Excellence in Terminal Development & Operations. Thomas Hougaard - December 2010

Transcription

1 Excellence in Terminal Development & Operations Thomas Hougaard - December

2 Presentation overview Company introduction Pre-crisis trends Trend Update the long term impact of the credit crisis The NEW Excellence in Terminal Development & Operation 2

3 3 Company introduction

4 4 APM Terminals is part of the A.P. Moller Maersk Group A.P. Moller-Maersk Group Copenhagen, Denmark 2009 Revenue: USD $48.5 b (Businesses include Shipping, Energy, Retail and Banking) 115,000 employees, 130 countries. APM Terminals The Hague, Netherlands 18,000 employees, 34 countries 1 st Half 2010 Results Revenue: USD $2.183 billion Container volume: 15.8 m TEUS 2009 Results Revenue: USD $3.02 billion Container volume: 31 m TEUs (Container Volumes weighted by equity share)

5 5 A truly Global Terminal Network serving all major markets

6 6 Pre-crisis trends

7 Two decades of Consistent Growth World container port handling demand (TEU million) 10% CAGR from % for 2009 / 3% in 2010? 5% CAGR next 5 years? Fundamental drivers of port demand Economic globalization. Increased regional trade (e.g. Intra-Southeast Asia). Increased containerization of commodities (e.g. reefer). Necessity to upgrade existing capacity (e.g. Western market, deep draft). Privatization opportunities. Growing consumer demand in developing countries

8 The Crisis effect on our industry 1. Global manufacturers couldn t sell their product so stopped shipping 2. Shipping Lines had built an abundance of capacity in anticipation of another 10 bullish years resulting in over supply and low utilization 3. Port and Terminal operators followed suit, forcing them to compete for volume 4. The Shipper / Consignee became more influential in terms of whatproducts the industry brought to market 8 Source: Ocean Shipping Consultants (2010)

9 Trend update the long term impact of the credit crisis Increasing Involvement of Shippers & Consignees in Port Selection Focus on Port-wide Service Levels Intensifying hinterland strategies Adjusted Business Models with Flexible Cost Managing the Connection becomes Key Growing Governmental Influence 9

10 Adjusted Business Models with Flexible Cost Low costs Excellent hinterland connections High service levels and reliability Location advantages Collaborative strategies Customer Retention is KEY! 10

11 Increasing Involvement of Shippers and Consignees in Port Selection Competition between ports intensifies due to supplydemand imbalance Terminal operators keen to meet merchant needs in order to improve utilization rates Abidjan, Ivory Coast Nouakchott, Mauritania Dakar, Senegal Banjul, Gambia Conakry, Guinea Freetown, Sierra Leone Monrovia, Liberia Tema, Ghan a Cotonou, Apapa, Benin Nigeria Douala Libreville, Gabon Owendo, Gabon Pointe Noire, Congo Onne, Nigeria Tartous Umm Qasar, Bandar Abbas, Iraq Aqaba Iran Dammam Manama Port Qasim Jeddah Dubai Mundra Sohar Pipavav Port Sudan Muscat Nhava Sheva Salalah Marmugao Doraleh Aden Djibouti Cochin Mombasa, Kenya Kandla/ Hazira Colomb o Kolkata Paradip Dhamra Vishakhapatnam Ennore Chennai Tuticorin Luanda 1/2, Angola Lobito, Angola Dar e Salaam, Tanzania Toamasina APMT Terminals PSA Dubai Ports World HPH Walvis Bay Saldanha Richards Bay Durban Maputo Port Louis Bollore Government General Cargo ICTSI 11 Cape Town Port Elizabeth

12 Focus on Port Wide Service Levels Deliver Value! 12

13 13 Managing the Connection becomes key

14 14 Intensifying hinterland strategies

15 Growing Governmental Influence Modernizing transport infrastructure and removing nontariff barriers in these corridors can spur trade, growth, and economic integration 15

16 The NEW Excellence in Terminal Development & Operations Collaborative effort between the private sector and Government Develop and defend your competitive advantages vs the competition Focus on the Customer s requirements Intensify your focus on the hinterland Build Flexibility into your business model 16

17 For further information Thank you! 17