Select U.S. Ports Prepare for Panama Canal Expansion
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
[This] System Makes Us a More Competitive Port.” and a Commitment We Make to You, Our Stakeholders
EXPORTS Northeast Florida taps into a WORLD of opportunity Life. Uninterrupted. Sea Star Line knows that in Puerto Rico, the rhythm of daily life depends on us. That’s why our customers know that their cargo will arrive on time, every time. We ensure that shelves are stocked, fresh food is always available and life goes on, uninterrupted. #1 on-time carrier to Puerto Rico. SeaStarLine.com @ssltradenotify 877.SSL.SHIP JAXPORT Chief Executive Officer Brian Taylor, (904) 357-3036 2014Magazine Executive Vice President / Chief Commercial Officer Roy Schleicher, (904) 357-3041 On The Cover Northeast Florida taps into a world of opportunity ................................................... 12 BOARD OF DIRECTORS John Falconetti - Chairman Dr. John Allen Newman - Vice Chairman Robert Spohrer - Treasurer View James Citrano - Secretary Joe York - Immediate Past Chairman JAXPORT CEO Trend Report ....................................................................................... 2 Nancy Soderberg - Member Ed Fleming - Member Feature JAXPORT COMMERCIAL DIVISION Supportive federal agencies offer edge ...................................................................... 4 Director & General Manager of Business Development U.S. ports seen as stable investment ......................................................................... 6 Robert Peek, (904) 357-3047 Director, National Accounts and Container Sales Latin America holds great promise ............................................................................. 8 Lisa Wheldon, (904) 357-3059 -
FY 2013 Annual Report
2 0 JAXPORT | JACKSONVILLE PORT AUTHORITY 1 3 ANNUAL REPORT ABOUT JAXPORT The Jacksonville Port Authority (JAXPORT) is an independent agency responsible for the development of public seaport facilities in Jacksonville, Florida. JAXPORT owns three cargo facilities and one passenger cruise terminal along the St. Johns River: Blount Island Marine Terminal, Talleyrand Marine Terminal, Dames Point Marine Terminal and the JAXPORT Cruise Terminal. • Ten of the world’s top 15 global carriers now serve JAXPORT • Serving the Asian trade through the Panama & Suez Canals • Record setting container volume at JAXPORT • More than 60 million consumers within one-day truck drive • One of the nation’s highest-weight-bearing-capacity docks • No. 1 container port complex in Florida • 5th year of container volume growth • 13th year of operating revenue growth • Celebrating a decade of cruise service • Foreign Trade Zone No. 64 named one of the best in the world • No. 1 U.S. port handling trade to Puerto Rico • No. 1 U.S. vehicle export port • One of 16 U.S. Strategic Ports on-call to move military cargo for national defense Blount Island Marine Terminal Dames Point Marine Terminal Talleyrand Marine Terminal A MESSAGE FROM JAXPORT Joe York Brian Taylor Chairman of the Board Chief Executive Officer 2 JAXPORT.com/2013report/ | Twitter: @JAXPORT | Flickr.com/jaxport | YouTube.com/jaxport | LinkedIn: JAXPORT | Facebook.com/JacksonvillePortAuthority Strategic Master Plan Delivering a 47-foot shipping channel & beyond VISION Northeast Florida will be a principal hub -
Jacksonville Port Authority: Strategic Master Plan Final Draft
Jacksonville Port Authority: Strategic Master Plan Final Draft Prepared for: Jacksonville Port Authority 2831 Talleyrand Avenue Post Office Box 3005 Jacksonville, FL 32206-0005 Prepared by: MARTIN ASSOCIATES 941 Wheatland Avenue, Suite 203 Lancaster, PA 17603 (717) 295-2428 Dames Point Marine Terminal Blount Island Marine Terminal Talleyrand Marine Terminal December 5, 2013 TABLE OF CONTENTS EXECUTIVE SUMMARY ......................................................................................................................................... 1 INTRODUCTION .................................................................................................................................................. 17 I. OVERVIEW OF CURRENT MARKETS IN WHICH THE JACKSONVILLE PORT AUTHORITY OPERATES AND COMPETES ........................................................................................................................................................................... 19 1. JAXPORT HISTORICAL EXISTING CARGO BASE ...................................................................................................... 19 2. EXISTING CONTAINER OPERATIONS .................................................................................................................... 21 2.1. Historical And Current Conditions ................................................................................................................ 21 2.2. JAXPORT Container Operations ................................................................................................................... -
JAXPORT Strategic Master Plan 2020-2025
jaxport strategic plan 2020–2025 OVERVIEW JAXPORT’s 2020-2025 Strategic Master Plan was developed by JAXPORT’s senior leadership team with support from international maritime consultant Martin Associates. This plan will serve as JAXPORT’s roadmap to success over the next five years. Based on detailed market, facilities, financial and economic analyses of JAXPORT’s operations, the plan is designed to be a living document that is reviewed on a regular basis, incorporating new information and developments, and refining market projections and opportunities. JAXPORT’s previous Strategic Master Plan was completed in 2014 and focused on building JAXPORT’s infrastructure to prepare for business growth. This new plan is designed with the success of our customers in mind. It builds on the opportunities created by the completion of the projects outlined in the previous plan and focuses on growing JAXPORT’s revenue and volumes—and the private sector jobs they support. KEY ELEMENTS OF THE 2020-2025 PLAN INCLUDE THE FOLLOWING: Vision and Mission Statements Five Aspirations to Guide JAXPORT’s Work Quantifiable Job Creation Goals for Northeast Florida TEN STRATEGIES WITH A FOCUS ON FOUR KEY INITIATIVES: Expanding JAXPORT’s Container Business Growing Vehicle Volumes Growing Breakbulk Capacity and Volumes Acquiring Additional Land for Port Growth JAXPORT’S VISION JAXPORT will be a global leader in diversified trade and supply chain solutions, focused on efficiency and fiscal integrity. JAXPORT’S MISSION Creating jobs and opportunity by offering the most -
Request for Proposals Passenger Ferry Operator
PBHFS – RFP 2018 REQUEST FOR PROPOSALS PASSENGER FERRY OPERATOR For the PENINSULA AT BAYONNE HARBOR BAYONNE, NEW JERSEY JUNE 12, 2018 1 PBHFS – RFP 2018 I. INTRODUCTION AND GENERAL INFORMATION WELCOME TO THE CITY OF BAYONNE AND THE PENINSULA AT BAYONNE HARBOR: Bayonne’s shipping port terminal on New York Bay, built in 1932 to create additional industrial space for the city, was taken over by the U.S. Navy during World War II and the U.S. Army in 1967. Ships carried goods from the terminal for every major U.S. military operation from World War II to the Persian Gulf and Haiti missions in the 1990s. At its peak, the Military Ocean Terminal at Bayonne (MOTBY) employed 3,000 civilian and armed services personnel – many of whom lived in the area – and handled more than 1 million tons of cargo each year. But with the end of the Cold War and the subsequent decreasing need for the deployment of U.S. forces, the federal government decided to close MOTBY down in 1995, despite strong opposition from state and local officials. Jobs were phased out over the next three years; the closure was complete in 1999. But the value of this former naval supply center was obvious to some. In 2002, MOTBY was officially renamed The Peninsula at Bayonne Harbor by the Bayonne Local Redevelopment Authority (BLRA) – the city’s redevelopment arm. Plans were unveiled to redevelop the 430-acre former ocean terminal into a mixed-use complex. The project began in 2002, environmental cleanup was completed, building were demolished and construction began. -
JAXPORT Jacksonville Port Authority
JACKSONVILLE PORT AUTHORITY ANNUAL REPORT REPORT ANNUAL AUTHORITY PORT JACKSONVILLE 2014 JAXPORT Jacksonville Port Authority 2014 Annual Report The Jacksonville Port Authority (JAXPORT) is an independent agency responsible for the development of public seaport facilities in Jacksonville, Florida. JAXPORT owns three cargo facilities and one passenger cruise terminal along the St. Johns River: Blount Island Marine Terminal, Talleyrand Marine Terminal, Dames Point Marine Terminal and the JAXPORT Cruise Terminal. 4 Vision Northeast Florida will be a principal hub of the nation’s global logistics, trade and transportation network. Mission Creating jobs and opportunity by offering the most competitive environment for the movement of cargo and people. Guiding Principles Innovation • Teamwork • Accountability • Leadership • Integrity Pledge Demand a measurable return for the dollars invested Maximize the use of public assets for public good Balance the interests of those we serve Integrate green port initiatives into all endeavors Pursue all outreach and engagement opportunities 5 A Message from JAXPORT The information presented in the pages ahead highlights another year of financial stability, cargo diversity, intense focus on business development and superior customer service at JAXPORT. These factors – along with careful expense-side management – enable us to fulfill our chartered mission to deliver sound economic impact for Northeast Florida and create an environment for individuals and private enterprise to prosper. JAXPORT moved 8.3 million tons of cargo last year and earned $53.2 million in operating revenues marking the port’s 14th consecutive year of operating revenue growth. 2014 was also another year of record container growth and an especially noteworthy period for JAXPORT’s Asian container business, which increased by 20 percent. -
NNN Leased Investment 3007 Edgewood Ave W, Jacksonville, FL
NNN Leased Investment 3007 Edgewood Ave W, Jacksonville, FL Exclusively Offered By: Ken Gould Brian Barson, CCIM Senior Vice President/Principal Senior Vice President/Principal (949) 724-4728 (949) 724-4717 [email protected] [email protected] DISCLAIMER This Executive Summary was prepared by Lee & Associates - Newport Beach (the “Broker”) solely for prospective purchasers of 3007 Edgewood Ave W, Jacksonville, FL (the “Property”). Neither we (Lee & Associates, its brokers, employees, agents, principals, officers, directors and affiliates) nor the Owner of the Property (the “Owner”) make any representation or warranty, expressed or implied, as to the completeness or the accuracy of the material contained herein. The information contained herein was prepared to provide a summary of unverified information to prospective purchasers and to establish only a preliminary level of interest in the Property. The information contained herein is not a substitute for a thorough due diligence investigation; you and your attorneys, advisors and consultants should conduct your own investigation of the property and transaction. The information contained herein has been obtained from the property owner or other third party and is provided to you without verification as to accuracy with respect to the size and square footage of the Property and improvements, the presence or absence of contaminating substances, PCB’s or asbestos on the Property, etc. All potential buyers must take appropriate measures to verify all of the information set forth herein. It is the sole responsibility of the prospective Buyer to confirm the size of the units, building and property. The building is being offered on an “As Is” basis - Broker and Owner shall not make any representations as to the conditions of the building. -
BERTH PRODUCTIVITY the Trends, Outlook and Market Forces Impacting Ship Turnaround Times
JULY 2014 BERTH PRODUCTIVITY The Trends, Outlook and Market Forces Impacting Ship Turnaround Times JOC Port Productivity Brought to you by JOC, powered by PIERS JOC Group Inc. WHITEPAPER, JULY 2014 BERTH PRODUCTIVITY: The Trends, Outlook and Market Forces Impacting Ship Turnaround Times TABLE OF CONTENTS Introduction. 1 Berth Productivity . 3 The Trends, Outlook and Market Forces Impacting Ship Turnaround Times Asia’s Troubled Outlook . 9 Why a Steady Dose of Mega-ships Limits the Potential for Berth Productivity Gains Racing the Clock in Europe . .11 Big Projects Pave the Way for the World’s Biggest Ships Behind the Port Productivity Numbers . .14 About the JOC Port Productivity Rankings. 16 The Rankings. 17 Validation Methodology. 23 Rankings Methodology . .23 About the Report. .24 About JOC Group Inc. .24 TABLES Rankings the Ports . 17 Top Ports: Worldwide . 17 Top Ports: Americas. .18 Top Ports: Asia. .18 Top Ports: Europe, Middle East, Africa. 18 Rankings the Terminals. .19 Top Terminals: Worldwide. .19 Top Terminals: Americas . .19 Top Terminals: Asia . .20 Top Terminals: Europe, Middle East, Africa . .20 Port Productivity by Ship Size. 21 Top Ports Globally, VESSELS LESS THAN 8,000 TEUS . .21 Top Terminals Globally, 8,000-TEU VESSELS AND LARGER . .21 Top Terminals Globally, VESSELS LESS THAN 8,000 TEUS . 22 Top Ports Globally, VESSELS 8,000+ TEUS . 22 +1.800.952.3839 | www.joc.com | www.piers.com ii © Copyright JOC Group Inc. 2014 WHITEPAPER, JULY 2014 BERTH PRODUCTIVITY: The Trends, Outlook and Market Forces Impacting Ship Turnaround Times Introduction ENHANCING BERTH PRODUCTIVITY By Peter Tirschwell Executive Vice If there’s an issue in the container shipping world that’s hotter than port President/Chief productivity, I’m not aware of it. -
Epilogue 1941—Present by BARBARA LA ROCCO
Epilogue 1941—Present By BARBARA LA ROCCO ABOUT A WEEK before A Maritime History of New York was re- leased the United States entered the Second World War. Between Pearl Harbor and VJ-Day, more than three million troops and over 63 million tons of supplies and materials shipped overseas through the Port. The Port of New York, really eleven ports in one, boasted a devel- oped shoreline of over 650 miles comprising the waterfronts of five boroughs of New York City and seven cities on the New Jersey side. The Port included 600 individual ship anchorages, some 1,800 docks, piers, and wharves of every conceivable size which gave access to over a thousand warehouses, and a complex system of car floats, lighters, rail and bridge networks. Over 575 tugboats worked the Port waters. Port operations employed some 25,000 longshoremen and an additional 400,000 other workers.* Ships of every conceivable type were needed for troop transport and supply carriers. On June 6, 1941, the U.S. Coast Guard seized 84 vessels of foreign registry in American ports under the Ship Requisition Act. To meet the demand for ships large numbers of mass-produced freight- ers and transports, called Liberty ships were constructed by a civilian workforce using pre-fabricated parts and the relatively new technique of welding. The Liberty ship, adapted by New York naval architects Gibbs & Cox from an old British tramp ship, was the largest civilian- 262 EPILOGUE 1941 - PRESENT 263 made war ship. The assembly-line production methods were later used to build 400 Victory ships (VC2)—the Liberty ship’s successor. -
Request for Proposals for the Performance Of
February 20, 2018 SUBJECT: REQUEST FOR PROPOSALS FOR THE PERFORMANCE OF EXPERT PROFESSIONAL PLANNING AND FEASIBILITY STUDY FOR THE WHARF REPLACEMENT PROGRAM DURING 2018 THROUGH 2020 (RFP #52133) Dear Sir or Madam: The Port Authority of New York and New Jersey (the “Authority”) is seeking proposals in response to this Request for Proposals (RFP) from prospective consultants (also “you,” “Firm” and “Proposer”) for the performance of expert planning and feasibility study for the wharf replacement program. The scope of the planning and feasibility study is to provide the Authority with a framework from which to plan the systematic replacement of its waterfront structures over a span of approximately thirty (30) years for its five (5) port facilities: Port Newark, Elizabeth-Port Authority Marine Terminal, Port Jersey-Port Authority Marine Terminal, Howland Hook Marine Terminal and Brooklyn-Port Authority Marine Terminal (“Wharf Replacement Program”). The term of the agreement between the Authority and the Consultant will be for two (2) years, with up to two (2) additional one (1) year option periods, upon the same terms, conditions and pricing, unless otherwise agreed to by the Authority. The scope of the services to be performed by you are set forth in Attachment A of the Authority’s Standard Agreement (the “Agreement”), included herewith as Exhibit II. You should carefully review this Agreement as it is the form of agreement that the Authority intends that you sign in the event of acceptance of your Proposal and forms the basis for the submission of Proposals. The services to be performed by the Consultant may be funded in whole or in part by the Federal Highway Administration, therefore Federally mandated terms and conditions are applicable (See Exhibit I for applicable Federal Highway Administration Requirements). -
Of the New Jersey Maritime Pi- Lot and Docking Pilot Commission
156th Annual Report Of The New Jersey Maritime Pi- lot and Docking Pilot Commission Dear Governor and Members of the New Jersey Legislature, In 1789, the First Congress of the United States delegated to the states the authority to regulate pilotage of vessels operating on their respective navigable waters. In 1837, New Jersey enacted legislation establishing the Board of Commissioners of Pilotage of the State of New Jersey. Since its creation the Commission has had the responsibility of licensing and regulating maritime pilots who direct the navigation of ships as they enter and depart the Port of New Jersey and New York. This oversight has contributed to the excellent reputation the ports of New Jersey and New York has and its pilots enjoy throughout the maritime world. New legislation that went into effect on September 1, 2004 enables the Commission to further contribute to the safety and security of the port by requiring the Commission to license docking pilots. These pilots specialize in the docking and undocking of vessels in the port. To reflect the expansion of its jurisdiction the Commission has been renamed “The New Jersey Maritime Pilot and Docking Pilot Commission.” In keeping with the needs of the times, the new legislation has a strong security component. All pilots licensed by the state will go through an on going security vetting. The Commission will issue badges and photo ID cards to all qualified pilots, which they must display when entering port facilities and boarding vessels. The legislation has also modernized and clarified the Commissions’ authority to issue regulations with respect to qualifications and training required for pilot licenses, pilot training (both initial and recurrent) accident investigation and drug and alcohol testing. -
Review of Maritime Transport 2018 65
4 In 2017, global port activity and cargo handling of containerized and bulk cargo expanded rapidly, following two years of weak performance. This expansion was in line with positive trends in the world economy and seaborne trade. Global container terminals boasted an increase in volume of about 6 per cent during the year, up from 2.1 per cent in 2016. World container port throughput stood at 752 million TEUs, reflecting an additional 42.3 million TEUs in 2017, an amount comparable to the port throughput of Shanghai, the world’s busiest port. While overall prospects for global port activity remain bright, preliminary figures point to decelerated growth in port volumes for 2018, as the growth impetus of 2017, marked by cyclical recovery and supply chain restocking factors, peters out. In addition, downside risks weighing on global shipping, such as trade policy risks, geopolitical factors and structural shifts in economies such as China, also portend a decline in port activity. Today’s port-operating landscape is characterized by heightened port competition, especially in the container market segment, where decisions by shipping alliances regarding capacity deployed, ports of call and network structure can determine the fate of a container port terminal. The framework is also being influenced by wide- PORTS ranging economic, policy and technological drivers of which digitalization is key. More than ever, ports and terminals around the world need to re-evaluate their role in global maritime logistics and prepare to embrace digitalization- driven innovations and technologies, which hold significant transformational potential. Strategic liner shipping alliances and vessel upsizing have made the relationship between container lines and ports more complex and triggered new dynamics, whereby shipping lines have stronger bargaining power and influence.