
comparative efficiency of Portuguese and Greek ports, based on the performance of port
administrations and Rios et al. applied the DEA model as the performance of container
terminals in Brazil. In 2004, Park and De studied the application of DEA to ports in four
phases: productivity, profitability, market and ultimately efficiency. They note that the
efficiency of ports is now a critical factor for the efficiency of their own countries.
In the same year, Song and Yeo studied the competitiveness of Chinese ports, using the
Analytic Hierarchy Process AHP methodology, using a wide range of factors. They also
found that the volume of cargo from ports is strongly associated with the location, which
usually can not be changed, but the variables that infrastructure and services already are
subject to change, are also important.
In 2004, Langen studied the effect of the governance cluster of ports in its performance
and Cullinane, Song, Ji and Wang studied and compared various methods DEA ports and
concluded that the BCC is better, but that the methodology is inadequate to capture the
long-term trend in the ports.
In 2005, the DEA continued to be tested in a comparative analysis of the efficiency of ports
and their terminals, as was the case in Herrera and Pang, noting that larger ports are more
efficient than smaller ones and that the size may be a variable instrumental in increasing
the effectiveness and concern that the proximity of production sites is important for
efficiency and that although many of the ports could gain efficiencies by increasing the
scale, some would reduce it to achieve the same effect, as was the case of Lee et al., who
analyzed the relative efficiency of a set of ports in the Asia / Pacific.
Dias, Tovar and Trujillo, 2005 saw the multivariable nature of the activity of ports and
their effects on pricing of port companies. It was also in 2005 that Estache et al. conducted
an extensive literature review on how to measure the productivity of infrastructure and
public services, including ports.
Tongzon and Heng, in 2005, analyzed the effect of privatization on the efficiency of
terminal ports and used the method of principal components to reduce and to determine
the main factors affecting port performance, having studied the efficiency, pricing,
reliability, customer preferences, to adapt the port to customer needs, sea and land
accessibility and product differentiation, and concluded that adaptation to client is the
most important factors for the performance of the port or terminal and that the full
privatization of the port not ensures increased efficiency and is preferable to partial.
Cullinane, Song and Wang in 2005, a review of methods for calculating the relative
efficiency, concluding that more than having a lot of cross-information, it is essential that
availability of a sample to have good results with interest. In 2005, Rodrigue Notteboom
and identify a new phase in life in general of ports, which designate by regionalization,
stressing the importance of the relationship between port development and the
development of the region where it belongs and Guthed analyzed the importance of the
hinterlands of ports as their own extensions. Laxe, 2005, identified a set of variables used
to construct an indicator Multicriteria comparison of the performance of Spanish ports.
2006 was another year he continued to test the model for measuring and comparing the
efficiency of ports and terminals, and Yeo and Song, rated the efficiency of container
terminals in Asia by the HFP method Hierarchy Fuzzy Preocess, concluding that Singapore
and Hong Kong are the most efficient ports in the sample, that port authorities should give
consideration to factors of quality and customer service and that the location, port
facilities, cargo volume, port expenses and service levels are main attributes of port
competitiveness.
Wang and Cullinane (2006) studied the relative efficiency of 104 container terminals in
Europe. Questioned even with the great changes that have affected shipping, such as the
globalization of the service, the extent of international logistics services and the extent of
the hinterlands of the ports, which is after all the new role of ports in supply chains? They
mention that Winkemans (2001) and Robinson (2002) argue that "being efficient" is an
imperative of modern container terminals in a competitive environment and that Europe
faces increased competition in ports due to the close proximity of their ports, with the rest
of world. Like the vast majority of authors use the DEA output as the movement of
containers in TEUs and as input, the length of the pier, the terminal area and equipment
which are directly related to manpower and the capital. They also report that the major
terminals are usually more efficient for reasons of scale and efficiencies that vary with the
location of terminals, regardless of their size.
Barros (2006) studied the efficiency of Italian ports, Lui et al. applied the methods and the
DEA Production Frontier to Chinese ports to measure the relative efficiency, indicating
that limiting the number of ports and the type of load is considered essential in the
evaluation of port efficiency. They note that the terminals with international lines are
more efficient than regional lines and terminals that terminals with Sino-foreign joint
ventures are more efficient than the fully Chinese and even though the port terminals are
more concerned with short-term profits, than to gain competitive advantages with the
long-term innovation.
Ugboma and Ugboma, 2006, studied the application of Analytic Hierarchy Process to ports
in Nigeria, seeking to determine the selection criteria by the owners of the cargo, verifying
that the efficiency, pricing, reputation damage in the low load and rapid response to the
needs of customers are very important factors. Guy and Urli, 2006, applied a model of
decision between Montreal and New York, noting that the costs of the port and its level of
service, relating to the necessary extent of its hinterland, are key to choosing a port.
Blonigen and Wilson assessed in 2006, a methodology to compare the efficiency of ports,
and tested based on censuses conducted at U.S. ports. This model was also tested by
Santos and Haddad in 2006 for Brazilian ports.
Lee, Kim and Ho in 2006, tested configurations and performance of logistics parks created
by the container ports in Asia, concluding on the relationship with the performance of
ports and their distribution between hub ports and regional ports.
In 2007, Barros and Peypoch evaluated the efficiency of ports Portuguese and Italians, this
time based on the Luenberger indicator, using indicators of costs, revenue and personnel
of port administrations, and the movement of cargo and ships. And Fung and Lee
evaluated the productivity of ports in Malaysia, using the DEA. Already Hernandez et al.,
Studied the changes in technical efficiency and the Spanish ports over several years using
the DEA method and the index of Malquimist and concluded that lack legislation that
encourages genuine competition between stevedoring companies.
In 2007, Trujillo Tovar and compare the efficiency of a wide range of European ports,
including two Portuguese ports, Lisbon and Setú bal, based on the methodology Cobb-
Douglas, and variables such as movements of the different types of cargo to surface,
employment and the rate of containerisation. They conclude that the document fails to
explain the factors that determine the different levels of port efficiency, which would be
very important in order to improve its efficiency to be a real alternative to the road in
Europe.
Also in 2007, Alonso and Bofarull Spaniards realized that customers tend to be faithful to
their own supply chains and, secondly, are fies Spanish ports have always served them
well.
Also in 2007, Chang and Lee did an extensive review of existing studies with regard to port
performance and inter-port competition and concluded that they are by studying the
following questions: What is the hinterland where the ports compete? As the security
issue will affect the efficiency of ports? Privatization becomes even more competitive
ports? How to measure differences between the relative efficiency of ports in competition?
As the hinterlands are changing the face of restructuring of supply chains?
Also indicate that the competition attracts many studies and that competition between
ports is not just between them today, but between supply chains which belong to the
ports. With regard to performance, identify methodologies DEA, FDH Free Disposal Hull
model and AHP Analytic Hierarchy Process as the most used.
In 2007, Cheo used the DEA method and the indicator Maquimist and concluded on the
importance of port efficiency issues as investment, efficient management and institutional
reform. In 2007, So et al. applied the DEA methodology to measure the relative efficiency
of container terminals in Northeast Asia.

Measuring the Efficiency of Ports

 
 
DEA - Data Envelopment Analysis, occasionally called frontier analysis, was first used by
Charnes, Cooper and Rhodes in 1978. This is a performance measurement technique that
can be used to assess the relative efficiency of DMU - decision-making units of
organizations such as banks, hospitals, departments, etc..
The advantage of DEA is to allow multivariate analysis of inputs and outputs, are
translated in monetary form or not.
( http://people.brunel.ac.uk/ mastjjb ~ / jeb / or / dea.html )
 
 
http://www.uff.br/decisao/
 
In an analysis to large container terminals located in 22 European ports, with data from a
study by Drewry Shipping Consultants, 2000, it was verified that there is a strong
correlation between the performance of terminals, measured in volume of TEUs moved
annually, and allocations of resources to heavy infrastructure and equipment used,
including the terminal area, the length of the pier and the number of gateways to the pier.
Using the method of nonlinear DEA to assess the relative efficiency of each terminal in the
use of its resources and infrastructure equipment, appealed to the resource input
variables: the size of the slope, size and number of piers quayside gantry used and the
output variable of the annual TEU, resulting in the following values:
 
 
It appears that the major transhipment terminals are the most efficient use of resources,
which can be explained by the nature and combination of this traffic more efficiently
between mother ships and feeder vessels, without the container leaves the terminal.
Algeciras and Gioia Tauro are first, showing that the terminals in other ports have much to
do to have a better use of resources available to them.
Moreover, we observed no correlation of the performance indicator (TEUs) at the depth of
the slope of the terminal (area of the slope / length of quay), or with the average distance
between gantry quay (wharf length / number gantry).
The values were as follows:
 
  TEU/m2 of TEU / ml TEU / Distance Depth of
embankmen Dock portico Between embankment
t Gantry
Cranes
Average 1,3 441 67.000 170 403
More Efficient 3,76 1766 152.000 86 496
Less Efficient 0,10 Article 81 15.000 781 183

 
In another analysis of DEA efficiency, the authorities held the Spanish ports, was used as
input variable of the monetary resources expended by the authorities in their work (and
costs) and output variables as the income accruing to, as well as movements in the
segments obtained in 2005 Roro cargo, Fractional, Containerized, bulk solids and liquid
bulk.
This indicator allows DEA to understand what the port authorities that are best to manage
their resources and achieve greater results for every euro they spend, in a multivariate
analysis of the performance component of monetary income and the trade component in
volume of cargo handled by segment .
The Port Authority of Algeciras, Ferrol, Cartagena, Balearic Islands, Valencia and Aviles,
are those that maximize results for every euro spent, so the most efficient. The remaining
aspects will be the best in terms of containing costs and maximizing profits and business
performance to be more efficient.
This type of analysis is very important to compare features and results diferences between
economic units DMU, allowing makers to understand what they can do to keep up with
competitors or to improve the overall efficiency of a DMU system.
 
6.
Port Charges

Lean Management needed in Ports

 
In the current global economic crisis, are in great fashion the new concepts of Lean
Management for the production and supply chain, since this philosophy points to the
need to eliminate a wide range of activities without added value for customers .
These are activities that are being created and added to industrial production processes
and services that no longer have value, but that remains and nobody knows why, or that
could be performed more efficiently or integrated or even simultaneously with other tasks
. Often, much of the same tasks can be eliminated by not having any utility and value to the
customer.
The aim is not only the immediate cost saving, but more particularly the creation of
productive capacity with the same investment that can later be sold, rented or used to
produce more, putting the focus on interdisciplinary collaboration, empowerment and
monitoring the daily indicators of product quality, meeting deadlines, capacity utilization
and profitability.
Basically, the Lean Management indicates that drastically reduce the human effort in
production, manufacturing space, investment in tooling, engineering time to develop new
products, inventory and defects.
This system of production management has derived largely from the teachings of TPS -
Toyota Production System has adopted the same main targets to be killed, ie the seven
major wastes: Overproduction, Waiting time, Transportation, Processing inappropriate,
unnecessary inventory , Travel unnecessary defects in products and parts in progress.
Some of the tools are adopted by Lean managment the Just-In-Time, Target Accounting,
the Poke-yoke, Kaizen, the visual inspection, the kanben the Hoshin Policy Deployment,
planning the 3 / 5 years and the flow mapping value. These are tools that support the
weight loss company.
A very important tool of Len managment maps are financial and nonfinancial information
that let you see the lean continuous improvement and reflect the "value stream flow,
facilitating the Visual Performance Measurement, which are designated Box Score.
The question that arises is whether the national port sector should not also go to apply
these concepts, joining the effort made by its industrial customers, as part of their logistics
chain.
The table attached shows what could be an example of an application framework for
Visual Performance Management to set daily in a public area of the port which applied the
philosophy of Lean Management to each activity flow dayValue terminal.
A major focus of Lean Management is mapping the value stream of the production chain of
goods is, or services such as ports.
Following the example of mapping the value stream that is presented in the figure for a
vehicle workshop, it would be interesting to map the value stream of each port terminal
Portuguese and to determine how they are consumed the time, resources and manpower,
materials and space, trying to set waste reduction targets, as shown in the example.
 
Source: V. Machado Cruz, MBA / ISEG, 2009
As part of the supply chain for the global economy, the ports can not fail to follow the new
trends in production, making it more efficient and more competitive, so they can be
chosen by these chains of production and to support the competitiveness of Portuguese
companies and subsidiaries of foreign companies that wish to remain in Portugal to
produce for the global network.
In this framework, the training provided by the Community of Lean Thinking and the
Polytechnic Institute of Setú bal are key to understanding how to apply this philosophy in
practice to the firm or the port terminal, based on the latest ideas and practices of large
multinational companies (http : / / www.leanthinkingcommunity.org / master.html)
 

The Ports and the Economic Crisis - Structural Changes Future

 
The credit crunch of 2008 and the subsequent economic crisis ended a period of growth
that lasted more than two decades, during which the ports have experienced volume
increases of double digits. Annual growth was such that the concerns of congestion were
the main focus in recent years before the crisis.
Containers illustrate the issue, since the relocation of production and the increase of goods
manufactured in China in the years 1990 and 2000 resulted in a boom impressive
shopping, reflected in the shipping and ports. The shipping industry was growing at a
faster rate than the one that ports could build terminals.
The economic crisis has been reverted. Strongly affected by banks, consumption and trade
have collapsed. The peak load by sea fell sharply in 2009, trade began to levels 20% lower
than 2008 and pictures of ships and cranes were used to visualize stopped the crisis in
newspapers.
In late 2009, vá riasvá rios signs indicated the recovery of freight rates, but stagnation in
the trade may be temporary (we'll see), this crisis has profound consequences on the
structure of maritime transport and ports.
It is well known that the demand for port is, in principle, derived from the demand of
international trade. It is therefore important to analyze the effects of the crisis on various
sectors port: (a) container, (b) crude oil, (c) iron ore and (d) coal.
The main products transported in containers are food, including fruits, canned foods,
beverages and dairy products. These products are 20 to 25% of all flows of containers,
making sure that these volumes grow substantially in most ports, partly because the fruit
is increasingly containerized. The impact of the crisis on these flows is very limited, since
food consumption is not final hit hard by the recession, and although there is a change in
the supermarket brands to cheaper products, global sales of food continues to be quite
stable (Mintel International, 2009).
The main driver of chemicals, the second substantial category of containerized cargo, is
industrial production. The chemicals are intermediates, which are used in the production
of paints, automobiles, plastics, medical equipment, among others. Industrial production
shows the variation of those products. A growing proportion of manufactured consumer
products are produced abroad and shipped to Europe. The consumption of goods
(excluding food) is about 20 to 30% of all incoming flows to Europe.
The quantities of consumer goods shipped to Europe are linked to the consumption center
in the mainland, which declined, reflecting in the reduction of stocks to reduce the risks of
logistics.
The last category of containerized cargo are the other intermediate products, which are
brought to Europe, to be used in the production of capital goods or consumption.These
flows are also strongly correlated with industrial production having been affected by the
crisis.
The indicators demonstrate the depth of the economic slowdown in Europe, while
production of non-durables and energy has decreased moderately, the production of
intermediate goods (chemicals and parts), capital goods (machinery) and consumer
durables ( cars and TVs) fell dramatically.In most ports, the breaks in the movement of
containers in 2009 was about 20 to 30%: -29% Hamburg, Bremen -20%, -13% Rotterdam,
Antwerp -19%. Spanish ports in particular have suffered significant losses in the
containers: Algeciras -8%, -29% Barcelona, Bilbao -20%, -21% Vigo, Valencia remained.
Crude oil is the second most substantial burden on the pattern of European ports.The
demand for refinery products has declined, at least in Europe. However, the effect on
reducing the demand has not led to a similar reduction in production, as refiners in
Europe have increased the export quota.
The third major flow of goods in Europe is the iron ore, which is a flow of imports to
supply steel mills. Its largest customers are industry vehicle production, including
producers of plays. Now car production in Western Europe r Aegisthus a strong decrease
as a result of the crisis.A similar decline was observed in the activity of the construction
industry in Europe. 15 to 20% is the best estimate of the fall.
Are goods also with substantial volumes in Europe is coal. A portion of the imports of coal,
about one third, are called Coking coal, which are used in the production of steel and
cement.Most are used in electricity production.The construction and energy demand have
been affected by the economic crisis: in most industries, whose power consumption
decreases too, that in households. This explains why the movement of coal dock at ports in
Europe is declining
In an economic downturn in industrial production and trade are especially hard hit,
leading to an unprecedented reduction in the volume of the ports, with implications on the
strategies of port authorities, shipowners, terminal operators and other stakeholders in
the sector.
Before the crisis, ports and container terminals and gateways that require specialized
infrastructure had been developed at a rapid pace, especially with the entry of
international operators through concessions.Capital resources and capabilities required of
the operators were the main reasons for the increased involvement of private agents in
ports. Due to the specific, expertise and substantial financial resources, these operators
were in a better position to meet higher capital requirements and the capabilities required
in tenders for concessions.
However, the crisis and its effects on shipping, led to decreased expectations for growth,
so the expansion of capacity may not be necessary in the immediate future. Thus,
operators are facing an oversupply, making the return on investment, due to demand for
cost savings by the owners, the focus of the lines on major routes, enhancing strategic
partnerships in navigation and reducing the costs of logistics and ports.All major shipping
companies and major alliances have suspended services and changed routes. Even the
market leaders reconsider cooperative sharing of services and use of fewer vessels.
Furthermore it is expected that future volumes of cargo in ports can grow at a slower pace
than previously observed for several years, which leads the owners to reconsider their
transportation networks in the medium term.
Notteboom and Rodrigues (2010) argue that the answer is in the process defined as
"foreland - based regionalization. "That is, the integration of ports in the hub of regional
transport networks, through the intermediary to function as hub ports in the hinterland.
This position of the owners could reduce the ports of call and have important impacts on
other ports.
Due to the crisis, the owners are now more willing to work together with port operators to
improve the use of investments, ie to maximize use of existing facilities, without major
investments in new facilities, reducing costs, focusing efficiency in the terminal instead of
building new terminals.
Reflecting on these trends, most port authorities have reworded the growth capacity,
looking for a growth rate slower than expected two years ago.S The terminal operators
have also taken measures to cut costs.Hutchison Port Holdings and APM Terminals have
undertaken a comprehensive review of its current projects. DP World also suspended
nearly half of its capacity expansion projects, including the London Gateway terminal.
The port authorities are under pressure to reduce port costs, although the port charges
represent only a small percentage of the cost of transit through the port.There is the
freezing of tariffs or temporary low price (Rotterdam, has a discount of 7% due to the
crisis and made Antwerp a reduction for bulk cargo, steel, paper, wood and fruits).
They are also introducing charging port is dependent on the volume at the expense of
fixed rates, which is more suited to the economic situation.For example, Hamburg
implemented lower rates per TEU, but only for vessels with large quantities, and other
ports reduce rates for new lines in hopes of taking business from neighbors.
Requests to reduce port charges have been more widespread than requests for
renegotiation of concession fees, leading port authorities to respond using a variety of
instruments, including bilateral negotiations with operators.In the worst cases, some
operators handed operation of the terminals to the port authorities.
As port expansion projects to be delayed due to financial difficulties, national and regional
authorities have been granting permission for large public funds for port development,
which today is no longer viable without state intervention. In Italy, the port authorities
have proposed a "Marshall Plan for the ports." Ports in France were seen as public
investments in priority environmental response to the crisis. This can seriously disturb
the balance between the competing ports and lead to excessive public financing in the port
sector in Europe, according Pallis, 2010.
Moreover, before the crisis, it turned out the scarcity of land for the terminal development
(particularly in developed economies), due to the excellent growth prospects and high
returns on investment (often 15% or more) attracting many investors.
Dates Major acquisitions of terminals Purchase Price
since 2005 compared with EBITDA
 
2005 DP World buys CSX World 14 times
Terminals
Early 2006 PSA buys 20% of HPH 17 times
Mid 2006 DP World bought P & O Ports 19 times
Mid 2006 Goldman Sachs buys PBL 14.5 times
 Consortium
End of 2006 AIG buys P & O Ports North America 24 times
Early 2007 Ontario Teachers' Pension Fund 23.5 times
bought OOIL Terminals
Mid 2007 RREEF purchase Maher Terminals 25 times
Note: EBITDA = Earnings Before Interest, Taxes, Depreciation and Amortization
Source: Notteboom and Rodrigues (2010)
 
An important factor for the acquisition of companies by the financial agent is the
assumption of liquidity, which implies that it is possible to sell assets quickly. In a market
where the flows of containers are growing, the terminals are very liquid asset, but the
situation can turn quickly if conditions change.
But companies that operate terminals have no way to adjust your strategy to deal with the
fall in volumes of containers since late 2008. Big companies such as HPH and DPW are
reviewing their strategies in the hinterland that could lead to a reversal of their direct
involvement in services for barges, rail and inland terminals.
During the peak years preceding the economic crisis investors, speculators and pension
funds, with little or no knowledge of the business of operating terminals assumed
increasing importance in global companies operating terminals and shipping lines.
Moreover, governments and port authorities began to get too "greedy" in contracts for the
operations of its port facilities (container terminals in general). As a result, rents have
been set extremely high for the facilities and the expected returns on investment projects
and net IRR (internal rate of return) were grossly overvalued based on the idea that the
numbers of containers continue to rise.
Not only private operators have committed to large investments, but also take excessive
risks. The crisis led to a sudden drop in the attractiveness of the terminals as a result of
cash flow problems between many companies and a fear of excess capacity in the market.
Currently, most terminals are frantically seeking new customers, ships and cargo. The
argument that the container moves back to acceptable levels in the short term ignores the
fact that consolidation is inevitable in low, medium or long term, the supply side of
shipping and that many carriers may not leave specific market segments .
Today, the terminal operators have adopted a more cautious assessment of future
prospects. There is a clear slowdown of investment of global operators, shipbuilders and
financial institutions in container ports worldwide. The evidence suggests that the
multiple of about 8-12 times on EBITDA are the new standard in the acquisition of
terminals. The funding of large terminals has become a more difficult task than before.
 
 
Note - Text drawn from papers of A. Pallis, Peter De Langen and Theo Notteboom, Jean-
Paul Rodrigue and Gustaaf De Monie, 2010.
 

Ports Face Response to Crisis

 
Some time ago a French friend of ports international consultant sent me a question from a
coach of the port authority of Iran with a question of what should make the port
authorities and ports to minimize the effects of the crisis in international revenues and the
activity which apparently is also affecting the country.
It is indeed an interesting question. What are you doing in this regard the European ports,
to remedy the effects of the economic crisis? European ports are so many and so close that
their hinterlands are intertwined in a unique way, constantly competing for the same
customers, as shown on Map 1.
Map 1
 
http://www.espo.be/EU_Ports_ _Facts $ 26 USD / Map_of_European_Ports.aspx
 
One of the first logical steps that many ports have taken was the maintenance or reduction
of fees charged to ships and cargo, not discounting for inflation from 2008 to 2009, which
became negative after 2010, guaranteeing that they will not overwhelm your customers
with more costs than those resulting from the economic crisis. This is a far more symbolic,
but still has some weight to the exporters.
Another measure was to reduce the rates of long-term parking at the ports, allowing the
loads stay longer in port terminal, avoiding unnecessary costs for parks handling of the
second line, before he set the final destination of the cargo, allowing savings logistics
important in the import, or even waiting in the export of ships.
This measure also allowed to occupy the parks of the port terminals that have been
emptied by the economic crisis and create value-added activities in port while the cargo is
parked, making better use of the port areas that have become available.
One problem is the ports concession payment of rent by dealers during the period of crisis
and temporary reduction in port traffic and revenue for dealers. Some ports have
extended the time allowable for payment of rent arrears without interest, and some may
even have negotiated a postponement of payment of rent or part of it for some years, until
it exceeded the economic crisis and return the proceeds.
The intensification of measures to reduce overall costs, staff reductions and postponement
of investments are cross-cutting measures to all sectors, which are also major ports
wishing to be more competitive during the crisis, though with a proper maintenance of
infrastructure of ports, at risk of serious accidents can occur, or to see reduced
productivity of the port, with negative effects on its image after the crisis.
A very important feature is the intense marketing "low cost" which essentially bet on
direct marketing by email, allowing the community and customers to track the life of the
port at least two times per week, extending this tool also to potential customers. Another
bet is in direct contact with potential customers, offering advantages in specific campaigns
for trades where there is available supply in the port.
Finally, it is essential to an ABC analysis of customers and pay special attention to the
major customers of the port. Who have needs during the crisis? What support they need to
keep your traffic? How to tackle offers and promotions from other ports, so abundant in
hard times? Should be carried out visits to these customers and strive to meet their
specific temporary difficulties.
 

Flexibility at Work Port

 
The ESPO (European Sea Ports Organisation) has recently published with the support of
ITMMA (Institute of Transport and Maritime Management will Antwerp), University of
Antwerp a very important text on the dock work in Europe as a key element of reform and
competitiveness of ports , available on the organization.
One of the key issues it addresses is the flexibility of labor as an essential tool for
European ports more competitive, showing the state in which they are different ports and
countries in this field.
The increased complexity of the relationship between demand and supply in the ports
imply the need for greater flexibility of working port in its various forms, which can be
encouraged with appropriate bonus:
 
a) Flexibility of working hours - to move from passive flexibility with schedules taxes
according to law, to a flexible force that gives greater initiative to employees and
employers;
b) Flexibility in the amount of workers - the possibility of adapting the workforce needs
of the port, with the creation of pools of dock workers negotiated and the possibility of
resorting to temporary employment agencies in case of need;
c) Flexibility of tasks and functions - focus on multi-skills in cross-training and multi-
functionality of the dock work, facilitating mobility between functions and tasks and
between terminals, avoiding a shortage of workers in a task when there is excess in
another;
d) Flexibility in shifts and teams - Ability to affect the employee to the team where it is
most needed, on changes of elements between teams and ships in the same turn, change
the composition and size of teams within the legal limits and related human productivity;
 
It has to be noted that greater productivity and flexibility of workmanship port must be
accompanied by higher wages, as defined in the Danish model of flexicurity. When there
are high wages in a port, but the productivity and flexibility are reduced, the port faces a
serious competitive disadvantage.
Apart from the costs of stevedoring, there are several inefficiencies in the cost of
manpower in certain ports port:
a) shortage of workers leading to peaks in the waiting costs of ships or lower yields;
b) lack of training and damage caused to the loads that cause costs of productivity or
reputation of the port;
c) isolated or prolonged strikes, which cause high costs to the ports and the economy;
d) high rate of accidents due to lack of training or fatigue;
e) absenteeism of employees already assigned to duties;
f) lack of communication between the ship and the stevedore company or equipment
failure.
 
Large number of European ports require that only workers registered to work on the
docks, by imposition of the state of the port authority or agreements between companies
and unions. The reform of this issue implies usually a large opposition from unions, which
can be considered a limitation of freedom of movement for workers within the EU itself.
In some ports, the port work is limited to loading and unloading ships in the port area,
while in others it also includes the logistics operations processed on the ground after
parking and unloading of cargo or before boarding. Antwerp was established in a
particular category of port workers with lower earnings, to carry out logistical operations.
A variety of classification of port workers can be observed in European ports, but
generally involves three elements:
a) permanent employees with an employment contract with stevedoring companies;
b) workers employed by registered (s) "pool (s)" port, used by companies as a primary
source of human resources;
c) temporary workers who receive a minimum remuneration to be waiting for the peaks.
 
The schemes to reduce the precariousness of manpower port differ in two ways:
a) the power of unions, "in fact" to choose and control the allocation of work to port
workers;
b) and the sources and income levels of workers who are registered without working out
the peaks.
 
In some cases, workers in a period without work receive income from the pool or the
companies directly, others receive from the state in part. The funding of this aspect of the
"pool" of ports may come from stevedoring companies, the State or port authorities.
Most of the reforms implemented in the ports of European countries led to little change in
the existing agreements in the pools, but in some cases there have been significant
changes, particularly the workers began to be hired directly by the companies operating
terminals, rather be via the pool. For example, in Germany and the Netherlands,
companies can contract directly with the owner of the labor market, but the additional
temporary work has to come from the pool, although some of these pools have been
privatized. There is a tendency to create "pools" open and independent, even more than
one per port, with support in the latter case of general temporary employment agencies.
The ESPO has asked the European Commission to clarify this issue with the approval of
the "suppliers of port services should have complete freedom to hire qualified personnel
who understand and employ it in the conditions required by the service if they applied the
rules of safety and social ".
On the other hand, there is a trend in Europe's ports to stop the ongoing work with
individual (not collective), beginning with flexible schedules, shifts with variable time, new
schemes of overtime work, night shifts and work to end the week- .
Another issue is the professional categories, in addition to the division between
permanent and nonpermanent workers, most related to the tasks and functions,
specialization by type of cargo, skills and training, how they were hired, or career plans
professional training. Some systems give special importance to professional categories,
with schemes of mobility between categories, others are based more on qualifications for
employment to the most appropriate type of work.
In England, the abolition of the NDLS (National Dock Labour Scheme) in 1989, was
eliminated earlier legislation and undermined the unions, leaving them to be able to strike
that is not due to disputes with the stevedoring companies, failing which the goods
personal can be hijacked in court. Many workers accepted the generous compensation to
reduce the herd, and the British port industry was revitalized, according to the ESPO. Most
companies hire anyone for effective and has the general temporary employment agencies
to meet the peaks.

Port Policy: Competitiveness, Trade and Employment

 
 
The main objective of the ports must be encourage exports and foreign trade, supporting
the Portuguese companies to create more jobs. That is, the purpose that should guide all
work and organization of the ports is about making companies more competitive and
regions, serving as centers of development to create more value and employment.
Thus, the key words of the ports should Competitiveness, Trade and Employment.
Should be based on these keywords that all ports policy should take place. I argue that to
achieve these goals we should have a mix of liberal interventionism and, in so far as a close
and another will serve to maximize the goals of competitiveness, exports and employment.
Having the basic principles of liberalization and competition in port, which are arguably
more appropriate instruments for the regulation of economic activities, but should be
applied as necessary, or where intervention is more prejudice behind that liberalization
and competition, and should be regulated seeking compatible, for example, with the need
to achieve critical mass and with the minimum need to have an adequate quality of
service. That is, the principles of liberalization and competition should take priority, and
minimum measured except when some intervention is necessary to obtain greater value
for competitiveness, exports and employment.
We must not forget that the ports should not be treated as cash cows of revenue for the
state, where the rate takes precedence over everything and profitable financial investment
is paramount, but as centers of economic development very important to the creation of
wealth and employment, particularly in exports, where the economic profitability may
lead to lower rates and support the Port Authority, and key public investment in ports and
organize their governance and operation of public and semi-public in order to maximize
the economic impact in the business of the regions.
Based on these objectives, purposes and principles we must analyze each component of
the ports, manpower port concessions, port services, logistics connection, access,
terminals, equipment, mounds, valences, competitive factors, and yet know the detail to
the niche market by product, customer and hinterland and foreland, before thinking of
interventionism and specializations that do not make practical sense.
For this, it seems very important role of public enterprise of Port Authorities, which is
already highly developed in the countries of northern Europe. In the ports of northern
Europe, the Port Authority (PA) has an important role as unifying the interests of the port,
which is a unit due to its geographical proximity, as a body, and that works in the
articulation of its various terminals with channels of access and accessibility by land,
connecting to the outside.
The AP has in these countries with licensed ports, a key entrepreneurial role in developing
the port in several areas where the private is not involved:
a) In planning the creation of new terminals and piers, the extent and depth of maritime
access channels in communication with the entities responsible for public funding and for
land access and intermodal;
b) The disclosure of the port as a whole, coalescing the interests of various operators as a
unit and has implications for the general interest of the port;
c) support to terminals in visits and business and operational proposals to shippers and
customers;
d) The assembly services and connectivity in intermodal rail, road and informational
terminals and inland logistics platforms for distribution and collection;
e) the facilitation of private investment and assembly and the incentive to choose the port
by land and maritime logistics chains;
f) The guarantee of quality, reliability and competitiveness of port services, regulating,
promoting liberalization and competition;
g) in reducing costs and providing an example to make the port more competitive and
interacting with the forces of the region where it belongs and with major customers and
industries, to adapt the port to customer needs and gain the institutional entities and
population to their cause;
h) in advance of research studies in terms of innovative logistics solutions and
technologies or the promotion of internal competition and other ports;
i) Promoting large forum of stakeholders in the development of the port, on specific topics
or niche markets and related intermodal and inter-institutional.
These theoretical aspects and apparently minor, almost dispensable, turn out to be crucial
in differentiating the ports of northern Europe and their terminals, representing a strong
asset to the terminals under concession or management of private enterprises.
The AP usually taking advantage of a minimum number of highly skilled technicians
handle security, engineering general, the management of concession contracts, but its
main role public entrepreneurship.
Moreover, the study of the European Parliament, 2009, "The Evolving Role of U.S. seaports
IN GLOBAL MARITIME LOGISTICS," has this theme as a theme of development of European
ports and the AP, concluding on the importance of developing networks of ports and
logistics terminals, raising the playing field and leaving the port area of jurisdiction to the
hinterland and the foreland.
Source: Buck Consultants International (2008)
 
study of the European Parliament, 2009, "The Evolving U.S. seaports ROLE OF LOGISTICS
IN GLOBAL MARITIME" in:
http://www.europarl.europa.eu/activities/committees/studies/download.do?
language=en&file=28491 # search =% 20maritime

How to Acquire Companies Port, Transport and Logistics?

 
 
We know that we are currently experiencing a severe economic crisis in the world, as
there is memory from the rebuilding of the global economy after the Second World War.
This is a time when, temporarily, for a period of 2-3 years at least, the vast majority of
companies will be deprived of a substantial part of its market and its revenues.
The logistics industry, transport and ports, while supporting the real economy, trade
facilitator and liaison between producers and consumers or intermediate producers, will
not get out of this crisis, and is also affected.
With unemployment, or the mere perception of that risk, families moderate the
consumption that decreases in less essential products, such as the acquisition of vehicles
and appliances, but also reduce the families to buy new clothes and shoes and the rate of
exchange furniture or home.
Thus, the construction, automobile manufacturing, footwear, clothing, import and
distribution of small appliances for consumer and industrial machinery are seriously
affected. The "core" of consumption must reside in the core products in basic nutrition,
education and fuel, though these can also be reduced.
Many companies do not suffer the passage of this crisis because they are not prepared for
having too much "fat" people, operating costs, investments and debts and, essentially, for
not having long-term prospects and sustainable competitive advantages, a context of
increased competition.
This is a time of opportunity for those who have liquidity and you want to radically alter
its positioning in the market, start counting the future recovery of the global economy in a
dominant position of market leadership or just stay in this time of increased balances of
companies.
The only alternative may be to acquire equipment, land or buildings to other companies.
May be to hire staff that has the technical expertise or market of competing firms. Or, you
may acquire companies as a whole, personnel, equipment, facilities and its market, and
then integrate in the group that fit into a horizontal or vertical strategy.
If you purchase goods individually, there is usually a market value that can serve as a
reference to the purchase price, although in this case, and also to the acquisition of the
company as a whole, the acquisition value should be measured based on negotiation
taking into account the special circumstances of the crisis.
What matters is knowing who to buy what should be the maximum price they would be
willing to offer in the negotiation for the goods or by the company as a whole.
The answer to this question entronca in the analysis of enterprise value to whoever buys.
The value of the company for whom the purchase is not related to market prices of each
good in itself, nor the sum of the values of these goods, but to value the goods, people,
customers of the company, its organization and its competitive advantages in the future
may bring to the buyer. How to measure these future benefits? How to guess?
The answer, unfortunately, is that there is no crystal ball to predict and will only be able to
count on his head, with the knowledge they have of the past and your personal power to
foresee market trends, either side of customers, either on its competitors.
It is based on this vision should be built a model forecast of the future for the two
scenarios, with and without the acquisition of the company for your group or company.
That staff costs will have in each case that operating costs, which sales are expected in
each case, in short, that will get results?
Should not forget to count the savings that may have to add that the two companies into
one, its present and it will buy, ie the synergies that can benefit, such as the reduction of
administrative costs of the other company since it can use existing human resources for
both companies (in this case there are redundancy costs and some staff), logistics merger,
sale of land and facilities that they are in duplicate, etc.
The prediction horizon should be one that is more reasonable in terms of degree of
certainty to about 80% probability of occurrence, in his opinion. Five years, 10 years, 15
years. It all depends on what is sure to be able to adjust the predictions of the future,
depends on the type of market in which it is inserted, the degree of risk of losing the
market or it disappears.
The aim is to determine the value of the cash flow gap that the acquisition of property or
company in question will generate, or how much money you earn from your bank account
in the future, with this acquisition today?
Consider an example with a market outlook up to 5 years, not forgetting to take the value
of depreciation to operating costs, since they are not a movement of money cash flow:
 

 
Obviously in a real analysis, the first 2 to 3 years should certainly have a decline or
stagnation in sales, given the backdrop of global crisis.
Determined the value of annual cash flows that is sure that the acquisition can generate,
will then determine the maximum amount you're willing to offer for the company.
For this you need to determine the cost of capital.
Now the cost of capital is equal to the remuneration that an application without risk
Treasury bonds might provide over the term of 5 years, plus a risk premium, which will
attract this investment, where there is a real risk of losing money . For this we use the
CAPM - Capital Asset Pricing Model :
 
Cost of Capital = Rcp = Rf + (Rm-Rf) * β
 
With:
Rf = Yield of Treasury bill (OT) for the period (see Economic Daily)
Rm-Rf is the market risk premium, calculated by the study of Snow and Pimentel, 2004,
amounting to 6.38% for Portugal
Β (Beta) is the riskiness of the specific market where it operates the company, as
measured by analysis of beta-sector companies that are publicly traded. (See eg for each
company in http://www.finbolsa.com/raciosb.asp )
 
 
Imagine that the OT to 5 years is 4% and the risk premium of the sector is 0.94, we'll soon
have a capital cost of Rcp = 4% + (6.38%) * 0.94 = 10%
Determining the cost of my capital, will be used to update this rate cash flows that the
additional acquisition of the company can generate by dividing each value of annual cash
flow by (1 + cost of capital) raised the number of difference years from now until the year
in question:
 

 
In other words, is now willing to buy the company, to go to work in conjunction with its
current, for a period of five years, with additional cash flow guaranteed up to 80%, he
believes, until a value of 2, 6 monetary unit, which is the NPV - Net Present Value of my
investment.
Obviously, though with a higher risk, there is a possibility the company could succeed
beyond 5 years, so you can then earn some money beyond the purchase price. To the
degree that he believes the results over 5 years, or may offer no more than a little of the
enterprise:
 

 
Taking these values for the value of the company, now needs to take away the value of the
debts that the company has at the time of purchase, if you pass.
Finally, we must decide what type of financing the purchase you want to do. So you can
more or less leverage your investment, provided you have an interest rate below its cost of
capital, also benefits from the tax savings arising under increasing financial costs.
But that would give another article and would have to use the model of weighted average
cost of capital (WACC) to make the update cash flows:
 
WACC = Tx.juro Cap.Alheio * / Cap.Total * (1-rate IRC) + Cost of Cap * Net Worth / Cap.
Total
 

How to Acquire Companies Port, Transport and Logistics II

 
In the previous article we looked at how we know what's the maximum that can be
prepared to spend to acquire a competitor or complement, by calculating the NPV - Net
Present Value added that the acquisition will bring to your company, when compared with
the scenario without the acquisition, which gave us a value of NPV of 3.58 million
(Meuros) to 10 years if the company for 2.6 adquiríssemos Meuros and envisaging a
growth market and the importance of maintaining the container market.
But suppose you have several options for expansion of our company during this crisis,
given the wide range of companies in a bad situation, and that there is great uncertainty
over the next 10 years, both on the future of the economy and the market, either on the
future of their own transport by sea, which could focus more on transportation by
container or roll-on roll-off through the motorways of the sea supported by strong future
for Marco Polo III of the European Union, which will require a change in strategy from
transport company we are considering and adjustments to costs.
So, imagine you have 5 options or alternatives for decision:
a)               Buy Company A, with all its assets;
b)               Buy company B, which is more expensive, but I can bring more profit or more
damage, depending on market developments and maritime transport;
c)                Subcontract services to competitors, not needing to invest, but risk losing part of
the market area;
d)               Buy only the equipment for companies A and B, avoiding more costs to employees
and facilities, expanding my own;
e)               Buy Companies A and B, with all its assets, running greater risks, but with
increased synergy;
f)                  Expando just my company does not benefit the market and the knowledge and
equipment from other companies that could buy?
Suppose further that for each state / uncertainty factor about the future, the following
hypothesis of trait evolution:
a)               Future State of the Market: Grow or maintains or decreases;
b)               Future state of the Maritime Transport: Impact on the Incidence or Containerized
Roll-on Roll-off;
By crossing these alternatives with the hypothesis of evolution of states in the Market and
Maritime Transportation, I can calculate several scenarios for the evolution of my
business, and cash flow, as well as I can determine multiple values to the NPV - Net
Present Value for each additional one of the scenarios (see Table 1).
 
Table 1
 
 
As can be seen from Table 1, we have some additional negative NPV values that indicate
possible harm in certain scenarios for the evolution of market conditions, to determine
alternatives for decision.
One of the methods used for decision making is the method of means between the
maximum and minimum values of each alternative. Following this methodology, which is
the average between the maximum and minimum NPV of each alternative decision would
then have the decision would affect more advantageous to buy the company (see table 2).
 
Table 2
 
 
But if you want to explore alternatives for a decision, we can create scenarios of future
probabilities of occurrence of various states with regard to market trends and
developments in maritime transport.
It is now necessary to calculate the expected monetary value (EMV) for each scenario, by
multiplying each alternative, the probabilities of occurrence of each state between itself
and the scenery by the NPV of the alternative.
That is, for example to calculate the VME to the alternative "Commitment to Company A"
in scenario A, I must do the following calculation:
                   VME (Buy Company A, Scenario A) = PRRA * pmc * 3.58 + 2.65 * pmm * PRRA
PRRA + * pmd * 1.12 + * pmc * pca pca 2.43 + 2.23 + * * pmm pca * pmd * 0.23 = 1.51
With:
pca = probability of major impact in containers in scenario A = 70%
PRRA = probability of major impact in containers in scenario A = 30%
pmc = probability of the market grow in scenario A = 20%
pmm = probability of the market maintain in scenario A = 30%
pmd = probability of the market decline in scenario A = 50%
 
The results of such calculations are mirrored in Table 3.
Table 3
 
 
As can be seen by the VME data for each individual scenario A, B, C and D, the better or
best decisions in a scenario, not necessarily coincide with those of another, depending on
the probability that assigns to each hypothesis for future developments of the states -
Market and Maritime Transportation.
How to choose? What are the odds more accurate?
Personally, looking at the particular case, it seems to me that in the next 10 years after
some stagnation during the next two years, we see a market recovery, fulfilling the usual
economic cycles over hundreds of years, since there register. On the other hand, I do not
see a future dominated by maritime transport only via roll-on roll-off, even with the
strongest possible support of the European Union, so bet on scenario D, which would lead
me to opt for the purchase of Company A as the best decision for future expansion of my
business, which has the highest EMV (2.54 million).
However, each head can be a sentence in this matter of futurology and choose the most
likely scenarios, so if you ask what international experts think, taking into account the
specific business of my company. But this type of consultant costs money. How much
should I spend in study to know better what the future holds. There is also a formula for it
in operations management, which is the EVPI:
(EVPI = expected value of the maximum weighted VME in each future state - Maximum
VME)
But this already implies some sophisticated calculations.
7.
Internationalization
 

 
New phase of regionalization of Ports
Portuguese Ports: Objective Spain
 
(Text made from a paper by Notteboom and Rodrigue, 2005)
 
The hinterland of charge distribution of the ports is taking a very important dimension in
the globalization of shipping and freight logistics. Structural changes in logistics have
created new patterns of distribution of goods, requiring new approaches to ports.
Customers are concerned with the calculation of total logistics costs in the transport of
cargo in containers, which implies that improvements in the efficiency of the logistics of
containers takes place largely on land distribution. The development of global supply
chains has increased pressure on shipping and port operations, and not least, on the
means of distributing goods.
Thus, the accessibility to the hinterland, as such, has become a cornerstone of the
competitiveness of the port area where the ports and port authorities can play a more
significant role.
The process of regionalization of the port of Notteboom and Rodrigue, 2005, means that
the port has to leave his area of jurisdiction and to regionalize, expanding throughout the
hinterland. This model not only expands the model of Bird AnyPort, but also extends the
existing literature on the spatial development of the port and its relationship with the
networks of maritime and inland.
In this new phase of regionalization of ports is increasingly recognized importance of land
transport as an important target for reducing logistics costs, should the ports be the
engines of change.
The shipping industry is an excellent example of a greater focus on logistics integration, as
more and bigger ships, more alliances and cooperation have reduced the costs of the
marine system, with many shipping lines, consider the logistics of how the hinterland area
more important to further reduce costs.
Some shipping lines like Maersk have gone a step further with the availability of services
door to door and packages integrated logistics services with total customer management,
even including the operation of port terminals and inland transport, sometimes ignoring
the forwarder by developing direct relationships with the shipper, regardless of their size.
Many ports pursue the next phase of the regionalization of its scope trading, joining the
market forces and political influences that gradually form networks of cargo movement
throughout the hinterland, that flare with varying degrees of formal linkages to us
terrestrial networks in the hinterland, having the port as a center base.
The corridor is the main paradigm of access routes to the port, it is through the main areas
that the port can access the second line terminals and hence the distribution systems
within expanded.
The development, under the leadership of the port, network hubs and rail intermodal
terminals and logistics is important to contribute to a greater modal shift from road to rail,
as such, creating long-distance runners from the port, which extends the phase of
regionalization and the scope of action of the harbor, creating a dynamic system that
covers the port hinterland. In the case of Portuguese ports, this phase of regionalization
under the leadership of the ports, can expand the hinterland of ports and logistics
companies to the Portuguese interior of Spain.
Issues of governance of the regionalization phase in port services and shipping are very
important and although the port is not in itself the main reason for the occurrence of the
regionalization process (their customers are shippers, operators and owners) may have a
key role in the governance process.
The new phase of regionalization of the ports results from decisions of a logistic nature
and actions of shippers and logistics operators. This observation does not imply, however,
that the ports should act as passive agents in their process of regionalization. The new
phase of regionalization requires appropriate governance structures of the port to meet
the challenges posed by changing relations of the port with its hinterland.
The governance of port regionalization phase should recognize the rights and potential
contribution of various stakeholders (terminal operators, lines, shippers, road and rail) in
the development of new approaches in relations with the hinterland of the port. It should
also be encouraged active cooperation and participation of stakeholders in the creation of
corridors and ports of the second lines, as well as in trade policy.
Change the geographic scope of governance of the harbor and their supply chains is very
relevant in the context of competition from the port. Seaports are vital links in many
supply chains and their role in international distribution, it is important to its flexibility to
adapt quickly to changing opportunities and an integrated approach to logistics chains.
The success of a port depends on its ability to fit in the networks that make up the supply
chains, and that the port community to generate synergies with the nodes of overland
transport and logistics networks of other parties to which they belong. This supports the
development of regional policies on cargo nets, serving major logistics hubs, and ports
based on its route.
The role of port authorities that manage the process of regionalization phase of the port is
different depending on the type exploration model. Under the landlord port model, it is
tempting to assume that the authorities should act as facilitators of transport chains. Port
authorities should constantly rethink and expand its role as facilitator, in which "initiative,
cooperation and consultation" are the keywords behind the government's pro-active port.
This means creating a platform on which port authorities work together with various
stakeholders (carriers, shippers, transport operators, labor and government) to identify
and resolve problems that affect logistics performance. The port authorities are in an
excellent position to play a leading role in these initiatives, the focus of international
movements. Their concerns with the overall efficiency and growth of trade can be a
catalyst, even when its direct impact on cargo flows is limited.
In the new phase of regionalization, port authorities can play an important role in the
creation of regional networks based load ports as logistics hubs. First, the port authorities
should promote an efficient intermodal system that ensures the movement of cargo in
terms of competitiveness. This includes, for example, participation in the introduction of
new train services to transport to the hinterland, together with their respective national
railway companies, railway operators, terminal operators, shipping companies and large
shippers.
Secondly, the development of strategic relationships with other modes of transportation is
another important role for port authorities. It is often assumed that only private market
actors should be involved in creating this type of cooperation networks. But it should not
be so.
Companies in the port sector should be private poles of strengthening relations with the
hinterland of the port, for example, through investments in inland terminals and
distribution facilities in the area inside the port. The strategic cooperation in the
regulation network usually aims and joint use of scarce resources, such as traffic
management centers, connections with the hinterland and services, environmental
protection, marketing and research and development (R & D).
This implementation of regional strategies of cargo nets can range from informal
programs to advanced forms of coordination of strategic partnerships through strategic
alliances, associations, cross-shareholding, joint ventures or mergers and acquisitions.
Should help develop new features and capabilities in close cooperation with other modes
of transport, and mutual interests. Sometimes, simple ways to coordinate actions could
substantially improve inland freight distribution, with benefits for all parties involved.
For example, regional authorities and companies can work together to better streamline
and reduce the flow of empty containers. One solution could be to develop intermodal
services dovetailed with import and export in order to create a system for reducing the
transport distance and costs of empty containers.
A network strategy focused on port land terminals may allow, for example, port
authorities alleviate the problem of diseconomies of scale with traffic congestion or lack of
space. The corridors towards the hinterland, in fact, can create the necessary margin for
further growth of the maritime traffic of containers. The inland terminals can acquire an
important function as satellites for seaports, and help alleviate potential congestion of the
port.

Internationalization of Enterprises
More than just open branches or Export-replica
 
At a time when international and domestic demand is reduced and only resist companies
more efficient, more innovative and flexible, it is important that Portuguese companies
know what the new trends of economic internationalization and the management of
international economic groups, so as not to overcome this crisis only better but also be
prepared for the international recovery should be followed.
This article is not directly related to transport or logistics, but is indirectly, since it refers
to the maximization of exports and internationalization of Portuguese economic groups
customers transport and ports, with gains in logistics.
In the early twentieth century, European firms to internationalize itself by creating
subsidiaries in seven corners of the world, a time when communications were still
difficult. It was the beginning of globalization.
The case is paradigmatic of Philips began producing lamps in 1892 and in 1912 was
already exporting to the world.
Like the other European companies, has set up subsidiaries in sales of their products in
several countries, which quickly made themselves big companies with strong autonomy,
with its own production facilities and research to adapt products to local markets, thereby
bypassing protectionist barriers height.
It was an internationalization process called "multinational" which adapts its subsidiaries
to the needs and tastes of each place, giving them management autonomy, innovation and
production, learning the differences and bring this learning to other countries .
It was the first case of color TV from Philips and raised in Canada, the first stereo TV set in
Australia or the first TV with teletext established in England, according to the tastes of
each country.
However, this initial advantage went later to have some disadvantages such as the
autonomy of the subsidiaries were not allowed to have joint responses of the group and,
simultaneously, quick responses to market changes and innovations and commercial
moves of competitors.
This was the case in 60 years, the system created by Philips V2000 for video recorders,
superior to VHS and Beta, but that was not adopted by the affiliates own the company that
insisted on adopting other systems of competitors, showing a great lack of Group
coordination and difficulty in taking advantage of research and development of the group.
Followed by decades of attempts to return control of the subsidiaries to the headquarters
of Dutch Philips, Philips U.S. Special Branch, but also increasingly worse and financial
results in sales, a result of increasing efficiency of competing Japanese, Korean and
Chinese.
Finally, Philips noted the need to become a transnational company, adding to the
advantages of flexibility in local adaptation and innovation in the typical location of the
multinational model of European companies, the advantages of centralized control and
responsiveness of the overall international strategy typical American companies, and the
benefits resulting from the overall efficiency of Asian models, based on factors of
production with low cost, standard products, equal to the whole world, and produced in
large quantities with high specialization and mono-production.
Basically, Philips used its sales network and brand prestige among consumers continuing
to have local centers of innovation, development, quality and adaptation to local needs, but
gave all their outsourcing production to Asian companies that do best and cheaper, since
the company's plants in Europe and USA no longer know how.
And just so, becoming a transnational company, a marketing and innovation, is that you
can continue to compete with Asian competitors.
Already the company Matsushita, which makes the Panasonic brand among others, a
longtime competitor of Philips, had an internationalization process later, at a time when
communications and transport were more globally facilitated, which allowed him to
establishment of sales subsidiaries highly controlled and dominated by the thirst and the
production divisions in Japan
The model was to undertake research and product development in Japan only and from
there to mass produce efficiently, and export all over the world, through its subsidiaries.
That is, the internationalization model adopted globally, with the same products exported
to the world at low rates.
But when the Chinese and the Koreans began to adopt the same strategy as the Japanese,
but with much greater efficiency due to low salaries in these countries, the Japanese
Matsushita encountered the same problem as the Philips.
Also in this case the reaction was gradually, over the years, in making the transnational
enterprise.
But the movement had to do was reverse that of Philips, looking to empower innovation
and autonomy to subsidiaries to adapt their products to local needs of each country or
acquiring companies with high power of innovation and new product development and
like the competitor Philips, has given its production by outsourcing firms more efficient
Chinese and Korean.
Basically the internationalization strategies of management and the internationalization of
enterprises must go beyond simple exports, but also beyond the simple model for the
creation of subsidiaries-replica business in the country of origin by adopting a posture of
transnational company to survive and compete internationally.
Should take advantage of the benefits of international strategies "multinational,"
international "and" global ", combining with the use of the benefits of national differences,
economies of scale and economies of scope, as Bartlett and Ghoshal argue, 2008.
Source: A. Bartlett, 2001, Case "Philips versus Matsushita: A New Century, New Round,"
Harvard Business School and work of Luis Gradíssimo, ISEG, 2009.
 
Transnational National Differences Economies of Scale Economies of Scope
Strategy

Overall Benefits of the Harnessing the Sharing of Costs

Efficiency differences of factors - Potential Economies of between Markets
wages and cost of Scale and Investment and
capital Business

Multinational Management of Balance Scale and Diversification Risk

Flexibility different types of Risks Strategic and and Creating
Operational Flexibility Options

Learning-wide Learning from Benefiting from Shared learning

International differences in Experience: Cost between different
management Reduction and products and
processes and systems Innovation Business Markets

 
 
 

Attract Traffic in Spain

 
In recent years it was understood in Portugal that the ports are unlikely to expand further
their hinterlands in the country, both geographically and in terms modal, the latter
appearing as substitutes or alternatives to road transport.
In fact, the market is not possible to port the expansion of traffic beyond the normal
growth of the economy and international trade, which is to cannibalize the other ports.
In intermodal, the famous strategy of short sea shipping and motorways of the sea have
not arrived yet to bear fruit, largely due to difficulties experienced by maritime transport
in competition with road transport, which benefits from reduced costs infrastructure, not
paying the high negative externalities. Tolls in Europe for heavy are being implemented
slowly and even the rise in oil prices has been mitigated fiscally.
Not easy to port to get new customers in the country because they are loyal customers of
other ports and road transport were left with no alternative that was not to expand
"horizontally" to the east, toward the Spanish market, to Madrid.
However, apart from the positive experiences of a national company operating along the
border, from terminals in the country, without relying on the Spanish railway, has not
been easy to extend the geographical hinterlands of Portuguese ports to Spain on the one
hand, because Spanish customers tend to be faithful to their own supply chains and,
second, according to Garcia-Alonso and Martin-Bofarull (2007), are fies Spanish ports
have always served them well.
On the latter point, Garcia-Alonso and Martin-Bofarull, in a study called "Impact of Port
Investment on Efficiency and Capacity to Attract Traffic in Spain: Bilbao versus Valencia,"
published in 2007 in the journal Maritime Economics & Logistics, make an analysis
Empirical very interesting and come to unexpected conclusions, as follows.
Considering that improvements of land access, the internationalization of economies and
the growth of intermodal ports allow easier and get more competitive in the larger
hinterlands, increasing the power of choice and customer market, the objective of the
ports has be to increase your traffic in addition to economic growth (Haralambides, 2002
and Notteboom, 2006).
According to Alonso (2007), some pull factors of loads can be controlled by the port
authorities, such as the capacity of the port and terminals, fares and marketing strategies
as well as the possibility of securing an adequate relationship between quality and price ,
which implies greater investment in ports and attempt to improve efficiency (Ugboma et
al, 2006). However, on the other hand, Goss (1990) states that the competition can lead to
increased efficiency but also can lead to excess capacity of the port.
In this context, Garcia-Alonso and Martin-Bofarull (2007) studied the ports of Bilbao and
Valencia for 10 years, from 1992 to 2002, trying to compare the efficiencies resulting from
strong investments that made both ports in this period.
Thus, using the indices of efficiency resulting from the DEA (Data Envelopment Analysis),
by minimizing the inputs necessary to achieve certain outputs and using these indices in
the decomposition efficiency improvements resulting from either technical changes or
changes of scale, analyzed the following variables to Bilbao and Valencia each year:
 
Output - Tons and tons of dry bulk general cargo;
Input - Labour (employees and longshoremen), materials (in thousands of euros) and
capital (linear feet of pier and square meters of embankment)
 
It should be noted that the investment made between 1995 and 2002 was very similar in
the two ports:
Millions of euros Bilbao Valencia
1995 41,86 40,56
1996 40,89 43,37
1997 57,69 44,20
1998 50,39 21,37
1999 38,18 37,26
2000 35,89 31,29
2001 28,74 29,34
2002 29,50 59,70
Source: Anuario estadístico of Puertos del Estado
 
The analysis of efficiency indices resulting, it appears that while the port of Valencia has a
value of 0.957 in 1992 to a value of 1.000 in 2002 (maximum efficiency value in
comparative terms in the sample) while the port of Bilbao increased from 0.903 in 1992 to
0.521 in 2002, showing a gradual reduction in the level of efficiency in resource use,
including the new features created with the investment.
In fact, despite having been expanded infrastructure of both ports dramatically, while the
port of Valencia has seen its traffic increased to 11.385 million tonnes (Mt) in 1992 to
33.045 Mt in 2002, already had a Bilbao decrease in traffic, going from 30.560 Mt in 1992
to 26.258 Mt in 2002, despite the increase in its infrastructure and wharf embankment,
according to the authors.
One can conclude from that port authorities can not only manage the investments, the
expansion of the port and its capabilities and scale, but also have to move other variables,
such as Valencia took a huge success, contrasting with Bilbao.
Additionally, the authors analyzed the distribution of Spanish maritime traffic by port and
by region of origin and destination in the hinterland of Spain. In general the Spanish
regions not use more than 4 ports to move more than 90% of its traffic.
From the results, it appears that while the port of Bilbao remains attractive to almost only
the Basque regions, although the Vizcaya is losing attraction in Bilbao, the port of Valencia
has consolidated its position in regions with major ports themselves such as Barcelona,
Alicante and Castelló n.
Moreover, the study confirmed that improvements in infrastructure and port efficiency is
not substantially change the choices of the Spanish port, and most importantly the choice
of port for transhipment container lines and associated logistics chains.
The conclusion points towards being recommended to the port authorities do not base
their success strategies and catchment loads only in increased investment, not only in
attracting new cargoes of the Spanish, since they are very loyal to ports that always served
well. Strategies should be based rather on attracting international lines and the
incorporation of ports as nodes of transport networks.
What lessons can be angry now study for the Portuguese ports?
 
 
 

Maersk in Portugal
 
 
 
Maersk
 
The landscape has changed considerably in Portuguese ports in recent years and rightly
so, because life is anyway. Mota-Engil iriu Tertir acquired and now holds interests in
seven port terminals in public service concession for the container and multipurpose
motion, the 13 existing in the various Portuguese ports.
How important group expanding, fortunately Portuguese, r is not likely here.And here
comes the speculation and opinion.
The jump in the international scene in transport, logistics and port seems inevitable for
those who want to gain weight and build synergies in these sectors. Not only for Spain,
Brazil and PALOP, but for everyone.
The visit of Maersk, the largest container operator in the world, came in handy. It could be
your ideal partner in this expansion.
It is known that manages Maesk own port terminals, ships and logistics services
worldwide, including Spain, Brazil and Africa. It is known that the terminals of northern
Europe and Spain are saturated and will not be the expansion of the ports to meet
increasing global demand for container, especially for trade with Asia.
This is no longer the strategic location of only Portugal, but the need for alternative
terminals with capacity available throughout the world, for example not getting into the
hands of the Chairman of the port of Algeciras, with whom, as we know, there seems to
have been easy to negotiate new container terminal exclusive for Maersk.How to maintain
a leadership position without terminals available?
Appear to be creating the conditions for the exchange of synergy between the groups,
which easily could have points of common interest.
But if there's a world out there to share, how to implement this strategy inside, in
Portugal? Lease a dedicated terminal for Maersk? Where?
In Sines, there is an agreement with MSC competitor who has made some inroads in the
Portuguese market with the change and may be less attractive to Maersk for that reason.
In Lisbon, one of the terminal still has some constraints related to the design of the
accessibility to large ships at sea, although it is ideal for short-sea vessels.
The other is a terminal with excellent access by sea, but with a difficult environment in the
earth, is already full of various users of several competing routes. You may not be so easy
to ATCHING to exclusive use of Maersk.
The construction of a new container terminal along the river would be more pleasing
solution Maersk, according to newspapers, but unfortunately it seems to face many
opponents in the populations of the banks and conflicts with other activities that many
people consider it more noble, at least according with the views that I have personally
been collecting for some years.
In my opinion, the most viable alternative for this partnership would be the Maersk-Mota
Zone 2 Multipurpose Terminal Setubal.
Why has approx 725 m to -15 m is founded, with the possibility of future expansion for 3
km.Because the embankment has the largest free country, able to serve ships of Maersk.
Because it is located 40 km from the capital, with uncongested access, with which one
could create a see-saw railway linking the port terminal to an area of buffer on the north
bank of the Tagus, as is done for Sines (Bobadela? ).
Only miss a mathematical system to install navigational aids, to gain 0.5 m clean the
window to 100% of 24 hours and dredge the access channel in over about 1.5 m to -14 m
in some sections of sand in order to pass to receive all Panamax vessels and many of the
Post-Panamax.And the terminal could easily play the role of regional port line.
This option would provide Poceirã o still use as a platform to reach Spain and the rest of
the country only synergies.

Ports of the CPLP, a force in the World Maritime

 
Hosted the first meeting of the CPLP ports, organized excellently by the Port Authority,
which brought to Portugal and Portuguese ports of great prestige and allowed to further
develop trade relations and cooperation between ports and port companies of the CPLP
countries, launching bases solid to a deepening in the future.
This context reminds us of our common history and the first episodes of the commercial
link between the ports of the CPLP, so far, but they were forever linked by language,
thanks to the departure of adventurous Portuguese sailors to sea full of unknown goods to
exchange, taken from the ports of Portugal.
To develop this idea turned to the recent book by Mary Benedicta Araujo, the Publisher
Quidnovi (only costs about 5 euros), which takes us very interesting for the years 1500 to
1600, and the eastern coast of Africa and of the Portuguese Empire Goa.
In fact, in Goa, won in 1510, still speaks Portuguese and certainly its port could also be
present at the conference of the CPLP, as was always the best port in the east with the
Portuguese speaking and financed many of its inhabitants campaigns for the maintenance
of local factories in Portuguese hands at the time, making possible the transport of goods
to Portugal.
Back to the book, is also very interesting to understand, for example, the importance of the
ports and factories of Sofala and Mozambique were the success of the movement of
maritime cargo ports in the Indian Ocean, Asia and Africa with the Portuguese ports at the
time, so contributing decisively to the linguistic roots that bind us together and that they
were now.
Despite this important part of the ports of Portuguese, Indian, not yet, unfortunately, been
represented at the meeting of the CPLP ports, is expected to join the event next year.
The importance of Sofala resided in the possibility it offered to raise the rich gold mines in
the interior of Africa in exchange for clothes and fabrics from India, particularly of
Cambay. The relations date back to 1484 when Sofala Source / visited the site and brought
the news of the kingdom's gold mines.
 
Sofala (headache), 1570 - Wikipedia
Early in 1505, the Viceroy of India, D. Francisco Almeida secured to the crown a monopoly
on the treatment of the gold of Sofala, and ordered to build a large fortress, after
authorization obtained by Pero de Anadia.
The gold mines were located in the territory of Monomotapa king of a major empire in
Africa at the time that although he was baptized by King Gonçalo de Silveira, the intrigues
of Muslims led him to harass him. The king monk, a realm it will have to kill that sent
Portuguese Jesuit missionary in 1561, causing great grief in the kingdom, making the
forbidden territory to the Portuguese and at great peril to their freight traffic.
 
Ruins of the fortress of Sofala - Daniel P. Sobreira, flickr
D. Francisco Barreto led the expedition to the resumption of trade with the mines of King
Monomotapa. After some fighting against a large number of troops of King monks in the
interior of the continent, and despite the poor physical condition were the Portuguese,
won with the support of King Monomotapa who offered help against the king gave the
monks and commercial access to the gold mines.
The Ottomans were great enemies in the area, as well as the Egyptians and the British,
who came together to ward off the Portuguese coasts of the Indian Ocean.
Piris Reis (1551) and Miral Beque (1585), with the help of local kings (Ampaza and
Mombasa) and Muslim traders, commanded attacks successfully against Portuguese
plazas on the west coast of Africa, endangering maritime trade with Goa with the kingdom
and the kingdoms with friends, as was the case the Malindi.
But the viceroy D. Duarte de Meneses, from Goa in 1587, resumed trading in the market
places conquered by the Turks. Governor Manuel de Sousa Coutinho sent an armada of
Goa in 1589, which won the legendary captain Miral Beque Turkish fortress in Mombasa
and imprisoned, when he gave up a alternative escape to the forest interior, where they
were then in the Zimba migration process, the thousands, and who "ate everything that
moved", and Miral Beque preferred to come to Portugal, where he converted.
Before you settle down in South Africa, the Dutch, who in 1606 laid siege to the Bar in
Lisbon, have also tried several times to conquer the Island of Mozambique. In 1607
anchored in the port of Mozambique, with well-armed ships and about 1,500 men of war.
The Portuguese fort only had about 80 men and little artillery. One of the nights of siege,
25 Portuguese took to the fight against hundreds of Dutch, igniting the wooden castle
attack, and later the Dutch burned the village of sadism, in retaliation, and raised the siege,
yet ended up losing a vessel in recession due to the fire of the Portuguese.
Shortly afterwards, another Dutch master, Blens, it also put siege to the island, getting
them back out of the 25 Portuguese stronghold and win the spoils of weapons, and the
armed attacker also raised the siege frustrated. This defense has been crucial to the
posterior of the Portuguese presence in that area and the very Indian. Also the French
disputed maritime traffic with the Portuguese in the area.
In fact, the meeting of the CPLP Ports is a meeting of old acquaintances, with more than
500 year history of commodity exchange in the same language. Obviously there had been
an earlier controversial relationship in historical terms, but which today has the
cooperation in parity and equality, and the independent, sovereign and adult ground to
bear fruit that will bring benefits to all and be a force for unity by interests of these
countries in the maritime world of modern loads.

The Role of Logistics Chain Performance in the Port

Target Ports: Madrid II
 
 
The strategy of penetrating the inner part of the objective of seaports to increase its
base load. On the other hand, inland regions are recognizing that it is in their
interest to establish efficient connections to various ports as possible, as
exemplified in the Madrid region and demand for diversification in the use of ports
in the Portuguese Atlantic coast.
 
The traditional view on the selection of the port variables of the model considers the
physical attributes of the port, such as infrastructure, geographical location, the efficiency
of the port, the inter-connectivity, quality and service costs, availability, quality and
logistics costs, port security, the reputation of the port and land links. But the focus only
on the physical attributes of the port to assess the competitiveness of a port does not
mirror the reality of the chains (global) supply.
Multinational companies have adopted multi-flexible organizational structures on a global
scale and many of the world's largest companies have established extensive networks of
management and necessitated major globally dispersed supply chains.
The wide geographical distribution of sources of raw materials and production versus
smaller geographic distribution of sales is reflected in the needs and demands of
management in the transport chain.
Customer expectations are changing in the direction of pressing for greater flexibility,
reliability and accuracy and there is a growing demand for products "custom", delivered at
full speed with total reliability in delivery the lowest possible cost. The focus is on supply
chain excellence with customer service excellence and also lower cost.
It follows that European ports are increasingly competing not as autonomous points of
loading and unloading of ships, but as crucial links in the global supply chain.
More than ever, the logistics chain has become relevant to examine the competitiveness of
the port. This implies that the competitiveness of the port has become increasingly
dependent on external coordination and control by external agents.
The choice of Porto has become increasingly a function of the cost of the network that
integrates and selection criteria are related to port across the network that appears as a
node. The ports chosen are those that help to minimize the sum of costs from the sea, port
and inland costs and inventory of boots.
In the same vein, the choice of the port should be considered as a byproduct of choosing
the path of logistics, ie the choice of the Port becomes a function of the global network.
The importance of supply chain competition between ports has clear implications on the
role of connections to the hinterland of the Port, which became a key element in linking
efficient supply chain, including to ensure that the needs of the recipients are fully
satisfied in cost, availability and time for distributing goods.
In this scenario, the cost of transporting goods between origins and destinations and port
(including the cost of cargo handling), are just another cost component in the delivery of
the supply chain.
The implications for the port and modal choice are very important: shippers can choose
the most expensive ports or a more expensive solution of transport, if it is outweighed by
other costs of the chain.
 
The main costs to consider are
a) The time costs of assets (opportunity costs associated with capital tied up in goods
transported and depreciation costs of technical or economic goods);
b) inventory holding costs of emergency stocks;
c) indirect costs related to logistics quality aggregate in the transport chain and the
willingness of the various actors involved to adjust operations to customer requirements.
 
There are two important issues in this change:
First, the growing concern about the lack of capacity at ports and ground infrastructure,
before the current crisis, caused the managers of the supply chain began to choose the
port and the mode of transport increasingly based on reliable and capacity, along with the
question of pure cost.
Secondly, agents and logistics operators contemplating the increasingly complex networks
that require a high level of reliability. The current development and expansion of global
supply chains and intermodal transport systems are much more dependent
synchronization of different geographical scales.
The efficiency of the transport system can be seriously impaired if the transfer between
modes if you process with constant delays, despite having possibly low transportation
costs, and today the fundamental need for high level synchronization.
In order to reduce the risk of major disruptions, logistics operators tend to opt for flexible
networks that offer multiple alternative routing. Do not put all your eggs in one basket is
an approach which requires that each port, in combination with its logistic corridors, is in
a weak position, where the market will hardly forgive faults in the performance of the
system.
That is, the multiplicity of factors for selection of ports and selection criteria imply that the
modal choice model port continues to be a very difficult exercise.
Given the above, it becomes clear that the success of a port depends on the ability to
effectively integrate the networks of business relationships that form supply chains. In
other words, the success of a port no longer depends exclusively on its internal
weaknesses and strengths, but is increasingly determined by the capacity of the port
community to fully exploit the synergies with transport hubs in the hinterland and with
other actors within logistics networks of which it forms part.
Although the development of corridors to a port hinterland increasingly deserves far more
attention, the next interior hinterland remain the backbone of ports, including the major
European ports such as Rotterdam and Antwerp.
About 40% of containers that depart or arrive at Antwerp by truck has its origin or
destination markets within 50 kilometers from the port. The class over a longer distance
to Rotterdam is 150 to 200 km radius. This is directly related to the role of the port while
connected to the pole location closest industrial base.
A major concern of many ports is its strong dependence on the charges of its hinterland
and so the nearest road. Since intermodal transport is slow to acquire a strategic role, but
is important as a way of creating islands of charge in more distant hinterlands,
diversifying the relations of the port and reducing the dependence of their region.
A port with a cargo of strong local base, sooner or later, is tempted to increase penetration
on the inside with the dynamic of its intermodal offering in order to increase its capture
area. The increased scale in this way allows the port to increase its size, its capacity and
frequency and extent of its shipping lines. That is, increasing the importance of the port
and its competitiveness depends on its success in broadening its hinterland.
The multiplication of runners brings a change in the relationship between ports and their
hinterlands.
On the one hand, the strategy of penetrating the inner part of the objective of seaports to
increase its base load.
On the other hand, inland regions are recognizing that it is in their interest to establish
efficient connections to various ports as possible, as exemplified in the Madrid region and
demand for diversification in the use of ports in the Portuguese Atlantic coast.
This strategy not only prevents these regions become captive to a particular port, but also
improves the competitiveness and the conditions for economic centers located in these
interiors.
Thus, a connection to more ports more routes means more options and flexibility for
shippers and logistics service providers wishing to form a company in the region.
That is, the performance profile of multiple runners in terms of providing infrastructure
(capacity), transport conditions (price and quality of transport services) and monitoring of
logistics (ie supply chain) is a key attribute for the competitive game between regions and
ports.
Not all ports are gateways in Europe, but have larger terminals are usually owned by
ocean carriers that manage them efficiently, as is the case of Marsaxlokk in Malta, Gioia
Tauro in Italy and Algeciras in Spain, which act as hubs in transshipment business.
These sites were selected to serve continents, not regions, for transhipment at the crossing
points of trade routes, and high levels of productivity and cost control. They are usually
located far from major hinterlands, which have historically guided the selection of a port.
The total market share of container transshipment centers in Europe peaked in 2005
(12.2%), but since then began to decrease to 11.4% due to volume growth in mainland
ports, allowing the feasibility of transmission lines directly without going through the
hubs.
This has led some centers of transshipment, as Gioia Tauro and Algeciras to develop rail
transport services for the interior in order to capture and serve the economic centers in
the more distant interior directly, while also trying to attract logistics business into the
interior port.
That is, the traffic growth that occurred before the crisis led to a weakening of the position
of transshipment centers in favor of a limited number of major mainland ports, each
connected to an intermodal corridors.
The current crisis will slow this trend, but in future it is expected that the ports of
transhipment again lose importance and seek to have an increasingly important
component of the hinterland, for example Sines that should not be oblivious.
 
 
 
Adapted from the paper "The relationship Between seaports and the intermodal
hinterland in light of global supply chains," Theo Notteboom, 2008.

Ports in Brazil
 
Hosted a meeting of the ports of the Portuguese-speaking countries, only countries that
joined together for shipping in the Atlantic Ocean, Brazil, Angola, Guinea-Bissau, Cape
Verde and Portugal.
Besides it was found that the majority of Brazilian port not familiar with the Portuguese
ports such as port and do not know Portuguese Brazilian ports, it was found that some
Americans do not even know where is Angola, which shows that Brazilians are much
toward the inside and are almost completely filled to its size, with its problems and
shortcomings and their potential as major world power, not being driven out.
Moreover, their ports very well reveal this, since until very recently not escaped the
attention of the federal state of Brazil, many suffering from serious lack of infrastructure
and maritime access to adequate funds to Panamax vessels and Post-Panamax , letting the
difficulty of turning the country abroad, which is also revealed by the numbers of
international trade of Brazil, still far below what could be compared to population size and
extensive resource and industry.
But this seems to be changing, so it was established. The high growth of port traffic, said
around 15% per year in tonnes in the last 10 years, coupled with the willingness of Brazil
to not have obstacles to become one of the major world powers not only in size,
population and GDP, it already is, but also in levels of development and world trade will
mean a tripling of the current movement by 2020, or will involve the construction of a new
port terminal each year until 2020 to achieve accommodate all traffic expected.
Indeed, the Brazilian and his new Minister of the Special Secretariat for Ports, recently
created, are fully dedicated to advancing and improving port infrastructure, dredging
ports to fund -14 meters, building more terminals, the concession building others, creating
road and rail access and improving degraded river fronts, which are being abandoned in
the center of port cities.
This is a massive effort to increase capacity and competitiveness of its ports as privileged
connections to the outside world and transmission mechanisms of the dynamics as a
world power with other countries. And the dynamics of growth is so big, so now that the
Brazilians can not, nor need to worry about the commercial aspects port. Have not heard
talk of shipping lines, international calls, participation in global networks, the competition
for the hinterland. There are a lot of cargo, more and gives more than enough for
everyone.
So important was this meeting of the CPLP port, to say the Brazilian ports that have
brother countries who speak the same language, some also booming, as is the case of
Angola, other well-positioned to serve as a platform in the Atlantic, as is the case of Cape
Verde, others who may be the gateway to the Iberian peninsula or the Mediterranean, as
the case of Portugal. These countries have attracted the attention of Brazilian ports to the
fact that they can reach agreements and to create lines in cooperation between siblings to
help further strengthen what is already a world power Brazil.For this they set the ports
jointly study ways to enhance trade relations in the Atlantic, between the Lusophone
countries.
"Exit shell" and pay more attention to the hinterland and the foreland, that was my
message to the managers of Brazilian ports during the intervention that I made as a
moderator of the panel, challenging them to use the port for development of the CPLP
their strategies to expand trade in the Atlantic.
 
 
Research:
 
Competitive advantage is not only explore the Portuguese coast, relatively small, not
location, not very good, but the extent of the ocean only in EEZs and the propensity of the
population only for adventure at sea and overseas.
 
                   Exploration of the deep ocean;
                   Investigation of new ways to exploit minerals in the ocean
                   Investigate the exploitation of the waves
                   Exploration for oil and gas
                   Research support human life on the ocean floor, banks higher
                   Research on behavior of new materials and products on the ocean floor;
                   Investigation of the extensive exploration of cultures in the ocean that do not
migrate out of the EEZ and can be used exclusively by the Portuguese (fish, plants)
                   Investigation of bio-fuels from algae extensive exploration in the ocean.
 
8.
Riparian Zones
 

New Barriers in the Riverside Area

 
I have written some articles on coastal areas, highlighting what should be done in Setú bal
tend to have a riverside area of quality, based on my experience in the management of the
riverside area of Lisbon, while the Commercial Port of Lisbon in 2003 and 2004 .
 
Summary of new few basic principles:
 
                   Buildings should be small, transparent (glass-walled), removed from the
water, beautiful, sober, fit into the existing environment;
                   The priority should be for open spaces, large and quality, to walk and uses
simple enjoyment of the public, but with beauty and quality;
                   Should predominate terraces facing the sea, but with high quality furniture,
no advertising (this issue is very important);
                   Should give primacy to public places, bars, restaurants, gardens, sidewalks
and public infrastructure, preferably around recreational docks;
                   The dwelling must be very small and far removed from the water.
 
In this context, I mentioned that I consider very important the new urban park, which was
very well located near the river Sado, which can be used by the city's population that can
afford its river in a large space, open and decent, as in garden seaside recovered some
years ago by the APSS.
Too bad it already is constructing a concrete wall in the garden, just above the water
(about 5 meters), a new building to support the garden when there was plenty of space
behind, away from the river, which would allow those who circulates in the garden
enjoying the beauty of the city and the wider margin of Sado.
The riverside area should always have only one of two functions:
a) sea-related economic activities such as cargo ports, marinas, fishing, tourism, beach;
b) Large open areas for public enjoyment and recreation.
 
Therefore, it is now also understands the need to make buildings on the waterfront,
even if it is to fund construction elsewhere. Instead of rehabilitating the public waterfront,
build up barriers to private homes.
Ferries between the building and finance is an open space, parking lot today, which is
already small, but it is a valuable asset to the city, which he breathes into the sea when
people move into urban roads surrounding it and enjoy Sado and the views of Troy to
Arrá bida, one of the great things that contributes most to the city's identity and is the
card-to-visit, since it passes by arrivals Highway for business or fish for lunch .A bit like
the dolphins were on the roundabout.
Citizens enjoy the open spaces beside the sea.But if they have to be covered, then they are
with public buildings, leisure and connected to the sea which are very low and reduced
footprint, transparent (glass walls) and of great beauty.
From the dock of the Yacht Club de Setúbal and Pingo Doce Luisa Tody Avenue, is
another open space parking, which could be harnessed to work in conjunction with the
Yacht Club dock, an integrated project that put there a garden or public area with potential
to be a catchment area of many people, connecting to the sea, to water sports for
enjoyment or for leisure and tourism-related economic.
What is not understood is the need and willingness of decision makers for the
construction of private buildings in coastal areas, losing public areas and riverside nobles
of high economic value, which become for the exclusive use of only a house or office,
making increasingly tight views of the sea and smothering the relationship between
population and the river, making the town lose economic value and tourism compared to
other surrounding cities.
Should invest more on public areas and not in their riverside opposite (privatizing public
areas), since such spaces can catapult the city to an economic level above in terms of
tourist attraction and generate economic activities and innovative culture.

Riverside Area Setúbal

 
One of the most beautiful coastal areas that I know of is Lisbon, where the work carried
out in its redevelopment, revitalization, animation and international projection, helped
create a global benchmark for quality in a pleasant and beautiful, for leisure and fun the
model and lessons we should try to replicate elsewhere in the country bordering
The riverside towns are unique places, which should provide high levels of quality of life
to the public, and places of attraction and relief from city stress, and should, in this sense
be regarded as places of public interest which are not always be used by port activity.
The Lisbon riverfront stretches from the Cais do Sodre Boksburg, still passing through the
Garden of Tobacco and the area of Expo 98, the marginal zone of Oeiras and the old harbor
of Pedrouços, where there is high potential for creating a area of enjoyment of high
quality, open to the public and various public recreational facilities to be developed with
the "hair of the dog."
By selling a small plot of land far from water, housing, applying all the money in the
recovery and revitalization of the public area, stimulating a huge recreational dock at
existing dock and providing a major international event with entrance fees, style Expo 98,
but with an original concept, as did Barcelona, creating the Forum of Cultures (and
launched a brand-area worldwide, ca ptando funds for further developments), the
intervention would be self-sustaining.It's the recipe.
Having been director and manager of the riverside area of Lisbon, for two years, I had the
opportunity to understand the area well and understand the rules of his success,
moreover, well executed by APL. Rules are simple but fundamental to the business and the
quality of the waterfront as we know, making it also a place with public interest, it is
important to protect and preserve.
Finish with a few:
 
a)               buildings should be small, transparent, away from water, beautiful, sober, fit into
the environment that existed;
b)               new buildings should be low, stay away from others and the sea, or else they must
convert to existing ones;
c)                the priority should be for open spaces, large, for purposes of sightseeing and
enjoyment of the public simple, but with beauty and quality;
d)               equipment, public roads, walking paths and buildings must pass quality;
e)               should predominate terraces facing the sea, but with high-quality furnishings,
without advertising;
f)                  should give primacy to public places, bars, restaurants, gardens, sidewalks and
public infrastructure, preferably around recreational docks;
g)               housing should be very low and away from water.
 
In conclusion, we intend to keep the waterfront as a free, public, public activities, plenty of
space, buildings that are almost scattered islands, transparent and integrated into the
scenery, without references s advertising of any kind.
 
What not to do:
a) roads full of traffic along the sea, which act as barriers;
b) major new private buildings near the sea, as barriers to the sights;
c) shopping centers along the water;
d) shops and restaurants of low quality level (Chinese, burgers, etc.);
e) terraces with posters and advertising.
 
Coming now to Setubal, whose waterfront is the subject of this article will be interesting to
note that until a few years ago, that area was a planned process of development and
revitalization inspired by the Lisbon process, while respecting local traditions.
It was arranged the garden of the sea, the front of the dock fishing, recreational dock in
Fontainhas (ferry), the garden of palm trees, beach garden of Health (the waves of grass),
all in public spaces designed by architects who opened the river to the townspeople.
The following plans pointed to the revitalization of spaces with activities of restaurants
and bars in several areas. But only the Garden go to sea Be received Portugalia and a
terrace bar.Then came the Polis.
At its inception, the program had merit, but lacked the elaborate plans and what should be
done.
The company Setú bal Polis was the dominance of contingency plans at the waterfront and
came the problems, the result of ignorance of national and international lessons in these
areas.
 
a)               transfer all traffic Luisa Tody Avenue to the waterfront marginal Setubal, creating
an unnecessary barrier to link town-river, while being easy to stop the car to enjoy the sea
views or cross the road Ride mild;
b)               Building near the waterfront buildings housing high, compact, goes against the
most basic rules on conversion of coastal areas, making private space that should remain
public and, worse, planning to invest the proceeds from the sale of land in other loca Is the
city.Fortunately, the public domain blocked the sale;
c)                There were plans to create, imagine, an average shopping center next to ferries,
near water, in open space today, but narrow, tightening the streets and sights without
impeding normal breathing zone of a ribeir ine.Fortunately, one of common sense rejected
the project.
 
The expected sea in a secluded garden, which is in danger of becoming a bad place
frequented when it should be a place of business of restaurants and bars or shops facing a
marina, which was on lease.
Now we wait patiently for the end of the works in Luisa Tody Avenue and the serious
consequences for the riverside area around it, but we are hopeful that approximates the
end of the program Polis without doing more damage.

New Intermodal station of Setúbal

 
I wrote a text on coastal areas, leaving some tips on what should be done in Setú bal, based
on my experience in the management of the riverside area of Lisbon, as Commercial
Director of the Port of Lisbon in 2003 and 2004:
Summary Here are some:
                   Buildings should be small, transparent, away from water, beautiful, sober, fit into
the existing environment;
                   The priority should be for open spaces, large and quality, to walk and uses simple
enjoyment of the public, but with beauty and quality;
                   Should predominate terraces facing the sea, but with high-quality furnishings,
without advertising;
                   Should give primacy to public places, bars, restaurants, gardens, sidewalks and
public infrastructure, preferably around recreational docks;
                   Housing should be very low and away from water (200 m).
 
In this context, I felt a great pride in being Setubalense when I visited the new urban park,
which was very well located near the river Sado, which can be used by the city's
population, which for the first time can enjoy the river in a large space, open and decent .
Continue up now extending the amazing work that promises to transform Setubal in a city
like any other neighboring cities. Now they need to relocate Polis yards away old to fall.
Who will see the urban park that the yards are hardly there.
Stretch out the urban park to connect to the green park of the waves near the fishing dock,
always in open spaces and green, no big trees, no tall buildings. Offer the best area of town
to the population to free enjoyment. Thank you.
 
The riverside area should always have only one of two functions:
a) sea-related economic activities such as cargo ports, marinas, fishing, tourism, beach;
b) large open areas for public enjoyment and recreation.
 
So, do not understand the need to make a big intermodal station by the sea. No need to
stay there and is a waste of riverfront for functions that can be better organized otherwise,
elsewhere. Let's see:
Alternative - Enlargement of the Station Square area of Brazil to the Training Centre
Barreiros or relocation of the fifth season of Sour
 
 
 
 
Sour Brazil's Square, Barry School
                           
 
Advantages:
                   Direct connection to the highways, the road of Palmela, the Alentejo and the road
to the road Azeitã o / Lisbon without going through the center of Setubal;
                   Reduced travel times for users of buses and trains;
                   Expulsion from the urban center, as mandated by the rules for connecting to
intermodal centers outside the city;
                   Do not burden, nor more congested the city with regional buses and cars looking
for parking, connection to public transport (rail or highway to Lisbon and other cities);
                   No charge astronomical in relocation of the port terminal in the existing
Fontainhas (where?), Nor the loss of a harbor area of high value and national funds for
large river vessels, essential for paper mills, the steel, cement, etc..
                   Best solves the great mass movement by road and rail, creating parking spaces
outside the city for those arriving;
 
Both ferries, as the center of Setubal could be linked to the intermodal station by bus
outside of 10 to 10 minutes and / or light rail, using the railway line passing through the
conventional Quebedo and can also build up a new stop Fontainhas in after the tunnel,
making life easier for those who work in Troy and facilitating the movement of great
summer for beaches.
The river link, and it will be meaningful only in summer, does not justify the onerous costs
of congestion in the city and the relocation of the port of Setú bal which involves investing
in a road-rail intermodal station in the center of Setubal, in Fontainhas.Nor does it justify
the disadvantages of the occupation of useless buildings facing the river for the intermodal
station and car parks outside the city for travelers. The river link is better served by a see-
saw from a station outside the city, than bringing the regional buses and private cars of
travelers to the city center, wasting time who would not come into question Setú bal and
wasting time and space to setubalense.

Riparian Zones Versus Ports

 
Currently, all ports are at serious risks.
The problems that have arisen not come to help the future of national ports for various
reasons, as we shall explore:
 
a)               On the one hand, reduced the willingness and understanding of people about the
importance and role of ports in the economy and the need to give some priority to its
location in the tiny riverside areas with a natural vocation to receive large commercial
vessels;
b)               On the other, not allowed to drive under the leadership of the ports, as it should,
will and appetite of people for riparian zones for leisure, harmonizing their use in a
balanced manner with the presence of ports, that they may also be an element of interest
riverside for a walk or a stay by the sea, keeping your important business of creating jobs
and value, while economic clusters;
c)                Then, it is sometimes confronted people with expansive port projects, poorly
explained and not matched a priori with the people, resorting to positions of power, as
they awaken the sleeping giant of the public against the port, in particular the city
population, creating a "snowball" that is being developed quietly but very effectively as it
has, and that could jeopardize not only the expansion, but also the existence of their own
ports;
d)               Finally, given the strong impact that the ports are currently in the "average"
national sentiment spread to the national population against ports, which may in time
come to put into question the maintenance of some port terminals closer to the urban area
from other cities, seriously affecting the economy.
 
They are not concerned forms of negotiation process, economic and legal models, nor the
criteria for choosing the best options in a market economy and harbor strong
international competition. Not at issue in the national interest projects. It is appointed to
manage the administration, who is elected every moment to decide, and it is up to the
opposition agrees. Each in his role.
But one question I know is the inspection activities of central bodies of the State Ports.
Whether or no reason in the analysis on compliance with the Act, and on how the risk is
shared, I have many questions when you get into economic and trade issues that do not
dominate, because they were not managing the ports.
The problem is that they are not managers and have a vision entirely legal, as you face the
State accounts as simple sums and reductions in inflows or outflows of money from the
state.
The ports can not be treated as simple directions Collection of Taxes, port charges or
rental of property or rights of way, which goes against all trends in the world of how to
make the economic and commercial management of ports . Since I know the ports, there
has been a game between cat and mouse.
The mouse that are the modern management of ports, ports that want to see how
companies that provide high quality services to customers and seeking to have the best
partner to have modern ports and developed that create employment and serve as centers
of attraction business and win the battle of international competition with the Spanish
ports much more advanced in terms of trade, while not neglecting the articulation and
control.
The cat that is the central state apparatus means that the ports as simple public
infrastructure they use the users who must pay the required fees to the maximum port,
operated by dealers who have public service obligations, without gaining anything for it .
The ports are not motorways and deterministic demand forecasts are competing globally
and with them, is the country
I do not see lawyers who understand the business away from the reality on the port that
are suitable traffic forecasts, which estimates the difference between static and traffic
objectives for which it should work commercially, together with the support of port
management, as it happens modern ports in northern Europe.
Ports may, but shall not, nor have to be profitable, as with most European ports. The
benefit of support should fall on the client, load and ship, and should serve to multiply the
economic benefits for businesses, where the state will then get added taxes. This type of
accounts is that the economic benefits to be achieved.
Returning to the subject of entry, is concerned that feels the need to repair or compensate
for the riparian population to other projects, explaining with intelligence (and not clever),
sincerity, humility and the importance of port projects for all, putting "all" of side and not
against the project.
Perhaps it is not possible to do this, or perhaps it is too difficult. But still worth a try,
taking into account the benefits that everyone would have to be taken if such action can
succeed, ports and populations.
I have many years the idea that certain ports have only lead to future port making the
inevitable move by the populations of riparian areas.
And this leadership is done with the design of projects are complete and balanced
environmental, coastal and port. Only then the ports can grow. There must be
compensation and minimization of impacts.
But the projects have to be coastal public enjoyment and not for housing or private uses.
The projects have to leave coastal areas near the sea to breathe the river, all without high
buildings, by choosing transparent. This is a national tradition in the margins.
Recently I was in Huelva, and to my astonishment was built around a beautiful footpath
and cycleway Wood, all raised, above all port terminals of Huelva, offering local people
access to the entire margin, with no limits and offering great views of the river and the
very interesting activities of the port terminals.
In olden times, my father took me to the terrace from the airport to see the planes up.
Today, I do not understand why this is not possible at the Airport Station.
This is of interest and can be done at ports, among many other ideas that could be
accepted with reduced costs.
For example, in some ports more problematic, in conflict with people, why not create a
raised walk next to the terminal (an idea perhaps too bold), properly secured, certainly
offer a relief to the population and access to a piece of margin again with a movement of
ships and cargo port that is certainly for many, a new and great beauty.In Rotterdam there
are those who take the wedding pictures with the harbor in the background.
Under the impact on other ports, it is noted that there are two areas in Setubal major port,
with natural backgrounds to receive commercial vessels ocean:
a)               the Central Zone, where there are multi-purpose terminals, terminals and roro
terminals Sapec, EDP and Somincor / Pyrites, in front of 3 km (with some front still free);
b)               Termitrena the Peninsula (formerly EUROMINES) which is located the terminal of
Secil / Cimpor and Teporset, in front of three bulk berths, with only two built.
Metropolitan Area of Lisbon (AML) there is another front for natural ocean vessels
available, with reduced investment and still not conflict with the urban fabric, to create a
new terminal to serve some great new industry that wishes to install in Lisbon or Setubal.
However, if the city of Setubal if you want to expand the limits of the port, past the line
that separates the city's port, now very well defined, rather than expanding into other
areas have long provided for free, this may seriously damage the future of the port and the
future of the economy of AML. Is that most businesses and jobs in the region is directly or
indirectly connected to the port. Decision makers must understand that, or ask someone
who knows.
There are already some projects that push the port further upstream, which makes no
sense, because there are no other port areas with natural backgrounds expansion
upstream of the river, without requiring heavy investments, which destroy
environmentally protected areas of the estuary.
The strategy should change, and the population should be considered a partner who
should be explained the importance of ports for keeping their jobs, directly and indirectly,
and the shortage of areas aimed at the reception of ships.
Local politicians and city workers technicians should be the primary targets of training on
port issues, bringing them to participate in the problems facing the ports to maintain its
role of supporting economies.
So, I think, for example, the training that Dr. John Figueira de Sousa held annually in this area
for technicians City workers, for many still unknown, it is of fundamental public importance
and should be supported and replicated by Country