INTERMODAL TERMINALS SUPPLY CHAINS AND VALUE CHAINS?

Transcription

1 INTERMODAL TERMINALS SUPPLY CHAINS AND VALUE CHAINS? ROSS ROBINSON INTERMODAL TERMINALS AND THEIR NETWORKS: PLANNING AND DESIGN MELBOURNE OCTOBER

2 INTERMODAL TERMINALS INLAND PORTS DRY PORTS ICD s ICT s LOGISTICS PARKS India Logistics parks/superhubs/mini hubs/nodal logistics centres/delivery gateways Indonesia Logistics/transport/supply chain strategy UNESCAP The Asian Highway; The Trans-Asian Railway NOT THE NAME BUT the raison d etre Elements in chains they are 3PSPs they exist to deliver value on a sustainable basis full stop!!! Port of M elbourne 24 October 2009?

3 THE UNESCAP PROJECT FOR AN ASIAN HIGHWAY AND A TRANS-ASIAN RAILWAY NETWORK ASIAN HIGHWAY. 141,000kms; 32 member countries; IGA July 2005; 28 signatories TRANS-ASIAN RAILWAY NETWORK.81,000kms; 29 member countries; IGA December 2008; 19 signatories.

4 The Asian Highway Network Formulation of the Asian Highway North-East Asia 2002 Central Asia 1995 South East and South Asia 1993

5 Trans-Asian Railway and Euro-Asian Linkages

6 Intermodal network development Bringing development inland The Agreement has already identified stations of international importance - International trading centres - Connections between modes - A more efficient logistics chain Creating an economic stimulus

7 INFRASTRUCTURE IS THE EASY BIT..and engineers are good at it. TRY MANAGING VALUE INTO THE SYSTEM SO THAT IT IS A ROBUST AND DYNAMICALLY STABLE SYSTEM AND MAKING GOOD REGULATORY POLICY THAT UNDERWRITES EFFICIENCY AND EQUITY..AND MAYBE EVEN THE PUBLIC GOOD? Simple fact.no infrastructure, no chains; but good infrastructure may not mean efficient chains!!

8 CHAINS, NOT FIRMS, COMPETE: AND CHAINS DELIVER VALUE TO CUSTOMERS CHAINS COMPETE ON VALUE DELIVERED WHICH IS A FUNCTION OF CHAIN EFFICIENCY FIRMS IN SUPPLY CHAINS DELIVER VALUE INTO THE CHAIN; AND CAPTURE VALUE FROM THE CHAIN

9 CHAIN SYSTEMS ANALYTICS THE CHAIN IS A PORTFOLIO OF BUSINESSES.not simply a set of functions which implies that each business will have a different business model, different costs and pricing structures and different investment strategies; and each business will be invested with some degree of power. THE CHALLENGE IS TO MANAGE THE CHAIN AS A DYNAMIC VALUE CHAIN, NOT SIMPLY AS A SUPPLY CHAIN; WHO MANAGES? WHO GETS THE VALUE?

10 2009/2010 North Q systems 130 m/tonnes +++

11 SUPPLY PUSH AND DEMAND PULL CHAIN ARCHITECTURE, CHAIN POWER AND CHAIN VALUE; REGULATION AND THE ACCC a parable about business models

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13 THE REAL CHALLENGE TO MANAGE THE CHAIN VALUE?? S Contract of sale/carriage 1 4 B 2 3 Demand from buyer: Coal types; volume; delivery date QRN QRNA CHANNEL MASTER S S S S B B Q Q Q SHIP Pre-loading process BERTHS B Q SEGMENTED QUEUE

14 A DEMAND PULL MODEL? THE de jure BRAND MANAGER RAIL PROVIDER S S DBCT P/L VESSEL DEPARTS TERMINAL VESSEL ARRIVES C COAL PRODUCER VESSEL INFORMATION 14 days prior to arrival, confirmation of coal availability; vessel; 10 days prior to arrival, notification of vessel ETA REAL TIME INFORMATION NETWORKS

15 THINK CONTAINER CHAINS?

16 Suppose that we took a A DEMAND PULL PORT SYSTEM ARCHITECTURE seriously? CUSTOMERS Customers Shipping SHIPPING networks Port PORT authority AUTHORITY RAIL Rail link LINK DEPOT Depot NETWORKS Terminal Depots Road link CUSTOMERS Figure 5: Elements in the landside operations LANDSIDE OPERATIONS

17 Shipping inputs Depot Terminal terminals URBAN BUILT AREA Urban built area Intermodal INTERMODAL TERMINALS ROAD Road LINKS links TO TERMINAL and terminal Rail links RAIL LINKS Truck links to customers IDEALLY Landside movements, shipping stem driven..through a timecritical port terminal Channelled into a network with scaleable corridors and integrated, time-tolerant depot/terminal operations Supporting value-driven, Web enabled chain structures; And then there is the real world!!!

18 Worth some hard thinking?