1.

1 Introduction
The globalizations of trade and subsequent breakdown in trade barriers have spurred
tremendous growth in marine transportation. Thus, the stiff competitions among port
operators have increased in the sense to attract port users. Therefore, port operators have to
consider lower turnaround time for vessel in order to benchmark good productivity and
performance for their terminals.
The turnaround time issue, which has been discussed and argued by many
scholars since the emergence of containerization for the last three decades have evolved a lot
of development. According to UNCTAD, (1976) under operational indicator, it states clearly
turnaround time is crucial to be considered, where it portrays port capability and ability to
provide tremendous services with high productivity and performance to port user. It argues
that the most important objective for a port container terminal is to increase its throughput or
in other word is to decrease the turnaround times of vessels. As a result, the turnaround time
of a vessel is depending on the effectiveness of allocating and scheduling key resources such
as, quay cranes, yard cranes, berths and trucks.
There have been scores if not hundreds of in-house commercial studies aimed at finding ways
of reducing port turnaround times and it would be surprising if at this very moment of reading
these words someone, somewhere, is not considering how turnaround in some port or other
cannot be shaved by an hour or two. An enormous amount of logistical and technological
ingenuity has been deployed by production engineers, naval architects, civil engineers and
transport planners to finding ways of ensuring that ships spend the maximum possible
amount of time at sea. Unfortunately, the application of all this intelligence and disciplined
energy was not matched by studies of the effects of these 'efficiency gains' for the lives of
seafarers.
Ship turn-around time is dominated by the time necessary to unload and load containers.
When unloading and loading a ship, most cranes spend only half of their moves carrying a
container. During unloading, the crane is empty when moving to the ship. During loading, the
crane is empty when returning to the dock. Double cycling is the practice of using these
empty moves to carry a container, thus making the crane more productive, and reducing
turn-around time.

With current single cycling or status quo methods, the number of moves necessary to turnaround the ship is fixed, and does not depend on the order in which the crane operates on the
ships columns. With double cycling, however, the number of moves depends on the order of
operations. Therefore, the problem of double cycling is one of scheduling jobs, or finding the
order in which to operate on the columns that minimizes ship turn-around time.

Turnaround strategy is a corporate practice designed and planned to protect (save) a lossmaking company and transform it into a profit-making one.
In financial, commercial, corporate or from a business perspective, the turnaround strategy
can be defined as follows.
Turnaround Strategy is a corporate action that is taken (performed) to deal with issues of a
loss-making (sick) company like increasing losses, lower return on capital employed, and
continuous decrease in the value of its shares.
Finally, from an academic point of view, its definition can be stated as under.
Turnaround strategy is an analytical approach to solve the root cause failure of a lossmaking company to decide the most crucial reasons behind its failure. Here, a long-term
strategic plan and restructuring plans are designed and implemented to solve the issues of a
sick company.

Container Shipping & Trade offers more than your average container publication. Published
in response to widespread industry requests, the journal not only reports on the global
shipping of containers, with the usual trade, ports and logistics aspects of this industry, but it
also reports on the ships themselves, the hugely expensive assets whose design and operation
are so important to the future sustainability of the sector as it faces mounting economic and
environmental pressures. This includes the technical aspects of the container ship fleet,
covering topics such as power & propulsion, emissions, safety and much more.
Published four times a year, Container Shipping & Trade provides readers with the missing
detailed information on the latest innovations and thinking on how to make container ships
more efficient and environmentally friendly, presented in the context of the overall
development of global container shipping trade and markets.
This journal provides a valuable addition to Riviera Maritime Media's portfolio of specialist
vertically-focused maritime journals and meets the needs of a huge and still growing sector of
the maritime industry.
Container Shipping & Trade provides the same high quality independent editorial coverage
that has become a hallmark of Riviera Maritime Medias journals.
Evolution of Container ships Since the beginning of containerization in the mid 1950s,
containerships undertook six general waves of changes, each representing a generation of
containership:
A) Early containerships. The first generation of containerships was composed of modified
bulk vessels or tankers that could transport up 1,000 TEUs. The first containership, the
"Ideal-X" was a converted World War II T2 tanker. The container was at the beginning of the
1960s an untested transport technology and reconverting existing ships proved out to be the
least expensive and risky solution. These ships were carrying onboard cranes since most port
terminals were not equipped to handle containers and were relatively slow, with speeds of
about 18 to 20 knots. However, they could only carry container on the converted decks.
Once the container began to be massively adopted at the beginning of the 1970s, the
construction of the first fully cellular containerships (FCC; second generation) entirely
dedicated for handling containers started. All containerships are composed of cells lodging
containers in stacks of different height depending on the ship capacity. Cellular
3

containership also offer the advantage of using the whole ship to stack containers, including
below deck. Cranes were removed from the ship design so that more containers could be
carried (cranes remain today on some specialized containerships such as reefers). The ability
of ports to handle containership ceased to be a major concern with the setting of specialized
container terminals around the world. These ships were also much faster with speeds of 2024 knots that would become the speed of reference in containerized shipping.
B) Panamax. Economies of scale rapidly pushed for the construction of larger containerships
in the 1980s. The larger the number of containers being carried the lower the costs per TEU.
The process became a virtuous circle compounding larger volumes and lower costs. The size
limit of the Panama Canal, which came to be known as the panamax standard, was
achieved in 1985 with a capacity of about 4,000 TEUs. Once this limit was achieved, a
decade passed before a new generation of containerships was designed. At the same time
panamax container ship designs were evolving to take maximum advantage of the limitation
in beam (Panamax Max). The original dimensions of the Panama Canal, built by the US
Army Corps of Engineers, are similar to the dimensions of the US Inland Waterways locks,
resulting in a narrow and long ship design.
C) Post Panamax. Going beyond panamax was perceived as a risk in terms of the
configuration of the networks, additional handling infrastructure as well as draft limitations
at ports. The APL C10 class containerships were introduced in 1988 and was the first
containership class to exceeded the 32.2 m width limit of the Panama Canal. By 1996 full
fledged Post Panamax containerships were introduced and capacities reached 6,600 TEUs. A
ship above the panamax size requires a substantial amount of cargo to be used profitably
along a service loop and by the late 1990s the rapid growth of global trade made such a ship
class a marketable proposition. Once the panamax threshold was breached, ship size quickly
increased with capacities reaching 8,000 TEUs (Post Panamax Plus; "Sovereign Class").
Post Panamax Containerships require deep water ports (at least 43 feet of draft) and highly
efficient, but costly, portainers. This is placing pressures for ports to dredge to accommodate
these draft constraints.
D) New Panamax (NPX). Refers to ships designed to fit exactly in the locks of the expanded
Panama Canal, expected to open in 2014, and which confers capacity of about 12,500 TEU.

Like its Panamax counterparts, New Panamax ships will compose a specific ship class able
to effectively service the Americas and the Caribbean, either from Europe or from Asia.
E) Post New Panamax. By 2006, a new generation of containerships came online when the
maritime shipper Maersk introduced a ship class having a capacity in the range of 11,000 to
14,500 TEUs, the Emma Maersk, (E Class). They are dubbed "Post New Panamax" since
these ships are bigger than the expanded Panama Canal specifications and can handle up to
about 18,000 TEU (Triple E Class). It remains to be seen which routes and ports these ships
would service, but they are limited mostly to routes between Asia and Europe. There
are larger ship designs on the drawing boards, such as the "Malacca Max" class that could
carry about 27,000-30,000 TEU, but they are not expected to be constructed within a decade.
Containership speeds have peaked to an average of 20 to 25 knots and it is unlikely that
speeds will increase due to energy consumption; many shipping lines are opting for slow
steaming to cope with higher bunker fuel prices and overcapacity. The deployment of a class
of fast containerships has remained on the drawing boards because the speed advantages they
would confer would not compensate for the much higher shipping costs. Supply chains have
simply been synchronized with container shipping speeds. Each subsequent generation of
containership is facing a shrinking number of harbors able to handle them. Although
economies of scale would favor the construction and allocation of larger containerships on
more shipping routes, there are operational limitations to deploy ships bigger than 8,000
TEU. Containerships in the range of 5,500 to 6,500 TEU appear to be the most flexible in
terms of number of port calls since using larger ships along trade routes would require fewer
calls and thus be less convenient to service specific markets.

NEED OF THE STUDY

As such, a Port/Terminal's performance efficiency can be determined by the TurnRound Time. Precisely, lesser the Turn-Round Time, more is the Productivity. Hence,
Turn-Round Time is one of the most important performance indicator as set out by the
various Ports' administration. With the world going behind sea trade, and more specifically
with container trade and lot of private terminal operators coming up, it is pertinent to study
and suggest on the ways and means that would lower the Turn-Round Time of Chennai Port's
Container Terminal. Hence, the need of the study has raised to improve the operational
facilities of the port with proper strategies.

1.3 STATEMENT OF THE PROBLEM

The stated problem in the study is the increased time for a vessel to turn around to the port
(Chennai port). The study also dictates the various issues which results the cause of the above
which not only decreases the profitability of delivery of cargo on time but also the earning of
port in handling the vessels included for such operations.

1.4 INDUSTRY PROFILE:

PORTS
A port is a location on a coast or shore containing one or more harbors where ships can dock
and transfer people or cargo to or from land. Port locations are selected to optimize access to
land and navigable water, for commercial demand, and for shelter from wind and waves.
Ports with deeper water are rarer, but can handle larger, more economical ships. Since ports
throughout history handled every kind of traffic, support and storage facilities vary widely,
may extend for miles, and dominate the local economy. Some ports have an important,
perhaps exclusively military role.
Ports often have cargo-handling equipment, such as cranes (operated by longshoremen) and
forklifts for use in loading ships, which may be provided by private interests or public bodies.
Often, canneries or other processing facilities will be located nearby. Some ports feature
canals, which allow ships further movement inland. Access to intermodal transportation, such
as trains and trucks, are critical to a port, so that passengers and cargo can also move further
inland beyond the port area. Ports with international traffic have customs facilities. Harbor
pilots and tugboats may maneuver large ships in tight quarters when near docks.
The terms "port" and "seaport" are used for different types of port facilities that handle oceangoing vessels, and river port is used for river traffic, such as barges and other shallow-draft
vessels. Some ports on a lake, river, or canal have access to a sea or ocean, and are sometimes
called "inland ports".
A seaport is further categorized as a "cruise port" or a "cargo port". Additionally, "cruise
ports" are also known as a "home port" or a "port of call". The "cargo port" is also further
categorized into a "bulk" or "break bulk port" or as a "container port".
8

PORT PERFORMANCE INDICATORS

The operational performance of a port is generally measured in terms of the speed with which
a vessel is despatched, the rate at which cargo is handled and the duration that cargo stays in
port prior to shipment or post discharge. However, a progressive port manager would also
wish to know how extensively and intensively its assets are being utilized as well as how well
the operations perform financially. Indicators to measure these performances are determined
generally in relation to the tonnage of shipping calling at the port and of the volume of cargo
handled since port services in the main are rendered to ships and cargo. This note discusses
the main indicators used by ports, and for ease of reference tabulation is presented at the end
of this note, which briefly describes how the indicators are determined.

OPERATIONAL PERFORMANCE INDICATORS

Primary measures of vessel performance are the ship turn-round time and the tonnage
handled per ship day in port. The ship turn-round time is the duration of the vessel's stay in
port and is calculated from the time of arrival to the time of departure. Traditionally
expressed in days, it is now common to express turn-round time in hours. The port authority
would normally compile statistics that would provide monthly and annually average turnround times. The average turn-round time per ship is determined by dividing the total hours
by the total number of ships calling at the port.
In its basic form, ship turn-round time does not mean much, as the length of stay of a vessel
is influenced by (a) the volume of cargo, (b) the facilities made available and (c) the
composition of the cargo itself. Thus it becomes necessary for the port to break the basic ship
turn-round time down for tankers, bulk carriers, container vessels and general cargo vessels,
and even subdividing these into domestic trade, regional trade and ocean going vessels.
Since the duration of a vessel's stay in port is influenced by the volume of cargo that it works,
a more useful measure of vessel performance is the tonnage handled per day or hour that the
vessel is in port. The average tonnage handled per ship day or ship hour would be obtained
by dividing the total tonnage of cargo that is loaded and discharged by the total number of
hours that all vessels spend in port. In compiling data that would enable the port to determine
9

ship turn-round time or the tonnage handled per ship day (or ship hour), a port would
normally split total time in port into time at berth and time off the berth and within each, the
opportunity would be taken to record for each service activity the amount of delay (idle time)
as well as the reasons for the delay (e.g., waiting for cargo, opening/closing hatches, waiting
for gears, rain, waiting for berth, etc). In particular, the ratio between the waiting time for
berth and the time spent at berth, known as the waiting rate, is a significant indicator of
possible congestion status.
While the tonnage handled per ship day (or hour) is a measure of the volume of cargo
handled per unit of time of the vessel in port, productivity in ports is generally measured in
terms of the tonnage of cargo handled per unit of work station per hour. In the case of general
cargo, the work station is the gang, with containers; it is the crane (or hook). Thus
productivity is measured in terms of (a) tons per gang hour for general cargo and (b)
TEUs/per crane (or hook) hour. With tons per gang hour, the size of the gang is a material
factor, as generally and up to a point, the larger the gang size the greater its output. Hence a
more useful indicator of productivity for general cargo is the tonnage handled per man hour.
In establishing the size of the gang, it should be noted that some ports have separate
stevedoring and wharf gangs while some have an integrated gang that works on board vessels
(stevedoring) as well as at the apron (wharfingering). It should also be pointed out that very
often the size and nature of the consignment has an influence on gang performance.
Generally, the larger and more homogeneous the consignment the greater is the productivity.
The assessment of a port's performance from the point of view of the exporter/importer is
quite basic in that there is only one indicator of interest, the dwell time of cargo in port
measured in terms of the number of days that a ton of cargo remains in port. A high dwell
time is generally an indication that all is not well with the port. It does not, however, identify
areas where improvements may be sought since, unlike ship time in port, it does not have a
breakdown according to the various procedures that have to be gone through before cargo can
be shipped or delivered (e.g., customs clearance, waiting for instructions, waiting for ship,
waiting for transport, etc.). The importance of dwell time also obviously varies with the
nature of cargo

10

COMPUTATION OF PORTS PERFORMANCE INDICATORS

1. Average ship turnround time=

Total hours vessel stay port

Total no . of vessels

2. Averagetonnage per vessel day =

3. Average vessel time at berth=

Total hours alongside berths

Total no . of vessel berthed

4 Average waiting time for berth=

Total hours of vessels ' waiting for berth

Total no :of vessel berthed

5. Average waiting timedue rain=

6. AverageWaiting Rate=

Total tonnageof cargo handled

Totalno . of vessel days(hours)

Total hours of work stoppage due t rain

Total no :of vessel worked

Total hours of vessels waiting for berth

Total hours alongside berths

11

7. Berththroughput =

Total tonnage of cargo handled at berths

Totalno :of berths

8. Berth occupancy rate ( )=

9. Berth utilization rate( )=

Total time of vessels at berth X 100

Total no : of berths X 365 days

Total time that ships actually work x 100

Total time of vessels alongside

OVERVIEW OF THE SHIPPING INDUSTRY

TYPES OF SHIPS
CONTAINER SHIPS:

Container Ships are the ones which carry most of the world's manufactured goods and
products, usually through scheduled liner services.
BULK CARRIERS:

12

Bulk carriers are the work horses of the fleet, transport raw materials such as iron ore and
coal, identifiable by the hatches raised above deck level which cover the large cargo holds.
TANKER VESSELS:

Tankers transport crude oil, chemicals and petroleum products. Tankers can appear similar to
bulk carriers, but the deck is flush and covered by oil pipelines and vents.
CRUISE VESSELS & FERRIES:

13

Ferries and Cruise ships: Ferries usually perform short journeys for a mix of passengers, cars
and commercial vehicles. Most of these ships are Ro-Ro (roll on - roll off) ferries, where
vehicles can drive straight on and off, making it a speedy and easily accessible way to travel.
Demand for cruise ships expanded rapidly during the 1980s, leading to a new generation of
large and luxurious 'floating hotels'.
SPECIALIST SHIPS:

Specialist ships: Such as anchor handling and supply vessels for the offshore oil industry,
salvage tugs, ice breakers and research vessels.
RO-RO VESSELS:
Roll-on/roll-off (RORO or Ro-Ro) ships are vessels designed to carry wheeled cargo such as
automobiles, trucks, semi-trailer trucks, trailers or railroad cars that are driven on and off the
ship on their own wheels. This is in contrast to lo-lo (lift on-lift off) vessels which use a crane
to load and unload cargo.

14

1.5 COMPANY PROFILE

HISTORY OF CHENNAI PORT:
Chennai Port, the third oldest port among the 12 major ports, is an emerging hub port in the
East Coast of India. This gateway port for all cargo has completed 128 years of glorious
service to the nations maritime trade.
Maritime trade started way back in 1639 on the sea shore Chennai. It was an open road -stead
and exposed sandy coast till 1815. The initial piers were built in 1861, but the storms of 1868
and 1872 made them inoperative. So an artificial harbour was built and the operations were
started in 1881.The cargo operations were carried out on the northern pier, located on the
northeastern side of Fort St. George in Chennai. In the first couple of years the port registered
traffic of 3 lakh tones of cargo handling 600 ships.
Being an artificial harbor, the port was vulnerable to the cyclones, accretion of sand inside the
basin due to underwater currents, which reduced the draft. Sir Francis Spring a visionary
skillfully drew a long-term plan to charter the course of the port in a scientific manner,
overcoming both man-made and natural challenges. The shifting of the entrance of the port
15

from eastern side to the North Eastern side protected the port to a large extent from the
natural vulnerabilities. By the end of 1920 the port was equipped with a dock consisting of
four berths in the West Quays, one each in the East & South Quay along with the transit
sheds, warehouses and a marshalling yard to facilitate the transfer of cargo from land to sea
and vice versa. Additional berths were added with a berth at South Quay and another between
WQ2 & WQ3 in the forties.
Indias Independence saw the port gathering development, momentum. The topography of the
Port changed in 1964 when the Jawahar dock with capacity to berth 6 vessels to handle Dry
Bulk cargoes such as Coal, Iron ore, Fertilizer and non hazardous liquid cargoes was carved
out on the southern side.
In tune with the international maritime developments, the port developed the Outer Harbour,
named Bharathi Dock for handling Petroleum in 1972 and for mechanized handling of Iron
Ore in 1974. The Iron ore terminal is equipped with Mechanized ore handling plant, one of
the three such facilities in the country, with a capacity of handling 8 million tonnes. The
Chennai ports share of Iron ore export from India is 12%. The dedicated facility for oil led to
the development of oil refinery in the hinterland. This oil terminal is capable of handling
Suezmax vessels.
In 1983, the port heralded the countrys first dedicated container terminal facility
commissioned by the then prime minister Smt.Indira Gandhi on 18th December 1983. The
Port privatized this terminal and is operated by Chennai Container Terminal Private Limited.
Having the capability of handling fourth generation vessels, the terminal is ranked in the top
100 container ports in the world. Witnessing a phenomenal growth in container handling year
after year the port is added with the Second Container Terminal with a capacity to handle 1.5
M TEUs to meet the demand. To cater to the latest generation of vessels and to exploit the
steep increase in containerized cargo the port is planning to welcome the future with a Mega
Container Terminal, capable of handling 5 Million TEUs expected to be operational from
2013.
The Chennai port is one among the major ports having Terminal Shunting Yard and running
their own Railway operations inside the harbour on the East Coast. The port is having railway
lines running up to 68 kms and handles 25% of the total volume of the cargo, 4360 rakes
(239412 wagons) during 2009-10.

16

The port with three Docks, 24 berths and draft ranging from 12m to 16.5m has become a hub
port for Containers, Cars and Project Cargo in the East Coast. The port has handled an all
time high of 61.06 Million tonnes of cargo registering an increase of 6.2% over previous year.
An increase of 10.14% in handling of cars from 273917 Units in the year 2009-10 when
compared with 248697 Units in the year 2008-09 and an increase of 6.39% in handling of
containers from 1143373 TEUs in the year 2008-09 to 1216438 TEUs in the year 2009-10.
The long term plan for Chennai Port envisages that the Port will mainly handle 4Cs i.e
Containers, Cars, Cruise and Clean Cargo.

CHENNAI PORTS MISSION:

Achieve excellence in Port operations with State of Art technologies,
Enhance competence and enthuse workforce to maximize customer satisfaction,
Anticipate and adapt to the changing global scenario,
Act as a catalyst for sustained development of the region.

CHENNAI PORTS VISION:

To the recognized as a futuristic port with foresight.
CHENNAI PORTS QUALITY POLICY:

17

Provide efficient, prompt, safe and timely services at optimum cost,

Ensure quick turn round of vessels by providing facilities for efficient handling of cargo,
Maintain total transparency in all our transactions,Continually improve our services to meet
the expectations of the port users, employees and the society.

CHENNAI PORTS OBJECTIVE:

To be the most preferred Indian Port ensuring safety of the environment.

ORGANIZATIONAL STRUCTURE OF CHENNAI PORT:

CHAIRMAN
DEPUTY

SECRETARY
TRAFFIC
MANAGER
CHIEF
VIGILANCE
OFFICER

DEPUTY
CONSERVATOR

CHIEF
ENGINEER

CHIEF
MEDICAL
OFFICER

DEPARTMENTS OF THE CHENNAI PORT:

General Administration Department
Finance Department
Traffic Department
Marine Department
18

FINANCE ADVISOR &

CHIEFACCOUNTS
OFICER
CHIEF
MECHANICAL
ENGINEER

Civil Engineering Department

Electrical and Mechanical Engineering Department &
Medical Department
Vigilance Department

GENERAL ADMINISTRATION DEPARTMENT

ADMINISTRATION CHART:
SECRETARY
MAIN ADMINISTRATION
SENISENIOR P.S. TO
CHAIRMAN

P.As

Librarian

HUMAN
RESOURCEDEVELOPME
NT

Hindi
Officer

P.S. TO CHAIRMAN
P.S. TO Dy. CHAIRMAN

Sr.DEPUTY
SECRETARY

PERSONNEL
OFFICER

Sr. PERSONNEL
OFFICER
Labour
Welfare
Officer

DUTIES AND RESPONSIBILITIES:

The Secretary is the Head of the General Administration Department that coordinates the
work of the other departments and is the channel through which matters are placed before the
Board. Matters relating to Administration, Law, Vigilance, and Labour Welfare, Reservation
rules for SCs & STs, Industrial Relations, Public Relations, Training functions and in-service
training of the Personnel of the Port are dealt with the Secretary.

19

Apart from the Ports administrative functions, the Human Resources Development is one
another important function of the General Administration Department as it imparts periodical
training on different walks of the employees career in the Port

FINANCE DEPARTMENT
ADMINISTRATION CHART
FINANCIAL ADVISER AND CHIEF ACCOUNTS OFFICER

Sr.DSr. Dy.

Director (EDP)

Dy.Director
(EDP)

Asst.
Director
(EDP)

Sr.Dy.C.A.O.
(E & R)

Sr.Dy.C.A.O.
(I.A)

Sr.Accounts
Officer
(Estt.)

Sr.Dy.C.A.O.
(M & S)

Senio
Senior
Accounts

P.A. TOF.A.
& C.A.O

Dy.C.A.O.
(Projects &
Bills)

Accounts
Officers

Accounts Officers

Abbreviations:
Sr. Dy. Director (EDP) : Senior Deputy Director (Electronic Data Processing)
20

Sr. Dy. CAO (E & R) : Sr. Dy Chief Accounts Officer (Establishment &Revenue )
Sr. Dy. CAO ( I.A.)

: Sr. Dy. Chief Accounts Officer (Internal Audit)

Sr. Dy. CAO (M & S) : Sr. Dy. Chief Accounts Officer (Management & Services)

DUTIES AND RESPONSIBILITIES:

The Financial Adviser & Chief Accounts Officer is the Head of the Finance Department and
the department is in-charge of the accounting of the receipt and expenditure of the Port, and
ensures the financial propriety of the day to day transactions of the Port and the proper
observance of rules and regulations laid down. This department is responsible for the drawal
and disbursement of monies.
The Financial Adviser is in charge of the Financial Management of the Port including
Planning of Financial resources. As of date, the F.A. & C.A.O is assisted by a team of Senior
Deputy Chief Accounts Officers each entrusted with different portfolios such as Internal
Audit, Establishment & Revenue, Management & Services, Project & Bills etc., The Sr. Dy.
C.A.Os are assisted by a team of Accounts Officers each entrusted with different portfolios
such as Establishment, Internal Audit, Marine Fund Account, Officer Establishment, traffic &
Marine, general Administration, Medical & Vigilance, Stock verification, Co-ordination,
House Building Advance, etc.,
The Electronic Data Interchange from the Customs to the Ports enroute its Licenses comes
under the control of the Finance Department and is headed by the Senior Deputy Director
(EDP) ably assisted by Deputy Directors and Date Processing Officers.

21

TRAFFIC DEPARTMENT
ADMINISTRATION CHART:
TRAFFIC MANAGER

Sr.Dy.TRAFFIC MANAGER
(RAILWAY)

Dy. T RAFFIC
MANAGER (L&B)

Sr. Dy. TRAFFIC MANAGER

(Operations/Commercial)

Dy. TRAFFIC MANAGER

(Commercial)

Dy.TRAFFIC MANAGER
(Mktg/ C Cell/P.S)

Dy. TRAFFIC MANAGER

(Rly)

Dy. TRAFFIC MANAGER (OP)

ATM (BD)

Sr. ATM (PORTERAGE)

ATM (Myd)

Sr. Dy. DIRECTOR

(PLANNING &RESEARCH)
ATM(S
WH)

ATM
(PORTERAGE)
22

ATM
(OPERATIONS)

Asst. DIRECTOR
(PLANNING & RESEARCH)

Dy. DIRECTOR (PLANNING &

RESEARCH)

Abbreviations:
L&B

: Lands & Buildings

Mktg/C Cell/ P.S.

: Marketing/Computer Cell/Pass Section

ATM

: Assistant Traffic Manager

OP

: Operations

SWH

: Sales Ware House

DUTIES AND RESPONSIBILITIES:

The Traffic Department is under the control of the Traffic Manager who controls cargo
handling operations by Sea and Land within the Port. He deals with the matters relating to
allotment of berths to ships in the Port, Import and export of cargo, supply of Cranes, Supply
of water to ships, lease of covered and open storage spaces, assessment and collecti9on of
landing and shipping fees and other dues as per the Boards Scale of Rates. Besides, the Port
Railways and the labour who handle cargo on shore are under his control.
As of date, the Traffic Manager is assisted by Senior Deputy Traffic Managers, Deputy
Traffic Managers and Senior Assistant Traffic Managers each entrusted with different
portfolios such as Lands & Buildings, Port Railways, Commercial, Operations, Shipping
Control, Marketing, Computer Cell, Porterage, Pass Section, etc., The Planning and Research
Cell headed by the Senior Deputy Director (Research) is also under the control of the Traffic
Manager.

23

MARINE DEPARTMENT
ADMINISTRATION CHART:
DEPUTY CONSERVATOR

HARBOUR MASTER

PERSONAL ASSISTANT

Adm.Officer(

Estt.)

Adm.Officer
(Shipping)

Asst.Marine
Officer

Marine Engineers
(Service Station)

Adm.Officer
(General)

Dock
Master II

Dock Master I
(D. C.s Buoy Yard)

Dock
Master III

F.O & A.S.O.

PILOTS

S.S.O

SME
DS/CE
(Marine Vessel)

Dredger Master / Marine

Engineer/Dy.Marine
Engineer
Sr. Dy. Marine
Engineer

24

Marine
Engineer /
Dy. Marine

Abbreviations:
SME

Senior Marine Engineer

DS

Dredging Superintendent

CE Marine (Vessel)

Chief Engineer Marine (Vessel)

SSO

Signal Station Officer

FO & ASO

Fire Officer & Assistant Safety Officer

DUTIES AND RESPONSIBILITIES:

The Deputy Conservator is the Head of the Marine Department that looks after the Pilotage,
i.e., movement of the vessels in and out of the Port. The Deputy Conservator is assisted by a
Harbour Master, Dock Masters, Dredging Superintendent & Marine Engineers each entrusted
with related portfolios such as pilotage, Signaling, Shipping, etc., The Port Fire Service is
under the control of the Deputy Conservator who is also the Safety Officer of the Port.

25

CIVIL ENGINEERING DEPARTMENT

ADMINISTRATION CHART:
CHIEF ENGINEER

Dy C.E. (M) I

Dy C.E.(P) I

Dy C.E.
(MDO)

Dy C.E. (M) II

EX(C) MDO

Sr.A.O.(M)

Dy.E.(MP)

EX (C) P1,
EX (C) P2
AO (MDO)
EX (C) G,
EX (LBS)

EX (C) A, EX (C) B,
EX(C)D, Horticulturist

Dy C.E.
(FH)

Dy C.E. (P) II

Dy C.E. (M) III

EX(C) E,
EX(C)F,
EX (MS)

PA TO
CE

EX (C) P5,
EX (C) P7

Dy C.E.
(P&D)

Sr A.O. (E)
AO(A & L)
EX (MP)

Jr.AO (P)
EX(C) P3,
EX (C) P4

26

E X(C) H, EX (C) P6,

Manager (FH)

Abbreviations:
Dy. C.E. (M)

: Dy. Chief Engineer (Maintenance)

Dy.C.E. (MP)

: Deputy Chief Engineer (Major Projects)

Dy.C.E. (FH)

: Dy. Chief Engineer (Fishing Harbour)

EX (C)

: Executive Engineer (Civil)

DUTIES AND RESPONSIBILITIES:

The Chief Engineer is the Head of the Civil Engineering Department and is in-charge of
Planning and Execution of all Civil Engineering works and General Maintenance of civil
engineering works and facilities. The work connected with the maintenance of Dredging and
hydrographic survey in the approaches of the Port, entrance channel and alongside berths is
also under his charge. Planning and Execution of Project works for the development of the
Port are also attended to by him.
As of date, the Chief Engineer is assisted by 9 Dy. Civil Engineers ably assisted by Executive
engineers each entrusted with different portfolios such as Maintenance, Projects, Planning &
Designing, fishing Harbour, Mega Project, Marine Survey, Lands & Buildings,
Establishment, etc.,
ELECTRICAL & MECHANICAL ENGG. DEPARTMENT
ADMINISTRATION CHART:
CHIEF MECHANICAL
ENGINEER

Dy.CME
(EC & OS)

SE(E)
THC& FH

Dy.CME(
R & D)

SE(M)
R&D

Dy.CME
(W)

SE (M)
(W)

Dy.CME
(ES & CH)

PA TO CME

Dy.CME
(OH)
SE (M) G

SE (E) ES
& CH
SE (M) OH
27

Dy.CME
(OP)

SE(E) OH

MM

SE(M) OP

Sr.Dy.MM-I

Dy.MM-I

Sr.Dy.MM-II

Dy.MM-III

AMM
(Tender)

AMM
(Imprest)

AMM
(E&G)

Dy.MM-II

DUTIES AND RESPONSIBILITIES:

The Electrical and Mechanical Engineering Department is under the control of the Chief
Mechanical Engineer. He is in-charge of the Port workshops, supply of electricity in the Port,
upkeep, maintenance and running all plants, machineries and equipments including cranes,
crafts and the flotilla of the Port. Planning and execution of all electrical and Mechanical
works are also attended to by him. He is in charge of the fully mechanized Ore berth and Oil
berth. Following the recommendations by the Cadre Restructuring Committee, recently, the
Stores Department has been merged with this department and renamed as the Materials
Maintenance Division. This division is responsible for the procurement, maintenance,
stocking and supply of different items of stores and materials other than Capital Equipment
and medicines that are required by various departments of the Port including steel and cement
required for the Civil Project works.
As of date, the Chief Mechanical Engineer is assisted by 6 Deputy Chief Mechanical
Engineers ably assisted by Superintending Engineers and Executive Engineers each entrusted
with different portfolios such as R & D, Ore handling plants, Operations, etc., The Manager
for Materials Management Division is equally subordinated by Senior Deputy Materials
Manager and Deputy Materials managers with related portfolios.

MEDICAL DEPARTMENT

ADMINISTRATION CHART:
CHIEF MEDICAL OFFICER

A.O. (Estt&
Personnel)

P.A. TO CMO
Sr. Dy. Chief Medical
Officers
A.O. (Medical Records)
28

Jr. A.O. (Hospital Admin.,

Hospital Maintenance &
Welfare)

Dy. Chief Medical Officers

(Specialist/GD)

Asst.Controller of Stores
(Medicines & Purchase)

Matron (H) &

(DSC)

Sr.Medical
Officers

Medical
Officers

DUTIES AND RESPONSIBILITIES:

The Chief Medical Officer is the Head of the Medical Department. Management of the
Trusts Hospital and other dispensaries, medical aid including first aid and specialized
treatment to the employees of the Trust and their families are attended to by the Chief
Medical Officer.
As of date, the Chief Medical Officer is assisted by the Senior Deputy Chief Medical Officers
and Deputy Chief Medical Officers as regards Medical and Surgical needs and by the
Administrative Officers in the Administration front wide different portfolios such as
Establishment & Personnel, Hospital Administration, Hospital Maintenance & Welfare,
Medical Records etc.
,
VIGILANCE DEPARTMENT
ADMINISTRATION CHART:

CHIEF VIGILANCE OFFICER

DEPUTY CHIEF VIGILANCE

OFFICER

ASSISTANT
VIGILANCEOFFICER

PA TOCVO

29

DUTIES AND RESPONSIBILITIES:

Following the recommendations made by the Cadre Restructuring Committee, the Vigilance
Department has been created as one of the departments of the Port and is headed by the Chief
Vigilance Officer ably assisted by the Deputy Chief Vigilance Officer and Assistant vigilance
Officer in an effort to curb the corruption, bribery and make a totally transparent working
atmosphere for the employees and the Port users and thus extend qualitative service.
PERFORMANCE APPRAISAL:
Performance appraisal is being done by way of preparing Confidential Reports annually
about the staff by the Divisional Officer and the same will be referred in the event of the staff
is due for any promotion under grouped /selection posts. The staff will be asked to offer
his/her explanations in the event of any adverse remarks in the Confidential Report.
Divisional Officers and Area Managers may have to prepare an Annual Report about their
achievements in the division they are serving and have to submit the same to the Chairman
duly attested/approved by the Head of the Department to whom the division belongs. The
same will be referred in the event any promotion to the Officers. The Supervisory Staff not
less than the rank of Assistant Traffic Manager will be rewarded based on their Annual Report
for their performance during the year with a Memento and commendations.
FUTURE PLANS OF CHENNAI PORT:
Master plan for Port Railway, Realigning Rail and Road network.
Dedicated Elevated Expressway from Chennai Port to Maduravoyalupto NH4 has been
approved by the Government to enhance the hinterland connectivity.
Development of Ro-Ro Terminal and a Multi level car parking facility with a capacity of
5000 cars.
Chennai Mega Container Terminal with a continuous quay length of 2 km with 18 to 22m
side along draft. Capable of handling ultra large container ships carrying over 15000 TEUs.
The break water extension from existing outer arm will be utilized to develop deep draft oil
berth for handling VLCCs.

30

STATEMENT OF OBJECTIVES
2.1 Primary Objective
To improve the facilities and operational efficiency by employing strategies encouraging the
container trade with reference to Chennai port trust.

2.2 Secondary Objective

1. To minimize the Turn Round Time of container Vessels.
2. To enhance the unutilized yard capacity for aggregating (collecting) the export
container cargo.
3. To increase the operational efficiency of the port/terminal.
4. To study the scope or usefulness of introducing berth reservation scheme.
5. To encourage the end users for providing volume based discounts on vessel
related charges.

31

REVIEW OF LITERATURE

F. Bilwani, I. Siddiqui, S. Vaqar (2001) Determination of Delay in Turnaround Time

(TRT) of Stat Tests and its Causes
Along with accuracy and reliability, timely reporting of laboratory test results is now
considered an important aspect of the services provided by the clinical laboratory. Whether or
not, faster turnaround time can make any medical difference, patients and their physicians
want reports as rapidly as possible. It has also been shown that outcomes in certain situations
such as operation theaters and in emergency departments have been affected by timely
reporting

of

lab

tests

results.1

Hence, rapid laboratory turnaround times is important both from a medical and commercial
point of view. A recent review of laboratory turnaround time indicated that analysis of this
time interval has helped in determining the cause of delay, which is then followed by the
improvement in the turnaround time of the vessel in the port for a longer run of the project .
This issue is very important and in general, laboratories do not stress enough on its
significance. Appropriate and timely clinical decisions depend on timely reporting, which in
turn effects patient outcome. The statement "Justice delayed, Justice denied" can be rephrased
in our setting as "Report Delayed, Treatment denied". The aim of this study was to evaluate
the delay and reasons of delay of turnaround time (TRT) of stat tests in the section of clinical
chemistry of the clinical laboratory.

Torstein Rekkedal (03 Aug 2006) Effects of reducing turnaround time. An

experimental study"
An essential feature in correspondence education is the twoway communication between
teacher and student and a central feature of this is the written assignments. Even if the postal
services are quick, the handling of the assignments, correcting and commenting on them is
32

bound to take some time. Studies by Sloan in 1965 and Saxe et al in 1966 suggested that the
time element involved in the communication between teacher and student might be one of the
main reasons for loss of interest and, ultimately, dropout.
The main purpose of the experiment reported here was to examine the effect of reducing the
turnaround time. Some statistical analyses in the original have been omitted in this
translation. The approach cannot be taken as being representative of what the author's views
on the subject would be a decade later.

Jeffery R. Jensen (2006)The Effects of Computerized Provider Order Entry

In Turn-around Time
As the Providence Health System is phasing in its Computerized Provider Order Entry
(CPOE) system at the Providence Portland Medical Center, we conducted a study to
demonstrate the effects of CPOE on medication turn-around time. Retrospectively, we
tracked and compared medication orders that were placed via the existing paper-based system
and the CPOE system.
The results of this study coincide with, and confirm, previous research that has been
performed at large academic medical centers

D. Keith Robbins, John A.Pearce II (8 NOV 2006)Turnaround: Retrenchment and

recovery
Empirical research was conducted to investigate retrenchment as an integral component of
the overall turnaround process. An industry study provided an anchored operational definition
of a turnaround situation, indications of its internal and external causes, and an application of
an absolute measure of its severity. The research further produced an empirical discrimination
between retrenchment as a stand-alone response to financial decline and retrenchment as an
initial phase of a turnaround strategy, and an identification of activities that can be used to
classify entrepreneurial vs. efficiency emphases in a turnaround firm's recovery response.
M. L. Lehman, J. H. Brill, P. C. Skarulis, D. Keller, and C. Lee(2001)Physician Order
Entry impact on drug turn-around times.

33

This paper describes a study of the impact of Physician Order Entry (POE) on pharmacy
order turn-around times. The study looked at two surgical services, Neurosurgery and
Transplant, of a large Midwestern academic medical center. Pharmacy orders were followed
in these units from the time a physician wrote an order to the time the patient received the
medication. The first part of the study tracked pharmacy orders for a two-month period before
the implementation of POE and the second part of the study tracked pharmacy orders for a
two-month period after POE had been implemented. The pre- and post-POE pharmacy turnaround times were compared. It was expected that the data would show a substantial decrease
in pharmacy order turn-around times. Our study did, in fact, show a significant reduction in
this turn-around-time.

34

RESEARCH METHODOLOGY
Research methodologys a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
research methods/techniques but also the methodology
To conduct a research first and the foremost data should be collected date can be collected
from two source namely primary data and secondary data .data that is collected form the
primary source is called primary data, and data that is collected from the secondary source is
called secondary data .the above two different type of data are primary in order to conduct a
good analysis.
Methodology denotes a specific method of collection and analysis of data. It is a way to
systematically solve the research problem. It is necessary for the researcher to know not only
the research methods / techniques but also the methodology.
Primary data is the initial material that is collected during the research process. Primary data
that the research collect themselves using methods such as survey, field work direct
observation, questionnaire and interview .primary data is a reliable why it collect data
because the researcher will know where it came from and how it was collected and analyzed
since they did it themselves .the primary data is a raw data that has to be processed by the
researcher in order to draw and reach conclusions
On the other hand secondary are based upon the data that was collected from the primary
source, secondary sources take the role of analyzing, explaining and combining the
information from the primary source with additional information secondary data analysis is
commonly known as second hand analysis .it is simply the analysis of pre existing data in a
different way or to answer question than originally intended .secondary data analysis utilizes
35

the data that was collected by someone else in order to further a study you are interested in
completing.

4.1 PERIOD OF THE STUDY

The study was conducted for four months during January 2014 to April 2014

4.2 METHOD OF DATA COLLECTION

The Data collection is the activity of gathering facts of information about a subject in a
research study there are two types of data

PRIMARY DATA
Primary data are those, which are collected as fresh and for the first time and happen to be
original in nature, the data was collected from the 50 respondents in Chennai port.

SECONDARY DATA
The data which has someone else already collected and passed through the statistical process
Secondary data are also used for the research study are obtained from internal and external
source to the organization and accessed through the company profile .product profile and
externally by internet .magazines and various journals the researcher has collected secondary
data through website ,journals books etc.

RESEARCH DESIGN
Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem
SAMPLE SIZE

36

Due to limitation of time and related aspects sample size taken for my study is 50 respondents
in Chennai port.
SAMPLING METHOD
On the representation basis, it is Non probability sampling, which means non-random
convenient sampling element. As the size of the population is large, we follow convenient
sampling technique.
QUESTIONNAIRE DESIGN
The survey was conducted using structured questionnaire .question being designed as an
opinion multiple choice the questionnaire framed for the research study is a structured
question in which different types of questions like open ended close ended and multiple
choice pattern are used the question in the questionnaire are arrange in a sequence manner
which help the researcher to get answers from the researcher to get answers from the
respondents the researcher has framed the questionnaire in the clear manner such that it
makes the respondents question easily

SCOPE OF THE STUDY

This study tells about the loading and unloading in the warehouse operation and problem
based by them. In addition to all these, the Chennai port is also planning build a container
terminal at mega size with a berth length to handle Very large container carrier (VLCC),Ultra
large container carrier (ULCC).and the research we do for solving these problems are a
possibilities of overcoming this. This study helps us in developing performance of the
company, identify the problem facing in manual operation and implement the modern
technology. In the phase of facing stiff competition in the container terminal trade among the
container terminal operators, the minimized Turn-Round Time remains as an important
performance indicator

37

4.4 LIMITATION OF STUDY

The given time frame to do the study is very short and the researcher has to
go at it.
Analyzing with reference to Chennai Port need not apply to all the
port/terminals.
The survey has to be taken only with a select group of employees in the Port
working indoors and outdoor operative staff cannot be surveyed as the Port
denies access by an outsider to gain entry into the operative front which
becomes the limitations of the study.

38

TABLE -5.1
Experience of the respondents
S.NO
1
2
3
4
TOTAL

PARTICULARS
0-5 years
6-10 years
11-15 years
Above 15 years

NO.OF RESPONDENTS
0
13
25
12
50

PERCENTAGE
0
26
50
24
100%

CHART-5.1
Experience of the respondents

50

26

24

0
0-5 years

6-10 years

11-15 years

INFERENCE

39

Above 15 years

From the above table it is found that 50% of the respondents are experienced from 11-15
years.

TABLE-5.2
Awareness regarding containerized cargos are handled in Chennai Port
S.NO
1
2
TOTAL

PARTICULARS
YES
NO

NO.OF RESPONDENTS
50
0
50

PERCENTAGE
100%
0%
100%

CHART-5.2
Awareness regarding containerized cargos are handled in Chennai Port

100

0
Yes

NO

INFERENCE
From the above table it is found that 100% of the respondents agree to the fact that they are
aware of the containerized cargos are handled in Chennai Port

40

TABLE-5.3
Awareness of containerized cargo towards world trade
S.NO
1
2
TOTAL

PARTICULARS
YES
NO

NO.OF RESPONDENTS
46
4
50

PERCENTAGE
92%
8%
100%

CHART 5.3
Aware of containerized cargo towards world trade

92

8
Yes

NO

INFERENCE
From the above table it is found that 92% of the respondents agree to the fact that the
containerized cargo is catching with the worlds sea trade growth.

41

TABLE-5.4
Pre berthing detention effects on turnaround time
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

5
32
13
0
0

10%
64%
26%
0%
0%

50

100%

TOTAL

CHART-5.4
Pre berthing detention effects on turnaround time
64

26
10

42

INFERENCE
From the above table it is found that 74% of the respondents agree to the fact that Pre
berthing detention increase the turnaround time of container vessels.

TABLE-5.5
Allocation of tug vessels on first come first serve basis
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

8
20
18
4
0

16%
40%
36%
8%
0%

50

100%

TOTAL

CHART 5.5
Allocation of tug vessels on first come first serve basis.

40

36

16
8

INFERENCE
From the above table it is found that 56% of the respondents agree to the fact that allocation
of tug vessels eases the scheduling of vessels berthing on first come first serve basis.
43

TABLE-5.6
Unproductive moves improves the operational efficiency
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

10
29
10
1
0

20%
58%
20%
2%
0%

50

100%

TOTAL

CHART-5.6
Unproductive moves improves the operational efficiency
58

20

20
2
0

INFERENCE
From the above table it is found that 78% of the respondents agree to the fact that reduction
in unproductive moves improves the operational efficiency of port.

44

TABLE-5.7
Periodical maintenance reduces turnaround time
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

4
21
17
6
2

8
42
34
12
4

50

100%

TOTAL

CHART-5.7
Periodical maintenance reduces turnaround time

42
34

12

INFERENCE
From the above table it is found that 50% of the respondents agree to the fact that Periodical
maintenance of container handling cranes will reduce turnaround time

TABLE-5.8
Optimal yard operations minimize turnaround time
45

S.NO

PARTICULARS

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

NO.OF RESPONDENTS PERCENTAGE

TOTAL

11
28
11
0
0

22%
56%
22%
0%
0%

50

100%

CHART-5.8
Optimal yard operations minimize turnaround time
56

22

22

INFERENCE
From the above table it is found that 78% of the respondents agree to the fact that optimal
yard operations management helps in minimizing turnaround time of the vessel.

TABLE-5.9
Rubber Tyred Gantry Cranes requirement helps in yard optimization
46

S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

9
26
13
2
0

18%
52%
26%
4%
0%

50

100%

TOTAL
CHART-5.9

Rubber Tyred Gantry Cranes requirements helps in yard optimization

52

26
18
4
0

INFERENCE
From the above table

it is found that 70% of the respondents agree to the fact that

availability of Rubber Tyred Gantry Cranes (RTGCs) on requirements helps in yard

optimization.

TABLE-5.10
Bay plan helps in optimized yard planning
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

10%

47

2
3
4
5

Agree
Neutral
Disagree
Strongly disagree

TOTAL

24
9
10
2

48%
18%
20%
4%

50

100%

CHART-5.10
Bay plan helps in optimized yard planning

48

18

20

10
4

INFERENCE
From the above table it is found that 58% of the respondents agree to the fact that proper
bay plan while vessel feeding helps in optimized yard planning and minimizing the
turnaround time.

TABLE-5.11
Rail Mounted Gantry Cranes helps in discharge of boxes
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3

Strongly agree
Agree
Neutral

12
25
10

24%
50%
20%

48

4
5

Disagree
Strongly disagree

TOTAL

2
1

4%
2%

50

100%

CHART-5.11
Rail Mounted Gantry Cranes helps in discharge of boxes.

50

24

20
4

INFERENCE
From the above table

it is found that 74% of the respondents agree to the fact that

availability of Rail Mounted Gantry Cranes helps in the discharge of boxes from the vessel
and loading of boxes on to the vessel.

TABLE-5.12
Berth Reservation Scheme (BRS) helps in the berthing of vessels
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

15
21
11
2
1

30%
42%
22%
4%
2%

49

TOTAL

50

100%

CHART-5.12
Berth Reservation Scheme (BRS) helps in the berthing of vessels

42
30
22

INFERENCE
From the above table

it is found that 72% of the respondents agree to the fact that

introduction of Berth Reservation Scheme (BRS) greatly helps in the berthing of vessels on
arrival

TABLE-5.13
The Berth Reservation Scheme reduces pre berthing detention
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

9
19
15
7
0

18%
38%
30%
14%
0%

50

TOTAL

50

100%

CHART-5.13
The Berth Reservation Scheme reduces pre berthing detention

38
30
18

14

INFERENCE
From the above table it is found that 56% of the respondents agree to the fact that the Berth
Reservation Scheme significantly reduces the pre berthing detention of the vessel on the port
side.

TABLE-5.14
Berth Reservation Scheme contributes in the reduction of turnaround time
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

9
27
12
2
0

18%
54%
24%
4%
0%

50

100%

TOTAL

51

CHART-5.14
Berth Reservation Scheme contributes in the reduction of turnaround time

54

24

18

4
0

INFERENCE
From the above table it is found that 72% of the respondents agree to the fact that the Berth
Reservation Scheme contributes in the reduction of turnaround time

TABLE-5.15
Berth Reservation Scheme maximizing the traffic volume
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

5
28
12
3
2

10%
56%
24%
6%
4%

50

100%

TOTAL

CHART-5.15
52

Berth Reservation Scheme maximizing the traffic volume

56

24
10

INFERENCE
From the above table it is found that 66% of the respondents agree to the fact that t he Berth

Reservation Scheme helps in maximizing the traffic volume of vessels per voyage

TABLE-5.16
Berth Reservation Scheme increases trade and business
S.NO

PARTICULARS

NO.OF RESPONDENTS

PERCENTAGE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

8
18
17
4
3

16%
36%
34%
8%
6%

50

100%

TOTAL

CHART-5.16
Berth Reservation Scheme increases trade and business
53

36

34

16
8

INFERENCE
From the above table it is found that 52% of the respondents agree to the fact that berth
Reservation Scheme increases trade and business volumes from the markets in the hinterland

TABLE-5.17
Yard operation helps in reducing the dwell time of container
S.NO

PARTICULA
RS

NO.OF
RESPONDENT
S

PERCENTA
GE

1
2
3
4
5

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

8
21
13
7
1

16%
42%
26%
14%
2%

50

100%

TOTA
L

CHART-5.17
Yard operation helps in reducing the dwell time of container

54

42
26
16

14
2

INFERENCE
From the above table

it is found that 58% of the respondents agree to the fact that

optimizing the yard operation helps in reducing the dwell time of container at the container
parking yard

FINDINGS OF THE STUDY

82% of the respondents agree to the fact that pre-berthing detention is higher on
agents side due to non-availability of required documents.
74% of the respondents agree to the fact that Pre berthing detention increase the
turnaround time of container vessels.
56% of the respondents agree to the fact that Pre berthing detention on ports side is
higher due to non availability of tug boats.
50% of the respondents agree to the fact that Periodical maintenance of container
handling cranes will reduce turnaround time
78% of the respondents agree to the fact that optimal yard operations management
helps in minimizing turnaround time of the vessel.
70% of the respondents agree to the fact that availability of Rubber Tyred Gantry
Cranes (RTGCs) on requirements helps in yard optimization.

55

 58% of the respondents agree to the fact that proper bay plan while vessel feeding
helps in optimized yard planning and minimizing the turnaround time.
74% of the respondents agree to the fact that availability of Rail Mounted Gantry
Cranes helps in the discharge of boxes from the vessel and loading of boxes on to the
vessel.
72% of the respondents agree to the fact that introduction of Berth Reservation
Scheme (BRS) greatly helps in the berthing of vessels on arrival
56% of the respondents agree to the fact that the Berth Reservation Scheme
significantly reduces the pre berthing detention of the vessel on the port side.
72% of the respondents agree to the fact that the Berth Reservation Scheme
contributes in the reduction of turnaround time
66% of the respondents agree to the fact that the Berth Reservation Scheme helps in
the allocation of vessel and yard gantries to be developed.
72% of the respondents agree to the fact that the Berth Reservation Scheme
significantly in increasing the terminals through put.
52% of the respondents agree to the fact that berth Reservation Scheme increases
trade and business volumes from the markets in the hinterland
58% of the respondents agree to the fact that optimizing the yard operation helps in
reducing the dwell time of container at the container parking yard

SUGGESTION
Pre berthing detention causes a vital effect in the turnaround time as it would result in
increase of the same so such detention to be avoided as vessel is pertained to be
always on time as due to natural causes it may also get late getting delay of the other
vessel also
Tug boats to be optimally arranged as the same is required for tugging the vessel from
the point of anchorage to the point of berthing so optimum tug boats availability to be
made in the port to avoid the same to happen
Yard operation to be flowed with the usage of equipments for moving the cargo and
containers to the vessel so such kind of operation optimizes the yard operation
inducing the case shorter lead time for the vessel
Periodical maintenance of the cargo to be maintained as during operation it should be
not in a position that it gets collapsed during the operative procedure so the
maintenance of the equipments would not held on with such scenarios

56

 RTG cranes are self-handled cranes which are used to move the containers from one
point to another on such case it moves the whole lot such operational productive
movements reduces the unproductive movements and increases the optimization of
the yard operation resulting in the shorter lead time
Bay planning to be made accordingly to the cargo according to the availability of the
vessel and its specification for loading the cargo such bay planning helps in
optimization and reduces the time for turning the vessel from the port
Berth reservation schemes should be made available in the port such reservation
scheme according to the vessel to be made before berthing of the vessel such
reservation schemes reduces the time the vessel waiting time before anchorage and
hence reduce the turnaround time
Container to be made and handled according to the loading of the same in the vessel
with specialized equipment which is prior be made available in the port which helps
in optimization of the yard operation in the port reducing the loading and unloading
time in the vessel resulting in the shorter lead time finally reducing the turnaround
time of the vessel from the port

57

CONCLUSION
Chennai port to be efficient and optimized it should be equipped with specially optimized
equipment such as rubber tire gantry and reach stackers also specially in the container
terminals such an availability of the equipments helps in the shorter span for the movement
of the containers from one place to another such an efficiency in the yard optimizes yard
operation.Berth detention and proper bay plan accordingly reservation scheme helps the port
to make itself ready for the vessel arrival so in such case it does not get delay for the
anchorage in the port and also in the terminal which are dedicated for cargoes
accordingly.The above methods are believed to be factors reducing the turnaround time for
the vessel in Chennai port.

58

BIBLIOGRAPHY
WEBSITE
http://www.tandfonline.com
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1839570/
http://onlinelibrary.wiley.com/doi/10.1002/smj.4250130404/abstract
http://jpma.org.pk/full_article_text.php?article_id=87

BOOKS

Research Methodology, Kothari, C.R., Method And Techniques(2nd revised

Edition:New Delhi:New Age International(p)Ltd.,Publishers.,2004)

Logistics Management By Vinod V.Sople ,1st edition 2004 Printed In Delhi

59

ANNEXURE
QUESTIONNAIRE
1. Name

2. Designation

3. Experience

a) 0 5

b) 6 10

c) 11 15

d) Above 15

4. Do you know that the containerized cargos are handled in Chennai Port?
a) Yes

b) No

5. Do you know that the containerized cargo is catching with the worlds sea trade growth?
a) Yes

b) No

6. Pre berthing detention increase the turnaround time of container vessels

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

60

e) Strongly disagree

7. Allocation of tug vessels eases the scheduling of vessels berthing on first come first serve
basis
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

8. Reduction in unproductive moves improves the operational efficiency of port

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

9. Periodical maintenance of container handling cranes will reduce turnaround time

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

10. Optimal yard operations management helps in minimizing turnaround time of the vessel.
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

11. Availability of Rubber Tyred Gantry Cranes (RTGCs) on requirements helps in yard
management.
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

12. Proper bay plan while vessel feeding helps in optimized yard planning and minimizing
the
a) Strongly agree

turnaround time.
b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

13. Availability of Rail Mounted Gantry Cranes helps in the discharge of boxes from the
vessel and loading of boxes on to the vessel.
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

14. Introduction of Berth Reservation Scheme greatly helps in the berthing of vessels on
arrival
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

15. The Berth Reservation Scheme significantly reduces the pre berthing detention of the
vessel on the port side.
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

16. The Berth Reservation Scheme contributes in the reduction of turnaround time
61

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

17. The Berth Reservation Scheme helps in maximizing the traffic volume of vessels per
voyage
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

18. Berth Reservation Scheme increases trade and business volumes from the markets in the
hinterland.
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

19. Optimizing the yard operation helps in reducing the dwell time of container at the
container parking yard
a) Strongly agree

b) Agree

c) Neutral

d) Disagree

62

e) Strongly disagree