Port of LA has new strategic plan

The plan focuses on three key result areas: competitive operations, strong relationships and financial strength

By ·

In a move signaling a commitment to long-term leadership, The Los Angeles Harbor Commission has unanimously adopted a five-year strategic plan the Port of Los Angeles for 2012-2017.

The plan focuses on three “key result areas,” or KRAs: competitive operations, strong relationships and financial strength.

It maps out the port’s priorities, objectives and various initiatives for developing infrastructure, enhancing overall competitiveness, growing market share, optimizing land use, advancing maritime technologies and sustainability efforts, and maintaining the port’s top ranking as the nation’s ocean cargo gateway to the Pacific Rim

According to analysts at Zepol Corporation, a leading trade intelligence service, the Port of Los Angeles increased in imports by 22.4 percent from February, but is down 10.6 percent from January

Port Executive Director Geraldine Knatz, Ph.D.  noted that “changing economic tides will require new and innovative approaches.” She called the current strategy “a forward-thinking game plan.”

As the port faces increasing competitive challenges in the coming years, the plan’s “competitive operations” component includes initiatives focused on developing and maintaining a world-class infrastructure; retaining and growing market share; advancing technology and sustainability, as well as optimizing land use.

Similarly, as part of its focus on building “strong relationships,” the Port will undertake a number of initiatives to increase stakeholder and community awareness and support, and to create a positive workplace culture.  The plan’s “financial strength” initiatives will center on enhancing cash flow, improving financial reporting and audits, and diversifying and maximizing grant funding.

Maritime director, Kraig Jondle, Director of Business and Trade Developmentat the Port of Los Angeles, said the existing infrastructure and ongoing expansion of terminals and warehousing will only make the port more attractive for trade in both directions.

“It’s encouraging see that exports are ramping up,” he said, “but we are forecasting a steady increase in inbound calls, too. We work very closely with the Port of Long Beach to ensure that Southern California can compete with ports anywhere in the nation. We have deep water and a great rail network, so we don’t have to raise bridges or dredge harbors.”


The strategic planning process began in March 2011 and builds on the previous 2006-2011 Five-Year Strategic Plan. In addition to input from a multi-division Port Strategic Plan Task Force, Harbor Commissioners also provided input and feedback on various drafts of the Plan, as did port staff, constituents, customers and labor representatives. Metrics to measure the port’s performance and success in implementing the initiatives are also in included in the plan.

The strategic plan will undergo continuous “evolution” and performance measurement over the next five years and an annual assessment and re-evaluation to ensure relevance prior to the start of the annual budget process. An organizational performance dashboard will be used to measure progress towards implementing the initiatives.


About the Author

Patrick Burnson, Executive Editor
Patrick Burnson is executive editor for Logistics Management and Supply Chain Management Review magazines and web sites. Patrick is a widely-published writer and editor who has spent most of his career covering international trade, global logistics, and supply chain management. He lives and works in San Francisco, providing readers with a Pacific Rim perspective on industry trends and forecasts. You can reach him directly at pburnson@peerlessmedia.com.

Subscribe to Logistics Management Magazine!

Subscribe today. It's FREE!
Get timely insider information that you can use to better manage your entire logistics operation.
Start your FREE subscription today!

Latest Whitepaper
Outsourced Transportation Management
All the benefits of owning a fleet without the headache of managing it.
Download Today!
From the August 2017 Logistics Management Magazine Issue
Which carriers, third-party logistics providers, and North American ports have crossed the service excellence finish line ahead of their competitors? Our readers have cast their votes, and now it’s time to introduce this year’s winners of the coveted Quest for Quality Awards.
BMW Takes the Inland Road to Efficiency
Global Logistics: No Shortcuts to Security
View More From this Issue
Subscribe to Our Email Newsletter
Sign up today to receive our FREE, weekly email newsletter!
Latest Webcast
Getting the most out of your 3PL relationship
Join Evan Armstrong, president of Armstrong & Associates, as he explains how creating a balanced portfolio of "Top 50" global and domestic partners can maximize efficiency and mitigate risk.
Register Today!
EDITORS' PICKS
34th Annual Quest for Quality Awards: Winners Revealed
Which carriers, third-party logistics providers, and North American ports have crossed the service...
2017 Top 50 3PLs: Investment and Consolidation Maintain Traction
The trend set over the past few years for mergers and acquisitions has hardly subsided, and a fresh...

2017 Salary Survey: Fresh Voices Express Optimism
Our “33rd Annual Salary Survey” reflects more diversity entering the logistics management...
LM Exclusive: Major Modes Join E-commerce Mix
While last mile carriers receive much of the attention, the traditional modal heavyweights are in...