Seaports Magazine - Fall 2015 - (Page 38)
Port directors throughout the region talk about how they use metrics for
performance improvement and strategic planning
By Sarah Sain
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
de Gestión del
Puerto de Bahía
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
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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,
de Progreso S.A. de
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
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