Improving terminal performance. Martin Keulemans January 23 rd 2015

Transcription

1 Improving terminal performance Martin Keulemans January 23 rd 2015

2 Brainum IT company, focus on Tank Terminal Business IT solutions. Philosophy: to help terminals & traders improve business performance Offices in the Netherlands and the United Arab Emirates. Sales office in Singapore Clients in Europe, Middle East and the Caribbean IT system QINO to manage the terminal s business processes Software solutions for the liquid bulk storage and trading industries

3 Not again another PowerPoint. Scientific research showed that the audience thinks about a variety of things: 24% 29% 31% Making an appointment with the dentist Doing the next tax declaration Having sex again coming weekend

4 Agenda Brainum Terminal performance requirements Chaos, information exchange The importance of planning How Brainum can help

5 Brainum and QINO Started 10 years ago at a large Dutch Terminal Network Developed inside-out, started from operations It is for all terminal users To gain control by integrating data and sharing information Web-based from the start, easy to use and hands-on QINO was developed to organize data in order to optimize business performance

6 What we have seen and learned in the past 10 years running a terminal can be complicated; the basic processes are straightforward but planning is difficult and administration is time consuming many terminals have a varied IT landscape: from none IT to a plurality of IT systems; some of them old fashioned relics of the past all too often terminals forget to maximally use (business) information (they forget to (truly) plan and use the information that is available inside and outside the organisation in people or in processes more and more terminal clients and stakeholders expect extensive reporting and business (progress) updates terminals are part of a (complex) supply - and information chain efficiency and client satisfaction are only recently becoming more important. Compliance is a necessity. Modern, integrated business software can help

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8 Business performance in liquid bulk terminals Optimal business performance, as required by the various stakeholders (owner, client, manager, government, customs: Profitability / efficiency Client satisfaction Compliance

9 Stakeholder requirements for terminals Low costs; efficiency and profitability Ability to handle various product types, in smaller batches, faster Flexibility (ability to respond to order changes) Short turn around times Real-time insight in order status & progress, stock levels Maximizing throughput Well defined & safe processes, ability to enforce and proof. Auditable Reporting, Management Information and KPI s

10 These requirements can be met by. Optimal utilization of asset capacity Automating simple data entry tasks. Terminal automation Better planning, reduce waiting times Capable workforce, 24/7 Focus on profitable clients Making sure to invoice everything (Order-2-Cash) Workflow, task driven processes Connectivity (information exchange) with clients and suppliers Modern, integrated & business specific software can help

11 The effect of a last minute ETA change. Wrong volumes/ quantities! Wrong entry wrong calculations! Adjust planning Equipment not available! No staff available! Inform on ETC ETA change; ship is Planner (Excel) Surveyor Inform for ending Power problem! delayed Operations Vessel scheduled to come in operation Equipment status? a measured difference! Maintenance Vessel is in Vessel is ready Harbour police, Reports ship is late, stock issues! Fix Valve! harbour authorities Problem with valve! come in Vessel may proceed berthing Customs Check: clear for offloading tarts overhauling Leakage in field; pollution harbour; vessel quipment Checks if client is informed on ETA change Start operation can not be disconnected Gives wrong info Hydrolic problem! Disconnecting, prepare for departure Documentation; completing order Agreement on plan for offloading Customer Inform on delay service Ready for action Administration Inform customer Close excell without saving data Ending operation ETC + planning Vessel has 12 hours no berthing place delay. Departure! Send relevant documents available!. Rescheudle Daily update: wrong info Wind: Vessel can not leave! other vessel Vessel Vessel ready for pilot Demurrrage! Inform client Report: half a day late Vessel ready NOR Inform on ETC Sell product Client Customer gave wrong info to vessel Agent Hourly status update We have 12 hours delay; reschedule ETA.

12 A continuous flow of information Maintenance Operations Surveyor Vessel / Truck / Train Customs Administration Customer service Client Agent

13 Manage and share information, internally and externally Surveyor Maintenance Operations Vessel Berth planning Movement planning Customs Data Administration Product planning Processes Knowledge Line-up planning Customer service Equipment planning Client Agent

14 Increasing efficiency is easier said than done Last minute changes in priorities, ETA s, allocations of jetties/berths, line-ups, tanks result often in chaos Most orders (vessel/truck/train) are dealt with in order of entry ( first come, first serve ). Orders are not planned or cannot be planned It is hard to predict the effect of last minute issues (changes, delays, outages) on the operation - due to unclear/incomplete information. Issues are dealt with individually. It is very difficult to look ahead Result: Firefighting Under usage of assets safety margins Unsatisfied customers Extra costs - demurrage Errors - movements The key to improving efficiency is better planning

15 Planning parameters for a liquid bulk terminal Nominations order ETA and prio Berth availability Input Stock levels / tank levels Customs status / lot availability Line ups route plan Maintenance status available equipment Previously pumped product - line content Operational planning horizon 2 days Output Which order to start when Which berth Which tank(s) Which line-up / route Which equipment to use Which pump speed Pump speeds Client priority (SLA) Many dependencies make it difficult to plan

16 Planning example how it is often being done ETA change Scenario 1 Scenario 2 Think in scenarios!

17 The benefits of proper planning 1. Throughput (business volume) increased Cost per unit (product movement/storage) decreased Optimal asset utilization higher ROI 2. Increased customer satisfaction Reliable execution and operation Planned flexibility Lower costs Example One vessel handled extra per week improves revenues by 50 K - Cargo: M3 - Service fee: 2,5 per M3 You can stay ahead of the competition!

18 Requirements for optimal planning in terminals What can be done to improve a terminal s planning capabilities? Clear and well defined processes Make all relevant data readily available for everybody Implement tools to support repetitive and complex tasks, and to support what-if scenario simulation Implement communication platforms to share consequences of last minute changes (clients) Visualize the effects of changes on the planning Create a planner role that is not part of the existing organization/departments, and give it the authority and mandate to take decisions Trained staff to let them understand how their decisions impact others

19 Brainum can help you! With business improvement: Process analysis & design Business case generation Value chain optimization By implementing its Terminal Management System QINO: A complete system to manage all terminal processes (commerce, operation, administration, logistics, planning, etc.) Web-based, single database, workflow Standard interfaces with Financial Accounting, DCS and Customs Declaration Software

20 What is in it for you? As a terminal operator / manager Control of processes Efficiency and compliance As a client / trader Real-time insight in orders and stock levels Flexibility As an owner / investor ROI Be aware of the capabilities of modern, business specific IT systems

21 CONTACTS Martin Keulemans, director (office) (direct) Brainum B.V. Vondellaan GH Utrecht The Netherlands

22 A visual overview of planned vessels on the jetties / berths

23 Future orders and their impact on stock levels & tank utilization