Page 23 - KFTL Report

KFTL DUE DILIGENCE – Kingston, Jamaica
5.4 General Observations & Summary
A stand-alone system was noted (AS400) as being used to manage KFTL PPE. This is an old system running on an old database. It is unclear where this originated from and why CHAMPS has not replaced it for management of PPE, thus reducing and streamlining solutions within KFTL.
A thorough Competency & Skills standard has not been developed, adopted and applied to the stores areas. People Trent met come from a varied educational and skills background, and not aligned, linked to the needs of a modern-day terminal inventory.
This would in part, explain and account for the complete lack of strategy and plan for the management of inventory at KFTL.
The subsequent ‘knock on effect’, is that training of stores people in inventory management, safety in the store room etc. was more or less non-existent.
Processes & procedures were barely evident, but those that were ‘in-use’, were advised as coming from KCTL, the previous port operator. People were complying with what was there from KCTL, but as yet had not been formally adopted by KFTL and/ or modified to suit better inventory management/ procurement practices in-line with KFTL and/or CMA-CGM standards.
A simple observation of ‘filters’ revealed that KFTL purchase filters from multiple manufacturers. This is an inefficient and expensive way to buy filters. Streamlining such simple procurement practices, can realise improved relationship with filter suppliers, and ensure improved support, stocking options and no doubt pricing structures.
The Trent support package in Section 14 of this report – will cover and address such items as:
• Redesign of the stores warehouse – specifically the large stores warehouse.
• Install suitable designed racking throughout.
• Segregate parts for each type of equipment, including slow moving straddle carrier parts
• Provide suitable and modern stores offices; ensure parts receive and issue functions are clearly separated.
• Eliminate all existing containers outside, where practically possible.
• Reduce excessive high value parts where practical and appropriate, such as hoist and boom
emergency brakes, by offering some to other terminals within the Group.
• Provide a suitably designed section for tyres; the tyre inventory should be reduced to a workable minimum.
• Ensure the EAMS is the unique inventory management tool, and it is used for all engineering activities, without exception.
• Ensure relevant and targeted training is developed and delivered for all stores personnel.
• Set competency & Skills needs throughout team.
• Safety signage throughout, in particular safety signage.
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