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.     

全球供应链视角的东亚港口物流服务绩效与趋势分析*

东亚港口基于旺盛的贸易运输需求而在全球供应链体系中崛起,同时也因为港口拥挤等问题而存在降低贸易成本的空间。首先从全球供应链视角解析港口物流服务格局,突出了东亚地区、特别是中国港口的地位,评价港口物流的综合绩效和竞争状态,然后对发展趋势做出预测。研究发现：东亚港口将通过持续投资实现供给需求的动态平衡;日本地震引致的全球供应链重组将使港口物流服务发生结构性变化,东亚将加强跨国港口物流合作以满足区域经济一体化的要求。     

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.     

基于供应链思想的第四代港口概念特征及发展策略研究

与第一、二、三代港口不同,第四代港口从强调自己是一个“物流中心”,转变为强调是供应链中的一个环节,为此,有必要研究基于供应链管理思想的第四代港口的若干问题。在给出具有供应链管理特征的第四代港口的定义的基础上,提出了港口与供应链关系的演进模型,指出港口与供应链关系发展经历了分离（即相互独立）、整合（即形成港口物流服务链,为制造业供应链提供高效的增值服务）和嵌入（即港口被嵌入到制造业供应链中）三个阶段。应对供应链管理的要求,第四代港口应具有与前三代港口不同的差异化、精益化和敏捷化特征。基于上述分析,第四代港口的发展策略应为,主动整合并构建自身的供应链和与供应链核心企业联合等。     

Comparative analysis of port competency requirements in Vietnam and Korea

ABSTRACT

Much research has been conducted recently on the changing role of ports in the context of international logistics and supply chain management focusing on issues such as port efficiency and competitiveness. However, little research has been found on the critical aspect that contributes to making a port efficient and effective, especially, in the new era: the port human capital. As seaports play a critical role in the supply chain, it is thus important that the port personnel possess necessary competencies to contribute to port efficiency and turn the port into an effective supply chain partner. In this paper, this research issue is explored through a conceptual model of competencies and validated empirically by a survey with port executives in Vietnam and Korea. As a result, important managerial insights are drawn to the design and implementation of human resource development policy for ports.     

Maritime logistics as an emerging discipline

The evolution of maritime logistics as an emerging discipline has resulted, to a large extent, from the increasing and varied demands of shippers and customers and the rapidly changing role of ports in the context of supply and logistics chains. Scholars are becoming increasingly aware of the need to integrate logistics and supply chain management concepts in the maritime transportation chain and operations. This article aims to provide a review and foundation for understanding the domain of maritime logistics and to assess its potential as an emerging discipline. To do so, a framework for understanding the various aspects of maritime logistics strategy and implementation is developed. A synthesis of the existing knowledge on maritime logistics is done by integrating diverse explorations forming the basis of this framework. We draw upon the literature on maritime transport and ports and primarily theliterature that analyses concepts by adopting an economic or management perspective.     

Environmental innovation and the role of stakeholder collaboration in West Coast port gateways

The paper explores the role of stakeholder collaboration in the adoption of innovations as part of the environmental and sustainability agenda of port gateways. We do this through a comparative assessment of the port of Vancouver, British Columbia, and the twin ports of Los Angeles and Long Beach, California. An inductive research approach is used to identify and assess the initiation and implementation process behind exemplary innovations. Innovation includes new technologies and processes for handling and moving cargo, mechanisms for planning and policy making, as well as financing, implementing, upgrading, managing and operating infrastructure systems. A relatively new arena for competition on the basis of innovation concerns environmental performance. The conceptual framework and empirical evidence suggest that while there may be intense demand for and supply of innovation in port gateways, the complex dynamics of the logistics chain are such that successful innovation requires conscious involvement and collaboration of stakeholders.     

基于精益六西格玛的港口供应链物流模式

在国际供应链环境下,现代港口物流管理变得越来越重要。精益六西格玛是一种力求降低成本,提高效益和服务可靠性的管理思想。分析了港口供应链物流管理模式现状及存在的问题,详细阐述了精益六西格玛的管理思想。介绍了基于精益六西格玛的港口供应链流程设计、流程运作和监控。指出引入该管理模式,对提高港口竞争力大有裨益。     

Global supply chain and port/terminal: integration and competitiveness

Much has been said of the importance of port and terminal integration in the supply chain. Authors have stressed the importance of agility to the port environment, which involves being proactive along supply chains, facilitation of intermodal integration, as well as organizational integration and partnership between ports and users. Despite the well articulated importance of the issues, little has been offered in terms of conceptualizations and empirical evidence of what really is meant by port/terminal integration in the supply chain, how such integration can be measured and quantified as well as the extent to which different ports/terminals in the world are integrated in the supply chain and competitive performance implications arising thereof. This paper aims to make a contribution in this respect by (i) reviewing the relevant literature on supply chain integration and port integration in the supply chain, (ii) conceptualizing measures for port/terminal integration in the supply chain, (iii) empirically testing the influence of port/terminal integration in the supply chain on port competitiveness and (iv) outlining the significance and value of the study for port operators, shipping lines, transport providers and for further research.     

Global supply chain and port/terminal: integration and competitiveness

Much has been said of the importance of port and terminal integration in the supply chain. Authors have stressed the importance of agility to the port environment, which involves being proactive along supply chains, facilitation of intermodal integration, as well as organizational integration and partnership between ports and users. Despite the well articulated importance of the issues, little has been offered in terms of conceptualizations and empirical evidence of what really is meant by port/terminal integration in the supply chain, how such integration can be measured and quantified as well as the extent to which different ports/terminals in the world are integrated in the supply chain and competitive performance implications arising thereof. This paper aims to make a contribution in this respect by (i) reviewing the relevant literature on supply chain integration and port integration in the supply chain, (ii) conceptualizing measures for port/terminal integration in the supply chain, (iii) empirically testing the influence of port/terminal integration in the supply chain on port competitiveness and (iv) outlining the significance and value of the study for port operators, shipping lines, transport providers and for further research.     

The implications of increased competition among ports for port policy and management

The increased competition faced by ports is more focused than previously on the performance of logistics systems of which the individual terminals in ports are critical hubs. The changes in competitive conditions raise issues about appropriate public port policies and strategies of port managements. This paper argucs that the port industry should (and is) moving in the direction of more harmonized policies based on economic principles. Port policies based on cost recovery from users of port facilities and services need to be adopted as the international standard. The competitive environment favours considerable local autonomy. Port management, in addition to possible direct responsibility for terminal management, needs to focus on activities with economies of scale or scope. Such activities, which span the requirements of terminals and may even warrant inter-port cooperation, enhance the services available for many port users.     

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.     

The changing role of ports in supply-chain management: an empirical analysis

As integrated supply-chain management (SCM) is now at the epicentre of business transformation, firms are breaking down boundaries between internal functions, as well as between the enterprise itself and key partners in the value chain (e.g. customers, distributors, suppliers and carriers). One of the main goals of such new management approach is to get everyone in the supply chain into a common platform of logistics transactions and information systems.

Against such background, the aim of this work is to analyse how and if port operators can face the challenge of higher integration, on the assumption that the higher the integration between the actors the higher the competitiveness of the whole supply chain.

Accordingly, we adopted an SCM approach in the analysis of the port of Le Havre in Renault's supply chain. More specifically, we referred to the Lambert tri-dimensional model based on supply chain's structure (actors), key business processes and links between actors. The field work—which mainly consisted of semi-structured interviews to Renault, logistics and port operators, and, finally, to the Le Havre Port Authority—was crucial to gather the needed information.     

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.     

The changing role of ports in supply-chain management: an empirical analysis

As integrated supply-chain management (SCM) is now at the epicentre of business transformation, firms are breaking down boundaries between internal functions, as well as between the enterprise itself and key partners in the value chain (e.g. customers, distributors, suppliers and carriers). One of the main goals of such new management approach is to get everyone in the supply chain into a common platform of logistics transactions and information systems.

Against such background, the aim of this work is to analyse how and if port operators can face the challenge of higher integration, on the assumption that the higher the integration between the actors the higher the competitiveness of the whole supply chain.

Accordingly, we adopted an SCM approach in the analysis of the port of Le Havre in Renault's supply chain. More specifically, we referred to the Lambert tri-dimensional model based on supply chain's structure (actors), key business processes and links between actors. The field work—which mainly consisted of semi-structured interviews to Renault, logistics and port operators, and, finally, to the Le Havre Port Authority—was crucial to gather the needed information.     

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 game-theoretical approach for modeling competitions in a maritime supply chain

ABSTRACT

To accommodate the structural changes in logistics, competitions along a maritime supply chain are more intensive than before. This paper adopts a two-stage noncooperative game-theoretical approach to model the horizontal and vertical interactions among liners and ports. In the first stage, Bertrand game is applied to model the interactions between two liners. When the shipping line decides which port to call, a multinomial Logit model is applied. In the second stage, Bertrand game is applied to model the competitions between two ports. Nash equilibrium is derived by solving the Bertrand games. A numerical example is provided as a case study.     

沿海港口交通安全和信息管理系统研究

为完善沿海港口交通安全和信息管理能力,提高港口的物流中心地位,通过对现有的船舶交通管理系统(VTS)分析,研究了港口交通安全和信息管理系统(VTIMS)中的船舶动态信息系统、交通安全和信息控制中心、通信网络三大单元的设计结构、功能和核心技术;港口信息平台和通信网络功能的提出为今后港口的物流中心地位的建立奠定了理论基础。     

经济全球化与港口第三方物流发展战略

经济全球化以后 ,港口物流业迎来了快速发展的机遇 ,港口将从传统的运输中心转变为物流中心。从港口物流发展的趋势出发 ,认为在传统业务利润空间不断减小的情况下 ,第三方物流是港口发展的新方向 ,并提出了相关政策建议