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Facilitation of ship activities

As a modern port, Suriname and especially Port Management strives for the port to become a service center for transport and logistics; a platform for the optimal facilitation of international transport and trade.

To move forward with continued globalization, the main thrust of transport trends lean towards digitalization, smart ports, utilizing the Internet of Things (IoT), and installing various types of terminal operating systems – all of which are not yet present in the Caribbean.

From a functional perspective, we are still not yet trending at the same pace as the global marketplace. This is mainly because collectively we are a net importer – we export miniscule fractions compared to what we import. Therefore, if there is any inflation in the world, we import that too, and that inflationary impact is then multiplied at the point of sale in any of our markets. To be honest, we are feeling that pinch at present.

As a result, you have a high level of low trade facilitation and very limited trade facilitation processes. Therefore, we are in a space that is ready to receive the next level of advancement to become more globally competitive.

Before we start to posture in a global phase, we need to take a few steps to regularize our structure and operational functions to modernize our various systems. This includes our legislation, our tariffs, and our labor laws to ensure we have a smooth and functional transport and maritime environment before we start to see how we can fit into global trends.

NA: What are some of the greatest challenges that you currently face and what tactics are the Association employing to overcome them?

DT: Our primary challenge is a lack of appropriate port infrastructure and the resources to work towards port digitalization while faced with ongoing supply chain disruptions and its corresponding impacts. The sector faces a paucity of investment into shipping options, meaning there are no new shipping services.

Working across many different islands involves different tariffs, rather than a seamless space through which cargo can traverse. Due to this lack of standardization, shipping lines often leave the Caribbean frustrated by the lack of coordination and collaboration which drives up costs, reduces profits, and creates an unpredictable business environment. Generally, I would say that decisions in the sector are made using emotions rather than facts and data, and there is no region-wide support for a single hub to leverage economies of scale, as exemplified by Miami.

PMAC is employing various strategies to overcome these challenges. To drive regional integration, we are gaining recognition as an authoritative source of information for research and collaboration with regional governments, international organizations, and industry partners. In addition, we continue to provide technical support to regional governments, ports, and industry stakeholders while monitoring developments and building closer cooperation. We coordinate the relevant response of member ports to industry changes and requirements, and facilitate improved networking, information sharing and mutually

Jseza

The Special Economic Zone (SEZ) regime facilitates investments that increase trade and exports for local and international investors in Jamaica.

Jamaica’s SEZ regime promotes trade while taking advantage of its geographical location as a major connector with access to the Americas.

SEZs benefit from fiscal incentives and improved trade facilitation through expedited services offered by the Business Acceleration Centre at the Special Economic Zone Authority. Invest in Jamaica, the place of choice to live, work, raise families and do business.

www.jseza.com beneficial alliances with industry stakeholders to expand membership among regional ports.

We advocate for our member ports by facilitating the development of a uniform and sustainable philosophy regarding the attainment of common, mutually beneficial objectives, such as uniformed regional tariff rates.

In addition, to improve port management and performance, we provide leadership in the promotion of professionalism regarding port administration and operational matters across the Caribbean. We are collaborating with many of the regional ports in the development of improved training, quality systems and standards, and creating a network to identify best practices in port operations. Finally, we are establishing the Port and Logistics Data Intelligence Platform (PLDIP), a shared data platform to serve the needs of regional governments, ports, and industry stakeholders.

NA: Are there any exciting projects either ongoing or in the pipeline that you would like to highlight?

DT: We are currently working on the following initiatives:

• The launch of a sustained program incorporating international certification of PMAC training via the Chartered Institute of Logistics and Transport (CILT) endorsement.

• The establishment of the PLDIP across member ports.

• The development of an effective social media program including utilization of the updated PMAC website.

NA:

What are PMAC’s key priorities for the future?

DT: The reason for the formation of PMAC was to facilitate industry knowledge among regional ports. We want to ensure that small ports have a voice where they can share not only their concerns, but also their successes, best practices, and innovative steps they have taken. While the ports themselves are not natural breeding grounds of the highest level of efficient port management systems, the idea behind PMAC is to bring together the best components that we have. Since all ports have similar legislation and functions and are the principal facilitators