Editorial: Young maritime researchers—a note of respect

Globalization, liberalization, competition and spatial interaction are significant factors affecting the transformation of manufacturing industries worldwide. In the transportation and logistics industry, however, cooperation is becoming even more critical than competition in determining firms' efficiency. Cooperation has always characterized the liner sector in which strategic alliances, mergers and acquisitions have generated twin effects: notable increases in ship size and falls in freight rates. Meanwhile, the stevedoring industry is undergoing privatization-driven consolidation and the emergence of global pure terminal operators. This article focuses on vertical integration between global carriers and terminal operators. We address the following key current issues: 1. dedicated terminals as a strategy for cutting costs and controlling integrated transport chains;

2. the struggle for supply chain control, involving global carriers versus global terminal operators, driven by financial power and technical and managerial capability.

We close analysing one of the core problems of the market, namely the evolving role of the dedicated terminals. For the pure stevedores they represent an opportunity to secure a cargo, while in the hands of the liners they enable cost stability and the possibility to put pressure on pure terminal operators.     

Market structures and competitive strategies: the carrier-stevedore arm-wrestling in northern European ports

Over the last few years, liner and stevedoring markets have been facing new challenges. The progressive concentration on the demand side (carriers) and the emergence of global alliances in the mid-1990s have triggered a similar process of consolidation on the supply side (stevedores). In turn, more recently, the strategic choices of pure terminal operators have led to the progressive involvement of carriers in port operations, both from a financial and a managerial point of view. This paper aims at analysing the current contest in northern Europe between customers and suppliers of port services. Substantial concentration in the stevedoring market and the emergence of dedicated facilities in that area, make this arm-wrestling stronger and stronger.

At present, the liner market is following a number of strategic directions including the pursuit of economies of scale (larger vessels) and the supply of services using faster vessels (deployment of 'fewer' assets) in order to offer either new services or additional loops (scope). By exploring the strategic behaviours of the top carriers ('bigger' or 'more effective'), the paper attempts to outline the future evolution of the two industries in a 2015 vision, highlighting in particular scenarios for north European ports. Global alliances are weakening and a new era of M&As is probably approaching: how will the bargaining power change between port users and port customers? Which competitive paradigm will dominate?     

Internalization of port congestion: strategic effect behind shipping line delays and implications for terminal charges and investment

This paper develops a theoretical model to analyze the congestion internalization of the shipping lines, taking into account the ‘knock on’ effect (i.e. the congestion delay passed on from one port-of-call to the next port-of-call). We find that with the presence of the knock-on effect, liners will operate less in terminals, and an increase of a liner’s operation in one terminal will decrease its operation in the other. If the liners are involved in a Stackelberg competition, whether they operate more or less in a terminal under the knock-on effect depends on the comparison between the marginal congestion costs of terminals. Furthermore, we find that the coordinated profit-maximizing terminal charges are higher than both the socially optimal terminal charges and the independent profit-maximizing terminal charges. When the knock-on effect is small, the independent profit-maximizing terminal charges are set at higher levels than the socially optimal terminal charges; but when the knock-on effect is sufficiently large, this relationship may reverse. Besides, the capacity investment rules are the same for welfare-maximizing terminal operator and coordinated profit-maximizing terminal operator, while independent profit-maximizing terminal operators invest less in capacity. The larger the knock-on effect, the larger this discrepancy.     

Examining the influence of firm performance on business risk-taking and the mediation effect of scale of operations in the container terminal industry

Container shipping and its related service sectors help accelerate globalization of the world economy. This industry has been experiencing rapid growth, prompting container terminal operators to increase their handling capacity in response. Providing container terminal services requires substantial capital investment in physical assets such as cargo handling facilities and information systems. On the other hand, operating container terminals is a long-term investment that typically spans several business cycles. Hence prudent asset management using appropriate tools is critical for container terminal operators to sustain their businesses. Generally, due to risk-adverseness, investors are unwilling to take more risk in their investment unless they can reap a higher return. Contrary to this argument, this study finds no direct influence of better firm performance as a proxy of higher return on business risk-taking by container terminal operators. Instead, scale of operations is positively associated with business risk-taking, suggesting that container terminal operators with a larger scale of operations are willing to take more business risk.     

An analysis of decision-making processes in multicultural maritime scenarios

With three research studies recently carried out the pros and cons of multicultural, multilingual crews have given a 'second' food for thought:

• The Seafarers' International Research Centre (SIRC): 'Transnational Seafarer Communities' and the research, 'Finding a balance: companies, seafarers and family life', linked to this [1]. The latter presented in Maritime Policy & Management, no. 1, January-March 2003.
• The Swedish National Maritime Museum (SNMM): Isolde av Singapore [2]. This research and sociological documentation will be reviewed in a later issue of Maritime Policy & Management.
• Horck, J., 'A culturally mixed student body; the WMU experience in fostering future decision makers' [3].

There is a growing conviction among seafarers and persons working in the land-based sector of the maritime industry (including ex-seafarers) that staff onboard and on shore should be prepared to work with crews and groups whose members come from different countries and cultures and speak different languages. The problem, though, is which culture will have to surrender and which will dominate? Will a third culture become the norm for common survival? Perhaps to understand oneself and be knowledgeable about others is a better way to avoid eventual conflicts.

There are nearly no research findings on how a programme should comprise the aims of facilitating comprehension and appreciation of influences, from differences in cultural backgrounds, on group performance and decisions.

This paper reports on the research carried out on students in the Shipping Management and the Maritime Education and Training courses at World Maritime University (WMU). How do post-graduate students holding unlimited certificates of competency, as well as holders of university degrees with experience in the maritime industry and maritime administration, come to a consensus decision?

The findings in this research are discussed in balance with the results from both the SIRC and the SNMM research which is interesting because the results, in some significant issues, are not the same.

A phenomenographic approach has been used to find out that a multicultural group is not free from working problems. Can cultural differences, perhaps, be developed from an assumed hindrance into a catalyst for stimulating national appreciation and cooperation? Perhaps the opposite is true; it might be a bottleneck for improvements in safety as formulated in the STCW95 and the ISM Code.     

Land utilization in the container terminal: a global perpective

Conventionl wisdom in terms of land utilization has been derived from a micro view—strategies concerning land utilization have been formulated based on the need of terminal operators. The major factors considered are the cost, the manoeuverability, the stacking ability of the yard operating systems etc. Regretfully, they have failed to deal with issues concerning land utilization in a broader aspect. Factors considered from a micro view point cannont explain why there are huge differences in the storage capacity of land, the utilization rate of this storage capacity and varying land productivity achieved among container terminals throughout the world. Few researchers have examined he issues from a macro view point, revealing a lack of far-sightedness. Therefore, they cannot explain the global differences in land utilization among terminal operators. The aim of this paper is to examine this issue from a macro view point and provide principles for terminal development.     

Market structures and competitive strategies: the carrier–stevedore arm-wrestling in northern European ports

Over the last few years, liner and stevedoring markets have been facing new challenges. The progressive concentration on the demand side (carriers) and the emergence of global alliances in the mid-1990s have triggered a similar process of consolidation on the supply side (stevedores). In turn, more recently, the strategic choices of pure terminal operators have led to the progressive involvement of carriers in port operations, both from a financial and a managerial point of view. This paper aims at analysing the current contest in northern Europe between customers and suppliers of port services. Substantial concentration in the stevedoring market and the emergence of dedicated facilities in that area, make this arm-wrestling stronger and stronger.

At present, the liner market is following a number of strategic directions including the pursuit of economies of scale (larger vessels) and the supply of services using faster vessels (deployment of ‘fewer’ assets) in order to offer either new services or additional loops (scope). By exploring the strategic behaviours of the top carriers (‘bigger’ or ‘more effective’), the paper attempts to outline the future evolution of the two industries in a 2015 vision, highlighting in particular scenarios for north European ports. Global alliances are weakening and a new era of M&As is probably approaching: how will the bargaining power change between port users and port customers? Which competitive paradigm will dominate?     

加速战略转型 实现码头运营商服务集成化

基于全球码头运营商面临重要战略转型的认识,本文分析了全球码头运营商服务集成化的必要性、优势、基本模式和实施条件。研究表明:全球码头运营商在后金融危机时代应依托其在港口网络、要素整合和集成能力等方面的综合优势,实施服务集成化,这是适应新竞争环境的重要战略转型;其集成化的实现方式取决于集成的成本与收益比较。     

Port and terminal selection by deep-sea container operators

This paper deals with the importance of port choice and container terminal selection for deep-sea container carriers. The paper focuses on the research question: on what basis do deep-sea container operators select container ports (strategy) and container terminals (financial reasons) in the Hamburg–Le Havre range over others? In answering this research question, three dimensions are addressed in detail: the buying decision characteristics; port choice strategy; and terminal selection. The results show that strategic considerations at company level are important. For port choice the most important criteria from a carrier's perspective are: availability of hinterland connections; reasonable tariffs; and immediacy of consumers (large hinterland). In addition to these criteria, shipping lines attach great value to often neglected factors, such as feeder connectivity, environmental issues and the total portfolio of the port. The study reveals that port selection and terminal selection are not the same with terminal selection criteria mainly depending on: handling speed; handling costs; reliability; and hinterland connections. The analysis also brought forward that the decision making is different per container carrier, per trade and per port type, implying that a one size fits all approach is not relevant.     

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.     

基于动态竞争范式的集装箱码头费率和吞吐量预测

区域总体供求状况和码头竞争力地位的变化是导致码头费率变化和吞吐量变化的主要决定性因素。文章基于码头动态竞争态势的变化，综合行业规律和特征，建立了码头费率预测和吞吐量预测的动态模型。     

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.     

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.     

A break-even model for evaluating the cost of container ships waiting times and berth unproductive times in automated quayside operations

The planning, design and development of a container terminal with optimum size and capacity and with a minimum capital cost is fundamentally dependent upon the loading and discharging operations at the quayside. The quayside function of container terminals is dependent basically on the number of berths available to service the incoming container ships. The objective of the container terminals dealing and admitting the ongoing ship calls is to provide immediate berth and loading and discharging services to the container ships with a minimum costly waiting time and a maximum efficiency. Previously terminal planners used to build extra berths to provide service. During the last two decades the terminal operators have adopted automation technologies in loading and discharging operation of the container ships as an alternative to designing extra berths. Ship owners naturally expect least waiting times for their container ships. On the other hand, it is also natural for port operators in a container terminal with costly facilities to see a high berth occupancy and productivity at the quayside. This study uses queuing theory to find a break-even point as a way of evaluating the cost of container ship waiting times and the cost of berth unproductive service times for container terminals aiming to automate their quayside operation. The analysis illustrates that automation devices installed on conventional Quayside Cranes (QSCs) significantly reduce the turnaround time of the container ships calling at the ports. It argues, however, that there should be a balance between the cost of berth unproductive service times and the cost of vessel waiting times. The study introduces a break-even point to be considered as a benchmark for calculating such a balance. The analysis in this study can be used as a decision tool for the operators of container terminals in the medium to small ports to appraise the feasibility of an investment in automation or expansion of the quayside facilities.     

Regional governance of port development in China: a case study of Shanghai International Shipping Center

When China enters the World Trade Organisation (WTO) and becomes more involved in the global economy, her major seaports will be pivotal places where the international shipping and terminal operators interact, conflict and co-operate with the local and the central governments. To demonstrate and understand these interactions, this article analyzes the case of the Yangtze River Delta (YRD), where the competition, co-operation and governance of Shanghai and Ningbo, the two largest ports on Chinese mainland, concern all stakeholders from the central and local governments of China to the container terminal operators and shipping lines overseas.

This paper first develops a conceptual framework for analyzing port development in a regional context. The article then introduces the case of the Shanghai International Shipping Center with a focus on the efforts of the Shanghai Government to establish a regional hub port, which also involves two nearby provinces. This case study reveals the course of the decision-making processes and the power networks currently governing the port development in the YRD. Two domains of port governance are discussed: the role of port authorities in port internal governance, and the crucial influences of local and central governments on the port external governance. It provides evidence that the power of shipping lines and international terminal operators are not as prevalent as in many ports in western countries. It is suggested that the lack of good regional port governance in the region is due to structural problems in administration.     

‘Tool port’ to ‘landlord port’: a game theory approach to analyse gains from governance model transformation

This study investigates potential port users’ surplus and terminal operators’ profits due to transforming port governance from the ‘tool port’ model to the ‘landlord port’ model. Although the landlord port model is one of the most adopted and successful port governance models, many ports still operate under other models. Chittagong Port, the largest port in Bangladesh, currently operates under the tool port model, while the country’s second-largest port, Mongla Port, operates under the service port model. Chittagong Port is currently facing many challenges, including capacity expansion and renovation of port facilities. Therefore, we form four hypothetical situations for port governance model transformation, assuming that Chittagong Port will transform to the landlord port model but that Mongla Port will run under the existing governance model. Estimating a Bertrand game model, we present a cost-benefit analysis for port users and terminal operators (or port authorities) in hypothetical game situations. The results reveal that privatising one of the container terminals under a landlord setting is the most profitable scenario for Chittagong Port Authority, but privatising all terminals of Chittagong Port yields the highest users’ surplus. However, privatising two of the terminals while they cooperate yields the lowest users’ surplus.     

Minimum Efficient Scale (MES) and preferred scale of container terminals

The decision on the scale of a port terminal affects the terminal’s managerial, operational and competitive position in all the phases of its life. It also affects competition structures in the port in which the terminal is operating, and has a potential impact on other terminals. Port authorities and terminal operators need to know the scale of the terminal when engaging in concession agreements. In economic theory the scale of a plant/firm is typically defined in relation to the Minimum Efficient Scale (MES), the long-run output where the internal economies of scale are fully exploited. However, there are a number of theoretical and empirical indications that in ports the scale of a terminal is commonly guided by a combination of the MES and other determining factors. The “preferred” scale is the result of a complex interaction between the MES, the port governance framework and objectives, the market size and structure, technological change and operational considerations, physical and geographical limitations, and the business patterns of shipping lines. This study analyses the factors resulting in a preferred container terminal scale that in most of the times is different from the MES. The analysis of the technical, market-related and governance-related factors is supported by theoretical and empirical insights that illustrate the presence of a range of actual ”preferred” scales of terminal concessions that usually are different, below or above, MES.     

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.     

SOCP的RAM/SHIPNET一个交互功能的船舶寿命周期成本和安全性决策支持系统

当前,船舶经营者正不断寻求提高船舶安全性、可靠性和寿命周期成本效益,以应对全球航运业日益激烈的竞争。实施以可靠性为中心的维修计划,在消耗更少资源的基础上维持和提高船舶的可靠性,是全球船舶经营人的目标。在此介绍一个目前在美国实施的船舶作业合作计划(SOCP:Ship Operations Cooperative Program),该计划以提高船舶寿命周期成本效益和安全性为目的。主要介绍了SOCP的RAM数据库中所包含的信息、RAM数据的收集和共享方式以及RAM数据库/SHIPNET的功能结构,并给出一个该系统的应用实例,最后简述了美国海岸警备队的海上安全评估计划(MSTEP:Marine Safety Evaluation Program)及其与SOCP的RAM数据库/SHIPNET的联系。