* 1 Post Panamax 1991 - 1 140ton mobile crane
- 12 medium span rubber tyred gantries - IB Valmet straddle carriers
- 16 Tractor heads - 54 chassis
- 1 30 ton Kalmar Forklift and an assortment of smaller forklifts
- 72 receptacles for integral reefer units - 16 reefer towers (accommodate 64 containers) - 30 clip on units.
It is important to note the ages of the gantry cranes. The two Vickers which were installed in 1772 are now over 18 years old and as far as shipping technology is concerned, their inability to efficiently service the present generation of vessels calling at the Terminal have rendered them more or less obsolete. Thus as will be later discussed, the problem of frequent breakdown and thus replacement options are presently being considered by the Terminal’s management. Recently, there has been a move to phase out the Tractor- trailer relay system in favour of the straddle carrier direct system to take advantage of a more speedier quay transfer possibilities and less space requirements afforded by the latter system. However, some problems are being experienced since the question of the age of the gantries and thus 'air height’ and clearance needed to ensure a safe operation. Consideration is being given to the installation of sensors on the cranes.
Constrained by depth of the channel leading to the harbour, the maximum allowed draft is 39’. Total Terminal area is approximately 37 hectares, of which there is over 6,500 TEL) used for container stacking.
Other facilities provided directly by the Terminal include transhipment cargo reconsolidation utilizing its two Container Freight Stations (CFS). Vessel storage planning using the Terminal Information Control System (TICS) which is an online system providing up-to-the minute information on container movements in and out of the Terminal. This facility is provided to the shipping lines as part of the general service and as such attracts no direct cost to the users. Indirect port facilities (ancilliary) include a network of
Agents along the entire water -Front, bunkering -Facilities, cold storage, hauglage companies, brokers, container repair -Facilities, warehousing and various banking institutions.
4.4.2 LABOUR
KTQ currently employs about IBO workers allocated with varying densities among the departments. The operations, CFS and maintenance departments will on average be accountable -For about BO’/. o-F the total sta-Ff. None o-F the Terminal’s employees are engaged in stevedoring activities. Instead, this -Function is subcontracted to a stevedoring company — Terminal Services Limited (TSL) — which in turn -Furnishes them from a 'Port Worker’ labour pool maintained by the BAJ, while itself supplying the supervisory personnel. KTO’s staff are used as far as direct ship operations are concerned, in longshore activities, that is, the location and carriage of containers to and from stacking area to guay apron.
Thus, working a vessel will essentially involve labour from three separate organisations: KTO, TSL and SAJ. Set out below is the typical gang strength required to work 'a Lift-On Lift-Off (LO-LO) vessel:
TSL: 1 Supercargo - assigned to ship 1 Time keeper
1 Dispatcher 1 Foreman
SAJ: 2 Operators (crane) 2 Signalmen 13 Lashers 1 Bearsman 1 Waterman 4 Oangwaymen - assigned to ship 24 53
The above mentioned are in turn supervised by a KTO team comprisi ng;
1 Asst. Operations Manager - assigned to Terminal 1 Stowage coordinator - " " Ship 2 Stack clerks - " " Ship 2 Tally clerks
2 Karrili-Ft Operators
The orders for gangs are placed by KTO's operations department which is in direct contact with the Shipping Agents. A typical gang strength (excluding supervisors and those assigned to the vessel or Terminal) constitutes 27 men. This is considered large and seem to suggest that the Terminal is not accruing the benefits of reduced demand for labour afforded by mechanization.
A very important point which emerges is that KTO is not directly responsible for the recru-itment and training of those persons who directly affect its ability to perform as crucial a service as vessel operations efficiently, and therefore
respond to the needs of carriers for fast turnaround of vessels. Thus even with the most meticulous planning and terminal arrangement, the desired increase in productivity is not always attainable. As will be discussed in more detail later on, the Terminal is plagued with low productivity and more recently, increasing labour unrest which is seriously affecting its credibility as a reliable and efficient port in the shipping community.
4.4.3 OPERATIONAL STRUCTURE
To carry out its function KTO is divided into six (6) departments. Viz; Administration, Accounts, Operation/Planning, Maintenance, CFS and Data departments.
A D M IN IS T R A T IO N : It may be said that the this department carries out all the non—technical -functions o-F the Terminal. Based on these activities it can be further divided into the
'Executive' Admininstration and Personnel. The former is headed by the Managing Director with whom the major policy decisions rest. Under his office and in association with the General Manager and Deputy General Manager, the public relations function of the Terminal is carr.ied out. These three also comprise the major link between the PAJ and KTD and usually participate in port promotional tours. The Personnel Department is run by a Personnel Manager and carries out a wide range of functions traditional to personnel departments, ranging from manpower recruitment to administration of the employee health scheme.
ACCOUNTS: Headed by the Accountant/Dffice
Manager/Financial Controller, this department has a wide range of functions. As such, certain functional sub-departments headed by their respective surpervisors are evident. Namely, Accounts Receivable, Accounts Payable, Administration, Payroll, Statistics, Inventory and Dispatch. The Acccounts
department’s function is vital to the organization as it is from the comprehensive records kept that information is available for revenue collection and management control. It was not surprising therefore that not only did the Terminal computerisation process begin in this department but it was responsible for the actual spearheading of the port computerisation process. The Administrative section of this
department is responsible for, among other things, t h e ’ generation of the monthly accounts of the Terminal and accompanying reports, cash flow management, budget preparation and Tariff review computations. The Accounts department,
because of its various functions therefore represents the nucleus of the Terminal’s information system.
The . activities of the operations
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