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World-class in action!<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong> Authority<br />

Gastcollege Avans Hogeschool<br />

International Maintenance Management<br />

5 maart 2013; Giel Jurgens<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Giel Jurgens<br />

• 43 years old<br />

• Hellevoetsluis<br />

• Studied; Technical Business Administration<br />

• Experience: 17 years at <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

• Specialized in Maintenance Management and Asset<br />

Management<br />

• Position; Asset Owner<br />

• Married; 3 kids<br />

• Hobby; Sailing<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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1<br />

2<br />

3<br />

4<br />

5<br />

6<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

Challenges<br />

Asset Management as the solution<br />

Business cases at PoR<br />

Case: Quay walls<br />

Case: Patrol Vessels<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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<strong>Port</strong> and industrial area<br />

+<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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<strong>Port</strong> development<br />

2008 - 2030<br />

1960 - 1970<br />

1906 - 1922<br />

1400 - 1800<br />

1929 - 1949<br />

1800 - 1900<br />

1970 - 2008<br />

1948 - 1957<br />

1934 - 1946<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong>: facts<br />

• Largest port <strong>of</strong> Europe<br />

• Total area: 10.500 ha, excl.<br />

Maasvlakte 2: 2.000 ha<br />

• Waterdepth up to 24 meter<br />

• 80 terminals<br />

• 9 powerplants<br />

• 5 e port <strong>of</strong> the world<br />

• 3000 firms / plants / companies<br />

• 65 km Quay walls<br />

Maasvlakte 2<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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<strong>Port</strong> in figures<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong> engine <strong>of</strong> the economy<br />

• Total employment 140,000 people (90,000 direct<br />

and 50,000 indirect)<br />

• Total added value € 10.3 billion<br />

• Throughput 442 million tons; 11.9 million TEU<br />

(2012)<br />

Employment<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Ratio goods segment<br />

5%<br />

Liquid bulk<br />

18%<br />

29%<br />

48%<br />

Containers<br />

Dry bulk<br />

Breakbulk<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Top 20 World ports<br />

Source: <strong>Port</strong> Authorities<br />

x 1 million tons<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

2011<br />

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Top 20 European ports<br />

Source: <strong>Port</strong> Authorities<br />

x 1 million tons<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

2011<br />

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Mission, Vision & Core values<br />

Mission<br />

The <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong> Authority is developing, in partnership,<br />

the European world-class port<br />

Vision<br />

Continuously develop the port <strong>of</strong> <strong>Rotterdam</strong> to the most efficient, safe<br />

and sustainable in the world<br />

Core values<br />

Together, Passion, Improving, Trustworthy<br />

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1<br />

2<br />

3<br />

4<br />

5<br />

6<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

Challenges<br />

Asset Management as the solution<br />

Business cases at PoR<br />

Case: Quay walls<br />

Case: Patrol Vessels<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Transshipment scenarios for the future<br />

Ambition: in 2030 a transshipment <strong>of</strong> 675 à 750 million tons<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Major challenges<br />

Maasvlakte 2 on time<br />

Better use <strong>of</strong><br />

existing space<br />

Return on investment<br />

Knowledge & Innovation<br />

Corporate social<br />

responsibility<br />

Safety & Security<br />

Air quality & Safety<br />

Accessibility<br />

Customer satisfaction<br />

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Room for port development<br />

• Intensification <strong>of</strong> existing port area<br />

• Increasing productivity <strong>of</strong> terminals<br />

• Selective relocation companies<br />

• Areas to be filled in<br />

• Other seaports in South West<br />

Netherlands<br />

• Allocation policy<br />

• Maasvlakte 2<br />

Maasvlakte 2<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Maasvlakte 2<br />

• Access via Yangtzehaven:<br />

600 m. wide and 20 m. deep<br />

• 20% expansion <strong>of</strong> port<br />

• Use: Containers and<br />

Industry<br />

• Cost: € 3 billion<br />

Maasvlakte 2<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Maasvlakte 2<br />

October 2012<br />

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Accessibility<br />

Road<br />

Inland shipping<br />

Rail<br />

Pipeline<br />

Source: PoR / Bundesamt 2010<br />

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Accessibility <strong>Rotterdam</strong><br />

24/7 without locks<br />

4,800 TEU<br />

Draft 13.50 m<br />

8,000 TEU<br />

Draft 14.50 m<br />

13,500 TEU<br />

Draft 15.50 m<br />

Hamburg 12.80 m<br />

Antwerp 13.10 m<br />

Amsterdam 13.70 m<br />

<strong>Rotterdam</strong> > 20 m<br />

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Largest Container ship in the world<br />

december 2012<br />

Marco Polo<br />

L: 396 m<br />

W: 54 m<br />

D: 16 m<br />

Capp: 16.000 TEU<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Sustainability<br />

• Investments in<br />

sustainability are<br />

necessary to generate<br />

support and for growth<br />

• Sustainability is the<br />

balance between:<br />

People<br />

Planet<br />

Priorities:<br />

• Optimum use <strong>of</strong> space<br />

Pr<strong>of</strong>it<br />

• Sustainable accessibility<br />

• Air quality & climate<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Extra Asset Management<br />

challenges<br />

• Huge increase <strong>of</strong> transshipment<br />

• Much old and aging assets<br />

• Increasing complexity <strong>of</strong> the<br />

assets and to fit the assets into<br />

an area<br />

• Increasing complexity <strong>of</strong> rules<br />

and regulations<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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1<br />

2<br />

3<br />

4<br />

5<br />

6<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

Challenges<br />

Asset Management as the solution<br />

Business cases at PoR<br />

Case: Quay walls<br />

Case: Patrol Vessels<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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What is the difference between<br />

Asset Management and<br />

Maintenance Management<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Maintenance management vs<br />

Asset management at PoR<br />

Asset Lifecycle<br />

Development<br />

Realisation<br />

Production / Exploitation / Use<br />

Demolish/<br />

Sell<br />

Project Management<br />

Maintenance Management<br />

PM<br />

Asset Management<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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2<br />

Current situation (maintenance)<br />

• 32 Asset types<br />

• 65 km Quay walls<br />

• 180 km slopes<br />

• 3,1 million m2 roads<br />

• 3.500 ha sea bed<br />

• 20 vessels<br />

• 36 land radars<br />

• Etc.<br />

• Invested Capital € 3,2 Billion<br />

• Maintenance budget € 50 Million<br />

• Approx. 130 employees in<br />

maintenance<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

Several assettypes <strong>of</strong> PoR<br />

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Asset Management:<br />

An optimal balance between performance – risks – costs over the entire<br />

lifecycle, aligned with the strategic goals <strong>of</strong> the organization<br />

€ Costs<br />

Finance<br />

Reputation<br />

Physical<br />

ASSET<br />

Accessibility<br />

Sustainability<br />

Performance<br />

Risks<br />

Safety<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Asset management at PoR<br />

Pas55<br />

World class<br />

2001 2006<br />

2013<br />

2030<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Asset management at PoR [2030]<br />

• Maintenance plans based on<br />

thorough risk management<br />

• Assets future ready<br />

• Sustainable<br />

• Fit for purpose<br />

• Efficient, effective<br />

• Accessible<br />

• World-class<br />

Artist impression Maasvlakte 2<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Worldclass Asset Management:<br />

• All aspects are<br />

Okay<br />

• Fit for purpose<br />

(aligned with<br />

organizational<br />

goals)<br />

Processes<br />

ICT<br />

Asset<br />

Management<br />

Partners<br />

Knowledge<br />

People<br />

Assets<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Knowledge<br />

• PoR knows and understands her assets;<br />

• Asset base well-known<br />

• Degradation well-known and understood<br />

• Use and (rest)capacity (also possible<br />

bottlenecks)<br />

• (rest)Lifetime<br />

Proces<br />

-ses<br />

Partners<br />

Knowledge<br />

ICT<br />

Asset<br />

Manage<br />

ment<br />

Assets<br />

People<br />

• Technical, Economical, Commercial, Compliance<br />

• Relations between performances, costs and<br />

risks<br />

• Lifecycle costs <strong>of</strong> all the assets<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Processes<br />

• Pr<strong>of</strong>essional asset management (pas55), Project<br />

management (PRINCE2) is a part <strong>of</strong> Asset<br />

Management<br />

Proces<br />

-ses<br />

ICT<br />

Asset<br />

Manage<br />

ment<br />

Partners<br />

• Risk management is basis van asset management<br />

• Processes Inside and outside PoR are well tuned to<br />

each other<br />

Knowledge<br />

Assets<br />

People<br />

• Processes are integrally looked at<br />

• Logistical chain in the <strong>Port</strong><br />

• Lifecycle <strong>of</strong> the asset<br />

• Business values<br />

• Cost effectiveness is first motive<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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ICT<br />

• All necessary data are present, actual and<br />

retrievable<br />

• Characteristics, Attributes<br />

• Process data, data <strong>of</strong> use<br />

• Geographical data<br />

• Financial data<br />

• Organization has the right methods en models to<br />

predict use <strong>of</strong> assets<br />

• Expert systems for asset management<br />

• KMS<br />

• POI, dgDialog<br />

Proces<br />

-ses<br />

Partners<br />

Knowledge<br />

ICT<br />

Asset<br />

Manage<br />

ment<br />

Assets<br />

People<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Partners<br />

ICT<br />

• PoR is director en puts out to contracts (D&C,<br />

DBFMO, etc.)<br />

• Good collaborations with fine partners<br />

Proces<br />

-ses<br />

Partners<br />

Knowledge<br />

Asset<br />

Manage<br />

ment<br />

People<br />

• In the future only one partner<br />

Assets<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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People<br />

ICT<br />

• Sufficient, appropriate qualified personnel<br />

• Motivated<br />

• Proactive<br />

• Duties, Authorities, Responsibilities are wellknown<br />

• Well working asset roles; Asset owner, Asset<br />

Manager, service Provider and Asset User<br />

• Directors<br />

Proces<br />

-ses<br />

Partners<br />

Knowledge<br />

Asset<br />

Manage<br />

ment<br />

Assets<br />

People<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Assets<br />

ICT<br />

Assets provide the right performance so that:<br />

• The increasing transshipment will be facilitated<br />

• <strong>Rotterdam</strong> is accessible on all the modals (rail,<br />

road, pipeline, shipping)<br />

• <strong>Rotterdam</strong> is the most efficient and most<br />

sustainable port in the world<br />

• The port keeps its license to operate and license<br />

to grow<br />

• <strong>Rotterdam</strong> will remain a (financial) attractive port<br />

Proces<br />

-ses<br />

Partners<br />

Knowledge<br />

Asset<br />

Manage<br />

ment<br />

Assets<br />

People<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Asset Management<br />

ICT<br />

• AM creates value and will be admitted so by<br />

boards and management<br />

• Dutch firms make the difference with Asset<br />

Management<br />

• AM stands high on the political agenda<br />

Proces<br />

-ses<br />

Partners<br />

Knowledge<br />

Asset<br />

Manage<br />

ment<br />

Assets<br />

People<br />

so:<br />

Asset Management is Sexy!<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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1<br />

2<br />

3<br />

4<br />

5<br />

6<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

Challenges<br />

Asset Management as the solution<br />

Business cases at PoR<br />

Case: Quay walls<br />

Case: Patrol Vessels<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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What is a Business Case<br />

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Business Case!<br />

• What does it<br />

mean<br />

• The continuous business justification <strong>of</strong><br />

a project<br />

• What does a BuCa<br />

consists <strong>of</strong><br />

• Management summery,<br />

• Reason why<br />

• Chosen business option<br />

• Expected benefits (and dis-benefits)<br />

• Costs, Risks, schedule <strong>of</strong> the project<br />

• Review <strong>of</strong> the investment<br />

[According to PRINCE2]<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Business Case at PoR<br />

• BuCa is the “Business Justification”;<br />

a balanced reflection on the business<br />

values <strong>of</strong> the organization.<br />

• Costs<br />

• Environment<br />

• Contribution to strategic goals<br />

• Added value to customers<br />

• Etc.<br />

• BuCa leading at a the decisionmaking<br />

<strong>of</strong> projects<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Business cases;<br />

not only for decision making<br />

Project development<br />

+<br />

preparation Realisation Exploitation / asset use<br />

Choosing<br />

LTE or<br />

new asset<br />

Develop<br />

BuCa<br />

Follow the<br />

BuCa during<br />

realisation<br />

Asset Lifecycle<br />

Periodically evaluate / learn<br />

Develop<br />

Buca for LTE<br />

or new asset<br />

Decision making<br />

Business Case Lifecycle<br />

Decision making<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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<strong>Port</strong>folio approach<br />

• A business case does not always stands on its<br />

own<br />

• Not every project has a positive financial<br />

business case<br />

• <strong>Port</strong>folio<br />

• NPV <strong>of</strong> total portfolio<br />

• Multi criteria analyses<br />

shown in <strong>Port</strong>folio-grid<br />

5<br />

4<br />

3<br />

0 1 2 2 3 4 5<br />

1<br />

0<br />

Urgentie<br />

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1<br />

2<br />

3<br />

4<br />

5<br />

6<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

Challenges<br />

Asset Management as the solution<br />

Business cases at PoR<br />

Case: Quay walls<br />

Case: Patrol Vessels<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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4<br />

Assets <strong>of</strong> PoR<br />

• The assets are the pivot in<br />

our business model<br />

• Added value for our customers<br />

availability, sustainability, safety,<br />

accessibility, clean, etc.<br />

• Income for PoR<br />

• Continuity, certainty for the<br />

people who use the <strong>Port</strong><br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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4<br />

And our assets deteriorate<br />

• Often Technical aging and aging due to<br />

intensive use<br />

• Well known process. Many standards<br />

• Vessels: Oil samples; Hull thickness; paint<br />

thickness, etc.<br />

• Roads; CROW methods en standards<br />

• Real estate; condition monitoring, NEN 2767<br />

• Maritime infrastructure: no standards<br />

• The most important TECC drivers for the<br />

assets <strong>of</strong> PoR are: Technical and<br />

Commercial<br />

VITALE Reference Model<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Quay walls (at PoR)<br />

• Water and earth retaining<br />

• Quay walls facilitate<br />

transshipment = business<br />

• 95% beneath water level<br />

• Materials mainly steel and<br />

concrete<br />

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Quay walls (at PoR)<br />

• 65 km length; up to 23 m deep<br />

• Asset replacement value:<br />

€ 1,3 billion<br />

• Maintenance is expensive<br />

• Maintenance actions based on<br />

inspections<br />

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Inspection results Quay Walls<br />

• Results <strong>of</strong> periodically<br />

inspections were disturbing<br />

• Holes in steel tube piles and<br />

retaining walls<br />

• Faster degradation <strong>of</strong> the steel<br />

than expected<br />

• Due to many factors<br />

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5<br />

And then …<br />

• Two possibilities:<br />

• Life time Extension (LTE)<br />

• Replacing the quay walls<br />

• Our choice = Life Time extension<br />

• Stop the degradation a.s.a.p.<br />

• Determine the degradation curve <strong>of</strong> the steel<br />

• Determine effective maintenance measures<br />

• Cathodic Protection<br />

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5<br />

Project Cathodic Protection because:<br />

The outcome <strong>of</strong> our BuCa:<br />

• Replacement <strong>of</strong> the quay walls:<br />

• Downtime for our clients (loss <strong>of</strong><br />

income)<br />

• Too expensive (€ 700 million)<br />

• …<br />

• The LTE project:<br />

• It concerns approx. 50% <strong>of</strong> all quay<br />

walls (about 35 km)<br />

• Investment: € 30 million<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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Loss thickness [mm]<br />

Loss thickness [mm]<br />

5<br />

Project Cathodic protection (CP)<br />

• Duration project 2001 – 2012<br />

• Determine what kind <strong>of</strong> cathodic protection<br />

2001 - 2002<br />

• Mounting the CP 2003 – 2006<br />

• Monitor the degradation <strong>of</strong> the CP 2007 -<br />

2010<br />

• Validate the degradation curve <strong>of</strong> steel in<br />

<strong>Rotterdam</strong> 2010 – 2011<br />

• Share the findings with asset managers <strong>of</strong><br />

other ports in NL en Belgium 2010 - 2011<br />

• Check the degradation curve in the middle<br />

east en northern America 2012<br />

Standard corrosioncurves with measurements<br />

combiwalls in salt water<br />

10<br />

9<br />

9<br />

8<br />

8<br />

7<br />

7<br />

6<br />

6<br />

5<br />

5<br />

4<br />

4<br />

Measured quaywall<br />

3<br />

3<br />

EC 3<br />

2<br />

EC 3 Splash<br />

2<br />

1<br />

1<br />

0<br />

0 10 20 30 40 50 60<br />

Exposition in years<br />

Standard corrosioncurve with measurements<br />

combiwall in fresh water<br />

10<br />

9<br />

9<br />

8<br />

8<br />

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7<br />

6<br />

6<br />

5<br />

5<br />

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3<br />

3<br />

2<br />

EC 3<br />

2 EC 3 Splash<br />

1<br />

1<br />

0<br />

0 10 20 30 40 50 60<br />

Exposition in years<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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5<br />

Knowing and understanding<br />

your assets<br />

• In need <strong>of</strong> predicting the (end <strong>of</strong>) lifetime <strong>of</strong><br />

all quay walls (not only the steel parts)<br />

• No standards, no norms<br />

• So we develop it ourselves:<br />

• The “Steel curve” we got; test it around the<br />

world<br />

• Buy the “Concrete curves” if possible<br />

• Develop a simulation tool<br />

© Copyright - <strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

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5<br />

Kade Modellering Systeem “KMS”<br />

(quay wall modeling system)<br />

• Wish: a tool / system that<br />

must be able to:<br />

• Predict<br />

• Simulate<br />

• Analyse<br />

• Prioritize<br />

• Budget<br />

• Plan (schedule)<br />

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5<br />

KMS<br />

• Unfortunately no “<strong>of</strong>f the shelve” product<br />

• Difficult open tender<br />

• Finally a joint effort and joint risk between<br />

more partners (PoR, Simco, Traduco,<br />

Halcrow)<br />

• Jan 2012 Pro<strong>of</strong> <strong>of</strong> Concept accepted<br />

• Q3 2012 finished<br />

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Awardwinning tool and project KMS<br />

• Infra projectteam 2012 (NVDO)<br />

• 2013 ACEC New York Gold<br />

Award<br />

Filmpje KMS<br />

Infra projectteam <strong>of</strong> the year 2012<br />

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1<br />

2<br />

3<br />

4<br />

5<br />

6<br />

<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong><br />

Challenges<br />

Asset Management as the solution<br />

Business cases at PoR<br />

Case: Quay walls<br />

Case: Patrol Vessels<br />

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Refit or new vessels<br />

• RPA 14 en RPA 15<br />

• Two patrol/firefighting vessels <strong>of</strong><br />

PoR<br />

• Several systems reached<br />

technical, economical and<br />

compliance “end <strong>of</strong> life”<br />

RPA 14 and RPA 15 before refit<br />

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Functional demands<br />

• Lifetime <strong>of</strong> at least 15 years<br />

• Suitable for a crew <strong>of</strong> 3 members<br />

(in stead <strong>of</strong> 4)<br />

• Modern accommodation (ARBO)<br />

• Maneuverability<br />

• Several technical issues<br />

• Several environmental items<br />

• Pumping capacity for fire<br />

department<br />

During refit<br />

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Business Case<br />

• Financially / Costs:<br />

• Refit € 7,3 mln; New € 14 mln<br />

• NPV refit is € 5 mln less than NPV new<br />

• Sustainability:<br />

• Refit better than New<br />

• Benefits (subsidies, less wages):<br />

• Same benefits for Refit as well as New<br />

• Tip: be aware <strong>of</strong> any scopecreeps.<br />

They might obscure the BuCa<br />

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Project<br />

• Our Choice: Refit<br />

• Negative NPV<br />

• Part <strong>of</strong> the entire project portfolio<br />

<strong>of</strong> PoR<br />

• Total project costs: € 7,3 mln<br />

• Duration: approx. 2 years (1 year<br />

per Vessel)<br />

Filmpje RPA14<br />

RPA 14 after refit<br />

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<strong>Port</strong> <strong>of</strong> <strong>Rotterdam</strong> is striving<br />

for world class, but isn’t she<br />

already world class<br />

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The Quality <strong>of</strong> port infrastructure in the<br />

Netherlands is world-class…<br />

In the Global Competitiveness<br />

Report, a leading study <strong>of</strong> the<br />

competitive strength <strong>of</strong><br />

various countries conducted<br />

by the World Economic<br />

Forum, the Netherlands<br />

ranks 1 worldwide<br />

Global Competitiveness Report (2012 - 2013)<br />

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6<br />

Conclusions PoR<br />

• Asset Management is more than<br />

maintenance management<br />

• Project management is part <strong>of</strong><br />

asset management<br />

• Think in business cases<br />

• Think at the lifecycle <strong>of</strong> assets<br />

• A Business case consists <strong>of</strong> more<br />

than only costs<br />

• Weigh the individual business<br />

cases in a portfolio<br />

• Know and understand your assets World <strong>Port</strong> Centre & Queen Mary 2<br />

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Questions<br />

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