Information management systems in seaports. Documents in the port

The constantly increasing cargo turnover puts forward new requirements for quality and management methodology, and the management of the companies that make up the port sees the need and opportunity to increase efficiency in automating the main business processes. CJSC PKT ("First Container Terminal") was the first to start the implementation of a project to automate the management of the enterprise's activities. FCT is the largest stevedoring company in the North-West of Russia, providing a full range of services related to transshipment and storage of containerized cargo. There are 6,000 containers stored on the territory of the PKT (three square kilometers). The main time losses in the traditional organization of work were associated with the lack of efficiency in managing the movement of containers across the territory, a large volume self made and inefficient use of expensive loading equipment. The search for a container sometimes took several hours. To improve efficiency, it was necessary:

ensure operational planning works using current information about the situation at the container terminal;
reduce the time of registration of cargo documents;
minimize manual operations when planning work (drawing up loading plans, cargo plans, issuing tasks to radio terminals and electronic scoreboards);
optimize the operation of loading equipment by using an interactive mode when issuing commands and obtaining accurate information about the location of loaders, optimizing the placement of containers and minimizing empty movements of container trucks;
reduce the downtime of vehicles, ships, trains by scheduling the work of personnel and loading equipment based on information about the current location of containers.

Looking for a solution

Control systems that meet the tasks set are used in almost every western port. Having carefully considered several proposals of the developers who implemented their systems in Kotkinsky, Rotterdam and other container terminals, the FCT management came to the conclusion that all of them are poorly applicable to working conditions in Russian conditions.

First, systems oriented to Western terminals, in without fail require clear information on cargoes for their work (terms of export, ownership, etc.), and in the FCT, unfortunately, detailed information appears at a later stage of container processing. Secondly, at FCT, a significant percentage is made up of conventional cargo packed or unloaded into containers, while most Western terminals are transit terminals and do not work with the contents of containers. All their activities come down to reloading containers from one transport to another. In the specifics of PCT, there are more complex processes cargo handling, which, due to the existing infrastructure in the West, is irrelevant for their terminals. Thirdly, the terminal simultaneously serves as a temporary storage warehouse for the Baltic customs, and no Western automation system has yet learned to take into account the specifics adopted in Russian Federation requirements for customs clearance of goods. Fourth, Western systems are characterized by a very high cost of localization, installation and maintenance. The average cost of implementing a Western container terminal management system, including the purchase of a license, is about $3 million, and there is no guarantee that you will not have to periodically call in Western specialists to pay for their travel and accommodation.

Having come to the conclusion about the inexpediency of introducing a Western system, the company's management began to study the proposals of domestic developers. Solvo, a manufacturer of warehouse and production process control systems, was chosen as the general contractor. The choice was due to the following reasons:

Solvo's experience in the Western market in cooperation with American corporations (BDM, TRW);
use of advanced techniques in the field of warehouse and transport logistics, studied during the implementation of projects in the West, both general (using a real-time data exchange system, a bar coding system; dividing a warehouse facility into logical zones; marking storage locations and all operating units) and private ( various levels quality control, cross-loading, when the goods pass the storage area, work with order waves, optimization of transport loading, routing of loading equipment, etc.);
availability of Russian market warehouse management systems and production processes"Sirius";
partnerships with equipment manufacturers;
relative cheapness of installation and maintenance of the system; the total cost of the project was $1.2 million and the cost of maintaining the system was far below that of any Western system.

So, it was decided to organize the operational management of the container terminal on the basis of the Sirius warehouse and production process management system.

Solution architecture for PCT

The container terminal management system is built on the basis of a single information space, covers and coordinates the entire set of management processes of the company. The system optimizes the work of equipment and personnel, reduces transport downtime, controls the movement of containers and loading equipment around the terminal and promptly plans personnel tasks, taking into account the current situation at the container terminal. The main purpose of the system is to automate the operational management of all operations with containers and cargo, which makes it possible to reduce the cost of their processing on the territory of the container terminal and provides an opportunity to obtain accurate operational information.

Rice. 2. Solution architecture

The container terminal management system (Fig. 2) consists of a document management subsystem and a control subsystem that uses a positioning system (GPS), an electronic identification system, a set of radio equipment and electronic displays for its work. The document management system is being developed by the FCT Information Technology Service and provides tools for centralized preparation of documents, storage of a large amount of documentation and quick access to information.

The control system allows:

quickly plan work using current information about the situation at the container terminal;
minimize manual operations when planning work (drawing up loading plans, cargo plans, issuing tasks to radio terminals and electronic scoreboards);
optimize the operation of loading equipment through the use of a dialog mode when issuing commands, accurate information about the location of loaders, optimizing the placement of containers and minimizing empty movements of container trucks;
reduce the downtime of vehicles, ships, trains by planning the work of personnel and loading equipment and information about the current location of containers.

Using a set of radio equipment allows you to:

maintain a dialogue mode between the management system and personnel;
receive prompt information about the beginning and completion of the task or about problems that impede its implementation;
make prompt decisions to eliminate problems if they arise, and resume interrupted work;
record the time of the beginning, end and execution of the operation by each employee of the terminal.

The positioning system allows you to:

track the movement of containers across the territory of the terminal, and thus provide the control system with information about the location at a given point in time;
track the movement of forklifts around the terminal, which helps the control system issue tasks for a particular operation to those operators who are closest to the place of operation and will spend the least time to complete it;
fix and notify the manager about deviations of the movement of loaders from the intended trajectory, i.e. the facts of the loader leaving the working area, unreasonably long idle times of the loader in any area.

The electronic identification system helps:

record the trailer reaching a certain area of the terminal and, consequently, reduce trailer downtime in queues;
reduce manual input from the terminal keyboard when checking the contents of the trailer with a tallyman.

Within the framework of the project, an automated system for access control to the territory of the container terminal (subsystem? Mode?) was created for the FCT, which provides:

control of access of workers to the territory of the container terminal with permanent passes;
access control of employees of third-party organizations with temporary passes;
transfer of data on crossing the border of checkpoints to the operational management system.

System? Mode? uses bar coding equipment, stationary terminals, radio terminals at mobile checkpoints and special terminals for checking passes on a service bus.

Linux OS was used as the server platform of the operational management system, the advantages of which in this project were reliability, stability, safety, availability a large number applications and focus on industrial systems. Sybase is used as the database management system.

The system involves 8 servers and 150 workstations on the Intel platform. The decision was made to use radio equipment from LXE, which manufactures wireless communication systems for harsh environments. With the increasing complexity of production, warehousing, distribution and storage of goods, combined with fierce competition caused by market development and high customer requirements, logistics has become one of the defining points corporate strategy LXE company. The result of this was the production of radio equipment, oriented to use in combination with management systems for warehouse and production facilities, transport fleets, etc. LXE equipment is used in many ports around the world.

Implementation strategy

The introduction of a container terminal management system is practically impossible to carry out simultaneously in all areas. A phased approach was chosen, in which self-significant results are achieved at each stage, ensuring the improvement of management technologies, increasing the level of integration of the proposed solutions, followed by full integration of the system. Step-by-step implementation allows you to interest, involve in the implementation process, the top management of the company, middle managers and users, giving them more and more useful practical results.

In addition, a phased approach allows the implementation of the system without stopping the operation of the terminal, which is important for a facility operating around the clock. At the first stage, it was decided to install and test a set of satellite positioning and tracking systems for moving objects, install and configure the operational management system server and establish interaction between the operational management system and the positioning system and the document management system. The result of the stage implementation is the emergence of the opportunity to transfer information about the movement of container trucks through the territory of the terminal to the document management system.

At the second stage, it was planned to install electronic displays and configure them to work with the control system, install the basic set of system functions, set up a set of radio equipment and network equipment, as well as install and configure dispatcher workstations. The result of the stage will be the possibility to register the reception, placement and shipment of containers.

At the third stage, it was required to install the radio equipment on the loading equipment, put into operation the output of control commands and accompanying information to the radio terminals of the loading equipment. At this stage, it was necessary to install dispatch software for working with road and rail transport, tracking container ships, deploy dispatch software for handling ships, and also install the function of managing container trucks when transporting containers from the pier. The result of the stage is the automation of all movements of containers up to loading onto ships.

The implementation of the project for automating the management of cargo transshipment began in June 1999, and by December the work on the first two stages was completed. The system was put into commercial operation in the first quarter of 2000.

results

At the moment, the system processes data on the movement of container trucks across the territory of the terminal and the location of containers, registers the reception, placement and shipment of containers, due to which the work efficiency has increased by 20%. The results obtained during the preliminary tests allow us to hope for higher performance.

The work of the stevedore has been optimized. The time for performing all operations has been reduced, the operating costs for the maintenance and service of loading equipment, especially container trucks, have significantly decreased. One such machine costs more than 1 million dollars, a set of tires for 2-3 months - 12 thousand dollars. As a result of the launch of the control system into commercial operation, the PKT will be able to perform the same amount of work using 9 container trucks instead of 12.

The adaptability of the Sirius system to the needs of a particular customer, independence from the physical characteristics of a warehouse facility, the possibility of dividing into logical zones for handling cargo and operating rules testifies to the universality of the solution. This gives reason to hope that the system being created has good prospects in the Russian market.

about the author

Roman Stogov- manager of the company "Solvo" (St. Petersburg). He can be contacted by email at: [email protected]

"Sea Port of St. Petersburg" is the largest transport hub in the North-West of Russia. Convenient geographical position- the port is located on the islands of the Neva delta - helps to reduce fare. The port is connected to the sea by a 27-mile sea channel, which continues to be navigated all year round. Based on property leased from sea port Petersburg” and the Maritime Administration, there are eight specialized stevedoring companies (storage and transshipment of goods). Guaranteed depths provide safe navigation and convenient mooring for vessels up to 260 meters long and with a draft of up to 11 meters. On the territory of the port there are: 53 berths, storage areas of more than 1 sq. km, covered warehouses 105 thousand sq. m., open warehouses 940 thousand sq. m. The port is equipped with modern loading equipment

St. Petersburg company "Solvo" was founded in 1992. The number of the company - 35 people. The main activity is the creation of automation systems for warehouse and industrial complexes. In close cooperation with RGTI, BDM and TRW corporations, Solvo specialists developed automated systems for warehouse complexes for AGFA, Wells, Cole Palmer, Polygram, etc. Working with the Western market remains one of the company's activities. Based on the accumulated experience, the company has developed the Sirius system, designed to automate domestic warehouse and industrial complexes.

Sirius system

"Sirius" - a universal system integrated automation management of warehouse and production processes. The task of the system is to manage the full warehouse cycle, from the receipt of goods to shipment. The system selects the place of storage of accepted goods and develops tasks for warehouse workers. Tasks are received on the screens of radio terminals in the form of step-by-step commands or printed, individually for each employee. When using a bar coding system, the completion of tasks is confirmed by scanning the code from the labels that mark all storage locations, loading equipment and goods received at the warehouse. The system can use any of the existing barcodes, or automatically design and print labels with its own, internal code for all accepted goods.

Periodic recalculation of goods allows inventory without interrupting the main process. The Sirius system is focused on a wide variety of applications: airports and seaports, warehouse and production complexes, customs terminals, supermarkets.

The system is based on real-time information about events occurring at the terminal. Sirius processes the data and prepares a solution for the formation and distribution of tasks to personnel and interacting subsystems, while simultaneously exercising control over the implementation. The core of the system (Fig. 1) is formed by a scheduler - an expert system that collects data and relevant information necessary to make a decision on managing an object in accordance with the chosen organization of the terminal. Decision making is based on a set of rules derived from the analysis warehouse activities many Russian and foreign enterprises.

Possessing information about expected receipts, the system selects in advance, and, if necessary, vacates storage places, taking into account the features and requirements for the placement of expected cargo. Information about expected receipts and shipments can enter the system automatically from the main system of the enterprise or be entered manually by the warehouse manager. Upon the actual arrival of the goods at the warehouse, the system receives information from the waybill, or any other accompanying document. If the cargo is in the list of expected receipts, the system automatically checks the data against the bill of lading and, in case of discrepancy, informs the warehouse manager about the situation. After the decision to accept the goods is made, the tasks for the warehouse workers are automatically generated. After the received cargo is moved to the reception area, the system automatically generates a command to recount the goods to an employee with a certain status. When the product is physically counted, its actual quantity is entered into the system from the radio terminal keyboard or from the dispatcher's terminal. In case of discrepancy between the data of the consignment note and the actual quantity, the system can recalculate by assigning another employee for this. If the physical conversion data confirms the discrepancy between the actual receipt and the bill of lading data, the system reports the problem to the warehouse manager and may suspend work with the cargo until the circumstances are clarified.

In the case when quality control requirements are imposed on the received goods, the system can manage this operation in several scenarios:

visual inspection (packaging integrity, external damage, etc.);
repackaging control;
selection and tracking of samples during analysis and certification in its territory;
selection and sending of samples of goods during analysis and certification in a third-party organization, control over the receipt of documentation;
other types of control as agreed with the customer.

At the time of quality control, the system, at the request of the customer, can put the goods in quarantine, place them in storage places, but not ship them before the manager's command or immediately put them into operation.

If it is necessary to urgently ship the newly arrived goods to the client, the system generates commands for the workers to ship the goods directly from the receiving area, bypassing the storage area. The system optimizes the use of warehouse space by automatically allocating storage locations based on customer requirements. When allocating storage locations, the system takes into account all the requirements for storage conditions: temperature, humidity, manufacturers, suppliers, expiration dates, sales dates, etc. Commands for the placement of accepted goods are automatically sent to the screens of radio terminals.

The system controls the actions of workers and monitors the correct execution of commands. Information about the order enters Sirius from the main system of the enterprise or is entered by the warehouse manager based on the received request for the shipment of goods. Further, tasks for the collection of the order are automatically generated, taking into account the principles of FIFO, LIFO or any other necessary for the customer. Tasks are received on the screens of radio terminals, the execution of commands is confirmed by scanning the labels of the goods being collected and their storage locations. The collected goods are moved to the order collection area, which is confirmed by the corresponding scan. Orders for work on shipment are generated by the system automatically or at the command of the manager. In the event of a problematic situation, the system informs the warehouse manager about this and can stop all operations with this storage location until the circumstances are clarified. Thus, the inventory is carried out constantly and with tracking of all events.

At the command of the manager, the system can generate the following types of reports: the availability of goods in the warehouse and in storage areas, the number of shipments per certain period time, number of returns, information on manufacturers, suppliers, carriers, customers, information on storage and sale periods, as well as a report on the work performed by each employee for any period of time, etc. The system generates the necessary set of receiving, intra-warehouse and shipping documents.

"Sirius" collects statistical data and transfers them to the main system of the enterprise. On demand, the system can make data samples. Based on the statistical data, the system analyzes all the events taking place in the warehouse and makes recommendations on the use of loading equipment, storage areas and work resources. In addition, the system can send recommendations to the purchasing and sales department, based on its own data on the statistics of receipts and shipments.

Accounting can be kept by piece quantity, weight, volume, etc. If necessary, input, output, internal and other prices of goods can be taken into account. If it is necessary to ship a single quantity of goods, the system organizes piece picking based on the requirements of the customer. When a strict requirement for the receipt of goods at the warehouse is the availability of an appropriate certificate, the system automatically requests information about it.

For optimal distribution of storage areas and minimization of internal movements, as well as for more economical use of the company's vehicles, the system provides for the function of cargo merging. The parameters of this function are determined individually for each customer. If damage to the packaging is detected at the incoming inspection stage, or the warehouse has its own form of storage and shipment, the system, after receiving the goods, automatically generates commands for workers to move the goods to the goods packaging area. When using own vehicles to deliver goods to customers, the system automatically organizes loading in such a way as to optimize the transport route and simplify its unloading at all points on the route.

For the convenience of servicing suppliers and buyers, a system of priorities has been introduced. "Sirius" distributes the work on unloading, shipment and delivery of goods to one or another client in accordance with its priority. In the case when several firms united in one structure hold common warehouse operations, information about all events in the warehouse is automatically transmitted to the head systems of these organizations. The system provides for the organization of interaction with territorially remote warehouses. In this case, data exchange methods are selected based on customer requirements. A remote warehouse can be represented in the system as one of the sections of the head warehouse. When organizing management at temporary storage warehouses, the system distributes and issues received goods according to the rules specified in the basic set of functions.

If it is necessary to display any additional information about the product on barcode labels, or the warehouse does not use barcoding equipment, the system prints the necessary labels. If the product is not in demand and its storage costs more than its cost, the system informs the warehouse manager about this and sends a message to the enterprise's head system. If the warehouse does not currently have a product that the customer needs, the system issues recommendations for replacing it with a similar product.

The system tracks the delivery of goods to customers. Information about the delivered goods is entered by the warehouse dispatcher from the waybill, by telephone confirmation of the customer, or can be transferred to the main system and used for statistical processing.

Depending on the requirements of the customer, various methods of data exchange with any level of protection can be implemented in the system. To maintain confidentiality, Sirius provides a mechanism for restricting access to information. All warehouse employees have their own levels of access to the work performed and the information necessary for this. If problematic situations arise, the system automatically monitors them and, if necessary, informs the manager.

The main difference of the Sirius system is adaptability. Customers can be safely divided into two categories. The former want the object to function according to an established methodology; their goal is to improve the efficiency of the facility without significant changes processes. The latter need a new model for the operation of a warehouse facility. In the first case, the system is configured to work according to the established rules for the functioning of a particular object. In the second case special means, which are part of the system, can simulate the operation of a real object in various conditions, according to various schemes of functioning. The data obtained helps specialists to build the most effective model of functioning.

An accessible interface of tools that allows you to enter into the system a physical description of a warehouse object, a breakdown into logical cargo handling zones, work rules, as well as a description of all operating units, allows you to adapt to any changes in work. The simplest example- adding a new storage area. The graphical interface of the object description editor allows the responsible manager to add a new area without stopping work - its physical characteristics, logical purpose, work rules, features. In addition, the manager may allow the participation of the new area in the operation of the object.

The languages used in the development of the system high level in particular Prolog. Communication with databases is carried out using a tight linking mechanism, and a set of facts and Prolog rules allows transparent access to databases. Work planning activities are based on statistical information and rules for dealing with uncertainty and incompleteness of data. The rules act as an expression with expert data. For example, when placing the next cargo, the system is guided by the following information:

if the cargo requires cooling, then look for a place in the refrigerators;
if the cargo is valuable, then place it in a special zone;
the cargo is valuable if the weight is less than 10 kg and the price is more than 100 dollars;
if the cargo is dangerous, then do not place it together with the usual ones;
if the cargo has a strong smell, then do not place it together with goods that absorb odors - etc.

The system operates on various platforms: Unix, Windows NT, interacting with various DBMS that support the SQL-92 standard: Oracle, Sybase, Informix, Adabase, Postgres. Initially, the system was created to work under the Linux OS - the Russian market was then not ready to buy expensive software licenses. Then, at the request of specific customers, an NT version was created. The system supports radio equipment, barcode devices, and technological equipment(electronic scales, scoreboard, cash registers) leading manufacturers.

The Sirius system is capable of exchanging data with other software systems via the EDI and XML protocols. In cases where the capabilities of standard protocols are not enough for integration, or software package does not support them, special gateway programs are used that transmit and present data received from one automated system in a way understandable to others.

25.06.2014 In May 2014, it was 10 years since the start of operation information system management of maintenance and repairs at OJSC "Novorossiysk Commercial Sea Port". The system was created on the basis of the TRIM complex developed by NPP SpetsTek.

JSC "Novorossiysk Commercial Sea Port" is part of the "NCSP Group", is the operator of the largest port of the Azov-Black Sea basin and Russia. Here, in the non-freezing Tsemes Bay, the deepest sea berths in the CIS and Baltic region are located. The company provides a full range of stevedoring services, its specialization is the transshipment of oil, oil products, grain, ore cargo, fertilizers, cement, coal, metals, containers. The enterprise has an extensive range of port mechanization facilities, including dozens of mobile and gantry cranes, container and forklift trucks, tractors, bulldozers, pneumatic loaders, pushers, grabs, excavators and other equipment.

The strategic goal of NCSP Group is to become the best operator of port assets in Russia, including in the area of economic and technological efficiency. In this regard, the management of JSC "Novorossiysk Commercial Sea Port" pays close attention to the efficient operation, maintenance and repair of assets - equipment, machinery, buildings and structures. In particular, the efforts of the enterprise are focused on improving the business processes of maintenance and repair (MRO), using modern methods maintenance and repair management and information technology.

In December 2002, PJSC NCSP launched a project to implement a management information system maintenance and repairs (IMS MRO) of port assets. The TRIM EAM system served as the software platform for creating the MRO MRO, and the project was implemented by the TRIM developer, NPP SpetsTek.
In May 2004, the system was put into commercial operation. The system covered the department of mechanization, mechanization services of the port areas, the base of intraport mechanization, a group of port mobile cranes, central repair and mechanical workshops. In total, 39 user workstations were automated using TRIM tools. MRO was integrated with the accounting system by means of an IMS converter.

In subsequent years, the system was used by the customer, and along the way developed with the technical support of NPP SpetsTek. Thus, from May to October 2007 the specialists of SPE "SpetsTek" carried out works on scaling the MRO MIS. The customer purchased a license to use TRIM for 7 additional users - thus, their total number reached 46. Additional users appeared at the depot and the base of intraport mechanization. From March to April 2014, the specialists of SPE "SpetsTek" reworked the converter that provides data exchange between the MRO MRO and the accounting system based on 1C.

« The MRO information system based on TRIM has become essential tool management in our company. Its implementation made it possible to increase the efficiency of the work of managers and specialists responsible for the uninterrupted operation of port mechanization facilities.”, - said Alexei Zinchenko, Head of the Department for Development and Maintenance of Applied Systems at NCSP.

« Participation of the EAM-system developer in its implementation makes it possible to adapt this software platform to the customer's needs as much as possible. This is how really workable control systems are created, and a long-term life cycle of these systems - for example, as in JSC "Novorossiysk Commercial Sea Port", where for more than 10 years they have been operating the TRIM EAM system”, - said Yuri Svistunov, project manager at NPP SpetsTek.

NPP "SpetsTek"

Kaliningrad Sea Trade Port (Kaliningrad) is largest enterprise port complex of the region in terms of the volume of work performed, technical support and a range of services provided to cargo owners. The port includes 20 berths with a total length of more than 3 km. At the same time, 18 berths of the port are cargo. A wide range of transshipment equipment with a carrying capacity of 1.5 to 50 tons is used to handle any type of cargo.

The rapid growth of cargo turnover, attraction of additional cargo flows led the port authorities to the need to automate almost all production business processes. The enterprise needed a comprehensive information system that would meet the requirements of a modern universal port.

Work on the creation and implementation of the information system was entrusted to the company "Dialog Information Technology"(1C: Franchisee, St. Petersburg).

The automated system was created on the basis of specialized solutions "CargoPrime: Container terminal management" and "Cargo-Prime: Cargo terminal management" developed by the specialists of the company "Dialog Information Technologies" on the platform "1C: Enterprise 8", as well as a typical application solution "1C :Manufacturing Enterprise Management 8" . Currently, the company has automated 135 jobs.

Container terminal management

At the first stage of the project, the management of the container terminal was automated. The system implements accounting and address storage containers, planning and accounting of loading and unloading operations are provided.

Tariffication and billing of rendered services are implemented. For operational processing of cargo flows, the system provides the ability to connect radio terminals. Data exchange between "CargoPrime: Container terminal management" and the corporate information system "1C: Management manufacturing plant 8".

As a result of the implementation stage, the operational accounting of the container terminal was fully automated with the planning of deliveries, shipments and intra-port operations.

Cargo terminal management

The cargo terminal of the port performs transshipment of liquid, bulk, as well as general cargoes, i.e. packaged piece goods transported in consolidated lots. As a result of the execution this stage During the project, the main departments responsible for accounting for goods were automated - a freight forwarding office, a railway group and accounting desks at cargo terminals.

Cargo accounting in the system is now carried out at a new level. Data on the location of goods, the time of their receipt and the teams that are busy processing them are available at any time. This, in turn, made it possible to build the basis for a system of shift-daily planning and labor rationing. Automation has also increased the productivity of operators and dispatchers. Now the employee performs two or four operations per unit of time, while previously he performed only one.

Accounting for cargo and containers is maintained in a single information system. This provides a significant acceleration of the process of obtaining generalized information on processed cargo and containers in real time. The flexibility of the system enables the port management to receive the necessary reports on any direction of its activity. For example, the dispatching complex implemented in the system allows you to track the movement of all ships, receive information about their processing and provide generalized data to the head of the enterprise.

Mutual settlements with contractors

One of additional benefits new system is electronic exchange information with customers, which significantly saves time on data collection and minimizes the possibility of data loss. In addition, the system implements a universal methodology for automating the calculation of cargo transshipment services and strengthening control over the fulfillment of contractual obligations. This methodology provides for the calculation of the cost of services rendered upon the completion of an intra-port operation, and not upon the fact of shipment of cargo from the terminal.

Accounting and tax accounting

For accounting and tax accounting the corresponding subsystems of the solution "1C: Manufacturing Enterprise Management 8" are used.

When implemented in accordance with the wishes of the customer, a warehouse complex, a financial department and some other divisions of the enterprise were connected to the accounting information base.

Personnel accounting and payroll

Automation personnel records and calculation wages based on "1C: Production Enterprise Management 8" optimized the work of the personnel department and payroll. The system keeps records of the working time of all categories of employees. Automatic transfer of accrual data from the "CargoPrime" system to the information base has reduced the time spent by payers.

High-quality modernization of sea port infrastructure services underlies the economic, transport and logistics and public efficiency work of Russian ports. Increasing international competitiveness is unthinkable without putting into practice the best international experience in providing port services.

International competition and the development of new technologies formulate new requirements for the safety, quality and speed of cargo handling in the port. To work effectively and comply with the best international practice, the development of the ports of the Russian Federation should be at the forefront of optimizing and improving the efficiency of ship services.

The priorities for the development of the maritime port infrastructure services market are:

Improving the quality and speed of service;

Reducing the cost of moving goods through the port for the end user of services;

Construction of modern multimodal logistics centers capable of high-quality and fast processing of consolidated transit and domestic cargo;

Linking the functions and powers of the main regulators foreign economic activity with the aim of fast, safe and efficient passage of export-import and especially transit cargo flows through Russian ports;

Improving the environmental safety of the port;

Automation of algorithmic operations;

Openness of the port and the procedure for the provision of infrastructure services;

Promoting the development of a competitive environment.

Currently, the speed of processing ships and cargoes in most domestic ports remains lower compared to the ports of other states. However, in modern conditions this parameter is a key factor in increasing their attractiveness and comes out on top in relation to factors such as distance and cost of transportation. Especially - for such ports that specialize in the processing of goods requiring fast delivery(containers, refrigerated cargo, packaged items).

Factors affecting the speed of servicing ships and cargoes in the seaport can be divided into internal and external. Internal factors will include measures to improve the technology of cargo transshipment and ship handling processes, the use of mechanization and automation, optimization of operations in ports, reducing their number, and increasing the innovative component. To external ones - improvement of logistics schemes, optimization of interaction with the railway, as well as coordination of work government agencies in the port on the principle of "single window".

The introduction of automated or semi-automated ship and cargo handling systems in the port will contribute to the release of jobs directly from loading and unloading operations in favor of monitoring the implemented systems. Automation of algorithmic operations improves the quality and speed of work and reduces occupational injuries.

In international practice, tools are widely used to increase the speed of court service in seaports and other qualitative parameters for the provision of services in seaports, in particular:

Operations planning system. In the port of Shanghai, port personnel use this system, the first version of which was developed and implemented in 1988, for the automated preparation of plans for the provision of berths and for the unloading of containers, as well as the planning of all other essential resources. Based on these plans, on a just-in-time basis, the required number of shore cranes are provided to the appropriate berth and the required number of trucks are provided in advance for loading / unloading (in case the port is the starting / ending point of cargo dispatch) . If the containers are intended for reloading (transshipment), the availability of the necessary and convenient place for their intermediate storage at the container site is provided in advance. If necessary, in the interval between unloading a container from one vessel and loading it onto another, special cranes at the container site once again shift the containers in such a way as to ensure the fastest possible loading onto the next vessel (s). The laying order is also planned in the operations planning system, which has a direct interface with automated crane control systems. At each moment, the operations planning system stores all the information about where the container with a given number is located, when it was unloaded and when its further movement is planned.

In addition, key subsystems provide optimal planning the order in which containers will be loaded or unloaded from the vessel, as well as the sequence of operation of shore cranes; the subsystem minimizes the number of physical operations with containers due to their optimal location and order; thanks to this, a record speed of loading and unloading is ensured - up to 280 containers from one vessel per hour (minimum unloading time for a vessel with 1400 containers is 6 hours). The average loading and unloading speed is 100 containers per hour;

System electronic document management and data exchange for trade operations, automating the entire cycle of processing operational, trade and customs documents in in electronic format;

Intelligent vessel traffic control system based on a network of radars and radio stations, united in a single dispatch center;

Integrated container terminal management system MES CTMS, which allows real-time management of the loading and unloading of ships, the gate of container trucks and their movement through the port area, collect and store information about the location of containers and ensure the movement of relevant documents, etc. The system uses wireless technologies for information transfer and communication with port personnel and transport companies. Thanks to the use of this system, high labor productivity indicators are achieved in the port:

Average loading/unloading speed - 12000 TEU/day;

Average loading/unloading volume per meter of berth - 3028 TEU/m;

The average speed of the cranes is 31 operations / hour;

Electronic system providing data on containers and vessels allows interested companies and directly their employees to make inquiries about the location and time of arrival of vessels and containers of interest to them both through the Internet site and through an automated telephone answering machine around the clock;

The system of automatic control and prevention of failures in cargo handling equipment, using a network of sensors and gauges, analyzes the condition and operation of the equipment, and in case of failures, transmits the relevant information wirelessly to the dispatch center, which can significantly reduce the recovery time of equipment after accidents and failures and, ultimately As a result, increase the average speed of cargo handling.

In Russia, it is advisable to apply such practices, including the creation of geographic information transport systems that allow the formation of unified information and logistics centers and automated data exchange systems between participants in the transportation process (working online). The creation of such information and logistics centers is aimed at improving the interaction between seaports and other modes of transport (rail, road, inland water).

As noted above, among the external factors contributing to an increase in the speed and other quality parameters of ship servicing in seaports, there are issues customs clearance and operation of checkpoints.

Absence unified system the exchange of information on ships and cargo in Russian ports significantly slows down both the speed of cargo handling in ports and tracking the passage of potentially dangerous goods, containers, the arrival of unwanted foreigners and other factors affecting national and port security. To date, the Ministry of Transport of Russia, together with other interested departments, are working on the issue of creating a single electronic customs database, which will simplify the document flow and reduce the processing time customs declarations. Today, analogues of such a system exist in all developed ports of the world.

An important problem in the field of port activity in Russia can be considered the imbalance of sectoral and departmental interests. The main problem is that normative base used by customs and border organizations has the status federal law, and the regulatory framework used by stevedoring and shipping companies, is fixed at the level of orders of the Ministry of Transport of Russia.

The currently issued acts of customs legislation do not take into account the specifics of transshipment of goods in seaports.

One of the latest examples is the decision of the Federal Customs Service, according to which cargoes that have passed customs control at seaports must be stored separately from goods under customs control. customs control. In this regard, the time of cargo handling at sea terminals, according to market participants, will increase by 30 - 40%. In addition, the cost of handling cargo may increase by about a third due to its movement and re-warehousing. The distraction of equipment and personnel for additional operations will ultimately reduce the throughput of the terminals.

An important condition for the provision of quality services for servicing export-import and transit cargo flows, as well as passengers traveling in international traffic, is fast and effective work checkpoints across the state border of the Russian Federation located in sea and river ports.

The main directions of development of the system of checkpoints are optimization of the number of checkpoints; modernization of infrastructure and increase in the capacity of checkpoints; development and implementation modern technologies reducing the time for the implementation of state control procedures when crossing the state border of Russia.

At present, coordination councils of checkpoints have been organized and function on a permanent basis in seaports, new technological schemes passing through the state border of persons, Vehicle and cargo, aimed at commission-free clearance of ships and allowing for the loading of cargo work immediately upon the arrival of ships at ports.

At the same time, until now, in most seaports, checkpoints have not been opened in accordance with the established procedure (out of 75 sea checkpoints in Russian ports, only 22 are officially open), and work is carried out according to temporary schemes agreed with state regulatory authorities. This is a significant obstacle to the daily and uninterrupted passage of persons, vehicles, cargo, goods and animals across the State Border in functioning seaports.

This circumstance excludes the possibility of allocating budgetary funds for the maintenance and development of property complex checkpoints. Often, all the expenses for the arrangement and maintenance of state regulatory bodies at the Checkpoints are forced to be borne by the operators of sea terminals. At the same time, the Law on the State Border provides for the only option for the transfer of property from a private investor - a gratuitous transfer.

To create conditions for ensuring the investment attractiveness of the construction, reconstruction and equipment of checkpoints, it is necessary to amend the legislation, providing for other ways of transferring property or providing tax benefits.

Along with the speed of cargo handling, another qualitative parameter of the attractiveness of Russian ports is the cost of a ship call and environmental safety.

With regard to Russian ports, a stable reputational myth has developed about their serious high cost, in terms of port dues and other expenses of ship owners for servicing all "non-cargo" activities at the time of ship calls.

The analysis showed that the cost of a ship call is largely influenced by "other expenses of shipowners" - bunkering, ship chandler services and agency fees, which are purely the subject of an agreement between private business entities.

The port dues themselves are comparable to the port dues of other states. For example, let's give the data of shipping agents on specific ships of different types.

Cost of ship calls for STK (river-sea class vessel) DWT 1669; GRT 1573: according to the agency company Transmarine

Hundested (Denmark) - 1738.83 euros

Liepaja (Latvia) - 3004.40 euros

Nip House (UK) - 3230.56 euros

Vierow (Germany) - 2685.00 euros

Klaipeda (Lithuania) - 3582.93 euros

Gdansk (Poland) - 2132.62 euros

Kaliningrad (Russia) - 1545.00 euros.

Cost of ship calls for bulk carrier m/v Grumant - 15878 GT

Hamburg - 29620 euros

St. Petersburg - 27208 euros.

The cost of such a bulk carrier calling at the Baltic ports is even more expensive.

Cost of vessel calls for Aframax m/v Petrodvorets - 59731 GT

Hamburg - 71740 euros

Primorsk - 98231 euros.

It is obvious that the difference between the training camps in Primorsk and Hamburg falls on the ice training camp, which simply does not exist in Hamburg.

Thus, the analysis shows that in reality there are no problems with the cost of a ship call in Russian ports. The myth grows rather from the total amount of expenses of cargo owners for stevedoring services, where he invests also the costs of the port (more precisely, the shipowner does this for him, issuing a general invoice, which combines private stevedoring services and state port dues).

In accordance with the forecast values of the volumes of cargo transshipment through seaports, the commissioning of port facilities should be provided taking into account the best world achievements in the field of ecology and only if ecosystems are preserved and the appropriate quality is maintained. environment.

In order to assess the nature of the problems of the issue under consideration, a number of main negative factors affecting the state of the environment should be noted.

This is primarily pollution of the port waters with oily and bilge waters, household and technical waste, waste from processing fish products on ships and coastal enterprises, littering the seabed with sunken ships, fragments of nets, trawls, and discharge of untreated sewage and storm water.

The issue of reducing air pollution by emissions from ships and port infrastructure is becoming increasingly urgent.

Obviously, in order to minimize the negative impact on the environment in the port, it is necessary to increase environmental requirements for visiting ships, as well as to have the forces and means to ensure its environmental safety. First of all, these are receiving port facilities for the collection and further processing of ship waste, treatment facilities for oily and domestic waters, specialized ships to ensure readiness to respond to incidents causing pollution (oil skimmers, bilge water collectors, boomers), berths for their maintenance and mooring.

An important factor is the organization of the effective use of the entire complex of forces and means. There is a need for constructive cooperation with municipal and regional self-government bodies, utilities settlements and business entities in terms of sharing production capabilities that can be used to receive and process ship-generated waste.

An indispensable condition for the construction and reconstruction of facilities in seaports is to obtain a positive conclusion from the state environmental review, with a mandatory procedure for approving projects at public hearings.

The activities of domestic ports must comply with world practice and meet the so-called "green standards". Important points such as rational water use, stormwater management, pollution prevention, energy saving and energy efficiency, the use of environmentally friendly materials and the application of the principle of "zero waste" are reflected in the requirements of these standards.

The use of "Green Standards" in construction will minimize the destructive impact of anthropogenic factors on the environment during the construction and subsequent operation of the facility, will serve as the basis for the development of unified mandatory standards economic activity in future.

Due to the international nature of shipping, port activities in terms of environmental protection are regulated by the state in accordance with the requirements of international treaties. First of all, these are global conventions adopted within the framework of the activities of the International Maritime Organization.

The key document in this sense is international convention on the Prevention of Pollution from Ships, 1973, as amended by its Protocol of 1978 (MARPOL), one of the requirements of which is the obligation of the port State to provide in its ports the necessary facilities for receiving waste from ships without causing them excessive demurrage.

In order to reduce illegal discharges from ships in the ports of the Baltic region, the 1992 Convention on the Protection of the Marine Environment of the Baltic Sea Area introduced a "no special fee" system for receiving ship-generated waste at reception port facilities. In accordance with it, the cost of receiving, collecting and disposing of ship-generated waste generated during the normal operation of ships is included in port dues or paid by the ship, regardless of whether it delivers the waste or not.

Domestic companies, in particular FSUE "Rosmorport" apply this principle not only to the Baltic Sea region, but also in seaports of other regions. Environmental duty rates depend on the type of vessel (tanker, ro-ro, etc.), type of navigation (foreign voyage, cabotage) and range from 0.11 to 5.5 rubles for different ports per vessel's gross tonnage.

Thus, Russian ports must continue to integrate into the global space in order to ensure the environmental attractiveness of shipping and compliance with international requirements.

Below are the current trends that have either relatively recently been introduced into the practice of the most efficient foreign ports, or are planned for implementation in the near future.

22.07.2003, Mikhailov Sergey

Edition: CIO

At the present stage of the implementation of economic reforms, the majority of state strategic facilities are subject to increased requirements for the efficiency of their functioning, compliance with advanced technologies and readiness to cope with a multiply increasing volume of tasks. Sea trading ports are also among such objects. They are playing important role in the country's economy, and therefore close attention is paid to the creation of a clear vertical of their management today.

One of the very important tasks improving the efficiency of port management - the ability to organize the collective work of participants in the transport process - from stevedores, agents and ship owners to employees of customs and border services. After all, the absence of a coherent system of interaction between all the structures operating in the port leads to significant losses in the working time of port workers, to ship downtime, and as a result, to a decrease in throughput and efficiency of the port as a whole. It is possible to provide such a system of interaction only by creating a single information space that will make it possible to exchange working information and system analysis activities of all participants in the process. This is done by electronic document management systems (EDMS).

We talked with Alexander ANDREEV, Head of the Department of Information and software MAP Novorossiysk.

Task

MAP Novorossiysk is a state institution of the Ministry of Transport of the Russian Federation. The number of employees of this organization exceeds 700 people, the geographical area of responsibility extends from the Kerch Strait to the border with Abkhazia. The processes of management and interaction between divisions of the MAPN are carried out through a document flow and are based on a system of interconnected management documentation.

Despite the good level of information and technical equipment, the MAPN management documentation system was based on paper workflow with all its inherent disadvantages:

the procedures for coordinating documents, getting acquainted with resolutions and transferring information were carried out according to the “runner” principle, which led to the loss of a large amount of time for employees to move around the territory, low efficiency in familiarizing employees with the resolutions of managers, and failure to meet the deadlines for the implementation of documents;
the inability to trace the "life cycle" of the document and, as a result, the impossibility of obtaining the full amount of information for adoption management decisions;
unregulated control of performing discipline, carried out manually by putting marks in journals and diaries, led to a decrease in the responsibility of performers;
the absence of a unified electronic archive of documents gave rise to multiple replication of paper copies, inconvenience in the organization and simultaneous work of several executors with a document, inefficiency in searching for documents in the current archive and archive for past periods.

The management of the administration was aware that the listed problems lead to a significant decrease in the efficiency of the MAPN, to an increase in the direct and indirect costs of the enterprise. It was on the initiative of the management that in the fall of 2002, the MAPN decided to introduce an electronic document management system.

Selection process

“Having studied the proposals existing on the market, we limited the area of choice to systems built on Lotus Notes/Domino,” says Alexander Andreev. - This platform provides the best possible organization and scheduling of teamwork, offline access, as well as advanced security features. Lotus Notes is an ideal tool for combining geographically distributed structures into a single information space.

As for the SDOU, both functional criteria and the capabilities of the developer company, such as the availability of resources and implementation experience, played a role here. major projects, own regional office and well-established system implementation methodology. Very important criteria for us were the cost of ownership of the system, scalability, as well as the ability to independently and independently from the developer to develop the functionality. Now everything is changing very quickly, and therefore it is important, having invested money once, not to get bogged down in additional costs for improvements later.

The BOSS-Referent system, developed by IT Co., perfectly matched our requirements, which is why we settled on this solution. In addition to the generally accepted functions of electronic document management, "BOSS-Referent" allows you to automate some other business processes in the organization, as well as organize legally significant document management. The developers of BOSS-Referent call their product a “management documentation system”.

Blitz interview with Alexander Andreev

How long did the project take?

A little over four months.

To what extent did the BOSS-Referent system correspond to the specific needs of your organization? Did you have to tweak or modify anything?

It is impossible to buy a ready-made system, one hundred percent corresponding to the needs of a particular organization, for the reason that there are no two identical organizations, just as there are no two completely identical people. Therefore, the system we have chosen has a certain flexibility, which allows, if necessary, to change and refine it, including independently, without the involvement of a developer.

But in our case, we did not have to modify anything ourselves. At the end of the trial operation stage, we created a document containing our proposals for the implementation of certain improvements to our specifics. For example, this included changing the views of some databases, creating additional settings, minor changes to some functions. All these changes were made by the developer.

What should be paid attention to in order to reduce risks in such projects?

Firstly, sufficient attention to the work performed by the management is very important. The situation of the attitude of the management of structural divisions to the implementation of the EDMS as an optional process and the replication of such an attitude to ordinary employees is dangerous. As a result, there is no real use of the system, and, consequently, no real return and increase in work efficiency. To prevent this, it is necessary to provide regulatory support based on orders and instructions from the management. Management should be kept informed of the progress of the work.

Secondly, it is important not to make mistakes in determining the pace of change. If users do not have time to rebuild the existing work style, then there is a risk that you will spend energy and resources on solving tasks of little relevance. These problems were avoided by the BOSS-Referent implementation methodology, with a clear definition of the stages and content of work at each stage. Each implementation stage was a completed project, after which we received a working fragment of the system that solved specific problems. Thus, going along the implementation chain, we could not only control the correctness of the process and start operating the system in stages, but also change the requirements for it after the start of the project, taking into account the wishes of users.

It can also be added that the efficiency of implementing an electronic document management system is increased by automating the workplaces of as many employees as possible working with documents. It is under this condition that a single information space is created and the maximum economic effect is achieved.

The SDOU class system is a powerful management tool, so installing it only on the workplaces of secretaries or clerks is at least wasteful.

How many people are needed to maintain and administer the system?

One System Administrator in Novorossiysk and one in each major remote unit. Thanks to the client-server type of the system, all administration work is performed from one workstation (administrator) and is automatically distributed to the user's client workstations. This saves the administrator from routine work and saves labor costs.

Readiness of MAPN staff for implementation

The introduction of electronic document management systems has a number of significant differences compared with the introduction of production systems such as "man - computer". The reasons for this difference are related to the fact that the system in this case is only a tool for ensuring interaction between the participants in the process. Therefore, the social and psychological readiness of the personnel has a decisive influence on the assessment of the readiness of an organization to implement systems of the SDOU class.

There is an opinion that employees public institutions difficult to accept new technologies. However, a survey of a number of employees showed the staff's interest in using new means of interaction and readiness to introduce an electronic document management system. Many employees noted that the system for preparing documents, conducting the approval of documents in electronic form, maintaining unified electronic directories, databases of archives of documents will contribute both to the fulfillment of their professional duties and increase the efficiency of the functioning of the entire MAPN as a whole.

At the first stage, it was supposed to create a configuration of subdivisions for 30 workplaces of the SDOU MAP Novorossiysk. At the same time, the vertical of control from the upper to the lower level was formed only in certain structural divisions of the administration. The first stage was considered by the administration as a pilot project.

At this stage, the following business processes of the DOE were automated:

The process of receiving and sorting incoming mail. Registration of documents. Transfer of documents for familiarization and execution to the subdivision of MAPN.
The process of preparing orders and orders for MAPN. Coordination of the initial version with the heads of structural divisions. Approval of orders and instructions of the head of the MAPN. Organization of the process of familiarization with regulatory documents.
Registration, coordination and preparation of documents for sending to external addressees.
Preparation of contracts, coordination, approval and sending of the original contract by outgoing correspondence.
Preparation, coordination, approval memo, applications. Formation of resolutions and instructions for execution.

At the second stage, in all structural subdivisions of MAPN, by means of BOSS-Referent, management verticals were created from the top level to the level of final executors located in Novorossiysk. At the same time, the following tasks were solved:

creation of a common corporate system DOW MAPN;
establishing a corporate standard for email and tools group work in MAPN;
transition to paperless internal workflow.

At present, 100 workplaces of the BOSS-Referent system have been deployed in MAP Novorossiysk.

In addition, the Lotus remote work capabilities allow users to connect to the system employees who are outside the territory of the IAPN, as well as territorially remote administration units that do not have a LotusNotes/Domino server. For this category of users, there are two options for working with the system:

work in a permanent connection via modem connection with the LotusNotes/Domino server;
work with local replicas of the SDOU database at a remote station.

In both variants, not only telephone lines but also Internet channels.

Place of EDMS in the MAPN management system

The components of the unified information system MAPN can be presented in the form of a diagram (see p. 78). As can be seen from the diagram, unlike functionally-oriented, "vertical" systems that automate the activities of individual divisions, services, departments of the MAPN, the electronic document management system is of a general, cross-functional nature. Everyone can use it in their activities structural units. On the other hand, the electronic document management subsystem provides information interaction between functional systems, being a kind of "transport highway" for the exchange of heterogeneous information. Thanks to this solution, the openness and scalability of the unified information system of the organization is achieved without in any way limiting the capabilities of each of the functional "vertical" systems.

The horizontal loop of management and workflow provides an end-to-end process of processing information (documents) on the scale of MAPN, its communication with external departments and consumers of information, and also supports the corporate knowledge base. The main tasks of this loop are message delivery (messaging), collective work with documents, group planning and management, process coordination and knowledge sharing.

The horizontal loop of management and workflow includes applications such as e-mail; unified address and telephone directory; accounting of contacts (calls, faxes, meetings) and correspondence; contract control; gateway to the Internet; economic information; business news; normative documents and standards of MAPN; document templates; electronic office; order control; coordination of events; planning meetings, boards of directors and monitoring the implementation of decisions; electronic archives; help desk for customer requests; internal technical support service.

An important component of this circuit can be a corporate web server with integrated document management functions to support clients' requests to MAPN via the Internet.

results

The need to build an automated system of documentation support for management in the MAPN was not in doubt from the very beginning. The correctness of the choice of "BOSS-Referent" was confirmed in the process of implementation and operation of the system. “Already at the early stages of our cooperation with IT, it was clear that this company has highly qualified specialists, a well-established implementation methodology and is responsible for fulfilling its obligations,” notes Alexander Andreev. - We were not disappointed with the results. The operation of the BOSS-Referent system made it possible to automate the key management business processes of the port administration, create a single information space, and increase the efficiency of the management activities of the MAPN.”

From the history…

The Maritime Administration of the Port of Novorossiysk was established on June 9, 1994. MAPN is directly subordinated to the Ministry of Transport of the Russian Federation.

GOALS AND OBJECTIVES

In accordance with the tasks assigned to the MAPN, it is engaged in the following activities:

organizes and creates the necessary conditions to ensure safe and convenient mooring of ships in the port and safety of navigation within the area of responsibility of the MAPN;
holds state registration ships subject to registration to this port, and issuance of ship documents provided for by the Merchant Shipping Code;
issues diplomas and qualification certificates for maritime ranks provided for by the Merchant Shipping Code, confirmations for diplomas, preferential permits, as well as seamen's passports;
develops and approves resolutions on issues of navigation safety, protection of state property and public order in the port, carrying out sanitary and fire-prevention measures in it, which are mandatory for all ships, shipowners and other organizations using the services of the port;
gives permission to raise the property sunk in the sea, as well as to carry out construction, hydraulic engineering and other works within the territory and water area of the port;
investigates emergency cases with sea vessels in accordance with the established procedure;
establishes the mode of operation of pilot enterprises and organizations and exercises control over their activities;
creates a national network of the Global Maritime Distress Communication System - GMDSS - and maintains surveillance on navigational safety frequencies;
establishes the procedure for the entry and exit of vessels to the port, regulates the movement of vessels and guides them within the port water area and in the area of operation of the vessel traffic control system;
monitors the cleanliness of the fairways on the canals and water areas of the port;
carries out constant control over the proper maintenance of all means of navigation in the water area and territory of the port, on the approach channels and fairways, ensuring the safe entry and exit of vessels;
develops measures for the protection of the water and air basins of the port, which are mandatory for all enterprises, organizations and ships operating in the territory and water area of the port, on approach channels and fairways;
carries out licensing in accordance with the established procedure certain types activities related to maritime transport;
in accordance with standard contract lease, approved State Committee of the Russian Federation for the management of state property, leases to enterprises that provide cargo handling and ship servicing, state property that is on the balance sheet of the Institution;
supervises the safety and maintenance in proper technical condition state property leased, its efficient use;
controls and ensures the proper technical and operational condition of the sea channel, including navigational equipment;
controls the navigational and hydrographic condition of the anchorage areas;
studying with interested organizations prospective cargo flows, analyzes the throughput capacity of the port, jointly develops schemes and plans for the development of port and other capacities, waterways, as well as port infrastructure in conjunction with the development forecast maritime transport, fishing and other fleets;
performs the functions of the state customer for the construction of new transshipment complexes and participates in the reconstruction, modernization and technical re-equipment of the existing ones;
promotes the implementation new technology and technologies aimed at improving and developing transshipment complexes and systems to ensure the safety of navigation;
charges port fees.