Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains (2014) / Chapter Skim
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Pages 89-98
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89 6.1 Introduction This chapter of the report draws from the material presented in previous chapters to synthesize a series of high-level rules of thumb that could help public agencies respond to significant disruptions to a seaport's cargo throughput activities. The multi-stakeholder complexity associated with seaport disruptions, as well as the dynamic -- and often unique -- nature of the situation in the immediate response stage, make the development of specific action plans a significant challenge.
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90 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains second and third actions in this sequence, it is clear that the success of any actions taken will depend, in many instances, on the effectiveness of prior planning, which requires the establishment of effective working arrangements between both the public agencies and private-sector stakeholders involved.
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Synthesis of Findings 91 degree of confidence, as in the Columbia River case study described in Chapter 5, unanticipated events may occur, and return to pre-event operating conditions can still be difficult and costly. A third type of disruption, not covered by a case study in this report, involves an event for which little or no prior warning is possible, such as sudden chemical spill or a terrorist attack, and which may create an immediate level of confusion that adds uncertainties in responding to issues of humanitarian logistics as well as commercial supply chains.
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92 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains • Quantify all available cargo handling resources and explore willingness of stakeholders to share resources during response and recovery periods; • Identify the current condition, location, and availability of cargo handling capacity at ports suitable for cargo diversions, again with respect to cargo types and their inland origins (outgoing)
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Synthesis of Findings 93 other federal, state, and local government agencies, port officials, vessel and intermodal inland freight carriers, terminal operators, etc. In particular, who makes the key port operating decisions, and who sets response priorities?
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1. Before Disruption (Pre-Planning)
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1. Before Disruption (Pre-Planning)
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1. Before Disruption (Pre-Planning)
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1. Before Disruption (Pre-Planning)
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98 Making U.S. Ports Resilient as Part of Extended Intermodal Supply Chains • Examine the benefits of, and models for, extending stakeholder participation to include inland transportation modes, and how different types of disruption events might benefit from different response team configurations.
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