1、中文 2645 字 出处： De Martino M, Morvillo A. Activities, resources and inter-organizational relationships: key factors in port competitivenessJ. Maritime Policy & Management, 2008, 35(6): 571-589. Activities, resources and inter-organizational relationships: key factors in port competitiveness De Martino
2、 M, Morvillo A 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 inte
3、gration 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
4、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
5、 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
6、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 chai
7、ns. In this context, Port Authority has a I fundamental role in identifying those resources the so called critical assets that encourage the development of interorganisational relationships between port actors in the value generation process. 1. Introduction Studies on port competitiveness have trad
8、itionally focused on the analysis of specific services or port activities, within a context characterized by an increasing complexity, in which the actors involved are very often motivated by opposing interests and nonconvergent objectives. One of the most interesting attempt to describe and strateg
9、ically drive the port development in Italy, uses the theoretical model created by Abell in order to delimit the sphere of competitiveness and define the strategic business areas (SBA) of a port. The final aim is to design a model for the definition of strategic positioning and the ports development
10、options, within each strategic area (SBA) of which it is composed. Various applications of this conceptual framework have brought to the formulation of strategic positioning hypothesis and development options for the Port of Genoa, Gioia Tauro, Savona Vado and Naples. With reference to the debate on
11、 who the true actors within the competitive arena are, Heaver believes that terminals are more clearly the focus of the competitive strategy and not ports, because of the different types of freight flows they deal with. Other authors have used a variant on the Porter diamond model to identify the ma
12、in strengths and weaknesses of a port compared with other competitors. For a proper analysis of the competitive relationship between ports, they refer to the termrange, i.e. an area that includes a series of ports, with a wide overlapping of hinterlands to serve the same clients. The proposed framew
13、ork, applied to the Port of Antwerp in the HamburgLe Havre range, identifies a series of specific factors (demand conditions, factor conditions, supporting industries, etc.) that influence the provision of logistics services in the port and thus determine a competitive advantage respect to the ports
14、 in the same range. Other studies should also be mentioned, that are mainly based on an elaboration of different indicators of technical-dimensional features and performances of the infrastructures and the terminals equipment, so as to evaluate the competitive advantage of a port against its competi
15、tors. In summary, the above-mentioned literature proves rigorous and coherent respect to the theoretical models of reference, generally applied for the analysis of manufacturing industry. Furthermore, it has the merit for triggering the debate on port competitiveness that had long been completely ne
16、glected. However, these studies, although having brought to light the traditional conflict of the port community and the need to integrate a port and its hinterland, they have not dealt with the integration among actors as a source of competitive advantage in a systematic way. Consistent with the sp
17、read of the new paradigm by which real competition is not company against company but rather supply chain against supply chain it has been stated that competition is not unfolding between individual ports but between logistic chains. Under this perspective, the supply of value-added services has gai
18、ned a major role in the port competitiveness, within which terminals have become simple elements.The strategic importance of added-value logistics services as a source of competitive advantage of ports has been strongly supported by the two main agencies for international development: the World Bank
19、 and UNCTAD. In different statements, they refer to the opportunity of developing, alongside traditional logistics servicesrelated to the movement of cargoa whole set of added value activities that allow to optimize the flow of goods and increase the value of the product. They indeed highlight the n
20、ecessity of a port to promote the development of its own productive hinterland, in order to guarantee a lasting economic development. The recognition of the supply chain management (SCM) as a lever for competitiveness, thus brings us to believe that the traditional approaches of analysis, briefly me
21、ntioned, are not enough to describe and interpret the current evolving market dynamics. As a result, a new systematic view is being affirmed, by which the competitiveness of a port, although still strongly related to structure-type variables (geo-economic context, institutional model and the infrast
22、ructures of connection), is increasingly dependent on software components of the port business, that include the range of services offered, the presence of ICT systems for the exchange of information between actors in the same and in other port communities, the know-how of the maritime industry, the
23、 level and intensity of relationships between actors: all elements that define the quality of a port. Accepting this view, some authors have reconsidered recent contributions and conceptual categories within supply chain management (SCM) literature to re-define strategic positioning and port strateg
24、ies. In particular, the supply chain concept primarily focused on the logistics lincages between focal firm, supplier and customer, subsequently its contents expanded to include the network of organizations involved, through upstream and downstream linkages, in various processes and activities that
25、create value in terms of products and services to the final client. SCM, as a managerial philosophy, supports the development of partnerships between actors of the supply chain and considers the integration of activities and resources of these actors along business processes as sources of competitiv
26、e advantage. Although the strategic importance of the SCM and logistics integration is widely recognized in the academic world and in current business practice, only few contributions have, until now, dealt with logistics integration and SCM issues in the port environment, while most of the availabl
27、e literature adopts a fragmented approach in the analysis of port activities. Taking into consideration that the SCM is the new paradigm, by which ports can develop different competencies and offer a high quality service, this paper proposes a new theoretical framework for port strategy and developm
28、ent. To this aim, the paper is structured in three main parts. In the first part, of theoretical nature, there is an introduction of the SCM paradigm and its extension to networks. Networks are increasingly being looked at as an object of study within the SCM literature, as they more accurately desc
29、ribe the complex reality in which businesses operate. The process in which raw materials are turned into end-products and services is rarely simple linear process chain, and much more like a spaghetti web of complex interconnected relationships. In this context, the crucial factor for strategic posi
30、tioning is the capability of a firm to create inter-organizational relationships, as they represent the means by which the company gains access to, mobilizes and combines different activities and resources, promoting and creating productivity and innovation, both within the business and in the netwo
31、rk. The second part focuses on logistics integration and SCM issues in the port environment. This section of the paper is particularly outstanding as each concept has not been dealt with univocally in literature； from a review of these studies, it becomes evident that there is a lack of frameworks t
32、o represent the entire port community in the process of creating value. As the port is a complex reality involved in a series of supply chains, each of which is a specific entity with particular needs, networks make it possible to describe the relationships between port actors involved in the proces
33、s of customer satisfaction； moreover, the inter-organizational relationships between the different network actors created, both to manage various business activities and to oversee critical resources in order to satisfy the clients, are decisive for port competitiveness. On the basis of this hypothesis, in the third part of the paper a new model is proposed According to this model, value is created by a joint effort of all port actors to satisfy the needs of target customers, through exploiting different interdependencies (sequential, pooled and reciprocal) between supply chains.
