Strategic re-thinking in shipping companies

This article proposes a framework for how successful shipping companies can develop strategies for growth and take advantage of business opportunities. It is essential to strengthen strategy implementation to trigger faster, internallygenerated and profitable business growth. Formal planning and control systems, as they traditionally exist in shipping companies, need to be modified to allow for such growth. The forward-thinkers, the truly dynamic companies, will be able to perceive business opportunities before anyone else, mobilize their people, and implement the necessary strategies. In doing so, a balance must be struck between the everyday and visionary focus, between the top-down and bottom-up focus, between the business and corporate portfolio focus. Shipping companies can learn from the example of the progressive business leaders in other fields, capitalizing on their way to succeed and grow, by developing a dual capability to ‘see’ new opportunities and to ‘mobilize’ the relevant organizational resources to implement these. Examples from successful shipping companies are provided.     

Strategic re-thinking in shipping companies

This article proposes a framework for how successful shipping companies can develop strategies for growth and take advantage of business opportunities. It is essential to strengthen strategy implementation to trigger faster, internallygenerated and profitable business growth. Formal planning and control systems, as they traditionally exist in shipping companies, need to be modified to allow for such growth. The forward-thinkers, the truly dynamic companies, will be able to perceive business opportunities before anyone else, mobilize their people, and implement the necessary strategies. In doing so, a balance must be struck between the everyday and visionary focus, between the top-down and bottom-up focus, between the business and corporate portfolio focus. Shipping companies can learn from the example of the progressive business leaders in other fields, capitalizing on their way to succeed and grow, by developing a dual capability to 'see' new opportunities and to 'mobilize' the relevant organizational resources to implement these. Examples from successful shipping companies are provided.     

Comparison analysis for subjective and objective weights of financial positions of container shipping companies

This paper explores the positions of financial ratios identified utilizing both subjective and objective weighting methods—the consistent fuzzy preference relation (CFPR) and entropy—based on questionnaires collected from experts and the financial statements of major shipping companies in Taiwan and Korea. The comparison of perceptions of financial ratios by country and by expert group illuminates some financial aspects that experts may have ignored or not paid close attention to during the business operating process, especially in today’s turbulent world shipping market. The major results of this paper show that experts in the two countries have different perceptions of the debt-to-equity ratio and that by combining the results of objective and subjective weights, categorization of financial ratios by quadrant can help decision-makers find business options and strategies to improve the financial performance of their companies. This research approach may be applied to other business entities, improving on the direct rating method used in previous studies.     

Risk perception affecting the performance of shipping companies: the moderating effect of China and Korea

Risks in the shipping industry have been highlighted and have attracted significant attention, especially following the bankruptcy of Hanjin in 2017. Due to the decrease in container volume, the business environment for large shipping companies in China has deteriorated. Therefore, major large shipping companies have implemented mixed ownership reform, which provides more opportunities for large Korean shipping companies to enter the Chinese shipping industry. This study first identifies risk perception, specifically focusing on the moderating effect of Chinese and Korean shipping companies, and then demonstrates the impact of these risks on shipping company performance. The results show that market, operational, and technical risks have a negative influence on Chinese shipping companies, whereas market, policy, financial, operations, and technical risks have a negative influence on Korean shipping companies. This study contributes to the fundamental understanding of the effect of risk perception on performance among shipping companies in both countries and calls for further research on risk management plans based on the risk factors identified herein. On a practical level, this study provides an important reference for operators and investors who seek to enter strategic alliances or joint venture in Chinese shipping industry.     

A performance evaluation model for supply chain of shipping company in Iran: an application of the relational network DEA

Shipping business is capital intensive and highly competitive. It necessitates for the shipping companies to constantly monitor their performance and measure relative efficiencies of their supply chains. Despite such importance, the studies devoted to this field have been surprisingly limited. This paper reviews the involved factors and proposes a relational network data envelopment analysis (DEA) model for measuring the efficiency of supply chain of an international shipping company in Iran with relevant sub-processes in the period 2008–2011. First, the supply chain network of the company is illustrated and then the input and output variables associated to each member are determined. The proposed model is suitable for shipping companies which usually use similar pattern in this business. Finally based on the results, recommendations are made for improvements and a new field of business is also proposed.     

从供应链管理看现代物流对我国航运业的影响

在海洋运输的基础上,全面介入物流服务,积极配合货主对运输服务更高层次的要求,以货主为中心全面提高门到门运输的服务水平,将给航运企业自身带来多方面的竞争优势。事实表明,从海洋运输向综合物流服务转变,已经成为国际航运企业发展的大方向。本文介绍了现代物流的供应链管理、“双赢”及“多赢”战略,以客户为中心等理念在航运业中的应用情况;结合大量的例子,从供应链管理角度分析我国航运存在的问题,并探讨解决问题的措施。     

航运公司建立和运行SMS存在问题探讨

ISM/NSM规则的强制实施,进一步规范了航运公司安全与防污染管理活动,提升了航运公司安全与防污染管理水平。文中分析了当前航运公司安全管理体系建立和运行情况及存在的问题,剖析了航运公司建立安全管理体系的一些误区,同时对航运公司安全管理体系运行及维护中常见的问题进行了阐述,并针对航运公司建立及运行安全管理体系存在的问题,对航运公司及海事主管部门提出相应的解决措施及建议。     

Green shipping management capability and firm performance in the container shipping industry

This study empirically identifies crucial green shipping management capability and examines its impact on firm performance using survey data collected from container shipping firms, including shipping companies and agencies. Exploratory and confirmatory factor analysis is performed to identify three critical green shipping management capability dimensions, namely, greener policy, greener ships, and greener suppliers. In this study, firm performance is categorized into environmental performance and financial performance. The results indicate that a greener policy has a direct and positive influence on both the greener ships and the greener suppliers factors. Greener ships and greener suppliers are found to have an indirect and positive influence on financial performance through environmental performance. Accordingly, this study suggests that container shipping managers could focus on organizational green shipping management capability, specifically regarding policies, ships, and suppliers, to improve their environmental and financial performance. The theoretical and practical implications of the findings for container shipping firms have been discussed.     

The relative efficiency and financial risk assessment of shipping companies

Since shipping companies are highly competitive, we ask whether financial risk assessment tools impact company performance and, therefore competitiveness and efficiency. Stochastic Frontier Analysis (SFA) is used in the evaluation. Based on distinct features of the risk-return relationship, three cargo segments in the shipping industry are studied—dry bulk, liquid bulk, and containerized cargo. The influence of the risk assessment indicators on market and operational efficiency is subsequently determined using a panel regression to determine whether different asset allocation and risk management techniques improve the performance of shipping companies. In this analysis, 79 international shipping companies listed in Bloomberg Shipping Indices are included in the data collected from Thomson One for the period of 2001–2010. Efficiency estimation from the SFA shows that containerized cargo firms have better performance in both market and operating efficiencies. Operating efficiency performance is achieved by lowering liquidity. Market efficiency is improved by well-managed leverage level.     

Flagging options for the future: A turning point in Korean shipping policy?

The issues surrounding the future of Korea's shipping policy have been heavily debated since 1990 because the Korean shipping industry has been facing rising crew costs and difficulties in recruitment of qualified crew, an adverse taxation system, very limited access to foreign capital markets, and an inflexible government regulatory environment. Consequently, this has contributed to the deterioration of Korea's compectitive edge. This paper aims to provide both an account of the current adverse situtation in Korean shipping business and proposals to alleviate the plight of shipping enterprises. Within the context of that adversity, two solutions are suggested to improve the current situation, by either establishing a Korean second register or flagging out. The paper explores the advantages and disadvantages of each solution. Because ship management is closely interrelated to flagging strategies, the paper also discusses areas of co-operation between Korean shipping or ship management companies and advanced foreign ship management companies.     

Achieving an ASEAN single shipping market: shipping and logistics firms’ perspective

ABSTRACT

To establish an Association of Southeast Asian Nations (ASEAN) Single Shipping Market (ASSM) is an important part of ASEAN governments’ overall plan to achieve an ASEAN Economic Community by 2015. It is expected that a single shipping market will improve the region’s logistics performance and international competitiveness. To achieve this vision, however, the ASEAN countries need to remove any remaining barriers to logistics performance. In this light, the objective of this paper is to identify these barriers and assess their effects on the logistics performance of shipping and logistics firms based in ASEAN countries. Using a questionnaire-based survey, the study revealed several barriers affecting their logistics performance with varying significance among these countries. Unless these barriers from the perspective of the industry are removed, the ability of the shipping and logistics industry to benefit from a liberalized market would be limited. These perceived barriers are examined in detail and strategies to address them are proposed. The ASEAN experience is applicable to similar countries in the process of integrating their international shipping sector as well as contributes to the understanding of the different barriers and how these barriers can affect the logistics performance of shipping and logistics companies.     

Green shipping practices and firm performance

Global economic development is facilitated by the commercial shipping industry. Shipping operations contribute to the growth of international trade activities, which heavily count on ships to carry cargoes from places of production to places of consumption. Despite its importance, there have been growing concerns about the environmental impacts caused by shipping activities in international trade. To balance environmental protection and productivity, many shipping firms have begun to adopt green shipping practices (GSPs) to improve their operations in a more environmentally friendly manner. GSP consists of six dimensions, namely, company policy and procedure (CPP), shipping documentation (SD), shipping equipment (SE), shipper cooperation (SC), shipping materials (SM), and shipping design and compliance (SDC). GSP is becoming an important aspect of shipping operations. It is timely for the shipping industry to evaluate firm capability in carrying out greening operations, that is, firms’ “greening” capability. Firm capability comprises two key elements: one is embedded in firms’ business routines or activities, and the other concerns firms’ ability in transforming inputs into outputs. GSPs can be considered as inputs while firm performance measures as outputs. This study uses an input/output approach to examine the greening capability (GC) of shipping firms. The results indicate that shipping firms are relatively weak in the practices of SC and SE, while the capability scores of SM, CPP, SDC, and SD are all close to 1, with an average score of 0.927, 0.920, 0.924, and 0.978, respectively. Academic and managerial significance of the findings are highlighted.     

Investor herding behaviour in globally listed shipping stocks

ABSTRACT

This study undertakes one of the first empirical attempts to investigate and contribute a set of innovative findings to investor herding behavior and herding spillover effects in globally listed shipping company stock returns. Distinguishing between OECD and Non-OECD markets, herding behavior is tested on a diversified set of shipping companies traded in international equity markets, over different business cycle phases, financial crises, and external shocks. A set of dynamic models, well established in the relevant behavioral finance literature, is implemented. Empirical evidence indicates investor herding behavior in shipping stock returns and herding spillover effects between different shipping sectors, albeit not robust in all cases. These challenging findings can have a material impact on efficient investment and financing decisions of shipping market players.     

Cultural diversity, manning strategies and management practices in Greek shipping

The present paper examines the way Greek shipping companies and Greek seafarers perceive culture, and how this affects their approach to crew management and operation of the ships. The analysis focuses on the manning strategies employed by the companies, on the operational problems that might occur on-board, and on any possible disturbance of the relation between the ship, the office at shore and third parties. Finally, a number of management practices which, when implemented, help to overcome these problems is also examined. The research methodology includes a review of the existing literature and interviews conducted by means of questionnaires filled in by crew managers and seafarers. Results show that some of the predominant problems encountered aboard, as far as communication with multicultural crews is concerned, are rooted in cultural and linguistic incompatibility, as well as in inadequate and inappropriate training. Furthermore, crew managers and seafarers lack both a clear perception of culture, and share opinions on the implementation of manning strategies. The present paper concludes that culture management can enhance crew team cohesion, upgrade communication at all levels, and, finally, improve the quality of the working environment, the safety of the workplace and the overall performance of the team.     

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.     

跨国海运公司的经营战略与上海国际航运中心的建设取向

本世纪８０、９０年代崛起的跨国海运公司是当前及可预见未来的世界航运主角，其全球性经营战略的走势，将在很大程度上对世界航运业的发展格局发挥重要的作用，亦将对上海国际航运中心的建设产生深远的影响。对世界上一些著名跨国海运公司的经营战略进行了考察，并就其中具有共性的要点作出了初步的归纳，即：海运航线主干化和全球化，营销网络自营化和当地化，运输工具大型化，物流系统综合化，管理技术信息化和竞争对手联营化。作者指出，鉴于跨国海运公司上述的经营战略要点，上海国际航运中心在建设取向上，一开始就要充分考虑到如何主动顺应这一世界航运业发展的新趋势。换言之，即从现在起，就必须在港。规范科学化、海运辅助服务系统化和航运管理现代化等几个主要方面大作文章，妥为规划，预谋良策。基于此种认识，从宏观的角度提出了一些相应的论证和建议，以供有关方面作为决策参考。     

严冬回暖中的航运企业生存与发展问题的探讨

由美国次贷危机而引发的金融危机对全球航运市场产生了严重影响,对航运市场特别是干散货市场和集装箱市场造成了巨大的冲击,使航运市场跌入低谷。虽然现在有回暖的趋势,但今年的行情仍然不容乐观。航运企业应该及时调整经营策略,采取积极的应对措施,将金融危机给企业带来的损失降低到最小程度。     

国际海运企业客户关系管理系统(CRM)

在新的竞争形势下国际海运企业需要CRM为其解决营运中遇到的种种问题,具有一定理念特点和技术特点的CRM能够帮助国际海运企业完成向以客户为中心的商业模式的转变。     

典型航运公司应收运费核算系统的设计

作为业务复杂度高的集装箱运输,正确收取应收运费对航运公司而言有着重要的意义.基于某典型航运公司的业务特点,在分析现有应收运费核算模式局限性的基础上,通过研究运价协议构成和应收核算模式,实现了电子运价本、运价核算的自动化和差错更正流程,并建立了应收运费核算系统.系统成功实施后,显著提高了应收运费的准确性,保障了航运公司的应得利益.     

Optimizing shipping company operations using business process modelling

In order to identify the elements constituting quality in services, a business process modelling methodology has been applied in the case of a Greek liner shipping company. The company operations have been identified and analysed in order to assess the complete performance of service elements and thereafter identify how to match the service performance against the user requirements. A liner container service within Europe has to compete with the road transport which, in many cases, is an alternative to the sea transportation and not complementary to it. Thus, not only the ship has to be envisaged when aiming to improve quality in services but also the whole chain, namely port authorities, land transportation enterprises, subcontractors, agents, charterers and others. A set of potential improvements within this framework are thus suggested and time and cost (examined in a specific voyage scenario) are measured before and after the implementation of these measures. Very large time and cost savings are observed after the application of the technology improvements, allowing, in fact, the shipping company to even increase the number of round trips per year in the examined route. This indicates that very large benefits can be drawn by analysing and critically adjusting business processes in modern shipping companies.