Chattogram Port is on track to digitise all its services by February, with a one-stop service centre currently under development. This shift will improve efficiency, reduce corruption, and streamline processes such as bill generation and gate passes.
Rear Admiral SM Moniruzzaman – entrusted with tackling congestion, restoring operations, and improving efficiency, digitisation, and customer services at the port – elaborated on the progress made. However, he raised concerns about the sustainability of the measures and whether the port has effectively addressed the structural issues exposed during the 2024 crisis.
A seasoned naval officer, Moniruzzaman shared his perspective on the port’s challenges and future strategies in an interview with TIMES of Bangladesh’s Chattogram Bureau Chief Saleh Noman.
TIMES: Operations at the port were halted during the 2024 crisis. When you took charge in August last year, what was your immediate priority?
SM Moniruzzaman: The port was in disarray. My first priority was security, followed by clearing the cargo backlog and restoring trade flows. Challenges included ship turnaround times, vessel congestion, and container dwell time, which were worsened by the internet shutdown.
Through coordinated efforts, conditions improved, with vessel congestion dropping from 20 ships to fewer than 10, and most ships now berth almost immediately upon arrival.
How much has the user experience improved since you took charge?
We expanded container storage capacity from 53,000 TEUs to 59,000 TEUs, with further expansion planned. Vessel waiting times at the outer anchorage have been reduced to between 0 and two days, and the average ship turnaround time is now 2.58 days, reflecting significant operational efficiency improvements.
How much progress have you made in digitising the port?
We are on track to digitise all services. By February, Chattogram Port will operate paperlessly. A one-stop service centre is under development, with my office relocating there as part of this initiative. We plan to complete the system by November and relocate major offices by December.
This shift will reduce physical movement, curb corruption, and improve efficiency. For example, generating a bill previously required visits to 17 desks, but now it can be done online in minutes. We have also implemented an online gate pass system, reducing queues and congestion.
What about clearing auctionable containers?
About 20% of our yard space is occupied by auctionable containers, slowing operations. We proposed forming a joint task force with customs to clear them. But despite multiple requests, they have yet to act. At this rate, it could take years to clear the backlog, blocking valuable yard space and hindering operations.
Container scanning at port gates has long been a bottleneck. Can you resolve this?
Scanner issues are a significant challenge, causing delays. While customs handles installation and maintenance, delays persist due to reliance on foreign experts. Even after repairs, equipment often breaks down. We’ve proposed that the port authority take full responsibility for the scanners.
We formally wrote to the National Board of Revenue a year ago but haven’t received a response. If approved, we could resolve this in a month. Currently, 10 scanners are in operation, but many are poorly maintained, and we’ve even had to repair them ourselves
What are your plans for shifting container deliveries to off-dock facilities?
We have recommended that the NBR direct 100% of Full Container Load (FCL) imports to off-docks, but currently, less than 30% of such cargo is moved there. Despite 65 product categories being approved for off-dock handling, the NBR cites insufficient capacity at Inland Container Depots.
The port authority is ready to develop a new off-dock facility and believes private investment should be encouraged. To support long-term growth, off-dock capacity needs to double. Our vision is to shift all container deliveries outside the port to ease congestion and streamline operations.
How effective have NBR’s recent reforms been in improving port operations?
Some progress has been made, such as customs auctioning around 500 TEUs in a month, compared to nearly a year previously. However, inefficiencies persist. For example, the average container dwell time remains at 9.39 days, while our target is one day. The core issue is customs. Without modernising their systems and procedures alongside port operations, efficiency gains will be limited.
How would you assess coordination between customs and port operations?
Chattogram Port handles 3.3 million TEUs annually but sustaining an 11% growth rate depends on faster turnaround times, efficient loading, and timely container delivery. Coordination with customs remains a challenge.
Excessive inspections and disputes over HS codes delay operations, increase storage costs, and sometimes lead to business closures. No other country enforces 100% container checks inside the port. This practice is unsustainable and must change.
Has the cost of doing business at the port decreased?
Yes, operational costs have decreased. Ships no longer wait 4-5 days at the outer anchorage, reducing demurrage and improving efficiency. However, these savings have not been reflected in consumer prices, which remain largely unchanged.
What steps have been taken to improve the welfare of port officials and staff?
We’ve prioritised addressing manpower shortages and delayed promotions. Several welfare programmes have been initiated, including an English-medium school for employees’ children and recreational facilities like parks and playgrounds.
Housing projects that were stalled have also resumed. Administratively, 1,000 staff members have been promoted, 400 new recruits have been added, and 700 more positions are being filled. These initiatives improve working conditions and morale, which are essential for driving long-term operational efficiency.
