Seaports Magazine - Spring 2016 - (Page 10)
» COVER FEATURE
PORT TO MARKET:
TO MEET DEMAND
By Jim Romeo
efore the Port of San Diego drafts its
master plan, it will have spent three
years analyzing and investigating data
from multiple sources. This includes
public outreach, over 100 interviews with stakeholders and agencies and numerous public workshops and board meetings that culminated at the
end of 2015. Its findings, which it calls its "framework report," will be used to assess demand and
write a master plan for the 6,000 acres of land
and water within its jurisdiction.
A successful transportation infrastructure
depends on a healthy seaport infrastructure.
The right infrastructure requires an accurate
forecast of market demand. Then this demand
must be translated into a master plan for execution. It all sounds simple, but many challenges
are found along the way.
The Port of San Diego, like many ports across
the United States, must build infrastructure to
meet the demand for transportation services
it provides in order to move the economy forward. According to the U.S. Department of
Transportation, the United States can expect
a 45 percent increase in the nation's freight by
2045. In order to achieve this, port infrastructure and the supporting supply chain must be
modern and capable.
The Master Plan: Getting
A Grip On Demand
In today's environment, many forces influence
demand forecasting. Global economics, demand
for natural resources, import trends and many
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other factors influence expansion and contraction
plans. A strong port is a precursor for a strong
For most ports, staying vigilant of cargo
demand is an ongoing effort. Getting a grip on
this demand is challenging.
"We stay in regular contact with our customers and vendors such as stevedores and agents
- discussing ongoing operations, any issues that
may have arisen, and opportunities to improve,"
explains Pete Grossgart, marketing manager for
the Port of Stockton in Stockton, California.
"Discussions usually involve tonnage projections
and new cargo opportunities, as well as operational issues. As an operating port, much of our
staff is regularly involved with customers, so the
Port of Stockton 'touches' many of our larger
Philip Sanfield, a spokesperson for the Port
of Los Angeles, describes a similar process. For
short-term forecasts, up to 18 months, the port
communicates closely with its container terminals and shipping lines, as well as examining a
range of economic forecasting data. Based on
information gathered, the port makes internal
forecasts for cargo. This information supplements its longer range planning and forecasting.
"We do our long-term infrastructure planning
based on long-term cargo forecasts, which are
done every 5-10 years for [Port of Los Angeles]
POLA and Port of Long Beach jointly by outside consulting firms," explains Sanfield. "They
project long-term demographic and economic
growth for the U.S. and its trading partners, to
The Port of Los Angeles
bases its long-term
on long-term cargo
forecasts, which are
done every 5-10 years.
Table of Contents for the Digital Edition of Seaports Magazine - Spring 2016
From the President’s Desk
Port to Market: Building Infrastructure to Meet Demand
Turning on the Funding Tap
Seaports Maintenance and Modernization
Do Ports Know What’s Coming?
Surface Transportation System Enables Economic Prosperity
Dredged Material Disposal: 5 Ways to Expedite Federal Approval
The Importance of Infrastructure in the Cruise Industry
Index of Advertisers
Seaports Magazine - Spring 2016