Towards a meta-analysis and toolkit for port-related socio-economic impacts: a review of socio-economic impact studies conducted for seaports

Port authorities increasingly need to communicate with a variety of external stakeholders in order to maintain and strengthen the societal acceptance of seaport activities. The availability of socio-economic impact studies on port authority and regional development agency websites has often made this information accessible to the public at large. However, the differences in methodologies adopted, in terms of selecting, defining and measuring various types of socio-economic impacts, sometimes lead to misconceptions as well as misleading comparisons across ports within and between regions. In this paper, we suggest guidelines for the design and application of a potential best practice from an interregional perspective (UK, France and Belgium), based on research in the framework of a European Commission co-funded project, ‘IMPACTE’. The paper also aims to develop guidelines for comparing the socio-economic impacts of ports across regional and national borders and discusses the development of a European port economic impact measurement toolkit. We analyse a sample of 33 recent socio-economic impact assessment reports in terms of methodologies adopted and types of impacts measured. The review shows a great diversity among these studies, leading to important differences between the impacts of port activity communicated to stakeholders.     

Strategic intent: Guiding port authorities to their new world?

Following the financial tsunami many organisations are facing greater risks to their sustainability. Strategic collaborations in logistics networks, of which ports are a significant node, reduce risks for all organisations in the network, increase an organisation's ability to access efficiencies such as economies of scale and create opportunities for learning. The knowledge learnt from collaborators is enhanced by managing the key relationships and forming a strategic intent to learn for mutual benefit. Mutual benefits may include market information or innovation. As Awad and Ghaziri (2004, p. 17) comment ‘Beyond efficiency and productivity, the real benefit of collaboration is innovation.’ The more central the port authority is in this network, the greater are the opportunities for learning. Three key factors are critical for port authorities to integrate knowledge from networks; firstly, there are levels of common knowledge that enable effective communication, including concepts, behavioural norms, language and experience. Secondly integrative efficiency requires organisational routines which foster knowledge sharing through frequent, coordinated activities that are repetitive. Thirdly efficient structures within the port authority help maintain effective and efficient communication to minimise the knowledge loss on integration. Strategising provides opportunities for port authorities to steer the critical path between maintaining their current sources of competitive advantage and developing future resilience through innovation opportunities provided by learning from their trading networks. Port authorities, by developing skills in reading the collective mind and interpreting information available in trading networks, can foster resilience into the future. Given the current risky prognosis for the short-medium term following the financial tsunami, instigating strategies that may lessen those risks may be an option for port authorities.     

Small ports in Northern Ireland: A method of study

This paper discusses the strategies which might be adopted by port authorities, given that modern port technologies have considerably limited the scope for competition. It therefore analyses the several forms of competition relevant to ports, any or all of which may apply in any given instance.

It describes the 'minimalist strategy, which consists of recognizing that public sector bodies have many faults, may make many mistakes and that well-intentioned attempts to rectify faults in the private sector may make matters worse. Second, it describes the ‘pragmatic’ strategy, which involves establishing committees to examine problems and to recommend actions, if they can reach a consensus. Third, it describes the ‘public sector’ strategy, which involves the port authority taking over all port functions. Finally, it describes the ‘competitive’ strategy, which involves a careful reproduction of the circumstances of competition, even though there may be room for only one efficiently-sized operator at a time. Franchising, or short-term leasing on any of a variety of competitive bases, so as to produce serial competition is described. Each of these strategies is presented as having its own advantages and disadvantages, and each may be suitable to particular circumstances.     

A conceptual framework for cooperation in hinterland development between neighbouring seaport authorities

The hinterland of a port is probably the most important aspect in the competition between gateway ports. This paper, starting with a literature overview, shows how the port authority can extend its hinterland with the aim of increasing its attractiveness and, eventually, its throughput. To achieve this, it can be advantageous to cooperate with adjacent port authorities. Together, through cooperation, economies of scale can be realised that facilitate a modal shift away from road to a more efficient and more sustainable transport. This would reduce the cost of transport to/from the hinterland region from/to these ports consequently increasing the attractiveness and the market share of the cooperating ports for this region. The paper describes a conceptual method to identify and quantify the opportunities for cooperation in the hinterland. The framework starts, after some basic transport economic concepts, from (theoretically available) hinterland data to locate regions that are at the edge of the contested hinterland of a port region and results in a methodology that can be used to generate a quantified list of regions where cooperation will make a difference. Using this methodology, port authorities (PAs), of any region where hinterland data are available, can list, together with their neighbours, the regions where to prioritise their efforts.     

Hinterland strategies of port authorities: A case study of the port of Barcelona

Port authorities generally focus on the development of the local port area and play a minor role in the development of port hinterlands, whereas shippers, forwarders, barge and rail operators have always been involved in the port-hinterland connection. The increasing importance of intermodal hinterland networks for the competitive position of ports has urged port authorities to become active in the hinterland. This new role has already been suggested by different academics. However, limited empirical evidence exists of port authorities taking stakes in inland terminals or developing transport services. Barcelona, as one of the leading port authorities in this respect, is used as a case study in this paper. The case study provides insight in the components and execution of the hinterland strategy of Barcelona. It shows that the strategy of the port authority of Barcelona and the consequent active involvement in the hinterland has had a significant impact on attracting container volumes from distant hinterlands and improving the accessibility of the port.     

Structural changes in logistics: how will port authorities face the challenge?

The market environment in which ports operate has changed dramatically, and this continuous process of change raises questions on the role of port authorities. This paper discusses the impact of some structural changes in international trade, transport and shipping on strategic and operational issues in the framework of port management. The central hypothesis put forward is that a successful port (authority), like a successful actor, must be prepared to constantly adopt new roles in order to cope with the changing market environment. The content and strategic scope of these new roles are highlighted, especially with regard to the European container port system.     

Shipper's councils: role and responsibility—a western view

This paper first presents arguments for having public sector port authorities. They can deal, flexibly and permanently, with property rights within their own areas. They can plan and regulate port areas comprehensively. They can provide ‘public goods’. They can deal, in various ways, with externalities. They can promote efficiency, whether their own (if they operate as a comprehensive port) or that of the private sector (if they are largely landlords). For example, if their policy is to rely on the private sector to produce efficiency through competition then they can see to it that there actually is competition and not any kind of cartel or monopoly. Examples are cited where this last function has not been performed. The exception for single-user ports is noted.

Against them are the general disadvantages of public authorities (or bureaucracies)—though examples are cited where port authorities had very small staffs. The common instances of ‘market failure’ may thus be contrasted with those of ‘government failure’. Finally, a pragmatic approach is advocated, tailored to the needs and resources of the country in question. The increasing effect of the economies of scale in port technology, and its limitation on competition, is, however, noted and to be discussed in the next paper.     

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.     

Development of port service network in OBOR via capacity sharing: an idea from Zhejiang province in China

The ‘Silk Road Economic Belt and the 21st-Century Maritime Silk Road’ (One Belt One Road, OBOR) strategy initiated by the Chinese government has a significant impact on the business and logistics modes which involves Asia, Europe, Africa, and their adjacent seas. Many countries and ports are developing new strategies that are suitable for this economic environment. Compared with many ports in the world, the ports in Zhejiang province of China have a novel property. In addition to Ningbo-Zhoushan port, there are several other sea ports and river ports in that province. In this paper, we propose a concept of port service network that consists of a huge hub and multiple ports. Ports of small and medium sizes can share their capacities of different types of port service with the hub when the service capacities are integrated into the network. We develop a mixed integer nonlinear programming model to determine the optimal decisions in such a network with constraints on the budget to conduct integration. An optimization algorithm incorporated with a genetic algorithm is developed to solve large size problems. We provide managerial insights on the policies of government, including expanding port capacity, reducing fixed integration cost, and providing better financial condition.     

Italian ports: towards a new governance?

The adoption in 1994 of the law n. 84 introducing the landlord port model marked the starting point of a prime period for the Italian port industry. It contributed to the national port industry renaissance: Italian ports became again the leaders in the Mediterranean basin, both as gateway ports and as transhipment ports. Looking back to its 15 years of enforcement, critical aspects and weaknesses have been observed. The incentive to reflect on the governance structure of ports and on the changes affecting the whole logistics transport chain is driven by the relative and absolute loss of position of Italian ports with respect to their competitors of the North as well as of the South European range (and the ports of Northern Africa which are expected to compete fiercely in the coming future). Considering only the container traffic, from 2003 to 2008 the market share of Italian ports decreased from 20.7% to 15.7% in favor of its main European competitors. The loss of attractiveness of Italian harbors is a clear symptom of the several difficulties national ports face in dealing with the rapid changes affecting the port industry. This paper discusses the bill presented by the Italian Government concerning the ports governance reform.     

Smaller ports’ evolution towards catalysing sustainable hinterland development

ABSTRACT

From simple organizations as gateways for goods and passengers, ports have evolved and transformed into complex organizational systems with multiple functions. Besides providing cargo, logistics, and other kinds of services to its customers, modern ports engage in the development of their hinterlands. Sustainability, evolving from environmental actions over the years, has become the core of many modern ports’ approach towards hinterland development and port competitiveness. While the literature is concerned with and presents examples of large ports implementing sustainability initiatives, the literature is scarce on smaller ports. This article addresses this gap by exploring qualitatively the case of the Port of Aalborg, a medium-sized port in Denmark, and its evolution towards using sustainability for port and hinterland development. The research focuses on the actions behind environmental development at the port. Its evolution is mapped and explored using the analytical framework developed based on the (larger) ports’ development and their roles. The findings from the Port of Aalborg case exemplify how smaller ports can evolve to drive the sustainable development of their hinterlands and contribute to a better understanding of this kind of port.     

A logistics and supply chain management approach to port performance measurement

Although there is widespread recognition of the potential of ports as logistics centres, widely accepted performance measurements for such centres have yet to be developed. The essence of logistics and supply chain management is an integrative approach to the interaction of different processes and functions within a firm extended to a network of organizations for the purpose of cost reduction and customer satisfaction []. The logistics approach often adopts a cost trade-off analysis between functions, processes and even supply chains []. This approach could be beneficial to port efficiency by directing port strategy towards relevant value-added logistics activities. This paper seeks to show that through conceptualizing ports from a logistics and supply chain management approach, it is possible to suggest a relevant framework of port performance. A proposed framework is tested in a survey of port managers and other international experts.     

A logistics and supply chain management approach to port performance measurement

Although there is widespread recognition of the potential of ports as logistics centres, widely accepted performance measurements for such centres have yet to be developed. The essence of logistics and supply chain management is an integrative approach to the interaction of different processes and functions within a firm extended to a network of organizations for the purpose of cost reduction and customer satisfaction [1]. The logistics approach often adopts a cost trade-off analysis between functions, processes and even supply chains [2]. This approach could be beneficial to port efficiency by directing port strategy towards relevant value-added logistics activities. This paper seeks to show that through conceptualizing ports from a logistics and supply chain management approach, it is possible to suggest a relevant framework of port performance. A proposed framework is tested in a survey of port managers and other international experts.     

欧洲港口物流发展对唐山港发展的启示

港口物流已成为现代物流链中的重要节点,在区域经济发展中具有重要的地位和作用。介绍了欧洲的主要港口物流发展的经验。阐述并分析唐山港口物流发展的优势和存在的问题。提出唐山港口物流的发展对策。     

Upstream transport corridor inefficiencies and the implications for port performance: a case analysis of Mombasa Port and the Northern Corridor

The role of efficient ports in the socio-economic prosperity of national and regional economies cannot be overstated. However, their ability to effectively deliver on this role is easily undermined by circumstances in the wider socio-economic context, particularly poor hinterland connectivity. In order to enhance international trade connectivity, many advanced and advancing economies continue to invest significant resources in developing efficient ports and hinterland transport networks. The situation is different in many parts of the developing world, particularly Africa, where poor economic connectivity and inefficient gateway ports result in prohibitively high transportation costs. Focusing on the northern trade and transport corridor in the East and Southern Africa (ESA) region, this article examines how poor hinterland connectivity undermines the performance of Mombasa port. It concludes that, although the port’s management has in recent years invested significantly in performance-enhancing initiatives, their success is limited by a constricted economic environment that is characterised by poor hinterland connectivity and chronic logistics bottlenecks along the arterial corridor.     

Studying port selection on liner routes: An approach from logistics perspective

The research aims to study the port selection in liner shipping. The central work is to set up a model to deal with port choice decisions. The model solves three matters: ports on a ship’s route; the order of selected ports and loading/unloading ports for each shipment. Its objective is to minimize total cost including ship cost, port tariff, inland transport cost and inventory cost. The model has been applied in real data, with cargo flows between the USA and Northern Europe. Afterwards, two sensitive analyses are considered. The first assesses the impact of a number of port calls on the total cost which relates closely to the viability of two service patterns: multi ports and hub & spoke. The second analyzes the efficiency of large vessels in the scope of a logistics network. The overriding result of this research is to indicate the influence of logistics factors in the decision of port choice. The research emphasizes the necessity to combine different factors when dealing with this topic, or else a result can be one-sided.     

Economic policies and seaports: Strategies for port authorities

This paper discusses the strategies which might be adopted by port authorities, given that modern port technologies have considerably limited the scope for competition. It therefore analyses the several forms of competition relevant to ports, any or all of which may apply in any given instance.

It describes the 'minimalist strategy, which consists of recognizing that public sector bodies have many faults, may make many mistakes and that well-intentioned attempts to rectify faults in the private sector may make matters worse. Second, it describes the 'pragmatic' strategy, which involves establishing committees to examine problems and to recommend actions, if they can reach a consensus. Third, it describes the 'public sector' strategy, which involves the port authority taking over all port functions. Finally, it describes the 'competitive' strategy, which involves a careful reproduction of the circumstances of competition, even though there may be room for only one efficiently-sized operator at a time. Franchising, or short-term leasing on any of a variety of competitive bases, so as to produce serial competition is described. Each of these strategies is presented as having its own advantages and disadvantages, and each may be suitable to particular circumstances.