Turnaround Time

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 turn-around 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 loss-making 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 loss-making 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. Thefirst generationof containerships was composed ofmodified bulk vessels or tankersthat 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 firstfully 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 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 20-24 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 thepanamax standard, was achieved in 1985 with a capacity ofabout 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 thesedraft 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 arelarger ship designson 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 forslow steamingto 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 oflarger containershipson 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 Turn-Round 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 problemThe 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:PORTSA 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 ocean-going 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".

PORT PERFORMANCE INDICATORSThe 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 INDICATORSPrimary 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 turn-round 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 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

COMPUTATION OF PORTS PERFORMANCE INDICATORS

OVERVIEW OF THE SHIPPING INDUSTRYTYPES OF SHIPSCONTAINER SHIPS:

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

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:

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.

1.5 COMPANY PROFILEHISTORY 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 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.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: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 CHAIRMAN

FINANCE ADVISOR & CHIEFACCOUNTS OFICERDEPUTY CONSERVATORTRAFFIC MANAGERSECRETARY

CHIEF MECHANICAL ENGINEERCHIEF MEDICAL OFFICERCHIEF ENGINEERCHIEF VIGILANCE OFFICER

DEPARTMENTS OF THE CHENNAI PORT:General Administration DepartmentFinance DepartmentTraffic DepartmentMarine DepartmentCivil Engineering DepartmentElectrical and Mechanical Engineering Department &Medical DepartmentVigilance Department

GENERAL ADMINISTRATION DEPARTMENTADMINISTRATION CHART:

SECRETARY

HUMAN RESOURCEDEVELOPMENTMAIN ADMINISTRATION

SENISENIOR P.S. TO CHAIRMAN P.As

LibrarianSr. PERSONNEL OFFICER

P.S. TO CHAIRMANHindi OfficerLabourWelfare Officer

P.S. TO Dy. CHAIRMANSr.DEPUTY SECRETARY

PERSONNEL 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.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 DEPARTMENTADMINISTRATION CHART

FINANCIAL ADVISER AND CHIEF ACCOUNTS OFFICER

P.A. TOF.A. & C.A.OSr.Dy.C.A.O. (M & S)Sr.Dy.C.A.O. (I.A)Sr.Dy.C.A.O. (E & R)Sr.DSr. Dy. Director (EDP)

Sr.Accounts Officer (Estt.)Dy.Director (EDP)

Senio Senior Accounts OfficersDy.C.A.O. (Projects & Bills)

Asst. Director (EDP)

Accounts Officers

Accounts Officers

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

TRAFFIC DEPARTMENTADMINISTRATION CHART:

TRAFFIC MANAGER

Sr. Dy. TRAFFIC MANAGER (Operations/Commercial)Sr.Dy.TRAFFIC MANAGER (RAILWAY)

Dy. T RAFFIC MANAGER (L&B)

Dy. TRAFFIC MANAGER (Commercial)

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

Dy. TRAFFIC MANAGER (Rly)

Dy. TRAFFIC MANAGER (OP)

ATM (Myd)

ATM (BD)Sr. Dy. DIRECTOR (PLANNING &RESEARCH)Sr. ATM (PORTERAGE)

ATM(SWH)ATM (PORTERAGE) ATM (OPERATIONS)

Asst. DIRECTOR (PLANNING & RESEARCH)Dy. DIRECTOR (PLANNING & RESEARCH)

Abbreviations:L & B : Lands & BuildingsMktg/C Cell/ P.S.: Marketing/Computer Cell/Pass SectionATM: Assistant Traffic ManagerOP: OperationsSWH: 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.

MARINE DEPARTMENTADMINISTRATION CHART:

DEPUTY CONSERVATOR

HARBOUR MASTER

PERSONAL ASSISTANT

Dock Master I (D. C.s Buoy Yard)Adm.Officer (General)Adm.Officer (Shipping)Adm.Officer(Estt.)

SMEAsst.Marine Officer DS/CE (Marine Vessel) Dock Master III Dock Master II

Marine Engineers (Service Station)Dredger Master / MarineEngineer/Dy.Marine EngineerF.O & A.S.O.

PILOTS

S.S.O

Sr. Dy. Marine Engineer

Marine Engineer / Dy. Marine Engineer

Abbreviations:SME :Senior Marine EngineerDS:Dredging SuperintendentCE Marine (Vessel):Chief Engineer Marine (Vessel)SSO:Signal Station OfficerFO & 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.

CIVIL ENGINEERING DEPARTMENTADMINISTRATION CHART:

CHIEF ENGINEER

PA TO CE

Dy C.E. (M) IDy C.E. (FH)Dy C.E. (MDO)Dy C.E.(P) IDy C.E. (M) II

Dy C.E. (P) IIDy C.E. (M) III

EX(C) E, EX(C)F, EX (MS)EX(C) MDOEX (C) P1, EX (C) P2Dy.E.(MP)

Dy C.E. (P&D)Sr A.O. (E) AO(A & L)EX (C) P5, EX (C) P7AO (MDO)EX (C) G, EX (LBS)

EX (C) A, EX (C) B, EX(C)D, HorticulturistJr.AO (P)EX (MP)

E X(C) H, EX (C) P6, Manager (FH)EX(C) P3, EX (C) P4

Sr.A.O.(M)

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. DEPARTMENTADMINISTRATION CHART:

PA TO CMECHIEF MECHANICAL ENGINEER

MMDy.CME (OP)Dy.CME (OH)Dy.CME (ES & CH)Dy.CME (W)Dy.CME(R & D)Dy.CME (EC & OS)

SE (E) ES & CHSE (M) (W)SE(M) OPSE (M) GSE(M) R & DSE(E) THC& FH

SE (M) OHSE(E) OH

AMM (Tender)Sr.Dy.MM-IISr.Dy.MM-IAMM (E&G)AMM (Imprest)Dy.MM-III

Dy.MM-IIDy.MM-I

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 DEPARTMENTADMINISTRATION CHART:

CHIEF MEDICAL OFFICER

A.O. (Estt& Personnel)P.A. TO CMO

Sr. Dy. Chief Medical Officers

A.O. (Medical Records)

Jr. A.O. (Hospital Admin., Hospital Maintenance & Welfare)

Dy. Chief Medical Officers (Specialist/GD)

Medical OfficersSr.Medical OfficersMatron (H) & (DSC)Asst.Controller of Stores (Medicines & Purchase)

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 DEPARTMENTADMINISTRATION CHART:

CHIEF VIGILANCE OFFICER

DEPUTY CHIEF VIGILANCE OFFICER

PA TOCVO

ASSISTANT VIGILANCEOFFICER

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.

STATEMENT OF OBJECTIVES2.1 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 Objective1. 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.

REVIEW OF LITERATURE

F. Bilwani, I. Siddiqui, S. Vaqar(2001) Determination of Delay in Turnaround Time (TRT) of Stat Tests and its CausesAlong 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.1Hence, 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 bound to take some time. Studies by Sloan in 1965 and Saxe et al in 1966 suggested that the timeelement 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 TimeAs 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 recoveryEmpirical 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, andC. Lee(2001)Physician Order Entry impact on drug turn-around times.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 turn-around 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.

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

4.1 PERIOD OF THE STUDYThe study was conducted for four months during January 2014 to April 20144.2 METHOD OF DATA COLLECTIONThe Data collection is the activity of gathering facts of information about a subject in a research study there are two types of dataPRIMARY DATAPrimary 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 DATAThe 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 DESIGNResearch design is the specification of the method and procedure for acquiring the information needed to solve the problemSAMPLE SIZEDue to limitation of time and related aspects sample size taken for my study is 50 respondents in Chennai port. SAMPLING METHODOn 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 DESIGNThe 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

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.

TABLE -5.1Experience of the respondentsS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

10-5 years00

26-10 years1326

311-15 years2550

4Above 15 years1224

TOTAL50100%

CHART-5.1Experience of the respondents

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

TABLE-5.2Awareness regarding containerized cargos are handled in Chennai PortS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1YES50100%

2NO00%

TOTAL50100%

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

INFERENCEFrom 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

TABLE-5.3Awareness of containerized cargo towards world tradeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1YES4692%

2NO48%

TOTAL50100%

CHART 5.3Aware of containerized cargo towards world trade

INFERENCEFrom 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.

TABLE-5.4Pre berthing detention effects on turnaround timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree510%

2Agree3264%

3Neutral1326%

4Disagree00%

5Strongly disagree00%

TOTAL50100%

CHART-5.4Pre berthing detention effects on turnaround time

INFERENCEFrom 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-5.5Allocation of tug vessels on first come first serve basisS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree816%

2Agree2040%

3Neutral1836%

4Disagree48%


TOTAL50100%

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

INFERENCEFrom 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.

TABLE-5.6Unproductive moves improves the operational efficiencyS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree1020%

2Agree2958%

3Neutral1020%

4Disagree12%


TOTAL50100%

CHART-5.6Unproductive moves improves the operational efficiency

INFERENCEFrom 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.

TABLE-5.7Periodical maintenance reduces turnaround timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree48

2Agree2142

3Neutral1734

4Disagree612

5Strongly disagree24

TOTAL50100%

CHART-5.7Periodical maintenance reduces turnaround time

INFERENCEFrom 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-5.8Optimal yard operations minimize turnaround timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE


2Agree2856%

3Neutral1122%

4Disagree00%


TOTAL50100%

CHART-5.8Optimal yard operations minimize turnaround time

INFERENCEFrom 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-5.9Rubber Tyred Gantry Cranes requirement helps in yard optimizationS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree918%

2Agree2652%

3Neutral1326%

4Disagree24%


TOTAL50100%

CHART-5.9Rubber Tyred Gantry Cranes requirements helps in yard optimization

INFERENCEFrom 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-5.10Bay plan helps in optimized yard planningS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree510%

2Agree2448%

3Neutral918%

4Disagree1020%


TOTAL50100%

CHART-5.10Bay plan helps in optimized yard planning

INFERENCEFrom 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-5.11Rail Mounted Gantry Cranes helps in discharge of boxesS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE


2Agree2550%

3Neutral1020%

4Disagree24%


TOTAL50100%

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

INFERENCEFrom 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-5.12Berth Reservation Scheme (BRS) helps in the berthing of vesselsS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE


2Agree2142%

3Neutral1122%

4Disagree24%


TOTAL50100%

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

INFERENCEFrom 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-5.13The Berth Reservation Scheme reduces pre berthing detentionS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree918%

2Agree1938%

3Neutral1530%

4Disagree714%


TOTAL50100%

CHART-5.13The Berth Reservation Scheme reduces pre berthing detention

INFERENCEFrom 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-5.14Berth Reservation Scheme contributes in the reduction of turnaround timeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree918%

2Agree2754%

3Neutral1224%

4Disagree24%


TOTAL50100%

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

INFERENCEFrom 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-5.15Berth Reservation Scheme maximizing the traffic volumeS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree510%

2Agree2856%

3Neutral1224%

4Disagree36%


TOTAL50100%

CHART-5.15Berth Reservation Scheme maximizing the traffic volume

INFERENCEFrom the above table it is found that 66% of the respondents agree to the fact that the Berth Reservation Scheme helps in maximizing the traffic volume of vessels per voyage

TABLE-5.16Berth Reservation Scheme increases trade and businessS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree816%

2Agree1836%

3Neutral1734%

4Disagree48%


TOTAL50100%

CHART-5.16Berth Reservation Scheme increases trade and business

INFERENCEFrom 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-5.17Yard operation helps in reducing the dwell time of containerS.NOPARTICULARSNO.OF RESPONDENTSPERCENTAGE

1Strongly agree816%

2Agree2142%

3Neutral1326%

4Disagree714%


TOTAL50100%

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

INFERENCEFrom 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. 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 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

ConclusionChennai 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.

BIBLIOGRAPHYWEBSITEhttp://www.tandfonline.comhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC1839570/http://onlinelibrary.wiley.com/doi/10.1002/smj.4250130404/abstracthttp://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

ANNEXUREQUESTIONNAIRE 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) No6. Pre berthing detention increase the turnaround time of container vesselsa) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 7. Allocation of tug vessels eases the scheduling of vessels berthing on first come first serve basisa) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 8. Reduction in unproductive moves improves the operational efficiency of porta) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 9. Periodical maintenance of container handling cranes will reduce turnaround timea) 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 turnaround time.a) Strongly agree 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 arrivala) 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 timea) 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 voyagea) 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 yarda) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

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