Azarkan Hind

In partial fulfillment of INT 4300 Internship

School of Business Administration

Optimization of the Trucks Transit in Marsa Maroc Terminal

Dr. Youssef Boulaksil

Fall Term
2013

Executive Summary

The container terminal is a flat modal form that binds the ship to truck, train or to another vessel
in the case of transshipment. This connection is done via interfaces: truck / area inter exchange, train /
buffer zone, ship / dock. Thus, the major container flows are channeled to or from this system are the
result or the source of a multitude of internal flow system (sorting, inspection, shifting, connection, full
containers, empty containers). These flows are treated with different tools and different locations around
the terminal. That means, the container terminal is to optimize the processing of massive volumes of
containers in order to achieve economies of scale (749,000 TEUs'' 20-foot equivalent'' per year),
improving the use of resources and more special equipments that are expensive.
In fact, responsible for handling division have the prospect of having a solution to balancing and
optimization of the supply chain through the design of equipment used (tractors) to import and export in
delivery to the end customer.
My final project study is in the heart of this approach. It has as an objective, the study of solutions
that meet the diverse needs. To do this, I had some operational research to minimize the process of
delivery of containers to customers. Then, I implemented a simulation of the problem, with Siman-Arena
software, allowing the validation of the theoretical results. Finally, an application in the field was
conducted.

Acknowledgements

My work would not have succeeded without the support and encouragement of some people I
want to thank them.
At the end of this work, I am glad to thank people who contributed for a good and interesting
internship project.
In particular, Marsa Marocs staff, who provided help and support during the whole period of my
internship; especially, Mr. Amine IdSaid, supervisor at Marsa Maroc, (Service Escale), Mr. Driss Fellah
Idrissi, (Service Parc), they have always been cooperative and dedicated.
My sincere thanks to my academic supervisor, Mr. Youssef Boulaksil, Professor at Al Akhawayn
University, for his valuable advice and guidance as well as its support and cooperation to ensure the
successfulness of my work.
Another special thank you for the same occasion to all the team working at the DTC
Dpartement Trafic Conteneurs for their valuable help throughout the project period.
My deep thanks also go to people who were able to contribute in some way to the smooth running
of my work and were able to make it more enjoyable and informative.
Finally, I thank all the faculty and administrative staff of Al Akhawayn University in Ifrane, with
the expression of my deep gratitude.

Table of Contents
Introduction....................................................................................................................................8
Part I: Project Environnement.....................................................................................................9
Chapter 1: Port System...............................................................................................................10
1.Logistics, a Management Concept..........................................................................................10
2. Supply Chain Management....................................................................................................11
3. Some Components of Port Logistics......................................................................................12
3.1 Handling..........................................................................................................................12
3.2 Storage.............................................................................................................................13
Chapter 2: Presentation of Marsa Maroc..................................................................................14
1.Casablanca Port.......................................................................................................................14
1.1 History.............................................................................................................................14
1.2 Geographic Situation.......................................................................................................15
2.Presentation of the Organization.............................................................................................16
2.1 General Presentation of Marsa Maroc.............................................................................16
2.2 Marsa Maroc Activities...................................................................................................17
2.3 Infrastructure of Marsa Maroc........................................................................................27
2.4 Presentation of the Employement Place..........................................................................19
2.4.1 Handling Divison....................................................................................................20
2.4.2 Marsa Maroc Activities...........................................................................................22
2.4.3 DAPIG Divison.......................................................................................................22
2.4.4 Planning Divison.....................................................................................................22
2.4.5 Client Monitoring Division.....................................................................................22
2.4.6 Freight Forwarding Division...................................................................................25
Part II: Analyzes of the Traitment and Process of Containers................................................25
Chapter 1: The Containers Progress of Import and Export....................................................26
1. Import Process........................................................................................................................26
1.1 Import from Ship to Shore..............................................................................................26
1.2 Unloading Containers to Shore.......................................................................................27
1.3 Get Out from Park by Truck............................................................................................27
1.4 Get Out from Park by Train............................................................................................27
2. Export Process........................................................................................................................27
2.1 Get In by Truck to Park...................................................................................................28
2.2 Get In by Train to Park....................................................................................................28

2.3 Export from Dock to Ship...............................................................................................29

Chapter 2: Delivery Process of Import Containers..................................................................29
1. Receipt of Order and Deliver the Containers to Import Ticket Window................................30
2. Biling of BLC in the Biling Ticket Window..........................................................................30
3. Verify A- Check : Administrative Control.............................................................................31
4. Verify P- Check : Physical Control........................................................................................31
5. Manipulation of Containers....................................................................................................31
6. Verify BC and BLC................................................................................................................31
7. Edition for the Check Out......................................................................................................31
8. Edition of the Exit Status of Containers and Filing Documents............................................32
Chapter 3: Information System : SAGETEC...........................................................................32
1. Switching between Modules..................................................................................................32
2. SAGETEC Functionalities....................................................................................................33
2.1 CTCS : Container Terminal Control System ..................................................................33
2.2 SPACE : Yard Planning ..................................................................................................36
2.3 TRAFIC : Equipment Control.........................................................................................36
Chapter 4: Minimizing the Trucks Waiting Time during the Delivery..................................37
1. The Importance of Solving the Problem................................................................................37
2. Waiting Problems...................................................................................................................38
2.1 Theory of Queues..........................................................................................................38
2.1.1 Network Queue Delivery Process........................................................................40
3. Problems with Containers Storage ........................................................................................48
3.1 ABC Method.................................................................................................................49
Chapter 5: Simulation.................................................................................................................51
1. Why do we use Simulation?...................................................................................................52
2. General Methodology of Simulation......................................................................................53
3. Import Process Scenario.........................................................................................................55
4. Delivery of Import Containers Scenario................................................................................57
Recommendation.........................................................................................................................60
Conclusion....................................................................................................................................62
Appendixes...................................................................................................................................63
References.....................................................................................................................................54

Table of Figures

Figure 1: Existing Infrastructure at the Port of Casablanca

Figure 2: The Organizme of Marsa Maroc
Figure 3: Infrastructure of the Container Terminal East of Marsa Maroc
Figure 4: Functional organizme of the DTC
Figure 5: DTC Structure
Figure 6:Import Process Flow
Figure 7: Export Process Flow
Figure 8: The Terminal Plan
Figure 9: Switching between SAGETEC Modules
Figure 10: The Dock Pointer Interface Screen
Figure 11:Queue System Diagram
Figure 12: The Interface of Pearson Test in Excel Sheet
Figure 13: The Actual Delivery Process in Marsa Maroc
Figure 14: M/G/1 formulas
Figure 15: Plan of the Dleivery Area number 1
Figure 16: Graph of output Containers per day in 2012
Figure 17 : Arena Simulation
Figure 18: Example of Automatic Data Analysis
Figure 19: Simulation of the Import Process
Figure 20: The number of containers stored at the park
Figure 21: The time and waiting numbers in the Import Process
Figure 22: Graph of the resources utilization
Figure 23: The achievements of each tool
Figure 24: Delivery Process in loading area 1 (ZC1)
Figure 25: Waiting time of a truck in the delivery import process
Figure 26: The percentage of resources utilization in the delivery process
Figure 27: Waiting time of a truck after improvement
Figure 28: The percentage of resources utilization after improvement
Figure 29: Forklift
Figure 30: Straddle Carrier
Figure 31: Handling Cranes + Tractor
Figure 32: The port Terminal
Figure 33: Clear View of the delivery Areas

Figure 34: Import Process Description

Figure 35: Export Process Description
Figure 36: Email from the Arena Simulation Software helpdesk

List of Tables
Table 1: Frequency Distribution of Arrivals
Table 2: Computation of the sample average number of arrivals
Table 3: Actual and Theoretical Frequencies of the Arrivals
Table 4: Calculation of Pearson Test (c)
Table 5: M/G/1 Calculation
Table 6: The results of the current delivery process for ZC1
Table 7: The outputs of containers per day in 2012
Table 8: Containers Classification in three categories, A, B, C

Introduction

Morocco is an important country with its culture, values, and people with their performance that
lead to a better development for the economy.
Morocco is an island country, over 98% of world trade in volume are done via sea against 95% in
values; such a situation makes a port area the vital sector in Morocco.
In fact, the port sector in Morocco is changing, as it should be efficient and competitive in order
to support the country in its economic and commercial development, and foreshadowing the image of
Morocco in the future.
Marsa Morocco, is at the heart of these changes is engaged in extensive sites upgrade its
infrastructure in order to adapt its products and services to the changes and demands of economic
openness and trade liberalization that Morocco is known.
The policy of Marsa Morocco honors our country because it is distinguished first by a coherent
ambitious goal: it is a priority to enhance the security of the port traffic, quality of service, as well as
diversification in various services offered to shipping companies.
It is in this context, my final project includes some studies conducted in the Dpartement Trafic
Conteneurs (DTC), which involves the minimization of the waiting time of trucks during the delivery
process. Therefore, I begin this report with a presentation of the project environment. The second part will
focus mainly on the analysis of process containers. In addition, it will focus on the theoretical resolution
of the problem through a conceptual study, before finally reaching the model simulation on the last
chapter.

Part I : Project
Environnement

This Part includes :

Chapter 1 : Port System

Chapter 2 : Presentation of Marsa Maroc

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Chapter 1 : Port System

Globalization manifests itself economically by increased trade of goods, services and capital.
Therefore, this requires that the transportation system should be efficient because poor transportation
planning can lead to production delays or unwanted surplus, to breakage or loss of goods, but also to the
loss of contracts.
Shipping affects almost all-intercontinental transport, except for passengers. According to Lloyd's,
the principal underwriter in the world, about 50,000 ships playing the ocean so that the ribs and channels,
and rivers waters. This ranges from small freighter that tens of tons of goods to supertankers some 300
000 tones deadweight, through the containers can take hold and on the deck between 50 and 3,300 40-foot
containers (12.2 m). Their speed is between 8 and 27 knots (15-50 km / h), the speed generally increases
with size, except for bulk carriers, oil tankers, ore and grain, the speed limit is about 16 knots (30 km / h).
Around this economic environment is constantly changing, management is not static, nor in theory
nor in practice. Management is evolving and generating new concepts to fit the port logistics.

1. Logistics, a Management Concept

Logistics concern some constraints of the adjustment of supply to those of demand; today it is a
concept of general management that will develop considerably over the coming years. Its mastery should
be a key to success and even simply the survival. The concept of logistics result a natural evolution of
management thoughts.
Today, there must be a real company policy articulated around logistics concept that is sustained
collaborative tasks if you want this logic to bear fruit, it means that the supply must not be seen as driven
by economic activity, but as a fundamental element of the general policy, therefore giving rise to
strategies and tactics.

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Logistics as a management concept grows nowadays to an integrative concept of managerial

activities on a cross base. This concept is expressed in the Anglo-Saxon term as "Supply Chain
Management".

2. Supply Chain Management

This is a relatively new concept, which often includes lessons grouped under the term "logistics". It is
also a leading concept in the sense that it conveys a certain conception of the organization and business
management.
Supply Chain is often defined as Following the steps of production and distribution of a product
from suppliers suppliers of producer to its customers' customers
According to the Supply chain management book in its fifth edition, a supply chain consists of all
parties involved directly or indirectly, in fulfilling a customer request (Chopra and Meindl, 2013)
Therefore, we can define the management of the supply chain as managing its flow and inventory
management through a computerized management of all information arising from the chain, in order to
obtain a desired level of performance with reduced cost.
Port logistics can be defined as the set of strategic and operational capability to optimize intermodal
functions in the port channel. It is also an approach to make it faster and more efficient than faster the
various operations of a port.

3. Some Components of Port Logistics

Here, the emphasis would be on some components of the existing logistics or may exist on the
platform - port shape. Some of these components can be distinguished:

Handling (Manutention)
Storage (Entreposage)

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3.1 Handling
Handling is the manipulation and movement of goods for their storage or warehousing. The
techniques of handling constitute a fundamental component of logistics. This logistics industry has also
improved over the recent decades.
The most accurate common systems of handling are: handling of containers, handling of
conventional non- containerized goods (bagged, roller..) and handling of bulk.
Container Handling System
It includes four components, namely: the storage trailer, the system of heavy forklifts, the system
of straddle carriers, and the system of gantry cranes.
The storage trailer system is to unload containers imported from a ship by a crane and then loaded
onto trailers that are towed to a location in the assigned storage area, where it will remain until the tractor
takes it. Trailers carrying containers for export are brought into the storage area by road traction, and then
taken to the ship with the hardware port.
The Forklifts Heavy system: it is a system that involves the use of heavy forklift trucks with a
capacity of about 42 tons equipped and with a rudder taken from above and can Gerber 40ft full 2 to 3
heights.
The system of straddle carriers: is permitting to stack containers two (02) or three (03) heights, move
the dock to the storage area and the load on a motor vehicle or in discharge.
The system gantry cranes can stack the containers located in the storage area to be stacked using the
gantry crane rail to a depth of five (05).
Handling of non- containerized goods and bulk
It is usually performed by the own handling of the ship as regards the handling edge platform.
Then, forklifts relay this or Dockers regarding the handling wharf.

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3.2 Storage
The variety of storage facilities in ports stems from the diversity of merchandise storage needs. To
ensure a smooth flow of goods through the berths, port authorities should establish procedures and
storage practices.
There are two main types of port storage: storage in transit for goods remaining a period of time in
port and the long-term storage of goods, for various reasons must stay longer in port.
The transit storage allows in one hand to reduce the risk of imbalance ship / shore, on the other hand
it allows performing the inspections, collection of import duties and other formalities and avoiding
overcrowding the dock and does not delay the rotation of the ship as tends to be the direct transfer in
these circumstances.
Finally, it helps protect against the risks of delay that the vessels and goods can suffer due to bad
weather or problems that have arisen during previous stop.
The long-term storage has grown considerably in some countries to the point where it provides
significant revenue to the port authority sometimes from 30 to 40% of the total revenues of the port.

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Chapter 2 : Presentation of Marsa Maroc

1.

Casablanca Port
1.1 History
The port of Casablanca is considered the main commercial port of the Kingdom due to its

favorable geographical location regarding the most important consumption areas of the country; its
hinterland that is an economic power in constant development and its road and rail networks that are all
crucial assets for expansion.
Thus, it remains one of the largest ports in Africa serving shippers and receivers and is therefore a
key lever for development of the national economy.

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Promote investment through the port reform was to attract large investors, and increase the
competitiveness of ports to compete with foreign ports, and to cope with the increased trade.
This reform program will improve the competitiveness of Moroccan ports, to meet the national
standards, to equip the port sector of a legislative and regulatory framework to come with future
developments, while adapting the supply of port services to the needs the market.
In order to answer the main objective of competitiveness, this reform is based around three main
levers. The first concerns the separation of kingly functions, authority and commercial. The second is the
function of port authority and control, while the latter consists in the establishment of the principle of the
uniqueness of handling, to stop the out of legal responsibility between the board and the dock and
improve the effectiveness and efficiency of loading and unloading ships.

1.2 Geographic Situation

It is located in the center of the Atlantic coast at 33 36 'N, 7 37' West, this port is oriented trade,
ore, grain, fishing and tourist boats.

Figure 1: Existing Infrastructure at the Port of Casablanca

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2. Presentation of the Organization

2.1 General Presentation of Marsa Maroc
A port operating company with a capital of 733 956 000 DH; Marsa Morocco was provided at its
inception on December 1, 2006, the status of a limited company. With this new status, it has greater
management flexibility allowing it to have greater responsiveness in a rapidly evolving sector. The
adoption of limited company status is accompanied by an innovative mode of governance.
The Supervisory Board exercises permanent control over the management of the Company by the
Executive Board and approves the strategic directions of the Company. Mr. Aziz Rabbah, Minister of
Equipment and Transport chair the Supervisory Board. He also sits on four other members representing
the Ministry of Finance and Privatization, the Hassan II Fund and the Ministry of Infrastructure and
Transport.
The Management Board is the management body of the Company. As such, it is vested with broad
powers to take any decision to order commercial, technical, financial, or social. The Board has five
members and is chaired by Mr. Mohammed ABDELJALIL.

Figure 2: The Organizme of Marsa Maroc

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2.2 Marsa Maroc Activities

Marsa Moroc's primary objective is the optimal treatment time, cost and safety of all ships and goods
through the Moroccan ports, since the announcement of the call of a ship to the delivery of the goods to
the owner. Port logistics operator, Marsa Moroc operates terminals and piers under concessions and offers
a diverse range of services:

Ship services: pilotage, towage, mooring, fueling;

Services Goods: handling (onboard and dockside) shopping pointing
weighing, loading and unloading of containers and trailers;
Related Services: hauling, stacking of goods, loading and
unloading trucks;
Real-time information;
Management of the public domain and slipways;
Maintenance of port infrastructure.

2.3 Infrastructure of Marsa Maroc

To fulfill its mission, Marsa Maroc has a very developed infrastructure, specialized to meet the
requirements of international standards for the treatment of container traffic, driven by a new generation
of information system "SAGETEC" allowing it to perform all services in a timely manner with an optimal
cost.
The infrastructure consists of two terminals:
Container Terminal IS: this terminal is used for berthing of vessels carrying containers, the
technical characteristics of this platform allows three ships to dock at the same time or four ships where
the ships are medium sized or small.
RO-RO Terminal: this terminal provides the loading and unloading of wheeled vehicles using a
computer equipped with a hydraulic break that allows you to adjust the ship's bridge according
marnage.10 optimization of the supply chain within MARSA MOROC container terminal. It Provides the
passage and treatment of ships assigned to this terminal in optimal conditions of safety and performance,
which best meet the customer expectations. In addition, it Provides leadership and management of human
and material resources entrusted in terms of cost and performance.

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Espace de stockage des
conteneurs vides
Terminal RO-RO : A5 ; A2

Espace de stockage
RO-RO

Terminal conteneurs EST : de

70 74

Espace de stockage
des
conteneurs EXPORT

Les zones de
chargement

Espace de stockage des

conteneurs IMPORT

Figure 3: Infrastructure of the Container Terminal East of Marsa Maroc

The storage spaces: they have a different design and depending on the destination of the
container:
o Storage space for IMPORT containers: containers are stored according to three storage areas (A,
B, C) and each zone is composed of cells, these cells are of a length of a 20 feet container (for
storing a 40-foot container, two cells are employed), the containers are placed as high (up to 4
containers per cell) and to optimize the use of space.
o Storage space for EXPORT containers: containers are stored by destination
o Space for storing empty containers: containers are stored in bulk to facilitate customer access.

2.4 Presentation of the Employment Place

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Figure 4: Functional Organism of the DTC

The objectives of Marsa Morocco declined to Traffic Department Containers:

Reducing expectations ships Door containers;

Securing Container Terminal;
To reduce the loss of goods through the terminal;
Supports all terminal operations;
Reduce the length of stay of containers;
Setting up a scheme and communication.

The department divided into two main entities: the Operations entity and the Technical Unit
1.

2.

The Operations entity divided itself to six divisions:

- Handling division (Division Manutention)
- Traffic Management Roulier Division (Division gestion du Trafic Roulier)
- DAPIG Divison: Administrative Division Programming and Information Management
- Planning Division
- Clients Monitoring Division (Division Suivi Clients)
- Freight Forwarding Division (Division Freight forwarding)
The Technical Unit divided into two main divisions:
- Park equipment division (Divison Engins de parc)
- Lifting equipment division (Divison Engins de Levage)

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Figure 5: DTC Structure

2.4.1 Handling Division (Division Manutention)

The handling division is a service that allows the management of handling operations and resource
allocation of handling during unloading import containers and loading containers for export.
This division manages the service related to dock (at the edge of the ship) and related to the Park
Service storage.
Dockside Service (Le corps chefs descale)
Mission:
Treatment of Stopover (Escale) that is assigned to stop and realize the objectives of performance,
time of stay, and quality of service assigned.
Main Tasks:

Studying the ship file;

Schedule and prepare the ship's: human, material .....
Ensure proper disposal means of the call;
Organize handling and transit of goods,
Coordinate the activities of the ship with le stevedore;
Plan and ensure good circulation and good parking on the quay and the
storage locations;
Establish reports call shift by shift and historical;
Ensure compliance with safety rules of men, equipment and goods.

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Performance Criteria:
-

Productivity by shift and by hand;

Work stoppages;
Loss of goods;
Respect rules and security
Park Service

Mission:
-

Preparation, monitoring and maintenance plan of the location of containers in the storage area;
Tracking the movement of containers in the terminal;
Support functional activities of the transit container.

Main Tasks:

Managing different containers storage areas;

Tracking the containers movement on the park;
Carrying out the work of containers inventory;
Containers location;
Support activities for customers;
Receipt of the documents related to the passage of containers through the terminal;
Monitoring of existing containers on the park;
Delivery containers (import / export);
Ensure guarding containers in the park;
Provide terminal facilities (building materials +).

Service Manager Responsibilities:

-

Accuracy of inventory data;

Swiftness and speed of functional operations related to container;
Treatment of containers passing through the park in the best speed and safety.

Performance Criteria:
Time for loading and unloading trucks and cars;
Loss rate containers on park.

2.4.2 Road Traffic Management Division (Division Gestion du Trafic Roulier)

It is a division that deals with cars and equipment to monitor and ensure their safety.
The park is divided into two: a reception area for cars and another to receive all that is ro (Gear):
agricultural machinery, industrial equipment, equipment for public and containers excluding template
work.

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The work team is responsible for controlling the parking: check number, mention the damage to a
differential state by comparing the number landed against manifest and present a supporting document
where it is found, eg: failure of a car.

2.4.3 DAPIG Division: (Administrative Division Programming and Information

Management)
A division that is responsible for processing and planning of all ships stops covered in the
terminals of MARSA MOROCCO. It aims to optimize the time of the call, infrastructure and terminal
equipment. It works in collaboration with several entities including the harbor, the handling division the
schedule division.

2.4.4 Planning Division

The tower control has as a mission the ship management by the automation of the container
terminal system SAGETEC.

2.4.5 Clients Monitoring Division (Division Suivi Clients)

The Clients Monitoring division is responsible for billing and customers delivery.

2.4.6 Freight Forwarding Division (Division Freight forwarding)

The freight forwarding division is the division responsible for unpacking and packing containers
for import and export.
The stripping operation:
It is the customers request; in this case, Marsa Maroc takes in charge the container, and set the
following:

Move container storage space to store 14;

Open the container for unloading;
Score the goods: the score is for packages and crates, and does not for retail goods;
Establish a schedule pointing, describing the actual condition of the goods on arrival at
magasin14;

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Sending note pointing the client to establish the "Good to issue";

The client follows an administrative procedure (having visa recognition, declaration to the

customs) for the "Good to remove";

The client goes to accounting to pay for (shopping, handling, AD valorem);
Finally establish a "good out" that allows the customer to get the goods.

The operation of stuffing: also made to customer demand, and is usually done in cases where the
client requests a grouping of container, this grouping is made by other companies in the store 14.
Moving to the technical body which is divided into two operating divisions:

Machinery Division park or gear Rolling (Division Engin de Parc ou engins Roulants)
Mission:
-

The management of all devices Park Division;

The management and technical personnel;
Coordination with different departments of the Division.

Main Tasks:

Personnel management of operation and maintenance of machinery park of the Division;

Assign trades to operational work;
Provide the staff workwear and safety required;
Maintenance of records of attendance and assignment;
The maintenance tracking gear Park Division;
Interface with the operational services division;
Ensure rapid response for troubleshooting affected devices;
The billing control and development of indicators gears;
The compliance monitoring delivery notes;
Control of compliance based billing tariff schedules;
The preparation of monthly and annual consumption of diesel oil states;
Updating individual files gear.

Responsibilities of the Head Manager:

-

Make sure to get all the gear for optimum uptime;

Ensure the implementation of a program of reliable service with minimal cost;
Achievement of technical studies needed to improve equipment.

Performance Criteria:
Technical performance rate of gear Division;
Training rate of technical personnel (maintenance + line).

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Part II : Analyses of the

Treatment and Process of
Containers
This Part includes :

Chapter 1 : The Containers Progress of Import and Export

Chapter 2 : Delivery Process of Import Containers

Chapter 3 : Information System : SAGETEC

Chapter 4 : Minimizing the Trucks Waiting Time during the

Delivery

Chapter 5 : Simulation

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Chapter 1: The Containers Progress of Import and

Export
Managers of container terminals are facing several operational decisions mainly containers prior
to processing. These decisions are to plan the stay of containers at the port of Casablanca.
1. Import Process
Before the arrival of the ship, the consignee must send a request for allocation position, manifest, a
loading / unloading, and a possible list of hazardous and flammable products.

Figure 6: Import Process Flow

1.1 Import from ship to shore:

Before the ship arrives in the harbor, the control tower in the system launches its arrival and enters
information relating thereto. Once the ship is in dock, MARSA MAROC conducts its mooring and active
on the system unloading the ship.

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The pointer of MARSA MAROC assigned to the vessel and fitted with a RTD (Terminal Mobile),
grabbed the No. portico, the name of the ship, the shift and for each landing, it captures the brand and
container number, ISO, No lead and the subject code for damage found on the container.
The system through the unit SPACE plans the position of the container on the park. Unloading is
done using cranes that move containers from the ship to the dock. These containers are then transported to
the storage area via import straddle carriers or on tractors.

1.2 Unloading containers to store:

This operation is to empty the container contents in the store and the eventual return of the empty
container to the park or storage yard, where there are certain goods. We can talk about that only when
unloading a container is loaded goods belonging to two or more clients.
At the request of the freight forwarder, the storekeeper in the process of unloading operation in the
presence of customers and a customs officer. The goods are stored at the store using tractors fifth and
trucks. For valuable merchandise, it is stored in a safe.

1.3 Get out from park by truck:

For the get out, the client represents the right to charge to the dispatcher person that checks the
location of the container and control the loading operation. The containers are then moved from the
storage area of import to a loading area where they will be loaded onto trucks using forklift riders.

1.4 Get out from park by train:

Some clients bring their containers through the truck. These containers are loaded onto the train
using forklifts.

2. Export Process

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Figure 7: Export Process Flow

In terms of exports, the containers are transported to the terminal of Marsa Maroc by trucks or by
rail.

2.1 Get in by truck to park

At the time of presentation of the truck booths, the export warehouse conduct an audit of
documents (A-CHECK), including the presence of order in the system and compare it with the one worn
on the receipt form. Once the A-Check is done, the agent performs a park physical control (P-CHECK) of
container unloading area for there to be unloaded and stored using a straddle carrier and subsequently
moved to the dock.

2.2 Get in by train to park

Containers arriving by train are unloaded by forklift and stored in the park. They are sent subsequently by
straddle carriers to dock.
a. Case of empty containers:
The cranes loading containers on trailers in high and towing an empty park to the dock under the
supervision of the officer of the park, this is done only after the passage of the expertise to assess the
status of containers and indicate those classified as suffering.
b. Customs inspection:
The Customs program a list of containers to visit. This tour will be where they are deposited. To do
this, straddle carriers are down to the first level to be accessible to the customs officials.

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Observation1 Given that Morocco is not a major exporter, MARSAMAROC did not consider the fact
necessary to dedicate a special area for customs inspection of filled containers for export.
c. stuffing:
Demand potting expressed by the customer, an order is issued by the programming unit of the DPA,
the latter captures the brand and the container number, ISO, with "full status" to exit and "empty state "at
the input. Regarding the A-CHECK, programming cell indicates that the system is a special operation
namely potting, the agent updates the cell thereafter indicating the instead of packing. P-CHECK is
operated by the storekeeper on the filled container and trigger his return to median (option: carry away).

2.3 Export from dock to ship

Once the containers are in the dock area, the team leader directs the crane operator to operate
boarding after registration of the load (score). Containers are loaded onto the ship with the cranes on the
planeload.
Observation2 In the case of oversized, the container is moved by own client. Excluding the template are
shipped using slings or the spreader of Marsa Maroc.

Chapter 2: Delivery Process of Import Containers

30

Figure 8: The Terminal Plan

Brief presentation of the procedures for clearing and delivery operations full containers approved
for import for a night on the town by truck as procedure of post office, in order to ensure delivery in the
best conditions of time, of safety and cost.

1. Receipt of Order and Deliver the Containers to Import Ticket Window

The customer or his/her representative present the original shipping company deliver check after landing
and pointing to container import warehouse that performs two types of checks : manual and automatic, it
ensures:
Manual verification:
o
o
o
o

The header of the consignee

The words right to issuer customs
The seal of the consignee, the character of the agent and possibly his representative
The stamp of the country

31

IT Audit:
The storekeeper input the following information after manual verification:

Reference order full output (No of delivery)

Line
Agent (code corresponding to the line)
Number of container
Client code

After verification of the information by the system proceeds to the stockeeper composting on the back of
good to be delivered, the opposition registered stamp and visa give the right to deliver to the customer.
2.

Billing of BLC in the Billing Ticket Window

After obtaining the right to remove from the customs, billing agent, based on the original right to issue
and the original DUM including the right to remove from the initial customs invoices and on the basis of
a copy of the final bill for adjustment invoices, recovers during the first billing right to issue and carry out
the issuance of the delivery containers BLC.
In the case of billing credit, the good delivery of the container is delivered to the customer. In the
case of spot billing, they are delivered to the cell recovery to be provided to the client after regularization.

3. Verify A- Check : Administrative Control

The storekeeper import checks the delivery of BLC container ensuring that the boxes reserved for the
BLC and carrier customers are duly covered and sealed (the part of the BLC for the Carrier shall have the
visa, the number of trucks and CIN driver). He then proceeds to receive the following information:

CIN driver;
No. of container;
Position to be loaded on the truck;
Plate;
The code carrier.

4. Verify P- Check : Physical Control

The park officer does physical control once the truck arrives at the loading zone by entering the
license plate of the truck.
5.

Manipulation of Containers.

32

After receiving the Dispatcher of the load instruction, the driver of the truck rider gets on the screen of
the MVT, the number of the container load, its position in the span of the truck parking.

6. Verify BC and BLC

The park agent ensures, just outside the cargo area, the container number and the license plate of the
truck are identical with those of the BLC and good load.

7. Edition for the Check Out

The import warehouse, the truck arrived at the exit, check the BC and BLC customer with the invoice
and edit EIR (Good output) in 6 strains (one for the client, one for the company, one for security, one for
customs and 2 strains DTC for archiving).

8. Edition of the Exit Status of Containers and Filing Documents

The import warehouses, the 3rd shift, edit the condition of containers that have been an output
terminal during the day and send the complete file to the office order.

Chapter 3: Information System - SAGETEC

Marsa Morocco has a powerful software tool designed by SAGETEC COSMOS for the
management board handling and ground handling.
SAGETEC is an automation of the container management system; therefore, it is considered a SIL
logistics information system. That said, the computer part of SAGETEC consists of a software package,
the overall operational management of the container terminal, with a value of planning and optimization,
so SAGETEC can be classified into the family of WMS warehousing management system.

1. Switching between SAGETEC Modules

33

Figure 9: Switching between SAGETEC Modules

The modules of the system are inter-related with each other to ensure the real-time traffic
information between functional modules and operational modules.
The information is centralized at CSTC, and it is the physical score at maritime, road and rail
access that triggers the operational processing in other modules namely:

SPACE: for space management;

TRAFFIC: instructions for managing and handling gear *
SHIPS: to manage the dock operations.

2. SAGETEC Functionalities
The main modules of the software are:

2.1 CTCS : Container Terminal Control System

It is the Heart of the system, its role in two missions:
-

Managing the flow of information before the actual arrival of the container terminal and for

treating them in the best conditions.

Management of daily transactions with the client terminal, which allows control of input and
output terminal and traceability information.

Management of information flows:

a) Dock
This module allows you to manage all information related to:

The call of the ship (ship tour): (Lescale du navire)

34

When a ship is in conference, we proceed to the creation of his visit to the system and by introducing into
the system the following information before berthing:
o
o
o
o

The name of the vessel;

Ship's agent;
ETA and ETD of the ship;
Number of call. (escale)
Manifesto:
The list of the ship containers to be unloaded, the latter contains all the information necessary for

the handling of containers including:

Identification of container: make and model number;

The type of container;
The number of the bill of lading;
The merchandise;
The port of origin;
The weight of the container;
Possible specific characteristics of containers: direct output, transshipment, landing to re boarding,
container intended for high security zone.

This information is transmitted via EDI, and can also be entered manually.
Sequences:

The list of containers to be loaded on board the ship.

The information contained in this list relate to the containers scheduled to be shipped:
o Weight;
o Merchandise;
o Vessel. Destination.
This information flow is introduced manually or automatically loading system for the vacuum system
on entering the figures requested by the X client: 2O feet Y: 40 feet and types.
Pointing at the dock:

Scoring docked (P-Check: Physical Check) is by portable on which the pointer transmits real-time
system the following information:
container identification: make and model number;
reserves because it is a breach of responsibility between the carrier and Marsa Morocco;
Eventually the seal number.
Pointing at the board:

35

This score is made at the request relates to the shipping agent and the position of the containers on
board to determine the loading of the vessel in real time and to allow sending it to the owner or Excel
format or BAPLIE 1 hour after termination of the operations.

Figure 10: The Dock Pointer Interface Screen

b) Import and Export Park
Score of certified physical terminal by truck wagon containers.
List management programmed for customs control containers: The information received are:
-

Make and container numbers audited.

The type of control.
The date of inspection.
Customs services also have access to the history and all information relating to containers passing
through the container terminals.

The lock or unlock containers through customs is also in the information system of Marsa Maroc.
Information management containers LCL (less container loaded) and which are in the stores depots rear
port, the data programmed for unloading containers include:
Identification of container, make and model number;
weight;
merchandise;
Client;
Consignee of the container;
ship;
Date of stripping;
Place or store unloading;
Confirmation of system physical unloading of the container in the store;
Physical score in return containers to the terminal.

2.2 SPACE : Yard Planning

SPACE is the module that manages the storage containers in the park. The features of this module
are:

36

Early planning the location of containers before storage

The real-time location of the storage container after container in the park
The release of the container location after leaving the park
Traceability of information about the places occupied by the container terminal during these

passages.
The real-time knowledge of the situation of the terminal as follows:
o Inventory terminal
o Filling rate
o Given set of terminal

Space determined for each container terminal between these three elements using information retrieve
CTCS.

2.3 TRAFIC : Equipment Control

Traffic is the module that is responsible for managing the work of the straddle carriers terminal.
The features of this module are:
o
o
o
o

o
o

o
o
o
o
o
o

Automated assignment of straddle carriers:

Possibility of giving up to five assignments per rider;
Allocation by area or type of activity: charge, discharge, dock or different;
Setting the operating mode of the straddle:
Work instruction by instruction;
Work with list;
Criteria for prioritization of instructions received.
Automated management instructions for handling full containers.
Dispatching instructions on handling straddle taking the following elements:
The assignment of straddle;
Minimizing the cost of movement distance, priority, change spreader, ...
Display automated instructions in the screens of the straddle (VMT: vehicul mounted terminal);
Real-time tracking of workflow handling;
Traceability information on the movements made in the park.
Statistics: Number of movements performed:
By area;
Type of activity;

Chapter 4: Minimizing the Trucks Waiting Time during

the Delivery
Like any other business that seeks not only to improve its relations with its partners, but also to
strengthen the ties which unite with its customers. Beyond the satisfaction, it provides to clients, it is
important to remember that a good reputation in this field leads to a better brand image. This is a key
element in a positive differentiation regarding the competition and mechanically, to increase profits.

37

In this regard, minimizing the waiting line of a truck in Marsa Moroc service has become a major
necessity for customer loyalty, improved productivity and quality of service, this approach has been
implemented by an actual field study.

1. The Importance of Solving the Problem

There are two main reasons, why this problem should be solved. The first reason is the norms that
Marsa Maroc is trying very hard to follow in order to be at its best for the customer satisfaction. These
norms said that the maximum a truck should spend in the terminal for a delivery process could not exceed
30 minutes; however, the actual time that a truck spent is between 40 and 50min. as mentioned in the
report above, one of the main objectives of Marsa Maroc is meeting all what the port terminals norms
follow. This problem is one of the key performance indicators of the company, so it is very essential for
the DTC department to find some serious solutions, in order to get rid of this problem, and go after with
some other objectives.
The second reason is the loss caused by the time wasted in the terminal that as we always say, time is
money, so any waste in this time will affect the profit generated by the company. It is important for any
company to generate money by minimizing any risks and losses, and thanks to the great team working in
DTC, keeping up the KPI is always a success because they worked hard to avoid any risks.
Somaport, the only competitor of Marsa Maroc do not allow the access of any truck if it will not be
delivered once inside the terminal, so they do not care about the overcrowding of the road outside their
doors. However, not the same logic that Marsa Maroc works with it, because of

the huge number of

trucks that enter the terminal every hour of the day; it is impossible to let every truck outside, until it is
free inside and go to be delivered. For this reason, it is mandatory for them to let every truck get in to the
terminal and wait inside to be delivered once the way is free. The logic followed by Marsa Maroc is
reasonable; moreover, it is important to find crucial solutions for this system inside to be easily processed.
Therefore, following the norms and generating profit without wasting money are the main reasons
behind finding serious and reasonable solutions to the problem raised above.

2. Waiting Problems

38

At station ticket offices, banks, post offices, the shelves of department stores, clocks plants are formed,
at least some hours of waiting or tails, where people trample long minutes before files be served. A
distinction is generally a phenomenon waiting on the one hand, entries or arrivals of customers, on the
other hand, stations that run on their behalf a service.

2.1 Theory of queues

The theory of queues is a great scope of random process.

Entry

Output
Queue

Server

Figure 11: Queue System Diagram

Examples of use:
o E-commerce: connecting to a server,
o Online banking: the ability of a call center,
o Banking Agency: number of branches.
A queue consists of:
a) An arrival flow (stationary renewal process) represents the times when the "client" (a generic term
representing parts of war-making, vehicles as well, calls for a computer memory demands of the coming
central organ of a conferencing system, ...)
b) A control device, which is characterized by:
1. Service time: a customer begins to be served will be immobilized for a random time that is
assumed known as law.
2. The number of branches.
c) A rule service or discipline that shows how the system works:

39

1. System with or without waiting (in a system without expectation there is no tail, not used to
arriving customer is lost), waiting system capacity limited (beyond a certain length of the tail new
customers are lost).
2. Order in which customers are served:
"First come, first served", "last in, first served" (usual case between two positions machining parts from
the first position are stacked on top of each other then entered starting with the one on top).
3. Several class of customers each one precedence over the following classes.
4. The customer upon arrival, if the queue is too long, leaving the system with a certain probability
depending on the length of the tail.
Kendalls Notations:
For their mathematical study, queues are classified according to a standard notation A / B / C / D
The different letters are dedicated:
-

A: the flow arrival

B: at time of service,
C: the number of branches,
D: additional info with the following conventions:
The letter M (like Markov) refers to the flow of arrivals, a fishmonger flow to service time,
exponential time.
The letter D (as deterministic) refers to the flow of arrivals, arrivals at regular intervals, for
time of service, a fixed time for all customers.

Input Characteristics of queuing system:

= average arrival rate
= average service rate for each server ;

1/ = average time between arrivals

1/

2.1.1 Network queue delivery process

= average service time

40

Before starting the interpretations and calculation for the waiting line model corresponding to Marsa
Maroc system, as learned in the Advanced quantitative methods class, in order to check for the goodness
of fit of any distribution, we should calculate the Chi- Square test for goodness of fit. Then, after checking
the kind of distribution I am dealing with, I have to check for the right waiting line model in order to
come up with some operating characteristics for the precise model.
A. The Law of Inter Arrived
The following table shows the truck arrivals to the agent of the A-Check, observation of 3 days during the
first shift with their frequencies for every 10 minutes:
Arrivals (mj)
0
1
2
3
4
5
6
7
8
9
10
11
12 or more
Total
Table 1: Frequency Distribution of Arrivals

Frequency (fj)
1
2
5
8
11
14
12
6
5
1
4
1
0
70

The hypothesis for the Chi- Square Test for goodness of fit:
H0: The number of arrivals per minute follows a Poisson distribution
H1: the number of arrivals per minute does not follow a Poisson distribution

354
70

xx =

Arrivals
0

Frequency fj
1

= 5.057 Arrivals

Mj*fj
0

41

1
2
2
5
3
8
4
11
5
14
6
12
7
6
8
5
9
1
10
4
11
1
12 or more
0
Total
70
Table 2: Computation of the sample average number of arrivals

2
10
24
44
70
72
42
40
9
40
1
0
354

I calculate the theoretical frequencies for the arrivals per minutes:

Poisson Distribution Probability Formula:

Tabl
e 3: Actual and Theoretical Frequencies of the Arrivals

42

The chi-square test is a statistical tool that actually does not answer exactly the question above, but it
will help to make a decision "practice"
If c <t,, we accept the hypothesis of fit.
If c> t,, we refuse the hypothesis of fit.
I checked for the assumption of Pearson Test, which is fe > 1
For this reason, it was obvious that I summer the first and second categories together in order to get the
assumption checked, also the last categories together for the same reason.

Table 4: Calculation of Pearson Test (c)

a. Pearson Test ( theory)

43

This test compares:

-

The gap indicator, calculated above;

The obtained by reading the table, depending on the degree of freedom and significance (risk) .

The number of degrees of freedom of the system is: = k-p-1

where:

n: the number of classes.

K: the number of parameters of the theoretical distribution derived from observation.

Function is used: CHI.INV (, )

We take the risk threshold: 5%;

The number of parameter k 1;
The number of classes n 10 classes.

Figure 12: The Interface of Pearson Test in Excel sheet

According to the Table 4, as c= 0.590591268 is less than t = 2.732636798, which means that the
hypothesis is accepted, this distribution is a Poisson distribution with its parameter = 5.057
B. Service Law

44

For three days during the first and second shifts, I calculated the service time for A-Check and PCheck and the loading time of trucks made by the straddle. The results indicate that the service time of
different customers are independent identically randomly distributed variables independent of all arrivals.
After the analysis of queues, I model the process of delivery:

Figure 13: The Actual Delivery Process in Marsa Maroc

According to the diagram, we see that there are two types of queues M/G/1 and M / G / S. In what
follows, I will look at zone1, which is the most active area in the delivery process for 56% of arrivals pass
through this area.
C. Results of Performance Measures
According to An Introduction to Management Science book , 13th edition, we have some formulas and
characteristics regarding the M/G/1 and M/G/k
For the characteristics of M/G/1, we have:
= the arrival rate

= the standard deviation of the service time

= the service rate

I did the calculation by using the model of M/G/1 that is used in all the next steps that all trucks
follow in the system. The model was conducted for the ZC1, delivery area 1, which has 56% of the
arrivals that pass by the terminal.

45

Figure 14: M/G/1 formulas

Table 5: M/G/1 Calculation

This calculation prove that the average time a truck spends in the queue waiting for a service is 15
minutes, this time is only in the A-check station before entering to the terminal to spend a double time
waiting to be placed in the delivery space.

Queue Type
Arrival rate
Mean
Variance
Number of straddle
Utilization
Average time spends

Loading Area (ZC1) (56% of arrivals)

M/G/k
0.29288 0.29288
0.29288
0.29288
0.29288
16.82143 16.82143
16.82143
16.82143
16.82143
106.5468 106.5468
106.5468
106.5468
106.5468
1
2
3
4
5
4.92666 2.46333
1.64222
1.231665
0.985332
178.2911

in the waiting line

Wq
Average number of
customers in the

52.21788

46

waiting line Lq
Waiting time in the

195.1125

system
The queue length
57.14454
Table 6: The results of the current delivery process for ZC1 ( From Marsa Maroc data)
Based on these calculations, we find that for stability in the load zone 1, we must work with at least 5
straddle carrier for A-Check queue and good issue document (Bon de Sortie) that gave some reasonable
results.
In order to reduce the waiting time, it is proposed:

Use two wickets output (see Chapter 5)

Reduce service time of straddle minimizing shifting (see the problem of storage).

Figure 15: Plan of the Delivery Area N1

As the figure 15 states, the Delivery Area number 1 is the biggest area in the terminal; this area
has nine blocks, unlike the Area 2, which consists only of four blocks. However, the area of delivery
specialized for trucks to be delivered is somehow the same, the same means equal capacity of

47

containing trucks, which is not normal because nine blocs should satisfies double amount of trucks
comparing to the area number 2. For the delivery area number 3, there is no problem in the waiting
line queue because is it very consistent and the resources available in this area satisfy all the demand,
especially because it is an area for the customs visit.
In addition, the problem raised in this delivery area N1 accompanied with capacity in the delivery
space, also with the resources available in this zone. Another problem within the same area is the
shifting problem, which will be discussed in the next point.

3. Problems with Containers Storage

In this section, we will try to minimize the number of shifting (the main cause of the increase in
service time) due to the problem of storage containers.
Upon the arrival of a container import or export, it is decided in near real time the exact location of
one of the empty slots in order to make efficient loading onto a ship, truck or train.
In general, the determination of a site must be done in order to minimize the number of unproductive
movements (shifting) can take place when you want to bring a remote container or remove a container
located under another one when it lefts to be loaded on the ship, train or truck.
Shifting:
The shifting is a displacement of a container from one position to another; in order to deliver
containers that are stored below. Shifting has a negative impact on the productivity of a container
terminal.
In fact, the disadvantages of these movements are:
-

Shifting is a non-commercial movement insofar as it does not affect the purpose of handling

container (on which it is paid).

Operation unproductive straddle carriers: vehicle and driver
Increase loading time.
Delay in the delivery of full export.
The shifting containers are placed on older containers and therefore cause other shifting in the
delivery process.

48

Therefore, one of the major concerns of the terminal operator is to minimize as much as possible the
percentage of shifting compared to the overall number of movements made in the terminal.

3.1 ABC Method

To optimize costs and quantities of goods handled in a store, many methods are implemented. In
each of them, are precise analyses through which we search for a better result interpret a situation and
make appropriate decisions to improve it if necessary.
The purpose of this method is to analyze the stocks according to their quantity / value and then
make a classification that comes out of one hand, a high value items and other segment, one or more
segments with lower value.
The following table indicates data from 2012; the number of containers gets out from storage per
day.

49

Table 7: The outputs of containers per day in 2012

30000
25000
20000
15000
10000
5000
0

Figure 16: Graph of output Containers per day in 2012

Days of Containers Storage

Containers Number

50

From this graph, we can classify the containers in three classes:

Class A containers that contain a probability is very important to get out;

Class B containers that contain an average probability to get out;
Class C contain the container which have a low probability to get out
Categories

Number of

Containers
A
151788
B
40310
C
23355
Table 8: Containers Classification in three categories, A, B, C

Probability of getting
Out in %
70.451
18.71
10.84

This classification will help the manager to choose a site for a new storing container in a container
having a low probability to get out under the proposed ABC classification, and as it will minimize the
number of shifting and reduce service time.

Chapter 5: Simulation
I opted for a simulation in order to understand the dynamic behavior of the system, compare
configurations, evaluate and optimize its performance.

The simulation is a process of:

Develop a model of the system (real) studied;
Conduct experiments on this model (not calculations);
Interpret the observations provided by the course of the model and make decisions on the system.

To achieve this simulation, you must follow a certain methodology

1. Why do we use Simulation?

51

The requirements of industrial competition push policymakers to implement production systems more
complex and more expensive. However, even if the time spent on phases of study and design is constantly
increasing, the mistakes are numerous.
It is often after investment and realization that we admit to have bought too much or not enough
machines that storage areas are provided to prove or undersized, or the tethered network, which should be
the pride of workshop, strongly resemble a device at peak boulevard.
From the technical analysis of complex systems, simulation is an exceptional passion. An increasing
number of industries considered simulation as one of the most successful for the design, development and
operation support tools. It is no longer, as in the past, the technique of last resort, but an indispensable
tool for designers, engineers and managers to follow a project from its initial stage to its implementation.
Simulation, if it is a powerful technique can be effective if it is based on performance tools. It is
commonly accepted that a simulation tool must include the following components:

Assistance to achieve,
GUI (Graphical User Interface) quality
Assistance in the analysis of results,
Interface with conventional programming languages.

The originality of ARENA is the integration of all functions in a single product

52

Figure 17: Arena Simulation

The construction of a simulation is done through two data structures:

The model description of static and dynamic components of the system,

The instance specification of experimental conditions and parameters for experimentation.

Arena model is in the form of a set of graphics objects or icons. Each of these buttons corresponds to a
specific function (with options) of the real system. The graph thus obtained can be read and understood
even by a nonprofessional.

2. General Methodology of Simulation

We distinguish four distinct phases: modeling (representing the behavior of the system),
programming, testing and interpretation of results.
The objective of this simulation is to check the response of the approach taken at the beginning and to
affirm the accuracy of the results.
The simulation is done using Rockwell Arena software to extract results from different experiments.

53

ARENA enables precise and flexible modeling of material handling systems. The design of the levels
of detail necessary devices and equipment used is facilitated by the various concepts provided:
Simple transfer:
Circulating a part from one point to another. Only transfer times are considered. This mode is very
useful first approximation and when the handling is not the object of the study.
Carrier:
A particular resource (trolley, crane, robot ...) moves to pick up the pieces and carry them to their
destination. The user manages simplicity speed, mapping of the circuit or the phenomena of failure and
downtime.
Conveyor:
The software includes standard management conveyors with or without accumulation and devices
with release beaches. Coins of different sizes can circulate and accumulate on equipment whose operation
is controlled (speed, failures, accumulation length, ...)
Guided carts (AGV)
Undoubtedly one of the favorite areas of ARENA. After defining the mapping of network
management cantonment conflicts in intersections, speed variations (empty / full, acceleration /
deceleration curves), optimizations of use is standard. There is here a powerful tool to validate even
complex configurations, virtually impossible with traditional techniques.
It is also ARENA, which manages phases of calculation and presentation of results (animation,
curves, histograms, bar charts ...). Many simulation software that set a limit on the size of the systems
modeled (number of entities or machines, size of circuits ...). With dynamic memory allocation, ARENA
knows no limit as your computer.

54

The Input Processor ARENA automatically determines, from a log file, the closest to the observed
phenomenon theoretical mathematical law. This provides a rigorous modeling simply difficult to integrate
random behavior from a sample collected. This tool is often used to determine fault laws and international
breakdowns, arrival laws or output pieces in a workshop.

Figure 18: Example of automatic data analysis

3. Import Process Scenario

Arena is simulated on the results of some methods done by other interns in Marsa Maroc, but without
any previous recommendations, I tried to contact the Arena Simulation Software helpdesk to ask for the
helpfulness of this software for my project, and the respond was very positive,

55

Figure 19: Simulation of the Import Process

Figure 20: The number of containers stored at the park

Figure 21: The time and waiting numbers in the Import Process

56

Figure 22: Graph of the resources utilization

After this simulation, I obtained the following percentages:
The straddle carrier is used 45.75%;
The portico 91.50%;
The tractor 84.93%.

Figure 23: The achievements of each tool

1.

Delivery of Import Containers Scenario

Figure 24: Delivery Process in loading area 1 (ZC1)

57

Figure 25: Waiting time of a truck in the delivery import process

According to the simulation results, we note that the highest time is during the load area, which is
47.14 minutes.
Therefore, the total waiting time of a truck in the system is: 50.14 minutes.

Figure 26: The percentage of resources utilization in the delivery process

After simulation, we obtained the following percentages:
-

The release agent is used 76.36%;

The audit officer 31.02%;
The agent P-check 24%;
The straddle 95.84%.

Remarque:

58

Decreasing the average service time of 16.82 minutes from Table 7 in a time of 12 minutes on
average (what I tried to minimize the number of shifting the main cause of the increased service time) and
have two wickets output has enabled us to reduce the total waiting time of a truck in the system from 50
minutes to 18 minutes, so a 64% improvement.

Figure 27: waiting time of a truck after improvement

Figure 28: The percentage of resources utilization in the delivery process after improvement
After simulation, we obtained the following percentages:
-

The release agent is used 54.34%;

The audit officer 47.30%;
The agent P-check 34.03%;
The straddle 95.26%.

Recommendation
The reports topic, I found it very interesting, not only for me as someone, who experienced the
port terminal for the first time, but also for the company, which target the minimization of trucks time

59

during the delivery process as one of its objectives. It is mandatory after the study of such topic, to set
some recommendation for the company as a realistic solution for the problem.
My recommendation for the company is based on the analysis I got from the study, also based on
my knowledge gotten from my minor, logistics at my university.
The study of the distribution using the Chi- Square test was in order to be sure that I am following
a Poisson distribution, which is the main assumption in order to calculate the waiting queues formulas.
From the data, I got using three-day observations.
The calculation obtained using the M/G/1 formulas was in order to provide a way to predict the
long-run averages of important managerial metrics such as waiting time and number of customers. In
order to optimize it is important to set a target, in this case the use of two wickets output, also the full use
of the wickets that Marsa maroc has, three for the input or the entry of trucks, and three for the output.
The use of only three straddles carrier is not enough because they need at least five of them to
minimize the time. Adding more straddles will not be perfect before deciding to come up with biggest
capacity in delivery area N1, (Zone de Charge 1). It is obvious for anyone who will see how bigger the
area 1 is to decide that the capacity of the placement for trucks is not enough, and it is the main reason for
the longer time spent in the terminal by the trucks. Area numbers 1 and 2 have the same capacity in
receiving a limited number of trucks is not a logical idea, because zone1 receive about 60% of all the
trucks that enter to the terminal for delivery. It is important to start first by adding resources that includes
human resources to be in charge with trucks in the delivery area number1.
The next step is Arena Simulation Software, which will be the feasible solution of the
minimization problem; it will decrease the time that a truck spends in the terminal. The idea should be
implemented seriously because as I tried to get from the arena software after installation, is very
interesting to be tried. People working in the DTC department are very familiar with using technology,
because they re excelling in using SAGETEC system. It will not be a hard thing to be familiar with if they
install the new software to deal with queuing problems. Most people working as responsible in the

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different divisions are engineers and familiar with technology and the facilities provided by this particular
software that should be implemented sooner. Most of the objectives that should be taken seriously are
well implemented especially in the DTC department thanks to hard working of people. And any problem
raised, they dont think about it as a loss of money; however, as a customer dissatisfaction that they care
about it so much.

Conclusion
This internship at the container terminal at the Port of Casablanca was very interesting. It has
allowed me to discover the workplace and a new industry.

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The objective of my internship project consisted of optimizing the Trucks Transit in Marsa Maroc
Terminal. This aims to confirm the minimization of the queues during the delivery import process,
especially in the loading area number1 that has the highest utilization in the port.
With this in mind, we proceeded to a first analysis of the existing flows in the port of Casablanca
in order to start the project. The second phase for the delivery process, with the ARENA simulation tool,
we were able to find sufficient resources to reduce a truck waiting times total in the system 50.14 minutes
to 18.79 minutes, a percentage of 63.72% has been improved.
By way of critical analysis, it was confirmed that the outcome of these results depends on the
commitment of Marsa Maroc staff. This requires monitoring and planning on the part of leaders handling
division.
Since Marsa Moroc relies more than 90% of the data generated by SAGETEC system, it is
essential that these data are as reliable as possible, what we recommend is to supervise drivers working in
storage areas, to update of any change of position in the storage container.
Finally, to improve the handling performance, it is proposed to establish a system of making
appointments (standard call center) for failing outputs focused on a period of the day and zero in others.

Appendixes
Appendix 1: Tools of Marsa Maroc

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Figure 29: Forklift

Figure 31: Handling cranes + tractor

Figure 30: Straddle carrier

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Figure 32: The Port Terminal

Figure 33: Clear View of the Delivery Areas

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Appendix 2: Processes Description

Figure 34: Import Process description

Figure 35 : Export Process Description

Appendix 3: About Arena Simulation

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Figure 36: email from the Arena Simulation Software helpdesk

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Altiok, T., & Melamed, B. (2007). Simulation Modeling and Analysis with Arena. Amsterdam: Academic
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