Beth Rooney

Port Authority of New York and New Jersey

Director-Port Department

Beth started at the Port Authority in 1993 and has held a series of progressively higher-level management positions since then. She was appointed Deputy Port Director in April 2019 after serving as the Port’s Assistant Director overseeing policy, planning, legislative and regulatory affairs, as well as environmental sustainability, performance and efficiency. She is the architect and coordinator of the Port’s Council on Port Performance (CPP) – the first forum of its kind in the nation that was established as a framework for Port constituents to identify challenges to Port efficiency and service reliability and develop recommended solutions. She has managed and coordinated Port-wide efforts to ensure that performance management and quality improvement efforts are developed and managed using a data-driven focus that sets priorities for improvements aligned to ongoing strategic imperatives. Prior to that, she was the Agency’s first ever Manager, Port Security, having been tapped to take on that role on September 12, 2001, and serving in that capacity for more than 13 years.

Beth began her career as a port captain/vessel agent for General Steamship Corporation. She is a graduate of the State University of New York Maritime College with a master’s in international transportation and a bachelor’s in marine transportation with qualifications as a Third Mate. She is also an Accredited Marine Port Executive from the International Association of Maritime and Port Executives.

Sessions With Beth Rooney

Tuesday, 28 February

  • 03:15pm - 04:00pm (PST) / 28/feb/2023 11:15 pm - 01/mar/2023 12:00 am

    How to Improve Container Flow Through Terminals

    If the pandemic experience taught us anything about supply chains, it's the urgency of maintaining container flow through ports and terminals. The logic is simple: Too many containers — loaded or empty — sitting on terminal grounds slows productivity at the berth and the gate. As data clearly showed, lower productivity results in ships remaining at berth for longer, forcing incoming ships — and all of their cargo — to wait at anchor. Transit times, lead times, and inventory-carrying costs all increase as a direct result, while shippers' revenue and responsiveness to customer demands go down. Many factors work against flow: empties not being removed quickly, excessive free time within service contracts, and shippers and truckers' slow transition to 24/7 operations, to mention but a few. Unprecedented pressure obviously was placed on the system beginning in late 2020, but future shocks are a certainty, and lessons need to be learned. This session will address what steps need to be taken to ensure consistent flow going forward.