Морская транспортировка, коносаменты

Сокращения для линейных транспортировок между портами

• FIOS – Free in/out (погрузка и выгрузка за счет отправителя);
• FILO – Free in/Liner out (погрузка за счет отправителя, выгрузка за счет линии);
• LIFO – Liner in/Free out (погрузка за счет линии, выгрузка за счет отправителя);
• LILO – Liner in/out (погрузка и выгрузка за счет линии – полные линейные условия).

В зависимости от практики линии или конкретного порта к ставке могут добавляться различные надбавки:

• CAF (Currency Adjustment Factor) – индексация курсовой разницы валют;
• BAF (Bunker Adjustment Factor) – индексация изменения цен на топливо;
• Wharfage – портовая пошлина;
• CUC (Chassis Using Charge) – сбор за пользование шасси;
• Documentation Free – сбор за оформление документов и ряд других.

Кроме порта контейнер в морских контейнерных перевозках может быть доставлен до контейнерного терминала (container yard) вблизи порта или в глубине страны в зависимости от активности линии на данной территории. И, конечно же, он может быть доставлен непосредственно до "двери" клиента. С учетом этого к основным линейным условиям могут добавляться следующие:

• FICY – Free in/Container yard (без погрузки в порту – до контейнерного терминала);
• LI-Door – Liner in / Door (погрузка в порту за счет линии – "дверь" клиента).

При этом следует учитывать, что даже при перевозке Door–Door, то есть "дверь"/"дверь", линия только подает контейнер по указанному адресу, но практически никогда не осуществляет затаривание/растаривание контейнера (stuffing/unstuffing). Этот вопрос грузоотправитель решает своими силами либо с помощью экспедитора.

Виды коносаментов

Различия коносаментов заключаются в небольших, но важных нюансах, которые оговорены в определениях коносаментов, – от чего происходят виды коносаментов и на что они влияют.

Бортовой коносамент – On Board Bill of Lading (Board B/L) – удостоверяющий, что принятые к перевозке грузы реально погружены на судно.

Долевой коносамент – Delivery order – товарораспорядительный документ, выдаваемый перевозчиком или грузополучателем с подтверждением капитаном судна. Используется в случае частичной продажи грузополучателем товара до того, как он принял поставку. Долевой коносамент – распоряжение о передаче определенной части перевозимого груза в порту назначения другому лицу.

Застрахованный коносамент – Insured Bill of Lading – представляет собой сочетание транспортного документа со страховым полисом и служит доказательством как приема груза к перевозке, так и его страхования, применяется при перевозке грузов в контейнерах.

Именной коносамент – Straight Bill of Lading (Straight B/L) – составленный на имя определенного грузополучателя. По именному коносаменту груз передается в порту назначения тому получателю, который указан в коносаменте. Выдать груз другому лицу можно лишь на основании сделки, оформленной с соблюдением правил, установленных для передачи долгового требования.

Коносамент на предъявителя – передается в обмен на груз путем простого вручения.

Коносамент на груз, принятый для погрузки – Received for shipment Bill of Lading (Received for shipment B/L) – коносамент на груз, принятый для погрузки в порту в ожидании еще не прибывшего судна.

Линейный коносамент – Liner bill of Lading (Liner B/L) – коносамент, выдаваемый судоходной компанией или от ее имени и покрывающий перевозку на судах, курсирующих по регулярным маршрутам в соответствии с установленным и опубликованным расписанием.

Коносамент с оговорками ("нечистый" коносамент, "грязный" коносамент) – Claused bill of Lading (Claused B/L; Unclean bill of lading) – коносамент, в котором сделаны отметки о повреждении груза и/или упаковки.

Местный коносамент – Local bill of Lading – со ссылкой на сквозной коносамент, по которому груз принят к перевозке. Местные коносаменты имеют служебное значение для отчетности линии, порта и не являются товарораспорядительными документами.

Ордерный коносамент или оборотный коносамент – Order bill of lading; Negotiable bill of landing (Negotiable B/L) – по которому груз передается либо "приказу" грузоотправителя, либо "приказу" грузополучателя, либо "приказу" банка, либо по передаточной надписи того, чьему "приказу" он составлен. Если в ордерном коносаменте не указано, что он составлен "приказу" получателя, то считается, что он составлен "приказу" отправителя. "Приказ" – пометка о том лице, которому передается груз. Допустим, получатель не может работать с грузом в порту назначения, в этом случае груз принимает экспедитор, который и будет этим лицом.

Прямой коносамент – Direct bill of lading – коносамент, покрывающий отгрузку между непосредственными портами погрузки и выгрузки на одном и том же судне.

Сборный коносамент или групповой коносамент – Combined (Collapsible) bill of lading – на несколько грузов, предназначенных для различных грузополучателей.

Сквозной коносамент – Through Bill of Lading (Through B/L, TBL) – предусматривающий перевалку груза на другое судно в промежуточном пункте и покрывающий всю перевозку груза от порта погрузки до места конечного назначения. Такие перевозки возможны при наличии у перевозчика нескольких регулярных линий в различных направлениях или по договоренности между двумя перевозчиками – принимающим груз в порту отправления и доставляющим его дальше от порта перевалки. Обычно перевозчики, совместно перевозящие груз по сквозному коносаменту, оговаривают свои взаимные обязательства – каждый перевозчик отвечает только за тот участок пути, на котором он совершает перевозку. При сквозном коносаменте важно наличие четких отметок о передаче груза от одного перевозчика к другому.

Ставка фрахта – это базовая ставка фрахта с изменениями и дополнениями по состоянию на дату заключения чартера. В основном она зависит от рода груза, расстояния и направления перевозки. Если размер фрахта не предусмотрен тарифом, то ставка фрахта устанавливается по соглашению сторон.

Букинг-нот – это договор фрахта, по которому отдельные партии груза закрепляют для очередного рейса линейного судна, перевозящего грузы по расписанию. Регулярные грузовые линии заблаговременно регистрируют грузы для очередного рейса или рейсов.

Фидерное судно – это небольшое судно, способное курсировать на сравнительно мелких глубинах. Эти суда встают под перегруз контейнеров, пришедших на линейном судне, и каждое собирает контейнеры по своему маршруту.

Линейное судно – это судно совершающее рейсы по расписанию между определенными портами. Обычно на линейных грузовых судах отгрузка товаров производится мелкими партиями. На каждую партию выдается отдельный коносамент. На линейном судне могут находится контейнеры с разными портами назначения.

экспортному), сертификации и страхованию грузов.

Информация о контейнерах

Ссылки:

• http://shipping-container-info.com/

Общая информация:

• Обозначения:

TEU (twenty-foot equivalent unit) - условная единица измерения количественной стороны транспортных потоков. Эквивалентна размерам ISO-контейнера длиной 20 футов.

• Маркировка контейнеров:

Структура маркировочного кода состоит, как правило, из двух строк, хотя форма представления может быть иной. Структура маркировочного кода содержит 17 знаков: 6 букв латинского алфавита и 11 арабских цифр.


MSKU9696006
MSK - аббревиатура зарегистрированного владельца в международном реестре. 
U – обозначает признак транспортного оборудования под названием «контейнер грузовой». 
969600 - серийный номер
6 - проверочное число


JP4300
JP - страна владельца контейнера
4300 - размер и тип контейнера. 

• Первая обозначает длину: 1-10 футов (2991 мм, IDX), 2-20 футов (6058 мм), 3-30 футов (9125 мм), 4-40 футов (12192 мм).
•  Вторая обозначает высоту: 0 и 1 – 2438 мм; 4 и 5 – более 2591 мм (хотя пока такая высота для контейнеров не применяется), а также указывает на наличие паза для Г-образных прицепов типа «гусиная шея»: 0 и 2 – без такого паза; 1 и 3 – с пазом.
• Вторые две цифры обозначают тип контейнера – универсальный или специализированный и с различными конструктивными особенностями.

• Надписи на контейнере:

На контейнере также наносится: на дверях - максимальная масса брутто (MGW) и собственная масса (TARE) в килограммах (kg) и фунтах (lb). При этом, например, для контейнеров типоразмера IСС может указываться максимальная масса брутто, равная 24384 кг, а не 24 000 кг. Это происходит из-за более точного перерасчета фунтов в килограммы и не содержит противоречия или указаний на допустимый перегруз.

На боковых стенках контейнера указывается срок (месяц и год) очередного капитального ремонта.

• Система нумерации местоположения контейнеров:

Для определения позиции каждого определенного контейнера на судне используется общепринятая система. Позиция контейнера на судне определяется тремя координатами: Bay (секция), Row (ряд), Tier (ярус).

Bay - нумерация секций контейнеров производится с бака в корму. (нечетные номера секций для 20-ти футовых контейнеров и четные для 40-ка футовых контейнеров). Тем самым две следующие друг за другом секции 20-ти футовых контейнеров образуют одну 40-ка футовую секцию.

Row - нумерация рядов контейнеров начинается от диаметральной плоскости судна, причем ряды левого борта нумеруются четными числами, а правого - нечетными. Ряд контейнеров находящихся прямо по ДП нумеруется 00.

Tiers - нумерация ярусов контейнеров в трюмах начинается с 02 снизу вверх. (нумеруются ярусы четными числами). Контейнерам, устанавливаемым на палубе присваивается номер начинающийся с 8, т.е. первый ярус на палубе нумеруется как 82, второй 84 и т.д.

Ниже представлена общая схема:

ERP systems or Excel

ERP systems simply don't align with the needs of the business.

1. Many ERP systems don't allow you to see forecast and actual customer orders in the same view.
2. Many ERP systems have an "all or nothing" approach to capacity planning – you need to fully populate capacity planning data and track actual performance at the operation level or you can't do capacity planning.
3. Some systems only present views on a part by part basis – so you can't see aggregated details without running a special report
4. Most systems make it very difficult to try what-if scenarios and get timely results.

There are many more examples, but what is interesting is what happens when ERP users don't get what they need from the ERP system; they try to get the information someplace else…typically from Excel.
I've talked in previous posts (How are spreadsheets like cockroaches?, Is Excel the right tool for S&OP?) about the dangers of running your business on Excel.  Excel is a fine tool for creating charts and doing one time analysis, but things start to fall apart when you start building business processes on it. Like a foundation for a building, the software you build your processes on is critical.  A weak foundation, and your process will come tumbling down. So why is Excel a weak foundation?

• Excel propagates multiple copies of "the truth". How many times have you gone to a meeting where two people presented different versions of what is supposed to be the same data?  Whose data do you believe?
• Excel allows non-validated business logic. Who created the spreadsheet? How sure are you that the formulas used are correct? In my "How are spreadsheets like cockroaches?" post, I cited a study that showed that 90 percent of spreadsheets in use by businesses today contain serious errors.  Errors that could result in you making a bad decision.
• Excel has a poor collaboration model. Many processes today require inputs from multiple people.  Excel doesn't handle concurrent edits well, so often processes must be structured such that edits happen consecutively. This can prolong processes, especially if you have difficulty getting people to make their changes on-time.
• Complex processes result in complex Excel worksheets. I managed the S&OP process at a manufacturing company in a previous life.  The S&OP spreadsheets for our four product lines were built up from multiple component workbooks.  Macros were used to manage the rolling time window. When something went wrong with the process, I was guaranteed to spend days trying to debug and pick up the pieces.  Things went wrong far too frequently.

Insurance: “The Disaster Recovery Plan of Last Resort"

Source of info

In 1995, global catastrophic disasters cost the insurance industry $180 billion dollars and that amount is expected to double by the year 2000.¹ Disasters such as the Kobe earthquake, Hurricane Opal, the Oklahoma bombing, and many others contributed to 1995’s record losses, three times the previous record setting year of 1994. Busi-nesses are especially hard hit when it comes to disaster; in fact, 70% of insured losses come from the business sector versus the residen-tial sector.

This seemingly disproportionate amount of insured loss is due in great part to the value of the assets and the fact that many resi-dences are not adequately insured. However, insured losses pale in comparison to the economic costs of disaster. According to insur-ance industry estimates, every dollar of insured loss is accompa-nied by three dollars of uninsured economic loss, e.g., lost profits, lost business opportunities, etc.

This suggests that companies are only insured for one third of the potential consequences of a disaster and that insurance truly is a Disaster Recovery Plan of Last Resort.

Disaster recovery plans protect against the economic and intrin-sic loss suffered by a company while insurance policies protect against the physical and tangible losses. If insurance is your company’s only recovery strategy, then this article can help you get the most for your insurance dollar.

Mixing Technology Assets

Originally, insurance policies treated computer equipment the same as any real property, e.g. machinery, furniture, etc. However, under property policies, computer equipment is covered for the same per-ils as the buildings in which they’re housed. Unfortunately, com-puter equipment often suffered from unique perils such as power outages, accidental halon discharges, and damaged electronic data. Subsequently, these loss occurrences were not covered. To com-pensate for these policy shortcomings, “EDP” insurance policies were introduced. Although these polices did provide coverage for unique computer risks, they provided no coverage for the conse-quences of the loss of computer equipment or its inaccessibility. An inherent problem with these types of policies was that the cov-erage focused on the repair and/or replacement of the computer equipment. What companies needed was a policy that would not only replace the damaged computer equipment, but would also sub-sidize the cost of alternative processing while the computer equip-ment was unavailable. Realizing companies were only partially in-sured for a computer related disaster, insurance companies under-wrote specialized policy riders for “Business Interruption” and “Out-Of-Pocket Expenses.” These two important riders form the founda-tion of an insurance policy which provides adequate subsidies to finance the recovery and restoration efforts following a disaster.Understanding the type of insurance policy that your com-pany has is as important as having an insurance policy itself. Many companies have been left financially devastated after learning their insurance policy was woefully inadequate to meet the needs of their company’s recovery and restoration costs. You should thoroughly review your policy and understand what is and what is not covered.

How Does Your Policy Rate?

Rating the adequacy of your insurance policy in advance of a disaster will eliminate many unpleasant surprises when it comes time to place a claim. Answer the following questions to determine how your policy rates:

Is the information technology infrastructure covered by a sepa-rate policy?

Does a detailed itemization of corporate assets exist? Does the policy pay for the restoration of electronic data? Are clearly defined loss claim procedures documented?

Are operations which are performed at an outsourcing facility covered?

Does the policy have a “utility service interruption” grace pe-riod?

	Disasters Causing Significant Insured Losses
DISASTER EVENT:	DATE:	LOCATION:	INSURED LOSS:
Hurricane Andrew	August, 1992	Fla. Gulf Coast	$24 Billion
Earthquake	January, 1994	Los Angeles, CA	$20 Billion
Floods	April, 1992	Midwest	$12 Billion
Earthquake	October, 1989	San Francisco	$5.9 Billion
Hurricane Hugo	September, 1989	Carolinas	$4.4 Billion
Riots	May, 1992	Los Angeles, CA	$2.0 Billion
Blizzard	March, 1993	24 States	$1.8 Billion
Wild Fires	October, 1991	Oakland, CA	$1.7 Billion
Hurricane Iniki	September, 1992	Hawaiian Islands	$1.6 Billion
Flood	April, 1992	Chicago, IL	$1.2 Billion
Hurricane Bob	August, 1991	Northeast	$1.0 Billion
11 Disaster Events			$75.6 Billion

Does your insurance carrier have “pair & set” salvage rights over your company?

Does your policy cover all out-of-pocket recovery costs?

Is the process of determining the cost of business interruption identified?

Does the policy exclude priority of payments of legal costs from coverage amounts?

If you answered NO to two or more of these questions, then your insurance policy is in need of an adequacy review. Begin by sitting down with your company’s risk manager to determine what your company’s insurance needs are. Then meet with your insurance carrier’s loss prevention representative to review your current policy. An independent policy analysis is highly recommended before you make any final policy changes.

Types Of Insurance Available

There are several types of insurance policies which can be ac-quired to protect a company. The most common type of insurance package available today is a package composed of Common Policy Declarations and Conditions consolidated with one or more Cover-age Parts. Coverage Parts would include Commercial Property, Li-ability, Crime, etc. Commercial Property Coverage accounts for the majority of the coverage. The following areas need to be addressed in order for a complete policy to be in place:

Property Contents / Stock EDP Equipment

Extra Expense (out-of-pocket) Business Interruption

Boiler & Machine

Payroll Coverage

The Declarations Page for each of these areas should be reviewed carefully to determine which premises and assets are insured, the limit of the coverage provided, covered causes, exclusions, deductibles, and other specifics.

There are three basic forms of covered loss policies:

Basic - Covers specific named perils including fire, lighting, wind-storm, etc.

Broad - Covers additional perils such as roof collapse, volcanic action, etc.

Special All Risk - Covers everything except specific exclusions named in the policy.

Ensure that you have a policy commensurate with the most com-mon types of risks to which your company is exposed.

Developing  An  Effective  Insurance  Response  Plan

The following is a ten-step process for implementing an effective insurance recovery program. Remember, however, that this does not alter or eliminate the need for a comprehensive disaster recov-ery plan, but rather complements existing contingency planning efforts.

Determine Accurate Corporate Asset Values. There are two pri-mary methods to accomplish this. One is based on actual cash value and the other is based on replacement value. Cash value ac-counts for the replacement value of the asset minus the time depre-ciation of the asset. Replacement value (recommended) is based on the amount it would cost to replace the asset.

Estimate Recovery Expenses. Conduct several “what if” sce-narios to determine the level of insurance required to cover “out-of-pocket” expenses related to the recovery of the information tech-nology and corporate assets. This would include hot site declara-tion and daily usage fees, overtime, travel, etc.

Determine Business Income Coverage Amount. If after conduct-ing a Business Impact Assessment (“BIA”) it is determined that your company would not have the cash reserves to meet forecasted operating expense needs, business income insurance may be pru-dent. This type of insurance is rather expensive, so run your finan-cial models carefully.

Determine Coinsurance Amount. Once an accurate assessment has been made of the amount of insurance to carry, a decision on the amount of coinsurance must be made. Coinsurance is the insurance to value ratio and represents the percentage of recovery subsidy to which your company would be entitled. The industry standard is 80%. Coinsurance is a strategy designed to lower policy premiums.

Request Premium Reduction Review. Many insurance compa-nies provide a discount to companies that have a formalized loss prevention program in place. This reduction can be worth up to 20% or more depending on the level of sophistication of your disas-ter recovery program.

Properly Insure Electronic Data. One of the most common insur-ance mistakes made by companies is valuing commercial software

for its face value. The defini-

tion of media coverage is to pay for the cost of replace-ment and/or reproduction only. Commercial software is easily replaced for a nominal fee from the software vendor.

Review Policy Exclusions. Many companies have made insurance claims only to find that their policy specifically excludes coverage for their most common risks. Policy

exclusions can be altered with a rider; however, you have to under-stand what’s excluded first. Look for the fine print regarding utility failures, media restoration, earthquake, and other exclusions. Addi-tionally, review exclusions for computer equipment used during travel or at employee’s homes; many policies specifically exclude equip-ment at locations not listed on the policy.

Verify Over Insurance Amount. Today many hardware manufac-turers (machinery, computers, etc.) provide recovery and restora-tion insurance built in to their lease agreements. It is not uncommon to find that a company can be doubly insured on their hardware platforms. Additionally, the insurance provided by the hardware manufacturer may be more robust and should be considered as the primary carrier.

Put The Policy Out For Competitive Bid. Currently there are over 50 major companies which specialize in underwriting IT and busi-ness recovery policies. Placing your company’s insurance needs out for competitive bid could save you as much as 40% off the premium amount.

Develop An Insurance Response Plan. The best precaution against an insurer taking advantage of the insured is a well documented response plan. Simply following the procedures set forth by the insurance carrier could allow them to adjust the claim as necessary, and once agreed to, would automatically waive your company’s rights to dispute the claim.

There is no substitute for having a well documented Insurance Response Plan. In the event that a disaster strikes your company, this will be one of the most vital documents you can ever have. It identifies the insurance company’s as well as your own company’s roles and responsibility following a disaster event.

Tips  For  Placing  A  Loss  Claim

If your company finds itself in the position of placing a loss claim to subsidize and/or reimburse for damages incurred as a result of a disaster, the following tips can save you time, money, and grief:

Hire a Reputable Claims Adjuster. They have the experience to deal with insurance company claims adjusters and in many cases can increase your loss settlement substantially.

Document The Loss. Insurance companies require extensive docu-mentation of the loss prior to releasing any settlement claims. It is not unusual for a final settlement check to be sent years later. Proper

 documentation will speed up this process.

Arrange For Special Loss-Payable Clause. Frequently, insurance policies cover several interests under one policy. Placing a claim under those circum-stances and issuing a settlement check could require as many as 10 or more endorsements in order to negotiate a claim. Arrange a power of attorney or waiver from those parties in order to simplify this process.

Reduce The Loss. Insurance companies will pay for the physical damage to the described property for the peril insured against. How-ever, if additional damage occurs after the event and your company was in a position to reduce that loss, they may not pay for the subsequential damage.

Summary

The average company spends approximately $3.00 to insure ev-ery $1,000 of corporate assets, and this cost continues to increase. Insurance companies have become a significant driving force in the development of disaster recovery plans by tying policy renewals and premium amounts to the level of disaster preparedness a com-pany has.

These reasons are compelling arguments for developing and main-taining a comprehensive Insurance Response Plan. However, com-panies must remember that insurance coverage is no substitute for a well thought out disaster recovery plan.Insurance: “The Disaster Recovery Plan of Last Resort"