Port Managment - Vitor Caldeirinha 2007 07 May 2007 Portugal in English

_____________________________________________
Texts about
Port Management
1999/2006
Victor Caldeirinha
___________________________________________
Setubal, May 07 from 2007
Texts on Port Management, 1999/2006
Author
Victor Caldeirinha
Editor
Job Issues
Printing & Finishing

..........................................
Legal Deposit No. .............................
Index
Page
Preface ................................................. ..................................................

.................Article 6
Introductory Note
................................................ .................................................. ..Article 9
IPort Marketing
1.Marketing
Port ................................................ ..........................
Article 11
2.Business Marketing
Port ............................................... ....... Article 14
3.Marketing Conference in Port
TOC ........................................ Article 16
4.Marketing of Container Terminals
1 ........................................ Article 20
5.Marketing of Container Terminals ........................................
2 Article 24
6.Marketing of Container Terminals ........................................
3 Article 29
Article 7Marketing of Container
Terminals ........................................ 4 Article 34
Article 8Marketing of Container
Terminals ........................................ 5 Article 38
Article 9The Price
Ports ............................................... ..............................
. Article 43
10.Options, branches or other alternatives to be used in this course of
studyPositive image of a Port in the "War" By
Guest ............... Article 45
11Purpose Port Marketing: Integrating
Product ............... Article48
12Customers
Ports .............................................. ........................
Article 51
13New Business Ports: Customers =
People .............................. Article 54
IIPort Planning
1.Spatial Planning and Port Areas of

Jurisdiction ................. Article 57
2.Terminals: Uses Public, Private and Dedicated .........
Article 60
3.Developing Traffic Roll-on Roll-off at the Port of
Setúbal ..........Article 66
4.The City and
Town .............................................. ................................
Article 72
5.National Port System: Strategic Alternatives to
South ........... Article 75
6.The Logistics and
Ports ............................................. ........................
Article 79
Article 7The Historical Evolution of Ports
1 ............................................ ....... Article 82
Article 8The Historical Evolution of Ports
2 ............................................ ....... Article 86
Article 9Concepts of Transport
Terminals ........................................ Article 89
studySSS = European Economic
Reorganization ............................. Article 94
11Intermodal Transport and Logistics
............................................. .......Article 96
12Terminals: Model of Investment Decision ...........
Article 98
13Port Planning: the Lisbon and Tagus Valley ...............
Article 100
14Rates
Port ................................................ ................................
. Article 102
III. Port Authority
1.An Organized
Port ............................................... .......................
. Article 104
2.Port Authority: Company or
General? .................. Article 106
3.Port Authority: What is your role in the
Economy? ................. Article 108
4.Public Port Administration: General
Model ............................. Article 111
5.Cooperation Port Authority and Port
Community ............. Article 114
6.Autonomy / Diversification versus Vocation
Ports ....................Article 118
Article 7The century of human-
Consumer? ................................................. Article 122
Article 8Platform Logistics and Port of
Setubal .................................... Article 125
IVNational Port Policy
1.After the Portuguese ports are not

Stagnant ......................... Article 129
2.Regions Portuguese
Port .............................................. .... Article 133
3.Regulation of Ports and Port
Services .................................... Article 139
4.New Spanish Law of Ports .............................................
............. 142
5.New Political
Cycle ............................................... ..........................
. 145
6.Coopetition and
Concorrariedades ............................................... ........
. 148
Article 7Investing in Brazil here
Within ............................................. .................
151
Article 8That the National
Ports? .................................................. ..... 152
Article 9Competition, Complementarity and
Cooperation .............................. 155
studyLaw
Ports ............................................... ................................
...... 159
V. Riparian Management Zones
1.Port City: Models of

Relationship ..................................... 164
2.Lessons on Public Management of Riparian
Areas .............. 167
3.Porto vs City - The Case of the Port of
Oslo ..................................... 170
4.Riverside Area
Setúbal .............................................. .................
173
Index of Tables and Figures
............................................. .....................................176
References and Sources

............................................... .................................................177
Acknowledgments ................................................. ................................

.................. ....178
Course Note
................................................ .................................................. .....179
Preface
The port management refers to the use of resources of the harbor or in

connection with a view to achieving results. Concerns and involves all
entities whose activities are or relate to the port.The overarching
concept difficult to define precisely but with greater timeliness.The
activities associated with it are of great importance, involving the state,
public institutions cas, shippers, port operators, freight forwarders,
shipping agents and many other entities.
However, the book in question is entitled 'Port Management', a term that

is associated with the action who focus on the port. It includes goals,
policies as strategies and objectives alkalinity ncare the long term and
held in the shortest time.Visa decision making for the implementation of
projects and doing business at ports. Of the many tools and
methodologies is evident in the strategic planning guidelines which
makes it more accessible to plans and their quantification of resources
and determination of values to be mobilized.
In practice, the port management involves investments in infrastructure,

equipment and other conditions of efficiency of services provided, the
options for port policy, the establishment of conditions for access,
operation and safety in ports and sea approaches many other activities,
so that the agents, operators and other entities achieve their purposes
in compliance with the rules laid down are of public interest or based on
the market.
In the past, more or less near the port was administered. State action,
the purposes stated in the public interest and the fact that this is
strategic infrastructure ca away, ever, until recently, the reason to
manage the port as an economic unit in competition in the markets.The
very concept of port has evolved so that today continues to make sense
to ask: What is a port?
In the port state interests converge, on behalf of which the agents only
have the scope to manage what is in the law, which stipulates what can
and should take place for the attainment of public interest and private
interests , whose representatives can do everything that is not
prohibited by law, active delivery of services in competition for the
company in pursuit of profit.
Are two prospects that are facing in terms of model but which
complement the aims and purposes own the port activity. It is, therefore,
wide leather materials of port management.
Dr. Victor Caldeirinha in good time embraced the challenge of dealing

with many and diverse subjects, some of which other innovative
controversial, given the views and interests, still others in the
demanding field of technology.He did so willingly, as a contribution to go
to so many could have more references.At the same time it did so in
demand and of course performing self - training qualifying as a better
professional, along with the condition of citizens more informed and
educated.
Who writes knows how hard it is sometimes to do the work of writing,

some more than others.Almost always requires great effort,
concentration, and strong predisposition to have clear idea and want to
transmit to go which is considered important to express.What is written
endures in time, both what is well done, and what fi ca less
accomplished.These are weaknesses that are often exploited to disrupt,
even if everything else has been done well.
So many who criticize do not write itself available, however,

confrontation opinionated, not what they did but what seems to them, as
gathered from other ideas that repeat through the spoken word to be
unfounded or written briefs.
Dr. Victor Caldeir inha, of course, with its frank, forward in a disciplined
manner by forming a regular basis and quality of thought to write about
topics of the management port. "Others could do it, too, enriching
everyone.
This book, document repository written in different times, the fruit of

their reflections or motivations of causes, has logical sense.Together the
major themes in texts that focus attention regular professionals, such as,
among others, the port marketing, planning a port or harbor national
political ca.
Innovative themes are, for example, port marketing, port business, voca
tion of the ports, 'national port', 'competition, complementarity and
cooperation' and models of relationship the city - port.To understand the
innovative sense it is necessary to read. Keep in mind that dealing with
marketing, business, vo cation and other issues of port management,
and derive from changes and how they are perceived today ports,
requires thorough knowledge of, ability to model and field instruments .
Are contentious issues, including strategic alternatives to the south, port

management, 'the Portuguese port regions' and 'teaching on public
management areas Ribeir yown'.In this case, it requires the overall
vision, sensitivity to other points of view, but above all, courage and
independence to properly expose and bold ideas that suggest the outset
disagreements and other changes that do not want.In this case, in
general, the time will consider the correctness of the proposals.
Themes domain of the technique are, for example, 'the town and
village', models of investment decision and 'to end Portuguese ports are
not stagnant. "Mastering technical cas, see models and learn tools
requires continuous effort in search of knowledge to consolidate
knowledge.This is a persistent research work banned by doubt to meet
the discovery.It is also dexterity with the humility of one who recognizes
walking through an endless path but with meetings and it is worth the
sacrifice.
In the end, as all the work reflection, the work remains incomplete to
remain the challenge.Can and must continue the path that is ca
mine.Congratulations on your initiative.
Prof Doctor J. Augusto Felicio

Scientific Director of the Post-graduate in Management of Maritime Transport
and Port Management, the Institute of Economics and Management
Introductory Note
This book is a collection of texts written between the years 1999 to
2006, organized by theme, but not by date, published in journals of port
and maritime sector and transport, without treatment or later update.
The vast majority of texts was published by the magazine "Cargo", with
emphasis on publication and quality in the sector.
Some of the texts, including the opinion, should be seen in context and
when they were published, revealing, of course, some changes in the
author's thought over time, as well as the influence of work that was
involved in the ports of Setubal and Lisbon.
Nevertheless, with the exception of one or other text, most subjects are
treated from an overview and cross-national port system, often based on
theoretical models applicable to any port in the world.
Must guard the reader to the fact that there is a recurring theme in
many texts: the application of the model AnyPort, J. Bird (1963) for
Portuguese ports on the broad trends in the development of ports, to
move away from the city center, increasing specialization of the
terminals, increased need for slope and size of vessels to serve.
Finally, it is important to note that this publication is not intended to

have an academic character, but just be a reflection on various topics
innovative and of interest to the Portuguese ports, obviously shaped by
the thoughts and opinions of the author, but seeks to encourage and
promote debate ideas in the sector and contribute to the development of
enterprises and supply chains that use shipping.
I Port Marketing
Port Marketing
Some might think that the functions of planning, development and

marketing will no longer be the responsibility of port authorities for
failing to operate and manage the terminal for loading and unloading of
ships and embark on processes for granting port operation - ports
landlords.
In fact, it is actually the opposite.Ports ca with Belgium, Holland,

Germany and even in Spain, where most of the terminals are operated
by private concessionaires, it appears that the functions of marketing,
strategic planning and development reach a larger role.
Its growing importance in the port administrations and port communities

due to the globalization of markets, increased competition, the rapid
changes in demand, changes in technology, the expertise of the
logistics, mergers and acquisitions of enterprises at national level and
world and the growing role of modality and cooperation between ports
and operators.
The mission of these port authorities is thus essentially of:
a) ensure safe access of ships, carrying the necessary work of

maintenance dredging and ensuring systems of aids to navigation;
b) protect the environment through the waste and the
availability of resources for environmental protection in the event of
an accident;
c) ensure accessibility road and rail to port terminals
unobstructed;
d) control and regulate the services provided by companies in the
port terminal operators, agents, towing and mooring, agents, etc..;
e) driving port development, through the Strategic Plan for
Management and Expansion of the port;
f) facilitate and lead the installation of new activities such as
new industries, logistics services and port terminals;
g) attract new customers and business, ensuring adequate level
of commercial activity and implementing the marketing the port, in
partnership with the port community.
In the new marketing perspective port, the port is seen as a factory,

which provides services - products - competing in the market, enabling
the business to different parts of the world.
The objective approach to the market can be achieved by implementing

a marketing strategy port, through which we analyze the strengths and
weaknesses of the port and the threats and opportunities.
The main instrument used is the "marketing mix" consisting of the

variables product, price, communication and distribution, through
which it can match the supply port to the customer's perspective.
The port may be considered the local level with equipment, buildings
and means of organization and served by accessibility, which provides
the interface between sea and land transport, and offers the product
port, or services operating loads.
The policy instruments are the product port (1) the location and geo-
strategic position, (2) the technical attributes of the port, (3)
the logistics of port and (4) to mark the harbor.
(1) location and geo-strategic position
a) geo-strategic position of the port from the markets,

production sites, the routes of goods and niche markets;
b) accessibility of the port to national and international logistics
centers and industrial cities;
c) physical characteristics of the port as a protection to the
winds and sea waves, natural backgrounds, types of land, protected
areas.
(2) technical attributes
a) infrastructure of the port, docks, embankments, buildings,

equipment, park and pier, access to the sea, land access nearby;
b) superstructure of the port or software, which includes the
organization, the information system, human resources, the network
of companies and services, the administrative area;
c) logistics of the port, or are the areas of storage, the interface
modal logistics parks and the 2nd line.
(3) port logistics
a) physical space of the port where the ship and move goods,
given its size and layout;
b) how operations are carried out handling and movement of
cargo and vessels;
c) areas and forms of storage of cargo in the port;
d) management and control of logistic processes associated
with handling, storage and other services to the cargo terminal.
(4) mark port
a) associated with the brand image, logo, designation;

b) identity and differentiation of the port in relation to
competitors;
c) internal culture of the port;
d) attributes of the port perceived by the client.
December 2001
Port Marketing Business
We are in time to take stock of the port industry in 2003 and we consider
that the national port sector performance was very positive despite the
economic adversity they have recorded.
In addition to policies that have been implemented by the respective

port authorities to counteract any negative influences short-term, it
seems worth the granting of port terminals to private operators.
Was it so fundamental strength, dedication and commitment of the

management companies on a concession on fresh charges, facilitating
the use of maritime transport and ports, creating lashings logistical
hinterland and improving the factors of competitiveness of ports.
With the definition of rent concessions and with the impossibility of

significantly increasing prices in a competitive market, the policy of the
dealers could only pass through the increased volume of cargo moved,
where they have excess capacity and competitive factors.
In a market with increasing private dealers, competition and

confrontation in the commercial market has become more important,
the only way to achieve their new business and enhance businesses and
franchises, whether you look in the perspective of terminals per se
"whether you look at a cross-sectional view of the economic groups
operating in several ports.
In this context, states are increasingly useful to business operators of

terminals, the use of new marketing tool port into its various
components of the instrumental mix: product, price, communication
and distribution, preceded by an indispensable strategic analysis of
marketing .
Strategic Analysis of marketing should be initially assessed the factors of

external environment of the company, group or port terminal, including:
a) Socio-cultural factors and environmental as values, attitudes

and habits;
b) Economic factors, Regional and Sectoral, as trends and the
economic, sectoral policies, community, shareholders and
municipalities;
c) Technological factors as R & D, knowledge and scientific and
technical;
d) Political and Legal factors, including the existing legislation and
policy guidelines.
They should be detailed knowledge about their own business, for what
may be useful the use of Porter's model, while respecting the evaluation
of the effect that the state can have on each of the following points:
a) competition from existing competitors, assessing the market

shares of the company and competitors, the number of competitors,
their growth rates and the industry, the factors of product
differentiation, different locations, capacities and occupancy rates by
market segment, the costs and exit barriers, the strategies of each
company and the potential for cooperation;
b) bargaining power of customers, evaluating the size of the

customers and their concentration and dependency on the sensitivity
of customers to price changes, the weight of the terminal in the cost
structure of the customer, the cost of moving the terminal, the rate of
customer profitability, any strategy of upstream integration with the
acquisition of port terminals, the ease and availability of market
information, the importance of quality of product offered, the
availability of substitute products and the number of competitors;
c) bargaining power of suppliers, analyzing the number of

suppliers, the company's costs in switching suppliers, the company's
weight for each supplier, the threat of forward integration with the
acquisition of port terminals and the existence of substitute products.
d) threat of new competitors, assessing the barriers to entry in

the new terminal operators, the importance of economies of scale,
the importance of product differentiation, the advantages of being
the first, the need for initial capital costs move to a new competitor,
access to transport facilities and agent network, the possible lack of
experienced staff, government policy and legislation, the
attractiveness of the sector and the possibility of retaliation to entry;
e) threat of substitute products, deepening the analysis on the

performance and price of substitutes, including the highway, its
profitability, the level of money, the propensity of the customer to
place in each market segment and the financial power sector
substitutes .
Following the strategic review should be defined corporate objectives

and strategy to be implemented to achieve these objectives, using the
instrumental mix mentioned above.
The product port is the first tool that the terminal operating company
and the dealership have to implement the strategy to pursue.
The product essentially consists of services for the ship, such as
berthing, mooring, various supplies, plan loads, and cargo, as the
operation of loading, unloading, storage, small assembly, consolidation,
groupage and transfer other modes of transport.
The product port terminal is determined by the services offered before

and after passing through the terminal, such as maritime transport,
entry to the port, road and rail accessibility maritime and logistics
platforms and the work of agents and freight forwarders .The operating
company can and should intervene in these areas also.
In addition to the normal variables of product-related infrastructure of

the terminal, docks, embankments, equipment and buildings and the
quality of services and of the labor force, the product of the port
terminal is limited by the port management, the network of agents, the
information system for shipping lines operating in the region and its
organization, the integration of the port logistics chain and the
characteristics of the group of cities and industries located in the
hinterland.
The main variables are the product port;

a) the location and environment, particularly with regard to geo-
strategic position, the accessibility and physical characteristics of the
port where you insert the terminal;
b) technical attributes, including infrastructure, equipment and
organization;
c) logistics, including how the charge moves through the terminal
and its layout and physical facilities and tools;
d) brand as a means of identification and differentiation of their
product.
None of these variables may no longer be associated with the port

variables of the product offered by the port where you insert the port
terminal in question.
In the case of corporate groups with multiple port terminals in different

ports, the assessment should be common but differentiated by market
segment.
March 2004
Marketing Conference in Port TOC

The major purpose of the 2004 TOC Conference, held in Barcelona, will
interest highlight five ideas that summarize the findings from the point
of view of port marketing:
1. Investing in the Exchange of Ideas
It is essential to the participation of executives of the companies and

port authorities in this kind of conferences aiming at updating
knowledge, exchanging ideas and analysis of new concepts and
solutions applied in other ports around the world.
At this conference, for example, participated speakers port authority

officials on several continents, terminal operators, shipowners, with new
ways of doing and assess the issues that are common to all ports.
The seminar, discussions, conversations in the hall, stands in the fair and
lunch are a unique opportunity to exchange different opinions, so you
can open the mind to innovation and how the other ports are treating
their expansion strategies of marketing, performance improvement and
ca pational terminals.No part is to stop in time and to withdraw into
ourselves. It is worth going to invest in this aspect and in our port staff.
2. Portuguese participation
Congratulations to the excellent attendance at the port of Leixoes with a

promotional stand in the TOC 2004, Barcelona, marking the presence of
Portugal in the Iberian Peninsula, as the Spaniards do much.
Also the main ports and some Portuguese companies had a presence of
important technical and were felt in the 2004 TOC.Positive note for this
new attitude.
3. Port Royal State in the U.S.
An interesting intervention was that of Mr. Franc Pigna, the AEGIR Port
Property Advisors, U.S., who presented the main ideas of the port
business, the importance of not only measure the profitability or
productivity per TEU per tonne per vessel per meter quay, but also
assess and compare the returns on real state, ie of all port areas per m2.
With the reduction of support from governments to ports, port

authorities should move towards a rational approach, looking for the
viability and profitability in all businesses.
She noted that port authorities should not subsidize this or that activity,
but act as a private company, choosing the most profitable, you pay
more per square foot, leaving the law of supply and demand work, and
the less profitable activities search spaces lower value per square meter.
And so, with the best return on real state, port authorities may
supplement their income, moreover, as has long been the port of New
York and New Jersey, landlord of many buildings.
4. Marketing in the Port of Rotterdam
It should be noted that the TOC has devoted an entire panel to port
marketing, and the Director of Marketing at the port of Rotterdam that
the important role of its leadership, with 100 employees, dedicated to
the promotion and encouragement of business of the port of Rotterdam,
and has representatives the world, as is the case also in the port of
Barcelona, Antwerp and Zeebrugge.
The work mainly involves the collection of market information, seeking

to attract new industries, supply chains away from the port and adapt
the infrastructure needs of the market, driving the development and
expansion of the port to the demand and enhancing the infrastructure
and logistics services of the port and the sea, with the shipowners, either
in markets in every continent, both in the hinterland.
However, it was evident that marketing, as old in other sectors, is still to

know the first steps in the ports, and new matter and therefore not well
understood by other experts in the sector, which often confused with
simple promotion and advertising or commercial function with the sales
and negotiating contracts, pricing or payment terms.
It is not easy for technicians who have lived entire careers without major
changes in the marketplace without a fierce competition, without the
need to "hear" the market and change the strategy according to him,
now realize why the port can not be limited to building terminals and
that it awaited the passage of the captive load, with nothing else to do.
It is worth looking at the larger ports, if we are to grow more than others.
5. Lock Road in England
Another important role was that of Mr. Steve Edkins, General Manager of
Community Network Services, which addressed the problems of
managing wait times for service truck in port terminals in England,
where delays and negotiations are already several years.
After several "arms of iron," in 2002, the terminals have agreed with the
major carriers experience a computerized appointment of withdrawal or
delivery of containers in the ordinance, the Vehicle Booking System.
According to the speaker, the attempted solution of the payment of

demurrage timeout hauliers did not solve the real problem of rational
organization of queues and "peaks" exaggerated at certain times, given
the service capacity of each infrastructure (solvable with a mathematical
model of queues).
But before you could create a perverse effect of exacerbating the

"peaks" with the demand by carriers for higher margins finance, looking
at the bus in the worst times.On the other hand, not easily pass on costs
to go to the end customers.
Solving the problem could spend to improve the service capacity to

service the terminal, but rather to streamline the process, smoothing the
peak moments and filling the moments of less waiting, better
distributing the arrival of trucks throughout the day and hours, around a
normal average number of arrivals, the appropriate physical capacity of
the terminal care.
A successful solution is to adopt an organizational model to the quality

of service road interchange in the port terminal by adopting a system of
pre-booking on the Internet for delivery and receipt of containers by
road transport, with maximum per hour.
This will smooth a little "peaks" in demand, with a tolerance of 30

minutes before and after the hour.In case of failure, the carrier pays the
reservation and in case of demurrage waiting to be answered, the
terminal pays for bad performance.It seems worthwhile to deepen this
experience.
2004
Marketing of Container Terminals 1
Recently completed, an additional quarter of a postgraduate degree in
Management of Maritime Transport and Port Management, which runs
for several years in the School of Economics and Management.
This is the only European courses that include an innovative course of

Marketing Port critical to understand some of the changes in culture and
mindset that are necessary to our ports.
This is the change of the current management model based on the sale
of port capacity in cargo volumes, the technical and operational aspects,
investment and movement of ships, to a management model based on
integrated marketing.
Based on service in collaboration, the needs of customers, the owners

and shippers, logistics network, the management of relationships and
trade cooperation in the global logistics of goods, the creation of
permanent working groups of providers and clients and strategies win-
win.
About this issue has recently published a book critical of Ocean Shipping
Consultants, OSC, which I set a milestone in the Port Marketing and
inspire some of my upcoming articles.
So, to start my analysis on the marketing of container terminals, I intend

to try to answer two basic questions:
a) the world container traffic going to continue to grow?
b) understand what matters when it comes to marketing of container

terminals?
The first question:
a) the rate of containerization will continue to grow, starting to

cover additional charges such as timber, pulp, iron and all bulk
(bulkcontainers), taking advantage of the reduction in freight
rates;
b) expected continued increase in exports from China and the

rest of Asia, India and Latin America, contributing to the increased
movement of containers;
c) the development of many regions still underdeveloped, it

offers the potential for growth in consumption of manufactured
goods and international trade, and thus of the containers
transported by sea;
d) the imbalance in trade between Asia and Europe and the U.S.
will not be able to maintain for many years, the expected gradual
increase of imports from Asia;
e) there is no sign yet of a possible limit growth of the shipping

container, assuming the maintenance of annual growth in the
ports of 6% to 10%;
f) the speed of consumption and the cycles of obsolescence of

products, including electronic, accelerates the growth of
international trade;
g) negotiations at the WTO (World Trade Organization) still have

much ground to go in opening up world markets, increasing
globalization movement;
h) the transhipment will tend to rise as a result of the

reorganization and rationalization of markets and competition at
global alliances of owners;
The OSC provides so that the movement of world container port grow
from about 350 million TEU in 2005 to about 650 million TEU in 2015 (+
6.5% per year), of which about 150 million transhipment .
On the second question:
a) the activities of container terminals is the provision of loading

and unloading container ships, with their parking, reception and
delivery of containers to and terrestrial reception, processing and
delivery of information related to the containers;
b) u m container terminal is subject to very complex flows.It is

unlikely the exact time of arrival of ships and trucks to the
terminal, due to the many variables that affect them, damaging
the rational management of work in the terminals.
However, you can set time windows of berths for ships and can be
set to pre-booking concierge services for road transport;
c) port services are perishable, and consumed when

produced.However, the capacity, availability and service levels are
variable in the service of port marketing;
d) a good level of service the terminal depends on both the

capabilities of the terminal, as the other service providers in the
port and port authorities.
On the other hand, also depends on input from customers, it is
essential to collaboration and co-operation;
Compliance with the window of arrival for ships and trucks, the
optimal load distribution by ship, reliable and efficient
communication, up the priorities of each client and container, are
fundamental to the good performance of the terminals;
e) investment in training, involvement and motivation of human

resources is essential in providing a good service the terminal.It
must be remembered that s services are provided by individuals;
f) s the port services are intangibles.They can not be judged on

basic directions of people, but only indirect indicators of speed,
productivity, reliability and flexibility, whose concepts and sources
are very questionable and may distort the comparison between
terminals;
g) There is great sensitivity to the image, including on price,

service level, security, reliability and speed are essential to master
communication with customers and the press, in good times and
bad times;
h) the level of price and service terminals suffers from lack of

transparency in its assessment and comparison, making it difficult
to free competition.It's hard to go the med level of service and
tariffs hinder the complex pre-calculation.The policies as price and
communications should make clear the value for money of the
terminal;
i) you must create a network of influence of the actors involved

in the choice of port covering their own decision-makers,
influencers, consultants, information providers at local, regional
and global strategic services, operational, commercial and
financial aspects of customers, shipowners, shippers, freight
forwarders, agents and logistics operators;
j) is necessary to take into account the influence of habit, inertia,

politics, systems of organization in existing contracts, alliances,
contacts, personal beliefs, individual strategies, the perception of
risk and culture;
k) the level of service port terminal suffers from large influence of

the state regarding the provision of piers and embankments, in
establishing rules of competition and regulation, environmental,
quality and safety in setting rents and dues and establishing links
to the hinterland areas of logistics and public;
l) is important to have good communication with the unions,

environmental groups and the inhabitants of the immediate
surroundings, not thus neglect the social responsibility of the
terminal.
June 2005
Marketing of Container Terminal 2
Market Analysis
An appropriate decision in strategic marketing and pricing policies,

product, communication and distribution should be based on prior
understanding of the market and the needs and requirements of
customers.
The main techniques used in this part of marketing are:

a) feasibility studies;
b) preview / objectives of demand;
c) analysis of customer satisfaction;
The marketing strategy should begin with the analysis of the

markets.Decisions taken without a market analysis can lead to over-
investment or even unnecessary investments.
The objectives of market analysis can be:

a) assess the feasibility of launching new products, entry into new
markets or developing existing markets;
b) monitor the level of customer satisfaction and improve the
quality of services provided;
c) determine the investment needed to improve services and to
meet demand;
d) support negotiations with customers;
e) develop new pricing policies;
f) establish target groups of customers in the terminal and
identify new opportunities or targets of communication;
g) identify market trends, competitors and customers.
Feasibility studies materialize in economic and financial ideas and
investments, evaluating risk and opportunities, and should include some
essential components:
a) identifying markets and target groups;
b) analysis of the composition, direction and size of trades;
c) assessment of needs and requirements of the market;
d) analysis of competitiveness, including the strengths and
weaknesses;
e) assessment of market potential and critical success factors;
f) Comparative studies of the total costs of the port;
g) risk analysis;
Studies of search must focus primarily on the definition of reasonable

objectives that lead to credible strategies, and not merely visions of the
future in "crystal ball":
a) develop estimates for the current year;
b) evaluate economic trends and the evolution of GDP, and their
influence on trades;
c) make adjustments to the input of customers, including
investments in new ships or change the lines or inland logistics
chains;
d) define additional values of traffic as trade policy objectives.
It should be also implemented a program to assess the level of customer

satisfaction, which includes the following steps:
a) establish target groups;
b) define the needs and requirements of customers;
c) design and test the questionnaire;
d) the interviews;
e) evaluate the results and determine the measures to be taken;
f) communicate the results and action plan.
Meet the Decision Process of Client
To understand the markets is essential to understand the behavior of

customers.However, in prime iro place is necessary to define the client:
a) There are two main groups of customers.Users d irect terminal
and not direct, but participants of the decision;
b) the shipping companies are direct users of the terminals by
ship, paying the bills, but sometimes can be represented by modal
operators and other staff;
c) shippers, receivers, logistics companies, freight forwarders and
intermodal operators are indirect customers who can influence
decisions;
d) terminals have traditionally focused their attention on the
shipping lines, but in the future would be required to bet on win-
win relationships with global carriers and intermodal operators;
e) also the image of inland transport along road and rail is
important, as well as the development of forms of cooperation with
these actors;
To understand the decision-making process is important to take into

account the decision-making units at local, regional and global:
a) who is buying - the person or team of client negotiates directly

with the terminal;
b) those who use - ship managers and operators of lines or agents
and local representatives, who are the eyes of owners in each
scale of the lines, always open to waiting times, run times,
rhythms, accessibility and trade issues;
c) who pays - the sponsor and the financial side of the line is also
an important influencer of decisions;
d) Information providers - there may be several suppliers of
information internal and external business customers, giving
signals about trends, perceptions and risks;
e) influencers and decision - makers and influencers may not
have direct contact with the terminal, but can sometimes be
identified in the hierarchical lines of customers.
In deciding, you may choose to separate the port and the choice of the
terminal.For each one there are certain criteria and compared that
decision makers usually have in mind:
a) the proximity of the market, the road / rail links and there are
loads in the hinterland of the port to justify the scale are the main
criteria in choosing the port;
b) TCO - Total Cost of Ownership or total cost of owner, including
all port fees, shipping costs and waiting, authorities and service
providers, compared with revenue criteria are also very important;
c) the THC - Terminal Handling Costs and operating costs of the
terminals, are fundamental in terms of weight in the TCO;
d) additional costs for changing the terminal may be important,
especially to the needs of new offices, hiring, information systems,
legal issues and environmental standards specific s, etc..;
e) on the other hand, there are criteria for clients from
shipowners, including the value of the goods, the reliability of the
scale, frequency, time in port, documentation, facilities and
flexibility, customer service, habits, global contracts;
f) normal criteria are price, speed, demand, flexibility,
performance, reporting, tracking, documentation, service level,
safety and reliability;
The segmentation of markets is very important for the terminal.H aver

that customers who choose interest and adapt to the selection criteria:
a) terminals are regional, national, hubs, feeder of transhipment,

deepsea.Mer Each market has its own distinct criteria;
b) some owners acting through agreements: for rent slots for
container exchange agreement slot spacing, vessel sharing and
alliances, trade cooperation, specialization areas worldwide,
shared containers, multi-line agreements.Some lines work in
"clusters", sharing vessels and markets, requiring special spaces in
the terminal for this purpose;
c) the strategies of the lines are increasingly global, concerned
not only with the performance of terminals, but also with
terrestrial links, the ordinances and logistics platforms in the
hinterland;
Marketing Strategies
The terminals may seek to grow based on increasing its market share or
the extent of its value-added services.
The growth of market share should be based on:
a) seek new customers;

b) attract new sets of lines;
c) attract new feeder services;
d) attract new flows of import or export cargo.
Create new value-added services can strengthen the link with the
customer and increase the cost of switching port:
a) deposits of empty containers or containers slow;

b) areas of repair of containers;
c) new supply ships;
d) CFS, consolidation and deconsolidation;
e) Warehouses and distribution;
f) Small assemblies;
g) Intermodal and logistics services;
h) Facilities on the Internet.
However, it should be borne in mind that customers of a new logistics

area may not increase traffic in the port.
Attracting new lines and owners may require the prior creation of
advantages in terms of costs, quality of service, capabilities and models
of collaboration.
The promotion and collaboration with major global carriers can create
opportunities for new flows of cargo at the port and to attract new lines.
The creation of networks of service providers in the hinterland can

benefit from the terminal, providing new volumes to the shipping lines
and comparative advantages to the terminal:
a) network of port terminals in the region;

b) intermodal connections;
c) second line terminals;
d) networks of transport companies;
e) coordination of distribution services;
f) information networks - e-solutions;
g) network marketing and sales at local or central.
The collaborative strategies can be performed on the supply side or the

demand side:
a) connection to global network operators of container terminals

could benefit commercial and operational level of information
technology, equipment and management;
b) solutions of win-win cooperation with shipping lines can go
through the exchange of information, setting up joint working
groups, programs, rental space, cost sharing, dedicated terminals
or wharf capacity guaranteed, and may even reach projects joint
operation of dedicated terminals.
Table 1 - Matrix of the growth strategies of Ansoff

Services Extension of New services
Available existing
services
Existing New clients inMore deposits ofRepair of
markets markets for theempty containers,containers, local
same services most or the besttransportation
Penetrate thearea of cold Port services
hinterland Lashing
Extension of Cooperation withInspection Intermodal
existing shippers services andBuilding networks
markets New networks ofadministrative
feeder
New hinterland s
New markets Into newCFS Warehouses and
emerging areas Cold Storage distribution
Source: CSO, 2005
Some ideas to remember:
a) is easier to keep a customer, to recover it;

b) is easier to develop a market, to enter a new market;
c) the development of services and markets is easier than
diversification;
d) strategies for developing markets may reduce the dependence
of certain lines;
e) stores and value-added services hold the load port.
September 2005
Mix and Level of Service
Customers of a container terminal are actually co-producers of their own

level of service.Thus have a dual role in the production process on the
one hand, while defining customer requirements and needs and,
secondly, in collaboration with the terminal for the fulfillment of those
requirements.
The components of the service mix of container terminal are as follows:
a) the benefits obtained by the client or the needs met by the

service;
b) services, processes and basic operations offered by the
terminal;
c) additional services offered and intangible benefits;
Benefits can be differentiated by type of user terminal:
a) owner - to ensure (or restore) the integrity of the line time,

minimize time in port to guarantee the promised service to
shippers and receivers or guarantee the entry of containers behind
the ship;
b) operators, shippers and minimize turn-around in the cargo
terminal, ensure a steady and reliable cargo through the terminal,
minimizing time on the links between modes of transport, parking
areas or ensure the JIT or just as planned;
Basic services consist of:
a) loading and unloading of ships;

b) loading and unloading of trucks;
c) loading and unloading of trains;
d) storage of containers;
e) provision of information on containers and on the level of
service performance;
f) the services can be further separated by type and size of
containers, reefers, dangerous goods, bulkcontainers,
tankcontainers, full and empty containers;
Additional services may include:
a) models of billing and payment services;

b) model of information exchange via EDI or WEB;
c) guaranteed level of service and penalties;
d) complaints handling;
e) reliability of service;
f) personalized;
g) repair of containers, special warehouses, parking of long
duration;
h) inspection services, etc..
Before assessing the service levels of the terminal, should be defined

indicators and standards of comparison, for example:
a) levels of service previously contracted or negotiated;

b) performance agreements and flexible daily, depending on the
specific needs of the owner to restore the integrity of the scale or
timing of the peak saturation capacity of the terminal;
c) levels of performance implicit and accepted as standard in the
market, although not contractually agreed;
d) levels of competitive performance of other terminals, which
serve as a comparison;
The perception of service levels by the owner, is as important as the real

indicators of performance.The poor performance tend to be remembered
more than good.
Service levels must be achieved on a regular and continuous, and
predictable. The individual indicators commonly used are:
a) ship - turn-around in port, waiting to enter the port, waiting to

dock, number of assigned cranes, gantry productivity, flexibility
"window" of entry of the vessel, possibly in late indicators of scale,
months per year;
b) land transport modes - standby time, operating time, time to

turn-around, time with administrative procedures, level of
flexibility in service;
c) services to containers - the total time in the terminal, taking

into account the needs of the customer's storage, speed, reliability
and flexibility, number of days of free storage, capacity and
available capacity for storage, connection time to the land
transport modes, flexibilities for delays or early arrivals of ships;
d) general services and organizational - operation twenty four

hours in port and on land, meal breaks, strikes, shifts, speed and
flexibility in the treatment and provision of information, ease of
operation and business contact, terminal location, access, queues
standby safety system load.
In order to ensure the competitiveness of its offer, the operator of the

container terminal should work continuously improving levels of
service in areas:
a) equipment;
b) staffing and training;
c) the size of piers and embankments;
d) intermodal connections and accessibility;
e) cost reduction;
f) information systems;
g) organization and administrative procedures.
The level of service terminals varies according to the structure and

process of production of these services:
a) Service multiuser
Most container terminals using the system first-come, first-served

does not serve the specific needs of the client ca.The model window
of arrival of vessels, with the reservation of a regular space dock, you
can increase the flexibility.
However, the management of delays or advances in the arrivals of

ships from different customers, should be treated with special care
and attention to the need and importance of each.The distribution of
cranes per vessel may be a management tool satisfaction of needs.
Owners who have to manage their various lines may agree schemes
dedicated pier or priority to their lines or alliances lines.
b) Client Co-producer
The client can also help in improving services of the terminal

operator:
i. choosing a window outside of peak periods;
ii. with the timely arrival of ships;
iii. with a load distribution on the vessel to allow the use of
as many gateways as possible;
iv. providing maximum information to the terminal,
correctly;
v. with the timely arrival of cargo and with the correct
documentation;
saw. informing the terminal of the needs and constraints of
each scale;
vii. forming teams of coordination, verification, definition of
procedures, analysis of complaints, assessment indicators
and the satisfaction of end customers.
c) Dedicated terminals
In contrast to multi-user terminals, the concept of a dedicated

terminal is the allocation of all or parts of a terminal, or just this
capacity, the operation of exclusive lines from a single client or
customer alliances.
The owner can be concluded that the level of service a multi-user

terminal is not sufficient for their needs as it is subject to delays and
other performance-line customers, which can generate peak
temporary saturation capacity of berths, equipment and lattice staff.
Moreover, the information systems of a multi-user terminal should be

integrated with the systems of all the different users, and may not be
completely compatible to the needs of the owner of a particular, not
using all its capabilities.
In the view of the shipping line, the advantages of a dedicated

terminal may be:
a) greater control over operations;

b) lower total costs, but entails a greater risk of investment and
utilization;
c) best performance;
d) ease of integration of lines and other logistics processes;
Table 2 - Concepts of optical terminals on the shipowner

Multiuser Dedicated Dedicated
Capacity Terminal
Investment 0% 0% Article 100
Control Level low average high
Risk of Under- low average high
spending
Fixed Costs% 0% 0% to 50% 50% to 100%
Economies of Scale low-medium medium-high Article 100
Level of low-medium medium-high Article 100
cooperation
Priority window reserve integration
capacity
Capacity window + fixedfixed
tolerance
Source: CSO, 2005
The concept has several dedicated tradable options, which range

from the terminal fully or partially dedicated to simple dedicated
capacity, or only priority in booking the berth:
a) terminal fully or partially dedicated to one company or

coalition of owners, it is not possible to be used by other owners,
including cranes, wharf, embankment or park equipment - it needs
a minimum amount of activity that justifies this approach;
b) reservation scheme and wharf capacity sufficient slope for

parking of containers, ie, "dedicated to the pier, but multi-user in
the park";
c) the concept of dedicated capacity, it is recognized that the

line is not interested in a particular gate, wharf, embankment or
personnel, but the continuing availability of certain level of ability
with certain characteristics and level of service.
In the case of dedicated capacity, is usually reserved for a certain

maximum capacity of the terminal to the line that can be measured in
different ways - X meters of quay cranes Y, Z m2 of slope may be
defined average levels of service by a ship or years (performance multi-
ship).
The agreement may include the use of available capacity by a third

party, when not in use by line, or the availability of additional capacity
when needed.However, this type of agreement is only successful when it
implemented a system of strong cooperation, through:
a) commitment to a long-term cooperation;

b) organization of regular exchange of views, experiences and
goals;
c) the daily operational meetings;
d) processes and procedures set together;
e) joint involvement in the planning of operations outside the
terminal - logistics ship, cargo, access, parking line 2, etc.
f) synchronization and inter-modal links between deepsea and
feeder lines;
g) integration of information flows and systems;
h) set focus on the level of service and capacity.
October 2005
The Fees
A key component of the marketing of container is the variable price, ie,

the pricing system practiced by the terminal operator to its customers in
return for his services and equipment and facilities it provides.
The rate of terminal operators are the biggest share of the bill paid by
the port and cargo ship in port, in addition to the rates of towage and
pilotage, the port authority.
Regarding variable cost, the question arises who is billed as the rates
are determined, the principles of pricing, pricing strategies and
adjustment of discount structure of the terminal.
The rate base of a container terminal can be divided into:
a) move the vessel;
b) cargo handling;
c) intermodal operations;
d) parking and empty containers;
e) movement of transhipment;
f) discounts.
The tariffs can be freely determined by the operator or determined by

the port authority. Often, maximum values are defined by the port
authority, to protect small customers access to public service, if ndo free
trading below those values.
Other times, the Port Authority may determine the maximum level of
profitability of the operator or minimum levels of quality, which
influences the amount of fees the practice r.Rents set by the port
authority are always consequences in the final rates of the operator to
its customers.
The choice of the tariff depends on the size and buying power of the
state of the market and competition, the model of decision making by
clients, the objectives of shareholders and marketing strategy.
The tariffs should be adjusted results to business objectives and the

profile of the trades.In transhipment should get special discounts exist
for shipowners.In cases where the decision maker is the charger, the
discounts should focus on markets doria.When you want to extend the
geographical area ca, discounts should facilitate this strategy.
It is usually advisable to divide the bill by carrier, shipper and intermodal

operator, holding dominion over the prices charged to each weighted
value added that was offered.
The structure of tariffs should take into account:
a) the movement of the container to the park or to the vessel in

deepsea, the feeder, the transhipment, of full and empty;
b) movement in the truck, rail or barge;
c) the parking (X days free);
d) movements in the park;
e) overtime;
f) operations with the container (inspection, consolidation,
repair).
There are also charges for administrative costs and other services:
a) with the importation, receipt, submit documents to the
authorities;
b) change of weight class, class, IMO, customs declaration,
reporting, information systems;
c) plane loads;
d) use of the pier;
e) supply of water and energy;
f) connect or repair stores;
g) use of special equipment;
h) handling of hazardous materials;
i) consolidation and deconsolidation CFS;
j) inspection and decontamination;
k) weighing, labeling.
Can be defined pricing packages for such sets of services, with fee,
provided they met certain conditions, facilitating and being more
transparent.
A tariff less complex and more general, can have benefits of

transparency, facilitating administrative and commercial loyalty,
reducing conflicts with customers.
THC Terminal Handling Charge, which includes the cost of the terminal,
is the term used by the owner to reflect these costs on your end
customer in a more simplified and can be broken down by type and size
of containers.
The standard contract between the owner and operator of the terminal,
the CHA, Container Handling Agreement, usually includes:
a) the object, the identity of persons and initial considerations;

b) definitions: terminal, ship, rga ca, transaction handling, etc..;
c) duration and termination;
d) normal working hours, included services, guaranteed
performance levels, windows of arrival of vessels, procedures in
the operations, duties and exchange of information;
e) rates, discounts, incentives, indexing and updating the CPI or
in accordance with the evolution of labor costs;
f) insurance, duties, responsibilities, warranties, billing and
payment, arbitration, force majeure, applicable law and
confidentiality.
The contract duration may be indeterminate, but is usually linked to

economic cycles of each market niche of shipping.Cycles result in
imbalances between supply and demand for sea transport. Verifi ca is
the increase in ship construction, when demand and freight rates are
higher and the scrapping older, when supply goes up demand and
freight decay.
The discounts are usually a way to influence behavior in desirable

customers:
a) volume to capture charges;
b) market to capture certain markets;
c) service, when met certain levels of service;
d) use to promote the use of certain equipment or wharf or to
reduce "peak" of work;
e) sharing of gains, while resulting cost reductions due to
agreements.
The discounts should not be general, but focus on certain types of loads,
customers or conduct and should have made a visible, real or
psychological.
Examples of discounts:
a) on rates of growth of volumes handled: 5% -10%, 11% -20%;
b) the volumes handled: 10,000 to 20,000, 20001-40000;
c) differentiated for the second, third or fourth liner of the same
owner;
d) to encourage new lines in its first year;
e) by type of market: the EU, EU-USA, Far East, South America;
f) for vessels that comply with the time of arrival or time of
operation provided;
g) as compensation for charges that take longer to be dispatched;
h) for parking of empty transhipment market;
i) for those who have and are required planning agreements with
the terminal, either on the ground, either on the pier;
Sometimes the owners put out tenders for various terminals, requesting
full proposals with prices for towing, and rates of pilotage authorities,
which valued discounts.
There are several pricing strategies:

a) cost-oriented;
b) oriented customers;
c) oriented competition.
Pricing strategy focus on costs, the analysis ABC - Activity Based Costing
analysis involves allocates tion of all the costs of terminal fees for
services.But some overhead costs are difficult to allo cation, such as
research and development, legal costs, systems rmação info.Thus, you
can use the method of variable or marginal cost, defining also a portion
of fixed costs to pay for each container or vessel.
But this strategy can not be wrong because commercially attractive or to

be very complex.
The strategy focused on the customer, are assessed their needs,

adapting to the tariff and its incentives.Should realize that as we go up
the price, we can offer a better service, but we may be away some
customers, so this trade-off should be managed with special care.
The targeted strategy for the competition depends on the position that
the terminal has the market:
a) leader - one who sets the market price, but must defend its
market share;
b) challenging - it can cut prices to capture market;
c) follower - not define your pricing strategy;
d) niche - can eventually charge higher prices.
A final issue to be taken into account in pricing, is the elasticity of

demand to changes in rates.The elasticity may be very low, for example,
where the weight of the port cost in the total cost of shipment is reduced
or when the terminal is local monopoly.
The elasticity may be greater if there is competition, if the markets are

on the land border hinterland or if there is a high power of decision by
the owners.
One should note that there is always a certain inertia to switching from
one terminal to another and that not only the price influences the
decision.
May 2006
Communication Terminal
In the early stages following the purchase of a new container terminal,

promotional activities, initiated by the operator, may be focused only on
the characteristics of the terminal itself or include all the surrounding of
the port where it belongs.
The choice depends on whether the port authority and / or community

port agents are proactive and have already carried out work to promote
the port.C aso the answer is positive, the operator can immediately
proceed to the promotion of your terminal.
When communities are not proactive or when the terminal is a

significant part of the port, then it becomes important to promote the
port first, in collaboration with the Port Authority.
The focus of promotion should be based on the advantages of the port,

ease of use, the characteristics of lines and destinations, the flow of
charges, transhipment, reliability and flexibility of port and land
transport.Other important visits to the hinterland and the foreland, the
on-sale terminal services and direct marketing.
Communication Strategy
A preliminary definition of the objectives of marketing is crucial to

developing a communication strategy may include the acquisition of new
customers, increasing market share, expansion of the hinterland or the
provision of new services.
Must be decided if the aim is to increase traffic feeder and deepsea

shipping lines or if it is to attract importers and exporters of a given
region.One must realize that communication services and their
conditions can influence the preferences of potential customers.
The introduction of a new service, for example, increasing the service

cold, may be targeted agents and offices of scheduled sites.
The public communication without a clearly defined target may be

difficult to achieve and involve high costs of no return.
For example, if the objective is to obtain new customers industrial sites,

hardly makes sense to invest in advertising in ads indirect means of
communicating tion of mass.Make more sense measures and direct mail
or sales calls to target customers.
The objectives of the communication may be, for example, create the
brand value, contribute to the knowledge and understanding of terminal
services, influence the preferences lead to the choice and increase the
use of certain service.
Potential customers are the owners / operators of regular lines,

manufacturers, importers and exporters in the hinterland or foreland,
intermodal operators, providers of logistics services, the consultants.
In the regular lines, the decision may be to influence local and regional
offices of the lines services, online marketing services, and financial
operations of the line, decision-making on international lines, ports and
legendary ca.They all have their share in the final decision on the choice
of a port.
The Message
After deciding on the target customers, should be set to pass

messages.The message can be informative, appealing, pointing out
specific proposals or offer to build lasting relationships.
After passing the message, you must be prepared to respond effectively

and contacts, whether to request more information, request specific
proposals or even realize the business.
Some customers maintain a database very up on what works, prices and

times of ports and transport in the hinterland.But others have no such
information is very helpful disclosure.
On the other hand, some beliefs, attitudes and habits can influence the
perception of customers about the reality of the port or terminal. This
can be changed with the communication ca tion.Should be borne in mind
the psychological processes that influence the perception of people,
such as selective attention, selective distortion and selective retention.
The message should be aware of these issues and force the desired
perception. The frequency, the identity of the message, its impact and
the means of communi cation used influence the effect of the
communication effort.
For campaigns that generate a large volume of contacts returned by

customers, may be useful to establish a call center or a temporary page
on the Internet FAQ (frequented asked questions).Other answers must
be given personally and dedicated each, so as not to lose business
opportunities.
The measurement results of the communication campaigns can be

accomplished by quantitative analysis of the increase in customers and
loads, the improvement of the image (as assessed by the survey), the
number of requests for information, responses to emails and access to
the page Internet.
Media
In the case of advertising, it is important to publish frequently in various

magazines and newspapers from industry, shipping and foreign trade.It
is also important to maintain a good relationship with the press in order
to benefit the largest possible number of free advertising through the
regular publication of press releases.
In respect of direct contact, email and direct phone can be efica zes.The
communi cation by mail should be multi-step, be relevant and tailored to
the groups of target customers.The electronic newsletter, for example, is
an excellent instrument.Should be avoided messages very often
irrelevant content.
But direct selling is the kind of communication most important

achievement of a container terminal.It has a large feedback effect on the
slope of attracting new customers and building lasting relationships,
despite its higher unit costs (per visit).The effort to visit should be
conducted among global shipping lines, but also among freight
forwarders, importers and exporters.
The events for specific clients, seminars, milestone events, openings,

presentations by customer type (owners, agents, industries), guided
tours, videos, handbooks, magazines, gifts and "press releases" are
instruments not to be overlooked.
Table 3 - Characteristics of Types of Communication

Environment Means of Mass Marketing Contact
Communication Direct Staff
Factor
Reach High Average Low
target group
Cost per Low Middle High
contact
Effect return Low Middle High
Source: CSO, 2005
Customer Relationship
In a port terminal, it is very important to plan well and dominate the

daily relationship with large customers, particularly with the regular
lines, since the loss of a line implies usually a substantial impact on the
business of the terminal.
You need a professional management of the relationship of all
departments of the terminal to the customers. Cooperation with the lines
is critical to the performance of terminals.The marketing relationship
with the client must take place at the strategic, through collaborative
actions, and tactical, operationally and commercially.
It is intended that trade relations be developed win-win with customers,

especially with shipping lines, creating, building, maintaining and
extending joint actions and mutually beneficial relations in the following
areas:
a) for new customers;

b) definition of new services to existing customers;
c) communication services offered;
d) negotiate rates and updates;
e) support services to customers;
f) information about customers;
g) accounting;
h) operational management.
It is important to know the decision-making lines, building a good

network of personal contacts between the structures, know the total cost
of the customer, be aware of competitive offerings, and above all,
"listen" to the client.
Transparency Policy with Customers
Maintaining a win-win relationship between the terminal and a customer

shipping liner should be based on transparency, which may not be the
most common practice.
Supporting the line to gather information on potential clients on the best

land routes, may help maintain a proper relationship.
To publicize in a transparent way, the accounts of the terminal, its

difficulties and operational reality, setting the rules for a common
approach, also helps.
Clear and honest about the performance of the terminal, it is very

important to build a relationship of trust with the client.Transparency d
communication can be an important objective in a marketing strategy to
target groups.
There are three levels of development in the marketing policies of a
container terminal, and obviously the level of integrated marketing to
what should be developed with key customers of the terminal:
Table 4 - Political Marketing

Guidance for Guidance for Integrated
Theme Sales or the Service or Marketing
Product Market
Focus Sales Customer Collaboration
Service Level Defined Customer Customer
technically requirements requirements
Productivity Operational view Customer Profit sharing
Gains Satisfaction
Customer Shipping line Customer Group Network
Concept of Service window Dedicated Chain
Service in the terminal capacity
Sales Orientation Management of Management
volumes client account relationships
Thought Inside out From the outside Balance
Focus Serve ships Management by Logistics
Operation objectives container
Source: CSO, 2005
December 2006
The Port Price
The price is the economic tool that allows automatic adjustment of the
encounter between supply and demand of goods, canceling remains of
resources produced or unsatisfied demand.
Although the mechanisms are not perfect, and they can be distorted by
several circumstances of imperfect competition, monopoly or state
intervention, prices have been able to play its role in the economy over
time.
Also ports, price plays an important role as a source of investment

financing, operation, maintenance and renewal of infrastructure and port
facilities, despite its low weight the value of goods and in the context of
the transport chain.
Applying the perspective of the user-pays principle is essential to

determine the necessary level of public funding of ports, not limiting
their competitiveness in relation to competing ports.
The state may subsidize part of the competitiveness of port terminals

whose financial viability is negative, but whose social and
macroeconomic impact is recognized. This happens in most countries of
the European Union, where states and cities su bside more than half of
the investment.
Theoretically, prices should reflect port at least the cost of production or

the marginal social cost:
a) variable costs that occur only when consumed (eg, diesel);

b) variable costs not recoverable (eg, hand labor, equipment);
c) fixed costs (eg embankments, piers);
d) external costs (eg pollution).
The variable costs should be clearly linked to the price of use of each
service or equipment, thus regulating their use, through market
mechanisms.
Fixed costs are sunk, even in the long term should be linked to the
extent of use of the port by ship and cargo, in the case of common
property (ie, means of security and surveillance), and by dealers, in the
case of embankments and piers.
Nevertheless, one can provide some degree of risk sharing between the
concessionaire and the grantor, the adaptation to market conditions,
using the mechanism of variable rates and rates of usage of the port,
also variable.
The most recent economic trends point to:

a) reduce intervention and subsidy of the State economic sector,
avoiding distort markets;
b) the financial autonomy of port authorities, under the Model
Land Lord Port, concession of port terminals.
Therefore, it is essential to keeping fees and prices that allow such

design, except for participation, transparent, upfront investments in
platforms and mounds of new public terminals, which have positive
impacts on the economy, but are financially unviable.
The price and port taxes are so essential tools in the port if it does not
compromise their competitiveness and become not only sources of
funding for growing current expenditure, unnecessary to the business of
the port.
Absurd could imagine a port without fees, but this would mean:
a) not a tool for management of infrastructure and quality of

services;
b) the occupation of the berth or anchorage without limit or
criterion;
c) the absence of an economic limit for investment in port;
d) rivalry irrational occupation by type of cargo or vessels;
e) unfair competition with other ports and modes of transport;
f) The non-resource costs expended for its users and so on, no
impact on the economy, distorting the market;
g) State financing, and all of us, for services provided to ships and
rgas ca.This is a profitable business for many companies ..
The price port can also be used as variable marketing the port, despite
the large inelastic demand for adaptation to the values of competition,
regulating the occupation of the infrastructure and quality of services or
attracting certain types of lines or loads interesting.
November 2003
Positive image of a Port in the "War" For Customers
Corporate Image Company
According to Justo Villafane, in his book "Positive Image", publisher

Sílabo, the "corporate image" of a company that has nothing to do with
the "corporations" or "associations", but to the corporate image business
is the image perceived by the public and customers who choose the
product or by potential customers.
The corporate image is thus constituted by:
a) corporate behavior of the company, assuming the modes of

action of the company in its management functions, including
production, marketing and product characteristics;
b) corporate culture, which is the ideology of the organization and

the assumptions and values related to the business and its
employees;
c) corporate personality of the company, or is the image the

company wants to project of itself, intentionally through
communication.
The corporate image of the company comes as the sum of positive and
negative real and perceived by customers.This image and its comparison
with that of competitors, resulting in large measure the volume of sales,
profitability, future development of their market, the search for new
customers, the value created and existing employment and create.
In the absence of a positive corporate image, customers may change,

choose a competitor.
Image Porto
These methodologies apply to ports and port terminals in market

competition.When a port has a negative image, is marked by the
departure of customers that can change, losing all those living and
working in the port.
It is essential to steady, and solid build a positive image of the port,

maintained as a "plan" they were, lacking all the attention and constant
improvements to grow healthy.
It is essential to constantly adapt the product to the customer port,

adaptation of infrastructure, equipment, logistics port, patterns and
productivity, information, service enhancements, accessibility sea and
land, as well as continuity of service, reliability, good social climate, the
organization and cleanliness and quality of service.
In the image of the services offered at the port and its infrastructure and
superstructure must be accompanied by a strong and positive culture of
the port, the businesses and their employees, dedicated to providing the
best customer service, quality and reliability above the other ports.
Only with these two previous pillars, built in day to day, so strong and
positive, can the "communication" to convey a personality corporate
customers and the market, credible and real, communicating a positive
and desirable product and forming a image port competitive, conducive
to overcome the competing ports in all market segments and to attract
more ships and cargo, creating jobs and contributing to a region of
companies and people winning and competitive.
Sustaining a positive image of Porto
It is essential that those who live in a port, who feeds his family from
their work in a professional and competent in a port or have working
relationships with a port, is primarily intended to keep alive the positive
product of their port. And constantly spreading a positive image of the
organization where it is located, will help attract more traffic, more jobs,
more value and more life to your port.
It is illogical and irrational to give a "shot in the foot" by making a

negative image of the port that feeds and sustains, that both costs and
then recover.Doing away lines, ca rgas ships and ports to other
competitors, often without apparent purpose or reason appropriate to
our times and the values of economy and society in which we live.It is
illogical to go negative contributory to the services it sells.
We all have the highest degree of responsibility to lower the employee's

employer, the employee handbook to the intellectual and commercial,
we make a positive and active for a favorable image of the product we
sell the port, improving its features and spread them.
It seems often be necessary to establish a broad social pact, or a front of

"goodwill" in order to preserve the positive image of the port, required
an environment of sustained growth in a highly competitive market.
Otherwise, it reduces traffic, ships, ca rga, business, wages, employment

and life.Who do you want this scenario in your port? You need a
commitment to success, to increase the activity, not reduce it.
A winner port generates more business, employment and benefits for all.
Why not go to a contributory "pie" bigger, rather than fight for a bigger
slice of a "cake" shrinking?
Focus on Perspective "Client Port"

In this context, and only with the objective of increasing the business of
the port, in view of the port marketing, which I consider necessary to
define a particular concept of "client port to meet" and to attract and
maintain a constant positive image of the port, connected to the real
advantages of the product offered.
It refers not to the concept of customer-debtor in the view of accounting

models, or consumers of port services from the perspective of
macroeconomic models, or user terminals, with a view to engineering
works or the supply chain or B. There are many interpretations with
different models and objectives.
It refers to the concept of the customer who can choose their port in
Portugal or Spain, and you may choose to leave or enter, which is
constantly assessing the global supply of the port which must be
satisfied to come back.
They are not here to market segments captives, whom the state must
ensure a minimum public service quality.This is pure competition the
market segments in "War by customers" and clear objectives of
increasing sales, rather than theoretical wanderings without any
practical purpose.
It is here that fits the model of the positive business of a port, which
aims to attract and satisfy customers who have power of choice, in
conjunction with the use of other variables of port marketing.
August 2004
Objective of Port Marketing: Integrating Product
The increasing globalization of production and consumption, not

necessarily imply increased competition between regional centers of
concentration and decentralized networks of multinationals, and
globalization of the transport system, with the definition of competing
supply chains, global and organized throughout intermodal chain.
The relocation of production of components and services, the

enlargement policies and sustained growth of economic development
and consumption of infrastructure and assets, the start of China and
India, brings good news for the shipping industry and ports.
With strong world output growth, with world trade growing more than
production, which is due to the relocation of production of components
and increased cross-border trade and consumption, with the increase in
value of trade than the increase in volume due to increased production
of manufactured goods of high value and low weight, with the growth of
maritime transport at rates higher than the international trade,
enhanced by a greater increase in intercontinental trade, the world's
ports have experienced a sharp increase in volumes and the number of
containers, at rates ranging between 7 and 10%, and it expects them to
continue.
Moreover, the pattern of international economic development has

continued to point to the organization in clusters of industrial
concentration, trade and logistics, often anchored in port infrastructure.
The link between these poles of production, consumption and

distribution is done through a network of infrastructure, equipment and
operators, which form as a whole, the transport system.
The transport system should be organized in a way of integrating

different transport modes and interface nodes in order to meet the
needs of transport, cost and time required by the economy and their
plans for development and growth, enabling the creation of chains
efficient logistics, rapid and competitors, addressing the needs of
transporting people and goods.
Maritime transport has thus seen a trend of pressure to reduce costs and
improve reliability, with the increase in vessel size and horizontal
concentration in large global competitors, which often also choose a
strategy of vertical integration along of intermodal.
The trend in the ports has been to reduce costs and red tape and
improving the speed of cargo and ships in port, integrated with ports
and supply chains and focusing on the management of port terminals in
major groups of operators, leading to networks competition between
groups of ports, terminals and logistics groups.
There is still a growing transfer of the functions of production and

distribution of the economy for the transport and logistics, known as
value-added services that leverage the "death" along the transport chain
and ports to the performance of assembly operations and adapting to
the order and delivery.
All set trends bring opportunities and good news for the ports, but also
imply the need not to stand still and change, adapt, invest, integrate or
disappear.
Thus, to take advantage of the strong growth of international trade and

maritime transport, including container, do not just get to see the
movement, hoping to increase.
We must adapt the product port, integrating it into the product of supply
chains to select from and those that we want to belong.We must make
the port attractive, efficient and modern, fast and reliable, with
infrastructure and specialized equipment, and scaled to the new value-
added activities.
This is not to serve the public "minimal and cheap," but rather to provide
services where available, with a level of consistent quality, best price, so
committed, with after-sales services.It takes deep terminals are large
mounds, modern equipment, adapted to the markets you selected as
strategic.
It is here that the role of marketing in support of the port authority and
terminal operator, supporting strategic decision making, for the
positioning of the port in the markets for higher value, with competitive
features that achieve the quality level of best service supply chains
target, ensuring a strong position between the centers of production,
consumption and logistical.
Port Marketing is not the same as communication or image.
The port marketing is essentially the way the product port,

provided by all companies of the port infrastructure of the port,
the target client (strategically chosen), but also disclose that
adaptation.
The port marketing is the analysis of internal and external environment

of the port and setting a strategy for using the tools - product, price,
distribution and communication - in order to achieve strategic
objectives, the volume of sales revenue of profit, market share, the
number of customers or the socio-economic impact in a region.
The process begins with the collection and processing of information

relating to customers, potential customers, the economy, industry,
technical, transport, legislation, distribution, competitors, operators and
service providers in port infrastructure and accessibility, quality service
and potential of the port itself mirrored in its spatial development plan
long term.
Finally, it follows the definition and implementation of the strategy to

change the current situation in order to make it the objective situation,
based on the use of the variables of marketing mix of the port.
October 2004
Customers Ports
Over the past few years, has been discussed, the middle port and aca
demic literature, the concept of client port.Although still controversial
topic for many years, interested bring some contribution to the
discussion.
Who is the real client port?
Looking from the perspective of the Port Authority, the recent trend of
withdrawal from direct involvement in the management of port terminals
in public service, may lead some to believe that the term "landlord port"
should be equivalent to a mere landlord, the lease or rent, and you
should not worry about anything other than maintaining the ability of
business to pay the rent.
I thought so who made some concessions to local fixed

telecommunications in the U.S., without accompanying economic reach
the point where no one can predict what price it would pay for calls
made in the previous month (no price control maximum) and to have a
probability very not have high line when it lifted the phone (no quality
control).
Let us look at examples in other sectors of activity:
Who are the customers of the airport?
Obviously, those are the passengers and the airlines.The airport, its
shops, service providers to airplanes and passage iros providers of
connections to the city, officials and traders as a whole airport offering
the product consumed by customers.
The choice of destination and the airport is done by the passengers and
the airlines.They should be well served, although the agents themselves
sometimes have some influence on the routes.
Thus, the airport operator must ensure that the quality of service is
appropriate in the case of each service provider, and if the product port
as a whole, ensuring accessibility, quality of infrastructure, simplicity
and transparency in pricing, competitiveness global airport market and
its dissemination.
It is the airport manager to ensure customer satisfaction and the
airlines, to come back, whether it has licensed sheds, warehouses or
even parts of the airport.
Who are the customers of a shopping center?
It is the retailer's or the consumers?Who should fi ca r happy and come

back?Obviously, the customer is the consumer public that should flock to
the mall through accessibility measures, which will always find a
capacity of car parking available.
When the mall manager responsible for ensuring the quality of service
offered by retailers, price transparency, compliance with schedules and
maintenance, performing cleaning and management of common areas,
and ensuring the security and global marketing of the mall.
Product Manager "port"
Similarly, the Port Authority no longer has the role of "shopkeeper"

terminals, but should strengthen its role as manager of the port as a
trademark to sell, which should satisfy their customers, ships and
cargoes.
It is thus important role as a regulator of competition, the user will be

encountered with price transparency, service quality and productivity of
the terminal and all service providers in the port.These companies
should be licensed only if they have a quality service and meet the
minimum requirements.
It is also the fundamental role of the Port Authority in ensuring

environmental safety, the development of accessibility and common
infrastructure and expansion of new business and new terminals,
through the creation of infrastructure funds.
It is also important to its role in the knowledge of the market, creating

greater moorings logistics and intermodal connections to the port,
facilitating institutional solutions to attract new customers, monitoring
services provided by operators and maximum prices, penalizing and
away operators who are below the level of quality that today's economy
requires ports.
Obviously, should pay special attention to the viability of terminal

operators and dealers and the payment of rent.
Focus on Customers
The focus should be given to customers who choose the port or that can
eschew the ca rga and the ship.Where there is sufficient market, the Port
Authority should ensure that providers of port services are better than
one, vying for customers in the same conditions, thereby ensuring
adequate levels of competitiveness and quality.
In conclusion, the contacts with end customers are not the sole
responsibility of the terminal concessionaires of public service.The port
authority should be in permanent contact with shipowners and shippers
with the most important, knowing their needs, complaints, expectations,
logistics chains in which they live and providing them with
comprehensive solutions in port in partnership with dealers.In this
context, the Port Authority must also play its part in spreading the
benefits and capabilities of the new port.
It should also support the port operators in attracting new customers

and retain current, provide new solutions, from a consistently paid their
investment costs and operational expenses.
February 2003
New Business in Ports

Customer = People
Businesses that take place in ports have been getting less and less
connected to the movement of goods and the logistics of cargo, and
more and more people and their needs for enjoyment of maritime public
domain, as a pleasant place to meet for the leisure and work.
This phenomenon occurs mainly in the break of estuarine ports, where

the appetite of people for the use of the river front, for all types of
functions, assumed more and more like a current overwhelming and
inescapable.
This already happened in many ports and port cities around the world,
with cargo terminals gradually been compressed, or otherwise
transferred to more distant areas, with more space for operations, with
lower cost per square meter, with improved accessibility land and areas
of industrial expansion, logistics and port.
Without calling into question the interest of many areas of the port,
while reserves for a future that is unknown and is not subject to
alienation by the state to private ownership, must nevertheless be
recognized the new people's interests and rights of use fronts the river,
even temporarily.
And we have new business in the ports because old people in other
countries. Do not forget that the twin towers belonged to the Port
Authority of N ew York and New Jersey.Business as cruise tourism and
luxury commercial stations, are the descendants of the packets, after
the development of aviation of way.The marinas, marinas, the poitas
anchorages, repair shops, ramps, sailing clubs and rowing.
Restaurants, bars, docks, parties, car parks, gardens, spent

seafarers.Offices, shops, ca taba vacation, the shopping areas.The
outdoor events, concerts, parades, beach games, exhibitions, film and
powerboating.
The events covered, conferences, exhibitions as, seminars,

presentations, meetings, dinners, parties.The embar cations traditional
restaurants sailing, hiking in the river, frigates, ships, floating bars.
All these new businesses that have always existed, but now flourish in
the waterfront can be, and are profitable.People are willing to pay more
per square meter, which can serv go to support the development of port
infrastructure elsewhere, and to reconcile this fundamental spaces,
functions, activities and schedules.And understanding the need to
balance growth.
Customers today are the port ships, cargoes and ... .. people who bring a
new life and momentum into the river fronts and pay more and have the
right to vote. A "population" is now a major customer of the port, which
deserves to be welcomed, served and satisfied out of the harbor.
Obviously, the priority should be given to handling ca rgas and vessels

and the creation of spaces for their operation.However, the modern port
must be developed in areas of large mounds, provided that adequate
funds pier, with easy accessibility, large areas of expansion and land for
logistics activities, where the city does not enter.
It thus appears that the actual needs of the loads are different people's
needs, and therefore activities compatible with the use of strategic
planning and port zoning.
February 2004
II Port Planning
Spatial Planning and Port Areas of Jurisdiction
Development: Marketing and Planning
The Port Development, the responsibility of managing the ports, should

include the disciplines of marketing strategy and planning port port
medium and long term, in that the first is an innovative tool in the
industry that allows for adjustment in short term, existing resources to
the practical needs of customers, and the second is a way of studying
and speeding the creation of new public funds, that may be needed in
the future customers that may exist.
These areas of activity of the port authorities are complementary and

must have a joint coordination on the one hand, bring the consultants
close to the commercial reality of the port and also give some
consistency and long-term vision to action the forces of marketing.
This combination is needed for these ports form a single sector, since,
although the ports are forced to compete fiercely for shares of a
changing market, are also required to make heavy investments in port
terminals operated by other parties in accessibility sea and land in
protection work and equipment, which can only remain viable in the
medium and long term assets that are inflexible to market changes.
Port Planning
The Port is planning major ports due to the following factors:
a) the investments are large, expensive, inflexible and require

lengthy administrative processes, several years until the
completion of the work and start of operation;
b) often involve the financing of the State, whether in port

infrastructure, both in accessibility on land or sea, lacking a
rational and reasoned priority investments in the sector;
c) investments that are possible in the very long term, having a
durability average of 30 to 50 years and should be read in
conjunction with national policy and regional economic
development, logistics and industrial;
d) planning is essential to determine and reserve space for future

expansion ports, defining the uses and functions in each space, to
order the establishment of new activities;
e) is important in the creation and development of new resources

at the port, a long-term vision, which hardly other entities or
companies would create port.
Figure Legal Plans Planning
As we have seen, one of the most important port is planning to reserve

space for the future, enabling the development and expansion of ports
as strategic links of economy and logistics network, playing his role for
the country
The plans provide the ability to protect an area that is sparse, the area
with potential port, freeing it from the normal flowering of urban areas,
the areas of tourism and protected areas in environmental terms.
Are well known examples of Lisbon, where the city has squeezed its
commercial port, and the example of Setubal, where protected areas
have been surrounding the port and industrial zone, reducing it to
certain areas in the Peninsula Mitrena.
Thus, it seems important to create specific legislation on port

development plans, which creates a "wall" of protection for areas of
reserve port (there is not yet a true replacement for the ship), and
allows to define publicly the uses and functions of the port area without
undermining the flexibility needed to change to market changes and
adapt to new business opportunities.
This legal concept of port development plan, could balance the pressure
exerted by Polis plans, the plans of protected areas, by SPA, REN,
etc..The small port areas can all cases be protected without undermining
the flexibility needed to run businesses.
Areas of Jurisdiction Narrow

In recent times, have heard of the need to carry out the comparisons
between Portuguese ports and other European ports in order to suit the
characteristics and competitive factors to the best of similar size.
This would be a contribution to the Portuguese ports grow at rates

similar to those of Spanish counterparts, or are at long last the logistic
function mooring ports to the hinterland, and finally get success in short-
sea links with semi-trailers.
But if you visit European ports, one jumps out at first obvious physical
difference.Portuguese ports m seems to have been compressed into
narrow strips along the seafront and estuary, with 50 to 200 meters
wide, while European port authorities manage large areas free,
intermodal logistics and industrial, with connections to the port
terminals, also this wide space.
Most European ports has this factor of competitiveness and success,

through which you can add value to the goods, in terms of logistics and
industrial space without leaving the port without paying taxes, without
transport costs through taking advantage of the time usually lost in port
to carry out assembly of labeling or preparation for distribution.
In Portugal, with few exceptions, the ports do not have these "belly"
needed to expand their businesses and create conditions for attracting
new business, losing competitiveness to the Spanish ports.Take the
example of Barcelona.
Thus, tablets in narrow strips of land along the waterfront, often not
cherished by the people, the Portuguese ports require the industrial and
logistics companies to use the only possible option, namely the creation
of multiple logistics centers, industrial and storage spread throughout
the hinterland outside the cities that transport costs are intermediate
port - storage center, and loss of time and resources.The well-known
bipolarities port.
This problem leads to the need for height, parking in port, which is
inefficient in the ordinance congestion at peak times and conf litos with
city traffic.This O PINION be a major factor reducing the competitiveness
of Portuguese ports.
The solution could be the expropriation of spaces, to create these areas

of public interest along routes to provide logistics and industrial,
although this is now impossible in many situations.The management of
these areas would thus be held in conjunction with the management of
ports.
Of course we must not forget the need for flexibility of the labor force in
those areas port and logistics industry, and within ports, so that
everything works without a hitch.
January 2003
Terminals: Uses Public, Private and Dedicated
Reality International
The finding impírica of new phenomena, always precedes knowledge

and adaptation, as well as creating new ones better suited to
reality.Thus, the case also in the port sector.
A new phenomenon that has taken place in this sector and the transport
sector in the world, is the growing need of the industries are outsourcing
the functions of logistics and distribution.For this reason, new logistic
and supply chains dominated by specialist firms at the global level
which, from production to point of use and offers all the services of
transport, organization, distribution, assembly and small adjustment to
the final consumer demand.
These companies have come to dominate supply chains are often

originate in the segment and shipping companies acquire land and
parks, or arising from carriers or land port business, subcontracting
many of the necessary services, but without losing control of the chains
creating strong trade links with certain industries, trade or economic
groups.
Many of the world's ports, particularly in northern Europe, are

introducing a new figure for the grant of port terminals dedicated to
cargo and certain owners, or that are served by a particular operator or
logistics supply chain specific, provided it has a dimension Minimum
market.
This figure allows the concessionaire to grant full control of transition of

their supply chains by one of the weakest links, the port, in appropriate
conditions of efficiency, costs, operating speeds and safety, ensuring the
realization of the necessary logistics operations the port terminal.
From some basic concepts known as applied to port concessions around

the world means they will miss quickly create legislative conditions in
Portugal, as to enable this new reality.
Types of Port Management
The management of a port terminal takes usually one of four ways more
typical:
a) overall management by the state - as in Singapore, framed

by massive intervention in the lives of citizens, which dominates
almost all major sectors of the economy and social / political, with
international success, taking into account local history and
mentality;
b) State management and operation of private, free

competition - as was the case until recently in Portugal, with
problems in quality of service, above-average wages in the
economy and lack of flexibility and efficiency;
c) contract to provide services - a situation where the state

hires a private company that provides management services
terminal, paying a fee to a private company;
d) lease or license the short to medium term - the state

builds the infrastructure of the terminal and only private company
operates, and assumes the risk of purchasing equipment, paying a
rent concession.
e) long-term concession - the concessionaire builds all the

infrastructure and operations;
f) sale to the private sector - as happened in some port

terminals in England, as that rare commodity in the hands of a few
companies that control their use.
Forms of Award of Grants / Management

Regardless of the nature of the dealer, the charges and customers, ways
to award the management of a terminal are:
a) Contest - generally used when more than one person in

occupation of a space port, the management of a port terminal,
providing a certain service, development of determind activity in
the capture and exploitation of a particular market, while not You
can assign individual licenses or spaces, nor can the simultaneous
operation of all potential stakeholders.We must choose.
This inability may be due to the small size of the market or the lack of
space in the port, or even to security reasons.Moreover, this option ca be
justified when you can not choose clearly one party that has a project or
unique conditions and it is possible to consider the national interest, as
with PSA Sines;
b) Direct negotiation - usually applied when there is more than

one person when there are physical spaces and the market for all
persons, or when one considers that the draft of a competitor is
clearly of national interest.
It is usually the installation of a new industry or a private terminal, to

support an existing industry, are projects of national interest, given the
high investment required and the benefits it produces.Avoidance of the
contract provided there is enough space in the port and do not know
others interested in the same space or market.
Nature of Charges
The nature of the charge to serve the terminals, this usually takes the
form of:
a) multipurpose (general cargo and bulk);

b) bulk (solids and liquids);
c) specialized
a) bulk;
b) determined bulk;
c) liquid bulk;
d) roro;
e) containers;
f) breakbulk;
g) determined breakbulk new bulks.
Origin / Destination of Cargo
The origin of the charges, there are for example:
a) terminal devoted to cargo and ship traffic in

European short-haul;
b) terminal dedicated to traffic with the islands;
Low Model Competition Port
Intra-port - should be ensured intraportuária competition, where most

customers segment are to serve local businesses and industries with no
possibility of opting for another port, avoiding staying in a position of
dependency;
Inter-port and intra-regional - should be ensured inter-port

competition, intra-regional level where most customers segment are to
serve regional businesses and industries with no possibility of opting for
a port in another region of the country;
Inter-regional - should be ensured competition between ports in

different regions, where most customers of the segment to be used
nationwide, so you'll have ports in different regions of the country;
International - should not be necessary to compete in the national

territory, in cases of market segments in port investments are very high
and there is clearly market regulation at the international level, as in
transhipmen t container.
Nature of clients / trainees to Serve
The nature of clients / industries / shipping / logistics chains to serve the

management of terminals normally takes the following main types:
a) service to the public - to all vessels, shippers and logistics

operators, whatever their preference or priority;
b) Private Industrial use - which requires the exclusive use

by freight originating or destined to certain industrial
establishments;
c) a dedicated terminal or operator logistical - only
serving the vessels of a certain owner, not the other, connected
to a particular chain.P ode to choose a particular dealer and
operator of logistics, supply chains linked to specific, dedicated
terminal to their goods and ships Several shipping / logistics
operators have dedicated terminals around the world.
The granting of a new dedicated terminal, or for private use, may lead to
withdrawal of a market share to the other terminal service to the public,
existing in a port.
On the other hand, always involves the use of a scarce resource, which
is the space port, and may include the option for a certain industry, and
not the other, by the owner and not the other, or by the operator /
supply chain and not the other.If you have to choose between various
stakeholders should be made a clear procedure of choice.
The dedicated terminals are not provided for in national legislation,

although they are frequently used contractual forms in other countries.
Natural Evolution of Concepts
Resorting to a small theoretical example, a country with a single port,

we can see the normal development of the concept of public service
terminal and the new emerging needs of the industry's development and
logistics.
Imagine a country where there is only one port terminal, built by the
state.This was bound to be multi-purpose and service to the public, so
that the entire economy could use.
If there was critical mass, then one would have two competing terminals,
building the state or a private, the new terminal, so that the market
mechanism to regulate prices, quality and efficient service, avoiding the
disadvantages of monopolies.The competition would be the rule of
choice.
If one or two industry decided to expand and have a sufficient volume of

cargo for port terminals have private use of own power would negotiate
with each one, the granting of an area for the construction and operation
of a terminal .If they wanted the same space es casso, then there should
be a contest or at least a selection process transparent and clear.
If a market segment to grow, for example containers, and were justified,
one would create a new container terminal, in service to the public,
allowing higher speeds on the pier and benefits for the economy.
If a particular owner owned several lines at the port weekly, but the
existing terminals do not meet their specific needs, from full control of
its logistics network, then it could be assigned a space for private
construction, and operation of a terminal dedicated to the ships of the
shipowner.If the space or the market market was scarce and there were
more than a shipowner, then consideration should be given a notice or
other selection process.
If after a certain international logistics operator (not owner), or within a

network international logistics service to certain industries or other
clients wishing to have a dedicated terminal for ships and cargoes
handled in its supply chain, then it could be made available space for
private construction and operation of the port terminal.If the space or
the market market was scarce and there were more than one person,
then it should occur a tender or selection process.
Conclusions
Terminals dedicated to cargo and vessels of certain land logistics

operators, and / or sea, are still not allowed in national legislation,
although they are already in other EU countries.
However, the creation of these types of terminals, regardless of the

assessment of the need for competition, or transparent selection
procedures should take into account that, when selecting the integration
of the port in a given chain, the selection of a certain operator for a
dedicated terminal, it is taking a position on the market and take
advantage of an economic group, running the risk of losing loads and
customers who use other channels logistics.
Therefore, the selection of an operator must be well thought out, and

keep the port terminal service to the public alternative to the competing
supply chains.
It seems to us that we should implement the creation of specific

legislation on dedicated terminals, with reference to the legislation of
other countries in Europe.
December 2002
Developing Traffic Roll-on Roll-off at the Port of Setúbal
Market Roll-on Roll-off
The port of Setúbal is the primer on the port-handling car in

Portugal.Holds nearly 90% of port traffic of motor vehicles, which for
almost all exports and about 80% of imports.
Table 5
Figure 1
Prospective Scenarios for Traffic Roll-on Roll-off at the Port of Setúbal
To develop the important port infrastructure in the port of Setúbal,

dedicated to the traffic roll-on roll-off, were analyzed contrasting
scenarios of traffic.Logically, a possible scenario of closing the fac cas
car in the southern region of Portugal (AutoEuropa and Opel) would not
be necessary to develop the terminal port of Setubal.
Scenario 1 is relatively optimistic and anticipates the implementation of

a new factory which exports more than 120 000 vehicles from 2005.
Scenario 3 is more pessimistic and anticipate a decline in share of traffic
from the port of Setúbal port system.
Scenario 2 is an intermediate scenario that keeps current market shares,
developing the production of existing factories.
Basic assumptions:
a) export growth: +2.0% per year until 2015 and growth of
imports: +5.0% per year until 2005, after +2.0% per year until
2015;
b) traffic share the shipping of exports: 70% and imports: 60%;
c) share of traffic from the port of Setúbal in marine exports:
98%, 95% and 92% respectively in Scenarios 1, 2, 3 and
maritime imports: 85%, 75% and 65%;
Regarding the domestic market, has in recent years a great leap

towards the European average of 1 vehicle for every 2 people, so the
pace of demand growth must accompany the EU average from the year
2001.
Figure 2
Figure 3
The New Short Segment of the Port of Setúbal
A traffic development Roll-on Roll-off of 'trailers' of the port of Setubal,

may be based on the development of liner shipping (especially through
the existing ones) with some countries with which there is a potential
reduction the share of road transport for the benefit of shipping,
particularly France, the United Kingdom, Germany, Denmark, the
Netherlands, Italy, Greece and Belgium.
The analysis of trade between Portugal and these countries shows that
shipping will have lost a market share of about 400 000 tonnes for the
benefit of road transport between 1994 and 1998.
The chances of traffic, allow one to consider three regular lines with
ships with capacity from 100 to 120 trailers:
a) line serving the north of Europe, Germany, Belgium, the
Netherlands and Denmark;
b) France-Portugal line;
c) line serving Mediterranean Italy, Greece and Austria.
Table 7 - Forecast traffic trailer in the port of Setúbal
These forecasts should be considered with caution, because the

development of new traffic trailers in lieu of the highway, will depend on
numerous technical, economic and political issues that are difficult to
assess at present.
Current infrastructure of the Port of Setubal to the Roll-on Roll-off
• Area downstream:
a) a quay length of 220 m to -10.5 m (ZH), called Pier Ro-Ro;
b) a ramp 30 feet wide for ships equipped with a rear ramp
axial;
c) an embankment of the total area of 3 ha for cars and
trucks.
• Area below:
a) a quay length of 366 m to -12.0 m (ZH) called Pier 10;
b) u ma ramp 30 feet wide called Pier 11.This ramp is made up
of 4 Dukes of Alba to go serv vessels less than 145 m equipped
with rear ramp axial;
c) a slope of 15 ha for light vehicles.
Figure 4
a) the average length of vessels is 145 m;

b) more than 80% of vessels are less than Draft - 8 me all are
less than -10.2 m;
c) Most of the ships (72%) have less than 25 000 GT and all
have less than 60 000 GT;
d) the tonnage of goods handled by the scale of 930 tons on
average and less than 2 000 tonnes in almost 95% of cases;
e) the average time spent on the pier is 12 hours;
f) average income per hour of drive operation is 136 tonnes
(96 vehicles per hour);
g) the average waiting time of vessels is 2.2 hours but
integrates the operations of the input channel that last about
an hour on average per call;
h) the average occupancy rate of the pier is 18% and the
average wait before the ships berthing platforms is also 18%.
Extension Project of the Pier Roll-on Roll-off Port of Setúbal
The new draft of the extension of the pier Roll-on Roll-off Zone Amount
(Pier 10), was designed in order to regroup the set of port traffic of
vehicles in this area.
To enhance the specialization of the terminals by type of activity, the

new maritime trades intra-European trailers should be mainly allocated
to the Area Downstream, which already has the technical and sufficient
capacity to accommodate them.
Project to apply for financial support from the Cohesion Fund:
a) 370m extension of the existing quay wall with a depth of 12m:

a. 57m extension to Pier 10 for the amount;
b. ramp 30m, around the end of this pier, to allow the
reception of vessels equipped with a rear ramp;
c. new quay 260m upstream, parallel to the above but
shifted 30m to the north;
b) a new railway line 400m for loading and unloading of wagons;
c) an area of 8.5 ha reserved for extensions of the slope of

parking that will later be built gradually as the needs of the
market;
The total construction cost is estimated at 15.2 million euros (3 million

Euros).
January 1999, revised in January 2001
The City and Town
For many years, all have been observed, the national port system does
not keep pace of growth of Spanish port system.
While the national system has increased its level of activity, the ports of
the neighboring country have been increasing their movement, often at
rates in double digits.
This contrast can not be attributed only to differences in growth rates of

economies, which only distanced themselves more in recent years. V
Aryans other factors must contribute to keep this vicious scenario, that
none of us, professionals, have changed in the last 15 years.
a) many of the charges would appear to prefer the Spanish ports,

for reasons of economies of scale of large ships that
intercontinental scale;
b) others say, is because of the more favorable treatment of VAT;
c) other loads prefer the highway, in traffic with Europe, because
it is cheaper, flexible and fast;
d) the ship calling at Spanish ports because they have more
capacity, better operations, better economies of scale.
This conversation is old, and this vicious cycle has remained almost
stagnant our ports, each running the burdens of others, with little new.
The purpose of this problem, apparently without solution, I was

reminded of an allegory that can help you understand:
The city and village:
Imagine a city and a village next to each other.
The city has a strong range of restaurants and shopping in their docks,
an enterprise that attracts many customers throughout the region,
including residents of the adjacent village.
Aware of its potential, the city is constantly expanding its area of

restaurants and services, doubling the supply in the quality segment and
the segments of fast food, offering additional value-added, cinemas,
amusement park.Perspective to see going to attract customers to more
distant cities.
The town has only two small cafes and old, with little space, which
sometimes also serve meals, and still not be sufficient to support local
needs, since the village already has an entire population and more
reasonable many parishes of the city.
The lack of space, and investment, not to offer a modern, with the
quality currently required, which is still aggravated by the difficulties in
finding skilled labor appropriate.
The villagers less stringent or no property to go to the city flock to the

cafes of the village, where they expect time to be served.Younger people
prefer the ca s city.However much we strive, the employees of the cafes
of the village no longer able to do better.
The bosses liked to expand, but around the residents do not want to
leave.Thus, limited as to make some paintings, renew the counter and
have created "mezzanines" to increase capacity, but the air became
irrespir ble.Little by on.
The loyal customers do not know because it is m.Perhaps aversion to

novelty, because they have limited resources or because ca nun tried to
open the horizons.
In contrast, in the city, the restaurants of the docks are wide of space,
modern furniture and rich colors have terraces, the views are panoramic
s.Whole region there is, from high society, the young teenager and the
poorer strata.
In the city is thinking about building more, to specialize in concept, new

menus, landscaping spaces, create more parking, more revitalizing
riverine areas.
The competition is encouraged, and competitions for the new space is

filled m concerned.F-Irmama alliances, when necessary to the
business.Once they are built, the developments soon begin to attract
customers. The city itself contributes iramente to finance the expansion
of activity.
In the village after many years, the authorities realized that those two
coffees came to no demand and public money invested in creating new
infrastructure, access, parking and two new landscaped open spaces just
outside the village by the sea , where they intended to see built two new
restaurants.
But to no avail. Is that the ca faiths defended their business.Preferred not

to have competition. It seemed risky to ca and it was not the perfect
solution.There, in the down-town, were better.With a little perseverance,
one day, could push the people around and improve services.
There were public investments to occupy and the people continued their
normal daily life, with no alternative ca faiths or restaurants.He felt well
the strength of the downtown merchants.
After 15 years, the city has tripled its business, increased leisure areas.In
the village, everything was equal. They continued the annual painting of
the walls of the cafe, chairs and tables piled up and had to get many
people to get a table.
Understanding this national framework, compared to the ports of our

neighbor, can help in finding a solution.Otherwise, the town may ca mine
for a mere dormitory town with no productive.Or, perhaps the business
of the city that iram expand to the town ..It is often what happens. Let's
see.
December 2005
National Port System: Strategic Alternatives to South
New Regions Logistic Port
During the past fifteen years, the ports of the national port system,
located in the South, have been observed an increasing interaction and
integration of hinterland s resulting from the phenomena of improving
land access networks, the enlargement of the scope of business
community at local level to national level, the entry of multinational
firms in domestic port business, the granting of the operation of port
terminals, which have become more commercially active and increased
transparency and disclosure capabilities, facilities and services of ports
and the port authorities.
This integration of hinterland have transformed the industrial estates,

port communities and local ports separate and distant regions in
logistics and port, with some consistency, with industrial systems and
integrated logistics, and with several port terminals, and dry,
competitors, operated by private companies.N the whole, compete with
other regions of Spanish logistics and port.
Strategic Alternatives
During this period, have been in dispute two major strategic visions for
the southern ports of Portugal, based on common, the aim of increasing
the international competitiveness of the region, port logistics, promote
development and economic growth, and better serve the needs
companies and well-being of populations.
One view is based on the theory of "OTA" and "RIO FRIO" port,
simultaneous charges for placing the ports of Setúbal and Sines as clear
alternatives to the port of Lisbon, but going further, arguing that should
be State to implement a transfer of the business, the port of Lisbon, for
those two ports, leaving the center of the coastal city of Lisbon to other
uses and functions relating to people.
The other view holds the expertise of three ports, in case loads, creating
a system of complementarity, not competition between the terminals of
each port and the State must invest in the expansion of public valences
set for each port, to have critical mass in each segment of the market,
ensuring the port of Lisbon, in this view, the consolidation of its markets
container and agri-food.
Do not weave any value judgments on any of the views described below,
however, it seems that the decision should always be taken to a higher
level of each port, taking into account national interests and not just the
community local port.
Vision 1 - The "OTA" and "RIO FRIO" Port
Argument justifying - The Port of Lisbon is congested and choked as it

was embraced by the activities of the inner city, and the land it
occupies, a high value on social and economic use for other types of
functions, so the logistics activities and port-related charges, should be
progressively transferred to a new location outside the city of Lisbon.The
PUZRO - Urban Planning Zone Ribe irinha East and Alcantara century,
are the visible faces of the future.
Alternatives
a) create one or more new terminals along the river next to the
bar or on the southern shore, a situation which has been studied
for many years.
Advantages - It would require a major change in the logistics of cargo,

nor the companies that make up the port community.
Disadvantages - The scenarios studied are very costly in terms of
investment and maintenance functions interfere with urban or tourist
secondary towns located along the Tagus, and do not receive
appropriate accesses land.
b) create several alternative terminal in nearby ports, segments

of containers and agri-food, Setubal and Sines, which has been
held for several years, using heavy government investment, and
national funds.It was hoped that Setúbal fi casse with segments
feeder and islands (small vessels) and Sines with deepsea and
transhipment (large vessels).
Advantages - The heaviest investments are made, the areas are

uncluttered and in both cases, there are large areas for future
expansion of the terminals.
Disadvantages - implies a profound change in attitudes, re-goods

logistics and industrial production, and the implementation of a plan
of gradual transfer of activities, companies and people.
VISION 2 - SPECIALIZATION Three Ports
Argument justifying - Each port should do more, which is good.Es are

very carcasses areas with adequate funds natural port and the Tagus
has a wide front, that should be used for container and agri-food sectors
in the feeder, and deepsea sortsa.The port of Setubal to develop the
strands leading, loading roll-on roll-off, industrial bulk and general
cargo.The Port of Sines is the port's future, which should develop the
energy field ca and devote himself to transhipment, the competition in
container terminals of Algeciras and Valencia.
Strategic
Lisbon
a) expand the terminal Alcantara to the capability of one million

TEU, occupying all the surrounding areas and increasing the front
of the wharf;
b) to maximize the terminals of Santa Apolonia;

c) enhance the utilization of the terminals of Silopor, the Blessed
and the Trafaria, and Tagol for the agro-food;
d) developing channels for river access for industrial units that

remain in the capital;
Setubal
a) INFRASTUCTURE expand the roll-on roll-off, affecting the new

terminal not only multi-purpose general cargo, but also to roro;
b) develop the activity of shipyard Lisnave;
c) assign terminals of private industry, assuming the expansion

of bulk terminals for public service in local industrial components;
Sines
a) develop businesses related to petroleum products and energy

charges;
b) develop a partnership with Singapore to capture charges at the

port of Algeciras, whose growth potential is very high.
Advantages - Makes the endogenous capacities of each port and would

not be necessary to change the logistics of cargo, nor the companies
that make up the port community.
Disadvantages - does not satisfy the aspirations river, the population of

the city of Lisbon, and congestion can prevent the normal development
of container terminals.
February 2006
The Logistics and Ports
We all know that today, in intermodal transport to the world, competition

takes place primarily between supply chains dominated by different and
big business, using long-term partnerships, or ad hoc arrangements or
places is.Some of these groups have their genesis in the sea, others in
the road, others were agents / freight forwarders or port operators.
The critical factors are the link to the final customer, ensuring a single
contact door-to-door with information for monitoring the load, and in
services and transportation throughout the supply chain.The factors of
competitiveness are mainly in the adjustment and determination "as"
the price, time and reliability.
Who dominates the chain has to constantly test new solutions in the
maritime routes, means of transport, in collaboration along the supply
chain at ports in the system rmação info.MSC seems to be doing this
kind of testing now.
The reorganization of the maritime and port hub, network reoganização

areas inland logistics, routes and ports of the second level, sub-
organizers of parts of the chain, everything is being tried and tested
constantly to the limit, with a view improve the price, time and
reliability, in order to increase the profitability and market share.
To become part of the logistics winners, the ports must meet minimum
requirements for admission.Some of these requirements are natural, or
external, and can not be controlled, but others can and should be
adapted.
a) be load of return;
b) have hits in any appropriate sea tide;
c) and a future areas of expansion;
d) have room for large embankment, piers and equipment;
e) have hits land free;
f) Tues logistics platforms in support of the port, close;
g) Tues logistics platforms forming bipolarities Tripolare or with
distant hinterlands;
h) incur low and good service;
i) order to have a fast and integrated information systems, who
dominates the chain (they are what make the standard);
j) its companies and partners with ties to the hinterland and the
foreland.
When I realized the seminar, appropriately organized by APDL and RETE

in Leixoes, the Spaniards are not as advanced in this area of logistics, as
its marketing would have us believe.
José Luis Stay, famous coach of Puertos del Estado and President of the
managing body of the Dry Port in Madrid in Coslada, stated that the
port's logistics platforms in Spain, only Barcelona and Seville are in full
operation, with the remainder in phase of study or development.He
mentioned that everything is very late in Spain in this field.
Platforms that make dry bipolar between ports and hinterland, the de
Coslada not seem to have been a success, due to the difficulties of the
railway service, the only means of connection used at the ports of
Barcelona, Valencia and Bilbao, as well as due to difficulties in
maintaining the status of customs cargo to its next destination, in
Madrid, exempt from VAT to the head.
He also referred to difficulties in customs clearance loca l in Madrid,

which would be resolution.After the port Seco de Madrid, in operation for
several years, moved in 2005, less container to the port of Sines, which
only just begun.
The other platforms bipolar stated, these were similar to Coslada, or

interface areas of the logistics chain in the automobile sector, very
similar to many that are in operation in the area of Setubal (Trive,
Interset, etc.)..
Looking for the Portuguese case, in particular in the case of the port of
Setubal, I know best, we can assess the logistics situation on two levels:
the port system and the bipolar system.
In terms of port logistics platform, near the port, we have already a

significant amount of organized, public and private, around the port of
Setubal, with widespread availability of spaces in marketing:
a) the logistics-industrial park of SAPEC BAY / Rodofer, with

several hundred ha. next to the port of Setubal, with a rail link to
the network;
b) the SodiaPark, with several tens of hectares, with large areas

covered for marketing, about three thousand meters from the
port;
c) the "empty" logistical Palmela, where they are installed many

of the world's leading logistics, serving the Portuguese capital;
d) future platform Poceirão, which may have a supportive role in

the business of the port and rail link to other platforms in the
hinterland, particularly in Spain, creating relationships pole (Porto-
will-ditcher Target Platform).The Poce Iran may also serve the port
and the city of Lisbon, its industrial belt and the port of Sines, with
economies of concentration of scale and scope.
In terms of simple bipolarities, the port of Setúbal can use the railway, in
partnership with the CP, to get straight to the various logistics platforms
in its hinterland in Portugal and has a partnership with the TVT and can
be viewed partnerships with other platforms, as Elvas, Merida,
Madrid.There seems fi Carmos behind the Spaniards in this area.
May 2006
The Historical Evolution of Ports 1
Taking the interest to inform the people who work in the national
maritime and port, the work of Jean-Paul Rodrigue, Ph.D., Department of
Economics and Geography, Hofstra University, Hempstead, New York,
originally from Université Montreal will make a few articles free
translation of his work available on the internet,
http://people.hofstra.edu/faculty/Jean-paul_Rodrigue/, also using its
innovative graphics, in English, which is a language familiar to who work
in ports.
Ports are points of convergence between two areas of freight and

passengers to the land and sea.The term - port - comes from the Latin
"Portus", which means door or exit.Ports Main Objective serv going
vessels and, therefore, historically, access to navigable waters has been
the main factor in their location.
Figure 5 - Location of Ports
Jean-Paul Rodrigue, Ph.D.
Before the industrial revolution, the ports were the most efficient means
of transport and were often loca complishments within the rivers.Thus,
many inner cities have gained importance due to its inland ports. London
and Paris, for example.
The locations subject to tides, had major problems with incoming and
outgoing vessels and stay at berth, subject to two times daily, so in the
eighteenth century, the floodgates were created and the ports closed.At
that time, as the loading and unloading of ships were slow and the ship
remained in port for several weeks, it took a lot of docks, which led to
the construction of piers perpendicular to the coast in order to make
good use of the few lines coast of deeper draft.
The location of the ports is very restricted by geographical conditions s

the coast.Ports older, usually benefit from natural maritime access, but
are often limited in their development for the reception of modern ships
and bigger draft and expansion of their mounds, as cities and industries
began to appear in your around, limiting them.
The main constraints of the oldest ports are:
a) maritime access, difficulty in dredging the estuaries and river

siltation more;
b) expansion of the interface, difficulties in expanding the
mounds by the constraints of cities;
c) embankments and infrastructure, the existence of
infrastructure oldest hinders the establishment of modern port
terminals;
d) access land, passing through densely populated areas, with
congestion to access the industrial areas and distribution to
consumption.
Figure 6 - Constraints Ports
With the growth and complexity of the ports were created port
authorities in the early twentieth century. The Port Authority of London,
was established in 1908, and New York and New Jersey, was established
in 1921.
What was at issue was the idea that there was greater efficiency in the
management of the port and port operation, from a single port authority,
than the sum of management from each of the owners of private port
terminals.
But with the coming of the machines on port operation and the new
specialized container terminals, high productivity, the paradigm that has
been considered in almost all countries, was the granting of the
terminals and the type of land-lord port for the Port Authority, already in
the late twentieth and early twenty-first century.
Over the years, the needs of modern ports for more space, access and
own equipment, powered the development of conflicts with the cities,
who came to look at riparian zones as areas of recreation and
Environmental Sensitivity.
Figure 7 - Size of the City Traffic vs Porto

Port Traffic
City Size
Consequently, the natural development of ports has been achieved by

the relocation, with the output of the inner cities and the transfer of
activities to locations with better access routes, congestion in land
access, better mounds, they are closer to the sea are in loca is
alternative.Big companies looking for long-term well know it.
On the other hand, greatly increased the intermodal integration with the
terrestrial side, with the participation in transport logistics chains
dedicated, specialized and complex, in need of greater regional
integration of supply logistics.
Figure 8 - Evolution of Ports
September 2006
Historical Evolution of Ports 2
From where the development of most cities has been linked to the
characteristics and development of their ports, whether maritime or
inland.
Historically, large cities were located along the sea, in estuaries or bays,
or along navigable rivers, since the needs of their growing populations
the growing population meant the exchange of goods and several other
cities and remote areas, were to supply abundant raw materials in other
locations and specific food items, was for the exchange of manufactured
goods in the manufacturing industries and in each region specialize,
making use of raw materials, knowledge and local innovations.
This c ow in the past, today there is still a strong competition between
the major cities in the world, for more population, more resources and
goods for further development and growth and more production, that
means, then in the political field, in well-being and a greater role in the
world.
However, nowadays, the model of development, production and

consumption in cities is a higher rate and level of trade with the rest of
the world, a wider range of sources and destinations, and product and
level growth of trade much higher than the growth of production.
Almost no products that do not incorporate any type of imported goods,

whether raw materials, components or parts.
And despite the increasing role that road transport has gained in
exchange for long-distance, intra-continental, there remains a strong
correlation between city size and growth on the one hand, and the size
of the ports that serve and their growth on the other.
Great town in need of major ports, although a large port does not
necessarily imply the emergence of a large city but is a necessary but
not sufficient.
Owning a modern port, competitive, big, with funds -14/15m, area

available for functions and logistics industry, and supporting high growth
in trade of the city, overall, is a necessary role.
Without a port that has expansion areas, embankments and sea and
land accessibility and uncongested appropriate, any city is bound to use
on loan, a more competitive port in another city nearby, relegated to
taking charge of transport and logistics and becoming less competitive
in the global chessboard, making their growth and development of well-
being of its inhabitants.
It is for this reason that modern cities and sensitive to these

phenomena, in advance expand, specialize and transfer their ports, and
its industrial and logistical, to places farther from its center congested,
thus providing areas in the center, which will being occupied by the
leisure.
Take, for example, a regional city of average size, with a small port, you
want to grow as a city.You need to have a modern port, to become a
global city port like Barcelona or Rotterdam.
Need a port with large terraces and areas of expansion, to ensure the
constant need for long-term growth.Need accessibility sea, from -14 to
15 meters (not more) at all its terminals to receive the most modern
ships.
Need hinterland uncongested and logistics and industrial areas

available, and next, for an effective flow in connection with the
hinterland and the installation of new industrial and logistics business.
However, a modern port with these characteristics can not be located

within the city, choked, so you have to grow, and have the role required
of it, support the growth of the city and the region, and its trade
relations worldwide, in a competitive,
It has to be expanded and moved out of urban congestion to less

crowded areas, with space for areas where adequate funds, channels,
serve all terminals of the port and not just one or the other.
You have to go to areas of lower prices per m2, with potential to expand
the platform for another 3 to 5 km, continuous, with large areas within
and adjacent industrial-logistical.
It has to be a port that also serve the ambition of a competitive, other

neighboring cities, even though the Estrangeir.If not, you condemn the
port and city.
I was also here that Oslo transferred, willingly, its port, withdrawing from
the center of the city to other cities that Rotherham moved its port to
the sea, where he created new land banks and Barcelona away a nearby
river, transferring out of the city, its new port, which doubles the
previous one, and that London has transferred its port to other ports,
next to the sea outside, out of town.
Thus in all major cities who want to gain weight and grow worldwide, so
competitive.
If we look at the Portuguese case, it is obvious and stands out, that the
city and the Greater Lisbon need to go through the same process.The
municipal pier in the center of the city are fed up and gagged by the
metropolis, but require heavy taxpayer investments in accessibility, to
move just a little load, and its worth much more land for other activities.
With the current situation, the city is less competitive and lose weight in
the global hierarchy, depending, their companies, far from Spanish
ports, where it is sent much of the merchandise to market in the world
market, and where the cargo is imported, consumption or for
incorporation into production.
However, the region is available to link all the other major port cities
have already taken. The creation of a new port at the outlet of the
Tagus, which is under study, or the use of existing nearby ports, Setubal
and Sines, with capacities and capabilities to sustain adequately the
growth and development of the Lisbon region deserves process already
underway, driven by the market.
November 2006
Concepts of Transport Terminals
A terminal can be defined as an infrastructure, where the charges come

together to carry or from which they disperse, after transport, since they
can not travel alone, but only in sets, for reasons of efficiency and
economy of means.
It is in the terminal loads are assembled in larger loads to facilitate its

transport to other locations, and the terminals can exchange points
between modes of transport, in the same mode of transport, or transfer
points between modes distinct.
Transport terminals are usually central locations, or intermediate, for the

flow of the movement of cargo, and one of the most important attributes
of transport terminals, is to be points of convergence.Some major port
terminals, can be considered as Gateway or Hub.
Gateway - Is a terminal whose location allows for continuity of

movement in the transport system to support supply chain, and the
interface between different space systems, which incl emu transport
terminals, distribution centers, stores and services.Is it the Dounreay
nuclear site along highways or crossings at the confluence of rivers and
seas, and must have been given a high accumulation of terminals and
infrastructure of transport, to be considered a gateway.
Hub - Is a central terminal for collecting, processing, distribution and

transhipment cargo, for a given geographic area.
Figure 9 - Hub and Gateway
The importance of transport terminals is directly related to its three

main attributes:
a) location - it is advantageous to have a central location so that
it can serve a broad concentration of population or industrial
activities in the hinterland or market area of the.However, it too
mented plants can lead to constraints and costs of congestion and
saturation;
b) accessibility - it is important to have accessibility to other

terminals and the transportation system in the region where it is
inserted;
c) infrastructure - the main function of the terminal is ca rgas

move between modes of transport.Thus, modernity, the capacity,
efficiency and the possibility of expansion and adaptation of
infrastructure are key issues to the terminals.
Figure 10 - Hinterland
The Hinterland is the geographical area where the terminal sells its
services and the locations of their customers as the principal nature of
the hinterland is commercial, depending on its importance in economic
activity which then develops and competition with other existing
terminals or modes of transport, not linked to the terminal.The
hinterland of a port can vary by type of terminal and type of cargo, and
its area, usually in proportion to the value of the cargo and the
conditions of accessibility of the terminal.
Foreland The port is a concept and represents the entire maritime

space to which the port has trade relations, including the location of
clients to other ports.
Figure 11 - Hinterland and Foreland
The Hinterland Home is the area next, with maximum accessibility,

where the position of the terminal is dominant or almost exclusively, and
this has high competitive advantages.
Competition Margin is the area where the terminal can compete with
other terminals, playing with the advantages of accessibility,
affordability, quality and reliability.
Figure 12 - Hinterland Main and Marginal
The load terminals are adapted in terms of facilities, logistics and

equipment spaces, taking into account all modes of transport that serve
(sea-land, air, land, etc.). And the type of cargo that move (bulk, general
cargo, containers, etc.)..
Another feature of the terminals is the function of parking of goods

goods.The extended packing of shipments at the terminal, necessitates
the availability of space and adequate facilities such as silos and
warehouses, assigned to the charges for certain periods, depending on
the speed of rotation.
The cost of the terminals are usually inversely proportional to the cost
per kilometer of the main transport, they provide.
Figure 13 - Costs of Transport by Mode vs Distance
There is some difficulty in comparing the importance of transport

terminals, resulting from the difficulty of comparing different types of
cargo volume.For example, one roro terminal with a limited amount of
cargo, can generate higher turnover and need more space, a liquid bulk
terminal, with a great movement in tonnes.How to compare them?
The situation is said to rule Bremen in 1982, assigning weights weighing

the volumes of different types of cargo moved in the terminals,
according to the average load:
a) general cargo - 12;
b) bulk - 4;
c) liquid bulk - 1.
More recently, the rule of Antwerp came to tune the weights for the
goods:
a) Fruit - 47;
b) vehicles - 31;
c) Forest products -16;
d) containers - 7;
e) cereals - 4;
f) crude - 1.
Applying these rules to the Portuguese port traffic, considering them as

transport terminals, we have an interesting result:
Table 7
December 2006
SSS = Reorganization of the European Economy
When we look at the current system of EU transport, we find that the

policy applied in the construction and operation of roads, not passing
costs on users, led to its intensive, rather than other modes of transport
to which the United declined in the past also be generous.
This bet is intentional result of the need for free movement and free
trade among regions, linked by roads, which was fundamental to the
development of economies in the past and still remains.
This way, no doubt conditioned economic development, the location of

industrial estates and stocks, the pattern of consumption, production
and logistics, product prices, the rhythms and flows of products and
stocks.
However, this imperative in the past has been taken to the extreme at
present, the result of changing consumer demand, with the truck to
have a role in the economies and industries, which threatens to strangle
the supply of roads and the freedom of cir ment citizens.The new
demands of consumers in relation to time and freedom of movement of
citizens, become reality after all competitors.
Alternative forms are known. This is the case of Southeast Asia,
consisting mainly of islands and port city with an economy based on a
model of production, logistics and competitiveness based on shipping
and innovative solutions to marine base.
This is how Europe can avoid a "heart attack road" with the super-
congestion expected with a doubling of traffic in ten to fifteen years and
the inability to expand the capacity of roads in the same period, or even
the railroads .
It seems more economical to build new ports and support the owners,
with revenue increasing tolls on the roads, at ca rgas, allowing the
creation of the famous sea motorways.A new European tax, applied to
the transport of goods, could thus benefit the construction of several
port terminals dedicated to shipping walking distance., Embodying a
strong commitment of the European Union in reversing current trends.
Such a future, which sees unavoidable in light of current technological

system, will obviously change the economic model, industrial, logistical
and loca standardization in the area.The timeliness of components or
raw materials, and the arrival of goods at market, it is more expensive,
leaving consumers to make choices between speed and low cost, in each
case and each product.
Scheduled and stocks will be more important, the response to special

orders will be more expensive if you use the roadway or longer, if you
use the shipping or will have to be carried out with the ca consumer
centers.This new system will require a global reorganization of the
logistics and consumption habits of Europeans.
Anyway, this new model will be the replacement of the truth of the
matter in economic terms, the costs to society, investment and
operation of each mode of transport, adapting to the great needs of our
times, ending with the distorting of consumer choice, through subsidies
indir ECTOS the highway.If this model are also added indirect costs, the
pollution, among others, the greater the truth of the matter to society.
The model of transport of trailers in the roll-on roll-off, in which as many

betting the future of shipping (transport, short sea shipping), it is
essential to this new concept of economy.The economies of Southeast
Asia using strongly terminals classic container.
We want in this transformation can not be operated immediately and at

once but in stages, giving the economy time to adjust themselves
gradually.
May 2003
Intermodal Transport and Logistics
This month I take a break in the articles on the marketing of container

terminals, and write about the news of Intermodal Transport and
Logistics, which took place recently in Bilbao and joined some of the
main European actors of shipping, ports and suppliers of container,
mainly Eastern.
Some of the main issues highlighted in this meeting were:
a) the container market continues to grow apace, the world, and

the eastern ports occupy the top positions in the world;
b) the Spanish ports continue to grow at double digits and it is all

about congestion and duplication of port infrastructure;
c) Dragados is expected to manage the new container terminal in

Valencia, which will be operated so dedicated to the MSC;
d) in Algeciras, the new terminal of public service, have been

conceded to Maersk for 4 years, paving the way for multi-utility
lines;
e) OOCL to open offices in Lisbon and Leixoes, as Portugal

considers of great importance, connecting it to the market in
Brazil;
f) Dragados has announced a strategy of rapid expansion in port

operation, worldwide, to countries like China, India, Brazil, Mexico,
USA, South Africa and Portugal;
g) Spanish on the agenda is discussion of the autonomy of

Catalonia, with the ports a very important role, since the Catalonia
want to pass a dom inar us all of their seafarers.It is apparent the
importance that the ports have for the Spaniards;
SSS - Short Sea Shipping - remains on the agenda.The big news was
the presentation of the project "European Integration", as applied in
the Italian port of Cagliari and StoraEnzo terminal in Zeebrugge.
This is a new technology, docking cassette for two containers
stacked, moved by some AGVs - Automated guided vehicle - in the
roll-on roll-off.This technology allows yield three times higher than
those of normal systems, lolo - lift-on lift-off - and reducing the need
for investment in equipment for the park by 60%.
Furthermore, this technology can be performed in the same terminal,

the operations of ships and long haul in lolo system, and connection
to feeder ships on roro system, ca stream by train AGVs unmanned,
with high yields.It is the bet of the European Commission in the
integration of systems roro and lolo, to enable a new SSS to remove
lorries from the roads.
The new roro vessels, double deck, are an innovative and simple
configuration, rectangular, allowing the stowage without human
intervention.The upper deck can be accessed via a portable ramp, the
ship itself.
The AGVs can move tapes, standard and special containers, swap
bodie s, trailers, etc..The future of maritime transport starts to be
drawn, with the support of the European Union.
Finally, after several years of great mystery about the funding model
for the Spanish ports, there was light.How can go possu apparently
reduced rates to customers, always have positive financial results
and be constantly doing a lot of expansion work in all its ports?
The magazine Marinas and ships, "No. 49, announces the PEIT -
Strategic Plan for Infrastructure and Transport Spanish, for the years
2005-2020, indicating that the 250 billion of total investment planned
for fifteen years, about 9.4% will be invested in ports, ie, 23.5 billion
euros.
There are about 5 billion of short stories for the Spanish ports,
intended to increase port capacity by 75%, deemed necessary to
move the load of the plan of economic development of Spain.
Moreover, the plan calls for 15.7 billion euros for airports, roads to
62.7 and 108.7 for the railroad.Although the Portuguese port system
represents only cer ca 15% of Spanish, do the math.The population
and the Spanish government gives special importance to the ports.
November 2005
Terminals
Model of Investment Decision
One of the mathematical models more useful, to support management
and decision in the ports, is the systems model queues.
Used to manage the queues in supermarkets, government offices and

even airports, is an ideal model for ports, which relates the size of
queues, with the speed of service and the number of local offices.
But how can such a model be useful to decision-making, since the

theoretical tools are often divorced from practical decision away from
those who need to solve real problems?
Through a small example, try to explain the importance of the model

under the decision of investment in equipment docks, a terminal of
private industry.
Imagine a facility located in an estuary stocked with raw material from a

small pier adjacent built to receive bulk.
Arrive at the terminal each year, 101 ships, which take 3 days each, on
average, to be served by two existing cranes is ca.The frequency is
random, according to the negotiations, which the commercial is doing
around the world, and according to the availability of vessels and raw
material market.
Thus, the occupancy rate of the terminal will be about 83%, ie

(101/365) / (1 / 3).The waiting mé days is about 4 ships (Lq) and the
average waiting time is about 14.66 days (Wq).
Imagine that the average cost of waiting for a ship, per day, is 1,000
million (notional value).Therefore, the annual cost of ships waiting to
dock at the terminal, can be estimated at about 1.480 thousand euros,
ie (101 * 14.66 * 1000), corresponding to about 14.808 million euros at
the end of 10 years .
Question - Should I buy a new crane of 5,000 thousand euros or not?
Imagine that the new crane will allow me to spend time average
attendance of each vessel in the berth, 3 days to 2 days s.In this case,
the model indicates that the occupancy rate could decrease to about
55%, ie (101/365) / (1 / 2).
The average length of the waiting vessels pass to 0.7 (Lq) and the
average waiting time of each vessel could be estimated at about 2.5
days (Wq), using the form as simple queues .
This will provide a new total annual cost of waiting, the ship, about 250
thousand euros, ie (2.5 * 101 * 1,000), corresponding to 2.503 million
euros in 10 years.
Answer - The decision is easier.If anger is acquired the new crane, we

have a savings in 10 years, 14808-2503 euros or 12,305 euros for.
If we reduce the cost of the crane, incl uindo maintenance for 10 years,
we 12305-5000 euro or 7305 euro gain.It's a good decision.
Modelo Simples
µ Taxa de Serviço
1/µ Tempo Médio de Serviço
λ Taxa de Chegada
1/λ Tempo Médio entre Chegadas
s Nº de Servidores
ρ Taxa de Ocupação λ/µ
Lq Comprimento Médio da Fila λ²/(µ(µ-λ))

Wq Tempo Médio de Espera λ/(µ(µ-λ))
June 2005
Port Planning
The Lisbon and Tagus Valley
In this article, I address two issues that seem to have some current
strategy and harbor life:
Future Supply Port to the Lisbon

Much of its population, industry, electricity consumption and importers
and exporters and logistics in the country, are in the Lisbon and Tagus
Valley and its hinterland to influence others.
This population, and these companies need to be served by land, air and
sea.By Sea, arriving in bulk food products, low-cost cement, scrap for
steel mills, wood, paper, steel, raw materials and finished products
manufactured from low cost and less urgent, essential to have cheap
houses and our supermarkets and shops full of cheap goods and varied.
By sea, are also disposed of many of the products that are produced in
our factories, and thus become competitive, and they come at low cost
to Africa, to our islands, the Americas, Europe and the rest of the world.
Ports are essential in order to maintain our standard of living and

consuming, that we use, so that the exporting companies to be
competitive and serves to boost economic growth, competitively, as a
development and economic multiplier .
The region consumer and producer of Axis-Lisbon-Leiria Lisboa, needs to

be served by adequate port terminals in the various facets of freight and
packaging methods.
The ports that are emerging to include in its infrastructure, port

terminals and their access to land and sea required to meet the needs
mentioned are the ports of Lisbon - located in the heart of this economic
aspects - of Setúbal - located within a radius 40 km from the pole - and
Sines, located about 150 km south
If much of the energy supply, economic aspects of Lisbon, has been

done of course, from Sines, via pipelines or other charges while others
have preferred, of course, the terminals at ports in the central, ie Lisbon
and Setubal:
a) agri-food charges low value per tonne, which do not support

major land routes;
b) loads Roll-on Roll-off, preferring the proximity of car factories,
which fill the ships in return;
c) breakbulk cargoes and several that do not support major land
routes;
d) raw materials for industrial units, located adjacent to the ports
of Lisbon and Setúbal;
e) strategic reserves of fuel;
f) Containerized cargo, checked weekly at the last minute, to the
port terminals, with the lowest possible cost of road, using trucks
carrying several small trips factory-port terminal.
It is necessary to think that a competitive area, you need competitive
ports, easily accessible and that all business logic and logistics present,
the region of Lisbon and Tagus Valley, based on the use of port
terminals nearby.
Thus, the change in this model can only be achieved in a gradual and
planned over several years, spreading to the objectives and phasing in a
transparent and allowing the adjustment of enterprises, their location,
officials, their homes, network of inland transport, means of transport,
basic infrastructure, schools, hospitals, etc..
Without achieving this ambitious long-term plan and if it is willing to

switch immediately to serve the region of Lisbon, from distances greater
than the current, rapidly closing the most central port terminals, one
would see congestion on the roads, lack of transport in the short term,
increased transport costs and reduced competitiveness of industries,
increasing the price of consumer goods.This could encourage more
regions and industries in Spain.
Alternatively, or until the plan is implemented, can be thought of new

locations for the terminals tablets cities with no capacity for expansion
or modernization, facilitating the conversion of areas to flee to functions
ca riz more urban.Who could be the alternatives?
a) the Tagus, there are several known alternatives under study:

Santa Apolonia, Caxias Trafaria or any one to be a suitable
alternative;
b) in Sado, there is a Terminal Multipurpose de Setúbal, built to

be an alternative, having a ca is founded-15m, with the possibility
of expansion up to 2km.Miss deepen the channel to the port.
Port Charges
It is common to say that the port charges and rents and concessions,
charged by port authorities, are high.It can happen, but often this is to
reverse the problem.
You can not practice low rates, no public undertaking rational, which
aims to maintain its financial stability in the medium to long term, and
be forced to be financed with equity, all or most of the investment in
new port infrastructure in order to develop its port.
Perhaps it may phasing investments, but there are always basic

foundations for a work or a terminal.
Perhaps the state can finance all new works, but this would reverse the
logic of user pays, limited by the adjustment of prices to the market.
The problem is political and is similar to the highways: the case of

peripheral countries of Europe, the infrastructure's port must be paid by
the user, even partially?Or the state, that is for us all, or the European
Union, that is for all Europeans?
If the state budget to pay the new works, then the rates could be lower.
If you do not pay off, or pay only part, then the port charges have to be
mandatory higher.There's another about to give.
Thus, in cases where there is uniformity of treatment of the State in

funding from different port infrastructure of public service, it is clear that
this will involve some uniformity in fees and rents to be charged by port
authorities and that will result from the need to to repay their
investments with equity.
That is, competition from other port authorities, based on rates, depends
heavily on discrimination as defined under the policy of state aid.
Moreover, little can be done, that "taking a side to the other place or will
be a consequence of the location, cost management or revenue with
additional assets.
January 2005
III. Port Authority
An Organized Port
The port of Leixoes, is well known for being one of the most well
organized ports along the Atlantic, flowering in all aspects.
Taking advantage of the fact that they develop an extension of the area
concentrated geographically managed to organize the terminals, the
area access, concierge, excelling in technology, cleanliness, signage and
the maintenance.
He managed to organize a dynamic port community oriented marketing

outer harbor.
He developed a strong component of training, and made the leap to

international cooperation with UNCTAD and the PALOP, which has been
appreciating the brand Leixoes, as the international symbol of
knowledge and wisdom as well as businesses in their community.
It is a port that has to be always present in international events and has

a strategic plan that has been fulfilled.
In the logistics aspect, the port out of its traditional area of action and
went on to lead a component of value addition to the charges as a factor
for competitiveness of a modern port and is building the two logistics
platforms adjacent, who had planned.
In the component loads, knew lease terminals, whose dealers have

begun offering a service of high productivity, well-publicized.
In the field of entertainment, announced the cruise terminal will become

the crown jewel and a symbol for Tourism in the Northern region of
Portugal, certainly contributing to spend a quality image of the country
In financial terms, the APDL able to balance the accounts and personnel
costs, and can now make the investments that are necessary without
indebtedness.
It is indeed a model port in Portugal, the result of work of many years,

always with a view direction, where to walk, always with the support of
the port, which extends its capabilities, always looking at the world's
largest ports as terms of comparison, not behind.
Replica r mind now this successful model in other ports.How to carry out
such plan, ports and communities with realities so different?It is a great
challenge.
Information systems, Leixões has always been a leading port, simplifying

procedures and facilitating the passage of cargo and the ship.
Despite the difficulties of space, this is certainly a port of the future, it

should specialize by market, selectively choosing the best segments and
extending its expertise to other ports and other new areas.
December 2006
Port Authority: Company or General?
In recent years, with the implementation of concessions of public service

terminal handling charges, we have witnessed a changing role of port
authorities, having passed the model terminal manager, and the
operating companies licensed to model owner of infrastructure, and
mere authority.
However, in the context of a port concession is granted, there are also

several sub-models of the activities of port authorities, taking into
account the degree of intervention and study areas of focus.
At first glance, one could imagine that after the granting of the
terminals, the role is left to the port authorities will not be more than a
department of the State, the port authority only to collect fees to
maintain the infrastructure, to ensure security, secure communications,
to manage a balanced annual budget, to monitor, regulate and carry out
public works, with the state budget.
In this context, it would make sense to port authorities and companies,

since they do not possess any entrepreneurial role (risk), business
(sales) or business development (facilitation and partnerships).
Could be as mere departments of the State, exercising its administrative

powers to ensure the operating environment of economic
agents.Economic agents, and only these, would fit the role of
commercial and business development.
But if you look closely at the sub-model of operation of port authorities,

adopted in most ports in northern Europe, and even in Spain, we find
that ports with a size and a larger growth rate, have adopted positions
and roles completely different set of albeit with different degrees of
intervention in each domain.
Within the model landlord port, the ports more advanced and dynamic in
northern Europe, have taken action submodels of port authorities, but
with strong roles for action and investment in financial and human
resources in the trade area angriação new charges together with its
operators and agents, and angriação new investors, shipping lines and
terminal operators.
The bet is the role of intervention in the development of new port
terminals for handling associated with new industries, located next to
the port or in the hinterland, in the preparation of new embankments,
new businesses to port, in attracting investors, in support to attract new
routes and loads, together with operators, investment in publicizing the
image of the port as a modern business center, and ensuring efficiency
and competitiveness of services provided.
In this case, the focus is done in the new business, satisfy the customer,
investing in profitable projects and the long-run equilibrium.
Obviously, the infrastructure of public interest and proven positive

impact on the economy, the feasibility of involving the pricing very
competitive or whose impacts spill over through the port industry, is
financed by the states and cities / regions, to the extent that becomes
possible to pricing the target levels, or are sometimes even funded in its
entirety.
We believe that this is a change that lack operating in many ports,

placing the spotlight on the port port business, regarding it as a business
where you need to take risks, gamble and invest in business expansion,
with effect from the economy and the hinterland and financial results in
the long run, with levels of international competitiveness and that build
capacity to supply, where there are real potential.
It is this transformation of the port, such as public work, in business and

a business center and port authorities - authority for the administration -
management, strengthening and facilitating the business, lacking
implement it and think, without endangering the regulation, monitoring
of public service, financial stability, but also without creating major
equipment, the cost is reflected negatively in the economy.
January 2004
Port Authority: What is your role in the Economy?
For some time, people began to demand the re-qualification and access
to coastal areas, becoming the subject of vigorous political debate, in
times of elections, and strong pressure from urban and real estate.
That long of long fences that separated completely from the riverside
populations, their backs to the sea, just looking for time on the beach
during summer
In that context, during the 90 years, the European Union and the
Portuguese funded an extensive program of the FEDER of urban
waterfront redevelopment of vacant areas in ports, with the
establishment boardwalks, lawns, parks, recreational docks and areas of
catering and leisure.
To what extent should the government keep the port area and the direct
management of proprietary areas in urban and coastal fronts, re-
qualifying them, exploring them and developing them as extensions of
the cities and surrounding counties?
Despite pressure from municipalities, port authorities were able to

maintain control of these sparse areas of national reserve port, with
potential future interest, which will be temporarily out through the
granting and licensing of spaces, uses urban-coastal-related the leisure,
catering, culture and support for cities, serving as escape the congestion
in the meantime these.
This strategy type, has a double benefit:
a) Socio-Economic - to meet the needs of people and

municipalities, which finance the investments through PIDDAC and
the ERDF;
b) Financial and Asset - Allows proprietary profitable areas while

maintaining Dominial on reserves port of interest, and creating a
new source of additional revenue to support the competitiveness
and development of port business.
However, the appetite of people by sea and riverine port has come to be
strengthened with the successful experience of Expo 98, with each city
or small town in the country, passed that calls for its small Expo,
extended to all wet areas, resulting in both the wake of a growing
rejection of the port industry, in particular related to bulk "dirty" fuels.
No longer served the gardens or parks. Became required equipment for

public use high-quality, more sophisticated gardens cream, cultural
infrastructure and high level of leisure and catering areas of high quality,
framed by expensive landscaping and artwork.
Thus, by the end of 90 years, in order to maintain the reserve areas

under the control port of the port authorities, they were losing ground
through increased cooperation with municipalities, jointly financing the
expensive redevelopment of urban-brook inha required by populations
.This time, began to be channeled resources for port resources and
growing indebtedness, for urban projects, ports.
It did not.Some port cities iram could even transfer the domain method
of riparian areas harbor, through the Polis, the reclassification of the
cities have been created temporarily entities managers have absorbed
the charges arising from licenses and leases of space and resources
State / Community for the creation of new recreational areas, similar to
the Expo.
In these cases, port authorities missed some extra income, but retained
its mission and its focus on port activities, core business which has been
strengthened, and maintained the ability to apply the revenues, with
port taxes, entirely on the development of port business.
But in cases where there existed the Polis, the desire of the people was
no less, and sometimes the port authorities have been redirected to an
increasing focus of its human resources, financial and time in upgrading
Ribeir inha.Almost lost sight of the core business, iro prime reason of
their existence, as bodies for promoting a pole of economic
development, industrial, commercial and logistics.
In these cases, the trends have been as follows:

a) areas of reserve port, are now occupied most definitely for
urban uses;
b) port authorities become more and more of the municipal
management;
c) they lose the right port of its existence;
d) port revenues fail to be supplemented to pass to be
complementary investments in urban uses, affecting the
competitiveness of ports;
After all, what should be the role of port authorities in the national
economy? Managing municipal / dom iniais?Or submit the unoccupied
areas to municipalities, to enable them to reclassify, with the resources
of taxpayers?Should focus on their role as facilitators of the port
business, in supporting the economy?
These seem to be issues relevant to the economy, for industry, for

transport, but also for the municipalities. In the case of Rotterdam, the
largest port in Europe, the solution seems to have been the focus of its
authority in the management of terminals and industrial / s logistics,
marketing and development of port business.In the urban aspect, the
option has the feature to create a joint venture with the municipality,
urban development, coastal areas unoccupied port.
November 2004
Public Port Administration: General Model
What should be the model that defines the role and priorities for action,
a public port authorities, anywhere in the world?
On this issue, I will give a different view on a possible general model,

which will include the function of any public port authorities in any
society and in any economy.
As assumptions of the model could define the following:
a) port area to be managed in the public domain;

b) scarcity of goods from national interest, which is a port;
c) public nature of the port administration.
Mission
Port administration, as a public body responsible for managing a scarce

and public, national interest, such as a port area should have the Great
Commission to contribute to the welfare of the people, the political-
economic hinterland in which is inserted through the different levels of
the pyramid of needs: food supplies and building materials for housing,
raw materials, consumer goods, export production, support to trade and
leisure and tourism.
The main purpose will be above any other principle or political model,
philosophical or economic, is the starting point for positioning in society
and should be ensured.
Purpose
However, in order to achieve this goal, the Port Authority should have as
main purpose, make the port a functioning infrastructure to serve the
people, cities, industries, distributors, shippers and owners, ensuring
their operation and growth as a pole or anchor of regional, national and
even continental, with whom, and from which, to generate business,
affairs, capital gains and life.
General Features
To live up to its mission and achieve its purpose, the port authorities
should consider two sets of general functions, sometimes difficult to
reconcile, but none more important than the other:
Function Port Authority - Promoting Effective
a) regulate the normal functioning of the port activities and the

occupation, ordered spaces in the public domain;
b) ensure continuity and quality of service requirements to the
public;
c) ensure the expansion of port infrastructure, public service,
necessary for economic expansion;
d) ensure the safety and protection of the environment, the port
and the environment;
e) ensure the maintenance of basic infrastructure and services to
support access to port infrastructure.
Commercial Coordinator - Promoting Efficiency
a) contribute to a quality service at international level;

b) define and prepare areas for further expansion of port
activities, industrial and logistics;
c) ensure international cooperation, intersectoral, inter-state and
the intra-port community;
d) promote competitive conditions, which could attract more
business and more life to the port, with companies in the port;
e) support the purchase of goods or construction of infrastructure
for common use in port, to improve the quality of service provided;
f) develop complementary quality associated with people,
leisure and catering in areas not used by the port.
To perform these general functions, the port management should be a

coordinator / regulator / authority of the port activities and its
instruments of port policy, ordering the use of space, regulating the
activities and directing their development, so that the group of
companies and entities that make up the port community, become a
whole internationally competitive, contributing to the competitiveness of
the region they serve.
In this paper fits perfectly a national coordinating body or regional,
which takes some of the more general functions, adding value to the
sum of its parts, such as the "Puertos del Estado in Spain.
Mix Instruments
In the last phase should be chosen to implement the models for each
policy instrument available to the port administration, manipulating
them, adjusting them and tuning them, depending on each individual
case and specific purpose.
This is about to choose the mix of instruments for the operation of the
port:
a) model of exploitation - exploitation by direct port, only the

terminal management or landlord port and only the principal;
b) model of regulation - for each port service for each market

segment, should be taken to free competition and access, limiting
the number of commitments, obligations to grant the license to be
bad or the actions of the port?;
c) m odel charging - which services tax?How to calculate the

charge applies r?What are the principles to be taken into account?
What encourage or discourage?
d) m odel of funding - who should pay the costs and investments?

Why? When and how should the state or the EU co-financing?
Deciding when to ban ca or the figure of the BOT?When self-
finance?
e) model of spatial planning - functions that must be developed

and where, when and how, taking into account the objectives,
needs and characteristics of the sites?
f) model of marketing strategy - that mix of product, brand,

image, price, distribution, communication and adopt that
objective, or where market segments?
g) m odel of involvement of the port - to what extent should such

involvement be achieved?What organic model? What participants?
In what subjects?
h) business model - how the participation of port management in
business?Involvement of customers. Commitments to quality and
competitiveness;
i) models of supervision - a greater or lesser involvement in the

management of activities within the port.
November 2004
Cooperation Port Authority and Port Community
It seems undeveloped in Portugal, the model of cooperation between

port authorities and port communities, which is known in other ports in
Europe, and we do not see actions or plans to do so, perhaps you want
to keep their distance, while maintaining the respective positions.But we
must cooperate more and more.
In Bilbao, are known for marketing the Uniport.In Valencia, the port
community and the authority have created several joint projects, such
as the mark of quality assurance and the foundation of the port of
Valencia.In Barcelona, is well known the huge existing cooperation, to
"push" the development of expansion plans, for a combination of
strengths in the areas of logistics and industrial and intensive
cooperation in marketing and communication together.
But in France, Belgium and the Netherlands, port communities and port
authorities in several ways of further cooperation that not only meet
regularly for the community to make demands on the authority, aca
band around the relationship.Although this is already good, is not
enough.
Some studies, which have been performing in recent years have pointed
to the need for the creation of influential groups / discussion with the
port community, including different groups and sections of the product
offered at the port of goods.The solutions point to the creation of
thematic working groups within the port community, in order to discuss,
resolve or influence the various aspects of the port.
It therefore needs to consider the possibility of creating thematic

working groups and standing with the port authorities and port
communities restricted and extended (industries, municipalities,
transport operators, companies / entities in land access), in order to
support the development port business.
First, the aim should be to develop the business of the port with the
active participation of the Port Community, with a view to permanent
hearing of opinions, the awakening of funding models as well as joint
studies and events.
Mind:
a) put the focus of the Port Authority to develop commercial port;
b) bring some of the functions, and some of the material and
human resources, the Port Authority "out", putting them available
to working groups reported by other entities, which also would
push some of its resources and knowledge;
c) create value, making each euro invested, the potential to
create more business for the port.
A start could be the creation of 3 thematic working groups permanent,

with different compositions and participants within the Port Community,
including some outside entities to be defined case by case.
Proposal for Theme Groups and their areas of intervention:
Communication and Marketing
a) common objectives;
b) image resolution of the commercial port;
c) joint participation in trade fairs and seminars;
d) approval of the Joint Communication and Advertising;
e) preparing and carrying out joint visits disclosure control;
f) preparation of brochures and magazines from home;
g) preparation of press releases and press releases to the press;
h) carrying out joint visits to potential markets and attracting new
business and lines.
Improvement of Internal Port Services
Study and advice on the improvement of services:
a) deck;
b) trailers;
c) moorings and mooring;
d) waste collection;
e) water supply and electricity;
f) supply of bunkers to vessels;
g) shipbuilding;
h) overall quality of services;
i) quality of public service in port terminals;
j) quality of shipping agents;
k) contribution of information systems;
l) services provided by Customs and other agencies;
m) Security service;
n) free competition, regulation and restrictions on market access;
o) labor force port;
p) taxes and port charges;
q) Quality mark;
r) training.
Development of Infrastructure, Accessibility and Logistics
Proposals, opinions, studies, lobbying, development support,

participation and funding and goal setting and characteristics:
a) dredging of channels;
b) new terminals and piers;
c) access roads, bridges and junctions;
d) rail access;
e) river traffic;
f) Industrial and logistics areas;
g) areas of port expansion and industrial;
h) plan and expansion of the Port;
i) capacity versus demand;
j) common objectives and long-term prospects;
k) development of new short sea shipping services (Marco Polo).
The internal organization of each of these working groups could

correspond to the following points:
a) framework of the Standing Group consisting of Directors and

technical permanent staff of the Port Authority;
b) Group Executive Committee consists of a set of operational

representatives of each entity to be defined for each group, who
meet monthly to decide on the activities and monitor results;
c) budget funding, allocated by the Community Port, in function
and as a percentage of interests and responsibilities defined for
each project;
d) permanent representatives of outside bodies.
The normal functions of these groups would work to issue opinions, draw
up investment proposals, propose new legislation and regulations,
propose corrective measures, studies of common interest, to take joint
positions, define and implement projects funded in the regular way.
February 2005
Autonomy / Diversification versus Vocation Ports
Over the past few years, I have been sympathetic to the argument that
the ports can diversify the types of services offered and thus, creating
all kinds of port terminals that are most convenient, within each
autonomous port strategy, entering into competition with other national
ports and terminals, as a way to improve service, lower prices and let
the market operate freely.
This idea has always seemed wise, since these investments are carried
out fully, with the use of private funding or financing of each port
administration, provided that it is a vector-oriented financial viability and
commercial infrastructure, without public support, and provided they use
land and infill sites previously defined in the Development Plan for Port
and approved at national level so as not to occupy certain strategic
areas defined for use, and vocations of national interest.
It seems, after all, of great interest that each port has a broad range of
areas, which could devote itself, without interference of the
National Plan, the activities and types of port terminals to understand,
so diverse, including terminals of private industrial and terminal service
built exclusively with public financing, or require BOT - Build Operate
and Transfer, which will operate in the market for free competition.
However, this should not prevent certain areas of each port will be
defined as a national public interest, and included in the national port
plan, which may have their use restricted, and some areas are
considered earmarked for projects of national interest.Encompassed in
these cases for example, the construction of all port terminals for public
service, to include some percentage of public financing national or
community.
Only certain areas and certain projects, financed by all and the public
interest, would be part of a national plan for port investments, for which,
as it should be, would have to be carried out a strategic review, defined
skills and vocations, strokes objectives and choices made for allocation
of scarce public capital to the largest public interest, taking into account
the plans of economic and industrial development authorities.
Apply would the principle of subsidiarity, two coexisting systems,

defined by one side, the port areas and terminals in the national interest
and, second, and terminal areas of interest in regional or local port.
a) Vocation system - would imply the existence of national

resources, there is the definition of vocations to the ports and
complementarities through a national plan, and give preference to
economic viability and impact on the industrial and commercial;
b) Autonomous system - would involve decision-making

autonomy and funding for port authorities and private planning
would be local and direction would be towards financial
sustainability and trade and competition.
Obviously, the coexistence of these two systems could lead to points of

competition between terminals built in either, with artificial advantages
to one side, the plans of the ports in the Autonomous System, would
have to be subordinated to the System of National Vocation.
Applying only to the first system, the following table is a suggested

starting point for the study of vocations, in cases involving public
funding.
Table 8 - Vocation Ports South

Competitive
Advantages Factors Vocation
Restoration
History / Cruises
Tradition Navigation
Population Market People Charges for the
Centralization Monumentality Islands
Lisbon Estuary Proximity Feeder Lines
Centralization Roro
Congestion Proximity SSS
Expansion Areas Industry and Industry and
Natural Areas Logistics Logistics
Setubal and Tourism Potential Sea Tourism
Depth
Expansion Areas
Modernity Potential Bulk Energy
Motor Depth Rows Deep Sea
Sines Development Dimension Transhipment
Teaching with Concessions
She recently completed a process of concessions several years, held

various domestic ports, and a lease that allowed much of the port
terminals of existing public service, and the private into the game
management, investment and competition, and port authorities located
as landlords, as in many other countries in the world.
If we compare with the examples of Spain, Belgium, Holland, Germany

and Italy, we can not want that port authorities are national Relegu the
role of mere observers and officials of the state without any intervention
in commercial ports.That is not what happens in other countries where
the ports are more successful.It is where we must go down.
Vocation and complementary public investments, should not mean

isolation of the port business and support its terminal operators,
attracting new businesses and new charges, they enter the competition,
limited and pushed by the need to deliver positive net , an objective that
should guide all aspects of port authorities, the costs and revenues.
So, should continue and strengthen the role of port authority, but put
great emphasis on the role of trade and marketing. Policy makers should
go outside to see examples of the best ports of equal size.No need to
invent a formula magi ca.
The process of concessions held, should be removed from some

technical information that should not be forgotten:
a) the allocation of areas of flat land to the grant should be

provided at the outset, gradually and according to the evolution of
traffic.Should be given a minimum starting area near the pier, and
subsequent expansion areas / backward according to the business,
so as not to strain the value of the average income per unit load,
allowing the temporary use of expansion areas for other purposes,
possibly logistics;
b) must be incorporated in the contract, discounts for the initial

start-up phase of the port terminals, to monitor the likely evolution
of the business plan of the dealer, allowing the creation of critical
mass and cash charges, pending the entry into cruise;
c) even though it is expected to further specialization of the

terminal in certain types of cargo in the first years of start-up
grants should be established some degree of flexibility so that all
businesses will support the possible start of operation, without
limits;
d) rents and prices of the minimum equipment to be included in

the contract documents, must be low compared with those of
competing terminals domestic and international prices of
alternative suppliers should be studied with access to details of
contracts of other competing countries should not be used
exclusively on the criterion of return on investment or the
maintenance of the revenue of the port authorities;
e) the tariff levels proposed by applicants, which will be valid in

the concessions of port terminals should have a high weight in the
evaluation and assessment team must include a representative
customer of the port;
f) in cases of public interest and in times of economic decline,

should be provided in the specification, a mechanism to
temporarily lower the income of the concession to a certain level,
since the values of the maximum fares charged by dealers to
customers to reduce the same;
g) concessions should be for as short as possible, encouraging

the constant competition for the market;
h) should be possible to carry out logistics operations in the

terminal, without the use of dues;
i) should be provided opportunity to sublet areas inside the

terminal to other stevedoring companies or industrial units or
logistics.
May 2005
The century of human-Consumer?
It is for people and businesses who work in ports, leading this change,
putting themselves forward in time, already becoming more
competitive, more useful and less costly to the rest of the economy,
maintaining their income by creating more value for customers.
As we all learned in school, the beginning of last century was marked by

the advent of industrialization and mass production technique, which
has had a maquinizantes in the journey of man's work, well illustrated by
the film "Modern Times" by Charlie Chaplin, creating a class of
oppressed workers, living in cities degraded.
The answer to this oppression was the culmination of the ideas of pure
socialism, equality of classes and communism, which sought to improve
the m distribution of social gains, to humanize the company,
intervened.A part of that time to go, took a break and great ideas
interventionist economic and developed social concerns.
At the end of the last century, the European paradigm has pointed to a
social and economic model that would guarantee the balance between
man and man-consumer-worker.It was the model of man-employee,
protected at work, but with a high standard of living.
We worked fewer hours, fewer days s, less years, increased the holidays,
the time of retirement, life expectancy and leisure time every
day.Wages grew from year to year, increasing the purchasing
power.Everyone would have access to an increasing number of goods
produced increasingly by machines and "Robots."
The unemployed, the poor and excluded would be less and less, and that
remained would be strongly supported in their social and economic
reintegration.
But now the century and the changes appear am, as always
happened.The parad igma man-servant led, in Europe, the man-
consumer.Each of us are not willing to abdi car more goods, cheaper and
faster, with an excellent support service, even at work have to be more
efficient, more versatile, flexible and focused on quality, with greater
instability and competition.
The turning point, in my opinion, was the time when the very cheap
goods begin to arrive from the east, China and India in all sectors.Fruit,
Cars, textiles, technology, toys, ca lçada, etc..Nor abdi camos them and
reach more and more.
Are again the paradigm of competition, market competitiveness and

competence.The invisible hand of Adam Smith, but now a mix of surgical
intervention and free economic competition in areas of economic well-
defined.
In France, a country where thought and protector of the interventionist

state has gained momentum, the CPE - First Employment Contract - is
one of the first attempts to divest and flexible, fits in the trend I have
mentioned, although it seems misdirected.
Young people already have some job instability.It is the class of workers
between thirty and fifty years that have guaranteed employment, either
in the public and the private sector, with high wages and social
protection, the real problem of the rigidity of business costs and state
budget .
In the sector of tradable goods, ie goods and services that directly suffer
from competition from foreign entrepreneurs have been forced to reduce
benefits and guarantees, to enhance competitiveness, flexibility and
productivity.Is the case of banks, industries of consumer goods, logistics,
trade.
But there is a large section of public and private officials, and private
and state companies, yet well protected in their niche or non-tradable
goods to foreign markets closed, still living in the paradigm of the past
century, allowing them to charge strong artificial cost the rest of the
economy, though often they have serious shortages of productivity and
even quality of service.Medicine, pharmacy, education, electricity,
communi cations, railway, railways, gas, etc..
In the event of shipping and foreign trade, the new man-century

consumer will not let high costs and some artificial failures of
productivity, affecting the competitiveness of the rest of the economy.
The movements have already begun. Grants released their budgets,

investment in ports. The labor force has become more flexible in ports
over the 90 years. The d has been raised to liberalize port services will
move one day to facilitate access to markets and liberalize competition
in the market or the markets do.Make no mistake. Nobody can stop this
tide.
State employees, the longshoremen, pilots, stevedoring firms, trailers,
concessionaires, all will be affected by the directives on further
liberalization and competition in ports.
Some say it is just a trend, a temporary regression on the acquired

rights of individuals and businesses, and that the future will always point
to greater protection of the man-servant, public service and state
intervention, in social sector and to ensure the safety, quality,
environment, equality, rights and stability.
Maybe, but not at the moment. The privileged are expensive for others,
they have to compete with the outside world and become competitive in
the face of China or the U.S., and are intolerable in the medium and long
term.
It is up to individuals and companies working in European ports realize

this and try to lead this change, ndo places ahead of time, already
becoming more competitive, more useful and less costly to the rest of
the economy.The maintenance of their income should spend more and
more by providing a greater number of new services to create value for
customers, especially in segments that can afford the containers.
April 2006
Platform Logistics and Port of Setubal
1. The port of Setúbal together four key business features that are
rarely observed together in another port and that, therefore, distinguish
and differentiate the national port system:
a) located in the Lisbon region - is a port located very close to

the single biggest industrial city, population and consumption in
the country, 40 km south of Lisbon and is well positioned to serve
the needs of daily logistics of loading and unloading of perishable
goods and other fast flows of the Lisbon and Tagus Valley and the
south of Portugal, to Madrid;
b) broad areas for expansion of the Platform Logistics /

Port of Setubal, PL7 - is a congestion-free port, with vast areas
available for new piers and embankments in the port and logistics
zones nearby, with excellent access road and rail connections to
national and international networks.There are 13 km from the front
port, relatively unexplored and are logistical infrastructure as
SodiaPark and Sapec Bay;
c) accessibility to sea drafts of 12 feet, subject to the tide,
or 10 meters, in any condition of tide - the APSS currently
guarantee the entry of ships in the port of Setúbal, with drafts up
to 10 meters in any tidal condition.It also guaranteed the entry of
ships with drafts up to 12 meters every day of the year, conditional
on the tide.
This is an important upgrade in the operating conditions of port

and terminal Multipurpose and Roll-on Roll-off, being guaranteed
conditions so that the port can be scaled by regular lines of
container ships and roro, which usually have much time rigid
navigation and operation, leaving Setubal on an equal footing and
competitive with many major European ports.
d) Multipurpose Terminal the largest in the country - the

port of Setúbal currently has the largest terminal Multipurpose
Portugal, which in all zone 1 and 2, make up about 30 acres of flat
terrain and 1.6 miles of waterfront, with a rail link within the
terminals and road link to the A2, Lisbon-Portugal-Algarve.Are 725
meters from the docks founded at -15 meters, prepared for the
future. It is a giant terminal, with much of its capacity still
available and that should be used.
No other national port brings all these advantages, which characterize

the port of Setubal and make it a port with potential for the future,
within walking distance of major centers Portuguese and Spanish.
2. But the port of Setúbal also has other advantages, which are no less
important than those listed:
a) competitive overall costs;

b) focus of port management and the business of the port's
competitiveness and development of the port;
c) flexibility in adapting to the needs of most demanding
customers;
d) strong aggressiveness commercial business of the port;
e) two terminals for public service for bulk liquids and solids, with
advantages of location by the park's industrial and logistical Sapec
Bay;
f) strong social impact in a region known for its labor-skilled
labor and large industries with private terminals;
g) is one of the most beautiful bays in the world.
3. Setúbal is a port on the rise, with a high potential to explore, ready to

go serv the country and the region for many decades.
The principal business purpose is the Zone 2 Multi-purpose terminal,
which is a new terminal of large dimensions, built with the support of the
European Union and has available capacity and modern infrastructure,
with the potential to better serve the growing needs businesses and
industries.
To achieve this trade, which has been after all the guidelines and
activities of the APSS and dealers?
a) bet on the uptake of new lines of containers, the segments

feeder and short sea shipping, integrating loads that currently use
only the highway or the Spanish ports;
b) bet on the market and Extremadura in Badajoz, entering the

Iberian axis to Madrid;
c) bet the creation of a distribution center for Brazilian products,

making the port of Setúbal a gateway to Latin America to the
Iberian Peninsula and Europe;
d) bet on the insertion of the port of Setubal in innovative

network roll-on roll-off, transport, short sea shipping and cargo
containers to ports in the Mediterranean, through chains road and
sea;
e) seek complementarities with other Portuguese ports, creating

a global offering national competitive with Spanish ports;
f) opt clearly in maintaining market leadership in automotive

and general cargo, particularly in metals, pulp, wood and fruits;
g) develop a logistics center car Setúbal Peninsula, making it a

center of distribution Iberian first level;
h) maintain and consolidate the industrial side of the port of

Setúbal, investing in the development of terminals for public
service and bulk terminals of private industry, where volumes
warrant.
4. The need to continue to go the port of Setubal?What is your ca

strategic vision for the future?
a) the port of Setúbal you must be an international port with
Iberian future, recognized as a leading port and innovator in the
movement of vehicles, cars and cargo, roll-on roll-off;
b) and Iberian be the solution more attractive for any regular

connection to Madrid wishing to use the port as input or output of
the Iberian Peninsula with vessels with drafts up to 12 meters in
any tidal condition.
December 2006
IV National Port Policy
After Portuguese Ports Are Not Stagnant
1. When we look at the statistical data of APP - Association of Ports of

Portugal - on the evolution of the packing in each port during the last
years, after the Portuguese ports were not stagnant, despite actually
growing less than the Spanish ports in several market segments, and
they thus fell on.
2. Analyzing a series of values recorded since 1994, verifying that camos

for all the Ports:
a) the roll-on roll-off grew by 150%, or about 12% per year on

average, except for the years 2002 and 2003, when there was a
big break;
b) container traffic grew by 72%, or about 7% per year;
c) the general cargo and bulk cargoes grew by 25% each, or
about 3% per year;
What came compensate for these increases was a reduction in the

amount of liquid bulk handled primarily energy products, with a
reduction of about 25%, or -3.5% per year.Such compensation, caused
the total movement of Portuguese ports remained in volume, creating
the illusion that the ports were stagnant.
3. But this has not happened, and if we use the model of Bremen on the
enhancement of port traffic, we can see that traffic from Portuguese
ports in value will have grown about 35%, or about 3.5% a year, a result
of the change structural composition of its load of greater value.
This fact also can check with regard to construction and occupancy of
the infrastructure, which has seen a reduction in the occupation of the
port terminals dedicated to the liquid bulk and construction since 1990,
new multi-purpose terminal and container.
4. However, the Spanish ports grew even more:
a) general cargo has grown by 50%, or about 5% per year;

b) containers grew by 130% or 80% without Algeciras, ie about
11% per year, or about 7.5% without Algeciras;
c) the bulk also grew only 25%, as in Portugal, or about 3% per
year;
d) the movement of bulk liquids stalled, failing to offset the other
negative charges, as happened in Portugal.
Thus, the major differences with Spain were:
a) the general cargo has grown;

b) Algeciras was a gain in containerized cargo;
c) the movement of liquids not decreased.
In the end, the result was that the total traffic volume in national ports
stagnated, remaining at the 56 million tons, up 2%, and the traffic of
Spanish ports increased from 260 million to 350 million tonnes, growing
about 35%, or about 4% per year.
5. Another type of analysis very interesting is the evolution of the

movement of cargo through ports:
a) the port of Setubal was the largest growth - about 70%, or

about 7% a year - having grown by over 5% in roro in breakbulk
and liquid bulk;
b) the port of Aveiro grew about 40%, or about 4.5% per year,
mainly due to high growth in bulk;
c) small ports grew by 20%, or about 2.5% a year, also mainly
due to bulk;
d) the port of Leixoes maintained its traffic volume has grown in
containerized cargo;
e) Lisbon evolved about 1% per year in volume, having risen
significantly in containerized cargo with high added value and
reduced its weight in liquid bulk;
f) Sines also decreased by 1% per year, boosting the bulk and
reducing the liquid bulk.
6. Looking solely by means of containers, ca verified that:

a) Leixoes rose 72%, or about 7% per year;
b) the terminal at Santa Apolonia grew 35%, or about 4% a year;
c) terminal Alcantara grew 68%, or about 6.5% per year;
d) the other terminals and ports grew 17%, or about 2% per year;
So what is at stake is not the reason for the lack of overall

competitiveness of Portuguese ports, for the Spaniards, although this
issue is relevant, but:
a) decreased because the bulk liquids?We will be more energy

efficient? We are making greater use of dams or the import of
electricity? The price of gasoline is higher than in Spain? The ports
are closed to competition from foreign companies iras?
b) increased because more traffic from general cargo in Spain?Is

the traffic to the islands or the Latin Ameri ca?Is the traffic with
North Afri ca?Is Spain an attractive entry of South American
products in ca?If so, we can not do the same with Brazil or the
countries whose official language is Portuguese?
c) can be created in Portugal a phenomenon similar to Algeciras?
Finally, be interested to demystify the idea that the ports of Portugal are
stopped and convicted, giving negative signals to the economy and puts
ndo endanger the future development of this sector.What should be
done by technicians in the industry is exactly the opposite, encouraging
and attracting charges for shipping and not repelling them.
However, this finding does not invalidate the facts it appears that Spain
has been in the last decade, betting heavily on investment in port
infrastructure, have been complying strictly with the expansion plans of
each port, the various segments of load .
Note - In the following figures, some of the growth percentages have been rounded to
facilitate understanding, keeping the bulk of trends.
Figure 14 - Evolution of the Movement of Portuguese ports

(BASE 1994 = 100%)
Source: Port Authorities

Figure 15 - Evolution of the Portuguese Ports Mode
Conditioning
(BASE 1994 = 100%)
October 2003
Regions Portuguese Port
If we analyze the distribution of traffic from Portuguese ports for each

type of packaging, namely dry bulk, liquid bulk, containerized cargo,
cargo, roll-on roll-off and breakbulk, for each major port regions:
a) Region North Port - Viana do Castelo, Leixoes, Aveiro and

Figueira da Foz;
b) Port Region Africa - Lisbon, Setubal, Sines and ports in the

Algarve.
It appears that any region has an important movement in all forms of

packaging, despite the domination of the region in the southern port
bulk cargo, container cargo and cargo roll-on roll-off and location of the
port city in north breakbulk.
This fact shows that the infrastructure of the ports of each port area
tend to meet the needs of their port regional economies in all the
different valences of consumption and production, despite the possibility
of the existence of inter-port competition at regional level for some
charges higher value, which permit additional costs to the average land
transport distance or that they are located in geographical zones of
indifference.
Such analysis may also lead us to conclude on the relevance in

considering the ports of each region as a single port with several
terminals in different locations, the planning can be coordinated, linked
also with the regional development plans.
Figure 16

If we look now trades at a port area, movements for loading and
unloading of goods, it appears that the movements are predominantly
bulk unloading, this movement being completely dominant in the
northern port.
In terms of containerized cargo and cargo roll-on roll-off, the movement

of loading and unloading take similar values to the south and north, one
way to ensure the profitability of space ships and more specialized and
regular trips in and around , although it should also take into account the
movement of empty containers.
Regarding the truckload, it is also the predominant movement of

downloading either the north or the south
The similarity of the facilities for loading and unloading of goods to the
north and south, has shown that these are two areas of port, which can
be fully independent and serving two port regions with similar needs in
terms of quality, albeit with different volumes, by way of packaging.
Figure 17
Looking back on each of the waterfront area on the distribution of goods

movement by the major ports, there is:
a) Northern Region
Container cargo and bulk liquids - are dominated by the port of Leixoes,
which has no competition in the area, although competing with the port
of Lisbon in containerized cargo, in inter-regional;
Bulk Solids - Aveiro, Leixoes distribute traffic among themselves, like

alternative, although Leixões dominate the market;
Fractional Load - Aveiro, Leixoes distribute traffic among themselves,

and alternative, although Aveiro dominate the market in this case;
Viana do Castelo - also competes with a small market in bulk and

breakbulk, in specific niches.
b) Southern Region
Bulk liquids - are totally dominated by the port of Sines, mainly energy;
Bulk Solids - are divided almost equally between Lisbon, Setúbal and
Sines, although the latter with a market share below;
Containerized Cargo - is completely dominated by the port of Lisbon,

which so far only competes with Leixoes, Sines and Setúbal but have
been given new infrastructure to compete and have begun to have
containers;
Credit Roll-on Roll-off - is completely dominated by the port of Setubal,

which competes with the highway and the port of Vigo and Malaga;
Fractional Load - is dominated by the port of Setubal, with a slight

competition in Lisbon in specific niches, such as aluminum.
Figure 18
Figure 19
(Note: In 2006, the port of Sines reached 100 thousand TEU, having been with a
significant share of the market in the South)
In conclusion:
c) it appears that the two port regions handle all forms of packaging,
in similar proportions of loading and unloading, independently,
seeming to be only competitors in some segments of containerized
cargo, the highest value;
d) in each port area, some types of packaging "prefer" some ports,

the other mainly with features conducive infrastructure, location or
hinterland.The bulk liquid appears to be concentrated in Sines and
Leixoes, seaports.The ca rga containerized is still concentrated in
Lisbon and Leixoes.Roro cargo is concentrated in Setubal and
Leixoes, and Vigo, close to car plants;
e) the breakbulk and bulk cargoes seek further spread by different

ports, possibly closer to the various factories or warehouses of origin
or destination;
f) it could be said that there is no real free competition between

ports, because the containers, roro and liquids tend to focus on a port
in each region, achieving economies of scale and merger and other
charges tend to choose the nearest port of their place of origin and
destination in the hinterland, leading to genuine expertise / natural
vocation of the charges in some ports and ports not in some ca
rgas.This, though this specialization is being broken by the attempts
of competition in container cargo ports in the port area south;
The findings are purposely controversial, but just want to launch the
debate on the model of specialization and competition from Portuguese
ports.
2002
Regulation of Ports and Port Services
The Regulation is a constant and focused control exercised by a public

authority on regulatory activities valued by a community (P. Selnick,
1985), for purposes of regulating monopolies in production and
distribution, to prevent potential negative externalities, to fill information
gaps consumers, ensure continuity of services to prevent anti-
competitive behavior, ensure the provision of public goods and public
service obligations, streamline and coordinate planning the future power
balance between consumers and suppliers, manage the allocation of
scarce goods , fulfill distribution policies and ensure social justice and a
general atmosphere of trust and healthy competition.
The degree of involvement of a regulatory authority can range from the

simple guarantee of self-regulation of businesses and markets, to
strategies of persuasion, insistence or regulation by command.The level
of penalties can range from negotiation, persuasion, training, counseling
and sea cation of deadlines, to the verbal or written warnings, through
the ban and a fine or by the police or courts.
The regulation should take into account for each activity, the issues of
market size, security and response to the question, competition is
feasible or even desirable?
It is essential to choose between competition in the market or the

market, choosing between a competition for a limited number of permits
to operate or the simple privatization and free market access, although
controlled licensing.
In the first case, it is then necessary to control local and sectoral

conditions of contracts and concessions, price, quality of service and the
applicable environmental and safety standards, and in the second case,
it should regulate the safety and environment, number of competitors,
dominant positions and agreements.
State intervention in the sector of infrastructure and transport services,
a pillar of the economy has often led to excessive costs, "white
elephants", service levels unviable, spending endless lack of commercial
dynamism.
On the other hand, no government intervention can lead to situations of

non-maintenance of infrastructure s, service quality, negative
externalities, service failure, excessively high prices, etc..Thus, state
intervention can be dosed as a regulator, allowing achieve a balance
between quality, continuity, cost, feasibility, public service, social justice
and good climate for business development and the economy.
New partnerships between the public and private sectors can also
consider different models of distribution between the state and
businesses, the risks involved in activities, including the risk of design
and construction / acquisition, cost of operation and management,
maintenance, market and revenue, funding and security and the
environment.
Despite the marketing policies, allocation, licensing and privatization of

services in ports, held in recent years worldwide, there is still some
responsibility in the public sector, such as sea and land access, security
and protection of the environment, creation of platforms and terraces,
regulation and monitoring of activities, strategic planning, promotion
and marketing of the port, in view of the port as a set of infrastructure,
terminals and port services.
From the model and Tujillo Nombella, 2000, we can point to appropriate
levels of regulation for ports, with the government to keep responsibility
for defining the general laws of functioning and development of ports,
laws preventing anti-competitive definition of the sectoral and the
national plan for ports and setting tax rates and allowances.
The Port Authority is the role of licensor, price control, monitor activities,
sanctions and technical regulation, and other specialist authorities, it
would be monitoring the quality of services, environmental regulation,
health and safety and security of competition.
In addition to issues related to price regulation of providers of port

services, the theme of the previous article, it is also worth addressing
the regulation of service quality and performance indicators.
The ports may generate negative externalities in the form of congestion,

pollution or risk of accidents (UN, 2001). In principle a dealer should be
interested in providing a fast, non-discriminatory and safe, satisfying
their customers. But an imbalance in the objectives can easily lead to
the exclusive pursuit of profit at the expense of safety or discrimination
of less profitable customers.
To allow the operations will take place quickly, you can include in
contracts the minimum safety standards and service times.You could, for
example, I NCLUDES income variable rate with a waiting time or mooring
of vessels or to the rhythms of loading and unloading, encouraging the
operator to have improved performance.
Furthermore, penalties could be created with the number of containers

damaged or lost, encouraging the safety of operations.For services to
ships, for example in the pilot, this balance must tend slightly to the side
of safety, since the negative externalities of a potential accident could
affect many other port users and the economy of the region (UN 2001).
To monitor the performance of terminals and exercise its powers of

regulation, the regulator must have access to historical data and
monthly update on:
a) physical performance: residence time of the boat, in hours,

time of berthing and service hours by type of ship, occupancy
rates of the quay, length of stay in the cargo terminal, type of
cargo, in hours;
b) productivity: the number of tons moved per man per

equipment, per meter of quay, by type of cargo;
c) economic and financial indicators: revenue and results of

operators and the Port Authority port per tonne of GT, ships, by
type and per tonne of cargo moved and by type.
December 2003
The New Spanish Law of Ports
The new law of Spanish ports, No 48/2003 of 26 November 2003,

determining the economic and service the ports of general interest
Spanish and can be found at:
http://www.derecho.com/xml/disposiciones/trini/disposicion.xml?
id_disposicion=67735
It is a complete and innovative law in relation to European legislation,
market liberalization of port services business, centralizing and
controlling the activities of port authorities and that, therefore, came to
meet strong opposition in some port authorities and Spanish companies,
which has partnerships cemented with the ports.
The previous Spanish government and the "Port del Estado", the central
coordinating body of the Spanish ports, did not feel satisfied with the
results of a decade of excellent performance:
a) high growth of traffic (248 million tons in 1990 to 348.6 in

2001);
b) high investment in all ports, creating an oversupply, with the
support of the European Union, the Central Government and the
Autonomous Communities;
c) maintaining the balance of the accounts of the port authorities
and use of a compensation fund for inter-port;
d) maintenance of port competitive rates, although higher than
the Portuguese in general;
e) creation and development of hub ports for containers, with
crossing lines all over the world.
The objectives of the new law are:
a) enhance the autonomy of economic and financial management

of the port authorities;
b) enhance the intra-port competition, regulating the free access
to the provision of port services;
c) regulate the management of public ports, maximizing their
profitability socio-economic;
d) reduce the cost of Spanish port system, to increase the
competitiveness and investment in infrastructure;
In terms of tariffs, the new law is to impose non-discrimination of

customers (free play) port authorities, but also providing general
subsidies that allow stimulating Spain as an international logistics
platform and the capture of international trades.
By providing the difference between rates of non-commercial services

and fees of commercial services, establishing a clear barrier between
the role of the Port Authority, as regulator and landlord, and its role as
provider of commercial services, but this only in cases where the market
has no interest in the disclosure, without competing with private
companies.
The Compensation Fund Inter-port, managed by the Central, is an
account of solidarity between ports for the construction of infrastructure,
which supports ports in times of natural disaster and loss of captive
traffic, construction of piers, etc. .
Rates should follow the principles of coordination of the transport

system of interest, self-sufficiency of the port system to cover the
current costs and future investment, although if you want to stimulate
private investment in specialized terminals licensed and even in new
piers and protection works independent.
Some subsidies are introduced innovative measures such as flexibility

of the new tariff system, in particular for encouraging intermodality,
protection of the environment and the certification of quality.
With regard to planning, the new law establishes a set of plans subject
to the national economic plan, the plan of the transport system and the
strategic plan of the port system are needed for each port a strategic
plan, a master plan, a plan use of port areas and a business plan.
For the provision of services, copying the new European directive on

preparation, the new law has moved towards liberalization of services
trade, and leave the state to provide these, including the stowage,
except where the market does not work.
Limiting the number of service shall be accepted only in exceptional

cases, related to availability of spaces, plant capacity or for reasons of
security and protection of the environment and is therefore always
necessary to resort to the competition.
The aim is the progressive introduction of free competition in ports,

while keeping a balance in fulfilling public service obligations, where
applicable (meet all reasonable demand, to ensure continuity of public
service, to maintain the safety and operation of the port, to cooperate
with authorities and economic and other obligations of management and
service economy), preventing the formation of harmful monopolies and
with the aim to benefit the end users, reduce the cost of passage of
goods through the ports and increase the movement of the ports.
The role of the Port Authority will be providing and managing

proprietary port areas, economic regulation of port activities of private,
applying principles of efficiency, agility and flexibility inherent in a
business management and ensuring the adaptation of the global supply
port to the needs and strategies economic activity, which serve to help
create a basis for cooperation between all actors of the port, the
improvement of services and the promotion of ports.
The law also establishes the concept of basic services of the port,
which must be controlled and regulated by the Port Authority, despite
having to be provided exclusively by the private sector.
They also established the concepts of self-provision when the ship

chooses to use their own human and technical resources, and
integration services when a private terminal operations only ships of
their own economic group is to provide technical-nautical services to
their ships, is always necessary authorization prior to any of the cases.
Another interesting question is the obligation of disclosure rules and

regulations of each port in the national gazette of "Puertos del Estado.
Regarding the allocation for the occupation of proprietary spaces, the

new law makes a distinction between permits up to one year to 3 years
and up to 35 years by extending the amortization period of major private
investments such as piers and protection pier.
In conclusion, although you start hearing about the possibility of the new
Spanish government to come back to this law of ports, it is an
undeniable work and efforts to modernize the ports and to introduce the
normal laws of economics in this world apart , integrating it into the
general rules of society and the objectives of contributing to the well-
being of populations.
The only danger ahead is the period of adaptation to new rules when
problematic and chaotic, and the consequent potential impact on growth
dynamics of the activity of Spanish ports.
New Political Cycle
Do not Forget Ports
A new political cycle begins and inevitably devotes r some lines to this
subject.What seems important to stress, and remember, do not forget
that the public investment made in the ports is the reproduction of the
transport sector and is one that has major impacts on the economy, as
has been indicated car all studies in this area.
The results of investments in ports, for economy, are several times

higher than in other types of infrastructure s.Ports are true iros poles and
motor development.
However, since 1990, the Portuguese ports have been going through a
phase with.In fact, with the exception of market container market has
grown at a fast pace, there has been some stagnation in the movement
of the ports, partly due to the effects of economic integration "road" in
the European Union and the Spanish economy.
But it has also helped reduced the government's investment in port

infrastructure, public service, compared to the constant duplication of
capabilities that we have seen in Spanish ports, all with public money to
aid the region, the State and the European Union .
But make no mistake, even if you wish to implement a holding company

for the ports, it is essential to come into being some kind of national
coordination, the port level, permanently.
It is important to coordinate public investment in the state, international

marketing, information systems, management of human resources,
training, cooperation in dealing with customs, with the relevant
environmental and other public entities in creating greater freedom and
competition in the port, the joint management of applications for funds
for ports and resolving conflicts and problems that need negotiating
power than the individual administration per se.
These are areas where a permanent national organization could bring

some added value to the sum of its parts. Otherwise, the national ports
will be disadvantaged in these areas compared with their Spanish
counterparts, who have the support of "Puertos del Estado.
But let's not mess.You should keep the competition between terminals,
between economic groups and between port authorities, commercial
competition in the market and by funding from the state.
The management of ports should be fully loca lIt makes no sense to be

otherwise. The daily management, maintenance, development and
planning, strategic management ca, license management and
concessions, the works, their own financial resources, assets,
investment, equity, security and surveillance, should be local to be
effective.
Setúbal Port
The port of Setubal is another unavoidable issue this month. In the

month of Fevere iro, left the Commercial Department of the Port of
Lisbon, for reasons related to my personal life, after two years of intense
and interesting work.I returned to the table of the Administration of Ports
of Setubal and Sesimbra, has assumed the D IRECTORATE Strategic
Development and Logistics.
What I found at the port of Setubal is free mind positive.Large

commercial dynamism and eggs n port investments.It is certainly a major
commercial port in the Lisbon region, in strong growth and with a very
bright future ahead.
Ready to serve the entire region of Lisbon, the port of Setúbal has the
best port infrastructure in the country, with the capacity and capability
for all types of cargo and almost unlimited expansion, only 40 km from
the city center of Lisbon.
The first to move to the new infrastructure will certainly have important
competitive advantages, which will remain for many years.
Another positive note was to have found the port of Setúbal strong
reductions in the TUP - User Fee for 2005 in Porto, the order of 30%,
about 90%.Moving a container only costs 0.5 euros, which clearly
outweighs the distance from Lisbon and that adds to the known benefits
of decongestion, fast access and low prices of land for recreational
second line.
Solution: Entrepreneurship
Finally, I would mention two experiences, which may be important in the

context of the national port authority.
The first, on the different and interesting organization of the port of

Duisburg, Germany.The Authority is a company and a kind of holding
place, stopping to participate in several other companies for managing
the different aspects of the port of Duisburg.
One company, is dedicated to the organization of block train connection

between the port of Duisburg and the rest of Europe.Another company,
manages the concessions and infrastructure space Sun inial the
port.Another company performs the sales and marketing space,
involving the support and facilitation of reoganização logistics and
manufacturing processes of enterprises, around the port of Duisburg.
Each company has its plan, motivated by the profits of companies with
awards for achievement.
On the whole, are changing the face of an old industrial region

depressed for a new logistics area, the booming economic development
and taking advantage of position as a river port connecting the ports of
Antwerp and Rotterdam and the interior of Germany, Austria and
Switzerland
Another interesting solution to domestic ports, would be the possibility

of the creation of companies dedicated to the applicability of measures
to compensate negative environmental impacts of large investment
projects.These companies can laugh be financed through a fixed
percentage of revenue, stage of exploration investment, and
management could be owned by the bodies of the Ministry of
Environment, in order to ensure the technical quality of their work.
March 2005
Coopetition and Concorrariedade (competitors complementarity)
From time to time as we return to the old theme of the coordination of

ports versus competition. Currently, this theme is again in vogue. Ports
should be complementary or competing at all? Some advocate a
position, while others argue otherwise.
Dir would all have reason in their arguments.However, it must realize

prime iro the current framework of the ports, and then go deeper:
a) s some policy options have been taken earlier.We d

concessions and management of terminals to private.Investments
were made port of the large size;
b) intend to monitor developments in other European ports, in

particular be competitive with the Spanish ports;
c) European Union states that the ports are too closed to

competition, lacking openness to the modern economy, to better
serve the population;
d) port authorities have been transformed into companies, which

must be viable and should be encouraged to follow the European
model of commercial aggressiveness, the general trend in the
world.
What materials can be coordinated ports?I think mainly on issues of

public investment.
a) investments in national marketing;

b) plan of public investment in ports, with priorities;
c) expansion plans and development capabilities suited to the
needs of the economy;
d) pricing rules for infrastructure;
e) investments in information technology;
f) investments in safety and protection;
g) investment in training;
h) coordinate the use of public investments made.
There is no logic in asking for a port that does not compete with
others.This is the nature of things. It is the law of the market ca.And
we're in a market economy market.
If not compete with each other, they will have incentive to be more
competitive and to compete with other ports. Is leveling mediocre or
stagnation.
But ultimately, the ports already compete.The terminals were licensed

and private businesses s fight for a place in the markets.Please keep
your share and your profits. For more mer ca do.For more space. For
more term. Any abnormal state interference in the market, can cause
requests for restoration contracts.
Should the authorities r is stagnant, quiet, real estate?Not the ca that has
occurred in European ports.Quite the contrary. Port authorities are
increasingly commercial, fighting hard for the success of its dealers,
meeting with customers, and sales representatives throughout the
world, providing facilities to welcome customers.
If next year my port does not have an attractive proposition, the traffic
of the nearby port can escape to a Spanish port, and not for me.The
traffic, the loads are infidels and are very aware of the global market.
We can choose to flush all the more expensive, increasing the

structures, the most expensive ports and then, here are the only trades
captives, without alternative, that they are smothered.
There seems to be the service that is intended to provide the ports to

the economy.
Moreover, modern logistics is not compatible with terminal cramped,

antiquated and congested its access.All ports of the world are going to
transfer the terminal out of the cities where the service can be better,
there is room for logistical activities, there are large areas intermodal
expansion areas for the future.
The economy requires. Companies need. Public investments are made. It
is necessary to draw a national plan, coordinated the transfer of load
segments for the new infrastructure.
Where should then realize the competition between ports, terminal and
between port authorities?
a) product - the implementation of best areas of logistics,

improved platforms and mounds, the performance of terminals,
pilotage services and trailers, port logistics and business image
and brand;
b) price - the rationalization of cost in order to reduce prices,

make offers, agreements;
c) distribution - the improvement of accessibility, the computer

links, the selection of the network of liaison officers;
d) promotion - in advertising, trade promotion of the port in

contact with new customers and potential customers
What should be the main objectives of a future plan for coordination of

national ports?
a) increase the competitiveness of the port system, compared to

foreign competitors, ensuring quality / price appropriate to
competitivdade business hinterland;
b) ensure the modernity of the system, creating and developing

port infrastructure modern, offering a good service and can
receive the modern vessels with high performance;
c) ensure the future of the system and its expansion, looking at

the long term and nationally, not just the short term;
d) rationalize the use of public investment made;
e) set vocations and complementarities for development policies

of each port, only for public investment to implement;
January 2006
Investing in Brazil here Within

We could invest in the dissemination of the products brasileir in Europe?
We could not do the store here in Brazil in Europe?
I write from Porto Santo, near the house of Christopher Columbus, since
advanced maritime Atlantic, where the browser certainly dreamed with
overseas findings, the unknown.
This piece of land that looks like a large ship at anchor, and Madeira,
were populated from the national ports and those formed in the past, a
logistics platform in support of new discoveries, to colonialism and the
shipping trade.
Lost the Portuguese colonies and the domain of fleets and the world
trade routes, our ports resign themselves to European trade and import
of raw materials, or of Chinese products by feeder from s European hub.
This evil has lasted since the nineteenth century, when our time analysts
have complained about the same. But in the last 10 years, simply
marking time in port activity, although we have taken advantage of to
improve the ports, the technologies, terminals, and to reorganize the
business.
We were watching the Spanish double the activity and capacity of its
ports, with the strength of its economy and the umbilical connection to
Latin America.
But look to the future and let us mourn with the past. The twenty-first
century be the century of China, in day and Brazil, the major emerging
powers, analysts say.
What opportunities do we have in this context?
We were in India and China, but already lost Maca u and Goa, among
others.We have large shippers, do not control the lines, nor do we have
large population centers to justify hub s with intercontinental ranges.
We have a good position for crossing lanes and Sines is to use this
location, using the variable price-competitiveness and collaboration with
an international carrier in the first level.
Here, the path between Portugal and Brazil, near the house of Columbus,
I wonder why there can be a clear commitment to make the Portuguese
port warehouses of Brazilian products to Europe?
Maybe it's an illusion. The orange juice brasile go to already have its own
terminals in several ports in northern Europe.The lines of Brazil already
silent es Spanish ports and the north.
But could not we'll be creating a great center of Brazil, the products in
Portugal for connection to Europe?Could not we go and start to invest,
attracting businessmen from Brazil here, waving facilities for language
and centuries of trade relations?
We could invest in the dissemination of the brasileir products in Europe,

the products which passed through here and do warehouse?We could
not do the store here in Brazil in Europe?
May 2006
That the National Ports?
Many say that there should be a national port for a variety of reasons
and arguments.Some, because they defend the national ports must
simply be coordinated.Others, who must be defended to the foreign
companies.Others, because it could guarantee the investment without
duplication and others because it should guarantee the existence of
competing terminals in each port.
Some argue that the shareholder is the same and the ports should not
compete. Others who should not have a ca of his plan, but there must be
a single plan.Other than that there should be a plan for us to pick up the
Spanish ports, which have grown much more than us and still others say
that because public money, including the port authorities, should be
implemented in a coordinated nationwide.
But it makes sense in 2006 in a market economy, but socially-

intervention, a member of the European Union in the process of reducing
the weight of the state, with almost all port terminals under privatized /
concession, there is a plan or centralized dirigiste ports, who have the
self-regulation markets of concessionary port and development pursued
by companies / autonomous port authorities.What best supports the
public interest in the current context?
The trend worldwide is to give greater autonomy to the ports and their
communities, to compete with each other, to support their dealers in the
market.Port authorities increasingly serve as true managers of shopping
centers or managers of areas of logistics activities, participating in and
promoting the competitiveness of the port.
But then, if so, what is now a national port?It plans to reach each port?
It will serve to define what is the port that is in this market and what is
with that?Serv will distribute ca rgas the ports?To privilege some dealers
at the expense of others?To upset the competitive conditions of market
market?
I have no doubt that the issues of regulation of existing markets, supply,

competition and level playing field based on competition between
terminals already licensed, are not issues to be addressed in a national
plan.They are, matters of an independent regulatory authority for ports
and the state itself.
In fact, only an independent body can balance and keep balanced, which
any of the other players could have the tendency to distort.But you must
think very well if that is what you want or if it is better to keep the
current imbalances.
So what is the role of a plan? Should be ha?
First consideration should be given the objectives of a plan.
a) should not be used to regulate ports, as we have seen;
b) should not intervene in the market so interventionist;
c) can not set prices, locations or conditions in which every

business should take place in ports;
d) not be used to remove the normal powers of autonomous ports,

dealers and port authorities, contrary to their nature and the
reason for their existence.
A plan should include the definition of policy goals that are based on a
vision that inspires people and economic agents to work harder to
cooperate on issues of common interest and also to better compete with
foreign competitors ports.
Then, you should define a strategy that results from an array of choices
in variables instruments of national policy, excluding an intervention
distorting the existing market.
Should address the issues of cross-cutting and public interest:

a) information systems;
b) simplification of customs and port procedures;
c) safety, security and environment;
d) accounting and statistics;
e) port resources and training;
f) research and development;
g) procedures for licensing activities in ports;
h) coastal development;
i) fishing and recreation;
j) model of port management;
k) model of coordination between entities of each port;
l) model of coordination between ports.
But in trading port, which should be the role of the national plan?
The plan should not close a claim and then to others, without any
political justification, highly evaluated and discussed.In the case of the
closure of some terminals at the port of Oslo, for the development of the
urban waterfront, the plans were approved by the National Assembly
and echoed the aspirations of older people.
But what the plan is not to say that the dealer gets the market X and Y
with another, without adequate policy justification, because it would
distort the market and act without discretion.Can not say that the
current operator will be helped by the state and the other not.
Nowadays, this type of procedure is not allowed in the market economy
of the European Union.
Still, in commercial terms there is room for a national port plan:
a) set the priorities for public investment of the State and the
European Union with regard to accessibility to ports and the
construction of new terminals for public service;
b) encourage the competitiveness of ports, through a healthy

competition between terminals in each region, or in ports, in order
to reduce prices and improve the quality of customer service;
c) define processes for transfer of terminals or ports and the birth

of new ports and the main valences in the future land use
available in ports;
d) study the future needs of the economy and ensure that there
are conditions to meet in port;
e) ensure the strategic autonomy of Portugal in port in various
aspects;
f) support regional development strategies, logistics and

industrial, based on the infrastructure of the ports;
g) define objectives and major activities for the port authorities,

based on their own contributions and proposals.
October 2006
Competition, Complementarity and Cooperation
When a producer or importer of Portuguese want to move goods, may

have the following: only the highway or other highway and sea transport
and others, or just shipping.
Everything will depend on the origin and destination of goods, the

physical characteristics of its value.Where appropriate, the competition
can be extended to the entire transport sector or only to national ports
or Iberians.
Thus, the questions "when" and "whom" competing ports, we can

answer that is with all modes of transport and ports, depending on
demand and available supply.Consequently, it could be said that the
product is basically not the same for everyone, but elasticity cally
responds to different needs.
However, increasingly, worldwide, there are companies in port terminals

in their economic group, road transport, maritime transport, rail
transport, multimodal terminals and offer door-to-door intermodal focus
on road-sea or road and rail.
Now, the competition is not between ports or between modes of

transport, but between economic groups, including complete packages
of services, including brand s.Ports, or are or are not a link in these
chains.
The links between these interest groups, between companies and
between different sectors, are difficult to visualize and produce synergy
effects and economies of scale or cross, in areas never before imagined.
It is clearly necessary to promote internal competition between port
terminals, without losing sight of the multimodal chain and the links
between groups with different terminal, or on different ports.
Only the national competition between terminals, which have a

minimum critical mass, you can create conditions for competition with
other modes of transport, or the ports of Spain, but only to the charges,
sources and destinations, where such competition is possible.
However, some rules must be observed in the terminal.Do not create

new terminals in the segments where we have to allocate a grant that is
not yet mature.
We do not want to share the terminal existing traffic and deprived of

every one, the minimum volume of sales that allows them to pay the
rent concession.
Furthermore, with regard to captive loads of each port, we do not want

to take a monopoly of one terminal and press local industries, making
them competitive.And why should the port administration let a monopoly
away loads or non-captive ships to another port national offers a similar
product?
What are the criteria that determine national policy that we should not
create more container terminals in Lisbon, but only in Setubal? Or none
at Setúbal, but only in Lisbon? Or in Sines?
There are three doors imaginary, an imaginary country, because you

should not invest everything in a port and not the other?Or Mutually
must not be divided by three investment?Or that the criterion of
specialization of the port ca?Or why not create all the areas in all ports,
provided that minimum critical mass of carriers in the hinterland?
It seems to me to be competition, competition and economic needs to

demonstrate the feasibility of the option ca.It is for political or technical
decides to go after examining the evidence for each port authorities for
the construction of a new port terminal with the use of public funds.
You must be the day to day in port, to know their abilities and needs, to
invest in port and have the flexibility to respond to demand and new
proposals without losing the plan for the future and restrictions on uses
in the areas .
When the port administration to build equity in SA and / or private

capital, should only avoid major disruption in the economy or the
conditions of unfair competition, and only then should be allowed.
In simple terms, it could be said that in the port sector is oligopolistic
competition, whether between economic groups, terminals, stevedoring
companies and port authorities, and there are few producers, strong
bars the entry and any differentiation between products and
services.The competition is generated at the level of advertising and
promotion, price and quality of service and integration in the global
transportation, supply of complete products. But the psychological level
is important too.
Thus, port authorities should continue to compete and to

compete.Compete at all the variables of marketing. Price, product,
distribution and communica tion.
The competition takes place at the state budget and funds, trying to
better justify the investment projects for each port and obtain the
approval by the holders of political or technical.
Only then, the decision maker can choose to know and all options for
this or that project, for this or that port, in an objective manner.
Moreover, competition between ports leading to the emergence of

innovative alternative that can be sequenced in time and could provide
some flexibility in responding to market changes.
Here the criterion of complementary vocations of each port does not

make sense.
This port must not only Ro-ro, not be the one to do Ro-ro. It should be no
competition between terminals in a port and / or between different
ports.But it should be respected the principle of critical mass ca capital
when investing public, especially when competing internationally.
Must not be created with two terminals ca pital public that are not viable
if one could be viable.Common sense and the constraints of reality must
be respected.
In the case of terminal century of Sines, we are well established that

there is more internal competition in subsequent years, not to deprive
the minimum critical mass of the project internationally and to attract
the port of Singap ura here.In cases of national interest such as this,
political power or coach decides on the national interest and all ports
should understand.
The product, there is competition between port authorities, when they
look at the nearby port and copy, if possible improve, implement
innovations in product quality and service.It has to be so.
The price, there is competition between terminals and some competition

between governments, which should be enhanced and made more
flexible, preventing the "dumping" or the rampant price war with
infrastructure paid for with public capital controls ca.But there should be
able to use the variable price in the balance of supply and demand, is
filling terminals without occupation, is reducing the pressure in
saturated terminals without cheap alternative.
Can not port administration, management of a terminal, compete with a

private terminal?Although it has flexible pricing, can internalize and
losses to dumping. Lease must be all ex EXCEPT those terminals
unprofitable and national interest (what ???).
The ports also cooperate in the improvement of some characteristics of

their products when there are common interests, such as the VTS,
information systems and logistics networks.
In advertising and promotion, each port must differentiate their

character from their terminals, port authorities serving as a link between
the members of your community and port junction.But also in this area,
when there is national or common interest, the ports are added together
and spread.
Distribution networks of agents and freight forwarders in each port are

interconnected with those of other ports.D where each claim that the
agents, and other companies in the retail chain, are actually connected
to the port and terminal concession, to sell its investment and not take
advantage of public investment, with nothing to invest.
So when you put out tenders for the grant, competes with other tenders
for the granting of terminals other ports, so this ca, governments
compete again.And it is fundamental.
But a port of Lisbon saturated can not ask the same income that a port
of Setubal expanding.It makes no sense, is unnatural and strange
creates distortions in the economy.
In conclusion, the terminals compete, the competition authorities and so

it should be.When using public money should be common sense
regulation and policy-maker or technical center, without affecting those
competitions.
There must be regulation, where the public interest or the stability of the
warrants.
Customers should they choose, but the "applicants" must "do their dress
and put themselves beautiful."
In conclusion, cooperation between terminals, business groups and

governments is necessary and makes sense and can be enhanced and
improved the central authorities.
April 2000
Law Ports
After being mentioned in the guidelines of the Government for the port
and maritime sector, similar to what already exists in neighboring Spain,
briefly, is expected to be prepared a new Law on Ports, even that does
not change anything, will have surely advantages.
Certainly join the various acts currently held by simplifying and clarifying
ndo, or at least update it.But with some additional effort, you can not get
r here.Will be an opportunity ca only ones to improve the legal
framework for ports.
Regardless of the issues that are preparing to "move" more or less, and
objectives that will be set for the new law, it would be important to state
at the outset the broad principles that should be coherent and fit the
new law , evaluating the choices during the work of the legislature.
In this context, that would contribute to the discussion:
Free Competition
There is a vast work that can be done in opening the sector to the
economy, with clear advantages for customers and for the economic
development of the country, eliminating barriers to entry for new
competitors in different segments of service ports, such as case of
stowage.
It is also important to clarify the time limits of the concessions, indexed

them to the levels of investment by dealers, and minimizing them as
much as possible to allow a constant competition for the market,
through competition, with benefits for customers in quality and price.The
Court came to defend this idea in its most recent reports.
Does it make sense that the port companies do not have the freedom to
hire people who understand or negotiate with the employment agencies
that serve other sectors of the economy?
In another case, it is important to a clear separation between providers

of skilled temporary workers and stevedoring companies, without cross-
ownership of any kind.
Should be well defined a very limited set of basic port services in the
public interest that would have any protection technique.The rest should
be liberalized without constraints of any kind.
Competitiveness
The ports and port companies should be encouraged to reduce costs and
profit margins, with positive impacts on the final prices to customers.
To do this, could be awarded the most competitive and punished those

who sold at prices higher than authorities s public, private undertakings
port.It would be important to support the objective of reducing costs in
the port authorities, such as staff, the dap comes close to the current
reality, changing it to their diplomas.Fewer resources are needed, but
more qualified unintentionally.
Mechanisms could be implemented in the concessions that limited the

profitability of the dealers to normal oligopolistic market, forcing even
the expertise of accounting and disclosure of business plans and reports
and accounts on the Internet in a transparent manner.
There should be free price competition between ports, where port

authorities and companies keep their net profits, covering their
costs.When the results were negative, prices will not fall.
Maximizing the Impact on Economy
The impacts on the economies of the ports are more than 80 euros for
every euro of public investment, they say the medical experts, more
than any other transport sector.
However, the state tends not to give due importance to the ports. To
invest millions and millions on bridges, airports, highways and railroads
and almost nothing in the ports.
With 1% of the value of a bridge over the Tagus, can be built a port
terminal state of the art. However, the state has no investment in ports
increasingly to private.
We must realize that in Europe, in all countries, the United States are
strongly committed to public investment in ports. Spain, France. Belg ca,
Netherlands, Germany.Only then will become the most competitive
economies, since the ports are important centers of economic
development.
The roads give ratings, but the ports generate jobs.
Less State Best State
Reduce costs and fees, reduce bureaucracy, reduce staff, definitely out
of the operation of berths and terminals, to reduce the presence in the
provision of port services.Let the market work market.
Can these be the guidelines for the new role of the ports:
Improving the monitoring of public service, lease it, simplify procedures
and computerization, to focus on the existing and potential customers,
providing the services of ports, invest in new embankments and ca
public is to lease, improve the facilities.Regular and give transparency to
the market market.
Logistics Integration
The Law of ports should not be the ports, but an overview of the
logistics, allowing better integration, ensuring the ability to carry out
value-added logistics in ports, no extra stowage, thereby taking
advantage of the "dead time "the charges. This is imperative to realize.
Missing areas to expand logistics in ports, it is important to find and

define their stocks and bonds. The bipolarities with second line terminals
create unnecessary costs and greatly reduce the competitiveness of
ports.
The issues of intermodality should be considered in the perspective of
competitiveness, the flow of logistics networks and the facilitation of
movement.
Business Diversification
You can not look at the ports to mere points of loading and unloading of
ships.
These are but a business, it is important to add value, diversify services

and markets.
The focus on recreational boating, business, leisure, farming, tourism,

logistics, among others, should be increasingly a reality.
Security Guarantee
The safety of navigation and ship operations in port security from the
beaches and estuaries, the safety of persons and property, national
security, control and detection of illicit and illegal transport of persons
must be subjects of the election public.
This is a public good, which is a function of the upgrade.
Social and Environmental Responsibility
Today, the environmental and social aspects are the responsibility

assumed by companies.
You can not pollute more and more, to consume all the resources of
future generations, leaving them a legacy of irresponsible, taking the
nature of everything, without giving anything in return.
Preserve, revitalize, harmonize, make, evaluate, ideas are fundamental

if we are a mature sector and accepted in society.
January 2007
VRiparian Management Zones
City-Port: Model Relationship
Held recently in Li sboa, the international conference on ports in the

IACP, which focussed interesting topics related with the development
of coastal areas and their integration into the urban fabric, rarely
consensual and based on a still very strong experimentalism.
In this context, it seemed of special interest theme, the models of

relationships between port authorities, usually of a more business-
oriented businesses and the port growth, industrial and commercial,
and municipal authorities, representatives of the inhabitants of
neighboring cities served the port, often supported directly and
indirectly by port activity / industrial, but more and more "needy" to a
greater connection to the playful sea and further integration of urban-
port quality, with large areas of public service filled with leisure,
restaurants, gardens, hotels, marinas, cruise ships and yachts.
The relationship between municipalities and the ports depends on the

history of each country and the city of ca.The city states of northern
Europe always had, and continue to have a strong intervention in the
management of ports, but soon understood better their business
needs.
In France, Spain and Portugal, the ports are more connected to the
central power of the country due to its regional importance, which did
not contribute to such a good relationship with the city. However,
Spain is the relationship with the autonomous regions, which
sometimes make the bridge with the cities.
Today, all over the world, the attractiveness of stocks by coastal

areas and the increasing need for space for expansion of commercial
ports, due to the high growth of shipping and globalization has led to
genuine "war" for the space between the coastal ports and
municipalities, allowing the identification of various types of
relationship models port city in terms of result of the clash of ideas:
a) movements in which the city gives way to the port for

expansion.Being the rare case, some ports are expanding city uses
various types of benefits to increase their business areas, such as
delivery to the port city's oldest areas, the expansion of mixed-use
(urban and port / industrial), the environmental recovery of
degraded areas, or even investment in the development of the city
itself;
b) movements in the port gives way to the city, moving in
whole or in part for loca complishments alternative out of town or
in different ports.This is the case of the port of Oslo, who recently
gave 70% of the commercial area to build the future opera,
museums and areas of housing;
c) cases where there is agreement on the physical separation

between the areas with port activity and the areas abandoned by
the port, which can be retrieved more urban uses or games, as is
the case of Lisbon, which defined areas of Alcantara / Rock and
Santa Apolonia / Xabregas as areas only port, and the balance was
the target of treatment for functions of a more urban, public use,
keeping so the public-domain method port;
d) cases in which it promotes the total connection between the

functions of the port and urban functions, creating mixed areas,
combining the two uses in a harmonious way.This option is a little
utopia ca, taking into account the security needs of port and cargo
terminals, and may be easier to achieve in the case of cruise
ports, the marinas and ferry terminals.
Typically, the development of riparian areas based on the

combination of conflicting desires, totally opposite.Some want the
cabaret with the port, others want to expand the commercial port in
the city.
Whatever the outcome of this showdown and its results, there are
several formal models of collaboration between the port and the city
that involve higher or lower levels of autonomy, participation,
flexibility, commitment, financial contributions and quick decisions:
a) Simple model Cooperation (SC), often taking the form of

protocol, contract or even informal agreement, involving the
definition of common strategies and objectives of port and
town, the delimitation of areas of intervention, the identification
of funding sources, models planning, investment and work, the
format of the operation and maintenance of spaces.
This model is used in the Tagus estuary and has achieved
excellent results, involving a participatory management style,
bureaucratic, bi-centered (municipalities and port authorities),
slow, without state support, conflicting in terms of operating
costs after of works, precarious and subject to available funding
for each entity;
b) Joint Enterprise model (EM), which is created a joint
venture, 50% of the port and 50% of the municipality, with
powers to manage the commercial development of new areas,
the transfer of activities and management of spaces and
concession contracts.
This applies to the company CityPort of Rotterdam, established

in January 2004 for the development of a large urban area
Ribeir inha available.Barcelona also has a similar model in the
management of the commercial area of Portvell (port-
old).Perhaps this model can see going to be applied in Lisbon;
c) the Model Major Project (GP), normally used in large-scale

public interest in national or regional level and are usually
created by the an independent company that gets the domain
method of land, which it uses to finance the work and the
investment required.
Typically, they are defined areas of intervention very specific

and very clear strategic objectives and include any previous
major event on the occasion of mobilizing public funds, special
powers and wills.This was the case of Expo 98 / Park of Nations
and the Forum of Barcelona, and would be the case of the
event planned for this area of Docapesca.
Also meant to apply this model in Polis programs, but funding was not
sufficient and not organized events mobilizers.
In ca so the Forum of Barcelona, it was not necessary to run for the

completion of a major international event in order to create a cause
worthy of dissemination and international interest.A little imagination
and a theme of "meeting of cultures" (with a logo of two hands in
various formats) was enough to create a great event.
Based on work by groups of Catalan art and culture, with various

stages of international music, the Barcelona event able to mobilize
public funds to rehabilitate a degraded area of the city, giving you
quality, similar to the Park of Nations, the funding of public spaces
with revenue of entries in the event (21 per day).
We could do something similar to the area and would not need
Docapesca American Cup
d) Model Public-Private Partnership (PPP).Might be

considered another type of partnership with a private company,
which finances the work and get dividends of the land or the
operation of the public domain.
The danger lies in the difficulty to control and ensure a type of
use more oriented to the public and citizens, and less for
housing in gated communities or the creation of marinas and
exclusive blends for ca combed or more affluent
population.Look at some examples in southern Portugal and
Spain.
July 2004
Lessons on Public Management of Riparian Areas
During the past two years (2003 and 2004) was the marketing
director of the port of Lisbon and, among other things, manages the
docks of Lisbon, Cargo Terminals, Cruise Terminals, the various
concessions and licenses proprietary riparian areas and the
implementation of many of the protocols of cooperation with 11
municipalities of the Tagus, Oeiras Vila Franca and Alcochete to
Almada / guesthouse.
From the experience of daily relationship with sailors and nautical

associations, manufacturers, shippers, shipping agents, towage,
mooring, inland carriers, terminal operators, freight, public port
authorities, operators of restaurants and bars, organizers of events,
conferences, parties and sporting events, town halls, cultural
associations, shipyards, several lawyers and architects, during these
two years, a number of lessons you'd like to share about the public
management of port areas.
In particular, I would like to address, in summary form, the

experiences and lessons on the management of public spaces
riparian area in which Port of Lisbon is one of the best examples in
the world:
e) There is no requirement for port authorities and economic

activities of cargo, and assume all costs associated with
requirements for urban regeneration and redevelopment of
coastal areas, since the increasing range and level of quality
and luxury ", which today is required by the population, involve
substantial investment.They are works without economic return
in many cases, they can choke the port authority or the very
competitiveness of the port and its contribution to employment
and economic development of the region;
f) Chambers should be investing in property and
infrastructure quality in areas Ribeir yown.Look at the good
examples of Oe anger and Vila Franca.The management of
areas ribe irinha be combined with local councils and can be
done through joint ventures or cooperation agreements, taking
into account the budgetary constraints of port authorities and
some compensation for investments made by municipalities;
g) The port authority should not assume the risks of

investments and business practices of private industry, trade
and catering.There should be no compensation for
improvements in infrastructure and equipment dedicated to the
business of private, licensed or licensed, thereby running the
port authorities to take the risk that compensate for market
failure, or poor management of the concessionaire and then
have to monetize the work of others, often useless;
h) the failure of some compromise is inevitable and desirable,

as in the business world.It is better to permit transfers going to
hold restaurants, bankruptcy, safeguarding the receipt of any
rent arrears and business continuity, public-user and the receipt
of income, to create any disputes with dealers, losing the rent
in debt situations and maintain permanent occupation rent free
period, which dragged in courts for years, away from
customers;
i) to the palace of Versailles Sun King's still has today at its

door, stands selling handicrafts to tourists.The door selling
should be loving and framed in the proper areas and decent in
order to add value to the monumental areas;
j) the use of public transport should be a rule, short-term and

temporary, because the riverfront is scarce and may become
necessary for future use in the public interest at present
unknown;
k) everybody wants to have a business in the area Ribeir inha,

but few can afford.The use of front ribe irinha criteria must be
high quality and architectural plans, and economy.The choice of
concepts and dealers should be performed whenever possible,
using queries to the market offering;
l) s the restaurants and bars are not very profitable.What is

even profitable in the ribe go inha are the terraces.However,
should only be allowed equipment terrace level, without
advertisements and with an architectural framework
appropriate;
m) riparian zones should be mainly of open spaces and free,

appropriate public enjoyment of the full, without walls, roads, or
rails, and the lowest amount possible builds tion.The residential
areas must be removed at least 100 to 300 meters of water
frontage;
n) the new docks or marinas for recreational boating are built

from scratch, in most cases, very expensive and impractical in
terms of finance.They are a bad investment, unless there is a
large surrounding area of real estate and restaurants and shops
that values m, and the sale will allow monetize all.The state
should not go invest in this type of infrastructure severely
restricted, but should encourage its development by private,
taking into account the synergies with the tourism sector;
o) is essential to coordinate the revitalization of riverside

buildings and spaces through events and promotion areas for
conferences, trade shows, sporting events, parties, dinners,
exhibitions and concerts, bringing people together for
customer-dealers;
p) above all, the management of an attractive riverside area is

through a partnership with the respective district, governed by
protocol or by a business plan for a joint venture management,
and be based on principles of transparency, competition,
planning , quality and mix of concepts, risk minimization,
simplicity and openness and public enjoyment of architecture,
management and little bureaucratic relationship cordial, frank
and cooperative relationship between the grantor and the
dealers.
April 2005
Porto vs City
The Case of the Port of Oslo - Fjord City Plan
In 2000, the city of Oslo that approved the overall strategic development
of the promenade of Fjord and established an agenda too ambitious by
2011, based on the transfer from the port handling charges for a single
local area known as Sjursøya in Sydhavna, which will be restricted.
They are currently in lively debate issues related to the coupling
between the ports and cities in a context of growing enthusiasm of the
people for coastal areas, with quality and freely accessible to fruition.
This propensity has been held in various cities of the maritime world
through the conversion of port areas and industrial redevelopment and
sometimes areas of port activities, which are transferred to other places
or other ports for cultural functions, tourism and leisure.
In this context, it seemed interesting to analyze the case of the

development plan of the Fjord of Oslo, which has one of the most
advanced and ambitious plans announced strategic restructuring.
Despite being a company with municipal autonomy, the Port Authority of

Oslo is dependent on strategic decisions of the council, the Government
and the Parliament itself, according to existing documentation, and its
strategic plan adopted in view of the national transport plan, the
guidelines of the municipality and the decisions of the Norwegian
National SSEMBLY.In the latter case, especially the decision on the
location of the new National Opera in Oslo.
The Director of the Port of Oslo, addressing the strategic plan states that
its objective is to create a port with more efficient space management,
improve service to port users and provide benefits to the city of Oslo.
The Port of Oslo moves about 6 million tons per year, 160 thousand TEU,
120 thousand cruise passengers, 2.5 million ferry passengers and has 10
km of quays, with a front port 39 km, 4 porches Dock and 19 roro ramps.
For several years the city of Oslo had decided to recover some of the
vacant areas of the port for use by citizens, but it was in 2000 that the
plan for overall strategic development of the promenade of Fjord, having
been revised in 2002 and established a program works very ambitious,
by 2011, based on the transfer from the port to load a single location,
known as area Sjursøya in Sydhavna, which will be restricted.
A charge of port Oslo confided to me some years ago, which also

featured transfer activities to other neighboring ports.
Sjursøya will have about 645 meters of quay cranes and 4 receive
containers Filipstad, and Bjørvik Ormsund, the bulk of the traffic and
Revierkeia coastal Tjuvholmen.
The transfer will take place in a gradual and planned to prepare the
target area on a phased basis, with funds that are being obtained
through the sale of renewed urban areas.
The conversion will be led by the Agency, the city of Oslo, for the
Planning and Building Services and the Department of Planning of the
Maritime Front of Oslo.
What will be transferred to Sjursøya?
a) Terminal Filipstad
Operated by the OCS and Norsteve, with capacity to 80 thousand TEU

connection to Germany, Belgium, Netherlands and Finland, with 870
meters of quay, the terminal will be released until 2007, so it is ready
the first phase of Sjursøya.
b) Terminal Coastal Tjuvholmen
Operated by Norlin, with regular links to other Norwegian ports, the

terminal was relocated in Sjursøya, giving rise to a new district of Oslo,
with new commercial and cultural uses of the revenue from sales would
finance the new terminal Sjursøya.
The company chosen to tender the project will explore the development
of the peninsula released, providing 9 ha of parkland, with access to 2
km of waterfront, a hotel, a museum, shops, restaurants, offices, a
panoramic tower and residences, which users should begin to settle
down from 2007.
c) Bulk Terminal of Revierkeia
The grain terminal will be transferred to Sjursøya, leaving in place a port

of cruises.
d) Terminal Bjørvik
Containers will be transferred to Sjursøya, and the area by a single
company, which will be responsible for developing the area for urban
uses, 66% controlled by the Port Authority of Oslo.
It is planned to build a tunnel connecting the city under water, to be

completed by 2010, and the new and impressive building of the National
Opera in Oslo, to be completed by 2008.
It will be built a floor area of about 100 ha for trade and residence, for a
total of 69.6 ha of land.
e) Terminal Ormsud
It will be a residential area until 2008, transferring its business of

handling of containers and vehicles for Sjursøya.
Bays Hjortnes and Akershuskaia maintain their support functions to

cruise ships and ferries, and improving the shopping areas and public
enjoyment.
July 2006
Riverside Area Setúbal
One of the most beautiful coastal areas that I know is to Lisbon, where
the work carried out in its restructuring, revitalization, promotion and
international profile, helping create a world reference for quality in a
pleasant and beautiful, for leisure and fun the model and lessons we
should try to replicate elsewhere in the country bordering
The fronts of coastal cities are unique places, which should provide high
levels of quality of life to the public and places of attraction and relief
from city stress, and should, in this sense be regarded as places of
public interest for which there is a be used by port activity.
The river front of Lisbon extends from Algés Cais do Sodre, but also
offers the Garden of Tobacco and the area of Expo 98, the marginal
Oeiras and the old harbor area of Pedrouços, where there is a high
potential for creating a area of enjoyment of high quality, open to the
public and various public facilities and leisure to develop with the "hair
of the dog."
By selling a small plot of land farther from the water, housing, applying
all the money in the recovery and revitalization of the public area,
stimulating a huge recreational dock in the existing dock and providing a
major international event with entrance fees, style Expo 98, but with an
original concept, as did Barcelona, creating the Forum of Cultures (and
launched a brand of global area, ca PTand funds for further
developments), the intervention would be self-sustaining.Is the recipe.
He was the director and manager of the riverside area of Lisbon for two
years, I was able to understand the area well and understand the rules
of their success, also well executed by APL. Rules are simple but
fundamental to the business and the quality of the waterfront, as we
know it, making it also a place with public interest, it is important to
protect and preserve.
I leave here a few:
a) buildings should be small, transparent, away from the water,

beautiful, sober, fit into the environment that existed;
b) new buildings should be low, stay away from others and the
sea, or else they must convert to the existing ones;
c) the priority should be for open spaces, large, for human

walking and simple enjoyment of the public, but with beauty and
quality;
d) equipment, public roads, walking paths and buildings must

pass quality;
e) should predominate terraces facing the sea, but with high

quality furniture, without advertising;
f) should give primacy to the public places, bars, restaurants,

gardens, sidewalks and public infrastructure, preferably around
recreational docks;
g) housing should be very small and away from water.
In conclusion, we intend to keep the waterfront as a clear, public, public

activities, plenty of space, buildings that are almost as isolated,
transparent and integrated into the landscape without reference s
advertising of any kind.
What not to do:
a) roads full of traffic along the sea, which act as barriers;
b) major new private buildings near the sea, as barriers to the sights;
c) shopping centers along the water;
d) shops and restaurants of low quality (Chinese, burgers, etc.);
e) terraces with posters and advertising.
Coming now to Setubal, the waterfront is the subject of this article will
be interesting to note that until a few years ago, that area was a
planned process of development and revitalization inspired by the
Lisbon process, while respecting local traditions.
It was arranged the garden of the sea, the front of the dock fishing,
recreational dock of Fontainhas (ferry), the garden of palm trees, beach
garden of Health (the waves of grass), all in public places designed by
architects who opened the river to the townspeople.
The following plans pointed to the revitalization of spaces with activities

catering and bars in several areas. But only the Garden of Beir the sea
received the Anglia and a bar.Then came the Polis.
In its origins, the program had merit, but lacked the plans drawn up and
what should be done.
Society Setúbal Polis was the domain of contingency plans in the

waterfront and came the problems, the result of ignorance of national
and international lessons in these areas.
a) transfer all traffic Luisa Tody Avenue to the marginal sea area
of Setubal, creating an unnecessary barrier to link town river,
ceasing to be easy to stop the car to enjoy the sea views or cross
the street walking weather;
b) Building near the waterfront buildings housing high, compact,

goes against the most basic rules on conversion of coastal areas,
making private space that should remain public and, worse,
planning to invest the proceeds from the sale of land, elsewhere
city.Fortunately, the public domain blocked the sale;
c) There were plans to create, imagine, a shopping center near

the middle ferry, near water in open space today, but insignificant,
shaking the streets no more sights and preventing the normal
breathing of an area Ribeir inha.Fortunately, one of common sense
rejected the project.
It is a garden in a desert sea, which is in danger of becoming a

location frequented evil, it should be a place of business of
restaurants and bars or shops facing the marina, which was for lease.
Now we wait patiently for the end of the works in Luisa Tody Avenue
and the serious consequences for the riverside area around it, but we
are hopeful that approaches the end of the program Polis without
doing more damage.
December 2006
Index of Tables and Figures
Table 1 - Matrix of examples of growth strategies Ansoff, pp. Article 28

Table 2 - Concepts of optical terminals on the shipowner, pp. Article 32
Table 3 - Characteristics of Types of Communication, pp.Article 40
Table 4 - Marketing Policies, pg. 42
Table 5 - Traffic Roro Ports Portuguese, pp.Article 66
Table 6 - Forecast traffic 'trailers at the port of Setubal, pp.Article 69
Table 7 - Market Share of the Ports in 2005, pp.Article 93
Table 8 - Vocation Ports South, pp. Article 119
Figure 1 - International Trade and Traffic Auto Portuguese Port, pp.Article

66
Figure 2 - Total Automotive, pp.Article 67
Figure 3 - Estimated car traffic from the port of Setúbal, pp.Article 68
Figure 4 - Traffic Roro Port of Setúbal by Zone, pp. Article 70
Figure 5 - Location of the Ports, pp.Article 82
Figure 6 - Constraints Harbors, pg.Article 83
Figure 7 - Size of the City Traffic vs Porto, pp.Article 85
Figure 8 - Evolution of Ports, pp.Article 85
Figure 9 - Hub and Gateway, pp.Article 89
Figure 10 - Hinterland, pp.Article90
Figure 11 - Hinterland and Foreland, pp.Article 91
Figure 12 - Main and Marginal Hinterland, pp.Article 91
Figure 13 - Costs of Transport by Mode vs Distance, pp.Article 92
Figure 14 - Evolution of the Movement of Portuguese ports, pp. Article
131
Figure 15 - Evolution of Ports in Portuguese mode Packaging, pp. Article
132
Figure 16 - Port National Movement, pp. Article 133
Figure 17 - Regional Port Movement, pp. Article 134
Figure 18 - Movement Port North Region, pp. Article 135
Figure 19 - Movement Port South, pp. Article 136
References and Sources
BOOMSLUITER, Perry (2004), CityPorts Rotherham, in IACP

Conference, Lisbon.Technical City Ports of Rotterdam;
CANISETTI, Carlo (2005), Sea Land Technology in intermodal transport

- Integration Project,
http://ec.europa.eu/ten/transport/external_dimension/hlg/2005_03_31
_tent_consultation/index_en.htm and http://www.integration.cetena.it
UNCTAD (2001), The Modern Management of Ports, owner of the

certificate as part of port management to the staff of the port, Course
2.23;
EUROPEAN COMMISSION (2001), the European transport policy for;
DANAHER MOTION, EU Integration Project - Case Study Harbor,

http://www.danahermotion.com/industry_solutions/agv/agv_case_eu.h
tml;
FELÍCIO, J. Augusto (1999-2007), articles on various ports, in Revista

CARGO;
FELÍCIO, J. Augusto, Marketing and Strategy Port, in the Graduate

Management of Maritime Transport and Port Management, ISEG;
LEUVEN, KU (2002), Reforming Transport Pricing, ed.Inge Mayeres;
LORENS, Piort (2004), Riparian Areas, in IACP Conference,

Lisbon.Representative of the Technical University of Gdansk;
OCEAN SHIPING CONSULTANTS (2005), Marketing of Container
Terminals;
RODRIGUE, Jean-Paul, Department of Economics and Geography,

Hofstra University, Hempstead, New York and Université de Montréal,
http://people.hofstra.edu/faculty/Jean-paul_Rodrigue;
SHOU MA, (1998), The evolution of maritime transport and ports,

taught in the classroom ISEG;
SLNICK, P. (1985), Focusing on Operational Research Regulation, in R.

Noll, ed.Regulatory Policy and the Social Sciences, Berkeley,
California;
TRUJILLO, L. and NOMBELLA, G. (2000), Seaports, in Privatization and

Regulation of Transport Infrastructure, ed.A. Estache and G. de Rus,
Washington, World Bank;
UNCTAD (2003), Review of Maritime Transport, Geneva;
European Union Program Cordis,

http://www.cordis.lu/transport/src/ipsirep.htm;
UNITED NATIONS (2001), Regulation of Transport Infrastructure

Facilities and Services: Principles and Issues, New York;
UNITED NATIONS (2001), The Economic Regulation of Transport

Infrastructure facilities and services, New York;
UNITED NATIONS (2002), Economic and Social Commission for Asia

Pacific The end;
VILLAFANE, Justo (1998), Positive Image, publisher Sílabo;
WORLD BANK (2000), Infrastructure,.
Acknowledgments:
Professor J. Augusto Felicio, an expert in management and
marketing in Portugal, by whom I have great appreciation and
admiration since I met him in a class at ISEG, a friend who has supported
and determined in my work in graduate and in the field of Marketing Port
.
Mr. Luis Filipe Duarte, dedicated and knowledgeable man in the

sector, which has always supported and encouraged to write regularly,
publishing my writings in the magazine "Cargo", refer to sectors of high
quality.
Dr. Oliveira Martins, Dr. Raul Matias, Engineering Odilia Spear,

Dr. Beatriz Martins, Dr. Joana Coelho, Dr. Bruno Marcelo, Dr.
Fatima Evora, Prof..Lenten Days, Eng Gouveia Lopes, Dr. Ricardo
Roque, friends and co-workers of one form or another have contributed
to some of the ideas that tried to develop in the texts.
Other colleagues and administrators of the APSS and APL, have

contributed to some of the texts through conversations, discussions and
analyzed together, helping to better understand the reality of
Portuguese maritime and port security.
Finally I would like to thank especially to the managers of the ports of

Setúbal and Sesimbra of Leixoes, Sines and Porto, as well as the
managers of the companies Tersado, Sadoport, Setefrete and
Seteshiping the support they promptly gave the publication of this
book by acquisition of the first copies, without which there would have
been possible to move the online version for the paper.
Of course, despite having sponsored this book should not be considered

that the views expressed therein or thesis and defended the
compromise in any way.
NOTE CURRICULAR
Victor Manuel Ramos of Caldeirinha
Degree in Economics, 1987/92, in the area of Economic Policy and

Planning, the School of Economics and Management, Technical
University of Lisbon.
Graduate Management of Maritime Transport and Port
Management, 1996/1997, Institute of Economics and Management,
Technical University of Lisbon.
1992 to 1993 - Technician in the Directorate General of Regional

Development (DGDR), responsible for management of various
programs.
1994 to 2000 - Technician and Chief of the Division of Planning and

Development Administration of the Ports of Setubal and Sesimbra
(APSS).
2001 to 2002 - Director of Sales and Development in APSS.
2003-2004 - Sales Administration at the Port of Lisbon (APL), which

manages the port concessions, royalties, catering and leisure,
recreational docks and ships.
Since Feb. 2005 - Director of Strategic Development and Logistics

in the APSS, responsible for commercial aspects and development of
new projects.
Since 1999 - Senior lecturer of Marketing Port in a graduate

program on Management of Maritime and Port Management in the
School of Economics and Management, Technical University of Lisbon.
Consultant and port investments in various sectors.
Author of several economic studies and technical articles on the

port sector.
http://www.geocities.com/vitorcaldeira/portos.html
vitorcaldeirinha@netvisao.pt
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Preface ................................................. ..................................................

1.Spatial Planning and Port Areas of

III. Port Authority

IVNational Port Policy

1.After the Portuguese ports are not

V. Riparian Management Zones

1.Port City: Models of

References and Sources

Acknowledgments ................................................. ................................

The port management refers to the use of resources of the harbor or in

However, the book in question is entitled 'Port Management', a term that

In practice, the port management involves investments in infrastructure,

Dr. Victor Caldeirinha in good time embraced the challenge of dealing

Who writes knows how hard it is sometimes to do the work of writing,

So many who criticize do not write itself available, however,

This book, document repository written in different times, the fruit of

Are contentious issues, including strategic alternatives to the south, port

Prof Doctor J. Augusto Felicio

Finally, it is important to note that this publication is not intended to

Some might think that the functions of planning, development and

In fact, it is actually the opposite.Ports ca with Belgium, Holland,

Its growing importance in the port administrations and port communities

The mission of these port authorities is thus essentially of:

a) ensure safe access of ships, carrying the necessary work of

In the new marketing perspective port, the port is seen as a factory,

The objective approach to the market can be achieved by implementing

The main instrument used is the "marketing mix" consisting of the

(1) location and geo-strategic position

a) geo-strategic position of the port from the markets,

(2) technical attributes

a) infrastructure of the port, docks, embankments, buildings,

(3) port logistics

(4) mark port

a) associated with the brand image, logo, designation;

In addition to policies that have been implemented by the respective

Was it so fundamental strength, dedication and commitment of the

With the definition of rent concessions and with the impossibility of

In a market with increasing private dealers, competition and

In this context, states are increasingly useful to business operators of

Strategic Analysis of marketing should be initially assessed the factors of

a) Socio-cultural factors and environmental as values, attitudes

a) competition from existing competitors, assessing the market

b) bargaining power of customers, evaluating the size of the

c) bargaining power of suppliers, analyzing the number of

d) threat of new competitors, assessing the barriers to entry in

e) threat of substitute products, deepening the analysis on the

Following the strategic review should be defined corporate objectives

The product port terminal is determined by the services offered before

In addition to the normal variables of product-related infrastructure of

The main variables are the product port;

None of these variables may no longer be associated with the port

In the case of corporate groups with multiple port terminals in different

Marketing Conference in Port TOC

1. Investing in the Exchange of Ideas

It is essential to the participation of executives of the companies and

At this conference, for example, participated speakers port authority

Congratulations to the excellent attendance at the port of Leixoes with a

3. Port Royal State in the U.S.

With the reduction of support from governments to ports, port

4. Marketing in the Port of Rotterdam