Seaports Magazine - Fall 2015 - (Page 38)

» FEATURE DATA IN LATIN AMERICA Port directors throughout the region talk about how they use metrics for performance improvement and strategic planning By Sarah Sain W hen it comes to data, access to real-time statistics and metrics are important - no matter where in the world a port is located. The information allows port directors to monitor performance, improve output and discover trends. However, how that data is gathered and what information is available can sometimes vary greatly depending on the country. Seaports asked four Latin American port directors about how they use data and key performance indicators in their decision-making and when setting short- and long-term goals for the port. Below is what they had to say. Cd. Hugo Antonio Borelli, Consorcio de Gestión del Puerto de Bahía Blanca, Argentina Data, metrics and indicators are used as resources for different tools at Bahía Blanca, primarily updating our Strategic Plan, setting benchmarks, assessing commercial competition and evaluating infrastructure and its availability. Applying data is necessary and indispensable in order to really know what's going on with different processes so that we can make correct management decisions. Without these measurements we could not evaluate, plan, design, foresee, correct and innovate accurately or systematically. It is important to keep in mind that ports shouldn't gather data just to have more data. Instead, it should be used wherever appropriate in the decision-making process. At Bahía Blanca, the availability of realtime data helps us improve and reach our 38 AAPA SEAPORTS MAGAZINE goals and helps us forecast for the short and long term. It also allows us to act proactively in order to anticipate the market's demands. One of the port's biggest challenge recently was obtaining a $60 million dollar (U.S.) loan from the Corporación Andina de Fomento (CAF - Development Bank of Latin America) in order to deepen our berths and navigation channel to 50 feet. With the data we had available, we were able to demonstrate the Port of Bahía Blanca's financial standing and stability for the long term. In the future, the use of data and metrics will become even more widespread, and very few decisions will be made without them. Raul Torre Gamboa, Administración Portuaria Integral de Progreso S.A. de C.V., Mexico Data, statistics and indicators are used to indicate benchmarks and goals for the port, which are reflected in Progreso's Annual Operations Plan. This plan is based on the Master Plan for Port Development, a document that contains the short-, medium- and long-term plans for the port and is based largely on current and trending data. This plan clearly establishes the strategic goals for the port and the courses of action we will take in the future. Unlike some ports, we don't have a lot of access to real-time data, and the lack of this information affects us primarily in our tons per crane hour performance. However, we use the data we do have to lead us down the path toward success. For example, in the case of a 25,000 ton shipment of sugar for export, we weren't seeing an improvement in terms of performance, and we have used and are using data to establish strategies in order to minimize possible negative impacts on port operations and better our performance in years to come. We will continue to use data as a key tool to plan and develop strategies that will serve as a guide for us when making decisions, including analyzing our infrastructure needs.

Table of Contents for the Digital Edition of Seaports Magazine - Fall 2015

AAPA Headquarters
From the President's Desk
Big Data, Big Possibilities
Greenlight on Green Metrics
An Eye on Data
Trusting Third-Party Data
Data in Latin America
Washington Zeroes in on Port Performance
Improving and Expanding Our Nation's Seaports
Navigating the Waves of Transportation Data
Big, Bad Big Data
Data Strategies to Avoid Trouble Ahead, Trouble Behind
Leveraging Regional Freight Data to Improve Port Connectivity and Boost Trade

Seaports Magazine - Fall 2015

http://www.nxtbook.com/naylor/AAPQ/AAPQ0118
http://www.nxtbook.com/naylor/AAPQ/AAPQ0417
http://www.nxtbook.com/naylor/AAPQ/AAPQ0317
http://www.nxtbook.com/naylor/AAPQ/AAPQ0217
http://www.nxtbook.com/naylor/AAPQ/AAPQ0117
http://www.nxtbook.com/naylor/AAPQ/AAPQ0416
http://www.nxtbook.com/naylor/AAPQ/AAPQ0316
http://www.nxtbook.com/naylor/AAPQ/AAPQ0216
http://www.nxtbook.com/naylor/AAPQ/AAPQ0116
http://www.nxtbook.com/naylor/AAPQ/AAPQ0415
http://www.nxtbook.com/naylor/AAPQ/AAPQ0315
http://www.nxtbook.com/naylor/AAPQ/AAPQ0215
http://www.nxtbook.com/naylor/AAPQ/AAPQ0115
http://www.nxtbook.com/naylor/AAPQ/AAPQ0414
http://www.nxtbook.com/naylor/AAPQ/AAPQ0314
http://www.nxtbook.com/naylor/AAPQ/AAPQ0214
http://www.nxtbook.com/naylor/AAPQ/AAPQ0114
http://www.nxtbook.com/naylor/AAPQ/AAPQ0413
http://www.nxtbook.com/naylor/AAPQ/AAPQ0313
http://www.nxtbook.com/naylor/AAPQ/AAPQ0213
http://www.nxtbook.com/naylor/AAPQ/AAPQ0113
http://www.nxtbookMEDIA.com