Re-Designing the Processes and Organization Structure of a Container Terminal Operator in South East Asia

Logistics Consulting Services

Client Challenge

The client was the fourth largest Container Terminal Operator in the world. The client had both container and general cargo operations in one of its container terminals in South East Asia. Focus of the study was to review, re-design and standardize processes and organization structure for Operations functions at their container terminal in the lines of its global standards


Our Approach

UC Strategy adopted the following approach to review and re-design process and organization structure at the container terminal.

  • Gained insights into business strategies, growth potential and competition for the container terminal
  • Mapped the processes for Operations functions for both Container terminal and General cargo terminal with detailed mapping of the major sub-processes (Berth planning, Vessel planning, Yard planning, Vessel & Yard operations) as per APQC framework
  • Identified best practices across industry and container terminals and mapped them to the processes
  • Further analyzed Yard utilization rates, Equipment to operator mapping and Empty container pool utilization. to identify process gaps and process improvement opportunities
  • Reviewed the existing Standard Operating Procedures and systems functionality to identify and prioritize process gaps
  • Validated the best practices for their relevance and current adoption, process gap findings with the process owners and process champions
  • Defined and validated the process recommendations themes and process gaps severity
  • Prepared standardized To-Be processes and process metrics across functions considering process improvements and best practices
  • Redesigned the organization structure to ensure readiness to carry out following key objectives: Enabling strategy, Leveraging people, protecting critical specialists, Clarifying decision rights and responsibilities, strengthening accountability and Improving innovation
  • Define the staffing levels and KPIs for each level across the sub-functions of operations department
  • Identified savings opportunity by objective and rationale driven Equipment to operator mapping and Increase in Empty pool utilization
  • Defined a detailed implementation plan and key success factors for successful rollout of the plan


Our Impact

The client received a detailed blueprint for rolling out the redesigned process/SOPs, new organization structure and competency assessment outcome. It has been observed that the client has successfully initiated transition to the recommended structure and processes

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