• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 1998.10a
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• pp.255-261
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• 1998

본 연구는 물류산업에 있어 중심의 위치를 차지하고 있는 항만산업에서 컨테이너 터미널 운영 기업(Container Terminal Operating Company, TOC)들이 현재 처해 있는 경제 상황하에서 생존을 하기 위해 어떠한 모습으로 변화되어야 할 것인지, 그리고 21세기를 선도하기 위하여 TOC들이 반드시 갖추어야 할 역량이 무엇인가에 관한 체크리스트와 미래를 어떻게 대비해 나가야 하는가에 대한 로드맵(roadmap)을 제시하고자 한다. 먼저 국내의 컨테이너 터미널 운영 기업들이 현재 처해있는 환경에 대한 새로운 인식을 통해 컨테이너 TOC들의 목표를 재 설정하고, 차세대 컨테이너 TOC의 모델을 제시한다. 그리고 이에 대한 추진과제를 설정하고 이렇게 설정된 과제들 중에서 정보시스템 부분에 대한 실행 계획 및 요소 기술, 추진 전략 등을 제시한다.

• Journal of Korea Port Economic Association
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• v.32 no.4
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• pp.127-147
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• 2016

This study proposes the improvement scheme of the current lease rate assessment system (2003~2014), as a major problem solving area, for the Terminal Operating Company (TOC)'s wharf since the introduction of the TOC system in 1997. The study considers the reform system using three criteria: standardization, simplification, and fairness. The final alternative presented by the study adopts the lease rate assessment system, which newly reflects changes of facilities' property values for aprons, combining it with the related fees of the Korean seaport dues for open storage yards, warehouses (shed), passages, buildings and lands within leased facilities. The proposal anticipates that the new system will not only minimize stakeholders' confusion, but also resolve the main problems within the current system. The study, further, introduces the adjustment ratio, which will make the new lease rate of the apron equal to the current lease rate of a berth, for the individual TOC's wharf, in order to prevent a sharp increment in the lease rate of the apron. This is because the government or port authorities as lessors, need to give priority to lightening the burden of TOC's costs under the deteriorating business environment such as the slowdown in port throughputs' growth. This study makes a contribution by suggesting a new lease rate assessment system for the TOC's wharf, reflecting the value of property as well as leading to its simplification and standardization. Additionally, it may lead to the improvement of fairness by applying the same rate to all leased wharfs for the lease rates of open storage yards, warehouses (shed) and passages. However, it has a limitation that hinders the fairness: the lease rate for the apron cannot be imposed in proportion to the leased area, by applying the individual adjustment ratios. In the future, those adjustment ratios should be, gradually, rationalized to be the same target ratio (0.5) for each wharf, following an improvement in the terminal operating business environment.

• Journal of Korean Port Research
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• v.13 no.2
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• pp.215-232
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• 1999

Privatisation has emerged within the past few decades as one of the most significant challenges to public ports and their governments throughout the world. More than forty countries have committed to some form of port privatisation thus far and they will quite likely be joined by dozens more by the turn of the century. A decision to privatise ports can be driven by a variety of forces. The most obvious is to relieve a financially strapped government by turning to the private sector for an infusion of capital required to modernise and sustain port operations, or to bolster the national treasury. Inefficient and costly port operations can seriously impair the competitiveness of a nation’s export industries and artificially raise the cost and thus constrain the availability of imported goods. Privatisation in certain circumstances therefore holds the promise of stimulating economic growth particularly for those whose livelihood depends directly upon port activity and trade. The main objective of this paper is first of all, to introduce a variety of methods of port privatisation after reviewing the reason why port facilities should be privatised. This paper also aims to make some proposals with which a port privatisation process in Korea can be improved after summarising the present Terminal Operating Company(TOC) system propelled by Ministry of Maritime Affairs and Fisheries.

• Journal of Korea Port Economic Association
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• v.33 no.2
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• pp.97-109
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• 2017

The Terminal Operating Company (TOC) decides to replace the harbor cranes in order to increase revenue and profit through the improvement of unloading efficiency. To achieve this goal, substantial costs and efforts are necessary. However, the conative participation of harbor stakeholders is needed, because they will certainly be passionate enough when expected effects are obvious. The purpose of this study is to analyze the effect on stakeholders on direct and indirect cost saving when the cargo handling equipment is replaced. According to the analysis, a total cost saving of 6,561.8 million won will arise including a vessel chartering fee of 3,649.6 million won, a port facility fee of 1,528.8 million won, and fuel costs of 1,383.4 million won as direct effects. As indirect cost effects, a total cost saving of 3,107.0 million won will emerge including an environmental pollution cost of 2,134.8 million won and a freight inventory cost of 972.2 million won. Consequently, the replacement of harbor cranes in the TOC has positive effects on shipping companies, shippers, and the government in terms of costs and other aspects. The results of this study can be utilized as a basis to draw a conative cooperation of stakeholders on TOC's promotion of the harbor cranes replacement.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 1998.10a
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• pp.287-305
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• 1998

This paper deals with the problem of port administration and management of the port of Pusan. As the port of Pusan has been administrated by central government, Efficiency of port is worse than other foreign ports. These include the time-lagged port development, the inconsistent port planning with city planning, the insufficient long-term port development planning, the various operating authorities and the lack of port sales activities etc. To solve the above-mentioned problems, other superior ports are compared. The port Authority is proposed. It takes part in the long term port planning and the planning of financial provision. It designates and supervises the port manager, measures the result of port management and arranges the proposals. The port ownership transfer from Ministry of Maritime Affairs and Fisheries to Pusan Metropolitan. The port management is to be taken by the port authority and the port operation is to be performed by private companies. As a result, it is expected that port productivity increases and marketing power strengthens.

• Journal of Navigation and Port Research
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• v.41 no.3
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• pp.137-148
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• 2017

Port service level is a metric of competitiveness among ports for the operating/managing bodies such as the terminal operation company (TOC), Port Authority, or the government, and is used as an important indicator for shipping companies and freight haulers when selecting a port. Considering the importance of metrics, we developed software to objectively define and manage six important service indicators exclusive to container and bulk terminals including: berth occupancy rate, ship's waiting ratio, berth throughput, number of berths, average number of vessels waiting, and average waiting time. We computed the six service indicators utilizing berth 1 through berth 5 in the container terminals and berth 1 through berth 4 in the bulk terminals. The software model allows easy computation of expected ship's waiting ratio over berth occupancy rate, berth throughput, counts of berth, average number of vessels waiting and average waiting time. Further, the software allows prediction of yearly throughput by utilizing a ship's waiting ratio and other productivity indicators and making calculations based on arrival patterns of ship traffic. As a result, a TOC is able to make strategic decisions on the trade-offs in the optimal operating level of the facility with better predictors of the service factors (ship's waiting ratio) and productivity factors (yearly throughput). Successful implementation of the software would attract more shipping companies and shippers and maximize TOC profits.