Case Study – Maritime Ports
Port of Brisbane
Building customer stewardship highlights:
- Astute placement of capital investments
- Demonstrated insight to institutional customers’ value drivers
- Deeply beneficial operational synergies to broader logistic networks
- Decisions accretive to higher enterprise value & customer trust
The Queensland Government privatised the Port of Brisbane in November 2010. Since then, Port of Brisbane has been a private unlisted entity with its ownership held by some of Australia’s and the worlds largest infrastructure funds managers. It is therefore the most mature of the Australian major gateway capital city container ports privatised by the state governments of Queensland, New South Wales and Victoria over the past decade.
Customer Stewardship Challenge
Globally, shipping vessels continue to grow in size and an increasing number of larger container vessels are seeking to call in on Brisbane. As ships get bigger and schedules tighter, all ports need to be as accessible as they can possibly be, regardless of weather, sea and tidal conditions.
In November 2016, Port of Brisbane worked with a range of stakeholders including the Harbour Master, Brisbane Marine Pilots, tug operators, Maersk and Patrick Terminal to welcome the first 8500TEU vessel into Brisbane – a major achievement.
Port of Brisbane has worked closely with DHI to take the technology further, developing NCOS (Nonlinear Channel Optimization Simulator) – cutting-edge big data based technology that can accurately predict a vessel’s underwater keel clearance (UKC). NCOS enables larger vessels to safely navigate the channel on certain tide windows (taking account of environmental conditions such as tides, wind and waves).
Significantly deeper customer engagement led to better long term outcomes
- reduced delays for ship owners
- greater consistency of throughput for Port of Brisbane, along with wider network benefits for ship scheduling across multiple ports
- improved resilience to weather and tidal conditions
- elevated confidence to welcome all ship sizes with higher efficiency and timeliness
- superior use of capital investments in lieu of NCOS reducing need for costly and disruptive channel deepening capital works.
* This case study was prepared as part of a thought leadership program at the Better Infrastructure Initiative, John Grill Centre for Project Leadership, University of Sydney in 2017-18.