EXCLUSIVE. THE GPF GLOBAL PORTS LEADERSHIP PROGRAM, DECEMBER
09-13, 2019 SINGAPORE. SMALL GROUP.
Dear industry colleagues,
STRUCTURE
This five days Global Ports Leadership program is structured to
provide a holistic perspective for the leaders in Ports and Terminals
industry, in order to ensure inter disciplinary and inclusive approach
while leading the organization as per defined mission and objectives.
SIGNIFICANCE AND RELEVANCE OF THE LEADERSHIP PROGRAM
This five days leadership program aims to rekindle awareness among the
leaders in Ports and Terminals – authorities, developers, operators,
financers, shipping companies, ports and logistics service providers,
port consultants, other allied industries and services; about their
own strategic roles and significant contribution as leaders in
successful functioning and performance of their respective
organisations.
All the stake holders and partners of the Ports / Terminals community
and eco-system look upon the leaders to set up pragmatic vision and
mission for the organization; analyse the past, present and emerging
environmental trends; Chart out the course to lead the organization
through the challenges posed by technological, economical,
geopolitical, trade & transactional as well as structural changes in
the industry. The leaders are also expected to provide dynamic
strategic inputs to deal with these complex challenges and provide
tools and support to put the strategies in to action. Considering long
term interest of the organization, successful leaders encourage policy
initiatives of Creativity and Innovation leading to Business
Excellence. Leaders need to be critical to the success of any
group’s long-term innovation strategy. The leaders’ role is to
ensure that innovation is consistently pursued and their employees
don’t settle into business as usual. They set the tone for what is,
and is not, possible in the business through their attention and
action. In today’s knowledge economy the importance of creativity
and innovation is very clear and therefore this Leadership program,
assigns a great importance to these aspects.
Leaders in ports/terminals are also expected to build organization
that delivers high performance in terms of financial results and other
objectives to meet expectations of different stakeholders. This
program makes basic reference to concept of Balanced Score Card, its
applicability to ports/terminals industry and how the BSC helps
leaders to implement strategy in to action.
PROGRAM DETAILS (Daily 9.00am to 5.00pm)
DAY 1
Analysis of global events, Market Dynamics, technological, economical,
geopolitical, trade & transactional as well as structural changes in
the industry; which are shaping the Ports / Terminals business.
Different strategies which can be adopted to deliver desired
performance level as per organization’s vision, mission, objectives
and goals.
Under the existing and emerging business environment, leaders need to
develop strategies to lead the organization through encouragement of
creativity and innovation. Basic starting point to successfully lead
the business is to define fundamental business drivers and extent of
their impact. For ports and terminals, the major business drivers are
shipping and ocean freight markets, resource distribution& industries
locations as well as globalization of commodity trades and supply
chains. Understanding past, current and emerging trends in each
business driver and factors impacting these drivers, lead to new
opportunities for ports and terminals. Identification of such
opportunities and preparing actionable strategy to capitalise on these
opportunities is the main role of a successful leader.
Group discussions and case studies of TOP INTERNATIONAL TERMINAL
OPERATORS LIKE PSA AND DP WORLD would highlight importance of
creativity and innovation in developing strategies for dealing with
emerging trends in ports/terminals industry.
DAY 2
Leading the organization to sustainable development, for a larger
section of stakeholders which include not only financial investors but
also NGOs, environmentalists, vendors, regulators and authorities,
customers and most importantly employees, with varying demands and
expectations. Using Unique Value Proposition of Ports and Terminals,
the leader needs to inculcate customer-centric mindset among the
members of the organization. Revisiting concepts of corporate and
business strategy, finance and investment, strategic marketing and
business development, human resource development, business processes
and business excellence in context of ports and terminals industry;
helps the leaders to develop a balanced organization structure.
Understanding the customer, customer classification, customer
perspectives, value proposition in ports and terminals, development of
Unique Selling Proposition as a dynamic process enables the leaders to
understand direction and extent of customers’ value migration. In
the present information explosion age, customers are better informed
than ever before and ports/terminals, as service providers have to
find innovative solutions for customers’ logistics value
propositions. In order to stay ahead, Leaders of ports/terminals need
to consider focus areas of innovation beyond technology, particularly
those which add value to customers.
Group discussions and CASE STUDIES OF LEADING PORT/TERMINAL
ORGANIZATIONS – APM TERMINALS AND DP WORLD would be used to
introduce practical application of these concepts for Ports and
Terminal industry.
DAY 3
Creativity and innovation in Line and service functions in ports and
terminals - Operations, Marketing & Customer Service, Financing, Human
Resources, Engineering, IT & instrumentation, logistics, Fire &
Safety/security, Administration and services.
Leadership through innovative financing and managing finances with
different options including Public Private Partnership for building
Ports / Terminals infrastructure, Innovations in operations for world
class performance standards and delivering best in class value for
customers are major factors to achieve sustainable growth.
Development of human resources and organization for coherent
functioning for common objectives of the organization, designing
structure and control, creating high performance teams and designing
appropriate incentive systems, would be covered under HR leadership
role.
In the new generation ports/terminals, the most efficient would be in
a position to sustain their business. While world class
infrastructure, superstructure, technology and system are essential
tools for efficiency; the actual service delivery is consistently
performed by motivated high performance teams responsible for
operating the equipment and systems.
Group discussions and case studies of leading regional and
international ports/terminals would demonstrate the role of leadership
in bench marking the standards of operations and customer services for
competitive advantage.
DAY 4
Leadership and Balanced Score Card for Ports and Terminals: Effective
leaders deliver quality performance, consistently. They have this
magic quality of creating a sense of urgency and managing change
smoothly. The Balanced Score Card works by assisting companies stay
relevant, it helps translate and implement strategic objectives.
Developing a Balance Score Card requires that a balance be attained
and maintained between opportunity and risk, opportunity to create
more value perceived by the customers. Leaders in ports/terminals need
to understand what the markets and customers expect in present and
future and focus in developing customer centric services. Economies of
scale by deploying larger vessels over past few decades and creating
infrastructure, superstructure and suitable operating systems in ports
and terminals for consistent performance in order to achieve minimum
Total Logistics Costs are the Customer perspective in development of
BSC. It provides the basis for sound leadership.
BSC focuses on four main perspectives of business. The Financial
Perspective – quantified expectations of stakeholders; Customer
perspective – customers make financial performance possible.
Balanced Scorecards tell you the knowledge, skills and systems that
your employees will need (learning and growth) to innovate and build
the right strategic capabilities and efficiencies (internal processes)
that deliver specific value to the market (customer) which will
eventually lead to higher shareholder value (financial). BSC helps in
aligning the scorecard components from Goal to Objective, Objective to
Measurement, Measurement to Target and Target to Initiative.
Case study of multi dimensional port will be used to discuss
implementation of BSC and development of strategic roadmap putting
strategy in to action plans and implementation.
DAY 5
Creating and leading a future ready port/terminal organization: Past
two decades in the ports/terminals industry have witnessed emergence
of a number of global ports/terminals operators. A common trait
amongst these highly successful operators is the ability of their
leadership to lead their organizations in to future. International
operators PSA, Hutchison Ports, DP World, APM Terminals, Terminal
Investments, China Merchant Ports and similar could successfully
identify opportunities through world-wide locations and convert those
to multi location business operations through focused strategies and
putting them in action.
Leading the change and ushering the organization in to uncharted
waters of future requires building committed performers. Top
management and team leaders need to constantly look for new options
and challenge inertia. In addition to being ready for technological
disruptions like automated terminal operations, Artificial
Intelligence, Block-chain enabled transactions and drone technology,
it is of even greater importance to motivate the teams to implement
the technologies through effective conflict management, negotiations
and conflict resolution. While a number of international PPP
frameworks provide a transparent legal and policy framework to avoid
these disputes, challenges of dispute resolutions and resulting
strikes still prevail in some areas. Strategies to motivate the
employees through monetary and non-monitory incentives including
innovative reporting and Key Performance Indices measuring systems,
are implemented in a number of successful ports/terminals.
PROJECT REPORT
At the end of the 5 days training program, each participant will be
given a topic on ports / terminal industry. Participants would be
required to prepare a project report and submit the same within a
period of 3 months for critical evaluation and review by the course
director, who will award suitable grade to each participant as per
contents and quality of the project report.
ELIGIBILITY FOR CERTIFIED GLOBAL PORTS MANAGER (CGPM) FOR PARTICIPANTS
OF GLOBAL PORTS LEADERSHIP PROGRAM
CGPM PROGRAM IS GOVERNED BY A Qualification Review Board (QRB) which
comprises leading international experts from Ports and Terminals
industry and academicians. Upon satisfying the criteria and
requirements of the QRB and subject to the level of competency and
responsibility, successful participants will be permitted to undertake
the 5 days Global Ports Leadership program. On completion of the 5
days leadership program, participants will prepare a submit a project
report. On approval of the project report by the QRB, the participants
will be awarded the CGPM title. CGPM holders are entitled to use the
title of CGPM in recognition of their competence.
PROGRAM DIRECTORS (SUBJECT TO FINAL CONFIRMATION)
MUKESH PARIKH
Mr. Mukesh Parikh who is associated with Global Maritime Industry for over 35 years. Mr. Mukesh Parikh has a distinction of
having hands on Maritime Industry experience with continuous involvement in
Training and Development throughout his distinguished career.
Mr. Mukesh Parikh has a post graduate degree in Management with specialization
in Marketing and Finance. He attended one year training program Professional
Shipping at Norwegian Shipping Academy, Oslo.
During his career of 18 YEARS IN THE COMMERCIAL
SHIPPING, he was associated with UNCTAD/UNDP as
a Trainer and Course developer. He attended two weeks
instructors Workshop (Training for Trainers)
organized by UNCTAD / UNDP in collaboration with The Ministry of
Transport and Ports in Malaysia at Penang Port
Commission. He conducted a number of training Programs in the
Middle East, South East Asia and Indian subcontinent including
developing a training program on General Shipping Management for
Arab Maritime Transport Academy, Sharjah, UAE;
covering shipping subjects.
A sound foundation of Shipping Industry and clear understanding of market and
customer requirement
and expectations from service providers enabled Mr. Mukesh
Parikh to build the next phase
of his career in Ports and Terminal Industry.
He joined The ADANI GROUP IN SENIOR MANAGEMENT position at the
inception stage of Mundra Port in India and made a major contribution
to set up Business
Development and Marketing Team as well as Establish Standard OperatingProcedures for the entire spectrum of Operations in the Port. He successfully built
marketing and operations teams and trained them. His next role
was CHIEF OPERATING OFFICER OF STERLING PORT for setting up
integrated Port Facilities at Dahej Port. All stages of Green Field
Port development were covered – From site selection to Feasibility,
Environment Impact Assessment and Environment clearance
for the project, Detailed Project Report, Concession Agreement with
Authorities for development
of Port infrastructure and facilities on Build, Own,
Operate and Transfer model.
Since July 2014, Mr. Mukesh Parikh has taken up advisory and consultancy role
for The Maritime
Industry. His assignments cover Business volume estimation and
hinterland mapping with competition
analysis, Revenue forecasts for the life of the project and
financial modelling, investment optimization in line with market
potential; Commercial and legal aspects of logistics, cargo
handling, warehousing contracts; business excellence and
standardization of operating procedures; Organization development,
structuring and Manpower planning and training.
THOMAS NG
THOMAS NG has over 25 years of training & consulting experience in the
ports and shipping industry – in developing innovative solutions for
players within the ports & shipping industry, — in areas of
planning & redesign, customer services and business operations; and
delivering results.
He is the present Chairman of The Global Ports Forum (GPF). Since
2008, Thomas founded and launched the GPF, a platform where all ports
stakeholders in the ecosystem- port customers, port authorities, port
operators, port people, port suppliers & service providers are
gathered together to discuss about issues furthering the interests of
ports globally.
Thomas is proven and well-respected in the ports & shipping circles
— recognized for his in-depth industry knowledge and far-reaching
personal industry network and linkages.
Thomas is invited regularly as speaker & facilitator at Ports
conferences, roundtable and executive workshops. He spoke recently at
Transport Intelligence 2013 Infrastructure panel, together with senior
executives from World Bank & UPS, Container Depot Association
Singapore Conference 2014 on ports and infrastructure, Tank Storage
Conference in 2015 and Roundtable on Smart ports & ships and Internet
of Things in Jun 2016.
On a professional level, Thomas is a Chartered member of the Royal
Chartered Institute of Logistics & Transport UK since 2001. He is also
a Board Member and Treasurer of the Local Branch of Chartered
Institute of Logistics & Transport for over 14 years.
FRANCIS AUROL
Francis Aurol is a port professional with over 35 years of strong
practical knowledge and experience as senior lead manager and
consultant in ports/terminals, shipping, inland transportation (truck
and rail), supply chain logistics and marine services in many
countries handling containers, general cargoes, dry bulks, neo bulks
and liquid cargoes, hazardous and non-hazardous.
He started his career in 1970 and spent ten years in the Port of
Singapore Authority (PSA) culminating as Traffic Manager a senior
management position in charge of one of the gateways in the port.
Thereafter, successfully lead managed and acted as consultant for
ports, terminals, shipping and supply chain logistics in Singapore,
South East Asia, Hongkong, India, Middle East and Africa.
Francis has been project manager and super user for many IT based
Management and Operations Projects in ports and terminals
internationally which involved mapping and defining business
processes, information systems with double stack approach
collaborating with major IT companies such as Tata Consulting
Services. Prepared SOP Manuals for ports/terminals. Carried out
business development for new terminal acquisitions and technical and
feasibility studies for many port/terminal prospects internationally
for enterprises such as PSA Corporation and Pacific Basin Shipping,
Hongkong. Headed for 8 years a network of shipping agency offices with
country General Managers in South East Asia and Hongkong and jointly
launched a new feeder service in SEA. Special experience and knowledge
accumulated over these years to bridge business processes between
ports and terminals as intermodal gateway, transshipment port, hub
port with external stakeholder partners like Shipping Lines, Agents &
Brokers, 3PLs, 4PLs, ICDs, Rail Operators, Land bridge Operators and
Inland Haulers over large hinterlands.
He graduated from the University of Singapore in 1969 and a Certified
Management Consultant by the Institute of Management Consultant
(Spore/UK) in 2003 and a Certified Practicing Management Consultant by
the PMC Board, Singapore in 2009.
COSTS:
On or Before 9 Oct 2019: The ‘Early Bird’ Rate is USD7395.00
– SAVE USD600!
SPECIAL OFFER! – 3 DELEGATES FOR THE PRICE OF 2 IN THIS CATEGORY!
SAVE USD 7395.00!
From 10 Oct 2019: The Regular Rate is USD 7995.00
SPECIAL OFFER! – 3 DELEGATES FOR THE PRICE OF 2 IN THIS CATEGORY!
SAVE USD7995.00!
Note: All fees stated include luncheons, refreshments and complete set
of documentation. It does not include the cost of accommodation, visa
fees and travel.
REGISTER NOW!
To register, please submit the following details
to thomasng@globalportsforum.com:
Name:
Position:
Organisation:
Address:
Tel:
Fax:
Email:
What Best Describes Your Industry Sector?:
Billing information:
For cheque payments: To be made payable to ‘GLOBAL PORTS FORUM PTE.
LTD.’ Please do not send post-dated cheque.
For telegraphic transfers:
Account Name: GLOBAL PORTS FORUM PTE. Ltd.,
Account No. : 695 477 141 001.
Beneficiary Bank: Oversea-Chinese Banking Corporation
Limited, SINGAPORE. (Swift: OCBCSGSG),
Address : 65 Chulia Street #01-00, OCBC Centre, Singapore 049513.
Please supply confirmation via email of the TT from your bank.
Transmitting bank charges must be paid by sender. Please quote both
delegate and company name as reference.
Kindly note that as we are providing a special rate for ‘early
bird’ sign up, we will need to RECEIVE YOUR COMPANY PAYMENT BY 9
OCT 2019 to enjoy the discount.
Look forward to welcoming you at the Global Ports Leadership executive
programme!
Kind regards
Thomas Ng
Chairman
The Global Ports Forum
GLOBAL PORTS FORUM PTE. LTD.
10 Anson Road
#27-15
International Plaza
Singapore 079903
Website: www.globalportsforum.com/ [http://www.globalportsforum.com/]
Mobile: +65 9684 3289
DID: +65 65197662
Fax: +65 6725 8438
Email: thomasng@globalportsforum.com
Terms & Conditions:
No delegate registration will be accepted without completing
registration details and full payment.
Upon receipt of your registration details and full payment, further
PROGRAMME INFORMATION WILL BE EMAILED TO YOU INCLUDING YOUR PROFORMA
INVOICE AND, if required, a letter of invitation for entry visa
application.
Delegates will not be admitted unless payment has been received in
Full.
Flights, Airport Transfers and Accommodation are not included in your
delegate registration fee.
Refund Policy – a reimbursement of the registration fee, minus
administrative charges will only be made if the participant has
notified GLOBAL PORTS FORUM PTE. Ltd. in writing that he/she is
unable to attend the event no less than 45 days prior to the
commencement of the event. No cancellation is allowed after that, but
a replacement with another participant is allowed.
This programme is subject to change without notice, E&O.E.
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