World bank hand book port and port facilities handbook

Example of multi-purpose oil-bulk-ore pier. Typical jetty arrangement for tanker terminal. Principal dimensions of very large crude carriers. Typical vegetable oil installation. Graph showing relationship between average ship waiting time and berth utilization Page xiii The training of competent per- sonnel, for both port management and port planning.

Port training courses, fellowships and a number of technical publications have been widely used by UNCTAD for this purpose. The present handbook is intended to meet this need. The enormous sums of money lost through con- gestion would often have been sufficient to build an extensive system of modern ports. The history of many ports shows how a bold policy of extending and mod- ernizing ports can revitalize the economy of a region. The long-range purpose is to contribute to the training in developing countries of competent port planners, able to co-operate on equal terms with international experts and foreign advisers.

However, since it is impossible to deal adequately in one volume with the myriad problems that affect the planning of a major port, it was felt necessary to con- centrate, in the handbook, on those points that appear to be least familiar to planners in developing countries, and to refer only briefly to other subjects. It is recom- mended that port planners should endeavour to build up a reference library on the subject of port develop- ment, and to this end a list of publications by private specialists, international organizations and the secretar- iat of UNCTAD is appended to the handbook, in annex III.

Procedures are described for the preparation of plans for general cargo berths and for specialized terminals where containers or bulk cargoes are to be handled. Sound and realistic decisions on port investments must be based on accurate numerical analyses of several alternatives and on correct procedures for selecting the most advantageous plans. Instead, a set of straightforward methods has been developed by UNCTAD, mainly in the form of curves and diagrams based both on empiri- cal data and on mathematical calculations.

They offer a degree of numerical exactitude comparable to that of many of the advanced computer-based approaches and are more satisfactory for general use. Although that early work made possible the development of the simplified methods recommended in the handbook, and served as a basis for the UNCTAD research pro- gramme on port development, it became clear to those engaged in the work that the use of computer-based methods by port planners in developing countries would be too costly, both in time and in scarce skills, to be justified in the majority of cases.

This conclusion has been reinforced by the realization that, during the present period of rapid technological change, the input information in those countries will continue for many more years to be uncertain and inexact. Diagrams and formulae are merely an auxiliary tool for their work, a means of relieving them of time-absorbing calculations and of freeing their minds for creative work. Port planning is a challenging and complex task but not an exceptionally difficult one.

It requires a full understanding of the way in which an efficient port works, a sound knowledge of the general 1 Rather than con- common sense and a certain talent for visualizing the future. This allowed a number of improve- xiii It is hoped that this handbook will prove to be merits and corrections to be made, and several chapters a useful contribution to the common international goal to be brought up to date. The second edition takes into of establishing a world-wide system of efficient ports.

Part One The need for a national ports plan 1. Technological improvements in recent years have made it essential to plan the transportation system of a developing country as a whole, in order to achieve a balance between the capacities of the various parts. In maritime transport it is sometimes possible-particu- larly for bulk and unitized cargo movements-to in- clude the shipping.

In other cases the ship traffic is not under the control of the planner and it is only possible to co-ordinate the port facilities with those of inland transport and distribution.

Planning a sea-port without considering the connecting road, rail and barge facilities may lead to serious faults in national com- munications. This is particularly true in the case of de- veloping countries. Within the ports sector, a balanced plan is needed for each class of maritime traffic.

The number of ports, their,specialization and their location have to be considered. Smaller ports which play a special local role may not develop to the same extent as the main general cargo ports. It is sometimes convenient for planners in a major port to be given responsibility for planning the development of the minor ports on their part of the coastline. Although some countries still permit free com- petition between their ports.

For example, the trend towards handling bulk commodities at specialized, high-throughput terminals the annual throughputs of which are measured in millions of tons means that the whole national traffic flow of a particu- lar product may be handled at one terminal irrespective of apparent geographical requirements. To allow this traffic to spread over a number of ports. Either alternative will lead to steep increases in unit costs which may often far outweigh the increased land transportation costs result- ing from the development of a single.

For all classes of freight. These technological changes in transportation methods require such specialized car- go-handling facilities that there is a strong case for the regional co-ordination of mvestments in specialized ter- minals. The joint planning of port investment by coun- tries sharing the same hinterland can clearly he econ- omically advantageous. The factors which should be taken into consider- ation in the preparation of a national ports plan are illustrated in figure 1.

It would be advisable to use this figure as a check-list to determine which aspects require further study before any major port investment deci- sion is taken. The amount of work involved in a country with several ports would justify the maintenance of a small permanent nucleus of professional planners.

The main activities indicated in figure 1 are the forecasting of the national demand for maritime traffic transport. In addition, where major new termin- als are under consideration, it would be advisable to make preliminary surveys of coastal geology and hydrography.

A number of related plans will result from this examination: a maritime traffic assignment plan: a na- tional port investment plan: an inland routing plan and a coastal shipping plan. All of these will be conceived at a broad strategic level only, the planning of detailed facilities being left until each specific port development project is prepared.

In summary. It also sets in motion work which will be needed later: c Port project planning: this aims to turn each part of the master plan into reality at the right time, and in the right form. The national ports authority 9.

A further requirement at this point will be a de- cision on the policy as to which parts of the port infra- structure will be paid for by the central government and 5 There may be certain large capital expendi- ture items that would place too heavy a strain on port finances if they were to be supported from income while charges were maintained at a reasonable level.

Some would argue that only the connecting road and rail systems should be excluded from financing by the port. It is for each government to decide this policy according to the financial capacity of existing ports and the expected profitability of plan- ned new ports. In deciding to what extent the central govern- ment should retain the responsibility tar setting port development priorities, it should he borne in mind that an individual port authority may be limited by its physi- cal boundaries from finding what is economzally the right location for a new terminal.

In times of change, a port authority is likely to place emphasis on those alter- natives which preserve or enlarge its level of activity. Modern technological developments make such ten- dencies undesirable from the point of view of the coun- try as a whole.

For such reasons there is a strong case for set- ting up a specialist government agency with the overall responsibility for co-ordinating port policies at a na- tional level.

To build up and maintain the capability needed, and tq allow a free interchange of ideas with the many interests involved. There is a close parallel to the move in a number of countries towards national airport authorities, national oil authorities and so on.

A small permanent secretariat would be appropriate. For efficient management of port activity, the operational decisions should be taken locally; it would normally be wrong to give a national ports authority any operational responsibilities. Its main function should be one of co-ordination and regulation, the prin- cipal aim being to prevent the undesirable duplication of investments.

The statutory powers which it may be appropriate to give to a national ports authority are as follows: u Investment: power to approve proposals for port investments in amounts above a certain figure. The criterion for approval would be that the proposal was broadly in accordance with a na- tional ports plan. It would be advisable tar such an authority to set up a method of obtaining advice from persons with wide experience in the matters of harbours, shipping and inland transport, in industrial.

An appropriate method would be to co-opt such persons on to the Board ot the au- thority or on to its subsidiary committees. Liaison would also take place with national bodies representing shippers, shipowners. The risk involved in giving such an authority powers over port investments and tariff policy is that additional delays may be introduced. It would be essen- tial, therefore, to institute in addition an emergency procedure to speed up or even bypass the normal deci- sion process when, for example, there were sudden changes in traffic or rapid increases in congestion.

Port development 1. Within the broad national strategy, the de- velopment of each individual port must be comprehen- sively planned. The development of a port consists of a combination of medium-term and long-term planning of new facilities plus-in the case of an existing port-a programme of short-term action to improve the man- agement, the present facilities and their use.

For each investment there must be, first. This handbook is concerned mainly with the planning phase. Final cost estimates are predomi- nantly dependent on the engineering difficulty and magnitude of the project. These estimates must be made, and the subsequent engineering design and con- struction work carried out.

This handbook makes no attempt to provide a substitute for the use of such professional staff. The long-term plan-the master plan as it is often called-consists of a view of the future situation 7 However, it does not try to say whether and exactly when each of them will occur, since this will depend on traffic development.

The mas- ter plan will be set within the framework of the national ports plan and in turn will provide a framework within which the medium-term plans for action can be drawn up and specific projects defined. This principle of going from a broad long-term plan to a detailed medium-term proposal should be a standard procedure.

The programme of immediate practical im- provements for the use of existing facilities can, how- ever, go ahead independently of the medium- and long- term plans. There will always be an urgent need for moderate technical and operational improvements, such as the extension of available storage space, the introduction of additional cargo-handling equipment or the purchase of pilot boats or lighters.

Improvements of this kind are independent of future capital investments and should not be delayed until the main investment plan is finalized. For example, the identification and removal of bottle-necks which impede the productive flow of goods may be studied by the methods indicated in the report of the UNCTAD secretariat on berth through- put.

The establishment of these estimates is one of the most important and difficult tasks of the port planner. Long-term planning In order to prepare both the national ports mas- ter plan and the master plans for individual ports, the planner needs to ascertain the development framework within which each port will be operating.

To do this he should consider the following aspects: a The role of the port, which may include some or all of the following tasks: 9 ii iii iv b To serve the international trading needs of its hinterland as reflected by traffic forecasts, either in total for all needs or excluding specific commodities e.

The long-term plan will place more emphasis on what is desirable than on what the trends seem to show to be likely. The planner needs to place himself in the future situation, even if this is 20 years hence, and try to draw a consistent picture of all that he will find at that time.

This picture will allow the planner to lay out a sensible future situation which is at least feasible and far-sighted, even if there can be no certainty that its details are correct predictions. The land-use aspect and that of the major water areas and channel develop- ments are the most vital features of the long-term plan. These must be provided for in a manner consistent with the expected increase in traffic, which over a long period can be quite substantial for example, a one- million ton level increasing by 10 per cent each year for 20 years becomes 6.

Modern technolo- gical developments have made the need for ample land space still more imperative than was the case in the past.

A container terminal or a major terminal for ores requires an area of tens of hectares. Clearly, failure to earmark substantial land areas may mean that residen- tial and other forms of development may use them up first. But it would be unreasonable to expect those responsible for such policies to be very precise at the outset since their understanding of the possibilities of port development is likely to be incomplete.

There- fore, after talking to the authorities concerned, and collecting what views exist, the port planner will almost certainly be left with some unanswered questions. It is far more important to reach a reasonably comprehensive interpretation of this role, within perhaps one month of starting the project, than to attempt to get an accurate and formal official statement.

Bearing m mind the above comments, the steps time as the cargo-handling facilities, in the master plan. Tables 1 and 2 set out one way of carrying out impact they will have on zoning, ship movements. Define natmnal econonuc ohlectives LII so far as the affect ports. Assign traffic to Individual portn 6. Prepare a prelimrnary mvestment plan I. Co-ordmate and ohtam approval of mdlvidual port master PlZillS 8.

Prepare and publish the natmnal ports master plan. Each of these tasks is described in more detail below. Hold prehmmary discussmns wth national econonuc planners. Summarlze the broad impact of econamc pohcxs on port de- velopment in a draft policy paper.

Discuss draft with national econormc planners. Revise and circulate pohcy paper. Ohrain wews of port authorities. Spell out new policy in detail e. Discuss proposal with higher authority.

Draft new orders or decrees. Tmk A3. Rewew existing planning responsihilitxs. Analvse need for regional or other structure. Consider methods of planning any new ports. Consult wth port authoritxs. Propose new structure. Discuss with lugher authority and re- vise as necessary.

Draft any new orders or legrslation needed. Task A4. The sequence of investment Strictly speaking, since the short- and long-term investment plans form part of the same sequence of financial investment and of economic benefits, the whole sequence should be considered as one pro- gramme, and the planner should look for the overall economic optimum for the whole series of investments. Prepare broad ongmldestmatmn diagrams for each principle cargo class. Examme scope for concentratmn of cargoes m each region or at natIOnal level.

Construct several alternative feasible traffic assignments. Draw up plan reconciling comments recewed and suhnut for approval 7. Issue approved plan Task A6. Prepare n prelrminary invesrmenr plan 1. Ohtam port estimates of future productivity for each cargo- handling techmque in questmn. Compare traffic assigned to each port with Its rough existing capacity for each class of traffic and cargo-handling technique.

Roughly estimate scale of additional facilities needed. Roughly estmate investment imphcations. Compare wth Ministry of Finance targets or other constraints and report any divergence. Revise figures as necessary 7. Task A7. LS I Tabulate traffic forecasts used by each port and check for m- consistencies and duplications.

Carry our broad economic comparrsan of any competing plans. Carry out rough check of all capacity calculations. Revw plans as required. Calculate natmnal port mvestment total. Dxcuss long-term port investment requirements with Ministry of Fmance and revise as necessary. Visit ports to discuss final master plans. Issue authonzations. Task A8.

Prepare and publish the national ports master plan 1. Assemble indtvidual port master plans into a national plan. Publish the master plan in a form whxh can he easily revised. A diagram showmg these tasks and how they are related to master planning is given in figure 2. Set up an ongoing traffic analysis if this does not already exist. Prepare a broad long-term traffic forecast.

Initiate any broad engineering surveys needed. Determine the long-term phased area requirements. Determine the long-term wafer and channel requirements. Assign traffic to major port zones.

Prepare the draft master plan and submit for national approval. Revise and publish the port master plan and obtain local approval. Install a control system for initiating a project at the right time. Task Bl. Task B2. Prepare a broad long-term traffic forecasr Strictly speaking, the ports cannot start forecasting until their role has been defined at national level, but there is a lot of preparatory work and simple projections which need not wait for this.

At the master planning stage, forecasting is to be broad and long term only. Task B3. Initiate any brood engineering surveys needed The surveys that should be initiated for master planning are those which provide a broad picture on which major zone decisions can be based, plus those [like siltation studies which are themselves of a long-term nature.

Task B5. Determine [he long-term phased area requirements For each of the traffic streams likely to result from the defined role of the port: 1. Review characteristics of each class of traffic transport, stor- age, ship size and draught, pollution. Review industrial development plans and possibi!

Calculate broad land area requirements for the range of feas- ible long-term cargo throughputs. Estimate land area requirements for long-term industrial de- velopment within port hmits. Estimate land area requirements for ancillary land-use hous- ing, amenities within port limits. Tabulate the various area requirements phased according to each traffic alternative.

Task B6. Task Assign rraffic to major porr zorzes This task is discussed further in chapter V of this handbook. The following is a sequence of work which is appropriate at the master planning stage: 1. Examine environmental impact of each class of port activity both independently and as they affect each other. Survey existing water areas and approaches and compare dif- ferent ways of deepening and extending these, including new land cnts.

Survey existing and available land areas and compare alterna- tive ways of extending them, includmg reclamation. Draw alternative zone configurations wth corresponding com- munications corridors. Broadly evaluate alternative phased configurations for trans- portatlon economy, capital cost and flexibility. Prepare zonmg plan for the preferred solution. Draw outline charts of water depth for the chosen zoning con- figuration, corresponding to the successive phases of each alternative.

Task B8. Calcuiare the rough cost of each terminallberrh group 1. Identify likely terminal or berth group developments, in each zone within the zoning plan, for each future alternative. Estimate the rough costs of each termmal development. Although it will be difficult to obtain such cost esti- mates, it is important to find any indicatwe figure, however rough.

This is because without such figures it will be impossible to build up a long-term investment plan, which is essentml to show whether the master plan is feasible. Tabulate the results.

Task B9. Prepare the draft master plan and submt for nnrional approval The contents of a master plan should include: a The long-term forecast and its rationale; b The planning maps; c The investment implications. One way of organizing the preparation of the plan is as follows: 1.

For each class of port activity, combine the successive stages of development in the alternative cases into a single framework independent of time. Draw planning maps showing the proposed zoning and alterna- we development sequences within the framework. Prepare order-of-magnitude investment cost figures for the de- velopment sequence of each activity. For the time-scales both of a conservative and of a radical alternative, calculate the total investment implications over the period.

Assemble this material into a draft master plan, with a sup- porting commentary on assumptions and rationale. Task BlO. Revire and publish the agreed pm muter plan This should be published in such a form that it can be easily revised and amended each year. Task BII. Master planning is not complete until a routine is established for checking when projects should be initiated. The following procedure is one way of doing this: On completion of the master plan 1.

Identify each individual investment project withm the plan over the next ten years. For each of these projects, estimate the likely development time that will elapse between initiating project action and bringing the facilities on stream.

This will include: the whole sequence of project planning; funding and time for decision- making; tendering; design and construction. Every year 1. Bring the traffic forecast up to date, for each traffic class.

Estimate the future growth rate of traffic in that class, taking account of latest dev;lopments and customer requests. At this growth rate, calculate the traffic level a number of years in advance of the date at which the project capacity is needed. This is the triggering level. Activate the project if the triggering level has been reached. Planners may be assisted by research units or consulting firms in making a broad pre-investment study of the country.

The basic aim will be to determine the general direction of expansion and to quantify the tonnage to be handled and how it will be shipped. By making cal- culations for a range of possible investment program- mes for this traffic, the planner may succeed in devising a programme which is not too far from the optimum, although even this will entail a good deal of work.

To simplify the process, only rough calculations need be made during the initial phase of filtering out options mentioned above. The long-term plan can be based on a definite sequence of investments. The master plan should have a continuous exist- ence as a formal port reference document.

It should be modified periodically, either as a result of a definite decision to take a fresh look at the whole future situa- tion at a given date and in the present rapidly changing technological stage in shipping a three- to five-year re- vision would be advisable or as a regular activity with- in an annual traffic review. Maintaining capacity during engineering work An existing port must continue to provide an undiminished service during the execution of an im- provement or extension project.

It is usually the expec- tation of more traffic than can be handled that is the justification for the project, and it will be self-defeating if the project work itself is allowed to cause congestion from which it may be difficult to recover, An operational programme must be prepared, showing, for the whole duration of the work, how the growing traffic is to be handled in spite of any closures or obstructions.

This may show that there will be a need to provide additional temporary facilities purely to maintain capacity during the execution of the project. The global turnover generated by logistics exceeds USD 4. Inefficient logistics raise the cost of doing business and reduce the potential for international and domestic market integration, especially for developing countries.

The gains from improving logistics performance are especially high in poorer countries. Increasing the logistics performance of a low-income country to the average performance of a middle-income country can increase trade by 15 percent or more. Better logistics allow more market access and can thus foster trade.

Failing to move goods seamlessly hampers trade: a one-day delay at the border leads to an average 1 percent decrease in trade. Better logistics have a greater effect on trade promotion than tariff cuts: Logistics costs influence trade costs more than tariff barriers in most countries. Global production chains also depend on a robust logistics sector.

Coordinating the various stages of product development, component production, and final assembly requires the ability to move goods across borders quickly, reliably, and at low cost.

A lack of logistics infrastructure is one of the main reasons for companies to abstain from extending their procurement network to emerging and developing countries.

This note summarizes information relevant to understanding the logistics infrastructure related bottlenecks impeding international and intra-regional connectivity along the Belt andRoad Initiative BRI economies. For millennia, the Mediterranean has been one of the most active trading areas, supported by a transport network connecting riparian cities and beyond to their hinterland. The Mediterranean has complex trade patterns and routes--but with key differences from the past.

It is no longer an isolated world economy: it is both a trading area and a transit area linking Europe and North Africa with the rest of the world through the hub-and-spoke structure of maritime networks. Understanding how trade connectivity works in the Mediterranean, and elsewhere, is important to policy makers , especially those in developing countries in the Mediterranean, concerned with the economic benefits of large investment in infrastructure.

Better connectivity is expected to increase trade with distant markets and stimulate activities in the hinterland. This book is a practical exploration of the three interdependent dimensions of trade connectivity: maritime networks, port efficiency, and hinterland connectivity. Because of the complexity and richness of maritime and trade patterns in the Mediterranean, the research book combines both a regional focus and globally scalable lessons.

This book is intended for a wide readership of policy makers in maritime affairs, trade, or industry; professionals from the world of finance or development institutions; and academics. It combines empirical analysis of microeconomic shipping and port data with three case studies of choice of port focusing on Spain, Egypt, and Morocco and five case studies on hinterland development Barcelona; Malta; Marseilles; Port Said East, Egypt; and Tanger Med, Morocco. The Eurasian connection: supply-chain efficiency along the modern silk route through Central Asia English.

Central Asia is often associated with the silk route or road, the longest overland trade route connecting China to Europe and one of the oldest in history. Growth opportunities and the future prosperity of the region are highly dependent upon the efficiency of its internal and external supply-chain connections, which is the focus of this report.

Supply-chain connectivity depends on the quality of the infrastructure on specific routes. This study explains how supply chain fragmentation remains a serious obstacle to economic development of Central Asia and to Eurasian integration more generally.

It provides a comprehensive assessment of the various factors that yet impede supply-chain integration, including weak transport and communications infrastructure, but as important, and perhaps more so, critical weaknesses in policy, institutions, and governance. Based on this assessment this report provides an insightful set of recommendations that, if taken up by the governments of Central Asia and by their key neighbors, will go a long way in promoting the effective integration of Central Asia into an increasingly connected Eurasian continental economy and with that into the global economy.

About one in five countries in the world is landlocked; twenty out of 54 low-income economies are landlocked, the majority of them in Sub-Saharan Africa, while only 3 of 35 high-income economies are landlocked. The lack of access to maritime trade and logistics systems presents serious challenges for many Landlocked Developing Countries.

This book presents a new analytical framework to understand the causes, structure and constraints of logistics costs for Landlocked Developing Countries. Based on extensive data collection in several regions of the world, this book argues that although landlocked developing countries do face high logistics costs, these do not result from poor road infrastructure per se.

High logistics costs also depend on low logistics reliability and predictability, which are heavily influenced by rent-seeking and governance issues. This site uses cookies to optimize functionality and give you the best possible experience. If you continue to navigate this website beyond this page, cookies will be placed on your browser. To learn more about cookies, click here. Understanding Poverty Topics. Facilitating Trade At The Border, Behind The Border, And Beyond The modern era of international trade is one of increasingly complex interactions between people, firms, and organizations.

Customs and Border Management The World Bank Group has been an active supporter of customs reform and border management modernization for many years. Datasets, Toolkits and Reports 1. Other reports Logistics infrastructure along the BRI economics Logistics is the network of services that support the physical movement of goods, trade across borders, and commerce within borders.

Maritime Networks, Port Efficiency, and Hinterland Connectivity in the Mediterranean English For millennia, the Mediterranean has been one of the most active trading areas, supported by a transport network connecting riparian cities and beyond to their hinterland. The Eurasian connection: supply-chain efficiency along the modern silk route through Central Asia English Central Asia is often associated with the silk route or road, the longest overland trade route connecting China to Europe and one of the oldest in history.

The Cost of Being Landlocked About one in five countries in the world is landlocked; twenty out of 54 low-income economies are landlocked, the majority of them in Sub-Saharan Africa, while only 3 of 35 high-income economies are landlocked.

Trade and investment regimes determine the extent of economic integration, competition rules affect economic efficiency, intellectual property rights matter for innovation, and environmental and labor rules contribute to environmental and social outcomes.

This database provides the tools to analyze these new dimensions of integration to better identify the content and consequences of DTAs. It also includes information about legal enforceability of each policy area. This dataset captures the extensive margin of the content of Deep trade agreements. Policy Research working paper; no. WPS Washington, D. C: World Bank Group. This database provides detailed information on the content of a sub-sample of eighteen policy areas most frequently covered in a set of agreements currently notified to the WTO between and For each agreement, the database covers the stated objectives and substantive commitments, as well as aspects relating to transparency, procedures and enforcement.

This database represents the most comprehensive effort in terms of the coverage of policy areas and the granularity of information within each area. Handbook of Deep Trade Agreements.