Chapter 01 Port performance and performance indicators

Chapter 01: Port performance and performance indicators

Introduction

In order to ensure its survival and demonstrate its position in the market, every company is
tendency to deploy the right human and material resources associated with the right methods
of management, control, and evaluation to ensure continuous improvement of its activity.

The improvement of companies cannot be guaranteed if they are not capable of

define at any time the situation in which they find themselves. They must lead, from
regularly, measures and evaluations. These evaluations will be carried out using criteria.
previously determined by the leaders, grouped under the name of indicators of
performance.

Like any other business, ports are constantly in competition, and they
constantly finding themselves obliged to prove their performance in order to be ranked
among the first and to be chosen by customers.

In this first chapter entitled 'Performance and Indicators of

port performance", we will try to present all the literature related to the concept of
performance and port performance indicators.

Theory of performance and performance indicators

The concepts of performance and performance indicators have always intrigued.

management science specialists. To this end, numerous works and studies defining
these two (02) concepts exist in the literature.

1.1. Definition of performance

Performance is a polysemous, complex, and difficult notion to define, which has made
object of various meanings depending on the field in question. As the authors point out: "the
performance is not a universal notion, it is a 'construct' that is influenced by
different factors: the type of organization involved, its sector of activity, its strategy...
the variety of these factors generally makes the definition of performance specific to each
organization » [6].

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Chapter 01 Port performance and performance indicators

In its etymological sense, performance represents the act of accomplishing an action,

deriving from the English word 'performance' (to perform) which itself derives from an old word
"parformer" means: to execute, to accomplish, and to perfect.

In the strict sense of the term, performance represents a quantified result in time and in
distance achieved by an athlete in the sports field, a victory won by a team over
another or yet a result obtained in a specific field by someone or by a
machine [8].

LEBAS and EUSKE (2007) note that the word 'performance' is widely used in
all areas of management. In the field of management control, we use the
expressions: la gestion de la performance, les mesures de la performance, l’évaluation de la
performance and performance estimation [9].

According to LORINO, performance is a ratio, not always measurable, between value

C of destroyed resources (the 'costs' related to the operation of the company) and the value V
services obtained [10]. According to the same author, "...is effective in the company all
what and only what contributes to improving the value/cost ratio - that is to improve
the net creation of value

It is an investigation into the effectiveness and efficiency in carrying out an activity.

data [12]. Or, the process that allows to quantify the efficiency and effectiveness of a
action [13].

The author BOURGUIGNON (1995) provides three (03) general meanings of performance. The
the first is the performance-success that makes performance directly dependent on the result
variable of a company or actors. The second meaning is the performance-result of action
which unlike the first does not contain a judgment of value. The third meaning
represents the action-performance which is more of a process than a result at a given time
A simpler definition is provided by this author later (2000): 'is efficient'
the one who achieves their goals

We will retain this last definition, as it encompasses the three recorded meanings.
above and it explicitly recognizes the polysemic nature of performance.

From the above, we can say that performance is the act of achieving in a way
relevant to the objective set by the organization or the company.

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Chapter 01 The performance and port performance indicators

According to the Fnep commission (National Foundation, Enterprise and Performance) the

performance can be among others:

▪ Achieving objectives within deadlines;

▪ Obtaining the best costs;
▪ The increase in profit and turnover;
▪ The profitability of today and tomorrow;
▪ The position in relation to other competitors;
▪ The satisfaction of its staff;
▪ The satisfaction of his client; and
▪ The accomplishment of projects [16].

1.2. The components of performance

Performance relies on the mastery and assessment of the established objectives, the means or
the resources implemented and the results obtained, in other words, it is the combination of
effectiveness and efficiency

1.2.1. Effectiveness

By definition, efficiency is the ratio between the results achieved (the goods, the
services, products or others) on the objectives pursued in a system or a company. More
what has been achieved is close to what was planned, the more effective the company is.

é= é ⁄ é

[Link]

By definition, efficiency is the ratio between the results obtained and the means or
resources used:

= é ⁄ é

Efficiency corresponds to the best possible management of resources and capacities.

relation with the results, it's about getting a lot from the little deployed. Talking about resources
and means involve the notion of economy which reflects the conditions of acquisition of

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Chapter 01 The performance and port performance indicators

human and material resources. The latter must be of acceptable quality at

lower cost: obtaining the right resources at the best prices.

Performance is therefore the combination of the 3Es (effectiveness, efficiency, and economy).

1.3. The characteristics of performance

The performance being defined, we move on to its characteristics, which

are as follows:

▪ Measurable: performance is measured, hence the necessity to build or use

qualitative or quantitative indicators adapted;
▪ Appreciable: performance is assessed based on comparisons in
the time (evolution of the value of the organization's indicators over several
years) and/or in space (based on the values of the organizations' indicators
comparables when they are available); and
▪ Internal or external: performance is explained by internal factors in
the organization (related to the actors) or external (related to fluctuations of
the environment).

1.4. The types and dimensions of performance

Performance has long been a unidimensional concept. From this perspective, the
performance measurement mainly aims at creating value for shareholders. So,
we only dealt with one dimension of performance which is the financial dimension.

On the contrary, in a multidimensional concept, performance integrates different

dimensions: economic, social, societal, organizational, environmental.
Performance can be considered as a 'strange attractor' in its ability to absorb.
plusieurs traductions : économique (compétitivité), financière (rentabilité), organisationnelle
(efficiency), commercial (marketing), operational or even social. As it is said by
BARET (2006): "Global performance is the aggregation of economic performances,
social and environmental

1.4.1. Economic performance

Economic performance corresponds to the results presented by accounting. It
measures the components of the company's competitiveness; price competitiveness and the
competitiveness-excluding price :

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Chapter 01 The performance and port performance indicators

▪ Price competitiveness: corresponds to the ability of the product to attract customers.

detriment of competing products due to its price.
▪ Non-price competitiveness: corresponds to the ability of the product to attract customers.
to the detriment of competing products due to factors independent of price. It is
obtained thanks to factors such as product quality, innovation, service and
the design.

1.4.2. Financial performance

Financial performance is closely linked to economic performance, it is

measured by several ratios: ROI (Return On Investment), ROC (Return on Capital)
Proprieties) or VEA (Economic Value Added).

▪ The ROI or ROE (Return On Investment): this ratio measures the economic profitability of
capital used by the company. It is the ratio between the operating result and the
invested capital.
▪ The RCP or ROE (Return On Equity): this ratio measures the financial profitability of
capital brought in by the owners of the business. It is the ratio between the result
net and equity.
▪ The VEA or EVA (Economic Value Added): this ratio measures the creation of
value for the shareholder. It is the difference between operating income and capital.
invests.

1.4.3. Organizational performance

Organizational performance focuses on how the company is organized.

to achieve its objectives and how it manages to achieve them. It is defined by
KALIKA (1988) as follows: "the measures directly affecting the structure
organizational and not on its possible social or economic consequences.
These indicators are interesting insofar as they allow us to discern difficulties.
organizational through their initial manifestations, before the induced effects of
"these are not felt from an economic point of view" [19]. This author gives four (04)
factors of organizational effectiveness:

▪ Respecting the formal structure: the failure to adhere to the structure announced by the
direction can induce a malfunction within the organization;

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Chapter 01 The performance and port performance indicators

▪ The relationships between services: the quest to minimize conflicts reflects a

need for coordination necessary for effectiveness;
▪ The quality of information circulation: the organization must develop systems
information enabling the acquisition of reliable and comprehensive information
essential for the proper functioning of the organization; and
▪ The flexibility of the structure: its ability to change is a determining factor.
of adaptation to the constraints of the environment.
In this design, the performance of the company results from the value of its
organization. The latter is decisive. It is it that imposes the system
social. It structures employment and all positions, which in turn determine the
professional requirements.

1.4.4. Operational Performance

Operational performance reflects the ability of a company or a team to ...

achieve objectives with optimal use of means and resources on a
given period. It can be defined by the ratio between the objectives achieved and the means
used. Operational performance is optimal when the objectives are achieved.
maximum and the means used are minimal.
Objectives can be quantified (volume of activity, revenue, profitability,
profitability, operating result) or expressed in the form of realization elements for
reach. The means can be financial resources, workdays, time,
raw materials, equipment and machinery.

1.4.5. Social performance

Social performance is defined as satisfaction and quality of life at work.

of personnel. It can have an external dimension and then refers to the question of the
social responsibility of the organization, meaning the external social effects of its activity.

It measures the level of achievement of the company's goals in relation to motivation.

and the involvement of employees. It is generally used in the context of evaluation of
human resources management system.

A socially effective structure is one that has managed to establish a

effective conflict prevention and resolution mode. The indicators are: The turnover of
staff, absenteeism and communication.
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Chapter 01 The performance and port performance indicators

Depending on whether the actor leading the performance measurement is internal or external to the entity,

We distinguish two dimensions of performance: internal and external.

▪ Internal performance: it interests the internal stakeholders of the organization:

decision-makers and managers.
▪ External performance: it concerns the parties in contractual agreement with
the organization.
The table below shows the difference between the two
Tab.01: Internal and external performance [20].

External performance Internal performance

Is mainly focused on the

It is turned towards the eaters.
shareholders and financial institutions.
Focus on the construction process of the
Focus on the result, present and future. result from the resources of
the organization.
Need to produce and communicate Need to provide the information
financial information. necessary for decision-making.
Generate the financial analysis of the large ones About the definition of variables
balances. of action.
Requires a unique vision of the
Gives rise to debates among the different
performance in order to coordinate actions
stakeholders.
from each towards the same goal.

1.5. Performance measurement

The performance measurement is a management and control function. A means

to guide the behavior of the actors of an organization and to motivate them, to judge
the legitimacy of actions or people and to manage relationships or responsibilities. This
measurement is considered the most important step in management control, 'the
The control system is, above all, a process of measurement, evaluation, and reward of the
performance. In this perspective, in order to control, one must be able to measure... two
elements can give rise to a measure: the behavior and the outputs that result from it
behavior. This leads to two modes of control: the control of behaviors
control) and output control)

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Chapter 01 The performance and port performance indicators

Every activity needs to be measured to be controlled or managed, as stated by

HARRINGTON (1991): "If you can't measure it, you can't control it."
If you cannot control it, you cannot manage it. If you cannot manage it,
you cannot improve it", or the famous expression by DRUCKER (1962): "
what gets measured gets done

...if performance exists, we should not

only be able to define it, to apprehend it, but also and above all to measure it
[22].

Measuring performance is therefore an important step, allowing companies

regardless of their fields or dimensions, to inquire about the state of health of their
activity by making a worthwhile connection between what has been done (operational) and what has been
planned (strategic). It is a tool for assessment, comparison, and motivation

While it is relatively easy to measure costs, quantities, and minutes, these are not
not always the most suitable units for assessing performance. It can be measured
through various methods and measurement models: Dashboard, the LYNCH pyramid and
CROSS and the performance prism:

▪ The dashboard: is a compilation of the most data and information

important to achieve one or more objectives. They are consolidated and
arranged on a single screen to allow for a quick overview control [23].
▪ The LYNCH and CROSS pyramid is an old management model of the
performance. She is one of the first models that has involved non-
financiers in terms of performance.
▪ The performance prism: is a performance management model.
new generation. It has the advantage of covering all partners and the
stakeholders of an organization.
The specificity of the context of each company, the related aspects (cultural,
socioeconomic) as well as the existence of different performance management models;
assigning each a different value; making performance difficult to assess. In this regard,
ROOVER (1991) emphasizes that measuring performance is a very complex task and
frustrating which poses a real challenge [24].
The performance of a company often boils down to analyzing it in a way
periodic and methodical its performance indicators, as they have been defined within the

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Chapter 01 Port performance and performance indicators

dashboard, specifically designed and tailored to the goals of the activity. The fundamental objective
being to objectively determine whether the results obtained, as evidenced by the indicators, will
in the direction of the objectives set in advance or not.

The indicators used by managers must be chosen carefully and not

must not be many. On the other hand, they can cover several axes, depending on
FERNANDEZ in addition to the financial and economic axis, seven (07) other axes and areas of
performance measures must be taken into account:

▪ Axe Client;
▪ Partner Axis;
▪ Sustainable Development Axis;
▪ Axe Personnel ;
▪ Shareholder Action
▪ Internal Processes Axe; and
▪ Information System Axes [25].
It is effective to use a dashboard for each axis (currently we do
often resorting to smart solutions (Business Intelligence BI to build
reactive dashboards) in data collection and monitoring. An accurate measurement of the
overall performance takes into account all the mentioned axes, which makes this measure a
evaluation and comparison tool for all the entity's activities. It allows for making the choice
and to reduce arbitrariness and inform the leaders and all teams about the relevance of
decisions made, to motivate them and encourage them to make corrections.

1.6. Definition and functions of performance indicators

In general, performance indicators are a set of data that have

to assess the effectiveness of a system and its results after execution
tasks. These are significant data allowing to anticipate and prevent problems,
and helping leaders to make decisions and continuously improve the
process, motivate the staff and work for improvement and protection of
the environment.

Several definitions of the notion of performance indicator have been provided in the
literature.

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Chapter 01 Port performance and performance indicators

According to LORINO (2001), a performance indicator helps a player,

individual or more generally collective, to drive the course of an action towards achieving a
objective or allowing him to assess the result

It is a quantified data that expresses the effectiveness and/or efficiency of all or part.
of a system (real or simulated), in relation to a standard, a determined and accepted plan in the
framework of a business strategy

According to MASANOVIC (2010), "performance indicators are the

measurable or non-measurable (qualitative) indicators that reflect 'states' that characterize a
organization in terms of efficiency, appropriateness (budgetary resources) and effectiveness
(results) » [28].

But according to BEAUDRY (2012), a performance indicator can be non-quantitative.

It states that a performance indicator: "Is an event, a measurable fact
and determined by a calculation that identifies quantitatively or qualitatively an improvement or
a degradation of the behavior of the process under examination in relation to objectives
strategic". He added to his definition that "these strategies are therefore linked to the vision that one has
given the company; this vision being itself linked to the mission of the organization.

Performance indicators, whether quantitative or qualitative, aim to

functions:

▪ The monitoring of an action, an activity, and a process;

▪ The evaluation of an action;
▪ The diagnosis of a situation, a problem; and
▪ Environmental monitoring and surveillance.

1.7. The characteristics of a performance indicator

To be meaningful and useful to managers, the performance indicator must

satisfy certain criteria, which can be grouped into four (04) components which are:

▪ Relevance: the indicator must allow for measurement and be specific to

studied context and have a meaning for the user and for the object.
▪ Quality and precision: the indicator must be accurate, clear, and well formulated. In
in addition, it must highlight any significant variation in the measurement object in
time and in space.

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Chapter 01 Port performance and performance indicators

▪ The feasibility or availability of data: this means that we must have the
necessary information to produce the indicator. It must be easy to
determine and at the lowest cost.
▪ Fellowship: it represents the operational, visual and
cognitive to use the indicator correctly and comfortably. It must be
thus simple, clear, and well illustrated.
Moreover, an indicator must be intelligent or 'SMART':
S > Specific or significant, well described, understandable by the operators;
M > Measurable, quantifiable in quantity or quality;
A > Achievable or acceptable by the user(s);
R > Reasonable or responsible; and
Temporal, the indicator must be set in time.

One of the biggest challenges for a manager is choosing the indicators, according to Mr. BOUTRY.

the choice of indicators constitutes an instrumentation and a quantification of

objectives to make control effective

According to N. BERLAND (2009), the indicators must meet certain criteria:

▪ They must measure states and developments and they are of two natures.
complementary, as some are referred to as result or status indicators and
others are predictive or advanced.
▪ They are used to control a system, and they interact with each other, which
making the measurement of an effect very difficult and may be outside the boundaries of the system
driven and therefore external; and

▪ They must enable action within a time frame related to the obligations of
manager [32].

1.8. Classification of performance indicators

In the literature, several classifications of performance indicators have been

proposed. The performance indicators measured at the organizational level and the
companies according to PARMENTER (2015) are classified into two categories: indicators of
performance indicators (PIs) and key performance indicators (KPIs) [34]:

▪ Performance indicators (PIs): indicate what needs to be done to improve the

performance.
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Chapter 01 The performance and the port performance indicators

▪ Key Performance Indicators (KPIs): indicate what is best to do

to improve performance. Usually, these indicators focus on
on what is the most critical and important for the current and future success of a
organization.

Another classification of indicators can be derived from the definitions put forward.
higher

▪ Quantitative indicators: these are those that can be measured and be

expressed in numbers, for example: turnover, number of sales, time
of manufacture…etc.
▪ Qualitative indicators: these are those that cannot be expressed in values.
digital. They can only be interpreted, for example: the satisfaction of
clients, nature of the complaints...etc.

They can also be classified according to the different types of performance:

▪ Organizational indicators: they concern human resources of

the company and its overall productivity. They detail the absenteeism rate, the rate
of accidents, production or subcontracting costs, the capacity of
used or unused production and the contribution to the margin, among others. The
Organizational indicators serve to identify areas for improvement.
within the company's services.
▪ Financial indicators: theyprovide information about financial health
of the ebusinessand constitute warning signals for decision-makers.
One can mention the rate of return, the return on assets, and theneeds
working capitalor fromtreasury.
▪ Commercial indicators: they detail the origin of theturnoverof
the company. Their purpose is to measure the revenues generated by each line of
production, the influence of advertising campaigns and the market share achieved
by the company in a given sector through a study of the competition.

2. Presentation of a seaport:

According to the Algerian maritime code (CMA: article 888), "the port is a point on the shore of
the sea, arranged and equipped to receive, shelter ships and ensure all operations of

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Chapter 01 Port performance and performance indicators

maritime commerce, fishing and leisure boating" [34]. Since our study focuses on the ports
from commerce, we will retain in what follows the concepts related to it.

The primary function of a port is the rapid and efficient transfer of goods.
from land transport to maritime transport and vice versa. The diversity of goods
transported by sea and the emergence of specialized ships (Tankers, Passengers, Carriers
containers, Bulk carriers, Grain carriers, etc.…) has pushed ports to specialize as well
Hydrocarbon Terminal, Maritime Station, Container Terminal, Mineral Port, Silo
Cereal).

The continuous increase in port traffic (quantity and nature), of the number and of the
The size of ships has forced ports to increase their capacities through renovation and
construction of infrastructure, modernization of tools and working methods or
again through the improvement of their performance, which allows better service to customers
and optimizing resources.

3. Port performance

The transportation of goods by sea is a dynamic system that

involves several stakeholders, the main ones being the ports, the shippers, and the carriers.
(ships). The latter two actors are simply clients in relation to the first.
In order to be selected, the port must prove its performance; that is to say, it must be able to provide a
reliable and fast service to minimize ships' stay time to the maximum; in other words
the port must be as efficient as possible.

The performance of a port depends on its ability to create value for

the entire logistics chain. Just like the performance of companies, it encompasses
the effectiveness and efficiency of the services offered:

-Effective: if it manages to satisfy its clients: carriers and shippers.

if it manages to optimize its resources: Human (dock workers,
handlers...) and materials (docks, cranes, warehouses...

The overall performance of a port does not deviate from the general definition of performance.
which takes on several dimensions. Authors often speak of six dimensions [36]: the
commercial dimension (port traffic and means of their development), the
operational dimension (quality of the operational processes for the transportation of goods

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Chapter 01 The performance and the port performance indicators

allowing customer satisfaction at the port), the financial dimension (compliance with constraints
of financial balance and profitability and the ability to finance investments allowing
the realization of the mission of the port organization), the organizational dimension (quality
of the functioning of the port network composed of different stakeholders), the social dimension
(appreciation of the general working conditions within the port network) and the dimension
citizen (contribution of the port, through the realization of its statutory activity to the improvement of
the company). On the ground, several surveys have shown that the financial dimension is the
more considered by port companies, then comes the organizational dimension and
operational in second position.

The neglect of certain dimensions, particularly the commercial dimension which is the
more important for other port actors (shipowners, shippers, and actors
the service) does not serve the interests of port companies. If a port wants to be competitive and
competitively, it must strive to be efficient on almost all fronts, which is something that cannot
to be achieved without the involvement of all the actors in port life.

4. The indicators of port performance

The measurement of port performance is based on the selection of a certain number

of indicators or group of indicators and their evaluation.

Given the complexity of port operations and the diversity of stakeholders involved in these
operations and their objectives, the indicators of port performance vary greatly.
Researchers in this field have managed to suggest a wide range and different
classifications of indicators but not agreeing on a precise classification.

Performance determinants can be qualitative or quantitative. The factors

Quantitative data are those that can be compared and measured objectively and are grouped into
three categories: roads, costs, and service factors. Meanwhile, the determinants
Qualitative are those that can be interpreted subjectively and are related to efforts.
port marketing, at the level of cooperation between the shipper and the port as well as the ease
of using the port [37].

In 1976, the United Nations Conference on Trade and Development (UNCTAD)

UNCTAD has classified the determinants of port performance into two main categories.
categories to know the operational determinants and the financial determinants.

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Chapter 01 Port performance and performance indicators

Table 02: Operational indicators and financial indicators [38].

The indicators The units

Ships arrived late Ship/day

Waiting time Time / ship
Service time--------------------------------------- Time / ship
Execution time------------------------------------- Time / ship
Tonnage per ship------------------------------------ Tonnes / ship
Indicators Relationship between the time spent by the ship at dock -
operational and its service time
Number of teams per ship per shift Team
Tons per ship per hour at the port Tonnes/hour
Tons per ship per hour at the dock Tonnes/hour
Tons per team per hour Tonnes/team-hour
Fraction of downtime of teams-------- -

Tonnage Tonnes
Quay occupancy revenue per ton of freight Monetary units / tons
Revenue from handling per ton of freight------ Monetary units / tons
Labor expenses per ton of freight------- Monetary units / tons
Indicators Contribution per ton of freight Monetary units / tons
financiers Total contribution *----------------------------------- Monetary units / tons

Calculated monthly for each group of

which serve a freight class.

In 1999, she distinguishes between two categories of performance determinants.

port

The macro-indicators that measure the impact of the port on economic activity;
The micro-performance indicators that measure port operations
(Bichou and Gray, 2004).
In the same year, Kisi et al. 1999 proposed another ranking, according to which we
distinguishes four (04) classes: the determinants related to ships, the determinants of
goods, the determinants of docking points and the determinants of labor
39.

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Chapter 01 Port performance and performance indicators

Table 03: The determinants of port performance according to Kisi et al. 1999 [39].

The indicators of port performance

Ship Merchandise Mooring post

The workforce
Ship name Tonnage of Job Title
Unit Names
goods mooring used
Turnover rate of work
in the harbor handled
The length of
Total time of
Average time of the entirety of work
handling mooring posts

According to BROOKS, 2006, performance indicators are classified into three main categories.

categories notably:

▪ The physical indicators related to time measurements are mainly linked

to the ships such as the waiting time, working time at the dock;
▪ The productivity indicators that consist of measuring the necessary resources
to load or unload goods from a ship; and
▪ Financial and economic indicators: such as the operating result achieved.

The performance indicators that interest port users the most are the
following [40] :

➢ Indicators related to physical infrastructure or the natural environment of the port:

▪ Nautical accessibility profile: maximum draft, maximum length of
ships, tide windows and restrictions imposed on vessels;
▪ Port infrastructure: it is all the equipment and materials;
▪ Operational profile: port capacity based on surface area, number of
mooring posts, number and type of handling equipment
capacities; and
▪ Accessibility profile of the hinterland: intermodal interface for trucks
and the rails.
➢ Indicators related to the geographic situation:

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Chapter 01 Port performance and performance indicators

▪ In relation to the immediate and extended hinterland: centrality index versus

major economic centers of the hinterland;
▪ Regarding the major shipping lines: the distance from them
lines;
➢ Port Efficiency Indicators:
▪ Turnaround time in the port: performance rate of docking stations
(berth performance ratio), waiting times of ships due to
the congestion;
▪ Port productivity;
▪ Profitability (expenses and costs of the stopover and handling of
goods
▪ Working hours and port opening (24/7/365).
➢ The interconnectivity of the port: frequency of services to ships;
➢ Reliability, capacity, frequency, and costs of road transport services by truck, rail
and barge ;
➢ Quality and costs of auxiliary services such as piloting, towing, customs;
➢ Effectiveness and costs of port management and administration: Port fees;
➢ Availability, quality, and costs of value-added logistics activities, for example,
storage
➢ Port safety and security; and
➢ Port reputation: Satisfactory ranking in benchmarking studies.

Some researchers emphasize other classes of indicators such as the

environmental indicators [41] (the volume of greenhouse gases, sulfur oxides
(SOx), water consumption and waste production), socio-economic indicators
(the added value of the port, the added value per ton, the number of jobs created by the port) and
the indicators related to the quality and reliability of port services (percentage of freight
damaged, employee qualifications and schedule reliability) [42].
These indicators are also important to port decision-makers. The implementation of a
The new port or the development of an existing port must not in any way neglect what
precedes, if we want to have an efficient and competitive port.
In the following table, we present a summary of the different classes.
of the indicators discussed above with some examples for each class:

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Chapter 01 Port performance and performance indicators

Table 04: The port performance indicators.

The classes Subclasses Examples of indicators

- Productivity and use

Indicators - Productivity and of the docks/ of the equipment
operational usage - Waiting time
- Related to time - Service time
- The maneuvering time

- Revenues and expenditures

Financial indicators - Investment
- Acquisition costs
- Costs
- Maintenance costs

- Time-related indicators
- Security and safety - Percentage of
Quality indicators - Flexibility damaged goods
of the service - Connectivity you stole
- The delays
- Employee qualifications

- CO emissions2
- Air pollution
- The amount of water used
- Water pollution
Indicators - The amount of waste
- Consumption
environmental produced
of energy
- Number of accidents
- Accidents
- Use of energies
- Noise
renewable
- The added value
Social indicators - Economic impact - The added value per tonne
economic - Return on - The number of employees
investment - The number of employees by
land unit

Authors based on what has been presented.

Conclusion
This chapter allowed us to present all the literature and define all the aspects.
related to the concept of performance and the associated indicators applied to businesses
generally and to the ports specifically.
We have seen that the overall performance for a company, regardless of its
The area of activity represents the achievement of the pair of effectiveness and efficiency. It concerns
several dimensions (economic, financial, organizational, operational, social and

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Chapter 01 The performance and port performance indicators

social). Depending on the purpose of measuring performance, some dimensions may

to be overlooked by the actor (internal or external to the company) conducting the measurement.

At the level of ports, the choice of appropriate indicators for their evaluation.
performances is not an easy task given that the activities at their levels are very
Complexes involve a large number of actors. This assessment allows the ports of a
to improve their own performance and on the other hand to position themselves among others.
According to the consulted studies, we were able to classify the performance indicators of
ports according to several dimensions. So to evaluate the performance of a container terminal,
What are the classes of indicators and the indicators to be considered?

23
Chapter 02 Container terminals and their performance indicators

Chapter 02: Container Terminals and Their Indicators

performance

Introduction

Containerization is defined as the use of containers in transportation.

merchandise. It is considered the real engine of globalization. It is
born in 1956 with the appearance of the first container in the United States by the carrier
American MALCOLM MACLEAN, when he decided to embark the trailers of his
trucks alone without their chassis on a ship. The first container ship the FAIRLAND
with a capacity of 228 containers appeared in 1966 thus symbolizing the true birth
from containerization [43].

Containerization has therefore been around for less than a century and yet its rise has made it stand out.

a prime position in international maritime trade. Today, the container

concentrates 80% [43] of the freight transported by sea, tomorrow without
doubt even more. Measured in TEUs (Twenty-foot Equivalent Units), the transport capacity of the
The containerized world fleet is increasing year by year. This continuous growth is raising
continuous development of container exchange and handling areas "the
container terminals" and their layouts and installations. Furthermore, the rigor of the
shipowners in terms of quality of service and adherence to deadlines require the operators of
container terminals to continuously improve their performance.

In this chapter, we will try to present generalities about the terminals.

containers, to present the six (06) Algerian container terminals and to provide the theory
related to the performance indicators specific to container terminals.

1. General information on container terminals

1.1. Presentation of a container terminal

A container terminal is a specialized area of a port or an airport, designed

as a transfer point for a container between different means of transport
(ships, barges, trucks, and trains). There are therefore land and maritime terminals [44].

A maritime terminal is generally defined as a section of the port consisting of

of one or more areas dedicated to a particular type of handling [45]. Thus, a
container terminal represents a set of docks allowing for the departure and arrival of

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02 Container terminals and their performance indicators

container ships, storage areas, and resources necessary for handling

containers.

Fig. 02: Example of a container terminal [46].

1.2. The site plan of a container terminal

The site plan of a container terminal consists of its docks and its land.
full.

1.2.1. The quays (quay)

In general, the design of container wharves does not differ much from wharves intended for...
to various goods. The fundamental differences that exist between the two
residents in the water depth and handling equipment.

In order to accommodate large container ships, these docks must have a

water tug, a relatively high length and width. In addition, they must be equipped
of appropriate tooling to ensure safe and rapid handling of containers.

1.2.2. The embankments and their coverings (yard)

The terminal container floor should be:

▪ Of sufficient resistance to be able to support the loads imposed by

the equipment and the containers;
▪ Horizontal or with a slight slope, not exceeding one (01) percent;
▪ Free of holes, cracks, hollows, edges, or other protruding parts
that are not necessary;
▪ Continuous and non-slip [47].

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Chapter 02 Container terminals and their performance indicators

The choice of surface (asphalt, concrete, gravel) in the embankments depends directly on the
type of handling equipment used. A durable coating is required to withstand the
loading of equipment and containers [48].

1.3. The organization of operations and areas in a container terminal

The general process of a container terminal can be described as a sequence.

operations that can be grouped into three:

▪ Port operations which include mooring, unloading and

loading of container ships;
▪ The operations of horizontal transfer, handling, and storage of containers
in the terminal park; and
▪ The receiving and shipping operations coming from or going to others
modes of transport (trucks, trains…).
The operations mentioned above are carried out within the three areas, forming the
container terminal, namely the port operation area, the storage area, and the area
of ground operation:

1.3.1. The port operations area

It is the area used for carrying out mooring, loading operations,

unloading of ships as well as the transportation operations between the dock and the park of
terminal, It serves as a transfer point between the terminal and the ships.

It is characterized by the length of its docks, the number of mooring berths that
contains a dock and the number of cranes or gantry cranes that are deployed there.

In a unloading operation, the containers are lifted from the ships to the
internal transport vehicles, some of these containers can be stored
temporarily in the area that is below the quay cranes, if the vehicles are not
available. Once the container is unloaded, there are two possible pathways.
The first option; which is the most common; consists of placing the container on a
internal terminal transport vehicle, which will transport the container to the position of
storage that was assigned to it. The container will remain stored like this until it is on a
another mode of transport to be delivered to the final customer of the transport chain. The second
the possibility consists of making a direct transfer to another mode of transport by loading

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Chapter 02 Container terminals and their performance indicators

the container on a train or truck at the base of the quay crane. The objective of this form
is to reduce the storage space required and to speed up the delivery of the container to
client, it is a little-used method nowadays since the coordination of trains and
trucks with the loading and unloading operations of ships is very complex
[49].

1.3.2. The storage area (park or yard)

This is the area where containers are stored when they are unloaded from the ships.
or waiting to be loaded. The role of this area is to serve as a buffer to absorb
temporarily the flow of containers coming from and destined for ships and others
modes of transport. In addition, the storage area of the terminal also serves as a sorting point for
containers. Indeed, the containers that are stored in this area are sorted according to various
criteria to simplify the operations of other areas, thereby giving rise to several sub
zones (empty container area, full container area, refrigerated container area,
hazardous container zone, import container zone and container zone for
the export) .

In container terminals, storage spaces consist of several

blocks whose configurations differ depending on the storage equipment used. We
mainly distinguishes two types of configuration: The compact model that can be found
in container terminals that use rubber-tired or rail-mounted gantry cranes, and the
linear model encountered in container terminals that use straddle carriers
stackers. In the compact model, there are no separation spaces provided between the stacks
adjacent. A block of this kind is therefore made up of several rows that are glued together.
each other. Each row is made up of several spans, which contain in their
stacks of piles in which containers are stacked. In the case of the linear model,
storage blocks are made up of rows that are not glued together
others. There are small spaces between them, through which the wheels of the stacker riders circulate.
Each row is made up of several stacks.

Activities within this area are generally organized based on status.

containers. The containers waiting to be loaded onto a ship (for export) are
are found, in most cases, near the port operation area, either near the cranes
from the quay, in order to reduce the distance traveled by internal transport vehicles during the

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Chapter 02 Container terminals and their performance indicators

loading operations of the ship and thus reduce the likelihood of waiting time.
dock crane.

Fig.03: Representative diagram of the two storage methods (linear,

compact) [50].

As for the containers unloaded from the ship (for import), which will leave the terminal, they
will be stored near land transport means in order to reduce the distance to
browse during the loading of empty containers and unloaded containers from ships
who will leave the terminal by road transport.

1.3.3. Ground Operations Area

This is the area where all receiving and shipping operations are carried out.
containers coming from trains, trucks, and barges. The role of this area is to serve
of interface between the terminal and the previously mentioned means of transport. Furthermore,
this interface role implies that it is this area that is responsible for managing inputs
and exits of trains and trucks.

In addition to controlling the entry and exit of trucks at the terminal, the operations area
Land is also the location of the terminal where operations on these trucks take place. According to the
type of park organization and the type of internal transport equipment that was chosen, these
operations will be different for containers received/shipped by trucks. Indeed, if the
the park is organized into blocks of containers, the truck is loaded/unloaded near the stack where the
the container is stored. However, in the case where the terminal would use straddle carriers,
a handling area must be arranged. In this area, trucks are unloaded by
the rider carts that then transport the container to its location
from storage. In the case of loading, the sequence of operations is reversed.

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Chapter 02 Container terminals and their performance indicators

The management of operations and the exchange of information between these different areas do not

are not easy, especially when the terminal is equipped with a large processing capacity. To this
indeed, terminals often resort to the use of computer systems and
automated for the control of their handling equipment and the transfer of data
containers at the entrance and exit. This allows, on the one hand, to increase
considerably the duration of operations and on the other hand to reduce the
human errors.

We can also add to the operations taking place at the terminals.

containers mentioned, customs clearance and inspection operations (phytosanitary and
veterinarian). Certainly, they are carried out by external agents to the terminal, but they are
take place inside the latter and they directly influence the smoothness of the outputs and
container entries.

1.4. Handling Equipment in a Container Terminal

Container terminals are different from each other, and they are also equipped
of different handling equipment, but generally the equipment found are the
following:

1.4.1. The gantry and the quay crane:

This equipment allows the transfer of containers between ships and the dock.
The crane is composed of a steel structure mounted on rails allowing it to move.
long of the quay and a crane that moves back and forth along a mast, this which
it allows to lift the containers from the ship to place them on transport vehicles
terminal internals. They can be of different sizes and capacities but can be
listed in two main categories: single girder gantries and gantries
double gantry crane. The lifting capacity of the gantries ranges from 2 TEU to 6 TEU.
those who handle only one 40-foot (or two 20-foot) and others who
can simultaneously pick up six 20-foot containers (or three 40-foot ones) [51].

1.4.2. The park gantry and the park crane

The mission of this equipment is the loading (unloading) of containers in

the blocks as well as on the trucks. The types of park gantries are varied, we find
for example the RTG (Rubber Tyred Gantry) and the RMG (Rail Mounted Gantry).

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Chapter 02 Container terminals and their performance indicators

▪ RTG (Rubber Tyred Gantry): a tire-mounted gantry that allows stacking the
containers stacked four (04) or five (05) high. It is operational on some
straight lines.
▪ RMG (Rail Mounted Gantry): a gantry on rails that allows stacking the
containers up to six (06) heights. It allows loading and
unloading on trains. They can be automatic, in which case they are.
remotely controlled by the terminal management system [53].
The advantage of these gantries lies in the stacking of containers on
significant heights and the reduction of passage corridors. This leads to the
reduction of storage surfaces [54].
1.4.3. Active vehicles

These are internal transport vehicles that can simultaneously transport and
lifting the containers. They can be either automated or non-automated. We find by
for example, the straddle carriers and the reach stackers
[49].

▪ The staddle carrier is a park machine ensuring transport.

containers to the storage area and their stacking on multiple
storage levels (two (02) or even three (03)); this depends on the type of
knight chariot, of the type of containers to be handled and of the nature of
traffic (full or empty container). This machine moves easily and ensures a
Good use of space.
▪ The reach stacker is a yard machine used for
handle and store containers at multiple heights (four (04) to
six (06) heights for full containers and up to eight (08) heights for
empty containers). It has the advantage of being sturdy and having a lifespan
of a relatively longer life than that of other devices. But the use
the surface is mediocre [53].
1.4.4. Passive vehicles

These are internal transport vehicles that have only one function,
that of transport. They ensure the horizontal transfer of containers from the dock to the yard.
storage (or the opposite). They can be either automated (guided transport platform

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Chapter 02 Container terminals and their performance indicators

electronically without human intervention) or non-automated. Among these vehicles are

count the tugboats, trucks, and automated guided vehicles (AGVs) [49].

The performance at the terminal level is evaluated based on the operations carried out there.
are performed and equipment used for a given time. Indeed, they were the subject of
several studies that emphasized the importance of improving their uses. Indeed,
ZHANG and JIANG (2008) argue that ineffective crane planning will slow down the
functioning of other operations and will therefore reduce the terminal's productivity to
containers. Also According to Li et al (2009), effective planning for reduction of
Waiting time caused by park cranes is essential in increasing the flow of a
container terminal, and thus the improvement of its performance [56].

2. Presentation of Algerian container terminals

2.1. Algerian commercial ports

Algeria enjoys a strategic geographical position, it is open to the

Mediterranean being a major transit route and including maritime routes
most frequented in the world.

It has a coastline extending over 1200 km and which includes several ports.
maritime transport of goods and passengers.

The Algerian commercial ports number eleven (11): Algiers, Annaba, Béjaia,
Oran, Djen-Djen, Mostaghanem, Dellys, Ténès, Ghazaouet, Skikda and Arzew, of which three (03)
are hydrocarbon ports: Béjaïa, Arzew, and Skikda.

These ports are managed by Port Companies (EP) under the status of SPA.
(Corporations), which make up the portfolio of the SERPORT group (the Group of
Port Services) issues the legal transformation of the former SGP SOGEPORTS (Port Services Company).
Port Management). They deal mostly with miscellaneous goods, solid bulk and
liquid and containers, the difference between them lies in the share [59]. They ensure the
more than 97% of Algeria's foreign trade transition [60]. They are called to deal with
increasingly larger volumes of goods (a volume of 120 million tons in
2019 [61]). They are then under the obligation to be increasingly productive.

This is not really obvious since most of these ports date back to the colonial era.
and suffer from infrastructure problems (low draft, storage space
reduced), equipment and organization[62].

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Chapter 02 Container terminals and their performance indicators

In order to properly fulfill their role as economic hubs, these ports must
address their problems (through the expansion of ports, the renovation of infrastructure,
the acquisition of new equipment or the reorganization and improvement of their
services). But before reaching this stage, an assessment of their performance in all
these axes are necessary to make the right decisions.

2.2. Algerian container terminals

The container traffic is of paramount importance for the national economy.

hydrocarbons, this container traffic accounts for over 80% of external trade.
pays (against 20% for conventional traffic) [63].

Nine (09) of the eleven (11) Algerian commercial ports handle containers, (Ténès)
and Dellys do not deal with containers). According to the statistical directory of the Directorate of
Merchant Marine and Ports (DMMP), container traffic for the two years 2017
and 2018 is broken down as follows:

Table 08: Container traffic by ports between 2017 and 2018 [59].

The port 2017 2018 The part (2018)

Algiers 843173 821861 40.84%

Annaba 162940 179438 8.92%
Arzew 100035 108957 5.41%
Bejaia 236193 252530 12.55%
Djen-Djen 28013 45955 2.28%
Ghazaouet 21254 28091 1.40%
Mostaganem 26534 58980 2.93%
Oran 282930 326261 16.21%
Skikda 161853 190186 9.45%
Total 1862925 2012259 100%
Unit: Twenty-foot equivalent unit (TEU).

If we talk about container terminals, the only ports having a terminal in the strict sense
The normative terms are: Annaba, Béjaia, Djen-Djen, Algiers, and Oran. Despite the fact that the ports of

Skikda and Arzew handle a large part of the container traffic (more than
15% for both), they cannot be classified as terminals. The handling of

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Chapter 02 Container terminals and their performance indicators

containers at their levels are handled at the loading docks for various goods. They are rather equipped
from container parks to container terminals.
The container terminals available in Algeria are as follows:
The container terminal in Algiers;
- The Béjaïa Container Terminal or Bejaia Mediterranean Terminal (BMT)
The container terminal in Annaba;
- The container terminal in Oran, and
The container terminal of Djen-Djen.

2.2.1. The container terminal in Algiers

The container terminal in Algiers has been operational since 1998. It is one of the most...
important container terminals in the country, it alone accounts for nearly half of the traffic of
containers [64].

This terminal covers an area of 30.3 ha (hectares) and has seven (07) docks.
and our (11) berths of 1474 m (linear meters) with a draft that varies between
6.00 m and 10.5 m and a packing center of 4800 m2A part of this terminal is
managed by the Emirati operator DP World. This operator manages four (04) wharves and nine (09)
berths. This means that at the port of Algiers there are two container terminals: Algiers and Algiers.
DP world.

Fig.09: Container operations zone at the port of Algiers [65].

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Chapter 02 Container terminals and their performance indicators

He has the following equipment:

Tab.09: The equipment of the container terminal in Algiers [64].

The capacity
The equipment The number
Tonnes
Port crane on tires 04 40 T
Equipment on the
Telescopic cranes
which - 50 T to 300 T
automotive on wheels
Forklifts for
full 20 containers 36 40 T
feet and 40 feet
Mast forklifts
front for containers
13 9T
Equipment on the 20 feet and 40
parks feet
Harbor tugs 50 50 T
Forklifts 32 T, 20 T, 15
-
T, 10 T
Small forklifts
- 1.5 T to 6 T
tonnage

2.2.2. The Béjaïa Container Terminal or BMT

The Béjaïa terminal has been operated since 2005 by the SPA BMT (Bejaia Mediterranean)
Terminal), which is a joint venture between the EPB (Béjaïa Port Company) and Portek
Systems & Equipments, which is a Singaporean container terminal operator.

The terminal basin covers an area of 60 hectares and has three docks.
four (04) berths of 500 m and having an average draft of 12 m. Its park at
containers (for empty, full, and refrigerated containers) covers an area of 10 hectares and
with a capacity of 10,300 TEU [67].

Table 10 : Capacity of BMT container parks [67].

Park or area Capacity (EVP) Area (ha)

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Chapter 02 Container terminals and their performance indicators

Empty container park 900 1.52

Full container park 8300 7,85
container park
500 0.28
refrigerators
Packing zone and
600 0.35
unloading
Extra-port area
5000 5
(located 3 km away)

Fig.10: The BMT plan.

Source: The BMT consulted on June 28, 2020.

The BMT is equipped with handling and stacking equipment consisting of:

Tab.11: The equipment of the BMT container terminal [67].

The equipment The number Capacity (in tonnes)

Railway dock gantries

02 40 T
Panamax type
Tire-mounted stacker cranes 10 40 T
Port mobile cranes 02 100 T
Stackers 10 45 T

Vacuum manipulators 11 10 T

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Chapter 02 Container terminals and their performance indicators

Forklifts 11 2.5 T, 3 T, 5 T and 10 T

Harbor tugs 16 40 T
Road trailers 42 36 T

The management of this terminal, containers in the parks, equipment and

Information within BMT is assisted by software and digital systems that
are: The CTMS (Container Terminal Management System), the PDS (Position Determining
System) and the RDS (Radio Data System) [67].

2.2.3 The container terminal of Annaba

The container terminal in Annaba was put into service in 1997, it is managed by EPAN.
(Port company of Annaba). It covers an area of 10 hectares. It has two (02)
which is three (04) dock posts with a length of 590m, with an average draft
of 8.5 m [68].

Container Terminal

Fig.11: The plan of the port of Annaba [68].

The terminal has the following handling equipment:

Table 12: The equipment of the container terminal in Annaba [68].

The equipment The number The capacity (in tons)

Mobile port cranes 02 From 65 T to 104 T
One (01) of 35 T and five (05) of 10
Forklifts 06
T
Stackers 12 45 T

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Chapter 02 Container terminals and their performance indicators

2.2.4. The container terminal in Oran

The container terminal in Oran is managed by the EPO (Port Company of Oran). Its
The basin covers an area of 41 hectares and has three (03) docks forming the pier.
F(Hambourg dock, Havana dock and Le Havre dock) and four (04) wharf posts,
whose length is around 750 m. The draft of the docks varies between 10 m and 12 m.
The terminal park covers an area of 12 hectares and has a capacity of 6395 TEUs.

Container terminal

Fig.12: The plan of the port of Oran

Source: The Port Company of Oran (EPO) consulted on June 7, 2020.

The container terminal in Annaba has the following equipment:

Table 13: The equipment of the Oran container terminal [70].

The equipment The number The capacity (in tons)

Mobile port cranes 03 63 T
Forklifts 24 12 T and 42 T
Chariots for the empties 06 10 T
Stackers 20 42 T
Trailers 20 60 T

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Chapter 02 Container terminals and their performance indicators

The Oran terminal has been undergoing extension and renovation since 2014: Creation
of a 23.4 ha platform and construction of a quay length of 460 meters). At the end of this
The terminal project will be able to handle a volume of up to 500,000 TEUs.

2.2.5. The container terminal of Djen-Djen

The Djen-Djen container terminal is a new accomplishment, the work on it

levels are not yet completed. The finished part has been operational since 2009. It is
operated by the Emirati operator DPWorld.

Currently, it covers an area of 13.5 hectares and has a single dock with a
length of 250 ml. Its storage park has a static capacity of 3230 TEUs. It is equipped
the following equipment:

Tab.14: The equipment of the Djen-Djen container terminal.

The equipment The number

Grue 01

Forklifts 04

Spreaders 04

Port tugs 02

The Djen-Djen container terminal consulted on June 1, 2020.

At the end of the work, the terminal will have an area of 76.6 hectares and a quay length of
the order of 1795 ml.

3. The performance indicators of a container terminal

Performance measurement is a major area of interest in terminals.

containers, it is made for [39] :

▪ Know the terminal's efficiency: the number of containers

loaded/unloaded per day, the number of customers served during the week... ;
▪ Know the efficiency of the terminal: human and material resources
used, the way activities are conducted, the rate of containers processed
per employee, the handling cost of a container;

39
Chapter 02 Container terminals and their performance indicators

▪ Being able to compare existing performance with performance

Is there an improvement in terms of efficiency?
▪ Knowing if the objectives set by the terminal are achieved;
▪ Promoting his business and attracting new customers, he must therefore keep an eye on
ensures the satisfaction of its clients with its services and facilities;
and
▪ Being able to compare one's performance with that of competitors,
particularly relevant with the use of comparative analysis.

The efficiency and competitiveness of a container terminal is closely linked to the

operational dimension of performance, knowing that it seeks to be profitable while
facing heavy investments (handling equipment, port facilities,
human resources...). Consequently, many studies conducted with the aim of analyzing
You compare the performance of a container terminal based on a set
operational indicators.

The complexity of the container terminal and the multiplicity of factors affecting it
performance makes the choice of performance indicators a multi-criteria decision, which has
prompted researchers to provide several classifications.

KISI et al. (1999) grouped the performance indicators of terminals at

containers in four categories, namely: Labor, cargo, ship, and dock.
Regarding THOMAS and MONIE (2000), they grouped performance indicators into
four families: production, productivity, utilization, and service [39,72].

Soner ESMER (2008) covered a wide range of performance indicators.

existing in the literature by taking up the categories proposed by THOMAS and MONIE
(2000), here are the indicators he proposed:

3.1. Production indicators

They represent the number of containers that underwent various operations in the
terminal. They are expressed in number of containers per unit of time. They can be
summarized as follows:

▪ The number of containers unloaded/loaded onto the ship;

▪ The number of containers moved between the dock and the storage yard;

40
Chapter 02 Container terminals and their performance indicators

▪ The number of containers removed / inserted in the storage yard; and

▪ The number of containers exiting/entering the terminal.

3.2. Productivity indicators

They refer to the relationship between the production obtained and the effort invested, in other words

it is the number of containers handled by the terminal equipment or that have

crossed each resource (dock, park, etc). They are expressed either in the number of containers/
equipment or resources/unit of time. These indicators include:

▪ The productivity of the docks per ship;

▪ The productivity of the docks;
▪ The productivity of cranes;
▪ The productivity of the equipment;
▪ The productivity of the terminal; and
▪ The productivity of the staff.

3.3. Usage indicators

They represent the report on the status of equipment and resource activity.
terminal. It represents the working duration of each resource (the time elapsed since the
start of handling until the end). The most relevant usage indicators are:

▪ The use of the docks;

▪ The use of the storage area;
▪ The use of sentry boxes; and
▪ The use of equipment.

3.4. Service indicators

They are those that allow for the explicit expression of the speed of services, they are
closely linked to customer satisfaction particularly in terms of time.
The main service indicators are:

▪ The duration of stay of ships;

▪ The dwell time of road vehicles; and
▪ The dwell time of trains.

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Chapter 02 Container terminals and their performance indicators

Conclusion

The container terminal is a complex system that entails a series of operations.

successive to ensure the handling of containers. Each operation constitutes a link
from the handling chain that involves several stakeholders (shipowners, transporters,
port authority and customs) and facilities (docks, parks, transportation).

The performance of container terminals is closely linked to its operations.

Moreover, the indicators found in the literature are operational indicators.
However, each author chooses different indicators within a theoretical framework. Since
Our study focuses on Algerian container terminals, which ones are chosen for
evaluate the performance of the latter? Which ones are chosen for the terminals at
Foreign containers? And are those used for the Algerian terminals?
sufficient? We will try to answer all these questions in the following chapter.

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Chapter 03 The performance indicators of container terminals
Algerians and foreigners and the development of a model report of indicators

Chapter 03: Performance Indicators for Container Terminals

Algerians and foreigners and the development of a model for the report of indicators

Introduction

In this last chapter, we will start by analyzing the documents issued by

the authority responsible for Algerian ports is the Directorate of Merchant Marine and
ports as well as the reports published by Algerian ports in order to identify the indicators of
performance currently adopted for the assessment and comparison of terminals
containers in Algeria.

We will also analyze performance reports from different terminals at

containers around the world and select for this purpose a list of the most important indicators
relevant for assessing their performance and then judging the indicators adopted by the
Algerian terminals through those selected.

We will conclude with the development of a model of indicator report.

performance aimed at assessing and comparing the performance of container terminals
Algerians.

1. Analysis of the statistics directory and reports of Algerian ports

1.1. Analysis of the statistical directory of Algerian ports

The statistical directory of Algerian ports is the only official document published by the
Directorate of Merchant Marine and Ports (DMMP) regarding the activity of national ports.
It contains statistics on ship and cargo traffic for each of the ten (10)
commercial ports

▪ Tonnage of goods (by product categories, by products and by mode)

of packaged) loaded and unloaded, in tons;
▪ Tonnage of goods loaded and unloaded by geographical area
(destination and origin), in tons;
▪ Traffic of hydrocarbons loaded and unloaded, in tonnes;
▪ Traffic of containers loaded and unloaded, full and empty, in TEU and in
tonnes (net tonnage) ;
▪ Passenger traffic arriving and departing;

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Chapter 03 The performance indicators of container terminals
Algerians and foreigners and the development of a report model of indicators

▪ Number of ships entering and leaving by types of ships;

▪ Size of ships entering and leaving, in tons;
▪ Number of ships calling at the ports by deadweight tonnage;
▪ Number of ships by flag;
▪ Temps d’attente moyen en rade par type de navire, en jours ;
▪ Average stay time at berth by type of ship, in days; and
▪ Traffic of containers loaded and unloaded, full and empty by country of
provenance, in EVP and in tons (net tonnage).

After analyzing this directory, we find that the data related to the activity
container terminals are presented with those of multipurpose ports handling
containers (Skikda, Ténès, Mostaganem, Arzew, and Ghazaouet). It does not contain a part
specific to the presentation of the indicators of its terminals.

The only operational indicators of the container terminals (Annaba, Béjaïa, Djen-Djen,
The following can be drawn from Algiers and Oran:

▪ Throughput of loaded and unloaded containers, full and empty;

▪ Number of container ships entering and leaving;
▪ The average waiting time for container ships; and
▪ The average stay time at the dock for container ships.
1.2. Analysis of Algerian port reports

We will analyze the reports and reviews available on the websites of the
different Algerian ports with container terminals.

▪ The container terminal of Béjaïa: the annual activity report of the port of Béjaïa
available on the website of the EPB (Port Company of Béjaïa) [66]
presents the same indicators as those contained in the statistical directory
national. Additional indicators have been consulted on the website of
BMT :
▪ The processing rate, given in containers per hour; and
▪ The service time of container ships, given in number
processing time for a ship with 350 containers.
▪ The container terminals of Algiers and Algiers DPW: the review of EPAL, published
quarterly on its website mentioned in its section 'summary of the different'

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Chapter 03 The performance indicators of container terminals
Algerians and foreigners and the development of a model for an indicators report

"port traffic" a single indicator concerning container handling. It

It concerns the handling of full and empty containers, loaded and unloaded.
▪ The Djen-Djen container terminal: the latest review published on the website
the port company of Djen-Djen 'Djen-Djen infos' in 2017 does not mention
no indicator concerning the activity of its container terminal.
▪ The container terminals of Annaba and Oran: no information is available.
available on their websites regarding container handling to their
levels.

Tab.15: Synthetic table of performance indicators present in the directory

statistics and reports of Algerian ports.

The indicator The unit of measurement Publication documents

Number of containers
Statistical directory of
processed by the terminal
EVP, in tonnes Algerian ports, report of
(embarked, disembarked)
the EPB and the EPAL review
empty and full
Fleet name of ships Statistical Directory of
containers (incoming and __ Algerian ports and report of
outgoing the EPB
Statistical Directory of
Waiting time of
Days Algerian ports and report of
ships
the EPB
Statistical Directory of
Docking time
Days Algerian ports and report of
ships
the EPB
Processing cadence Containers / hour BMT website
Service time of
ships (time of
Hours BMT website
treatment of a ship
350 containers

Authors based on the analyzed reports.

2. Analysis of foreign container terminal indicator reports

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Chapter 03 The performance indicators of container terminals
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2.1. Study of reports

The performance indicator reports analyzed relate to different terminals at

containers in the world: Marseille Fos, Le Havre, Hamburg, Rotterdam, Antwerp, States
Unis, Brazil, New Zealand, and Australia. At the beginning, our field of analysis was focused on.

only on European container terminals, but in the absence of details on the

operational indicators, our field of research has been expanded to include a greater
number of container terminals around the world.

The six (06) European container terminals studied provide in their reports a
array of indicators [73-79]. The reports that have been extremely helpful to us are the reports
annual KPIs of the two French container terminals: Marseille Fos and Le Havre. In addition
the operational indicators, these reports were useful for us in identifying the
essential indicators for the performance of a container terminal, namely the indicators
of the logistical, customs, and sanitary chains.

The report "Port KPI" established annually by the container terminal

The Port of Marseille Fos classifies performance indicators into three (03) categories: the
maritime performance; land performance and cargo performance.

▪ The maritime performance indicators are:

✓ The average massification of stops (ratio between the number of TEUs handled and
the number of stops ;
✓ The number of average EVP processed per day;
✓ The fluidity of the reception given as a percentage of ships accessing the docks without
waiting phase; and
✓ The productivity of cranes given in number of movements per hour.

▪ The terrestrial performance indicators are:

✓ The use of bulk pre/post transport;
✓ The fluidity of road, river, and rail passages measured by time
waiting area for trucks; and
✓ The percentage of barges and trains accessing without waiting time.
▪ The performance indicators for the merchandise are:
✓ The average processing time of a container at the import terminal is
for export;

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Chapter 03 The performance indicators of container terminals
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✓ The time frame for obtaining an exit pass;

✓ The average time between obtaining the release order and the pickup of the container
the terminal;
✓ The customs clearance time, the percentage of containers leaving simply
document control; and
✓ The duration of stay of containers subject to phytosanitary inspections and
veterinarians.

Regarding the port of Le Havre, the indicators it provides in the report

Annual 'container performance indicators' are grouped as follows:

▪ The indicators of the performance of the passage of goods are:

✓ The average time for sending the manifest to customs in advance in days;
✓ The average payment period for fees to the shipping company in days;
✓ The average time to obtain the exit permit for outgoing containers;
✓ The average processing times for an import container, from obtaining the
receipt report until boarding on board via three modes of
transport: trucks, trains, and barges.

▪ The land performance indicators are:

✓ The average access time of trucks to the terminal given in minutes; and
✓ The percentage share of massed rail and river transportation.

▪ The customs and health performance indicators are:

✓ The rate of containers cleared without physical control;
✓ The average customs clearance time; and
✓ The acceptance rate of goods of animal and vegetable origin.

In the United States of America, the report "Port Performance Freight Statistics" from the BTS

Bureau of Transportation Statistics provides annual performance measures.

coherent at the national level for the largest ports in the country, including the top 25
container terminals. The indicators provided about them to compare their
performances are listed as flow indicators. This is about:

▪ Number of ports of call for container ships;

▪ Average duration of container ships' stopovers;

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Chapter 03 The performance indicators of container terminals
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▪ Number of containers processed;

▪ Container dwell time.

Additionally, the report presents a comparative curve between the number of containers
processed, the capacity of the ships received by the terminal and the number of containers processed
by ship. Another curve is also presented to show the total number of containers.
dealt with according to the number of cranes that each terminal has.

This document provides for each terminal measurements concerning their infrastructures.
and their equipment (terminal area, length of the docks, draft, capacity and the
number of cranes, the connectivity to the railway network.

Another approach to evaluate port performance was used by New

New Zealand. The "New Zealand ports and freight yearbook" [81]; developed by specialists of the
audit office of New Zealand (Deloitte). This approach compared the eleven (11)
container terminals of the country according to two types of performance: operational and financial.
For each type of performance, a certain number of indicators are mentioned (operational or
financier.

The operational indicators included in this report relate to:

▪ The number of port calls of container ships;

▪ The number of containers processed by type of traffic (import, export, transshipment,
national)
▪ The flow of ships at dock;
▪ The storage capacity of each terminal;
▪ The productivity of cranes in terms of TEUs per crane movement;
▪ The productivity of the quay in terms of TEUs per linear meter; and
▪ The productivity of the park.

In conclusion, the report provides two comparative tables. The first groups together the...
indicators that were mentioned previously and the second presents data on the installations
and the infrastructures of each terminal (the draft, the surface of the terminal, the surface of the
port operation zone, the length of the docks), and specifies the connectivity of the terminal to
railway network.

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Chapter 03 The performance indicators of container terminals
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As for the report "Waterline 64, Statistical Report" conducted by BITRE (Bureau of
Infrastructure, Transport and Regional Economics) [82] belonging to the Ministry of Transport
Australia, it provides the latest data regarding terminal performance at
containers from the five (05) main Australian ports (Brisbane, Sydney, Melbourne, Adelaide)
and Fremantle). It divides the performance indicators of the latter into four (04) categories:

▪ Production indicators: these indicators are related to the production of the quay part,
from the land part and the terminal as a whole. They are summarized as: number of ships
containers received, number of containers and TEUs handled (empty, full,
import and export), number of trucks and trains entering the terminal and number
containers and TEUs transported by truck and by train.
▪ Productivity indicators: these indicators are related to the productivity of the part
quay, of the land section and the terminal in full. They are given as follows:
• The productivity indicators of the quay section: the productivity of the cranes, the
labor productivity, the productivity of ships at berth and the
productivity of the docks.
• The productivity indicators of the land part: the number of containers
transported by truck, the delivery time for trucks and containers in
minute and the percentage of trucks that entered and exited loaded.
• Terminal productivity indicators: the average duration of port calls, the
average_service_time
ships at the dock, the average number of crane movements per hour, the
average number of crane movements per ship per hour and the number
average movement per platform per hour.
▪ The indicators related to truck entry and container yard management
see, are: the number of trucks entering the terminal using the system
reservation window information, the number of incoming trucks, the number
available window hours for truck entry per week, the number of
actual time slots used, the number of containers transported by the
trucks using time windows and the number of empty containers entering or
coming out of empty container parks.
▪ Cost-related indicators: are the indicators related to the costs of operations
Port factors directly influencing container cost: the time spent by ships.

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Chapter 03 The performance indicators of container terminals
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at the dock, port charges, pilotage costs, towing, handling and

container mooring,

All the indicators we just mentioned are accompanied by representations.

graphs and summary tables to compare between the five (05) terminals studied
for each of the four quarters of the year.

Three (03) indicators of those mentioned in the report 'Waterline 64, Statistical'
Report » (the throughput of containers, productivity per ship and the productivity of cranes), have been
used by the New Zealand Ministry of Transport in the report 'Container
Productivity at New Zealand ports » [83], with the aim of comparing the productivity of five (05)
between its container terminals and with five (05) Australian container terminals.

2.2. The selected performance indicators

Based on the analyzed reports, we have selected the most common indicators.
and we have categorized them into four (04) categories.

2.2.1. The indicators of operational performance

These are basic indicators for evaluating the performance of terminals.

containers. They reflect the terminal's ability to carry out handling operations of
containers.

▪ The throughput of containers or TEU (Twenty-foot Equivalent Unit): corresponds to the number of
containers handled by the terminal over a given period, often over a year. The ports
also provide the average value of this indicator per day. It is an indicator
Initially, it is measured by all container terminals; moreover, it is the oldest.
indicator used for the comparison of container terminals. Generally, it is
divided according to the type of traffic: import, export or transshipment, and/or according to
the type of containers: empty, full, refrigerated, and hazardous.
▪ The total number of calls (vessel throughput): refers to the number of container ships...
containers that have stayed in the terminal for a given period, often on a
year.
▪ The duration of stopover (vessel turnaround time): also called the ship's stay time, it
corresponds to the time spent by the ship in port, it combines the waiting time and the
service time. It is often given in days.

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Chapter 03 The performance indicators of container terminals
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• The waiting time of ships: corresponds to the time spent by the

container ships at anchor, waiting for a free berth at the terminal. It
can be given by the terminals in terms of percentage of vessels accessing
queue without waiting phase, it indicates in this case the fluidity of reception.
• The time spent by the ship at the dock (berthing time): corresponds to the sum of
service time and waiting time alongside (waiting time alongside). It is
directly related to the number of cranes or gantry cranes deployed per ship and their
productivities.
• Service time: corresponds to the difference between the time spent
by the ship at the dock and its waiting time at the dock. The terminal service time
corresponds to the average service time of all its docks.

▪ The productivity of cranes and PRO gantriescrane, gantry crane (crane, gantry-crane)
productivity: it corresponds to the number of containers or TEUs handled by the crane
dock or the gantry per hour, or per year. It depends on the number of movements.
from the crane per hour, the number of containers lifted per movement. Productivity
The cranes are influenced by the type of traffic (import and/or export), a unique traffic.
Importing or exporting promotes high productivity of cranes.

= × ×

With:
Nbrliftsrepresents the number of movements made by the equipment
for an hour, measured in movements/hour.
- Nbrcontainersrepresents the number of containers lifted by a single
equipment movement (crane or gantry), measured in TEU/movements.
F: represents the ratio of the number of 40-foot containers to the number
Total containers. It is used to provide productivity in TEUs per hour.
▪ The dockside capacity Cberthberth capacity: it corresponds to the number of containers
or of managed EVP in a dock for a year. It is the product of the
average productivity of cranes or gantries, their average number at the dock or on

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Chapter 03 The performance indicators of container terminals
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a ship and the average number of hours of berth occupancy per year, the latter corresponds
the average time during which the platform is in service and the F ratio.

ℎ= × . × . ×

With:
PROcranerepresents the average productivity of the dock cranes.
[Link] the average number of cranes deployed at the dock.
[Link]: represents the number of service hours of a dock per year. The division
of this time on the number of hours in the year (8760 hours) gives the rate
use of the berth (berth occupancy).
▪ The dwell time of containers Tdwellcorresponds to the number of days
means that a container goes to the yard, waiting to be delivered to its owner or
charged on board. It can be given according to the type of traffic: for import, for export or to
transshipment. This indicator partly reflects the smoothness of customer procedures, the more it
is low, the faster these procedures are carried out in the terminal.
▪ The capacity of storage park CyardWe distinguish the static capacity
and dynamic capacity.
• Static storage capacity Cyard-staticcorresponds to the number of containers that
the terminal's storage yard can receive, it depends on the area of the yard.
It is the product of the number of earth storage slots (total ground
slot) and the average storage height. It depends on the extent of the park and the type
of handling equipment used.

= × .

With:
Ground slot: represents the slots at the level of the pavement.
A.H: represents the average storage height.

• Dynamic storage capacity Cyard dynamiccorresponds to the storage capacity

weighted statistic by the average duration of stay of the containers on the park by a

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Chapter 03 The performance indicators of container terminals
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operational overload factor and an operational flexibility factor. It

is calculated for one year.

365
= × . ××
ℎ

▪ The productivity of the PRO dockberth(berth productivity): it corresponds to the number of

containers handled per linear meter of the quay per year. It is obtained by dividing
the capacity of the quay by the number of linear meters of the quay.

▪ The productivity of the PRO storage facilityyard(yard productivity) :is expressed in EVP by
hectare per year. It is obtained by dividing dynamic capacity by the number
hectares of the park.
▪ Labor productivity: corresponds to the number of TEUs handled by
worker per hour.

2.2.2. The performance indicators of the supply chain

These indicators measure the maritime and intermodal connectivity of the terminal:
▪ The number of trucks and trains: measures the number of trucks and trains entering and
exiting the terminal over a period of time;
▪ The waiting time for trucks and trains: measures the fluidity at the entry points
the terminal. The use of scheduled delivery systems in terminals
significantly reduces this time, they allow for the allocation of each truck and train a
time window during which he can pick up without a container without waiting phase. This reduces
also the congestion at the entrances;
▪ The dwell time of trucks is the sum of waiting time and operational time.
the coupling/uncoupling time and the container sorting time;
▪ The stay time of the trains: measures the duration of loading operations and
unloading, to this is added the time spent at the guardhouse; and
▪ The number or percentage of containers transported by trucks and by trains.

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2.2.3. The performance indicators of customs procedures and inspections

sanitary

These indicators measure the speed of customs procedures and inspections.

plant health (for plant origin products) and veterinary (for animal origin)
animal)

▪ Average customs clearance time for containers;

▪ Number of containers cleared without physical inspection;
▪ Average duration of phytosanitary and veterinary inspections; and
▪ Duration of stay of containers subject to phytosanitary or veterinary inspections.

Table 16: Summary table of selected performance indicators.

The terminal through which it

The indicator The unit
has been measured

EVP/days
The flow of containers or
containers / days or All terminals
d’EVP
Containers / year

The number of stops __ All terminals

The duration of layovers Days All terminals

The productivity of EVP/hour, containers/

handling equipment time or All terminals
on the platform movements/hour

The terminals of Australia,

The capacity at the dock EVP/ an from Brazil and the
New Zealand

The terminals of Australia,

The productivity of the docks EVP/ an / ml
from New Zealand,

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Chapter 03 The performance indicators of container terminals
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The length of stay of

Le Havre, Marseille Fos
containers for import and Days
the terminals of Australia
the exporter on the park

The dynamic capacity of the park EVP/ an The terminals of Australia

The terminals of Australia

The productivity of the park EVP/ an / ha
and from New Zealand,

The number of trucks and __

Le Havre, Marseille Fos
trains entering the terminal

The waiting time for trucks Le Havre, Marseille Fos

Minutes or hours
and trains the terminals

Le Havre, Marseille Fos

The execution deadline of
Minutes or hours the terminals of Antwerp and
trucks and trains
from Australia

Customs clearance time for

Minutes or hours Le Havre, Marseille Fos
containers

Number of containers __
cleared without inspection Le Havre, Marseille Fos
physical

Inspection deadline
Hours Le Havre, Marseille Fos
phytosanitary / veterinary

Length of stay of
containers subject to
Days Le Havre, Marseille Fos
phytosanitary inspections
veterinarians

Authors based on the analyzed reports.

3. Discussion of the analysis results

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Chapter 03 The performance indicators of container terminals
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After analyzing the reports from foreign ports and Algerian ports, it can be deduced
that the indicators of Algerian container terminals published are insufficient, whether it is
to assess the terminal's performance, to compare it with others, or to inform the
clients on the quality of the services provided. The only available indicators concern a
part of the production is the throughput of containers and container ships, so
by analyzing the reports from foreign ports, it is observed that in addition to these indicators they
give a lot of importance to productivity indicators (the productivity of the docks, the
productivity of cranes, the productivity of storage areas or even of the entire terminal).
These last ones inform about the efficiency of the terminal. Moreover, we noticed that the
authorities that have established reports to compare the performance of terminals (report of
Australia and New Zealand focused on the different axes of productivity.

Also, the statistical directory of Algerian ports only provides two indicators.
related to the service, which are: the duration of stay of container ships and the time
waiting at anchor. While reports from foreign ports provide numerous
service-related indicators: the waiting time at anchor, the service time at dock,
dwell time of ships, the dwell time of containers which is very significant to
clients, the waiting time for trucks and trains (depending on the type of transport related to the terminal).
These indicators are even more detailed in the reports of Le Havre and Marseille Fos in
taking into account the customs clearance time and others, knowing that these reports aim to improve
the scores achieved by the terminals and to establish a trust relationship with their clients by being
as transparent as possible.

We can conclude that the indicators published by the reports of Algerian ports
do not provide an overview of their performances. Thus, it is difficult to compare
the performance of the terminals with each other.

We conducted exploratory research at the container terminals.

Algerian ports in order to understand their performance measurement methods. This
exploratory research allows us to make recommendations. To this end, we have
prepared a questionnaire (see Appendix I) in order to gather various information about the
previously selected performance indicators from port performance reports
foreigners. This questionnaire contains three (03) questions concerning twenty (20) indicators of
performance. It has been transmitted to the six (06) Algerian container terminals (Algiers, Algiers
DPW, Annaba; BMT, Djen-Djen and Oran). The questions asked are as follows:
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Chapter 03 The performance indicators of container terminals
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▪ Is the data concerning the indicator available?

▪ Is the indicator measured by the terminal?
▪ Is the indicator being utilized?

We received the response from four (04) container terminals: the terminal has
containers of Annaba, the BMT container terminal, the Djen-Djen container terminal and
the container terminal in Oran. The two (02) container terminals that did not respond
The questionnaire includes: the container terminal in Algiers and Algiers DPW. The responses from
terminals are summarized in the table in the appendix (see appendix III)

According to the results obtained, we can deduce that the performance indicators
Operational systems are used by all Algerian container terminals.

The performance indicators of the supply chain are not used by the
Algerian container terminals, except for a number of incoming trucks.

Similarly, the performance indicators for customs and health procedures are not
not used by Algerian container terminals. It is clear that the data concerning these
indicators relate to customs services; however, they can be transmitted to
terminals.

4. Recommendations

Based on the various analyses conducted, we can recommend to the terminals to

Algerian containers as follows:

▪ Periodically publish activity reports that provide an idea about the

performance
▪ Integrate container terminal performance indicators into the
existing activity reports
▪ Harmonize the presentation of their activity reports using the same
performance indicators to facilitate comparison between terminals;
▪ Integrate additional performance indicators into the directory
statistics of Algerian ports regarding the activity of container terminals;
▪ Dedicate a part of the statistical directory of Algerian ports to the activity of
terminals.

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Chapter 03 The performance indicators of container terminals
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▪ Measure and monitor the evolution of a set of performance indicators

in a periodic and organized manner;
▪ Consult the reports of foreign container terminals in order to
to draw inspiration from the performance indicators considered for the assessment or
the comparison of their performance;
▪ Update the performance indicators based on what has changed in
the terminal or the availability of new data or new
indicators; and
▪ Cooperate with the different services involved in the various operations
performed at the container terminals (customs, operators of
handling, road and rail transport companies...), for harvesting
essential data for measuring performance indicators of
different categories.

5. The performance indicator report model for Algerian terminals

5.1. The objectives of this report model

The template for the indicator report (attached to the thesis) has been developed based on the

selected indicators, it groups data related to the different indicators for

the six (06) Algerian container terminals. It is a tool for assessment and comparison of
the performance of these different terminals. It allows:

▪ At the terminals to position themselves relative to each other;

▪ To users of terminals to choose the terminal that best meets their needs; and
▪ For researchers to conduct quantitative and objective studies on performance of
Algerian container terminals.

5.2. The content of this report template

The report model is composed of two (02) parts. The first part is divided
in six sections (06), according to the number of Algerian terminals. Each section is dedicated to
one container terminal and contains two (02) tables.

The first table presents the following static data:

▪ The number of berths;

▪ The draft of the docks, in meters (m);

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Chapter 03 The performance indicators of container terminals
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▪ The length of the docks, in linear meters (lm)

▪ The handling equipment at the dock and their capacity in tons;
▪ The different parks;
▪ The static capacity of the parks in TEUs;
▪ The handling equipment in the yards and their capacity in tons;
▪ The number of seaports connected to the terminal on regular lines;
▪ The number of ground routes connected to the terminal; and
▪ The number of tracks connected to the terminal.

The second table presents performance indicators, listed in three (03)

classes and each measured over four (04) quarters (from January 1 to March 31, from April 1 to 31)
June, from July 1 to September 31 and from October 1 to December 31) for two years
successive. The indicators presented are as follows:

▪ The indicators of operational performance

✓ The average throughput of containers for imports and exports, measured in TEUs by
days
✓ The number of stops;
✓ The average duration of the stops, measured in days
✓ The productivity of quay equipment (cranes and gantries), measured in
movements per hour;
✓ The port-to-berth capacity, measured in TEUs per year;
✓ The productivity of the docks, measured in TEUs per year per linear meter;
✓ The average dwell time of containers, measured in days;
✓ The dynamic capacity of parks, measured in TEU per quarter; and
✓ The productivity of parks, measured by EVP per year per hectare.

▪ The performance indicators of the supply chain

✓ The number of trucks entering the terminal;
✓ The number of trains entering the terminal;
✓ The average waiting time for trucks, measured in minutes;
✓ The average waiting time of trains, measured in minutes;
✓ The execution time of trucks, measured in minutes; and
✓ The execution time of the trains, measured in hours.

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▪ The performance indicators for customs and health procedures

✓ The average customs clearance time for containers, measured in minutes;
✓ The number of containers cleared without physical inspection
✓ The average duration of veterinary inspections, measured in hours;
✓ The average time for phytosanitary inspections, measured in hours;
✓ The average length of stay of containers subjected to veterinary inspections,
measured days; and
✓ The average length of stay of containers subjected to inspections
phytosanitary, measured in days.

The second part of the model contains a summary and comparative table of
different indicators previously mentioned for the six (06) Algerian container terminals.

Conclusion

The study on the performance indicators of Algerian container terminals has

showed that the only official documents containing performance indicators related to this
type of terminals are the statistical directory published by the Ministry of Transport and
Public Works, and the activity report of the Béjaïa Port Company.

In light of the reports analyzed in foreign countries, we found that

The statistical directory of Algerian ports does not contain all the indicators used for
the assessment of the performance of container terminals worldwide.

Through a questionnaire addressed to the leaders of Algerian container terminals,

we studied the availability of data for each of the indicators in order to be able to
give the necessary recommendations.

We have therefore developed a report model of indicators that can be published by

the authority responsible for the ports. It contains two (02) parts. The first is reserved for the
presentation of statistical data and performance indicators for each terminal.
The second is dedicated to the comparison between the different performance indicators of
six (06) container terminals.

61
Annex I Questionnaire distributed to Algerian container terminals

Annex I: Questionnaire distributed to Algerian container terminals

This questionnaire was developed by LADDI Nyhal and MOKHTARI Chahinaz, students.
at the end of the cycle at the National School of Maritime Higher Education of Bou-Ismail (ENSM) as part of

of their end-of-study thesis titled 'Performance and Performance Indicators'

container terminals: case of Algerian container terminals", which aims to achieve a
performance indicator guide for Algerian container terminals, it is intended for
this effect on the leaders of the latter.

We ask you, Ladies and Gentlemen, the leaders of the container terminals
Algerians, please help us conduct a significant study by granting us some
minutes of your time to complete this questionnaire. We thank you in advance for
your kind cooperation.

Note:

The degree of importance is given by a scale from 1 to 5 where 1 means an indicator

not at all important and the 5 signifies a very important indicator for the terminal.
- A tracked indicator means an indicator that is monitored regularly. An untracked indicator is not...

exploited means an existing but unmonitored and unused indicator or data.

The Questionnaire

The terminal The service that filled out this questionnaire

……………………………………………… ………………………………………………

The data
concerning Is it
this Is it The unit of The degree exploited?
indicator measured? measure of importance
The indicator
Are they if he is
available? measured

Yes No Yes No 1 2 3 4 5 Yes No

II
Annex I Questionnaire distributed to Algerian container terminals

The flow of
containers or
with EVP
handled

The number
of scales of
cargo ships
containers

The duration of
stops

Productivity
of cranes
quay (number
of
movement/time
re or
EVP/hour

The capacity
dockside (or
cadence of
treatment

Productivity
of the docks
(cadence by
linear meter

The time of
stay of
containers on

III
Annex I Questionnaire distributed to Algerian container terminals

the park at
the import

The time of
stay of
containers to
the export

The capacity of
park (capacity
in EVP*
height of
garbage
average

Productivity
of the park (EVP /

hectare/ a)

The number of
incoming trucks
at the terminal

(per unit of
weather

The number of
incoming trains
at the terminal

(per unit of
weather)

The weather
of waiting for
trucks

IV
Annex I Questionnaire distributed to Algerian container terminals

The weather
waiting for
trains

The deadline

of execution of
trucks

The deadline

of execution of
trains

Deadline
customs clearance
containers

Name of
containers
cleared without
control
physical

Deadline of
inspections
phytosanitary
/ veterinarians

Time of
stay of
containers
submitted to
inspections
pesticides
/ veterinarians

V
Annex I Questionnaire distributed to Algerian container terminals

Please mention other indicators that are measured or monitored by the terminal besides
those mentioned in the table, if they exist.

Thank you for being collaborative.

VI
Annex I Handling equipment in a container terminal

Annex I: Handling equipment in a container terminal

Fig.01: Quay crane for containers [52].

Fig.02: The RTG (Rubber Tyred Gantry).

Annex I The handling equipment in a container terminal

Fig.03: The RMG (Rail Mounted Gantry) [53].

Fig.06: The traveling carriage [53].

Annex I Handling equipment in a container terminal

Fig.05 : The forklift.

Fig.06: Automatic guided vehicles (AGV) [55].

Annex III The responses given by the terminals to
Algerian containers in the questionnaire

Annex III: The responses given by Algerian container terminals

to the questionnaire.

Table 01: Summary table of responses given by container terminals

Algerians.

The terminals The data Is the indicator Is the indicator

concerning measured exploited
the indicator are-
Are they available?
1 2 3 4 1 2 3 4 1 2 3 4

The indicators

The flow of containers + + + + + + + + + + + +

or EVP
handled
The number of stops + + + + + + + + + + + +
of carrier ships
containers
+ + + + + + + + + + + +
The duration of layovers

The productivity of + + + + + + + + + + + +
cranes of the quay
Dockside capacity - + + + - + + + - + - +
(or cadence of
treatment
The productivity of - + + + - - + - - - - -
which (cadence by
linear meter
The length of stay of + + + + + + + + + + + +
import containers
The length of stay of + + + + + + + + + + + +
export containers
Dynamic capacity + + + + + + + + + + + +
from the park (EVP/yr)

The productivity of the park+ + + + - - + - - - - -

EVP / hectare / year
The number of trucks - + + + - + + + - + - +
entering the terminal
(per unit of time)
The number of trains - + + - - + - - - + - -
entering the terminal
(per unit of time)
Annex III The responses given by the terminals to
Algerian containers in the questionnaire

The waiting time of - + + - - + + - - + + -

trucks
The waiting time of - + - - - + - - - + - -
trains
The execution deadline for- + - - - + - - - + - -
trucks
The execution deadline of- - - - - - - - - - - -
Trains
Customs clearance time - - - + - - - + - - - +
containers
Number of containers - - + - - - + - - - + -
customs cleared without

physical control
Inspection deadline - - - - - - - - - - - -
phytosanitary
veterinarians
Length of stays of - - - - - - - - - - - -
containers subject to
inspections
phytosanitary
veterinarians

With:

the container terminal of Annaba;

2: the BMT terminal;

3: the Djen-Djen DPW container terminal;

4: the container terminal in Oran;

Yes; and

No.