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Port of Stenungsund - occupancy study

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Port of Stenungsund - occupancy study. Chalmers University of Technology Göteborg, 060925 Viktor Allgurén [email protected] 0704-45 00 83 Andreas Svensson [email protected] 0702-773 858. Vattenfall’s jetty. Introduction. Major thesis conclusions.

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Port of Stenungsund- occupancy study

Chalmers University of Technology

Göteborg, 060925

Viktor Allgurén [email protected] 0704-45 00 83

Andreas Svensson [email protected] 0702-773 858

major thesis conclusions

Introduction

Major thesis conclusions
  • Five companies operating in the 11th largest port
  • 7 expansions 2007-2010  doubled turnover 2010

-Worst case  89%

  • 1/5 of all laytime is documentation time (not value adding)
  • Stay under occupancy interval 60-75 %
  • Need for effectiveness (a new pier)
agenda

Introduction

Agenda
  • Introduction
  • Occupancy study
  • Joint organization for the port
  • Solutions
  • Summary/Conclusions
jetty locations port of stenungsund

Introduction

Jetty locations- Port of Stenungsund

At weight limitation – not possible for more equipment

largest ports in sweden 2005

Introduction

Largest ports in Sweden 2005

Source: SIKA, 2006:16

Port of Stenungsund:

  • Roughly 6.2 million tons 2010

-Vattenfall’s pier 2,5 million tons

  • 600 ships in 2005
  • 1,200 ships in 2010
companies using the pier

Introduction

Companies using the pier

EFAB

  • First come first serve
  • Lack of cooperation in port
  • Port is equally important

1

expansions 2007 2010

Occupancy study

Expansions 2007-2010

EFAB

  • Perstorp Oxo expansion ~ 5 times higher utilization 2010 than 2005
  • EFAB (ethylene) ~ 2 times higher utilization 2010 than 2005

2

future jetty occupancy

Occupancy study

Future jetty occupancy
  • Worst case: 89 %
  • Pumping like 2005: 81 %
  • Average 2001-2005: 81 %
  • Estimated: 78 %
  • Best case: 74 %
validation

Occupancy study

Validation
  • Ship size
  • Documentation time
  • Pumping rate

-

+

  • 13 700 h laytime 2010
  • 2 900 h doc time  21% of laytime

3

maximum occupancy interval

Occupancy study

Maximum occupancy interval

60%-75%

  • 65 % has been confirmed (five references)
  • Varies within different ports
  • Increases with increasing flexibility
  • More companies, harder to be efficient
  • If occupancy above the interval for long time  risk for stop in production

4

overcapacity

Occupancy study

Overcapacity

Efficiency (lean) vs. Effectiveness (overcapacity)

  • Variations in shipping

-arrivals (weather, pilots)

-documentation

-pumping

  • Planning is hard
  • Many parties interacting
  • Need overcapacity to handle variations and uncertainties (five companies)
  • Overcapacity = new pier
earn when fast pay when slow

Joint organization

Earn when fast, pay when slow

”A ship at berth shall be active!”

- Mats Eggers, Harbour Manager, Preem Brofjorden

        • Pay for time at berth

–contracts with Vattenfall

        • Pay per ton handled

–contracts with Hamntjänst

  • Incentive to be faster

- Save money (loading master, lab costs, Hamntjänst etc.)

  • Increase efficiency
rules for sequencing

Joint organization

Rules for sequencing
  • Documents setting the rules for when to prioritize

- Common sequencing cases in one document

- One standard document to fill in

  • Recommended sequencing rules

- Use shortest processing time (SPT)

- Emergency sequencing (to avoid stop in production)

-Companies must agree upon these rules

joint documentation

Joint organization

Joint documentation
  • Find out “best practice”
    • Will save laytime
    • Will save personnel for the companies
    • The ship does not have to wait for personnel
  • When queue:

- Ship occupying the pier

- You are occupying the pier

    • Do documentation in the anchoring area
web based planning system

Joint organization

Web-based planning system
  • Plan ships short- and longterm
  • Keep statistics
  • Give idea of laytime
  • Include:

-AIS

-Booked pilots

-Ship info

  • Password protected
  • Available for:

-The five companies

- Pilots

- Agents

- Tugboats

- Shipowners

aims our solutions improvements

Solutions

Aims – our solutions/improvements

Increase maximum occupancy interval

Decrease laytime

Decrease waiting time

Some solutions are of dynamic character

realistic solutions some of these solutions must be implemented

Solutions

Realisticsolutions(some of these solutions must be implemented)

Medium

  • Move marginal flows to Havden/Hydro (raps/RME) (700 h)
  • Pre-work for buoy unloading
  • Better pump capacity

-Booster pump (700 h)

-Thicker pipelines

-Improved pumps (500 h)

Short

  • Web-based planning system
  • Joint documentation (1,000 h)
  • Statistics
  • Rules for sequencing
  • Pay per hour, not per ton (500 h)
  • Regular meetings
  • “Sveriges hamnar” organization
  • Environmental certificate for a new pier
  • Larger ships when possible

Strategic

  • New pier (5,000 h)

5

brainstorming everything is allowed

Solutions

Brainstorming(Everything is allowed)
  • Optimal sequencing
  • Increase flexibility
  • -use both sides (dredge, loading arms, pipelines)
  • -use Havden and Saltkajen for more products
  • Buoy unloading (ethane)
  • Three locations on the pier, like Skarvikshamnen
  • Move the pipelines to the middle of the pier, everybody
  • can use both sides, minimum use of hoses
  • Extend Vattenfall’s pier
new pier locations

Solutions

New pier locations
  • One new pier adds 8,760 h new laytime. 2010 = 13,700h laytime  occupancy ~50 % 2010 (all piers)
  • Long time for environmental application
price for a new quay close to hydro s pier

Solutions

Price for a new quay (Close to Hydro’s pier)
  • Price estimated by Flygfältsbyrån to:

~ 20 million SEK

Incl. unforeseen costs 15%

Other costs:

  • Loading arm ~5 million SEK
  • Pipelines, valves, pipe bridge
  • Safety equipment
  • Etc.
summary conclusion

Summary/conclusion

Summary/Conclusion

1

  • Five companies operating in the port without cooperation
  • 11th largest port in Sweden
  • 7 expansions 2007-2010  doubled turnover 2010 in the Port of Stenungsund
  • Worst case scenario  89 % occupancy 2010
  • Stay under interval 60-75 %
  • Need for effectiveness and efficiency
  • Joint organization - No easy quick solution, all have to make an effort, otherwise  sub optimization
  • Create incentive for shorter laytime
  • 1/5 of all laytime is documentation time (not value adding)
  • Statistics and web-based planning system
  • If a new pier  estimated occupancy ~50 % 2010
  • No financial payback for previous investments and efforts, however, economical incitements do NOW exist
  • Environmental application for new pier A.S.A.P!

2

3

4

5

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