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The objective of the strategic planning process that began in February was to set a clear direction and strategic priorities for addressing the port’s market and competitive challenges and opportunities, the SPA said.
Staff Report
Published Oct. 21, 2009
The S.C. State Ports Authority board on Tuesday signed off on a strategic plan outlining the agency’s strengths and weaknesses and providing a roadmap for improvements.
“Through this eight-month process, we have established the vision and direction for South Carolina’s ports,” said David J. Posek, chairman of the SPA. “Now, we’re going to pursue it aggressively.”
The objective of the strategic planning process that began in February was to set a clear direction and strategic priorities for addressing the port’s market and competitive challenges and opportunities.
The plan was also developed with the input of customers, stakeholders, the maritime community and elected officials through interviews with the planning team.
The plan includes specific actions that will be developed and implemented by both SPA staff and external stakeholders to address each focus area. That includes building breakbulk business in Charleston and Georgetown, partnerships with stakeholders on new business, completing the first phase of the new Navy Base Terminal, implementing a post-45-foot deepening project in Charleston, enhancing communications with stakeholders and advancing a new terminal in Jasper County.
In addition to refining the SPA’s mission statement, detailed assessments of the competitive, industry, market, economic and financial situations were also conducted.
“It’s obvious that Charleston’s greatest competitive advantages are vessel access, along with a broad base of customers, efficient terminals and financial stability,” said President and CEO Jim Newsome. “Charleston has the deepest channels on the South Atlantic.”
Newsome said Charleston is positioned to handle 90% of the world’s existing and on-order container ships.
“Even before the Panama Canal expansion is completed in 2014, I believe this port will see post-Panamax ships with more regularity and frequency. This is a competitive advantage for our customers,” Newsome said.
Related document
Download a copy of the SPA’s strategic plan
The plan outlines the following strengths and weaknesses for the port:
Strengths
• Vessel access: channel depths and widths, transit times and lack of congestion.
• Vessel size: the Port of Charleston today can handle a majority of the container fleet anticipated to call the U.S. East Coast following the expansion of the Panama Canal.
• Terminals: efficiency, productivity, truck turn times.
• Customer base: SCSPA customers include 18 of the world’s top 20 global container lines (top 20 carriers as of AXS-Alphaliner September 2009 survey).
• Financial resources: ability to finance terminal expansion and modernization.
Weaknesses
• Asian trades: SCSPA’s participation in the higher growth Asian trades is less (fewer services, less geographic coverage) than major competitors.
• Distribution center industry: South Carolina lacks a significant distribution center base.
• Dispersed container terminals: Reduces economy of scale opportunities.
• High terminal development costs: Limited expansion sites requiring major civil works increase terminal development costs.
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