Ensuring synchronisation in the port logistics chain not only enhances operational efficiency but also reduces risk and gives the country a competitive advantage.That’s according to Glen Steyn, project manager of the ‘Ease of Doing Business’ project, an initiative of the Western Cape department of economic development and tourism, who points out that it is, however, not always easy to achieve. And there are many reasons for this – among them the multiple role-players within the port logistics chain. “More often than not these role-players are exclusive institutions that don’t necessarily share information easily with each other. Taking into consideration the fractured relationships – and on top of that the defensive organisational cultures – it becomes very difficult to achieve the performance levels required for an economy to grow.”Speaking during a recent Transport Forum on agile supply chains, Steyn said synchronisation required port stakeholders to not only collaborate, but also create transparent environments where blame was not shifted.Using the Port of Cape Town as an example, he said the divergence between the need for cargo f lows and maritime service levels led to local government involving itself in the matter.“There is a direct correlation between cargo f lows and economic growth – and we see this communicated increasingly in World Bank documentation. Economic growth again is correlated with job creation that in turn reduces poverty and improves quality of life.”With this in mind the Western Cape government arranged a port stakeholder workshop, involving everyone in the port logistics chain, as a first step towards creating more synchronisation. This led to priority interventions being identified and solutions adopted.He said some of the priorities for the Cape Town port included data integration, facilitating improvement in truck f low, improved communication throughout the logistics chain, and synchronising working hours and processes within the port.
