Port of Rotterdam
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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 />
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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 />
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<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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<strong>Port</strong> and industrial area<br />
+<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 />
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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 />
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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 />
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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 />
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Top 20 World ports<br />
Source: <strong>Port</strong> Authorities<br />
x 1 million tons<br />
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2011<br />
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Top 20 European ports<br />
Source: <strong>Port</strong> Authorities<br />
x 1 million tons<br />
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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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<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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Transshipment scenarios for the future<br />
Ambition: in 2030 a transshipment <strong>of</strong> 675 à 750 million tons<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 />
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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 />
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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 />
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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 />
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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 />
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<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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What is the difference between<br />
Asset Management and<br />
Maintenance Management<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 />
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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 />
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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 />
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Asset management at PoR<br />
Pas55<br />
World class<br />
2001 2006<br />
2013<br />
2030<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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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<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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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 />
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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 />
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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 />
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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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<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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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 />
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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 />
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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 />
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Loss thickness [mm]<br />
Loss thickness [mm]<br />
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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 />
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EC 3<br />
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EC 3 Splash<br />
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Exposition in years<br />
Standard corrosioncurve with measurements<br />
combiwall in fresh water<br />
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Exposition in years<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 />
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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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