Seaports Magazine - Fall 2016 - 50

» FEATURE CRUISE PORT PRODUCTIVITY Upgrading Infrastructure for a Growing Industry By Steve Cutler T he cruise industry is growing rapidly, adding new excursions with increasing frequency, building new ships with designs that make some terminals' existing infrastructure obsolete, and launching mega-ships with incredible capacity. The challenge for cruise ports to become increasingly productive in order to capture their share of the expanding market is never ending, requiring constant upgrades to the infrastructure of their terminals and employing innovative methods of processing passengers. Measuring Productivity Even while a cruise ship's contents - people - are more precious, in some ways productivity is measured by the same standard in cruise ports as in cargo ports - how expeditiously they can move their contents in and out of the terminal. "Like in the cargo world, time is money," says Tom Spina, director of business development at the Carnival Corporation. The port's success depends on its ability to get cruise ships in and out of port within eight hours or so, by 4 or 5 p.m. at the latest. "After 5 in the afternoon," says Spina, "you are paying time-and-a-half [to the ship's ground crew] and a meal hour." The miraculous, if routine, task of disembarking a shipload of, say, 3,000 or more passengers and then checking in the same number for the next excursion, all within eight hours, "is all about the infrastructure that is there at the port," says Spina. How does the port estimate the productivity they must realize to keep up with the needs of the cruise market? "Really, the clients measure productivity," says Capt. John Murray, CEO of Port Canaveral, the second busiest cruise port in the world in multi-day 50 AAPA SEAPORTS MAGAZINE Ships from Carnival, Disney, Norwegian, and Royal Caribbean cruise lines dock at Port Canaveral, the second-busiest cruise port in the world. embarkations. "We work very closely with the cruise line. They know their ships and what their productivity needs to be." "Port Canaveral's growth has been amazing," says David Candib, Vice President, Development and Operations at Carnival Corporation, which homeports three of its vessels there. "We [as an industry] tell them we are building additional ships and want to homeport them there, then they find a way to get the infrastructure work done to accommodate our growth." Port Canaveral just completed a nearly $50 million renovation of terminal 5, one of its six terminals, and is in the process of upgrading terminal 10. "Terminal 5 and 10 were built in the early '90s," says Capt. Murray, "when 2,500 passengers was huge. Now we've got ships that hold 4,000-plus passengers with almost twice as many bags and suitcases. We need more laydown area for the bags, more check-in desks, custom signs and security lanes." Terminal 5 can handle ships with up to 4,000 passengers. Its primary user will be Carnival Cruise Line, which homeports the Carnival Valor, Victory and Magic at Canaveral. Improvements included a 1,044space parking garage, 120-foot pier extension and new passenger boarding bridges. Renovating for Maximum Efficiency The primary purpose of the cruise port operation is to deliver passengers as efficiently as possible to the stevedores and cruise ship crew who handle check-in and embarkation. This entails receiving passengers' vehicles if they arrive by car, relieving them of their luggage and moving them through security and customs. "We are constantly looking for ways to streamline and layout the interiors of our terminals to separate passengers from their luggage so they don't have to lug or tote large parcels around while trying to make their paperwork available for security," says Don Allee, cruise port director of the Port of New Orleans, which has been investing tens of millions of dollars in infrastructure improvements.

Table of Contents for the Digital Edition of Seaports Magazine - Fall 2016

AAPA Headquarters
From the President’s Desk
Seaports Congestion and Cargo Movements
The Future of Automation
Port Cooperation: In the Name of Productivity
Strategy at Seaports Is Key to Handling Capacity Challenges
Thinking Outside the Box: Productivity at Non-Container Ports
Latin America’s Proactive Approach
Cruise Port Productivity — Upgrading Infrastructure for a Growing Industry
Modernizing America’s Ports for the Next Generation
Thank You, Helen Delich Bentley
Working Together for Seamless Experiences
Optimizing Systems for Profitability
New Orleans Marketplace
Index of Advertisers
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Seaports Magazine - Fall 2016 - cover1
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Seaports Magazine - Fall 2016 - 4
Seaports Magazine - Fall 2016 - 5
Seaports Magazine - Fall 2016 - AAPA Headquarters
Seaports Magazine - Fall 2016 - 7
Seaports Magazine - Fall 2016 - From the President’s Desk
Seaports Magazine - Fall 2016 - 9
Seaports Magazine - Fall 2016 - Seaports Congestion and Cargo Movements
Seaports Magazine - Fall 2016 - 11
Seaports Magazine - Fall 2016 - 12
Seaports Magazine - Fall 2016 - 13
Seaports Magazine - Fall 2016 - 14
Seaports Magazine - Fall 2016 - 15
Seaports Magazine - Fall 2016 - The Future of Automation
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Seaports Magazine - Fall 2016 - Port Cooperation: In the Name of Productivity
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Seaports Magazine - Fall 2016 - Strategy at Seaports Is Key to Handling Capacity Challenges
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Seaports Magazine - Fall 2016 - 37
Seaports Magazine - Fall 2016 - Thinking Outside the Box: Productivity at Non-Container Ports
Seaports Magazine - Fall 2016 - 39
Seaports Magazine - Fall 2016 - 40
Seaports Magazine - Fall 2016 - 41
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Seaports Magazine - Fall 2016 - 43
Seaports Magazine - Fall 2016 - Latin America’s Proactive Approach
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Seaports Magazine - Fall 2016 - 48
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Seaports Magazine - Fall 2016 - Cruise Port Productivity — Upgrading Infrastructure for a Growing Industry
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Seaports Magazine - Fall 2016 - Modernizing America’s Ports for the Next Generation
Seaports Magazine - Fall 2016 - 57
Seaports Magazine - Fall 2016 - Thank You, Helen Delich Bentley
Seaports Magazine - Fall 2016 - 59
Seaports Magazine - Fall 2016 - Working Together for Seamless Experiences
Seaports Magazine - Fall 2016 - 61
Seaports Magazine - Fall 2016 - Optimizing Systems for Profitability
Seaports Magazine - Fall 2016 - New Orleans Marketplace
Seaports Magazine - Fall 2016 - 64
Seaports Magazine - Fall 2016 - 65
Seaports Magazine - Fall 2016 - Index of Advertisers
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