Aasjõe, ÜllePopell, JanekBrockmann, PascalTarro, Evelin2021-05-112021-05-112021-05-10https://dspace.tktk.ee/handle/20.500.12863/3293Lõputöö eesmärk on koostada teaduslik faktipõhise tulemusjuhtimise raamistik, et selle põhjal täiendada HHLA Internationali (HIG) tulemuslikkuse põhinäitajate kontseptsiooni. HHLA International kuulub HHLA gruppi ning vastutab HHLA rahvusvaheliste terminalide haldamise eest. HHLA omab kolme mereterminali – Container Terminal Odessa Ukrainas, HHLA TK Estonia Muugal ja HHLA PLT Italy Triestes, Itaalias. Kõigil terminalidel on iseseisev juhatus ning operatsioone juhitakse kohapeal. Suuremad juhtimisotsused tehakse nõukogu kinnitusega. Nõukogu otsustamise toetamiseks otsustas HHLA International koostada tulemuslikkuse põhinäitajate kontseptsiooni, mis lisaks juhtimisotsuste faktidega toetamisele võimaldas terminalide tulemusnäitajate mõõtmist standardiseerida. HIG koostas tulemusnäitajate kontseptsiooni tihedas koostöös terminalide ja ettevõtte peakontoriga. Eesmärk oli kiiresti juurutada üksikud tipptaseme operatiivsed tulemusnäitajad, mis mõõdaksid terminali jõudlust kliendivaates. Alustati kuue efektiivsusnäitajaga, millest koostati esimene käsitsi kokku pandud kuuaruanne. Need näitajad valiti, sest neid on lihtne arvutada ning need on annavad laiapõhjalise ülevaate olukorrast terminalis. Autor püstitas lõputöö eesmärgi saavutamiseks järgmised uurimisküsimused: 1. Millised on teaduslikud alused laiaulatusliku tulemusnäitajate kontseptsiooni loomiseks? 2. Milline peaks olema teaduslik tulemusnäitajate kontseptsiooni raamistik? 3. Millised erinevused on HIG tulemusnäitajate kontseptsiooni ja teadusliku raamistiku vahel? 4. Millised muudatused HIG kontseptsioonis aitaksid seda terviklikumaks muuta? Uurimisküsimustele vastuste leidmiseks tegi autor põhjaliku uuringu teaduslikes allikates tulemusnäitajate, faktipõhise tulemusjuhtimise ja selle rakendamise kohta sadamatööstuses. Seejärel tegi autor kvalitatiivse juhtumiuuringu HHLA International tulemusnäitajate kontseptsiooni kohta, võrdles seda teaduslike alliate põhjal loodud raamistikuga, andis hinnangu nende erinevuste kohta ning analüüsi tulemusena koostas parandusettepanekud HIG-le. Autor leidis, et teadusallikate põhjal võiks ettevõte oma kontseptsioonis teha parandusi. Autor täitis lõputöö eesmärgi ja leidis vastused püstitatud uurimisküsimustele, sealjuures tehes ettevõttele parandusettepanekud oma kontseptsiooni täiustamiseks. Autori koostatud teaduslikku raamistikku on võimalik kasutada teiste sadamatööstuse ettevõtete tulemusnäitajate kontseptsiooni põhja loomiseks, kuid konkreetsed indikaatorid tuleb leida ettevõtte sees organistatsiooni protsesside analüüsimise tulemusena.HHLA International is a part of the HHLA group where it is responsible for managing the international terminals of HHLA. HIG manages three terminals – Container Terminal Odessa in Ukraine, HHLA TK Estonia at Muuga, Tallinn and HHLA PLT Italy in Trieste, Italy. The terminals have independent management and the businesses are run on-site. However, for bigger managerial decisions the approval of the supervisory board is necessary. Among these decisions are, for example, purchasing of new equipment. These decisions needed factual support. Furthermore, the supervisory board wanted to compare the terminals with each other. This was difficult because the companies measured different aspects of their performance variously. Thus, HIG decided to develop their own key performance indicators concept to standardise the terminals’ reporting and convert to fact-based management. The HIG KPI concept was created in collaboration with the terminals and stakeholders from company headquarters, considering the peculiarities of each terminal while measuring performance from the client’s point of view. The first phase was aimed to be implemented fast and hence only included six KPIs that were included into the first manual report – work efficiency, truck turnaround time, gross vessel moves per hour, net quay crane productivity, equipment availability and IT system availability. These were agreed on as the easiest to calculate and as the most insightful for the managers. The aim of this thesis was to develop a framework based on scientific research for creating a comprehensive KPI concept to refine HHLA International’s concept. To achieve this, an extensive literature survey was conducted of which the framework was derived from. Furthermore, a case study of the HHLA International KPI concept was conducted. The created framework was evaluated against the HIG KPI concept and it was concluded that generally, the two match. The framework was developed from the theoretical research. From the evaluation and analysis of the theoretical framework and the practical concept, it emerged that the HIG concept would need to be aligned with the company’s strategy. After analysing the indicators in more detail, the author suggested to replace one KPI – gross vessel moves per hour – with berth moves per hour. Consequently, the terminals would be able to measure the client’s view. At the same time, with measuring net quay crane productivity, the terminal would be able to keep track of the crane’s performance. In addition, the author made several suggestions for presenting the indicator values in the reports and tracking the individual targets of each terminal in a simple way. A KPI concept should help to make better managerial decisions which ultimately would result in better overall performance, higher productivity and bigger profits. It is important that KPIs are measured efficiently and keeping in mind the company’s strategic goals. Then every employee should feel that they contribute to the overall cause and that their work is of importance to the company. Thus, the employees should feel better at their positions performing better and working better. For the company, this would mean wins on the market as well as inside the organisation. The author reached the goal of this thesis and found ways to refine the HIG concept to be more comprehensive and made suggestions to the company to achieve this. The developed framework was only applied to a single case study but it can be extended for other maritime terminals to lay the groundwork for creating a KPI concept. However, each company must consider their specifics when choosing the indicators to be calculated. This may provide further insights into the regional priorities of stakeholders as well as broaden the spectrum of government touch points.enTTK Subject Categories::Majandus and ärijuhtimine::Strateegiline juhtimineTransport ja logistikalõputöö