Nowadays, ports are not just a passive actor for interchange, but function as self-sustaining industry that is linked with domestic and international trade. That is why, it is said that ports are more than piers (i.e. more than just a complex infrastructure) and therefore needs to be treated as an industry when it is being planned. Indeed, port needs to be properly planned and managed in order to perform optimally.

Ports all over the world are challenged to increase capacity and access for ever growing ship sizes and to offer quicker, efficient and more innovative services. Furthermore, national and international rules require quality attention for safety and security of cargo including environment in port and transport activities. Ports play a strategic role in the development of domestic and international trade. That is why a port needs to be treated as an industry when it is being planned.

As congestion at port terminals around the world has become commonplace, port productivity has inevitably come into focus. The efficiency of a port is part of a continuum (a value chain) that includes maritime, terminal and hinterland operations. These dimensions are interrelated since inefficiencies in one dimension is likely to impact on others. For instance, issues in terminal operations are most likely to negatively impact maritime and hinterland operations with delays. Ports are generally measured and compared using standard performance indicators and being able to measure port performance quantitatively is of great importance in designing models for port operation and management.

There are five main port management models based upon the respective responsibility of the public and private sectors. They include the public service port, the tool port, the landlord port, the corporatized port and the private service port. While service and tool ports mostly exist to promote public interests, landlord ports attempt to balance public and private interests. At the other end of the spectrum, private service ports are maximizing the interests of their shareholders.

This human capital development programme as designed by COLTE as regards port planning will focus on areas such as port models, spatial, human resource, technical, financial, capacity, emerging innovations, institutional/stakeholders’ frameworks, etc.