KPIs Casablanca 2011 - Rafael Sapiña

Key Performance Indicators: The Container Terminal Quality Indicators System (CTQI, GL)
9th. Intermodal AFRICA. TRANSPORT EVENTS Wednesday 21st Thursday 22nd September 2011 Casablanca, Morocco
Rafael Sapia Garca, Director of Liner Shipping and Port Operators Valenciaport Foundation
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Scenario: From a viewpoint of Advanced Landlord Port Authority (Governance). DEFINITION DEFINITION Objectives of the presentation:
1. Measuring, Competition and Benchmark. Measuring, Benchmark. 2. CTs KPIs: Measuring Internal things, but also interacting with the KPIs: things, Environment: Environment: Locally (Authorities, Customers) and Globally (Customers, Authorities, Customers) Customers, SUPPLY CHAIN, Authorities). The need of External KPIs. CHAIN, Authorities). KPIs. 3. CTQI Initiative: May be not the best. So either somebody makes a new Initiative: best. one, one, or we improve the actual one. one.
NDEX OF CONTENTS DEFINITION DEFINITION

1. INTRODUCTION (Measuring, Competition, Benchmarking) (Measuring, Competition, 2. PERFORMANCE INDICATORS 3. EFICIENCY AND EFECTIVENESS 4. INDICATORS AND MANAGEMENT TOOLS 5. CTQI 6. CTQI IMPROVEMENT
1. INTRODUCTION
DEFINITION DEFINITION
If you cannot measure it, you cannot control it. If you cannot control it, you cannot manage it. If you cannot manage it, you cannot improve it.
Harrington, 1991
The term is relatively new but the concept is as old as itself Industrially a business can live or die depending upon how well it benchmarks. (David Hutchins Intnl Quality College)
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1. INTRODUCTION
If you dont know where you are going you may never get there.
Yogi Berra
Or, If you dont have good sustainability metrics, you wont know where you are!
2. PERFORMANCE INDICATORS
PERFORMANCE INDICATOR:
Quantifier, understood as a procedure that enables quantifying any conceptual dimension resulting into a number. It is usually employed to benchmark performance between different time periods or between different geographic areas. And, what about Qualifier (one that satisfies requirements or meets a specified standard
PERFORMANCE INDICATORS IN PCTs (The usual, operational):

Internal (Superstructure and Organization of the Terminal)
MEASURE Of Traffic (Production) Of Productivity Of Utilization Of Service
CONCEPT Volumes handled per time unit, no resources used specified Volumes handled per Resource unit and per time unit Ratios (in %) in between the use of a resource and its maximum possible per time unit Indicates the Quality of service to the customers and transporters operators
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External and Hinterland Connectivities .............

Source: Gustaaf De Monie, Arturo Monfort
OTHER INDICATORS: Financial Energy Efficiency Environmental Security Safety SUPPLY CHAIN and LOGISTIC CHAIN
KEY PERFORMANCE INDICATOR:

KPIs are commonly used by an organization to evaluate its success or the success of a particular activity in which it is engaged.
Sometimes success is defined in terms of making progress toward strategic goals, but often, success is simply the repeated achievement of some level of operational goal (zero defects, 10/10 customer satisfaction etc.).
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KEY PERFORMANCE INDICATORS IN PCTs:

KEY PERFORMANCE INDICATORS (Some Samples) Crane Productivity: Containers moved on and off vessels per year / Hours of crane use per year. Gate Productivity: Number of inbound and outbound trucks per day / Number of terminal gates Berth Utilization: Number of hours vessels are at berth per year / Number of hours per year Truck Turnaround Time: Time in minutes for all inbound and outbound dray trucks per day / Total number of inbound and outbound dray trucks per day Yard Throughput: Inbound and outbound containers moved per year / Gross terminal acreage Quality PIs like Punctuality
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PROACTIVITY Desirable situation

The need of a complete indicator system !
vs
REACTIVITY Undesirable
PCT is not an isolated system
Benchmarking (Best Practices) Governance

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Governance Benchmarking Minimum standard indicators system OTHER CASES:
HOTELS Star system CARS Fuel consumption; emissions
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INDICATORS IN PCTs: Regarding their use: Corporative indicators: defined by the company (internal use) Standard indicators: Global or market indicators
A company can define as many indicators as it wants/needs for management
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STANDARD INDICATORS IN CPTs:

Characteristics
Their definition must be clear and wide spread They must be easily calculated
Benefits
They are of use for public tendering processes in order to establish contractual clauses They enable global benchmarking as well as group benchmarking
A shared indicators system is needed PROPOSAL

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If you look at LinkedIn forums on CTs KPIs, the most common argument is that every CT is different (true), and that KPIs for every CT have to be different as well. Always internal approach. This reminds me of the expression
Turkeys voting for Christmas 15
GIVE NO IMPORTANCE TO KPIs: DEFINITION DEFINITION
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GIVE NO IMPORTANCE TO KPIs: GIVE NO IMPORTANCE TO KPIs: DEFINITION DEFINITION
November 10
December
January 11
February
March
April
May 2011
AVERAGE OPERATION TIME/VESSL, CT OPERATOR AVERAGE PRODUCTIVITY (UNITS/HOUR), CT OPERATOR
AVERAGE OPERATION TIME/VESSL, ADMINISTRATION AVERAGE PRODUCTIVITY (UNITS/HOUR), ADMINISTRATION
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University of Plymouth Questionnaire, 18 responses from 50 demands (EU biggest CTs) 2006 Service time Average crane hours per working hour
Ships time at berth Containers lifted per crane hour Number of labours employed per ship per shift Berth occupancy rate % Average container mix (number of 20ft vs. 40ft) Arrival rate Berth throughput (TEU) Total crane cost per crane/ hour Total contribution Waiting time Dwell time Ships waiting time for a berth Total man- hour cost per crane Total crane cost per ship- hour Turn- round time Cargo handling revenue per TEU Fraction of time labours are idle Labour expenditure per TEU Total man-hour cost per ship-hour
(From more appearance to less, left to right, top to bottom)
Mr. Erik Lund OWI O, Dr. Teng-Fei WA G, Dr. Irma PASUKEVICIUTE
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3. EFICIENCY AND EFECTIVENESS
EFFECTIVENESS:
means the capability of producing an effect, it is the degree to which something is capable of producing a specific, desired effect. Doing the
right things.
EFFICIENCY:
describes the extent to which time or effort is well used for the intended task or purpose. Doing things right. It is often used with the specific purpose of relaying the capability of a specific application of effort to produce a specific outcome effectively with a minimum amount or quantity of waste, expense, or unnecessary effort.
EFFECTIVE vs EFFICIENT
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WHAT THE KPIs HAVE TO MEASURE DEFINITION DEFINITION

RESOURCES USED
EFFICIENCY E C O N O M E F F I C A C
ACHIEVED RESULTS
GLOBAL IMPACT ACHIEVED

E F F E C T I V E N E S S
AVAILABLE RESOURCES
EXPECTED RESULTS
GLOBAL IMPACT EXPECTED

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WHAT THE KPIs HAVE TO MEASURE DEFINITION DEFINITION

From input and output measures to
quality and outcome measures, or,

from the user in the life of the library to the library in the life of the user Focusing on your outcomes and being able to measure them is not a substitute for knowing and being able to measure your outputs, but it allows you to measure what your activities are actually achieving.
RESOURCES USED
EFFICIENCY E C O N O M
ACHIEVED RESULTS
GLOBAL IMPACT ACHIEVED

E F F E C T I V E N E S S
E F F I C A C
AVAILABLE RESOURCES
EXPECTED RESULTS
GLOBAL IMPACT EXPECTED
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4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS
PCTs MANAGEMENT TOOLS:

Simulation Balanced Scorecard
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SIMULATION:
Data
Indicators
4th abstraction level
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BALANCED SCORECARD:
Four perspectives: finance, customers, processes and learning and development
By means of performance indicators, the degree of achievement of strategic objectives previously turned into targets is assessed. It enables to focus resources and effort in unachieved objectives by designing strategic initiatives.
Corporative statements Strategy Strategic objectives
Indicators
Targets Strategic initiatives
Financial, Customers, Processes and L& D indicators
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Prximas etapas: Software de CMI
Next Steps: BSC Software
Seguimiento y conexin de los CMIs con la herramienta de simulacin

Crear valor para la naviera
ESTRATEGIA DE PRODUCTIVIDAD Excelencia operativa
F1
Desarrollo y Modernizacin
Integracin con el entorno
Crear valor para los accionistas

F5
P. Financiera
F3
Rentabilizar los activos

F4
Asegurar la viabilidad econmica de la terminal ESTRATEGIA DE PRODUCTIVIDAD

F2
P. Financiera
Excelencia operativa Minimizar el coste del paso del Modernizacin Desarrollo y F6 Optimizar el coste de la mano de contenedor a travs de la terminal obra del paso del contenedor a Minimizar el coste de la energa F1 por contenedor travs de la terminal F4 Maximizar la rentabilidad de la terminal F2 Rentabilizar los activos
C1
F5 Minimizar el coste del paso del Garantizar una productividad Reducir el Garantizar una capacidad Optimizar el coste de la mano detiempo de estancia contenedor a travs de la terminal de la terminal de buque mnima obra del paso del contenedor a en la terminal del buque mnima travs de la terminal F7 F6
ESTRATEGIA DE CRECIMIENTO Optimizar el coste del mantenimiento por contenedor Crecimiento
Integracin con el entorno
C2
F3
C3
Aumentar el trfico de la terminal
P. Cliente
MSC Naviera
C4
Reducir el tiempo de estancia del camin en la terminal
C5
Minimizar el coste de la energa C6 Reducir el nmero de por contenedor incidentes/accidentes de la terminal

C3
Optimizar el coste del mantenimiento Reducir la huella depor contenedor CO2e de la terminal
C4 C5
P. Cliente
P2
P1
Mejorar la productividad de los equipos
P. Recursos
R1
Adecuar infraestructura al nivel de trfico
Reducir el nmero C2 Reducir el tiempo Garantizar una de incidentes/ de estancia del Ofrecer precios productividad de Mejorar la P3 P5 accidentes de la competitivos camin en la P6 P4 buque mnima productividad Minimizar la terminal Reducir el terminal Maximizar la Reducir el repercusin de de hombre tiempo de eficiencia de las consumo dedicado a las operaciones inactividad infraestructuras energtico Operativa de P2 de la gra P1 P3 P4 P5 Mejorar la housekeeping Martima Mejorar la Reducir el Optimizar la productividad Captar y productividad tiempo de capacidad de hombre fidelizar de las gras inactividad de la dedicado a clientes R4 de la gra de muelle terminal Operativa R2 R3 R5 Adecuar el Adecuar el Adecuar los Martima tamao de mantenimiento a Formacin de equipos al nivel empleados mano a la las necesidades de de trfico operativa la operativa
C1
P. Procesos
Reducir la huella de CO2e de la terminal
P6
P. Procesos
Reducir el consumo energtico
R1
R2
R3
Adecuar infraestructura al nivel de trfico
Adecuar los equipos al nivel de trfico
Adecuar el mantenimiento a las necesidades de la operativa
R4
Formacin de empleados
software?
P. Recursos
Fuente: Fundacin Valenciaport
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5. CTQI
1. CTQI necessity 2. CTQI goal 3. CTQI developing process 4. CTQI structure 5. CTQI elements: performance evaluation, management system, internal factors, external factors 6. CTQI work 7. CTQI certification process
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5. CTQI
The Container Terminal Quality Indicator (CTQI) for measuring the efficiency of container terminals
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5. CTQI
WHY WAS CTQI NEEDED? DEFINITION DEFINITION

1. Port/Terminals do not have a global standard to measure their performance. 2. Port / Terminals have been said to be the weakest and least transparent link in the supply chain. 3. Port / Terminal users require a more reliable marine transport system to increase supply chain efficiency.
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5. CTQI
CTQI GOAL IS TO DEFINITION DEFINITION

1. Measure and improve Container Terminal Efficiency by:
Creating an uniform and globally accepted terminal operation terminology and statistical method to measure performance Identifying and rewarding best practices Annually auditing of container terminal performance and their interfaces to the overall supply chain process
2. Facilitate Supply Chain Integration
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5. CTQI
The CTQI is not to PROVE but to IMPROVE
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5. CTQI
HOW CTQI WAS DEVELOPED DEFINITION DEFINITION

Beginning of 2006, the Global Institute of Logistics recognized the need for the development of a reliable benchmark to measure Container Terminal Efficiency and Port Performance. Mid 2006, GIL proposed to Germanischer Lloyd Certification (GLC) to take on the challenge of developing the standard. Jan / 2007, Germanischer Lloyd Certification and GIL decided to establish the CTQI Hamburg Committee. Feb / 2008, GIL and GL launched CTQI Standard at Hamburg
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5. CTQI
CTQI Hamburg Committee Discussions DEFINITION DEFINITION

1st Hamburg Committee Meeting (Apr 5th)
Terminal Operators Agreement on Meeting Dynamic & Schedule Proposed KPIs for debate among Terminal Operators Stake Holders Deep Dive Agreement on terminal performance KPIs and definitions Set agenda for the 4th Meeting Analyze and incorporate Shippers Input Management System Define Internal and External Factors
2nd Hamburg Committee Meeting (Jun 29th)
3rd Hamburg Committee Meeting (Sep 6-7th)
4th Hamburg Committee Meeting (Oct 18-19th)
5th Hamburg Committee Meeting (Nov 29-30th)

Fine tuning of Internal and External factors Presenting result to Carriers
6th and final Hamburg Committee Meeting (Feb 28-29th)

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5. CTQI
2007 Hamburg Committee Meetings DEFINITION DEFINITION

1st Meeting on April 5th (GLC and Terminal Operators)
Final Meeting on June 28th Feb 08 (Terminal Operators and other Industry Stake Holders)
34
5. CTQI
CTQI Hamburg Committee Participants DEFINITION DEFINITION Hamburg Committee

Administers Terminal Operators Industry Stakeholders
35
5. CTQI
Structure and elements of CTQI DEFINITION DEFINITION

Internal Factors Master Tables Master Tables External Factors Audit
Management System
KPIs + Mater Tables
Performance Evaluation
+ Container Terminal Performance Measures (CTPMs)

36
5. CTQI
Elements of the CTQI Standard DEFINITION DEFINITION
+ Container Terminal Performance + Container Terminal Performance Measures (CTPMs) Measures (CTPMs)
Management System - mandatory

keeping, continuous improvement
Organisational culture, training, human resources CTQI implemention, roles and responsibilities, record
Internal Factors max 100 Points

Hardware and Organisation Evaluation Setup of the terminal Hinterland Connectivity
External Factors max 100 Points Performance evaluation (KPIs) max 100
Points
Real Performance of the Terminal Keeping the promise
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5. CTQI
The Container Terminal Performance Measures (CTPMs) DEFINITION DEFINITION
The CTQI Standard defines clearly 80 CTPMs

from Average Peak Berth Occupancy in the week to Terminal Area Productivity
all are calculated for the reference period of 365 days some of them are evaluated through Master Tables all are stated in the Annex to the Certificate the Annex to the Certificate is not published
Globally defined figures for the first time

38
5. CTQI

Ship-to-shore Examples: Number of Vessel calls Number of Barge calls Hinterland modal split Traffic import Traffic export Dwell time
Railhead
Barges
Trucks
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5. CTQI

Ship-to-shore Examples: Terminal Area Productivity Handling Equipment Age Berth Working Index Ship Productivity Road Service Quality Index Terminal Area
Railhead
Barges
Trucks
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5. CTQI
Performance evaluation: The 7 elements - KPIs DEFINITION DEFINITION

Performance Evaluation (PE) Ship Productivity > 750 moves Gross Crane Productivity Berth Working Index > 750 moves Ship Service Quality Index Road Service Quality Index Rail Service Quality Index Barge Service Quality Index maximum weighting 16 14 14 20 36
weighted acc hinterland modal split
External Factors Internal Factors Management System
100
minimum required 50 %
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5. CTQI
Management System (M/S) The 13 proofs of CTQI compliance

1 2 3 4 5 6 7 8 9 10 11 12 13
CTQI Policy / Mission statement Appointment of CTQI Manager CTQI manual developed and implemented Development and maintenance of a TOS Document Control / Records kept Determine responsibilities / authorities of relevant personnel Performance of relevant Training Implementation of Mandatory CTQI Practices Subcontractors and Suppliers conformity Claims / Nonconformities / Failures / Customer Complaints policy Annual Internal Audits performed Annual Management Review performed Annual External Audits
Performance Evaluation External Factors Internal Factors Management System
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5. CTQI
Terminal Superstructure (TS)
Weighting 16% 12%
Internal Factors: The 13 elements DEFINITION DEFINITION - 6 Superstructure

- 7 Organisation
Ship-to-shore Equipment Handling Equipment Truck handling Rail Handling Barge Handling Barge service availablility Inspection area
18%
2% 2% 50%
Organization (Org)
Internal Factors External Factors Management System
Work Organization Training Failure Response Handling of Reefer Containers Handling of IMDG Cargo Planning Communication
10% 4% 6% 2% 2% 11% 15% 50%
Maximum
Minimum requirement: 70 %
100%
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5. CTQI
External Factors: The 9 elements DEFINITION DEFINITION

External Factors (EF)
Rail Connectivity Barge Connectivity Road Connectivity Power Supply Data Communication Lines Terminal Operations Restrictions Maritime Restrictions Maximum
Proposed weighting 60%
not part of benchmarking
5% 5% 25% 5%
Internal Factors External Factors Management System
100%
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5. CTQI
How will CTQI work ? DEFINITION DEFINITION

Container Terminal Quality Conformance (check) Container Terminal Quality Indicator
(benchmarking)
KPIs
other Indicators benchmark
CTQI-
CTQI Certificate
CTQI points
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5. CTQI
The CTQI Certification Process DEFINITION DEFINITION

Terminals contacts Germanischer Lloyd Certification (GLC) for CTQI certification Terminals documents and implements the requirements of CTQI within a management system
GLC issues an offer and terminal signs application

Terminal implements CTQI management system, including data collection, calculation of the CTPMs, completion of the CTQI Master Tables and implementation of all requirements Terminal may apply for adjustment of some Master Tables (WAIVER)
GLC nominates a Lead Auditor, who: -reviews submitted documentation -reviews submitted completed Master Tables - decides on waivers
Terminals conducts Internal Audit(s) and Management Review
Successful external CTQI Audit by GLC Auditor(s)
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5. CTQI
What is the benefit of CTQI for all stakeholders DEFINITION DEFINITION

Terminal operators
can distinguish themselves as best-in-class can benchmark themselves with the best-in-class to generate a roadmap for continual improvement
Port authorities (Governance)

can demonstrate that their terminal operators are providing a quality service and operate at best efficiency can use CTQI indicators to determine standards in dealership procedures
Shippers, carriers and logistic companies

can evaluate the quality of the cargo-handling service
Consumers
can be reassured about the quality of local terminal operations through the benchmarking data
More Transparency and Partnership of all Stakeholder
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6. CTQI IMPROVEMENT
MORE STANDARD INDICATORS related to:

Energy Efficiency Environment Security Safety Human resources
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6. CTQI IMPROVEMENT
ENERGY EFFICIENCY DEFINITION DEFINITION

ISO 50.001: Energy Management PCTs should have an adapted set of standard indicators for Energy Efficiency
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6. CTQI IMPROVEMENT
ENVIRONMENTAL - GREEN DEFINITION DEFINITION

ISO 14.000: Environmental management It comprises standards to help organizations: Minimize how their operations (processes etc.) negatively affect the environment (i.e. cause adverse changes to air, water, or land); Comply with applicable laws, regulations, and other environmentally oriented requirements, and Continually improve in the above.
51
6. CTQI IMPROVEMENT
ENVIRONMENTAL DEFINITION DEFINITION

Proposal (I)
Total cost of the Environmental Management System (EMS) (per movement) Environmental investment cost-effectiveness Total cost of environmental accidents Weight of the cost of the EMS Number of accidents that alter the environment (per movement) Greenhouse effect gases emissions (per movement) Acoustics pollution Total weight of hazardous waste (per movement) Total weight of non-hazardous waste (per movement) Organic compounds consumption (per movement)
52
6. CTQI IMPROVEMENT
ENVIRONMENTAL DEFINITION DEFINITION

Proposal (II)
Quality of the Environmental Management infrastructure Equipment environmentally respectful Human resources environmental training Human resources environmental commitment
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6. CTQI IMPROVEMENT
SECURITY DEFINITION DEFINITION

ISPS Code (International Ship and Port facility Security Code) + ISO 28000-2007 (Supply Chain Security) It takes the approach that ensuring the security of ships and port facilities is a risk management activity and that, to determine what security measures are appropriate, an assessment of the risks must be made in each particular case. The purpose of the Code is to provide a standardised, consistent framework for evaluating risk, enabling Governments to offset changes in threat with changes in vulnerability for ships and port facilities through determination of appropriate security levels and corresponding security measures. It is neither a certification nor a indicator system.
A set of standard indicators to control seccurity it is needed.
54
6. CTQI IMPROVEMENT
SAFETY DEFINITION DEFINITION

Regulated by national laws It is possible to draw standard indicators about: Accident frequency Training courses Signposting Anti-collision systems Etc.
55
6. CTQI IMPROVEMENT

Proposal (I)
Total cost of safety accidents (per movement) Total cost of safety accidents uncovered by the insurance Cost of the insurance premium (per movement) Insurance tax Cost of the safety accidents prevented by means of specific initiatives Initiatives investment cost-effectiveness Number of facilities susceptible of being damaged Facilities out of service time due to safety accidents (per facility) Number of equipments susceptible of being damaged Equipment out of service time due to safety accidents (per equipment) Assets out of service time due to safety accidents (per movement)
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6. CTQI IMPROVEMENT

Proposal (II)
Number of container damaged (per movement) Number of ships damaged (per movement) Number of trucks external vehicles- damaged (per movement) Number of safety accidents affecting facilities, goods or transport vehicles (per movement) Total cost of safety accidents Weight of the cost of safety accidents Number of accidents during quay operations (per movement) Number of accidents during yard operations (per movement)
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6. CTQI IMPROVEMENT

Proposal (III)
Safety level of the facilities Safety level of the equipment TOS development level Human resources safety training Human resources safety commitment
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6. CTQI IMPROVEMENT
HUMAN RESOURCES DEFINITION DEFINITION

The human factor is of vital importance in the current organizations
2 classes of human resources: Staff Stevedores

Permanent From the pool
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6. CTQI IMPROVEMENT
HUMAN RESOURCES DEFINITION DEFINITION

Proposal for the staff
Training time per job and per year
Proposal for stevedores

Time affected by the lack of available stevedores Absenteeism from work index % of the stevedores cost over total terminal costs % of permanent stevedores over total stevedores Shift productivity of quay operations Flexibility referred to versatility (training)
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6. CTQI IMPROVEMENT
A set of security standard indicators A set of safety standard indicators A set of human resources standard indicators
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Thanks for Your Attention!

Rafael Sapia Garca Director of Liner Shipping and Port Operators rsapina@fundacion.valenciaport.com Valenciaport Foundation
FUNDACIN VALENCIAPORT Sede APV Fase III, Avda. del Muelle del Turia, s/n., 46024 Tel. 963939400 www.fundacion.valenciaport.com
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Key Performance Indicators: The Container Terminal Quality Indicators System (CTQI, GL)

NDEX OF CONTENTS DEFINITION DEFINITION

PERFORMANCE INDICATORS IN PCTs (The usual, operational):

MEASURE Of Traffic (Production) Of Productivity Of Utilization Of Service

External and Hinterland Connectivities .............

KEY PERFORMANCE INDICATOR:

KEY PERFORMANCE INDICATORS IN PCTs:

PROACTIVITY Desirable situation

PCT is not an isolated system

Benchmarking (Best Practices) Governance

STANDARD INDICATORS IN CPTs:

A shared indicators system is needed PROPOSAL

Turkeys voting for Christmas 15

GIVE NO IMPORTANCE TO KPIs: DEFINITION DEFINITION

GIVE NO IMPORTANCE TO KPIs: GIVE NO IMPORTANCE TO KPIs: DEFINITION DEFINITION

AVERAGE OPERATION TIME/VESSL, CT OPERATOR AVERAGE PRODUCTIVITY (UNITS/HOUR), CT OPERATOR

AVERAGE OPERATION TIME/VESSL, ADMINISTRATION AVERAGE PRODUCTIVITY (UNITS/HOUR), ADMINISTRATION

Mr. Erik Lund OWI O, Dr. Teng-Fei WA G, Dr. Irma PASUKEVICIUTE

3. EFICIENCY AND EFECTIVENESS

3. EFICIENCY AND EFECTIVENESS

WHAT THE KPIs HAVE TO MEASURE DEFINITION DEFINITION

GLOBAL IMPACT ACHIEVED

GLOBAL IMPACT EXPECTED

3. EFICIENCY AND EFECTIVENESS

WHAT THE KPIs HAVE TO MEASURE DEFINITION DEFINITION

quality and outcome measures, or,

GLOBAL IMPACT ACHIEVED

GLOBAL IMPACT EXPECTED

4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS

PCTs MANAGEMENT TOOLS:

4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS

4th abstraction level

4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS

Corporative statements Strategy Strategic objectives

Financial, Customers, Processes and L& D indicators

4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS

4. PERFORMANCE INDICATORS AND MANGEMENT TOOLS

Prximas etapas: Software de CMI

Next Steps: BSC Software

Seguimiento y conexin de los CMIs con la herramienta de simulacin

Integracin con el entorno

Crear valor para los accionistas

Rentabilizar los activos

Asegurar la viabilidad econmica de la terminal ESTRATEGIA DE PRODUCTIVIDAD

ESTRATEGIA DE CRECIMIENTO Optimizar el coste del mantenimiento por contenedor Crecimiento

Integracin con el entorno

Aumentar el trfico de la terminal

Reducir el tiempo de estancia del camin en la terminal

Minimizar el coste de la energa C6 Reducir el nmero de por contenedor incidentes/accidentes de la terminal

Mejorar la productividad de los equipos

Adecuar infraestructura al nivel de trfico

Reducir la huella de CO2e de la terminal

Reducir el consumo energtico

Adecuar infraestructura al nivel de trfico

Adecuar los equipos al nivel de trfico

Adecuar el mantenimiento a las necesidades de la operativa

Fuente: Fundacin Valenciaport

WHY WAS CTQI NEEDED? DEFINITION DEFINITION

CTQI GOAL IS TO DEFINITION DEFINITION

2. Facilitate Supply Chain Integration

The CTQI is not to PROVE but to IMPROVE

HOW CTQI WAS DEVELOPED DEFINITION DEFINITION

CTQI Hamburg Committee Discussions DEFINITION DEFINITION