| dc.description.abstract | The focus of this study, Company A, is an inland container terminal. Its main business is providing storage areas for loading and unloading containers, goods, customs clearance and cleaning of containers. Based on the business philosophy of “service first, customer satisfaction foremost,” Company A has been committed to improve service levels with higher transshipment efficiency. In the age of efficiency today, the container yard are also being transformed from a passive service provider role to a proactive role that enhances customer value, in order to maintain its competitive advantage. These actions include pre-marshalling of staked containers, reservation of space, to mention a few, that accelerate the end-to-end processing time.
This study aims to take a step toward achieving the above mentioned goal. The concept of “know beforehand” is one of the major foundations of improvement. The proposal is expected to improve the average waiting time, eliminating congestion bottlenecks for trailer trucks, and enhancing company image. In the process of improvement, the support of the supervisor and the vision of the employees are all important factors in the improvement. Company A also took the opportunity to promote the integration of enterprise reengineering and resources to find out its own “core competitive resources” and “core competitiveness” to achieve performance indicators such as cost, quality, service and speed.
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