However, the JOINT failed to live up to the expectations it had generated regarding its performance since its inception right up to 1994. The JOINT also suffered from some of the drawbacks inherent in the Indian port sector, especially in terms of capacity that prevented it from achieving world standards of port efficiency and performance. Subsequently, the Port administration soon realized the urgent need to upgrade and augment the port’s equipment to ensure larger cargo handling capability. The JOINT took the initiative to introduce private participation in ports for the first time in India.
Minion, proposal was made to invite private participation in creating a new container terminal while retaining the existing one under government ownership and operation. In 1997, the Nava Shave International Container Terminal (NIST) was appointed to construct a new two-berth container terminal of 600 – meter quay length on Build-operate-Transfer basis for 30 years. Build-operate-transfer (BOOT) is a form of project financing, wherein a private entity receives a concession from the private or public sector to finance, design, construct, and operate a facility stated in the concession contract.
Following this reject, third container terminal of 712 meters Quay length by Gateway Terminals of India Private Limited (STILL) – a consortium of AP Mueller – Markers and CONCORD also on a BOOT basis was added to the port which became operational in 2006. Brat Iambi Container Terminals Private Limited (BOMB) has signed a 30-year concession with JOINT to develop the Port’s fourth container terminal to be operational by 2016. Currently, JOINT has three container terminals, two liquid cargo berths developed by BPCS and OIC on BOOT basis and a Shallow Water berth which can handle 165 m LOLA for break bulk and container purposes.
The current capacity of the port, 2012-2013 is 4. 26 million Tests. The total cargo handled at Charlatan Port in the same period was 64. 50 million tons of which 57. 91 million tons was contraindicated cargo, 5. 88 million tons liquid cargo and the remaining 0. 71 million tons of dry bulk and break bulk. The various partners/stakeholders of the port are – Charlatan Nehru Port Trust (Government), Tariff Authority for Major Ports, Indian Coast guard(lengthened Regulator), P&O Australia Ports Pity Limited, Consortium Parkland Bertha, Trans Immix Private Limited, AP Mueller-Markers and CONCORD(Private Sector Promoter
Consortium Members), consortium of lenders led by ICC Bank, ANZA Investment Bank, HASH and Standard Chartered (lenders). Planning and Development: The vision statement of the Charlatan Nehru port Trust is “To become the premier container port of South Asia with international standards providing efficient and cost effective integrated logistics solutions. ” The capacity assessment model by KEMP India had identified an integrated master plan for the port. The master plan includes various projects that the port has to undertake to service the expected traffic potential.
Development of action plans for the port requires the vision to be cascaded to a set of actionable goals with a timeshare attached to them. Goals were identified through an analysis of various elements of the vision of the port. The goals identified for the port are categorized into short term goals and long term goals and the action plan based on the short term goals for the port was developed for 7 year action plan and long term goals extend Upton 18-arrears (2024-2025) starting 2007-2008.
Short term goals can be briefly stated as: To improve efficiency in port operations by 009-10; To offer logistic services at JOINT by 2011-12; Reaching Onion Tests of traffic at JOINT by 2015-16. Major projects to be undertaken via client related investments are: Construction of 1st phase of 4th container terminal (2010-11); Relocation of BPCS Jetty to new marine chemical terminal (2010-11); Addition of a 300 meter berth for handling liquid cargo (2011-12); Construction of 2nd phase of 4th container terminal (2014-15).
Major projects to be undertaken via public investments are: Development of an additional road linking the port to highways (2009-10); Dredging to enable fully added 6000 TEE ships and 7500 Tests partially laden ships during tidal window (2009-10); Increase in ARMS moves at JOINT to 24 moves per hour (2009-10); Major organizational improvements to be undertaken are: Automation between gate and terminal operators(2009-10); Development of Maintenance Service level agreement for roads (2013-14); A 5th mega container terminal at Nava of additional 10 million Tests capacity is being re-designed by M/s.
OURS-Scott Wilson. Long term goals include expansion into new locations, invest in rail freight business, development of land for CIFS operations, improved road connectivity, completion of 5th mega container terminal at Nava of additional 10 million Tests capacity and reduce average teenage dwell time by 20-25 days all planned in a timeline of 17-18 years. Trade forecasts and assumptions Indian’s energy consumption has grown at the rate of 3. % between 1999-2005. In line with this trend as well as industry research growth in POLL consumption assumed to be at 3. 6% from IFFY-07 till FYI 1-12 and to 3% beyond 2011-12. Crude oil exports are assumed to be nil as has been the case historically. This is unlikely to change wing to the increasing energy consumption by India and low domestic production and forecast for edible oil and molasses traffic for 2024-25 is 2. Million tons based on market research. Total liquid traffic is expected to rise Upton 15. 4 million tones per annum by 2024-25 assuming the current trends in the port and divergence of traffic to other Indian ports with better connection to the mainland. Container vessels size ranging from 5501-8000 Tests is expected to reach 180 units by 2026-2027. Budget and Financing: The total operating and development budget for the projects is $2426 million.