See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/304697301

Relocating a Multiple-tenants Logistics Center: Lesson Learned from an Air

Cargo Terminal Relocation Project

Article · December 2015

DOI: 10.1016/j.promfg.2015.11.024

CITATION READS

1 63

4 authors, including:

Meditya Wasesa Muhammad Noviar Rahman

Bandung Institute of Technology Bandung Institute of Technology
11 PUBLICATIONS   19 CITATIONS    2 PUBLICATIONS   2 CITATIONS   

SEE PROFILE SEE PROFILE

Ardian Rizaldi
Bandung Institute of Technology
2 PUBLICATIONS   2 CITATIONS   

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Intelligent Software Agents that Facilitate Decision Making in Logistics View project

All content following this page was uploaded by Meditya Wasesa on 02 July 2016.

The user has requested enhancement of the downloaded file.

This article appeared in a journal published by Elsevier. The attached
copy is furnished to the author for internal non-commercial research
and education use, including for instruction at the authors institution
and sharing with colleagues.
Other uses, including reproduction and distribution, or selling or
licensing copies, or posting to personal, institutional or third party
websites are prohibited.
In most cases authors are permitted to post their version of the
article (e.g. in Word or Tex form) to their personal website or
institutional repository. Authors requiring further information
regarding Elsevier’s archiving and manuscript policies are
encouraged to visit:
http://www.elsevier.com/authorsrights
 Author's personal copy

Available online at www.sciencedirect.com

ScienceDirect
Procedia Manufacturing 4 (2015) 139 – 145

Industrial Engineering and Service Science 2015, IESS 2015

Relocating a multiple-tenants logistics center: Lesson learned from

an air cargo terminal relocation project
Meditya Wasesaa; M. Noviar Rahmanb; Ardian Rizaldic; Mashurid
a,b,c,d
Indonesian Center for Logistics and Value Chain, Department of Research and Development, Bandung, Indonesia
b,c
Center for Logistics and Supply Chain Studies, Bandung Institute of Technology, Bandung, Indonesia

Abstract

Moving a logistics center while assuring uninterrupted operation is a complex process. The task is even more complex as the
relocation project intersects with the concerns the multiple stakeholders. Defining a proper plan to ensuring smooth transition
execution is key. Stakeholders conditioning, infrastructure and facilities readiness, human resources, and the logistics operation
transition plan are some of the concerns that have to be considered when defining the relocation action plan. Several relocation
scenarios have to be developed and assessed before defining the final relocation plan. In this case study, we share our first-hand
empirical experience in preparing an action plan for relocating an operating air cargo terminal of one of the biggest airports in the
south-east Asia. The paper offers two main contributions. The first one is the air cargo center relocation framework which
elaborated important sequences in translating the facility relocation objectives into the final relocation action plan definition. The
second contribution, is the conceptual model of air cargo center relocation planning process which portrays the interdependencies
and the contingencies among different aspects of the relocation components.

© 2015
© 2015Published
The Authors. Published
by Elsevier by Elsevier
B.V. This B.V.
is an open access article under the CC BY-NC-ND license
Peer-review under responsibility of the organizing committee of the Industrial Engineering and Service Science 2015 (IESS
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer review under responsibility of the organizing committee of the Industrial Engineering and Service Science 2015 (IESS 2015)
2015).

Keywords: Relocation planning; logistics infrastructure; logistics center; air cargo terminal; case study.

1. Introduction

Air cargo logistics has an increasing significance in a nation’s economic development. A nation’s air cargo

* Corresponding author. Tel.: +0-000-000-0000 ; fax: +0-000-000-0000 .

E-mail address: m.wasesa@iclov.org

2351-9789 © 2015 Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer review under responsibility of the organizing committee of the Industrial Engineering and Service Science 2015 (IESS 2015)
doi:10.1016/j.promfg.2015.11.024
 Author's personal copy

140 Meditya Wasesa et al. / Procedia Manufacturing 4 (2015) 139 – 145

performance (in volume) has strong correlation with many economical metrics such as a nation’s gross domestic
product (GDP), the economic growth, etc. [1], [2]. As an economic development engine, the air cargo stands as a
vehicle that bridges the global trade and supply chain in a faster and reliable manner. “In the new fast-cycle logistics
era, nations with good air cargo connectivity have competitive trade and production advantage over those without
such capability [2]”. Air cargo terminals stand as an important logistical infrastructure that expand a nations’ global
business reach by the extension of the nation’s global air cargo connectivity. Not only considered as linchpins that
bridge commodity traffic between the airside and the landside, air cargo play an important role in stimulating other
businesses and investments that reside within and outside the terminals’ perimeters. To stimulate economic growth,
improving a nation’s air cargo infrastructures is a prerequisite. A recent case study of Taiwan that reported a bi-
directional causality between air cargo expansion and economic growth [1] has provided empirical evidences.
This study presents the effort to expanding the existing international cargo terminals by means of relocating an on-
operation cargo terminal to a larger area. In this paper, we share our first-hand empirical experience in preparing an
action plan for relocating an operating air cargo terminal. As the synthesis results of our empirical exploration, we
present the conceptualization of the air cargo center relocation framework and the conceptual model of air cargo
terminal relocation planning process.

2. Related literatures

Despite its importance, air cargo logistics, especially the operation of air cargo terminals, has received little
research attention. This is in contrast with the number of studies that have been conducted on the sea container
terminals topic [3][4][5]. The fact that over 90% global trade’s commodities are transferred via the seaways has
become the main driver for the mature development of seaports related studies. Although air cargo carries less than
1% (per-tonnage) of all intercontinental commodity transportation, the air cargo transport is responsible for over a
third of the global trade’s total value [6]. Air cargo transport has become the fastest growth field in the global
logistics world. The growth of e-commerce, the pressure to push down the inventory level and time to market, and
the shortened product life cycles are some of the main drivers for the air cargo industry growth.
Air transportation are extremely important for commodities subject to the just in time supply chain pressures,
such as perishable, fashion, and electronic goods [7]. For transferring the commodity, competitive air cargo
providers are in high demand. Air cargo customers are looking for excellent providers that can deliver excellent
delivery performance, e.g. timeliness, cost, reliability, schedule and shipment size flexibility, and responsiveness
[8][7]. Another empirical study states that the shaping service criteria of air cargo providers are defined as: delivery
value, knowledge innovation value, service value-added, information value, and performance satisfaction value [9].
Taking a different perspective, a study proposed an air cargo supply chain operations reference (ASCOR) as a
framework to evaluate air cargo performance from the airport level, airfreight sector level, overall logistics industry
level, and economic level [10].
The air cargo terminal is an indispensable part of the air cargo supply chain operation. The performance of air
cargo terminals contribute to the overall air cargo supply chain performance. In response, air-cargo supply chain
actors are eager to find the best air cargo terminals which can provide the best service at a reasonable cost. Airport
charges and cost minimization is indeed an important consideration for the air cargo freighters in selecting a
terminal [11]. Nevertheless, there is a standard service time compliance that has to be fulfilled by the terminals in
order to remain competitive. In the context of selecting air cargo transshipment hubs, a study showed that time cost
is more sensitive for the clients than the monetary costs such as landing fees and line-haul price [12]. The airport’s
ability to attract transshipment cargo traffic, including the existing traffic flow patterns; airport infrastructure
capacity and activities; linkage with regional and intercontinental airport network are also important in shaping an
air cargo terminal’s competitiveness.
 Author's personal copy

Meditya Wasesa et al. / Procedia Manufacturing 4 (2015) 139 – 145 141

Fig. 1. The air cargo center concept.

It is important to note, that the performance and the competitiveness of an air cargo terminal cannot be viewed in
isolation. “It is crucial therefore that airports do not see themselves in isolation but as part of the overall supply
chain where they must interact with all elements in order to be successful [11].” The connection with the hinterland
supply chain actors must also be solid. It is well known that many global air cargo terminals (e.g. Shanghai China,
Memphis Tennessee USA, Schiphol the Netherlands) have even grown as air cargo activities clusters. The clusters
of global “cargo centers”, that are inhabited by many business actors (e.g. the airlines, regulated agents, ground
handling operators, integrators, freight forwarders, warehouse operators, etc.), have provided myriad of advantages
such as: the availability of full spectrum logistics services, the improvement of overall cargo movement efficiency
and communications, increasing cargo throughput capacity, more synergized collaboration among logistics actors,
stimulating regional economic growth, etc.

3. Problem identification

Southeast Asia has performed steady economic growth in recent years. Expanding labor force and the migration
of agricultural based to manufacturing-based workforce has been recognized as one of the drivers. The growth of
economy and trade consequently requires faster commodity exchange. In our cargo-terminal relocation case, the
demand growth of air-cargo throughput rate has exceeded the existing cargo terminal’s maximum capacity. To solve
the issue, the air cargo terminal operator can opt for (1) expanding and upgrading the existing cargo terminal or (2)
building a larger and better cargo terminal at another location. This paper intersects with the second option. Limited
land availability for expanding the existing facility was the cargo terminal’s main reason in selecting the second
option. As the issue of capacity overutilization has led to many issues (e.g. uncontrollable service time, chaotic order
replenishment and order picking processes, etc), the relocation execution was a high and an urgent priority.

4. The relocation plan framework

To provide a solution to the defined problem, we have formalized the air cargo center relocation framework. As
shown in Fig. 2, the framework details the required processes which will lead the way to the final action plan of the
logistics centers (i.e. the air cargo center) relocation project. The framework is constructed by five major sequences,
i.e. (1) the definition of relocation objectives, (2) the generation of relocation scenario alternatives, (3) the
formalization of evaluation criteria and methodology for selecting the best relocation scenario, (4) the selection of
the best relocation scenario, and (5) the definition of the relocation action plan.
 Author's personal copy

142 Meditya Wasesa et al. / Procedia Manufacturing 4 (2015) 139 – 145

Fig. 2. The air cargo center relocation framework.

One of the first things to be noted in the whole action plan definition process is to note the stakeholders interest
that then is bundled in an agreement of the relocation objectives. In this study, there are (at least) four objectives that
are listed as follow: (1) the new cargo terminal must operate within a strict short deadline; (2) interruptions on the
on-operation (former) terminal have to be minimized; (3) the need for modifying the layout of the new facility have
to be eliminated, and (4) the potential stakeholders conflicts that may rise due to the relocation plan have to be
minimized.
Beside the relocation objective, the planner also must have a solid understanding of the operation and the
physical infrastructures of the former and the new cargo center. As shown in Fig. 3, a typical international cargo
normally contains of three different zones: (1) the domestic restricted and non-restricted cargo zones, (2) the
international restricted and non-restricted cargo zones, and (3) an additional non restricted cargo area. In line with
the cargo center concept introduced before (see Fig. 1), the cargo center concerns the living of many stakeholders
such as the integrators, the warehouse operators, the ground handling operators, the government agencies, etc.
 Author's personal copy

Meditya Wasesa et al. / Procedia Manufacturing 4 (2015) 139 – 145 143

Fig. 3. A generic air cargo center block plan.

To prepare the action plan, several relocation scenarios (not only one) has to be proposed and evaluated. A
scenario basically determines which operations (and the concerned operators) will be relocated at an earlier or at a
later time. As portrayed in Fig. 4, in this example three relocation scenarios were developed. The first scenario is to
move all cargo center activities all at once. The second scenario is to relocate the domestic terminal activities
subsequent to the international terminal activities relocation execution. The last scenario is designed based on the
tenant’s type. In the third scenario, the priority tenants who handle high volume cargo and who require highly
customized facilities will be moved earlier than the other tenants i.e. the ones who share common facilities.

Fig. 4. The relocation scenario alternatives.

To evaluate the relocation scenario alternatives in an objective manner, an evaluation criteria and a methodology
have to be defined. Considering the defined relocation objectives and the air-cargo professionals and academics’
view, a number of relocation criteria are defined as the following points: (1) the relocation total cost, (2) the duration
of total relocation processes, (3) the complexity of the relocation execution scenarios, (4) the risk of interrupting the
on-going operation at the former cargo center, (5) the quick win factor (i.e. the speed for operating the new facility)
etc.
All of the predefined relocation scenarios are then synthesized into an evaluating formula which adopt the decision
with multiple criteria decision analysis framework [13]. The scoring formula is then defined as ܵ௜ ൌ  σ௡௫ୀଵ ߙ௫ Ǥ ‫ܥ‬௫ ,
where ܵ௜ denotes the total evaluation score for relocation scenario i, ߙ௫ denotes the referee’s evaluation weight for
the evaluation criteria of ‫ܥ‬௫ . In this case we define five criteria (x=5), and for each criteria a weighting factor will be
assigned by a panel of experts (both from the academic and professional experts) who sort the criteria mainly based
on their perceived subjective effect on the relocation goal and its level of importance. The quantification of the
evaluation criteria ‫ܥ‬௫ is based on a likert scale. By using the proposed scoring formula, one can select the best
relocation scenario easily. The biggest challenge is to ensure that the views of all concerned stakeholders are
incorporated so that the relocation scenario recommendation will gain high acceptance among the stakeholders.
After scoring process resulting in the best scenario selection, an action plan has to be properly defined. The
definition of the action plan have to consider the readiness of the infrastructure, the human resources, the tenants,
and the operational aspects. The relocation process can be started once all aspects for a specific operational zone
(e.g. the domestic terminal, the international terminal, etc.) are ready. However, those four aspect may has
interdependencies and contingencies; thus it is important to identify and anticipate the contingencies and its
consequences in preparing the action plan. In Fig. 5, we a compact portrayal of the action plan for relocating an air
cargo center in a conceptual model format.
 Author's personal copy

144 Meditya Wasesa et al. / Procedia Manufacturing 4 (2015) 139 – 145

Fig. 5. The conceptual model of air cargo center relocation planning process.

5. Conclusion

This paper discusses the process of preparing an action plan for relocating an air cargo center. We began by
narrating the importance and the economic impact of air-cargo transportation at the global, the national, and the
local airport levels. We also narrated the importance of having air cargo service zone (e.g. cargo center) to be able to
perform an excellent service level at an aggregated air cargo supply chain level. In a steady economic growth
situation, the demand growth of air-cargo transport demand can exceed the existing cargo terminal’s maximum
capacity. To solve the issue, building a larger and better cargo terminal at another location can be an option and thus
a relocation action plan is required.
The paper has offered two main contributions. The first one is the air cargo center relocation framework which
formalized the important sequences in translating the facility relocation objectives into the final relocation action
plan definition. The framework consists of five important phases which includes the relocation objectives definition,
the relocation scenario alternatives definition, evaluation criteria and method fixation, the final relocation scenario
definition, and the final action plan formalization. The second contribution, is the conceptualization of air cargo
center relocation planning process. The conceptual model portrays the interdependencies and the contingencies of
four important components, i.e., the infrastructure preparedness, the operating system preparedness, the human
resource preparedness, and the concerned tenants (the stakeholders) preparedness.
 Author's personal copy

Meditya Wasesa et al. / Procedia Manufacturing 4 (2015) 139 – 145 145

References

[1] Y. H. Chang and Y. W. Chang, “Air cargo expansion and economic growth: Finding the empirical link,” J. Air Transp.
Manag., vol. 15, no. 5, pp. 264–265, 2009.
[2] J. D. Kasarda and J. D. Green, “Air Cargo as An Economic Development Engine: A Note on Opportunities and
Constraints,” J. Air Transp. Manag., vol. 11, no. 6, pp. 459–462, 2005.
[3] R. Stahlbock and S. Voß, “Operations Research at Container Terminals: a Literature Update,” OR Spectr., vol. 30, no. 1,
pp. 1–52, 2007.
[4] M. Wasesa, P. Nijdam, I. H. Muhammad, and E. Van Heck, “Improving the Pre-Notification Protocol of the Containers
Pick-up Procedure: An Agent-based Approach,” in International Conference on Agents and Artificial Intelligence, 2012,
pp. 190–196.
[5] M. Wasesa and A. Stam, “Reinventing the Use of Vehicle Telematics Data: Using Multivariate Adaptive Regression
Splines Model for Predicting the Container Terminal’s Service Rate,” in 6th International Conference on Operations and
Supply Chain Management, 2014, p. 79.
[6] A. Zhang and Y. Zhang, “Issues on Liberalization of Air Cargo Services in International Aviation,” J. Air Transp. Manag.,
vol. 8, no. 5, pp. 275–287, 2002.
[7] M. C. Tsai, C. H. Wen, and C. S. Chen, “Demand choices of high-tech industry for logistics service providers-an empirical
case of an offshore science park in Taiwan,” Ind. Mark. Manag., vol. 36, no. 5, pp. 617–626, 2007.
[8] C. H. Wen, M. C. Tsai, and C. H. Lin, “Classification and Competition Analysis of Air Cargo Logistics Providers: The
Case of Taiwan’s High-technology Industry,” J. Air Transp. Manag., vol. 17, no. 2, pp. 106–109, 2011.
[9] S. M. Meng, G. S. Liang, K. Lin, and S. Y. Chen, “Criteria for services of air cargo logistics providers: How do they relate
to client satisfaction?,” J. Air Transp. Manag., vol. 16, no. 5, pp. 284–286, 2010.
[10] X. M. Yuan, J. M. W. Low, and L. Ching Tang, “Roles of the airport and logistics services on the economic outcomes of an
air cargo supply chain,” Int. J. Prod. Econ., vol. 127, no. 2, pp. 215–225, 2010.
[11] J. Gardiner, S. Ison, and I. Humphreys, “Factors Influencing Cargo Airlines’ Choice of Airport: An International Survey,”
J. Air Transp. Manag., vol. 11, no. 6, pp. 393–399, 2005.
[12] H. Ohashi, T. S. Kim, T. H. Oum, and C. Yu, “Choice of Air Cargo Transshipment Airport: An Application to Air Cargo
Traffic to/from Northeast Asia,” J. Air Transp. Manag., vol. 11, no. 3, pp. 149–159, 2005.
[13] R. L. Keeney, H. Raiffa, and D. W. Rajala, “Decisions with Multiple Objectives: Preferences and Value Trade-Offs,” IEEE
Trans. Syst. Man. Cybern., vol. 9, no. 7, 1979.

View publication stats