Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains (2014) / Chapter Skim
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Pages 30-42
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From page 30... ...
30 Our operational capabilities also include developing a national capacity for Marine Transportation System recovery. The nation needs a coordinated, integrated approach to planning for and responding to major disruptions in our marine transportation system, the lifeblood of America's economy.
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Interviews with Supply Chain Experts 31 Additionally, respondents were asked to provide insight regarding how quickly private industry alters business practices based on lessons learned from events such as the 2002 West Coast Lockout, Hurricanes Katrina and Ike, and Superstorm Sandy. This dynamic and competitive industry is found to be remarkably collaborative and connected during times of major distress, as demonstrated in the following summary of the key points that emerged from the discussions.
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32 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains communication and coordination process was delineated into three time periods: before, during, and after a major port disruption.
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Interviews with Supply Chain Experts 33 This respondent described the idea of an emergency backpack containing a laptop loaded with all critical plans and information. During the Disruption Communication during port disruptions occurs at two different levels: operational and public information.
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34 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains disaster.
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Interviews with Supply Chain Experts 35 One respondent suggested that a Recovery Advisory Unit could be developed to support effective communication between the key stakeholders who need to determine the prioritization of vessels in a queue based on factors such as national security and perishable goods. Extending gate hours to 24/7 operations immediately following the reopening of a port was discussed as another option that could reduce impacts on the overall supply chain.
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36 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains capabilities (the practice of providing shore power to a ship so the ship may shut down primary and secondary combustion engines while in port)
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Interviews with Supply Chain Experts 37 respondents have incorporated lessons learned from Ike, Katrina, and Sandy into their planning efforts. USCG and NOAA coordinate with vessel operators and terminal operators to protect against cargo losses on the docks by adjusting vessel schedules, either slow sailing or increasing speed.
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38 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains Hurricane Katrina and Superstorm Sandy, the freight railroads moved as much equipment as possible to higher ground.
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Interviews with Supply Chain Experts 39 Lessons Learned • Marine terminal storage fees should be revisited. Respondents suggested a longer grace period following a disruption coupled with a reduced sliding scale storage rate schedule commensurate with the backlog of goods.
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40 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains Credentialing In the case of Superstorm Sandy, truck drivers tasked either with collecting cargo that was diverted to other East Coast ports or with trucking it to the Port of New York and New Jersey experienced credentialing issues.
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Interviews with Supply Chain Experts 41 • Include all regulatory agencies involved in goods movement through ports in the emergency preparedness and recovery planning exercises conducted at ports throughout the country. Respondents in general indicated that preparedness and recovery/business continuity planning has greatly improved over the past 10 years.
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42 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains Plans and Strategies 1.
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