Ports are a key element of many diverse trading networks. They are complex systems, with multiple users interacting at various levels. Frequently they integrate activities for logistics, trade and supply channels (Bichou & Gray 2004; Carbone & De Martino 2003; Moglia & Sanguineri 2003; Paixão & Marlow 2003). In addition, they form part of their local community, so there is continuous interaction with government, regulatory organisations and householders. In essence a port is one of the few actual locations in the trading network/supply chain where all stakeholders may interact (Bichou & Gray 2004; Carbone & De Martino 2003). This results in the constant evolution of their role (Carbone & De Martino 2003; Moglia & Sanguineri 2003; Paixão & Marlow 2003).
The development strategy of the fish harvest marketing is formulated by taking into account the factors that interact based on the model analysis in the previous section. This strategy is expected to answer the interaction needs of these significant factors, so that the development of marketing model of fish harvest becomes more optimal. The fishery industry in Makassar City needs to develop innovative products favored by consumers or the market, this is one of the most effective strategies to increase the income of fishermen (Puspitasari, 2013). Related to portmanagement the strategy to develop the marketing model of fish harvest is directed and prioritized on improving the quality of human resources management Paotere Fishing Port, as well as increased government support in capital assistance for increasing fishermen’s income.
Second, establish the specialized management agencies of Yangtze River Delta economic circle port group. In view of the Yangtze River Delta port in terms of location, hinterland, or function, are inseparable as a whole, so the government should change the administrative system segmentation, multiple management model. Strengthen the portmanagement agencies and local government effective linkages and coordination, unified planning, unified management. Solve the drawbacks due to self-planning and mutual exclusion arising, give full play to the Yangtze River Delta economic circle port group overall superiority. As every port involved in many large and small administrative barriers, it need to rely on a higher level of coordination of the competent authorities, and these ports are divided into different provinces and municipalities jurisdiction, so, in order to achieve unity of the decree, and make valid prohibit, proposed central government set up a special management committee to manage the triangle economic circle. And sent personnel responsible for the group within the port planning, construction, management and other co-ordination, breaking the obstruction caused by the administrative barriers to the port development, give the free from the policy for the flow of economic elements of space, cancel the capital, talent and other elements of the lack of cross-regional flow of unreasonable restrictions. To improve the cohesion of the port group in the Yangtze River Delta and realize the coordinated development and deep cooperation of the port logistics. The government needs to introduce preferential policies to encourage horizontal cooperation and coordinated management, and need the support of laws and regulations at the national and regional levels. At the same time, to be based on trust, set up the port group coordination committee constitute by every port of the Yangtze River Delta economic circle, responsible for the Yangtze River Delta economic circle of port economic development, to discuss the port group of cargo transport development plan together and to discuss issues of common concern. To realize the synergistic effect of port groups in the Circum-Bohai economic circle.
Officially the port authorities have entrusted the cleaning and removal activities to private companies. These include companies which have signed contracts with portmanagement (SALEF, KOLEF, KOLE BTP, BEMS, and PROBUCE) and those which have contracts with SOBEMAP (SADO, and ABF). Each cleaning or waste removal company has its own well-defined area. In addition, most of large companies (SOBEMAP, SAGA, SDV, SMTC, FSG, CAJAF-COMON and AWA FISH) located in the port area request the periodic removal of their waste either by internal structures or by collection and pre-collection of their convenience. Table 1 presents the different modes of solid waste management adopted by each company surveyed.
The main design goal of the port crane IMCS are to es- tablish the distributed control system of port crane and to realize the portmanagement information network inte- gration, real-time monitoring for the crane operation wi- thin port area. To establish a system of highly flexible, high availability and high expansibility, realize the in- formation sharing and transferring among crane IMCS, administrative office automation system, financial man- agement system, warehouse management system and en- terprise website. At the same time, establish the security system of software maintenance and application which includes role partition, authority distribution, user, safe and data maintenance mechanism to ensure the safe and reliable of IMCS data.
Ports have definitely not been left out in the evolution of sea transport. Technological development, the degree of specialisation in sea transport and high performance level led to the mechanisation of port operations. Cargo handling equipment has become more specialised for each specific commodity and automation of this equipment has become the only way to ensure the quick turnaround of ships in port. The role of cargo handling equipment in this process cannot be overemphasised. It can be viewed as one of the most important factors for efficiency of berth operations. Due to the recent changes in cargo handling techniques, as well as to technological progress, most ports in the world have invested heavily in sophisticated equipment.
not, strictly, include power to prohibit a ship from entering harbour, although the power to regulate the postpone entry for a considerable period. Given the highly dangerous nature of some modern cargoes, and the catastrophe that could result if, say, a ship with defective steering collides with a gas carrier, it was considered that there ought to be a clear express power for a harbour master to prohibit a ship from entering port, or to order a ship to leave the port, where this was necessary to avoid the danger of a serious accident. This lead to the initiation of the Private member's Bill, which became the Dangerous Vessels Act 1985. Section 1 of this Act enables a harbour master to give directions, normally no doubt to the master of the ship concerned, although they can also be given to the owner of a salver imposition, prohibiting the entry into, or requiring the removal from the condition of that vessel, the nature or condition of anything it contains, is such that its presence in the harbour might involve:
The values set in this form apply to all serial ports. Data buffering allows a site to save a record of all communication during a serial port connection session. You can set up data buffer files to be stored either in local files on the CPS’s flash memory or on the hard disk of an external server, such as an NFS or Syslog server.
Vehicular access to the operational areas and any other areas on the Port is restricted. This is managed by the implementation of a colour coding vehicular permit system and a signage system. Personnel entering the Port will be issued a vehicular permit which will be used to identify which traffic routes they are required to use and which areas they are required to stay within. The areas on the Port will be colour coded according to the degree of risk based on the Port’s Traffic Management Risk Assessment. Personnel entering the Port shall stay within the zones they are assigned to at all times and the permits issued must only be used by the person to whom the permit is granted. Anyone found outside their designated zone would be in violation of their vehicular permit.
Investigations reveal that the system theory of management is relatively in practice in Aldgate Congress Resort Limited. The organization as a system has a composition of subsystems that make up the whole system. These are seen in the departmentalization / sectionalisation of the system. Each subsystem is supervised by a head of department who controls and coordinates every activity of that department. He in turn reports to a manager who is in charge of the system as a whole. An observable relationship exists among the subsystems revealing that the components of the systems are connected together. For instance, the subsystems are seen in the likes of the following departments: front office, food and beverage, housekeeping, marketing and accounts.
While most low-change participants reported overall satisfac- tion with the intervention, all (n = 4) reported barriers in their lives that affected their capacity to address their diabetes and engage fully with intervention components. Low-change participants (n = 3) described health issues such as comorbid illnesses, physical injuries, and medication side effects, which affected their ability or willingness to accept self- management recommendations (eg, to exercise) and adhere to medication adjustments. For example, one participant did not take the medication prescribed by the study physi- cian because he said that they made him feel sick. Another described shoulder pain that prevented him from working for 3 months, with resultant high blood glucose values that he attributed to stress. And one described how “depression” hindered his self-monitoring, saying,
a. Manage, develop and acquire a real estate asset Portfolio to meet or exceed financial and economic development goals, for example, produce market rates of return on investment; or, assemble property in the Portfolio to support core marine cargo operations, ancillary facilities and industrial development goals. While the rates of return on Port investment in visitor-serving projects and projects that encourage tourism, promote recreational marine activity, and preserve and promote public access to the waterfront will be significantly less than the rate of return on marine terminals, for example, they will be developed in accordance with the Port’s responsibility under the Tidelands Trust.
The SGX development model helps developers to cre- ate applications that, ideally, have a minimal TCB size. Because the larger TCB on a commodity computer may contain potential vulnerabilities, minimising the TCB reduces the risk of having vulnerable code. Develop- ers are responsible for deciding what to include in the TCB of an enclave. If a developer includes an arbitrary code from third-party resources in an enclave, this may weaken or destroy the integrity guarantees, or fully destroy the integrity and confidentiality guarantees of the SGX hardware. The design and implementation of enclave (i.e., TCB) components are crucial for the secu- rity of the application. In other words, the underlying secure hardware may not protect the assets processed by the bad software stack. The co-design of hardware and software ensures proper management of the integrity and confidentiality guarantees.
Various studies have been initiated on maritime sector since 1970’s. The first generation of studies on ports analyzed ports’ production and cost structure to manage future investments. Port costs and port demand was examined by Peston and Rees (1971), while Wanhill (1974) designed a model to determine the optimal number of berth minimizing the total port cost. Goss (1976) studied port pricing, port capacity and port investment, whereas, the port pricing and investment policies were formulated by Bennathan and Walters (1979) for developing economies. The analysis of investment in Nigerian ports was undertaken by Shneerson (1981), while De Monie (1987) proposed tools to measure port performance and productivity. Reker et al (1990) developed the production function for Melbourne container terminal, whereas Talley (1994) evaluated port performance using selected port performance indicators. Ghosh and De (2000) investigated the impact of performance indicator and labour endowment on Indian port traffic.
seaborne traffic growth. Investment on the other hand, took a downward plunge after the exceptionally high amounts in 2005. This was mainly due to a number of shipping companies and - to a lesser extent - the completion of the Deurganckdok in Antwerp. The current changes in world trade patterns have a substantial impact on the activities in the Flemish ports. To cope with the accelerating internationalisation of port competition and the tremendous growth of containerised seaborne transport, the ports need to constantly adapt their infrastructures, through innovation and investment. As major logistic centres, they have to face the challenge of responding to increasing demand in terms of capacity, while adding as much value as possible to the goods passing through them. To face this challenge, they try to focus on particular branches or aspects for which they believe they hold all the winning cards. This has become absolutely vital in a climate of growing regional and international competition, accentuated by the booming Asian economies.