THE STUDY ON PORT MANAGEMENT WITH

RESPECT TO SHIPPING ACTIVITIES

Submitted By
R.KISHORE (ABA17049)
In partial fulfilment of the award of the Degree of
BACHELOR OF BUSSINESS ADMINISTRATION
(SHIPPING)

ACADEMY OF MARITIME EDUCATION AND TRAINING

DEEMED TO BE UNIVERSITY, CHENNAI.

DECLARATION
R.KISHORE (ABA17049) affirm that the organization study at “Chennai port
Trust” ” being submitted in partial fulfilment for the award of B.Com Logistics
and Computer Application is the original work carried out by me.

It has not formed the part of any other project work submitted for
award of any degree or diploma, either in this or any other university.

R.KISHORE (ABA17049)

ACKNOWLEDGEMENT
 First and foremost, I acknowledge the abundant grace of god, who was behind
each and every work and helped me to complete this work successfully.

I express my gratitude to Shri. P.Raveendran, IRTS, Chairman Chennai

Port Trust, and Shri. Cyril C. George, Deputy Chairman,, Chennai Port, for
giving this opportunity to carry out the project in this esteemed organization.

My profound thanks to Shri.U.R.Mohan Raju, Secretary, Chennai Port for

granting the official permission to undertake the project in the organization.

My thanks to Smt.S.Aruna, Hindi Officer, CHRD for facilitating

opportunities for doing project work and salutes and thanks to Shri.Sunny Raj,
M.Phil, Asst Secretary, CHRD Chennai Port for his untiring support, guidance
and helpfulness in enabling all the facilities to do the project work.
I express my sincere and deep filling thanks to the meticulous guidance of
my mentor at the Chennai Port, Shri.M.Madhu kannan, M.B.A, M.Phil, for his
constant encouragement, inspiration and support at each and every stage of my
project work which made the work get completed in time and for providing
necessary guidance and encouragement for doing this project.
I would like to seize this opportunity to express my sense of gratitude to Dr.
SRINIVASAN, HEAD OF THE DEPARTMENT, BUSINESS SCHOOL, CHENNAI
for providing the necessary resources for the completion of this project.

I thank all the staff members of BUSINESS SCHOOL and my beloved

classmates for their valuable support and numerous suggestions and cooperation
rendered to me for doing this work.

Finally, I take this opportunity to express my deep sense of gratitude a

whole-hearted thanks and my profound respects to the management and
staff/employees of various departments of Chennai port trust for the valuable
guidance extended to me in the successful completion of this organizational study.
 INDEX
1. Chapter – I
1.1.Introduction
1.2.Scope of the Study
1.3.Needs of the Study
1.4.Objective of the Study
1.5.Research Design
1.6.Limitations of the Study
2. Chapter – II – Profile of the Organisation
2.1.Organization Structure
2.2.Departments in the Port
2.3.Shipping Operation in Port
2.3.1. Cargo Related Operations
2.3.2. Vessel Related Operations
2.4.Modes of Transport in Port
2.5.Human Resource in Port
2.6.Container Terminals in Chennai Port
3. Chapter – III – Profile of the Shipping Industry
3.1.Major Ports and Non-Major ports in India
3.2.Major Commodities Handled in Port
3.3.Ports competitive to Chennai Port
3.3.1. Kamaraj Port Limited
3.3.2. Krishnapatinam Port Limited
3.3.3. Kattupalli Port Limited
3.3.4. Karaikal Port Limited
4. Chapter – IV – Data Analysis
 4.1.Introduction
4.2.Port Statistics – 2011-2020
4.2.1 Dimension of the Questionnaire
4.3.Vessel Operation
4.4.Cargo Operation
4.5.Rail Operation
5. Summary of Findings
6. Conclusion & Suggestion
7. Bibliography

CHAPTER 1
1.1 Introduction

In general, a port is one or more docks surrounded by a natural or

man-made harbor. Such harbors include a variety of infrastructure, such as
breakwaters to protect the harbor from excessive wave action, aids to navigation
such as lighthouses and buoys, and an improved navigation channel to allow
adequate underwater clearance for the passage of vessels. A dock is a facility along
the water’s edge at which ships are loaded or unloaded. Dock facilities would
typically include an improved seawall to delineate the edge between land and
water and provide a stable location to which a vessel can secure itself during cargo
handling operations. Dock facilities would also typically include equipment such
as cranes, conveyors, fork-lifts and other equipment to facilitate the loading and
unloading of cargo. Dock facilities might be exclusively committed to the business
of cargo handling, or they may exist in support of a larger economic activity. The
Chennai port is an Artificial Harbour, which has three docks and 24 berths.

Seaports are areas where there are facilities for berthing or anchoring ships
and where there is the equipment for the transfer of goods from ship to shore or
ship to ship. To use more modern jargon, it is a ship/shore interface or a maritime
intermodal interface. From an historical point of view the customs facility is
important because without it no international commercial intercourse was legally
possible. In many older ports the most imposing piece of architecture on the
waterfront is the Custom House. The major reference books on ports list between
3,500 to 9,000 ports in the world. The reason why the figure varies is that the
meaning and definition of a port can vary. At one end of the scale a large estuarial
port may contain many terminals which may be listed as separate ports. At the
other end of the scale not every place where a small vessel anchors to offload cargo
may be listed as a port.
1.2. The Importance of Ports
Ports should be considered as one of the most vital aspects of a national transport
infrastructure. For most trading nations
they are:
— The main transport link with their trading partners and thus a focal point
for motorways and railway systems.
— A major economic multiplier for the nation’s prosperity. Not only is a
port a gateway for trade but most ports attract commercial infrastructure in
the form of banks, agencies, etc., as well as industrial activity. Ports should
also be considered as one of the most important aspects of maritime
transport because they are the location:
— Where most maritime accidents happen. This is inevitable, as it is a focal
point, usually in shallow water, where ships converge.
— Where cargo is damaged or stolen. Again, this is inevitable as a port is a
place where the cargo is handled and a place where valuables are
concentrated. One of the initial reasons for building enclosed docks at the
beginning of the last century was to reduce theft. However, with full
container loads reducing handling in port and the increasing speed of
throughput the significance of this element should be reducing.
— Where repairs are carried out. Although a port is obviously the
only place where many repairs can be attempted the more modern practice
of planned maintenance means that shipowners can plan at which port the
repairs or maintenance will be done.
— Where most costs are incurred. Although some of these costs and delays
form part of the essential and inevitable activities of a port, others, such as
documentary costs and delays, are simply part of an historical tradition
which could and should be changed.
— Where delays are most likely to occur.
— Where surveys take place.
— Where most shipping services are located, e.g. agents, brokers, etc. This
still seems to be the case in spite of modern communication systems.
— Where industries are situated. This has greatly accelerated since the
Second World War.
— Where cargoes come from.
— Where customs and government policies are implemented.
Dr Ernst Frankel, in his book Port Planning and Development (1986),
estimates that “… only 40–45% of all transport costs in international trade
are payable for productive transportation. For general cargo the figure is
probably only 33%.” Much of the extra cost and delay occurs in ports (but is
not necessarily caused by ports). As indicated, ports are places where
numerous controls are imposed, such as documentary controls, finance
controls, import controls, etc. For obvious reasons ports have developed as
areas of storage while cargo waits for distribution, further processing or
onward movement. In Japan where there are officially classified 1,100 ports
and harbors (21 of which are rated as major ports for international trading)
the multiple role of a port is well recognized as :
— Distribution Centre.
— Industrial zone and energy supply base.
— Mercantile trading center attracting banks, brokers and traders.
— Urbanization and city redevelopment Centre.
— Life activity base—this is particularly the case for the smaller rural ports.
— Maritime leisure base—yacht marinas, dockside recreation facilities,
1.3. Fundamental Observations Concerning Ports

— Ports tend to be large civil engineering undertakings with huge sunk costs. They
also tend to last much longer than the vehicles that use them. If a shipowner makes
a mistake in the type or size of ship, he buys he can usually recoup his losses by
selling his mistake. A port manager will usually find it more difficult and costly to
dispose of his mistakes.
— A ship is an entity, whereas a port is simply a collection of activities. This
makes it more difficult to talk about ports in general. A small ship has many
technical and operational features in common with a large ship but it is sometimes
difficult to see what a small fishing.
— Most ships and ship operators are international in their design and ways of
working, whereas ports tend to be more parochial in that they reflect their local
commercial attitudes, practices, laws and working practices. The duties the ship’s
captain is similar regardless of flag, whereas the duties of the port harbor master
can differ considerably between countries.
— Since the advent intermodals, ports now have to compete for cargo very much
more than in the past—hence the great interest in increasing port efficiency and
value-added activities over the last few years.
(Value-added activities are described by UNCTAD as
— “The term added value signifies value newly added or created in the productive
process of an enterprise. Loading and discharging are certainly value adding
activities, so are the industrial services of a port noted earlier. In a distribution
center, added value can take different forms such as cargo consolidation and
deconsolidation—providing up to- date information on the inventory and cargo
movements, stuffing/unstuffing containers, crating, palletization, shrink-wrapping,
labelling, weighing, repackaging, etc.”)
— Ports provide an economic multiplier for a region and many ports now carry out
Economic Impact Studies to determine which aspects of their work should be
encouraged. It should also be remembered that ports are not only “gateways” for
cargo but also obvious sites for industry, banks, agents, storage depots and
distribution centers. They have in addition been large employers of labor.
— Ports are also an important part of a nation’s transport infrastructure and must
be part of national transport planning, which is why any national government or
local government will wish to have some input into the general port strategic
planning.
— Up to the mid-nineteenth century ships were small and could approach most
creeks and estuaries. Since then they have grown steadily until the 1950s, after
which ship size increased rapidly. This increase in size created problems for most
ports, particularly as regards water depth, the width of dock entrances and berth
length. Many terminals became obsolete.
— The increase in ship size caused changes in trading patterns in order to gain the
advantages of economies of scale. Large ships must trade between large ports, with
ample deep water, leaving smaller ships (feeder vessels) to distribute the cargo to
smaller ports. Ships used to go to the cargo—now cargo goes to the ship. These
large ports are now referred to as center ports and the trading pattern as hub and
spoke. It is also important to note that it is the large powerful liner shipowners who
ultimately decide whether or not a port becomes a Centre port, not the port
management. This study explains the port management in India with respective to
shipping activities.
1.4. SCOPE OF THE STUDY
This study aims to analyze the current management practices in port including
major and non-major ports. Identify most relative competitive port to Chennai port
and provide suggestions to adapt the required port standards in attaining higher
level of productivity. The project is undertaken for 5 months to have a in depth
knowledge in classifying the key performance indicators for port management. The
suggestions and analysis are based on the port previous year’s performance.

1.5. NEED OF THE STUDY

With the shifting technology the port practices must adopt to the changing
environment. This study would set a base for establishing policy reforms and
conclude the study by underlining the key port management practices are effective
and efficient in specific to different types of cargo and vessel operations. All the
aspects of port management are categorized by understanding the present scenario.

1.6.. OBJECTIVE OF THE STUDY

Primary Objective

 To study the overall management of the Port.

Secondary Objective

 To study the efficiency and effectiveness of vessel management in port.

 To study the efficiency and effectiveness of cargo management in port.
 To study the efficiency and effectiveness of rail transport management in
port.

1.7. RESEARCH DESIGN

 The research design indicates the process in which a project work is carried
out in a systematic manner. A brief details about the theoretical frame of this
research and the other fundamental details on the research process is given below.

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1.8. LIMITATIONS OF THE STUDY

 This study limits only to Indian ports.
 The key performance structure is analyzed based on the present and theory
practices and avoids the prediction of future performance.
 The research work is not done on worldwide ports.
 Statistical accuracy is dependent on pre- ascertained report.
 CHAPTER 2
2.1. PROFILE OF CHENNAI PORT

Chennai Port, the third oldest port among the 12 major ports, is an emerging hub
port in the East Coast of India. This gateway port for all cargo has completed 137
years of glorious service to the nation’s maritime trade.

Maritime trade started way back in 1639 on the sea shore Chennai. It was an open
road -stead and exposed sandy coast till 1815. The initial piers were built in 1861,
but the storms of 1868 and 1872 made them inoperative.So an artificial harbour
was built and the operations were started in 1881. The cargo operations were
carried out on the northern pier, located on the northeastern side of Fort St. George
in Chennai. In the first couple of years the port registered traffic of 3 lakh tonnes of
cargo handling 600 ships.

Being an artificial harbour, the port was vulnerable to the cyclones, accretion of
sand inside the basin due to underwater currents, which reduced the draft. Sir
Francis Spring a visionary skillfully drew a long-term plan to charter the course of
the port in a scientific manner, overcoming both man-made and natural challenges.
The shifting of the entrance of the port from eastern side to the North Eastern side
protected the port to a large extent from the natural vulnerabilities. By the end of
1920 the port was equipped with a dock consisting of four berths in the West
Quays, one each in the East & South Quay along with the transit sheds,
warehouses and a marshalling yard to facilitate the transfer of cargo from land to
sea and vice versa. Additional berths were added with a berth at South Quay and
another between WQ2 & WQ3 in the forties.
India’s Independence saw the port gathering development, momentum. The
topography of the Port changed in 1964 when the Jawahar dock with capacity to
berth 6 vessels to handle Dry Bulk cargoes such as Coal, Iron ore, Fertilizer and
non hazardous liquid cargoes was carved out on the southern side.

In tune with the international maritime developments, the port developed the Outer
Harbour, named Bharathi Dock for handling Petroleum in 1972 and for
mechanized handling of Iron Ore in 1974. The Iron ore terminal is equipped with
Mechanized ore handling plant, one of the three such facilities in the country, with
a capacity of handling 8 million tonnes. The Chennai port’s share of Iron ore
export from India is 12%. However, at present due to Hon'ble High Court's order
handling of Ore is stopped. The dedicated facility for oil supports the expansion of
the CPCL's oil refinery in the hinterland. This oil terminal is capable of handling
Suezmax vessels.

In 1983, the port heralded the country’s first dedicated container terminal facility
commissioned by the then Prime Minister Smt.Indira Gandhi on 18th December
1983. The Port privatized this terminal and is operated by M/s. D.P.World
(Chennai Container Terminal Private Limited). The port is ranked in the top 100
container ports in the world. Witnessing a phenomenal growth in container
handling year after in 2009 commenced the Second Container Terminal operated
by M/s. PSA (Chennai International Terminals Private Limited) with a capacity to
handle 1.5 M TEU's to meet the increasing demand.

The Port now with three docks, 24 berths and draft ranging 8.5 m to 16.5 m
has become a hub port for Containers, Cars and Project Cargo in the East
Coast
Chennai Port is one among major ports having Terminal Shunting Yard and
running their own Railway operations inside the harbour. The port is having
railway lines running up to 41 Kms, 8 sidings to handle wide range of cargo like
Granite, Food grains, Dry Bulk, etc. For handling containers seperate sidings are
available.

The Port has handled 51.88 Million Tonnes of cargo volume for 2017-18 vis-a-vis
50.21 Million Tonnes of Cargo in 2016-17. Container Volume increased to
1549457 TEU's against 1494831 TEU's in 2016-17. Physical performance
parameters like Pre-Berthing Detention, Turn Around Time and Ship Berth day
Output continued to improve.

The existing Cruise Terminal was being upgraded to International Standards as a

part of Cruise Shipping Policy. The induction of Mobile Harbour Cranes 100T - 2
Nos is expected to improve the productivity of Cargo Handling of the Port.

The organization profile is discussed in this chapter. Here the following

details are depicted and discussed in detail.
  Department in the port.
 Shipping Operation in Port
 Cargo Related Operations
 Vessel Related Operations
 Modes of Transport in Port
 Human Resource in Port
 Container Terminals in Chennai Port

2.2. Organisational Structure:

The Chairman of the Port Trust is assisted by the Deputy Chairman and a Chief
Vigilance Officer. The heads of the departments of Civil and Mechanical
Engineering, Marine, Traffic, Finance, General Administration, Stores and Medical
departments together constitute the organizational structure of the Port Trust and
perform the functions of their respective departments. The focus of this study is too
analyzing the management of the port of Chennai and thus it is essential to
describe the organizational structure and the functions of the different departments
so that the manner of working and management of the port trust of Chennai is
brought out.

2.3. BOARD OF TRUSTEE

The Major Port Trusts Act, 1963 (Act 38 of 1963) was enacted to make provisions
for the constitution of Port authorities and for matters connected therewith and to
vest the administration, control and management of ports in such authorities. The
Act governs the administration of Chennai Port Trust with effect from February 1,
1975. The affairs of the Port Trust are under the supervision and control of a Board
of Trustees consisting of a Chairman and Deputy Chairman who are appointed by
the Union Government and not more than19 members in the case of Chennai Port
Trust. The Board of Trustees is reconstituted by the Government every two years.
The Chairman and the Deputy Chairman of the Board hold office during the
pleasure of the Union Government. The trustees, unless disqualified under section
6 of the Major Port Trusts Act, 1963, are eligible for reappointment or re-election.
A trustee could be disqualified if he has been convicted and sentenced to
imprisonment for an offence involving moral turpitude; is an undischarged
insolvent, or holds any office of profit under the Board. The Union Government
has the power to extend the time for election or appoint trustees in default of
election. If the Chairman or the Deputy Chairman of the trust either by leave or by
infirmity or deputation is incapable of carrying out his duties, the Union
Government may appoint another person to act in his place during his absence.226
The meetings of the Board are held for the transaction of business of the port under
the rules of the Major Port Trusts Act, 1963. The Chairman or the Deputy
Chairman, and in the absence of both, any person chosen by the trustees present
from among themselves, presides at the meetings and all questions are decided
by the majority of votes of the trustees present and voting and in the case of an
equality of votes, the presiding trustee has a casting vote. A minimum of five
trustees needs to be present at all meetings of the board. In the transaction of the
business of the port, the Board constitutes from amongst the trustees, Committees
for the purpose of discharging functions related to port activities.
The Board also prepares and sanctions a Schedule of the employees of the Board
and indicates therein, the designations and grades and the salaries, fees and
allowances which are proposed to be paid to them. The Board also has the power
to appoint a consulting engineer on the basis of payment of monthly salary (but
subject to sanction from the Union Government); the power to create posts; and
power to make regulations.

2.4. Powers of the Board of Trustees

The main powers of the Board are detailed in Art. 42(1) of the Major Port Trusts
Act, 1963 and inter alia include execution of ‘works’ within or without the limits
of the port and provide such appliances as it may deem necessary or expedient.
Such works may include or relate to reclamation of land, quays, docks, jetties,
piers, roads, railways, bridges, buildings (including residential buildings), rolling
stock, cranes, lighthouses, vessels, engines, dry-docks, etc; erection of private
wharfs within the port area; performance of port and terminal services, such as
stevedoring, handling of passengers, delivery, transport and dispatch of goods,
pilotage, towage, etc; and delivery and provision of infrastructure for ports. The
Board can also acquire immovable property in accordance with the provisions of
Land Acquisition Act, 1894 and shall be required to pay compensation for the land
acquired. The Board can also enter into and perform any contract necessary for the
performance of port functions.
The Board of Trustees has the powers to execute works within and outside the
limits of the port such as wharves, quays, docks, stages, jetties, piers or port.

The Board has the power to provide sufficient number of public landing places
where the public shall be permitted to embark or land free of charge and occupy
any bathing ghat within the port. The power to order seagoing vessels to use docks,
wharves, piers, etc. erected at the port or its approaches is also vested with the
Board. The Board is responsible to set apart and maintain accommodation to be
provided for customs officers appointed at the port premises.
2.5. The Scale of Rates
The Tariff Authority for Major Ports, (TAMP) by notification in the Official
Gazette frames the scales of rates for services performed by the Board, in relation
to the port or port approaches including transhipping of passengers or goods
between vessels in the port or its approaches; landing or shipping of passengers or
goods within the limits of the port or its approaches; cranage or porterage of goods;
wharfage, storage or demurrage of goods; and any other services in respect of
vessels, passengers or goods. TAMP also frames a scale of rates and statement of
conditions for the use of any property belonging to the Board within the limits of
the port or port approaches. In addition, TAMP also fixes the fees that may be
charged for pilotage, hauling, mooring and other services rendered to vessels. The
fixation of port dues and consolidated rates for the combination of services is also
fixed TAMP. The Union government has the power to cancel or modify any of the
scales prescribed by TAMP with a statement of reasons.
TAMP has the power to levy concessional rates in respect of coastal goods
as defined in the Customs Act, 1962 and other goods in special cases. The Union
Government has the power to require modification or cancellation of the rates as
and when considered necessary. For the amount of all rates leviable in respect of
any goods and for the rent due to the Board for any buildings, stacking areas or
other premises in which any goods may have been placed, the Board shall have a
lien on the goods until the dues have been fully paid.
In respect of charges that are due by the ship owner for freight or other charges to
the Board, the Board shall have a lien on the goods until the dues are paid. The
goods shall be retained by the Board until the lien is discharged. If the rates and
penalties payable under the Major Port Trusts Act, 1963 are not paid or neglected,
the Board may arrest such vessels and its equipment and cargo and shall detain the
same until the amount due is paid.231
2.6. Borrowing powers of the Board
The Board has the power to raise loans with the previous sanction of the Union
Government for port activities either in the open market on port trust securities
issued by it or obtained from the Union or State government. In respect of loans
raised by the Board, a sinking fund is established and the sums forming part of the
fund are invested in public securities or other securities approved by the Union
Government. The Board sets apart half-yearly out of its income as the sinking
fund, a sum sufficient to liquidate the loan within a period not exceeding thirty
years and a maximum period not exceeding sixty years. The Board also has the
powers to raise short-term bills under the Local Authorities Loans Act, 1914, and
also temporary loans or overdrafts by pledging the securities held by it in its
reserve funds or the fixed deposits of the Board in its banks. The Board may also
raise loans with the 160 previous sanction of the Union Government from the
International Bank for Reconstruction and Development (IBRD) or other foreign
institutions.

2.7. Revenue and Expenditure

A separate general account is created under the port trust for recording all port
related revenue and expenditure transactions and also the reserve funds for the
purpose of expanding the existing facilities or creating new facilities at the port.
An independe ment annual statement of accounts including the balance sheet is
submitted to the Union Government and is subject to the scrutiny of the CAG of
India. The CAG, after audit and examination of the accounts of the Board,
forwards the copies of the audit report to the Union Government and the Board of
Trustees. It is the responsibility of the Board to remedy the defects and
irregularities pointed out in the audit findings and send the report of action taken,
to the Union Government.

2.8. Supervision and Control of the Union Government

The Board also needs to submit to the Union Government a detailed report of the
administration of the port at the end of the financial year, including statements of
income and expenditure. The Union Government may at any time, order a survey
or examination of works of the Board for which the costs shall be borne by the
Board from the general account of the port. The Union Government has further
powers to restore or complete port works and the cost of any restoration,
completion, construction or repairs shall be paid by the Board. Penalties have been
imposed under the Major Port Trusts Act, 1963 for contraventions under sections
37, 38, 40 and 41 of the Act; for setting up wharves, quays, etc. without
permission; for evading payment of rates due in respect of any goods or vessels
carrying goods to the Board and other offences.
If the Union Government is of the opinion that the Board is unable to perform its
duties under the provisions of the Major Port Trusts Act, 1963,

2.8. Departments in Chennai port

2.8.1.General Administration Department of Chennai Port Trust

The Head of the General Administration Department is the Secretary. The main
functions of the General Administration Department are the recruitment and
induction of new employees and promotions; development of human resources and
training; maintenance of industrial relations, and establishment matters, rules,
regulations and procedures. The department also offers secretarial assistance to top
management and ensures prompt and proper disposal of all communications
addressed to the Chairman and the Deputy Chairman from the Government,
outside parties, or Heads of Departments, after obtaining the orders of the
Chairman and the Deputy Chairman wherever necessary. The department also
oversees the implementation and promotion of the official National language
Hindi.

2.8.2. Traffic Department of Chennai Port Trust

The Traffic Department is responsible for decision-making regarding day-to-day

port operations such as berthing of vessels, cargo handling, storage of cargo, ship
operations, etc. The other main functions of the department are furnishing the
available Port facilities to Port Users and offering information regarding services
offered by the port to the vessels; conducting trade meetings and exhibitions, road
shows and printing the Port Brochure for marketing the port’s services and
publicizing the record performances and feats of the Port by preparing press notes
on important Port events; arranging for and coordinating meetings with Shippers
Associations and Chambers of Commerce and gathering and analyzing user
feedback and presenting it to the Management and redressing Port Users’
grievances.
The Head of the Department is the Traffic Manager who is supported by a Senior
Deputy Traffic Manager (Operations/Commercial). The Senior Deputy Traffic
Manager (Operations/Commercial) is assisted by five Deputy Traffic Managers
responsible for Lands and Buildings, Railways, Commercial, Operations and
Marketing/Computer Cell/Pass Section respectively. The Deputy Traffic Managers
are assisted by two Senior Assistant Traffic Managers responsible for Shipping
Control and Porterage respectively and also Assistant Traffic Managers, Senior and
Junior Administrative Officers and a Dock Labour Officer. The Traffic Department
also has a Planning and Research Division which is headed by a Senior Deputy
Director (Research) who is supported by a Deputy Director (Research), an
Assistant Director (Research) and Research Officers.

2.8.3. Mechanical and Electrical Engineering Department of Chennai Port

Trust
The Mechanical and Electrical Engineering Department is in charge of all technical
and administrative activities related to planning for the procurement of Equipment
for Plan and Non-Plan schemes and the operation and maintenance of the plant and
equipment and machinery of the department.
This department is headed by the Chief Mechanical Engineer who is supported by
six Deputy Chief Mechanical Engineers responsible for Electric cranes and Off-
shore cranes (EC & OS); Research and Development (R&D); Works (W); Electric
supply and cargo handling (ES& CH); Ore handling (OH) and Operations (OP).
The Deputy Chief Mechanical Engineers are assisted by eight Superintending
Engineers. These SEs include Superintending Engineer (Electrical) Thondiarpet
Housing Colony and Fisheries Harbour; Superintending Engineer (Mechanical) for
Research and Development; Superintending Engineer (Mechanical) Works;
Superintending Engineer (Electrical), Electric Supply and Cargo Handling;
Superintending Engineer (Mechanical), General; Superintending Engineer
(Mechanical) Ore Handling; Superintending Engineer (Electrical) Ore Handling
and Superintending Engineer (Mechanical) for Operations. The Superintending
Engineers are in turn assisted by Executive Engineers responsible for Thondiarpet
Housing Colony and Fisheries Harbor; Research and Development; Electric
Supply; Cargo Handling; Ore Handling (Railways); Ore Handling (Shipping); Oil
Dock; Operations and Electric Cranes. The support staff of the department include
a Senior Administrative Officer, Administrative Officers- Works and Operations
and Junior Administrative Officers in charge of establishment and operations and a
Safety Officer. There is also a Materials Management Division which is headed by
the Controller of Stores and assisted by a Materials Manager, two Senior Deputy
Materials Managers, three Deputy Material Managers and three Assistant Materials
Managers.

2.8.4. Marine Department of Chennai Port Trust

The main functions of the Marine Department include classifying IMO
(International Maritime Organization) dangerous goods; ensuring efficient
management of all marine port operations; and conducting statutory preliminary
enquiries on shipping causalities, as and when required, under the Merchant
Shipping Act, 1956. The Fire and Safety Organization at Chennai Port is under the
overall control of the Deputy Conservator who is also designated as the Port Safety
Officer.
A Professional Fire Officer assists the Deputy Conservator in so far as the day to
day working of the Port Fire Service is concerned. He is also the Assistant Safety
Officer for the Port and looks after the enforcement of Safety Regulations on
behalf of the Deputy Conservator through Safety Inspectors. The Fire Officer is
assisted by two Assistant Fire Officers, Safety Inspectors and Sub Officers. The
Port premises has been provided with First Aid firefighting maintained by the port
fire service personnel.

2.9. Docks in Chennai port

2.9.1. Dr. Ambedkar Dock:
 It has a total Quay length of around 2.3 Km.
 It has 12 Berths which generally cater to passengers, general cargo ,
fertilizers , and other cargoes .
  One berth is presently dedicated to Naval vessels.
 The draft in the dock varies from minimum of 8.5 m for passenger berth to
maximum of 12 m for general / ore berths .
 The Entrance channel is 125 m wide .

2.9.2.Jawahar Dock :
 It has a total Quay length of around 1.3 Km .
 It has 6 Berths which generally cater to food-grains , coal and other ores .
 This is a closed dock with basin dimensions of 655 m *152 m.
 The draft in the dock varies from minimum of 10.4 m to 11.0 m .
 In view of the trade requirements and future ship sizes, this dock will be
dredged to a depth of 14 m to enable handling of larger vessels .
Bharathi Dock :
 It has a total Quay length of around 1.9 Km with around 380 m for handling
iron ore , 885 m for container and rest for POL .
 It has 3 Berths which generally cater to oil and iron ores .
 The iron ore berth can cater to even Post-Panamax ships having a draft upto
16.5m. (which is not functioning since 2011)
 The two POL berths have draft of 14.6 m to 16.5 m .
 The iron ore berth and the POL berths are the deepest berths at the Port .
 The dock has a capacity of more than 12 million tonnes per annum (Mtpa)
2.10. Hinterland mapping for Chennai
Currently cargo to/from ChPT is handled through rail
(33%) , road (40 %) , and pipeline (27%) .
2.11. CONNECTIVITY
2.12. SHIPPING OPERATION IN CHENNAI PORT

CARGO OPERATION

The port handles around 8 million tons of coal for clients such as the Andhra
Pradesh State Electricity Board, Karnataka Power Corporation, cement plants of
Tamil Nadu and independent power producers in northern Tamil Nadu and
southern Andhra Pradesh. The coal handling for the Tamil Nadu Electricity Board
was transferred to the Ennore Port. In 2005, as part of pollution-control measure,
the port has installed wind curtains made of ultraviolet resistant fabric along the
harbor’s beachfront for over 1.5 km to the east of the coal terminal to prevent wind
carrying coal dust into the city at a cost of ₹ 3.7 million. In 2008, the port has also
installed a semi-mechanized closed coal conveyor system comprising two streams
with a capacity of 15 million metric tons/annum and a handling rated capacity of
1,500 metric tons/hour/stream and running for a length of 5 km at two berths,
namely, Jawahar Dock IV and VI, at a cost of ₹ 430 million to transfer the coal to
the individual coal plots at the southern end of the port, from where the cargo will
be transported by rail to respective destinations, thus preventing pollution from
coal dust and eliminating movement of coal-carrying trucks within the port. The
conveyor runs at an elevation of 10–13 m and has provision for longitudinal
movement along the road to the plots and transverse movement for stacking coal at
individual plots. Coal discharged into the hoppers located at the two docks is
conveyed to coal plots through conveyors or tripper cars and is equipped with belt
weighed. The conveyor system is expected to remain functional for about 5 years,
till Ennore Port is ready to handle coal for all the clients.
VESSEL OPERATION

Vessels Cargo Berth ETD

VIJAY DOOT POL NQC 03/03/2007 20:00

RISING OM POL WQ1C 01/03/2007 20:00

BSLE ENDURANCE(EX DELMAS

GENERAL WQ2C 03/03/2007 14:00
ALOE

AKMI OTHERS WQ3C 04/03/2007 00:00

AZIZI COAL SQ1C 02/03/2007 22:00

DCI DREDGE VI OTHERS SQ2C 02/03/2007 18:00

RAINBOW OTHERS EQS 01/03/2007 19:00

FORTUNE PEARL COAL EQC 02/03/2007 22:00

SIRIUS 1 OTHERS JD3C 05/03/2007 17:00

OCEAN EMPEROR COAL JD5C 04/03/2007 14:00

LOK MAHESWARI COAL JD5C 02/03/2007 06:00

K SILVER COAL JD4C 04/03/2007 17:00

ORAM GLORY OTHERS BD1C 02/03/2007 11:00

G DUCKLING IRONORE BD2C 01/03/2007 00:00

CONTI JORK CONTAINER CTB2C 01/03/2007 18:00

VAMSEE(EX SEA ROSE) OTHERS CJES 28/02/2007 18:00

GAL BEAUFORT SEA OTHERS CJES 03/03/2007 08:00

TANISHQ OTHERS CJWN 02/03/2007 11:00

2.13. MODES OF TRANSPORT IN PORT
 Railway
 Roadway
 Pipelines
RAILWAY
The port has Broad gauge rail network connectivity to Royapuram (8.8 Km) and
the Madras Beach Station with a route length of 68.8 Km. The Port is linked to the
Southern Railway network via Chennai Beach Railway Station which connects
ChPT to Southern parts of Tamil Nadu and via Royapuram Station which connects
the Southern Railway Trunk line to Kolkata, New Delhi, Bangalore, Coimbatore
etc.
The port has an internal rail network of 68.8 Km. When asked to rate their
level of satisfaction with the port’s Rail Connectivity, 62.1 per cent said they were
satisfied. On the contrary, 37.1 per cent were neutral and wanted to wait and see if
port management would address the problem of the long distances between railway
sidings and the berths by laying railway tracks just along the berths which would
result in quicker, easier and cheaper loading / unloading operations. 0.9 per cent of
the respondents indicated that they were dissatisfied because they felt there is an
urgent need to improve rail connectivity to the port as it was affecting their trade
due to delays in their cargo entering and exiting the port. They felt that the rail
connectivity of the port must be improved by means of higher capacity carrying
wagons so that more containers/cargo can be moved.
ROADWAYS

The foundation stone for the ₹ 6,000-million Chennai Port-Ennore road

connectivity project was laid in January 2011. The Ennore Manali Road
Improvement Project (EMRIP) is expected to be completed in 2 years. Of the total
cost of ₹ 6,000 million, ₹ 2,500 million would be contributed each by the National
Highways Authority of India and the Chennai Port Trust while ₹ 582 million
would come from the Tamil Nadu government and rest by Ennore Port Ltd.
EMRIP, which was conceived in 1998, has been under implementation for the past
10 years. The project envisages improvement of a 30.1-kilometre (18.7 mi) road
network in north Chennai that connects all the container freight station handling
containers for Chennai port. This includes 6 km (3.7 mi) of Ennore Expressway,
9 km (5.6 mi) of Thiruvotriyur Ponneri Pancheti Road, 5.4 km (3.4 mi) of Manali
Oil Refinery Road, 8.1 km (5.0 mi) of the northern segment of Inner Ring Road,
and 1.6 km (0.99 mi) of Chennai Port Trust Fishing Harbour Road, in addition to
shore protection measures comprising 13 groins along the Ennore coast. The
original cost of the project was ₹ 1,500 million but was revised due to addition of
service road to the four lanes of Thiruvottiyur-Pooneri-Panchetti road, provision of
underpass on Ennore Expressway Road and drainage on Manali Oil Refinery Road
besides escalation of cost during the intervening period. The project completion is
expected by June 2013.
An 18.3-kilometre (11.4 mi) long, 20-metre (66 ft) wide elevated road
project connecting the port with Maduravoyal is under construction at a cost
of ₹ 16,550 million. Upon completion, this will be the country's longest four-way
elevated expressway. The project was sanctioned in June 2007, and the foundation
stone was laid in January 2009. The expressway starts from Gate No. 10 of the
Chennai Port near the War Memorial and ends before Maduravoyal Interchange. It
would run along the banks of the Cooum up to Koyambedu and would end along
the Cooum near the Koyambedu grade separator. From there for a distance of three
km up to Maduravoyal the elevated expressway would come up on Poonamallee
High Road. There would be a total of four entry and exit ramps as part of the
project. While the entry ramps would come up on Sivananda Salai and College
Road, the exit points would be provided on Spurtank Road and Kamaraj Salai. The
work at the Maduravoyal end began in December 2010. The project was initially
expected to be completed by end of 2013. However, the project had been put on
hold for years.

PIPELINES
Crude is transported from oil tankers berthed at the port through a pipeline and
then by road or rail. Since 1969, the port is connected to the Chennai Petroleum
Corporation's (CPCL) refinery in Manali via a 30-inch-diameter pipeline running
for a length of 17 km. CPCL is planning to replace this with 42-inch-diameter
pipeline at a cost of ₹ 1,260 million along the proposed Quadrilateral Road
Network from Chennai Port to Ennore-Manali Highway. However, citing threats to
habitation, the government has refused clearance to the project.
In September 2018, the port completed work on the 42-inch-diameter crude
pipeline with a length of 17 km and a carrying capacity of around 5,000 KL per
hour (against 2,600 KL of the old pipeline) at a cost of ₹ 2,500 million.

2.15.Accessibility to the Port/Connectivity of Chennai Port Trust

The accessibility to the port for delivery and pick up is a very crucial factor

affecting the productivity of the port as congestion on the approach roads to the
port or terminal delays the arrival of export cargo in time. This results in cargo
missing the vessels and its forced accommodation by other vessels along with the
connected documentation delays. About 85.29 per cent of the respondents were
dissatisfied with the accessibility to the port for pickup and delivery.

The extreme congestion at the port is due to poor road access to the port
causing container trucks to form slowmoving queues of several kilometres. This
leads to missing of scheduled vessels, heavy demurrage, production disruptions
and delays. Users felt that the Port Trust must allot three lanes each for the exit of
import trailers and export trailers at the zero gate (terminal gates). They also said
that the container scanner inside the port installed by Chennai Customs adds to the
congestion and must be moved to the Thiruvottiyur Parking Yard. It takes 2-3 days
for a container trailer to reach the port from the outskirts of the city. The issue of
the last mile connectivity to the port (Royapuram in North Chennai) seriously
affected the users and led to the disruptionof their production schedules.

2.16. HUMAN RESOURCES IN CHENNAI PORT

Ports today must be seen as “socio-technical” systems according to Marios

Meletiou167 due to the fact that operations in port terminals are carried out by a
partnership between human beings and technology. This partnership, however, can
only be successful if the appropriate emphasis is given to the Human Resource
Management component of Port Management. This area is often overlooked and
can, in fact, have a significant impact on port performance.

2.17. CONTAINER TERMINALS

The port has two container terminals, run separately by DP World Pvt. Ltd and
Singapore's PSA International Pte Ltd, with a combined capacity to handle 2.8
million standard containers a year. The two terminals loaded 1.11 million standard
containers between April and December 2010, up from 886,000 containers a year
earlier. Both the terminals have daily trains to Inland Container Depots (ICDs).
There are plans to build a mega container terminal, the third one at the port, with
private funds worth ₹ 36,860 million. The port is served by various container liner
services, namely, APL, K Line, Maersk Line, MOL, NYK, PIL and several
regional container lines.

CHENNAI CONTAINER TERMINAL

Chennai Container Terminal (CCT) is the first container terminal in Chennai port
built in 1983. The container terminal was privatised in 2001 and is operated by DP
World since 30 November 2001 with a capacity of 1.2 million TEUs. CCT is
managed under a 30-year build-operate-transfer agreement set up with the Chennai
Port Trust of the Government of India. The terminal is capable of handling fifth
generation vessels up to 6,400 TEU and has direct services to China, West Africa,
Europe and the United States. The terminal crossed the "one million TEU" mark in
2007.In 2011, it handled 1.12 million TEUs. It enjoys a quay length of 885 m
(2,904 ft) and has 4 berths with an alongside depth of 13.4 m (44 ft), height (ISLW
to Top of Cope) of 34 m (112 ft), channel length of 6,700 m (22,000 ft) and
channel depth of 19.2 m (63 ft). The total terminal area covers 21.1 hectares, and
yard stacking area covers 17 hectares (42 acres). The terminal has an on-site rail
track. It has a berth productivity of 22 moves per hour and an average turnaround
of 26 hours. The operator has invested around US$128 million to get new
equipment at the terminal. At present, 7 quay cranes with Super Post Panamax
handling capacity and 24 rubber-tyred gantry cranes (RTGs) form part of the
inventory. The operator has also taken over from Chennai Port 4 quay cranes, 10
RTGs, 3 reach stackers, 240 reefer plugs, and 2 top lifters and one empty container
handler. CCT is ranked at the 79th position among the top 100 container terminals
in the world.It is one of the fastest growing terminals in India with a CAGR of 20
per cent. It presently has four mainline services with direct connectivity to
Mediterranean, Europe, Thailand, Vietnam, China and Korea. The mainline
services are complemented by seven weekly feeder services and one coastal
service to Colombo, Vizag, Penang, Port Klang, Singapore, Yangon and Port Blair,
respectively. Presently, CCT is connected to 50+ ports worldwide. A container
freight station, with a covered area of 6,500 m2 (70,000 sq ft), operates within the
port offering such services as inspection, LCL de-stuffing and delivery of import
cargo. CCT has plans to invest ₹ 1 billion to install two quay cranes

Chennai International Terminal

Chennai International Terminal Pvt Ltd (CITPL) is the second container terminal
that started operations from 22 June 2009 with berths SCB1, SCB2 and SCB3. The
build-operate-transfer facility, built at a cost of about US$110 million, is a joint
venture between PSA International and Chennai-based Sical Logistics Ltd. With
35 ha (86 acres) of yard space and three berths with a total quay length of 832 m
(2,730 ft), the terminal offers an annual capacity of 1.5 million TEUs. With the
addition of 4 post-Panamax quay cranes, capable of lifting two 20-ft containers per
move, and 8 RTGs, it now has 7 rail-mounted quay crane (RMQC), 18 RTGs, 6
reach stacker and 120 reefer plugs. Once fully commissioned, CITPL would be
able to accommodate 8,000-TEU vessels with drafts up to 15.5 m (51 ft).

RO-RO CAR TERMINAL

Dubbed the Detroit of Asia, Chennai is base to several international car makers,
namely, Ford Motor Co., Hyundai Motor Co., Nissan Motor Co., Renault SA,
Daimler AG and BMW AG.Car export (mainly Hyundai) increased by 80.25 per
cent to touch 248,697 during 2008–09 as against 137,971 in the previous year. The
port handled 65 car carriers compared with 40 in the previous year. In 2009, the
port shipped nearly 274,000 cars, 10 per cent more than the previous year. The port
is now the number one ro-ro car terminal in the country. After Hyundai, the port
have started attracting global manufacturers like Mahindra, Toyota, and Ford. Ford
has decided to move exports to Chennai Port by 2010.

Hyundai cars lined up for shipment at the Chennai Port

Hyundai Motor India is coming up with a first-of-its-kind dedicated automobile
terminal at the Chennai port. The Chennai port facility is expected to be on the
lines of its Ulsan Port, from where it exports half of Korea's 1,500,000 vehicles
annually. The export terminal at the Chennai port would cater to its total export
target of 300,000 cars, which would be 50 per cent of its total production by 2009–
10. The company has plans to develop the land into a dedicated terminal to serve
as an export base. It is believed that the terminal would basically cater to its export
of compact cars from India. The new terminal, coming up at the southern end of
the container terminal, would be spread over 10,000 m2 (110,000 sq ft) of land and
includes a 300 m long, 30 m wide, and 12 m deep ro-ro berth. It would have two
six-storey multi-level dedicated parking yard for 6,000 cars each, estimated at a
cost of ₹ 400 million, where one ship load of cars can be stacked. The terminal,
being developed at a cost of ₹ 800 million, would cater to other car exporters
also[83] and is expected to be completed by the end of 2012.

By 2017, the port handled less than 150,000 cars, chiefly by Hyundai, with Nissan
and Ford moving out to the neighbouring Ennore Port.

Cruise terminal
Chennai Port is the only port on the East Coast of India with a cruise terminal.
Chennai Port is one of the five major ports in the country that have been identified
by the Ministry of Shipping for development of cruise terminals, the other four
being Goa, Kochi, Mumbai and Mangaluru.As of 2018, the port receives an
average of 4 to 5 cruise ships annually.The port has had passenger and tourist
services to Burma, Malaya, Singapore, Manila, London, Suez, Aden and Colombo
for over 100 years. There was regular passenger traffic during the British rule. Per
official records, the port had an annual passenger traffic of 60,000 in 1956. In
1959, the port built a dedicated passenger terminal for coastal and cruise vessels.
The passenger cruise terminal is located in the West Quay. The Shipping
Corporation of India operated regular Chennai–Singapore services till 1984. On an
average, 10 international cruise vessels dock in the port each year. The number of
tourists visiting the port in 2008–09 was 2,616, which rose to 3,401 in 2009–
10.The country's first cruise ship, AMET Majesty, is registered in Chennai and
started operations from Chennai on 8 June 2011.

The modernised cruise terminal at the port was inaugurated on 12 October 2018 at
a cost of ₹ 172.4 million. Spread over 2,880 square meters with ground,
mezzanine,
 CHAPTER-3

3.1. MAJOR PORTS IN INDIA

Coastline is about 7516.6 kilometers and it is one of the greatest promontories on

the planet. It is adjusted by 12 noteworthy ports, 200 told minor and middle ports.
Maharashtra (48) has the most extreme number of non-real ports pursued by
Gujarat (42) and Andaman and Nicobar Islands (23).

The Major Ports are managed by the focal government's delivery service.

The Minor and Intermediate ports are managed by the important divisions or
services in the nine beach front states.

The Coastal States in India are Andhra Pradesh, Odisha, West Bengal, Tamil
Nadu, Kerala, Karnataka, Goa, Maharashtra and Gujarat.

List Of Major ports in India

S.N
Seaports Location State Highlights
o

1) Only natural
seaport in the shores
Andhra
1 Vizag port Vishakapatnam of Bay of Bengal
Pradesh
2) Oldest shipyard of
India

2 Madras Chennai Tamil Nadu 2nd largest port in

Port India
Largest port in Tamil
S.N
Seaports Location State Highlights
o

Nadu

Tuticorin 2nd largest port in

3 Tuticorin Tamil Nadu
Port Tamil Nadu

Kandla Major seaport of west

4 Gandhidham Gujarat
Port coast

Nhava 1) Largest container

Sheva (or) port in India
5 Navi Mumbai Maharashtra
Jawaharlal 2) King Port of
Nehru Port Arabian Sea

Mumbai
6 West Mumbai Maharashtra Largest port in India
Port

Marmagao One of India’s earliest

7 South Goa Goa
Port modern ports

Panambur
All weather port on
(or) New Dakshina
8 Karnataka the
Mangalore Kannada
shore of Arabian Sea
Port

1) Major port on the

Arabian Sea and
Indian Ocean Sea
Cochin
9 Cochin Kerala route
Port
2) It lies on 2 islands
Wellington and
Vallarpadam

Situated at the
Paradip confluence of the river
10 Jagatsinghpur Odisha
Port Mahanadi and Bay of
Bengal
 S.N
Seaports Location State Highlights
o

West It is the base of Indian

11 Haldia Port Kolkata
Bengal Coast Guard

Located at the
Andaman &
juncture of Bay of
12 Port Blair Port Blair Nicobar
Bengal and Andaman
islands
Sea
 

FACTS ABOUT MAJOR PORTS OF INDIA

Kandla Port is situated on the Gulf of Kutch. It is the biggest port of India by
volume of load took care of.

Mormugao Port is the main iron metal trading port of India with a yearly
throughput of around 27.33 million tons of iron metal traffic.

Panambur is the site of seaport called New Mangalore Port

Paradip Port is a fake and profound water port.

Ennore Port formally renamed Kamarajar Port Limited, is the main corporatized
significant port and is enlisted as an organization.

Jawaharlal Nehru Port is the biggest compartment port in India. It was once in the
past known as Nhava Sheva port.

New Mangalore Port is a profound water all-climate port and the main significant
port of Karnataka.
Tuticorin Port is a counterfeit remote ocean harbor of India.

Madras Port is the one of the most seasoned port in India and the second biggest
port in the nation.

Mumbai Port handles one-fifth of India's remote exchange with transcendence in

dry load and mineral oil from the Gulf nations.

Tuticorin Port is formally known as VO Chidambaranar Port.

NON-MAJOR PORTS IN INDIA

As per the Indian Constitution the Indian government has a federal structure and
thus the maritime transport comes under the concurrent list. The ports are thus
either under the management of the Central government or the State government.
The Central Shipping Ministry controls and supervises the major ports, whereas
the minor ports and intermediate are managed by the state government’s maritime
board. 9 Indian states, namely Gujarat, Goa, Maharashtra, Tamil Nadu, Orissa,
West Bengal, Kerala, Andhra . India has a 7,517 kilometre long coastline and has
innumerable ports. India has 13 major ports and over 180 minor ports and ranks
16th in the world in terms of shipping tonnage. These ports are important aspects
of national infrastructure and have helped make the Indian market more attractive
for foreign investors. With increased private sector participation, the sector is
likely to reach greater heights. 

Indian ports are classified as major, minor and intermediate ports for
administrative reasons. Pradesh and Karnataka, are home to the minor ports. Minor
ports have also been established in 4 Union Territories- Diu & Daman,
Lakshadweep Islands, Pondicherry, and Andaman & Nicobar Islands. 
The increase in private sector participation has resulted in an increase in the
number of minor ports. Cargo traffic handled by the minor ports has exceeded
cargo traffic at major ports. Non-major ports reap huge benefits from the strong
growth in India’s external trade. 

Some of the minor ports are as follows: 

1. Azhikkal Port

2. Belekeri

3. Kannur

4. Kundapur

5. Dahej

6. Jafrabad

7. Jakhau

8. Kazargode

9. Neendakara

10. Pindhara

11. Ponnani

12. Tellichery/Thalassery

13. Beypore

PORTS COMPETITIVE TO CHENNAI PORT

 Kamarajar port limited

 Kamarajar Port Limited, formerly Ennore Port, is located on
the Coromandel Coast about 18 km north of Chennai Port, Chennai, it is the
12th major port of India, and the first port in India which is a public
company. The Kamarajar Port Limited is the only corporatised major port
and is registered as a company. The Centre holds a stake of about 68 percent
in the Kamarajar Port Limited and the remaining 32 percent is held by
the Chennai Port Trust. The port has been able to attract an investment
of ₹ 26,000 million by private entrepreneurs on various terminals and
harbour craft. Kamarajar Port Limited, designed as Asia's energy port, is the
first corporatised port in India and has only 86 employees. Envisaged being
a satellite port to decongest and improve the environmental quality at the
bustling Chennai Port, Kamarajar Port Limited is evolving itself into a full-
fledged port with the capacity to handle a wide range of products. With a
permissible draught of 13.5 m, the port handled a total volume of 11.01
million tonnes in 2010–11, up by 2.86 per cent from the previous year.

Kamarajar Port Limited

Location

 India
Country

Location Ennore, Chennai

Coordinates 13.25164°N 80.32683°E

UN/LOCODE IN ENR

Details

Opened 2001

Operated by Kamarajar Port Limited

Owned by Kamarajar Port Limited

Type of harbor Seaport (Artificial)

Available berths 8

Employees 106

Chairman cum Sunil Paliwal, IAS

Managing
Director

Capacity 30.00 million tonnes (2012–13)[1]

Main trades Thermal Coal, Automobiles, Project Cargo, LPG, POL,

Chemical, other liquids, other bulk and rock mineral
products

UN/LOCODE INENR

Statistics
Annual cargo 11.01 million (2010–11)
tonnage

Annual revenue ₹ 1666.5 million (2010–11)

Net income ₹ 706.4 million (2010–11)

Vessels handled 1006 (2018–19

  Krishnapatinam port limited

Krishnapatnam Port popularly known as KPCL is a privately built and owned all

weather, deep water port on the east coast of India, located in the Nellore
District of Andhra Pradesh. It is located about 190 km north of the Chennai
Port and 18 km east of the city of Nellore. The port is owned and operated by the
Krishnapatnam Port Company Limited (KPCL) which is 92% owned
by Hyderabad-based CVR Group. The London-based equity firm 3i Group
Plc owns the remaining 8% equity in KPCL.

Krishnapatnam Port Company Limited (KPCL)

Location

Country  India

Location Krishnapatnam

Details

Opened 2008

Operated by KPCL- Krishnapatnam Port Company Limited

Owned by Navayuga Engineering Company Ltd

Available berths 14

Statistics

Annual cargo tonnage 45 million tonnes (2017-18)[1]

 Annual container volume 4,81,408 TEUs (2017-18) [1]

Annual revenue ₹1800 crores (2014-15)

 Kattupalli port limited

The Kattupalli Shipyard cum Captive Port Complex is a large shipyard project

at Kattupalli village near Ennore in Chennai, being built by L&T Shipbuilding Ltd.
It is being set up jointly by TIDCO and Larsen & Toubro (L&T) in two phases.
L&T shipbuilding Kattupalli is a minor port. Adani ports and special economic
zone (APSEZ) acquired kattupalli port from L&T in June 2018 and renamed it as
Adani Katupalli Port Private Limited (AKPPL).

Kattupalli Shipyard cum Captive Port Complex

Other Kattupalli Shipyard

name(s)

General information

Kattupalli, Chennai, Tamil Nadu, India

Location

Status Opened
 Coordinates 13.312114°N 80.345598°E

Built by TIDCO and Larsen & Toubro

Opening January 2012[1]

Technical details

Cost ₹ 46,750 million

No of Super- 6
Post
Panamax
crane

Maximum 14 m
draft

Quay length 3.35 km

Terminal 20 ha
area

Dry berths 6

Wet Berths 4

In terms of cargo generation, the terminal is located close to the majority

of Container Freight stations in Chennai. The Kattupalli development also includes
a shipyard being developed by L&T, a private sector–backed development.
It is planning to compete with Japanese and Korean shipyards in building
"specialised ships," such as large-size warships, car carriers, submarines, naval
offshore patrol vessels, fast patrol vessels and corvettes. After Colombo and
Singapore, Kattupalli will be the third major international destination for ship
repairs in the region.

The shipyard-cum-minor port complex was officially inaugurated on 30 January

2013.
  Karaikal port limited

Karaikal Port Private Limited (KPPL), a private port developed by

the Chennai based MARG Limited, became operational in April, 2009. The port is
located on the Eastern coast of India in Karaikal around 300 km along the coast
south of Chennai Port and around 360 km along the coast north of Tuticorin Port.
The shoreline of the port is between 10° 50’56’’ N and 10° 49’44’’ N.

Karaikal Port Private Limited

Type Private

Industry Marine

Founded 2005

Headquarter 5th Floor, MARG ‘Pancham’, Block B, No.334, Futura Tech

s Park, Rajiv Gandhi Salai, Sholinganallur, Chennai – 600119

Key people Mr. G R K Reddy (Chairman and Managing Director)

Mr. K.Muralidharan CEO, Mr. Venkatramanan CFO

Website www.karaikalport.com

Karaikal Port project began with a Letter of Interest issued by Govt. of

Pondicherry for development of a port at Karaikal in September 2005. MARG Ltd.
signed the concession agreement in 2006  and work began in February, 2007.
Phase 1 was envisaged to be operational in Aug 2009. Karaikal Port became
operational in April 2009 when it received its first vessel. Phase 1 comprises 2
Panamax size berths capable of handling 5.2 million MT of cargo per annum. The
port has received over 1655 vessels since Commercial Operations and has handled
over 55 million MT of various cargo.

KPPL has partners in Ocean Sparkle (marine operations) and PSTS (Stevedoring).
Cargo evacuation is assisted by MARG Logistics, a sister concern of KPPL.
 CHAPTER-4
DATA ANLAYSIS

Table 4.1. Educational qualification of the respondents in the research study.

Row Labels NO. OF RESPONDENTS PERCENTAGE

UNDER GRADUATE 27 43.90%
POST GRADUATE 23 56.10%
OTHERS   0.00%
Grand Total 50 100.00%

INFERENCE: From the above table it is found that employees of Chennai Port
have completed the post graduate. Thus, proving a qualified personal in the port.

NO.OF RESPONDENTS

UNDER GRADUATE
46% POST GRADUATE
54% OTHERS
Table 4.2. Allowing international operators such as DP world and PSA in handling
container cargo
INTERNATIONAL OPERATORS IN
CHENNAI PORT NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 12 10.81%
AGREE 19 34.23%
NEUTRAL 15 40.54%
DISAGREE 4 14.41%
Grand Total 50 100.00%

20

18

16

14

12

10
NO.OF RESPONDENTS
8 PERCENTAGE

0
STRONGLY AGREE NEUTRAL DISAGREE
AGREE

INFERENCE: From the above table it is found that there have been highest
respondents agree to the fact that adoption of international players in container
handling is very much effective in increasing the parcel size in the Chennai Port
trust.
Table 4.3. Priority of cargo handled in Chennai Port
  TOTAL RANK
CONTAINER CARGO 206 1
BREAKBULK CARGO 196 2
DRY BULKCARGO 179 3
LIQUID BULK CARGO 162 4
AUTOMOBLIE 138 6
POL 146 5

Cargo Handling Priority

250

206
196
200
179
162
146
150 138

100

50

0
container cargo breakbulk cargo dry bulkcargo liquid bulk cargo automoblie pol

INFERENCE: From the above table it is clear that more priority is given to
container cargo since more cargo equipment are involved. The least priority is
given to automobile cargo. In Chennai port trust the container cargo are handled by
the international players like DP world and PSA.

Table 4.5. Buffer storage in the area

BUFFER STORAGE AREA NO. OF RESPONDENTS PERCENTAGE

AGREE 48 38.10%

NEUTRAL 78 61.90%

Grand Total 126 100.00%

BUFFER STORAGE AREA

48; 38%
AGREE
NEUTRAL
78; 62%

INFERENCE: From the above table buffer storage located avoid road congestion
in Chennai Port .78% of the respondents stated that the provision made to reduce
the road congestion was neutral. 48% of the respondents agreed that buffer storage
have reduced the congestion in roads.

Table 4.6. Own equipment for cargo handling

OWN CARGO EQUIPMENTS NO. OF RESPONDENTS FREQUENCY
STRONGLY AGREE 5 4.17%
AGREE 29 48.33%
NEUTRAL 7 17.50%
DISAGREE 9 30.00%
Grand Total 50 100.00%

FREQUENCY
60.00%

50.00%
48.33%

40.00%

30.00%
30.00%

20.00%
17.50%
10.00%

4.17%
0.00%
STRONGLY AGREE AGREE NEUTRAL DISAGREE

INFERENCE: From the above table 48.33% respondents agreed that allowing the
port users to use their own equipment for handling cargo. 30.00% respondents
disagreed to the fact.

Table 4.7. Restricted entry timings in Chennai Port

RESTRICTED ENTRY TIMMINGS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 12 12.24%

AGREE 56 57.14%

NEUTRAL 30 30.61%

Grand Total 98 100.00%

RESTRICTED ENTRY TIMMINGS

70.00%

60.00% 57.14%

50.00%

40.00%

30.61%
30.00%

20.00%
12.24%
10.00%

0.00%
STRONGLY AGREE AGREE NEUTRAL

INFERENCE: From the above table 57.14% agreed that restricted entry timings
makes Chennai Port less competitive.30.61% respondents said it is neutral in port
being less competitive.

Table 4.8. Training for the employee

TRAINING NO. OF RESPONDENTS PERCENTAGE
AGREE 36 27.27%
NEUTRAL 96 72.73%
Grand Total 132 100.00%

TRAINING
80.00%
72.73%
70.00%

60.00%

50.00%

40.00%

30.00% 27.27%

20.00%

10.00%

0.00%
AGREE NEUTRAL

INFERENCE: From the above table it is clear that continuous training provided by
the human resource department for the employee is neutral up to 72.73%. The
respondents of 27.27% agreed that continuous training was useful and continuous.

TABLE 4.8 Gender Analysis of the employees.

GENDER NO. OF RESPONDENTS PERCENTAGE
MALE 13 14.94%
FEMALE 37 85.06%
Grand Total 50 100.00%

GENDER
MALE

MALE
FEMALE

FEMALE

INFERENCE: From the above table 85% respondents are male and 15%
respondents are female. It indicates in the subject study there a greater number of
male employees working in the Chennai port.

TABLE 4.9 Designation of the employees

 DESIGNATION NO. OF RESPONDENTS PERCENTAGE

SUPERVISORY 7 7.53%
CLERICAL 86 92.47%

Grand Total 93 100.00%

DESIGNATION

8%

SUPERVISORY
CLERICAL

92%

INFERENCE: From the above table 92% of employee belongs to clerical lower of
management and 8% of the respondents belong to supervisory middle level of
management meaning that the day to operational activities are held by the middle
and lower level of management helping to find out the exact scenario in the port
management. The top-level management respondents are not taken in the study and
could be a limitation in knowing the decision-making process in the port
management.
TABLE 4.10 Employee experience

EXPERIENCE NO.OF RESPONDENTS PERCENTAGE

11-20 YEARS 8 5.48%
ABOVE 20 YEARS 138 94.52%
Grand Total 146 100.00%

EXPERIENCE
5%

95%

11-20 YEARS ABOVE 20 YEARS

INFERENCE: From the above table 94.5% employee in Chennai port are above 20
years and 5.48% employee belong to 11-20 years of experience. Indicating that
employees of the port are well versed with the industry knowledge and procedure.
TABLE 4.11 Vision and Mission

VISSION AND MISSION NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 5 4.35%

AGREE 50 43.48%

NEUTRAL 60 52.17%

Grand Total 115 100.00%

VISSION AND MISSION

60.00%

52.17%
50.00%
43.48%

40.00%

30.00%

20.00%

10.00% 4.35%

0.00%
STRONGLY AGREE AGREE NEUTRAL

INFERENCE: From the above table the 52.17% of employee state that it is neutral
for vision and mission of Chennai port in broadly managing. 43.48% of employee
agree that vision and mission is broadly managed and 4.35% of the employees
strongly agree that fact.
TABLE 4.12 Storage construction in the south of Jawahar block

ADJACENT STORAGE CONSTRUCTION NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 5 4.76%
AGREE 35 66.67%
NEUTRAL 10 28.57%
Grand Total 50 100.00%

STORAGE CONSTRUCTION
70.00% 66.67%

60.00%

50.00%

40.00% Total

28.57%
30.00%

20.00%

10.00% 4.76%

0.00%
STRONGLY AGREE AGREE NEUTRAL

INFERENCE: From the above table 66.67% and 4.76% agree that the paved
storage area built adjacent to the south of Jawahar attracted in handling break bulk
cargo. Storage area near the berth can decrease the transit time and increase
efficiency of handling the cargo throughput.
TABLE 4.13 E-harbor entry

E-HARBOR ENTRY NO. OF RESPONDENTS PERCENTAGE

AGREE 39 70.27%
NEUTRAL 11 29.73%
Grand Total 50 100.00%

E-HARBOR ENTRY

22%

AGREE
NEUTRAL

78%

INFERENCE: From the above table 78% of employee agree that e-harbor entry
permits reduce congestion in gates.22% of the employee stated that the congestion
in gates through e-harbor entry was neutral.

TABLE 4.14 Ports Planning

 PORT PLANNING NO. OF RESPONDENTS PERCENTAGE
AGREE 27 43.90%
NEUTRAL 23 56.10%
Grand Total 50 100.00%

PORT PLANNING

44% AGREE
NEUTRAL
56%

INFERENCE: From the above table 44% of the employee agree that port planning
on cargo equipment for handling cargo is more effective. 56% of the employee
state the condition is neutral.

TABLE 4.15 Safety aspects

SAFETY ASPECTS NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 5 4.85%
AGREE 37 71.84%
NEUTRAL 8 23.30%
Grand Total 50 100.00%

SAFETY ASPECTS

5%
23%

STRONGLY AGREE
AGREE
NEUTRAL

72%

INFERENCE: From the above table 72% and 5% agree that safety aspects taken in
port management during cargo handling can minimize the havocs. 23% of the
employee stated that safety measures taken to reduce the accidents are neutral.

TABLE: 4.16 Land locked analysis

LAND LOCKED NO.OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 5 4.31%
AGREE 28 48.28%
NEUTRAL 13 33.62%
DISAGREE 4 13.79%
Grand Total 50 100.00%

LAND LOCKED
60.00%

50.00% 48.28%

40.00%
33.62%
Total
30.00%

20.00%
13.79%

10.00%
4.31%

0.00%
STRONGL Y AGREE AG REE NEUTRAL DI SAGREE

INFERENCE: From the above table 48.28% and 4.31% agree that operation 4 out
of 10 gates is a good strategy for land locked system in Chennai port.13.79%
employee disagree to the fact of land locked system.

TABLE: 4.17 Welfare measures

WELFARE MEASURES NO. OF RESPONDENTS PERCENTAGE
AGREE 39 69.03%
NEUTRAL 9 23.89%
DISAGREE 2 7.08%
Grand Total 50 100.00%

WELFARE MEASURES
80.00%

69.03%
70.00%

60.00%

50.00%
Total
40.00%

30.00%
23.89%
20.00%

10.00% 7.08%

0.00%
AG REE NEUTRAL D I SAGREE

INFERENCE: From the above table 69.03% employees agree that additional
welfare measures taken are satisfactory. 7.08% disagree that welfare measures do
not favor employee.

TABLE: 4.18 Biometric system

 BIOMETRIC SYSTEM NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 7 5.74%
AGREE 28 45.90%
NEUTRAL 6 14.75%
DISAGREE 4 13.11%
STRONGY DISAGREE 5 20.49%
Grand Total 50 100.00%

biom etr ic s ys tem

50.00% 45.90%
45.00%

40.00%

35.00%

30.00%
Total
25.00% 20.49%
20.00%
14.75%
13.11%
15.00%

10.00% 5.74%

5.00%

0.00%
STRONGLY AGREE NEUTRAL DISAGREE STRONGY
AGREE DISAGREE

INFERENCE: From the above table 45.90% and 5.74% agreed that biometric
system improved the punctuality system in Chennai port. 20.49% of the employee
strongly disagreed to the biometric system.

CHAPTER - 5
 SUMMARY OF FINDINGS

 Employees of Chennai Port have completed the post graduate. Thus, proving
a qualified personal in the port.
 There have been highest respondents agree to the fact that adoption of
international players in container handling is very much effective in
increasing the parcel size in the Chennai Port trust.
 More priority is given to container cargo since more cargo equipment are
involved. The least priority is given to automobile cargo. In Chennai port
trust the container cargo are handled by the international players like DP
world and PSA.
 Buffer storage located avoid road congestion in Chennai Port .78% of the
respondents stated that the provision made to reduce the road congestion was
neutral. 48% of the respondents agreed that buffer storage have reduced the
congestion in roads.
 48.33% respondents agreed that allowing the port users to use their own
equipment for handling cargo. 30.00% respondents disagreed to the fact.
 57.14% agreed that restricted entry timings make Chennai Port less
competitive.30.61% respondents said it is neutral in port being less
competitive.
 Continuous training provided by the human resource department for the
employee is neutral up to 72.73%. The respondents of 27.27% agreed that
continuous training was useful and continuous.
 85% respondents are male and 15% respondents are female. It indicates in
the subject study there a greater number of male employees working in the
Chennai port.
 92% of employee belongs to clerical lower of management and 8% of the
respondents belong to supervisory middle level of management meaning that
the day to operational activities are held by the middle and lower level of
management helping to find out the exact scenario in the port management.
The top-level management respondents are not taken in the study and could
be a limitation in knowing the decision-making process in the port
management.
 94.5% employee in Chennai port are above 20 years and 5.48% employee
belong to 11-20 years of experience. Indicating that employees of the port
are well versed with the industry knowledge and procedure.

 52.17% of employee state that it is neutral for vision and mission of Chennai
port in broadly managing. 43.48% of employee agree that vision and
mission is broadly managed and 4.35% of the employees strongly agree that
fact.
 66.67% and 4.76% agree that the paved storage area built adjacent to the
south of Jawahar attracted in handling break bulk cargo. Storage area near
the berth can decrease the transit time and increase efficiency of handling
the cargo throughput.
 78% of employee agree that e-harbor entry permits reduce congestion in
gates.22% of the employee stated that the congestion in gates through e-
harbor entry was neutral.
 44% of the employee agree that port planning on cargo equipment for
handling cargo is more effective. 56% of the employee state the condition is
neutral.
 72% and 5% agree that safety aspects taken in port management during
cargo handling can minimize the havocs. 23% of the employee stated that
safety measures taken to reduce the accidents are neutral.
 48.28% and 4.31% agree that operation 4 out of 10 gates is a good strategy
for land locked system in Chennai port.13.79% employee disagree to the fact
of land locked system.

 69.03% employees agree that additional welfare measures taken are

satisfactory. 7.08% disagree that welfare measures do not favor employee.
 CHAPTER - 6
CONCLUSION

The main profitability in the management is extended when both efficiency and
effectiveness is maintained. The result concluded that there must be further
adoption of automotive system in Chennai Port to develop the effectiveness and
efficiency.

The vessel traffic management system is similar to a ‘black box’ in an aircraft. It

has auto identification system, radar system and communication links enabling
operators to manage the vessel traffic, monitor the environment and support port
and harbor resources. Allowing users to use own equipment to handle the cargo
will increase the throughput of the cargo. The usage of internet of things in rail
operation will increase the efficiency in handling cargo. The timely arrival of
wagons and forecasting required wagons will optimize the rail connectivity. Due to
the high security maintained and this induce Chennai port for restricted entry
timings, ultimately making it less competitive from other ports. The overall port
management is good and further to be more competitive and stand in par with the
international players the Chennai has to focus on adoption of technology systems
and venture more sagarmala project in developing the current infrastructure system
and coastal shipping. Eventually the employee in the port are very well
experienced and continuous training is provided. The policy reforms have to be
revamped matching with the current market situation.
ANNEXURE
 BIBILOGRAPHY

 Brooks, M. (2016). Port governance as a tool of economic development:

Revisiting the question.
 Brooks, M. R. (2001a). Good governance and ports as tools of economic
development: Are they compatible?. the international association of
maritime economists annual conference.
 Brooks, M. R. (2001b). Good governance and ports as tools of economic
development: Are they compatible?, 1-19.
 A.G. Bruzzone, R. Mosca, R. Revetria, S. Rapallo, 2000, ‘Risk analysis in
harbour environments using simulation’, Safety science, Vol.35, 75-86.
 Ana C Paixao Casaca, 2005, ‘Simulation and Lean port Environment’,
Maritime Economics & Logistics, Vol.7, (262-280).
 https://www.joc.com/port-news/asian-ports/port-chennai
 https://www.thehindubusinessline.com/economy/logistics/Vessel-management-system-goes-
hi-tech-at-Chennai-port/article20467781.ece