Thesis (MBA (Business Management))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: Transnet, the entity responsible for port infrastructure and the operating thereof, are faced with the difficult task of ensuring that the port system in South Africa is always ready to cater to all import and export requirements of the country. A major portion of these volumes will enter and leave the country in the form of containerised cargo, which effectively unitises the cargo for easier handling. What makes the task for Transnet that much more difficult, is that volumes are not easily forecasted and when one takes into account that ports need to be looking at least ten years down the line to ensure infrastructure can be put in place in time, it makes the problem that much more difficult. International studies show that trade between India, Europe and South America are growing, which provides South Africa with the opportunity to become a hub port based on the countries central location between these three areas. Currently Durban and the recently opened port of Ngqura are and will be serving as hub ports to cater for these and other volumes, but it is not certain under what conditions there would be a need for an additional hub port, if at all. Through the course of this research report three scenarios of growth are examined in an effort to answer this question. / AFRIKAANSE OPSOMMING: Transnet, die entiteit verantwoordelik vir hawe-infrastruktuur en die werking daarvan, is met die moeilike taak geplaas om te verseker dat die hawe-stelsel in Suid-Afrika altyd gereed is vir al die invoer en uitvoer vereistes van die land. 'n Groot gedeelte van hierdie vereistes sal die land betree en verlaat in die vorm van houers, wat goedere unitiseer vir makliker hantering. Wat die taak vir Transnet soveel moeiliker maak, is dat die volumes nie maklik geskat kan word nie, en wanneer Transnet ten minste tien jaar in die toekoms moet skat om seker te maak dat die infrastruktuur in plek kan gestel word in tyd, maak dit die probleem soveel moeiliker. Internasionale navorsing dui dat die handel tussen Indië, Europa en Suid-Amerika groei, wat vir Suid-Afrika die geleentheid skep om 'n ‘hub port’ to word wat gebaseer is op die land se sentrale ligging tussen hierdie drie lande. Op die oomblik sal Durban en die onlangs geopende hawe van Ngqura, as ‘hub ports’ funksioneer om voorsiening te maak vir hierdie en ander volumes, maar dit is nie seker onder watter omstandighede sou daar 'n behoefte vir 'n ekstra-hub port wees nie. Deur die loop van hierdie navorsing word verslag gelewer van die drie scenario's, en word hierdie vraag ondersoek in 'n poging om hierdie vraag te beantwoord.

Thesis (MTech (Business Administration))--Cape Technikon, 2004. / The Cape Town Container Terminal (CTCT) facilitates the handling process ofImport and Export containers for the Western Cape and other regions. South African Port Operations (SAPO), a division of the transport parastatal Transnet, is the operator that handles container volumes through the terminal. Due to the nature of its operations, it focuses on service standards within the industry. The International Shipping Industry expects this container terminal to conform by providing the same operational standards and service they receive from other international ports. Container terminal efficiency and productivity were not providing a reliable and efficient service for vessels calling to CTCT. Delays became so endemic that the shipping lines instituted a seventy-five dollar congestion surcharge on each container being handled This surcharge was passed on to the consumer therefore increasing the logistical cost of goods and services. The fact that a shipping line was bypassing Cape Town altogether was an indication that the Terminal was experiencing difficulty in maintaining its port status as a prominent and efficient container terminal at the southern tip of Africa.

Thesis (MCom)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The South African fresh fruit export industry is concerned about fruit and financial losses due to temperature breaks within the fresh fruit export cold chain. The Port of Cape Town plays a crucial role in the export process as the majority of fruit reefer containers that are exported through Cape Town are handled by the Cape Town Container Terminal. This study focuses on the container terminal leg of the fresh fruit export process. Observations made in the Cape Town Container Terminal, at shipping lines and exporting companies show that certain procedures are not always followed in the Cape Town Container Terminal and that congestion and ineffective working methods are causing breaks within the fresh fruit export cold chain. Temperature and time data received from Transnet Port Terminals, shipping lines and exporting companies were analysed for the container terminal segment of the export process. From the data analysis it is clear that there are a large number of breaks originating within the container terminal and that the port is not operating efficiently. The study identifies areas of improvement and makes recommendations on improving some of the issues discussed.

PhD (Business Management) / Department of Business Management / Contemporary cloud-based computing is crucial for the efficient delivery of ICT systems to users, as well as for versatile disaster recovery and business continuity management (BCM) platforms. Based on the need for efficient and fault-tolerant port operations, this study proposes a cloud-based business continuity framework (BCM) for the container terminal operations (CTO) in South Africa. The study examined the impact of ICT systems and services on Container Terminal Operations (CTO); determined Critical Business Functions in operations that must stay operational and analysed the impact of the unavailability of ICT systems and services on critical operations. This empirical study employed both quantitative and qualitative research designs and collecting data through self-constructed and self-administered questionnaires and interviews. Quantitative data was analysed using the IBM Statistical Package of Social Science (SPSS) Version 23 while qualitative data was analysed through thematic analysis of interviews. Results show that to realize effective organizational resilience using BCM, three insights, as underlying mechanisms for assimilating cloud computing in BCM can be inferred: the first is that a digitalized BCM architecture ‘fits’ the cloud computing model. The specific BCM characteristics that befits cloud computing are continuous data processing; continuous data access and delivery; multi-platform data access; always – on ICT Services; and better decision making. Secondly, the cloud computing model is a ‘viable’ model that can contribute to managing complex organizations characterized by business units that are highly differentiated in terms of size, structure, ICT and investment levels. For such complex organizations, viability is visible in terms of how the multi-units can harness collective intelligence (CI) for more effective BCM. Collective intelligence, as a form of universally distributed intelligence that is constantly enhanced, coordinated in real time, and which results in effective mobilization of organizational competence, is a core organizing metaphor for achieving BCM in a complex organization. Lastly, to realize BCM, underpinned by greater digitalization of BCM and harnessing of CI; there is need for rethinking strategy towards adoption of an ‘Intelliport strategy’ or ‘smart’ BCM for ports, currently intertwined with the notion of the 4IR. That the ‘smart’ nature of BCM require the assimilation of 4IR technologies that enable ubiquitous presence and real time information regarding organizational processes. Adopting an ‘Intelliport strategy’ is likely to have two main implications for BCM and practice: the first is linked to the development of a circular economy, in which aggregation of BCM activities can enhance sustainable development of the seaports; and secondly, adoption of a cloud computing model that can result in the enhancement of business growth of the units promote collaborative problem solving and decision making in BCM. / NRF