Les Enjeux du Last Mile pour les ports My name is Hassan ABKARI, I am in charge of Tanger Med roro passenger port, and I am here to speak about Trade facilitation which is a quite big issue for all countries in general and even bigger for a developing country like the Kingdom of Morocco.   We all know that cost of trade procedures may amount to 2,5 to 15% of each transaction … and this affects competitiveness of shippers in the global trade. Of course the need to make trade procedures easier is vital in all types environments. But what makes it even more exciting for me is that : Improvements and potential gains are really substantial for developing countries; and for small and medium sized enterprises (the highest proportion in developing countries), since costs of compliance with procedures for those companies are proportionately higher, as well as benefiting more from increasing inflow of foreign capital (from FDIs), multiplies their potential gain from trade facilitation. My presentation is articulated on 3 points : who we are? What we do to make things better for shippers now in terms of trade facilitation? And what we plan to do to contribute to trade facilitation for Moroccan operators in the near future ? Hassan Abkari 09/03/17

SOMMAIRE Interaction entre le port et le Last Mile Technologie au service du Last Mile Infrastructure portuaire et infrastructure de connexion au service du Last mile Last Mile à l’export par ville d’origine (TIR) Business case TMZ

Système de Gestion du transport (TMS) permet : 1. Interaction entre port et Last Mile Technologie au service du Last Mile I. Le problème du Last Mile Actuellement, le last mile de la supply chain est le moins efficient et engendre 28% à 38% du cout total du transport. Les principales causes de cette situation sont : une information approximative et une faible communication entre les transporteurs, les terminaux portuaires, les chargeurs et les consignataires. Système de Gestion du transport (TMS) permet : Traçabilité au niveau UGS (SKU) ; Fluidité des chaines logistiques Meilleur contrôle des inventaires ; Meilleure visibilité de la supply chain ; Responsabilité du fournisseur ; Réduction du temps de cycle ; Responsabilité du Transporteur ; Réduction des coûts ; SKU : stock Keeping Unit UGS : Unité de Gestion du stock 

1. Interaction entre port et last mile Infrastructure portuaire et infrastructure de connexion Infrastructure adaptée et accessibilité : Accessibilité des quais et circulation fluide dans le port de/vers les terminaux Zones de contrôle fret adaptées Infrastructures de connexion adaptées aux volumes de trafic identifiés Highway Railway 2H 4H 6H 8H  

2. Last Mile à l’export par ville d’origine : T.I.R. Identification des trafics du corridor export Textile Agro-industry Automobile Cold storage automotive / fashion / agriculture / metals.     All these trades are relevant our strategy : Therefore, relationship between port authority and specific trade and/or business sector’s representatives or associations is very strong, and meeting are organized on regular basis to identify what is critical to quality and check if port targets are still relevant to customer. We measure the corresponding KPIs on a weekly basis, and adapt our actions to get close to target as much as possible; One question is What is Difference in demands between these industry sectors?  And When we set our strategy, are we particularly influenced by any of them? From port point of view, some demands can vary from an industry sector to another due to some specific handling or storage needs, or specific controls …Etc. but all of them pinpoint three targets : Transit time, Crossing border costs (port dues, maritime transport, terminal handling charges..Etc.), Safety and security Our strategy take into account and integrate totally the needs and demands of each industry sector using the port and our value proposition then is to try to tailor made solutions not only for each industry sector but even when necessary for any specific customer within those industries. Aerospace Logistics

2. Last Mile à l’export par ville d’origine : T.I.R. Textile Phase 1 Agro-industry Phase 2 Phase 3 Automobile Cold storage automotive / fashion / agriculture / metals.     All these trades are relevant our strategy : Therefore, relationship between port authority and specific trade and/or business sector’s representatives or associations is very strong, and meeting are organized on regular basis to identify what is critical to quality and check if port targets are still relevant to customer. We measure the corresponding KPIs on a weekly basis, and adapt our actions to get close to target as much as possible; One question is What is Difference in demands between these industry sectors?  And When we set our strategy, are we particularly influenced by any of them? From port point of view, some demands can vary from an industry sector to another due to some specific handling or storage needs, or specific controls …Etc. but all of them pinpoint three targets : Transit time, Crossing border costs (port dues, maritime transport, terminal handling charges..Etc.), Safety and security Our strategy take into account and integrate totally the needs and demands of each industry sector using the port and our value proposition then is to try to tailor made solutions not only for each industry sector but even when necessary for any specific customer within those industries. Aerospace Logistics

Intégration du Last Mile au dispositif portuaire 3. Business case TMZ Intégration du Last Mile au dispositif portuaire Etendre les dispositifs de traçabilité et de gestion des flux de transports vers les zones d’activité développées par TMSA et ses filiales (TMS) ; Assurer la traçabilité « sortie usine – Terminaux Portuaires » à partir des zones TMZ ; Développer la prise en charge sureté des cargaisons avec l’administration des douanes sur l’ensemble du first/last mile avec des transporteurs catégorisés ; Réduire les coûts de transport grâce à la réduction des temps de transfert et de transit portuaire ; Améliorer l’accessibilité au infrastructures de connexion et la transition port - ville;

Services à la clientèle à l’import 3. Business case TMZ Services à la clientèle à l’import PLATEFORME Portuaire SAS EXPORT PICK UP AREA DOUANES FRONTALIERES PORT MARITIME MEDHUB TRANSPORTEUR CONVENTIONNE TRANSITAIRE TRACTIONNAIRE OPERATEUR DE TERMINAL CONTENEURS TRACTIONNAIRE ARMEMENT ZONE D’ACCROCHE/ DECROCHE TRACTIONNAIRE TRACTIONNAIRE Route nationale TRANSPORTEUR CATEGORISE CHARGEUR I/X CHARGEUR I/X CHARGEUR I/X DOUANES INTERIEURES DOUANES INTERIEURES DOUANES INTERIEURES TFZ Renault Melloussa TAC

Services à la clientèle à l’export 3. Business case TMZ Services à la clientèle à l’export TAC TFZ Renault Melloussa CHARGEUR I/X CHARGEUR I/X CHARGEUR I/X DOUANES INTERIEURES DOUANES INTERIEURES DOUANES INTERIEURES TRANSPORTEUR CATEGORISE Route nationale PLATEFORME Portuaire SAS EXPORT DOUANES FRONTALIERES PORT MARITIME FAST TRACK TRANSPORTEUR CONVENTIONNE TRANSITAIRE TRACTIONNAIRE OPERATEUR DE TERMINAL CONTENEURS TRACTIONNAIRE ARMEMENT ZONE D’ACCROCHE/ DECROCHE TRACTIONNAIRE TRACTIONNAIRE