Port strategic planning: Canadian port reform

Recent port reform established major commercial ports as Canadian Port Authorities (CPAs) as federal non-profit, business corporations. Canadian port reform was aimed at allowing CPAs to compete effectively. Canada's major ports operate in an increasingly competitive business environment. To gain advantage over their competition, Canadian ports must develop business strategies dealing with their organizational cultures, institutional structures, operations, and facility provision. Developing appropriate strategies involves creating a strategic plan that considers external and internal port environments. This paper outlines the evolution of strategic planning and its applicability to Canadian ports. The initial literature review is followed by a brief review of Canadian port reform and an analysis of external and internal port environments. This analysis determines the resources available to exploit external opportunities and defend against threats, and considers the internal strengths and weaknesses of Canadian ports. A list of strategic issues facing Canadian ports and how the Canada Marine Act affected them is derived from the analysis.     

Port co-opetition in concept and practice

The port industry has undergone a rationalization process over the last decade. An increasing proportion of port management and operations is being taken over by global port operating groups. Many port operators who previously ran only their local business now extend their business scope to the regional or global scale; today's port operators can be regarded as multinational corporations. In the era of global economy, a port no longer enjoys a natural monopoly, as was the case in the past. To cope with this changing business environment, a certain form of competition and co-operation among ports is necessary so as to provide services that fit into shipping lines' strategies. It is suggested that ports have to concentrate on new ways for co-operation in an effort to establish a countervailing power. This paper proposes a new strategic option known as co-opetition, the combination of competition and co-operation, for the port industry, and explains a case of co-opetition between the container ports in Hong Kong and South China. The results of this research will provide a useful insight into the port industry, which is currently required to carry out its business in an ever-changing business environment.     

Port co-opetition in concept and practice

The port industry has undergone a rationalization process over the last decade. An increasing proportion of port management and operations is being taken over by global port operating groups. Many port operators who previously ran only their local business now extend their business scope to the regional or global scale; today's port operators can be regarded as multinational corporations. In the era of global economy, a port no longer enjoys a natural monopoly, as was the case in the past. To cope with this changing business environment, a certain form of competition and co-operation among ports is necessary so as to provide services that fit into shipping lines' strategies. It is suggested that ports have to concentrate on new ways for co-operation in an effort to establish a countervailing power. This paper proposes a new strategic option known as co-opetition , the combination of competition and co-operation, for the port industry, and explains a case of co-opetition between the container ports in Hong Kong and South China. The results of this research will provide a useful insight into the port industry, which is currently required to carry out its business in an ever-changing business environment.     

The dynamics of port reform: different contexts,similar strategies

Research into port reform in Taiwan and Australia indicates that reform was undertaken in different contexts while committed and adopting similar strategies. Reform in both countries has been consistent with paradigmatic shifts towards market orientation, and within this context, privatisation was considered the preferred option. In both Taiwan and Australia, however, governments, reluctant to relinquish control over their ports, opted for corporatisation models. This article discusses the dynamics and drivers of reform and examines the outcome of these strategies. Both countries commenced port reform with deregulation of dock labour employment and introduced enterprise-based employment replacing the labour pool system. Privatisation of stevedoring operations was introduced at the same time in Taiwan. In the second reform phase, Taiwan amalgamated the four major commercial ports under a single state-owned port company in March 2012, with the objective of reducing inter-port competition and creating a central port planning mechanism. Australian ports, on the other hand, have undergone restructuring with the implementation of corporatisation, privatisation and commercialisation strategies since 1990s. Reform strategies in both countries display some similarities, e.g. rationalisation strategies in both Taiwan and Tasmanian ports, but also display some distinct dissimilarities with the increasing move to privatisation in Australia, e.g. the sale of South Australian ports and in 2010 the sale of the port of Brisbane.     

(Law for the Promotion of Competition and Consumer Protection) was passed in early 1995. The impact this law will eventually have, however, is uncertain because rules for its implementation have not yet been established.

Governments in their port reform efforts have experimented with liberalization and commercialization to improve port operations. Because of their failure to meet expectations or because of changing competitive environments, these options have generally been discarded in favour of privatization. In mature large-volume port systems, privatization was a relatively obvious solution, because interport or interterminal competition would be achieved to the extent that the monopolistic tendencies characteristic of their predecessor organizations would cease to exist. In countries with a limited number of ports having relatively small cargo volumes, however, the case is quite different. These countries would have to pursue strategies that would still induce competition in spite of their limited cargo volumes if they hoped to achieve the same privatization benefits and market disciplines enjoyed in other countries. This article examines the port reform approaches used in three distinct competitive settings;the experiences in these countries offer some guidance on how to assure that ports will feel competitive pressures even under conditions of limited cargo volumes.     

Managing port-related supply chain disruptions (PSCDs): a management model and empirical evidence

ABSTRACT

In the contemporary port business environment, port resilience is of paramount importance for supply chain continuity. A result of the increased integration of ports into supply chains is ports’ potential to supply chain disruptions. This paper introduces a PSCD management model that incorporates the application of risk management, business continuity management, and quality management theories with the purpose of increasing port resilience such that supply chain continuity is enhanced. To validate this model, primary data were collected from samples of port operators and port authorities and analyzed using structural equation modeling with AMOS 22.0. The results indicate that managing PSCD using the management model contributes positively to the identification of internal and external opportunities and through that to port’s resilience of internal operations. This, in turn, positively influences port’s financial health and market reputation. The management model has several managerial and academic implications as it offers meaningful insights on policy development as well as theory building.     

Port e-Transformation,customer satisfaction and competitiveness

ABSTRACT

e-Transformation in container ports means port organization-wide innovative transformation encompassing internal and external value chains based on information and communication technology. There is a considerable theoretical literature on the impact of e-Transformation on business performance, but there is very little empirical study on its effectiveness in ports. The objective of this paper is to empirically investigate how e-Transformation in container port management can influence customer satisfaction and port competitiveness. The findings reveal that e-Transformation in container ports can affect customer satisfaction and port competitiveness through e-Workplace, customer relationship management and security, implying that container ports should make every effort to focus on e-transformation in these critical areas. Due to limited empirical studies in this area, the findings have provided an empirical support for the importance of e-Transformation in container terminal management and shed more light on how e-Transformation can affect customer satisfaction and port competitiveness.     

Revisiting port pricing; a proposal for seven port pricing principles

A review of seven large landlord port authorities around the world reveals a notable diversity of pricing structures. While port authorities increasingly act as commercial undertakings, port pricing often seems to be not driven by commercial considerations. In this paper, we argue that ports can be regarded as “business ecosystems” with multiple users. This provides a valuable perspective on pricing and raises the question of whether ports can be regarded as two-sided markets. We argue this is not the case. The business ecosystem perspective provides a basis for deducing seven pricing principles for port authorities that are detailed in the paper and illustrated with cases these principles. These pricing principles are broadly follow a direct user pays approach; capture value from “non-core” tenants; price aggressively for activities with a high strategic value; differentiate pricing based on price elasticity and connectivity improvements; maximize revenue from long-term lease agreements, price port dues competitively; critically consider differentiation of charges based on environmental performance; and finally use incentives to align interests of terminal operators and shipping lines. We conclude that the ecosystem perspective is central to the understanding of pricing decisions of port authorities and that various pricing issues deserve more attention.     

Port reform in Australia: issues in the ownership debate

Australia port reform initiatives have taken on a variety of forms — from out-right sale and transfer of ownership, to the sale of particular assets of infrastructure or services, or to long-term lease arrangements; or in some cases state governments, unable to relinquish control, have opted for corporatization or commercialization strategies. Reform is driven by the belief that ownership impacts on efficiency and efficiency is perceived to suffer if governments either retain ownership or direct control. As a result a major aim of reform is to either remove or distance governments from day to day port operations. The sale of ports removes government control outright and privatized ports are subject to identical regulatory constraints as any company in the private sector. But corporatization strategies are such that government ownership is retained and ports have been transformed into statutory state owned corporations. Effectiveness of this strategy requires legislation to be such that port corporations are free to operate like their private sector counterparts. To date this has not occurred and some serious impediments are emerging which are embedded in legislation and which, rather than reduce, have indeed, increased government control.     

Strategies of developing part administration in Ireland

This paper reivews a programme recently undertaken by the Irish Government aimed at reforming the administration of Irish ports. Arising from that programme, and as a result of legislative changes, eight key ports were vested as commerical harbour companies (prior to this they were administered by large Boards and were very restricted in their ability to perform commercially). The context for the paper is the global trend towards port reformation, and the paper draws particuarly on the effects of the privatization of UK ports. The paper starts with a review of the role of parts, both generally and within the context of Ireland's growing, geographically peripheral, economy. Observations of the UK ports privatization process are next considered. The history, development and recent performance of Irish ports, together with port investment strategies, are critiqued and the background to the recent programme of administrative reform undertaken by the Irish Government concerning the ports is reviewed. Various observations from a number of sources (including 12 interviews by the authors with key actors in the sector) on the reform process are discussed. It is concluded that there is no uniformity of opinion as to the suitability of the chosen model for Irish ports administration and that it is too soon to judge whether it has been a success (the eight ports were commercialized in March 1997). The paper concludes that, given the critical role of ports within the Irish economy, the situation should be periodically reviewed to ascertain the current applicability of the extant port administration model.     

Activities,resources and inter-organizational relationships: key factors in port competitiveness

In the last decade, the port economics literature has given great emphasis to the Supply Chain Management approach as the new paradigm for the definition of port competitiveness. SCM supports the development of partnerships between the actors of the supply chain and considers the integration of activities and resources along business processes as source of competitive advantage. Nevertheless, the application of SCM approach to the port is particularly compiex given the traditional hostile relationships between port actors. In the effort to overcome such complexity, some authors have considered ports as Logistics Service Providers and interpreted their role within supply chains through the integrative practices undertaken by Global Players–mainly Shipping Companies and Terminal Operators–in the supply of integrated logistics services. Even tough these actors are crucial for the port competitiveness, they determine a passive role of port in the new competitive scenario. The definition of a potential and pro-active role of port in the supply chains is the objective of this paper that presents, through a literature review on SCM and port competitiveness, a new framework for port competitiveness. According to this framework, that is based on the value constellation concept value is generated by joint effort of port actors in the satisfaction of clients' needs, through the exploitation of different I mterdependencies (serial, pooled and reciprocal) between supply chains. In this context, Port Authority has a I fundamental role in identifying those resources–the so called critical assets–that encourage the development of inter-organisational relationships between port actors in the value generation process.     

Exploring the conditions for inclusive port development: the case of Indonesia

Governments around the world are adopting inclusive growth agendas. The ambition to align economic growth ambitions with broader-based social benefits is increasingly embraced by corporations to limit the ‘negative externalities’ and enhance the ‘positive externalities’ of their operations. Therefore, micro-level corporate strategies and macro-level national ambitions meet at the meso-level of networks and clusters. This requires societal spheres to collaborate and search for alternative governance constellations. In this discourse, port development is only recently receiving attention. In March 2018, ports around the world signed the World Ports Sustainability Program declaration, which aims to contribute to the sustainable development goals (SDGs), whilst a number of national port (master) plans have started to include social along with environmental standards. Extant studies on partnering and stakeholder inclusion in port development are proliferating but are primarily aimed at environmental rather than social (inclusion) issues. This paper adopts an exploratory research design to consider conditions for inclusive port development. A novel taxonomy considers port development as a driver for inclusive growth, where partnerships are the missing link between micro-level business strategies and macro-level effects in the port region and economy at large. This paper shows the first findings and delineates areas for further research.     

Co-operation and competition in international container transport: strategies for ports

This paper focuses on the response of port authorities to the changing market environment in which they operate. It documents the changes taking place in the relationships between port authorities and terminal management companies and considers the strategic issues faced by these groups and other port interests. In particular, it investigates the potential conflicts of interest for a port authority in matters related to the level of competition amongst terminals within a port and the amount of competition amongst ports.     

Co-operation and competition in international container transport: strategies for ports

This paper focuses on the response of port authorities to the changing market environment in which they operate. It documents the changes taking place in the relationships between port authorities and terminal management companies and considers the strategic issues faced by these groups and other port interests. In particular, it investigates the potential conflicts of interest for a port authority in matters related to the level of competition amongst terminals within a port and the amount of competition amongst ports.     

Ports as elements in value-driven chain systems: the new paradigm

This paper argues that, with the rapid and pervasive restructuring of supply chains and of the logistics pathways in which ports are embedded, existing paradigms no longer offer adequate insights into the functions of ports or port authorities. Rather, ports must now be seen as elements in value-driven chain systems or in value chain constellations. They deliver value to shippers and to third party service providers; customer segmentation and targeting is on the basis of a clearly specified value proposition; and the port captures value for itself and for the chain in which it is embedded. The role of ports and port authorities, and the way in which they position themselves in the new business environments beyond 2001 must be defined within a paradigm of ports as elements in value-driven chain systems, not simply as places with particular, if complex, functions.     

Ports as elements in value-driven chain systems: the new paradigm

This paper argues that, with the rapid and pervasive restructuring of supply chains and of the logistics pathways in which ports are embedded, existing paradigms no longer offer adequate insights into the functions of ports or port authorities. Rather, ports must now be seen as elements in value-driven chain systems or in value chain constellations. They deliver value to shippers and to third party service providers; customer segmentation and targeting is on the basis of a clearly specified value proposition; and the port captures value for itself and for the chain in which it is embedded. The role of ports and port authorities, and the way in which they position themselves in the new business environments beyond 2001 must be defined within a paradigm of ports as elements in value-driven chain systems, not simply as places with particular, if complex, functions.     

Strategies of developing part administration in Ireland

This paper reivews a programme recently undertaken by the Irish Government aimed at reforming the administration of Irish ports. Arising from that programme, and as a result of legislative changes, eight key ports were vested as commerical harbour companies (prior to this they were administered by large Boards and were very restricted in their ability to perform commercially). The context for the paper is the global trend towards port reformation, and the paper draws particuarly on the effects of the privatization of UK ports. The paper starts with a review of the role of parts, both generally and within the context of Ireland's growing, geographically peripheral, economy. Observations of the UK ports privatization process are next considered. The history, development and recent performance of Irish ports, together with port investment strategies, are critiqued and the background to the recent programme of administrative reform undertaken by the Irish Government concerning the ports is reviewed. Various observations from a number of sources (including 12 interviews by the authors with key actors in the sector) on the reform process are discussed. It is concluded that there is no uniformity of opinion as to the suitability of the chosen model for Irish ports administration and that it is too soon to judge whether it has been a success (the eight ports were commercialized in March 1997). The paper concludes that, given the critical role of ports within the Irish economy, the situation should be periodically reviewed to ascertain the current applicability of the extant port administration model.     

Stakeholder Perceptions of Seaport Resilience Strategies: A Case Study of Gulfport (Mississippi) and Providence (Rhode Island)

Climate change is having and will continue to have a range of negative impacts on social–environmental systems. Many ports, with their coastal locations and essential roles in regional and national economies, face particular exposure to storm impacts that may worsen with climate change. Currently in the United States port resilience planning falls primarily on port operators. Engaging a wider range of stakeholders in long-term seaport functioning may reduce risks from disruptive and potentially irreversible impacts of climate change. This study uses empirical data gathered through two case studies of highly exposed U.S. ports, Gulfport (MS) and Providence (RI), to identify strategies that port planners and external stakeholders consider feasible for enhancing their port's resilience. This article categorizes these resilience strategies and suggests the potential role that different stakeholders could play in facilitation and implementation.     

The new governance structure of French seaports: an initial post-evaluation

France undertook a large port reform in 2008, which came into force in 2010–2011. It mostly applies a landlord port model to major French seaports, with the prediction that doing so will restore competiveness. This article presents the 2008 port reform, discusses why it was needed, notably with regard to the underperformance of container traffic, and details how new governing bodies are sharing their responsibilities amongst themselves. To this end, a textual analysis of the agenda items for the governing bodies created since 2011 of the largest French seaport, Port of Marseille, provides a means to compare the items discussed by the former management bodies. This analysis identifies a trend, in which the supervisory board focuses on global issues, the advisory board addresses local issues, and the board of directors considers internal issues. Even if ongoing, this transition creates favorable conditions to work more efficiently and may represent a step toward the better performance of French seaports.     

Operational performance evaluation of major container ports in the Asia-Pacific region

If international container ports are to gain a proper appreciation of their various advantages, disadvantages and potential opportunities in a globally competitive environment, it is essential that they conduct effective evaluation of their operational performance. The present study applies five models of data envelopment analysis (DEA) to acquire a variety of complementary information about the operational efficiency of major container ports in the Asia-Pacific region and to identify trends in port efficiency. The study first establishes the causes of inefficiency on the basis of efficiency value analysis. Slack variable analysis is then used to identify potential areas of improvement for inefficient ports. This is followed by the utilization of return to scale analysis to assess whether each port is in a state of increasing, decreasing, or constant return to scale. Finally, a sensitivity analysis is conducted to identify which input or output variables have larger weights in terms of efficiency. The results provide valuable information for port managements in their attempts to establish competitive strategies for the future and to improve their resource utilization for ongoing improvements in operational efficiency.