Browse job descriptions commonly used by CHS companies.
Keep cranes, reach stackers and handling equipment running, because on a terminal a single equipment failure stops a crane and puts the vessel behind schedule.
Keep the terminal operating system, radios and handhelds working, because a terminal that loses its system stops recording moves and stops billing for them.
Run the working of the vessel shift by shift: gangs deployed, cranes running, cargo moving at the rate the plan and the tariff assume.
Run the terminal as a business: its throughput, its productivity reputation, its cost, its safety record and the concession or contract standing that lets it operate.
Own the finance function for the terminal: reporting, controls, cash, compliance and the cost analysis that shows whether the moves being worked are actually profitable.
Own the planning discipline of the terminal: how vessels are worked, how gangs and cranes are deployed, and the balance between speed and safety.
Keep people alive on a site where cranes lift over walkways, vehicles and gangs share the same quay, and cargo is stacked above head height.
Bill every move, gang hour and equipment hour correctly, because a terminal earns in units that are easy to under-record and impossible to recover later.
Process the terminal's daily accounting transactions accurately so the ledgers, ageing and reconciliations everything else depends on stay clean.
Get the right handling equipment to the right crane and gang at the right time, because a terminal with idle cranes waiting for a reach stacker is burning money by the minute.
Own terminal operational delivery and cost: productivity, berth performance, cargo integrity, labour model and safety across every call the terminal works.
Own people and administration for the terminal: staffing the gangs, holding labour relations stable and keeping the site compliant as an employer.
Plan and control the cargo that does not fit a standard lift: project modules, heavy lift, machinery and oversize units where a wrong rigging plan is a fatality.
Direct the labour gangs that actually move the cargo, in an environment where productivity, safety and industrial relations are decided face to face on the quay.
Own the terminal's revenue and call book, build the commercial team and secure the line and agent relationships that determine berth occupancy.
Own the terminal's equipment fleet and its availability, because productivity is capped by whichever crane or stacker is down.
Learn how a vessel is worked on the quay, supporting the desk with tally, movement tracking and shift reporting.
Own safety, environment and quality for a terminal that is one of the highest-hazard workplaces in the logistics chain.
Win the vessel calls and cargo volume that keep gangs and equipment employed, selling stevedoring capability to lines, agents and cargo interests.
Own the technology the terminal runs on: the operating system, gate, planning software, devices and the data that drives both productivity reporting and billing.
Ensure every unit leaving the berth is secured to the vessel's cargo securing manual, because a lashing failure at sea is the terminal's liability and somebody's cargo overboard.
Run the finance desk: close the books on time, keep controls working over billing and labour payments, and surface the terminal's cost per move.
Support the planning desk with pre-arrival data, bay plan preparation and message handling, learning the discipline that decides how fast a vessel works.
Keep the gangs staffed and the labour relations stable, because on a stevedoring terminal industrial relations is an operational risk, not an HR topic.
Run the berth: berthing, hatch sequence, crane deployment and the moment-to-moment decisions that decide whether the vessel sails on time.
Run the back office of the stevedoring commercial desk: tariff records, quotations, vessel call estimates and throughput reporting.
Rotate through the core functions of a stevedoring and terminal operator and come out able to run a desk in operations, planning, equipment or commercial.
Protect the line and agent relationships that supply the terminal's base calls, where a productivity failure on one vessel can lose the whole account.
Plan the working of every vessel so cranes and gangs are never waiting, cargo is discharged in the right sequence and the vessel sails within its berth window.
Run the operations desk across shifts: call planning, gang and equipment deployment, productivity and the safety record the terminal is judged on.
