Professional Port Manager (AAPA/PPM®) Residency Report Port of Rotterdam Completed May-June 2017

Nicholas Vandenheiligenberg Assistant Business Development Manager Port Everglades, Broward County

Table of Contents Biography…3 Acknowledgements…4 Abstract…5 Introduction…6 Background: Port of Rotterdam…8 Why the Port of Rotterdam?...12 Findings/Lessons Learned…16 Opportunities for Port Everglades…22 Conclusion…26 References…28 Appendix A: Port Everglades Waterborne Commerce Chart…30 Appendix B: Residency Details…31 Appendix C: AAPA/PPM® Requirements…32

Biography

Nicholas Vandenheiligenberg is the Assistant Business Development Manager for Port

Everglades, located in Broward County, Florida. Mr. Vandenheiligenberg provides, creates and analyzes industry information to create the Business Intelligence useful in furthering Ports’ major Business Development initiatives, using Big Data as a key tool in analysis. Mr. Vandenheiligenberg joined Port Everglades in 2013 as the Senior Trade

Analyst and was promoted to Assistant Business Development Manager in 2017.

He received his Master’s Degree in Business Administration with a concentration in

Maritime/Port Management in 2011 from Old Dominion University in Norfolk, VA, and his Bachelor of Arts degree in Economics and Commerce from Hampden-Sydney

College in 2009.

Prior to joining Port Everglades, Mr. Vandenheiligenberg’s experience includes three years as a Market Analyst with the Virginia Port Authority. He has also worked for

Partner Logistics BV in the Netherlands and AB Volvo Penta in Sweden.

Mr. Vandenheiligenberg speaks fluent Dutch while being a dual citizen between the

United States and the Netherlands.

Acknowledgements

Steven Cernak (PPM®) – Executive Director, Port Everglades Neil Kutchera (PPM®, Advisor) – Assistant Port Director, Petroleum, Port Everglades Jim Pyburn – Director of Business Development, Port Everglades Jean Elie – Assistant Director of Business Development, Port Everglades Port of Rotterdam Authority Steven Jan van Hengel – Sr. Business Manager, Americas & Africa, Port of Rotterdam Leontien Snijders – Project Leader, Port of Rotterdam International Paul RN Walter – Head, Digital Strategy & Information Management, Port of Rotterdam Annemieke de Wit – Blaak – General Manager Commercial, APM Terminals Rotterdam B.V. Claudia de León – Trade Commissioner, Guatemala Trade Office, the Hague AAPA PPM® Curriculum Committee AAPA PPM® Class of 2019 Candidates

Abstract

The Port of Rotterdam

The Port of Rotterdam is one of the largest and busiest ports in the world, and has given itself the nickname of “the Smartest Port in the World.” One of the ways the Port of

Rotterdam has maintained its competitive advantage is by using big data and innovation to create value added services, uniting all members of the regional supply chain into one community. This residency allowed me to study some of the most technological advanced port community systems in the world, providing me with a unique perspective into how one of the most efficient ports in the world operates. As a member of Port

Everglades and the AAPA/PPM® Program, I found it interesting to see how data, innovation, and technology can contribute to making a port community come together, be transparent, and become more efficient as a whole. Through my findings, I was able to identify potential opportunities and ideas that could help my current Port utilize the systems and data available to make more efficient business decisions port-wide. This was an informational experience that gave me knowledge and perspectives that will continue through my professional career.

Introduction

Port Everglades is located in Broward County, Florida, approximately 20 miles

north of Miami and 50 miles south of West Palm Beach. It is an Enterprise Fund of

Broward County, meaning it is one of only three self-supporting departments in the

County. It is one the biggest economic engines of South Florida, with over $160 million in Operating Revenues (FY2016) and Operating Expenses of approximately $83 million

(FY2016) (Port Everglades, 2017) along with supporting more than $29 billion in business activity along with 222,914 jobs statewide (Port Everglades, 2017). The Port

currently ranks as a Top 10 Container Port in the United States, Top 3 Cruise Port in the

World, and South Florida’s gateway for petroleum products.

FY2014 FY2015 FY2016 Operating Revenue $ 153,193,953 $ 153,450,795 $ 162,596,496 Operating Expenses $ 79,416,801 $ 79,844,421 $ 83,269,230 Total Ship Calls 3,970 3,768 3,959 Total Cruise Passengers 4,001,354 3,773,386 3,826,415 Total TEUs 1,013,344 1,060,507 1,037,226 Total Petroleum (tons) 15,176,595 15,743,265 16,223,101 Total Waterborne Commerce (tons) 23,273,318 24,001,663 24,681,331 Source: Port Everglades Department

The Port is comprised of over 2,190 acres, of which 1,277 acres are owned by

the County. Most of the Port’s general cargo area is located in Southport, where the

County acts as the Landlord to over 10 Marine Terminal Operators that serve more than

20 shiplines directly (Port Everglades, 2017). The facilities include 7 Post-Panamax

Gantry Cranes in Southport and 1 Gantry Crane in Midport. The current navigation

channels are 42 feet with ongoing plans to deepen to 48 feet, along with 2 feet of

6 overdraft, for a total of 50 feet of draft. The Port, along with its partner the Florida East

Coast Railway (FECR), recently opened a new state of the art Intermodal Container

Transfer Facility. Finally, the Port is the operator/administrator for Foreign Trade Zone

#25, the largest FTZ in Florida (Port Everglades, 2017).

Background of the Port of Rotterdam

The Port of Rotterdam is the largest seaport in Europe and the 11th largest container port in the world (Top 50 World Container Ports, 2017), making it almost twice as large as any container port in the United States. It is also the only port ranking in the

Top 10 in the world that is not located in the Far East/Middle East.

Top Container Ports in the World Volume 2015 Volume 2014 Volume 2013 Volume 2012 Volume 2011 Rank Port (Million TEU) (Million TEU) (Million TEU) (Million TEU) (Million TEU)

1 Shanghai, China 36.54 35.29 33.62 32.53 31.74

2 SIngapore 30.92 33.87 32.6 31.65 29.94

3 Shenzhen, China 24.2 24.03 23.28 22.94 22.57

Ningbo-Zhoushan, 4 20.63 19.45 17.33 16.83 14.72 China

Hong Kong, S.A.R., 5 20.07 22.23 22.35 23.12 24.38 China

Busan, South 6 19.45 18.65 17.69 17.04 16.18 Korea 7 Qingdao, China 17.47 16.62 15.52 14.5 13.02

Guangzhou Harbor, 8 17.22 16.16 15.31 14.74 14.42 China

Jebel Ali, Dubai, 9 United Arab 15.6 15.25 13.64 13.3 13 Emirates

10 Tianjin, China 14.11 14.05 13.01 12.3 11.59

Rotterdam, 11 12.23 12.3 11.62 11.87 11.88 Netherlands Port Klang, 12 11.89 10.95 10.35 10 9.6 Malaysia Kaohsiung, 13 10.26 10.59 9.94 9.78 9.64 Taiwan, China

14 Antwerp, Belgium 9.65 8.98 8.59 8.64 8.66

15 Dalian, China 9.45 10.13 10.86 8.92 6.4 Source: WorldShipping.org

The Port of Rotterdam not only is the leader in Europe for containerized cargo, but has a diverse operation, including breakbulk, dry bulk, petroleum, petrochemical,

and cruise operations. It stretches a distance of over 25 miles from the City of

Rotterdam center all the way to the North Sea. It is also able to handle vessels with

drafts of 75+ feet regularly, making it one of the deepest harbors in the world (Port

Information Guide, 2017). The Port is operated by the Port of Rotterdam Authority, which is a jointly operated corporation between the City of Rotterdam and the Dutch

Government. The Port is a landlord for container operators and petroleum operators, similar to Port Everglades operating structure. The Port is segmented into clusters of individual business segments. The Deepwater Container Operations, for example, are located at the entrance to the harbor, while the Cruise Operations are located at the City

Center.

The Port recently constructed Maasvlakte 2, one of the most innovative and technologically advanced marine terminals in the world. The Maasvlakte 2 project used reclaimed land from the North Sea to construct over 4,900 acres of Port land, approximately 2,400 acres of which will be used for container terminals. The project area opened on May 22, 2013 which allowed APM Terminals and Rotterdam World

Gateway to begin construction of their terminals. They commenced operations on

Maasvlakte 2 in April 2015. Most of the container operations on these new terminals are handled by fully automated robotic technology. APM Terminals uses fully automated guided vehicles (AGV), which are unmanned electric flatbeds, to carry an individual container to its designated spot on the terminal. These vehicles navigate the terminal by using a magnetic grid built into the ground of the terminal, along with an extensive network of fiber optic cables. APM Terminals also uses automated stacking cranes

(ASC) to move containers between the AGVs and the stacking yard, along with grooming the stacking yard for future operations. This technology has nicknamed the

Maasvlakte 2 terminals “the ghost terminals” for the lack of physical labor being present on terminal.

View of APM Terminals AGVs and ASCs

ASCs

AGVs

APM Terminals Maasvlakte 2 and Rotterdam World Gateway

APM Terminals RWG

FutureLand

Why the Port of Rotterdam?

Being a dual citizen between the Netherlands and the United States, there are many opportunities to explore how the Port of Rotterdam utilized Big Data & innovation in order to continue growing cargo volumes in the face of competition from other major

European ports, such as Antwerp and Hamburg. In the current container shipping market, we are seeing record low freight rates across the globe (Mongelluzzo, 2017), which led the Port of Rotterdam to invest in Big Data and Innovation in order to create value added services that enhance their already impressive operation. The Port of

Rotterdam has dubbed itself “the Smartest Port” in the world, believing that “stagnation means decline” (Port of Rotterdam, 2017). The Port joined the Big Data Alliance, a

Dutch organization that brings industry and academic officials together, to collect and analyze Big Data and stimulate innovation throughout the Port (About the Big Data

Alliance, 2017).

The main artery for Big Data at the Port of Rotterdam is their PortBase Port

Community System. PortBase is a non-profit organization with the Ports of Rotterdam &

Amsterdam as shareholders. Currently, about 3,200 different customers in all sectors are using PortBase at all Dutch ports (PortBase, 2017). The system allows all information regarding transport to flow through a single, simple, hub, effectively becoming a one-stop-shop for the Supply Chain (PortBase, 2017). More than 40 different services are offered to customers in a single system, all in real-time.

Previously, companies would have had to provide communication of important transport information via email/fax/telephone, but now those companies are able to enter the

information in real-time into the PortBase system. All relevant parties can then receive

updates on the status of their shipments or export documentation, for example. The Big

Data created immediately can be analyzed. The system also integrates with Automatic

Identification System (AIS) information, showing all vessel movements around the harbor, along with piloting data for each of those vessels. Using the analysis of the Big

Data generated, the Port is able to drive greater efficiency, lower costs, better service,

transparency, fewer mistakes, and consistency.

Source: PortBase

Another Big Data tool the Port of Rotterdam is developing is the Navigate system

(NavigateBeta, 2017). This system, currently in Beta, collects all data from partners at the Port, including shiplines, agents, stevedores, terminals, customs agents,

13 distribution, and corporations. The Port than integrates that data into one single online system that can be used by anyone looking for information on how to ship through the

Port of Rotterdam. For example, it can show the different route options from a physical address of a company in South Florida to the Port of Rotterdam, including transit times, contact information of shiplines/agents, transshipment points, etc. The goal is to minimize the amount of time spent by shippers making bookings and instead create a real time environment that shippers can quickly have multiple options for shipping their product through Rotterdam. The plan is to eventually include pricing for bookings as well, but that will be difficult until the shiplines begin to price similar to the airlines.

Navigate Beta Route Planner

Source: Port of Rotterdam

The Port of Rotterdam is also a partner in the Rotterdam Drydock Company

(RDM) innovation program. The former wharf has been redeveloped into an innovative cluster that brings together business and education. It is a separate corporation between the Port of Rotterdam and the Rotterdam University of Applied Sciences. The stated goal of RDM Rotterdam is to “work on a range of innovations that will contribute to a ‘smarter port’” (RDM Rotterdam, 2017). Start-ups to major corporations can set up at RDM Rotterdam to develop and test prototypes and new products for the maritime industry. These companies also work with local University students and professors to stimulate innovation from all sides. Over 40 companies, including Franklin Offshore,

Energy Floors, and Urban Green, have located themselves at the RDM Rotterdam facilities (RDM Rotterdam, 2017).

RDM Rotterdam

Finally, the Port of Rotterdam is similar to Port Everglades in many ways, albeit much larger. Both ports have a diverse business profile that includes short sea containers, deep sea containers, petroleum, breakbulk, and cruise operations. The landlord model of operation is being used at both facilities as well. One major difference is the size comparison of the Ports, with the Port of Rotterdam dwarfing Port Everglades in overall volume. The above products give some insight on the focus and direction the

Port of Rotterdam has placed on using Big Data and innovation to add value to their piece of the regional supply chain. Studying how the Port of Rotterdam has managed their decision making regarding these above systems to maintain their position as largest seaport in Europe will help give some insight into potential opportunities here as

Port Everglades continues to grow,

Findings/Lessons Learned

Over the course of our meetings, the Port of Rotterdam stressed the fact that best way for ports to differentiate themselves in this competitive marketplace is by developing Value Added products (Winter, 2017). They stressed that shippers all have multiple points of entry that all have similar infrastructure and costs. For example, many shippers would be fine with their product being offloaded in Antwerp, Rotterdam, or

Hamburg, as long as the costs and time to market were competitive. On many direct container services, these 3 ports are on the same service as well, so shippers don’t need to change shiplines or services in order to offload in any of these 3 ports. The Port of Rotterdam believes that creating products that add value to their operation is what can make that shipper choose the Port of Rotterdam instead of Antwerp or Hamburg.

The Port of Rotterdam focused in on Big Data and Innovation as ways to

maximize the value added products for its customers. The PortBase System is aimed to

be “the best in class processes for port supply chain” (PortBase, 2017). The system

acts as a central hub that brings together all the different members of the port

community together. By exchanging data with the central hub, the individual members

of the community see efficiencies in their own systems. The central hub also eliminates

the need to have multiple connections between the members of the community. The

central hub acts as a spider web that connects all the members together, thus

eliminating the opportunity for errors and miscommunications. The individual users also

will all be using the same data, without the need of re-entering the data into the

database, which means all the data is kept in the central hub storage, available in real time to the entire community, in the same language. For example, the shipper can log in at any time and see where their container currently is, along with its location and status.

This transparency gives the shipper a sense of trust in the Port. Any paperwork or customs documentation can be completed inside the system as well, making the system time efficient for users. “95% of export documents are Digital,” (Port of Rotterdam,

2017) highlighting how efficient it is to input the data all in one system instead of having to have multiple entries or systems to complete the same task.

The Port of Rotterdam is one of the most technologically advanced ports in the world, but there is a limit into how much the technology can make you more efficient operationally. Using the technology and adding the Big Data generated from the system can help push these efficiencies down the supply chain. Port management stressed how the data they receive from the community help parties with barge/rail/road

planning, vessel stowing, crane management, customs services, and other operations

(Hengel, 2017). Port efficiency, defined as the “correct mix and standard of port services

provided with the minimum use of resources,” (Kersbergen, 2017) is directly tied to

overall transportation costs. A study found that “an increase in efficiency from 25th to

75th percentiles can lower the shipping costs over 12%” (Kersbergen, 2017). These port

efficiencies should be passed through the supply chain, giving the Port of Rotterdam a

competitive advantage over many other European ports.

Safety is always an important issue to Port Authorities, and the Port of Rotterdam

uses the big data it generates to make the port safer. The same cargo manifests that

are submitted by the shipline and shipper will identify and tag hazardous or flammable

cargo. This cargo can then be managed on the dockside operations, as well as keeping

these vessels safe while transiting the Port. The Pilots also enter their information into

the system, letting any vessel in the Port see if a vessel is currently under the guidance

of a pilot. It also integrates a live vessel tracking map that will show vessel size and

type, making it safer to navigate through a busy harbor.

In our meetings, the Port mentioned their relationship with its educational

partners. They spoke about how big data creates information that can be analyzed to

create knowledge. This creates the perfect synergetic partnership with two local

universities in Rotterdam, The Erasmus University and Delft University of Technology

(Smart Port, 2017). The Port of Rotterdam provides accessibility for professors and

students through the RDM program and encourages students to enter the supply chain

as a career. The knowledge that is built from the data stays in the Port Community. This

knowledge is the basis of the innovation that happens here at the Port. This cycle of

education spurs innovation while creating more knowledgeable members of the regional

supply chain.

One of the side effects of using big data and innovation to bring the supply chain together was creating a sense of community in Rotterdam. There is a general positive feeling around the city towards the Port of Rotterdam, and it can be seen everywhere.

Walking through the Rotterdam Centraal train station, you can see videos and pictures

of shipping containers moving through the port. The Port is a business partner in the

National Maritime Museum of Rotterdam, which houses all of the historic pieces of the

Dutch maritime history, including the first ever gantry cranes and straddle carriers.

When the Maasvlakte 2 terminals were constructed, the Port constructed a small

museum building called Futureland with views of the Port for the community. Inside this

building are exhibits showing how the terminals were constructed, games that allow

users to act as a gantry crane operator, and binoculars that allow the visitor to get better

views of the terminal. It also includes a café that sells coffee and small plates for

visitors. Recently, APM Terminals has partnered with the Port to provide 2 guided tours

a day to visitors who reserve a spot at the Futureland facility. The Port also constructed

a full beach with dunes on the other side of APM Terminals, fully open to the public.

People interested in the facilities can take a day trip to Maasvlakte 2 and go to the

beach, see museums, have a guided tour of one of the most efficient terminals in the

world, have a coffee, and watch a 20,000 TEU vessel come through the harbor.

There are threats to the system, however. After I returned from my residency,

APM Terminals was hit with a vicious malware program that shut down their entire system worldwide. Terminals were completely shut down for hours, some of them even

19 days. Any community information system will be threatened with hacking and malware, so an emphasis has to be placed on maintaining system security. Economic fluctuations can also cause minor hiccups in the overall port community. Many of these systems thrive on volume for efficiency, so a drop in volume can also create a drop in efficiency.

Finally, advanced technology in general creates a workplace threat. New jobs will be created, but some jobs potentially could be eliminated. This has potential pushback that entire port community will have to navigate.

All of these findings are based on the underlying factor that the Port of Rotterdam wants to continue being “the smartest port in the world” (Port of Rotterdam, 2017). The commitment to organize all of the big data into one Port Community System has paid off throughout the supply chain. It has resulted in the Port of Rotterdam becoming more efficient, transparent, and has given the Port of Rotterdam a competitive advantage.

The Port has also embraced its role in managing the system, which creates accountability and encourages the entire supply chain to become a part of this system.

The Port also took the leading role in developing the system, then spinning it off into a non-profit separate organization. This allows the system to be focused on increasing their value added services to the community members, instead of operating by income growth only. As mentioned earlier, the Port of Rotterdam is the largest port in Europe, accounting for about 28% of total European container shipments (Hengel, 2017).

However, the Port is located in one of the smallest countries in Northern Europe. It is impressive how the Port of Rotterdam has maintained is status as the biggest distribution hub in Europe in one of the smallest countries respectively.

View from Café in Futureland at Maasvlakte 2

Public Beach at Maasvlakte 2

National Maritime Museum – Straddle Carrier & Gantry Cranes

Opportunities for Port Everglades

By being able to meet and learn from the Port of Rotterdam and its partners, there are many potential opportunities for Port Everglades that can affect all business segments. The Port of Rotterdam places a huge emphasis on the collection and use of big data, making sure that data is accurate and reliable. The end goal is to create a value added product that benefits all users in the supply chain.

Port Everglades uses a community system (not PortBase) to enter data port wide. However, this system sometimes has missing information depending on the business segment entering the information. This leads to information that is incomplete,

such as cargo movements without an assigned terminal operator. This missing

information creates challenges in making informed business decisions regarding the

efficiency of the Port. By placing a greater emphasis on the collection of big data and

transparency, the Port will have a much better understanding on real-time status of the

business. Port Everglades could create that web that eliminates redundancies and too

many bilateral relationships. The Port of Rotterdam took the lead in getting their terminal

operators on board with the Port Community System, which led to a fully inclusive and

transparent product. It’s important that Port Everglades take the lead role in the further development of their system. It will take time and effort, but the benefits seen in

Rotterdam, which has been developing their system since 2001, should encourage Port

Everglades to take the lead. One specific example could be creating a way to track truck movements entering the cargo gates. This would monitor truck traffic movements, which would alert the Port to traffic backups in real-time. This allows the Port to be more

proactive and less reactive. Further down the line, this could be further developed into a

truck reservation system to help stagger truck movements, reducing congestion on the

Port. The Port can also partner with its terminal operators to share information regarding

shipments to/from vessels. Having the terminal operator log the containers they are

handling will create a transparent operation, allowing the Port and other users to see

real-time status reports of containers on the terminal, hazardous material shipments,

and throughput per acre analysis.

Port Operations could see their efficiencies grow as well with the better collection

of big data. Operations currently utilizes AIS software, real time vessel tracking, in their

daily operation. By creating a free flowing data exchange between the agents, vessels,

and harbormaster, the berthing and safety hazards could be optimized. The

harbormasters would be able to see which vessels have hazardous materials on board,

making it safer to maneuver that vessel around cruise ships and personal watercraft in

the harbor. Vessels currently under the guidance of a pilot would also be shown,

increasing harbor safety. Port Everglades also has a limited amount of infrastructure,

including cranes and berths. The terminal operator could upload shipments on

upcoming vessel calls, which would allow Port Operations to more efficiently assign

berths and cranes, saving time and money.

Safety is always a key issue around the supply chain. As previously mentioned,

the collected data could be compiled to make cargo transiting the harbor safer. It can

also be used to more efficiently dispatch emergency services around the cruise

terminals. Port Everglades currently ranks as the 3rd biggest cruise port in the world,

with just under 4 million passengers annually. The Port could use a similar technique that the Port of Rotterdam has used, which is to assign sections of berths by individual identifications. For example, Terminal 18 at Port Everglades has 1 berth, but that berth can be split up into 5 smaller sections. If a cruise passenger is in distress, emergency personnel can be dispatched to a specific location quickly and efficiently. This reduces communication errors and leads to a safer operation overall. This can also be applied to

the cargo and petroleum berths, for things like fire safety. Emergency incidents could

also be updated in real time, keeping the Port Community fully informed. Timestamps

with comments would record when emergency services were dispatched, when they

arrived, when and what treatment was administered, and when the incident was fully

closed.

Port Everglades is also situated between many world class educational

institutions, including Nova Southeastern University, Broward College, and Florida

Atlantic University. The universities are great potential partners for stimulating

innovation around the Port. They are also capable of producing the future leaders of the

local port community. Nova Southeastern University actually has an Oceanographic

Campus overlooking Port Everglades. This is a natural opportunity to bring together the academic and port community.

The Port of Rotterdam was also able to use the big data the port partners gathered to create an overall sense of community. It’s important to see the value added

benefits of bringing the regional supply chain together into one, efficient, port

community. Whether its terminal operators, agents, cruise lines, or customs, the supply

chain works more efficiently if they are one single community. By having a one stop

shop system that allows all users to efficiently interact, you are creating added value to

your organization in a time when many US Ports are competing with similar

infrastructure. Port Everglades needs to take the lead in bringing the whole community

together. Once on board, the big data that will be generated will assist in all phases of

the Port, making Port Everglades run more efficiently and safely.

The scale of these possible implementations can also be adjusted. Port

Everglades already has a port community system, albeit nothing like the Port of

Rotterdam. Port Everglades could create pilot programs to gather data that can then be

used in order to create support from the members of the community. Many of the added

value services that these Port Community Systems create are very hard to quantify until

data is generated from an implementation. By using pilot programs, it becomes easier to

sell as the lead for creating the port community system. Pilots can also find potential

problems early on, and offer time to the community for their feedback to make the

system more efficient to each specific operation. Port Everglades, which is already

lacking physical land to grow, has a unique opportunity to grow its business through big

data innovations focusing on increased efficiency on the same footprint of land.

Conclusion

Overall, the Port of Rotterdam is one of the most impressive Ports in the world. It

was a pleasure to have studied how they have established themselves as the “Smartest

Port” in the world. The 25 miles of harbor provides an opportunity to observe how

multiple members of the local supply chain come together into one Port Community. By

focusing on the big data and innovation sectors, I was successfully able to see how the

Port of Rotterdam focused on adding value to their overall operation in order to attract

and maintain their competitive position as one of the largest ports in the world.

My residency in Rotterdam was a unique learning experience that was

thoroughly impressive. It was an incredible experience being able to see how the

biggest Port in Europe, a port bigger than any port in the United States, uses data and

technology to add value to their organization. It was also a great experience to explore and discuss how the Port of Rotterdam overcame many of the challenges that ports in the United States may experience in the future. The knowledge that I have gained from

this experience definitely increases my value to the industry and to the AAPA/PPM®

Program.

I found it beneficial to complete a residency instead of a separate project. The hands on experience provided a learning atmosphere that a project alone could not replicate. I found it useful to be able to see the terminal operation in person, along with the biggest container ships in the world being worked efficiently. It is one thing to read or hear about the operation, but seeing it in action is an eye opening experience. I was

also able to get the thoughts of multiple members of the local supply chain, including the

port authority, terminal operators, shippers, academia, and local community. Each of

these partners sees things in different ways, which made it very interesting to study how

they call came together for a net benefit using the Port Community System. I would

highly recommend choosing to do a residency for any future AAPA/PPM® candidates.

The overall residency experience at the Port of Rotterdam was positive, but I was

pleased to have narrowed down the focus of the residency to the big data and

innovation topic. This topic kept the focus on adding value through the community, but

allowed for the study of the entire supply chain. I would recommend to have topics

narrowed down sufficiently in order to efficiently study the topic at hand.

In conclusion, I am appreciative to Port Everglades staff for allowing me to

complete my residency abroad as well as my overall involvement in the AAPA/PPM®

Program. I also appreciate the AAPA Curriculum Committee for allowing me to go to

Europe to complete my residency. This experience was hugely beneficial in my

professional development, and I hope to use knowledge and insights I gained to

continue to be a part of the global port community.

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Port of Rotterdam. (2017, June 19). Smartest Port. Retrieved from Port of Rotterdam: https://www.portofrotterdam.com/en/business-opportunities/innovation-smartest-port

PortBase. (2017, June 15). About Us. Retrieved from PortBase: https://www.portbase.com/en/about-us/

PortBase. (2017, June 19). The Port Community System. Retrieved from PortBase: https://www.portbase.com/en/port-community-system/

RDM Rotterdam. (2017, June 15). About RDM Rotterdam. Retrieved from RDM Rotterdam: https://www.rdmrotterdam.nl/en/about-rdm/

RDM Rotterdam. (2017, June 15). About Us. Retrieved from RDM Rotterdam: https://www.rdmrotterdam.nl/en/about-rdm/

Smart Port. (2017, June 19). Organisation. Retrieved from Smart Port: http://smart-port.nl/en/

Top 50 World Container Ports. (2017, June 9). Retrieved from World Shipping: http://www.worldshipping.org/about-the-industry/global-trade/top-50-world-container-ports

Winter, P. R. (2017, May 30). Head Digital Strategy & Information Management. (N. Vandenheiligenberg, Interviewer)

Appendix A: Port Everglades Waterborne Commerce Chart FY2016

Appendix B: Residency Details Dates: May 20th-June 1st Residency: Port of Rotterdam Parties Interviewed:

• Port of Rotterdam o Steven Jan van Hengel – Sr. Manager, Americas & Africa o Leontien Snijders – Project Leader o Paul RN Walter – Head, Digital Strategy & Informational Management • APM Terminals Rotterdam B.V. o Annemieke de Wit-Blaak – General Manager, Commercial • Trade Commissioner of Guatemala o Claudia de León • Schiphol Airport

Appendix C: AAPA/PPM® Requirements

Professional Port Manager (PPM®) Certification Program

The AAPA Professional Port Manager Program is an unparalleled industry certification designed to shape the future of port leadership and enhance port management professionalism.

Purpose

The American Association of Port Authorities offers the designation of Professional Port Manager (AAPA/PPM®). The designation AAPA/PPM® is intended to further the AAPA’s goals to enhance port management professionalism. The program assists public port authorities, marine related organizations and agencies in hiring or promoting qualified seaport managers and professionals. A secondary objective is to publish selective written materials and make them available as educational and informational sources to AAPA members.

Background

Many organizations provide some formal process through which members can fulfill requirements necessary for the successful achievement of an advanced professional certification.

The AAPA/PPM® program has been a successful program that has advanced the goals of the organization by ensuring that port managers are well versed in numerous fields. It has allowed "up and coming" port managers to participate in conferences with their peers, and prepare for their career advancement.

The objective of the program is to provide a rigorous, meaningful experience for candidates, enabling them to build relationships, gain practical experience, and strengthen professional credentials.

AAPA/PPM® Eligibility

The candidate must be a full-time employee of an AAPA member public port authority, port agency or a maritime related organization that has risen to an appropriate level within the organization. At a minimum the candidate must have had management responsibilities for at least five years prior to the date of enrollment in the PPM® program. A candidate to the program must be nominated by his/her port director or at minimum receive a letter of support from the port director. Selection into the PPM® program is an honor. Applicants will be reviewed, evaluated, and selected for enrollment in the program by the Curriculum Committee.

Applicants will be enrolled in a specific "class," rather than as individuals, and will work and attend programs as a group in a term lasting four years. AAPA/PPM® Program Requirements

Minimum requirements to participate in the AAPA/PPM® program are:

The candidate must be is a full-time employee of a Public Port Authority, Port Agency or a maritime related organization with management responsibilities and must have held such management position for at least five years prior to the date of enrollment in the AAPA PPM® program. Applicants to the program must be nominated by their chief executive officers or at minimum receive a letter of support from their chief executive officers. Applicants will be reviewed, evaluated, and selected for enrollment in the program by the Curriculum Committee. AAPA/PPM® Certification Requirements

Candidates will be enrolled in classes, rather than as individuals, and will work and graduate as group in a term lasting four years from the date of enrollment.

Candidates are required to attend the Executive Management Conference and Marine Terminal Management Training Program as a class. Candidates are also required to complete all of the following core seminars:

Facilities Engineering Seminar Infrastructure Development & Financing Seminar Energy & Environment Seminar Public Relations Seminar Security & IT Seminar The candidate must also attend any three of the following elective seminars:

Cruise Seminar Shifting International Trade Routes Maritime Economic Development Workshop Port Administration and Legal Issues Seminar Information Technology Seminar One of the elective requirements may be fulfilled by successful completion of a relevant non- AAPA seminar or training program, such as those sponsored by the Seatrade Organization, The International Association of Ports & Harbors, the Association of Canadian Port Authorities, the Economic Commission for Latin America and the Caribbean, the Council of Logistics Management, the National Association of Foreign Trade Zones, the International Navigation

Association (PIANC) and the University of New Orleans, but only with the express consent of the Curriculum Committee.

Candidates will not be required to repeat courses they have taken within five years prior to AAPA/PPM® enrollment.

The candidate must participate actively as a member of an AAPA standing committee for the entire four year AAPA/PPM® program term.

The candidate must complete a project. There are three options for meeting the project requirement, all of which are subject to review and approval of the Curriculum Committee:

Prepare and present an original written paper or document on a topic that advances port management theory or practice. Upon submission, the paper shall become the property of AAPA, and the candidate shall relinquish and waive all interest, property or otherwise, therein. The Curriculum Committee will approve the topic and an abstract of the paper in advance. The final written work must also be reviewed and approved by the Curriculum Committee. Candidates or a group of Candidates may assist (similar to serving in an unpaid consultant capacity) a port on a specific project, such as a strategic plan or economic analysis. Consulting on a specific port project is subject to approval of the Curriculum Committee and candidates would be required to summarize their experience and contribution. Candidates may arrange for a “residency” of no less than two weeks at another port. The objective is to gain experience and expertise from another port environment and to bolster professional relationships. Participation in the residency option is subject to approval of the Curriculum Committee and candidates would be required to provide a detailed written report to the Curriculum Committee on their experiences from such residency. PPM® Curriculum Committee

The Curriculum Committee is responsible for reviewing curriculum requirements for the attainment of the AAPA PPM®, as well as AAPA PPM® maintenance requirements.

The AAPA Chairman of the Board shall select, as members of the Curriculum Committee, port directors or senior-level port managers who are acknowledged as leaders in the port industry and widely respected for their knowledge and experience. The Curriculum Committee members should be representative of AAPA’s diverse ports and regions and will ideally include port professionals who have received the PPM® designation.

The Curriculum Committee, supported by AAPA staff, will regularly review AAPA/PPM® program requirements. One area requiring particular continuing attention will be the identification of all non-AAPA education and training programs that are determined to be appropriate to fulfill the requirements listed in “AAPA/PPM® Requirements.”

The Chairman of the Board will appoint a Chairman of the Curriculum Committee. The Committee may select a vice-chairman and organize itself, as it deems appropriate. Committee members shall serve for a minimum of two years.

Certification

AAPA will provide an AAPA/PPM® certificate to each person earning the designation; will publicize the list of persons receiving the designation in AAPA publications; will recognize those earning the designation during the AAPA Annual Convention; and, encourage the port employing those earning an AAPA/PPM® designation to publicize such achievement within their port, city and region.