外文翻譯--用港口物流及供應(yīng)鏈管理方法來(lái)評(píng)價(jià)港口績(jī)效-文庫(kù)吧
2025-08-04 12:10 本頁(yè)面
【正文】 sometimes measured to assess the economic and social impacts of a seaport on its respective hinterland or foreland The results may be provided in port statistics eg the port of Rotterdam or by research institutes such as ISEMAR in France Many ports particularly those in urban areas have inadequate landside connections Landside efficiency also needs to be addressed when ways are sought to expand port capacity Port capacity is difficult to measure or even to define It is nevertheless likely to be easier for a port to make better use of existing capacity rather than subsidize new transport infrastructure A logistics and supply chain approach may achieve better use of port capacity Port activities are usually measured by cargo output or through production functions In the first case the assessment of efficiency is based either on the contribution of a single factor productivity to port throughput such as output per worker or output per wharf or on the measurement of total cargo handling productivity where performance evaluation equates port operations to the production function Much empirical research falls under this category and seeks to pare actual output to optimum output using the frontier method Review of port literature relevant to logistics and supply chain management In the port and shipping literature few authors have addressed the issue of logistics and supply chain management within ports and across their work of anizations and many published works adopt a fragmented approach to port operationsAlthough current literature recognizes the role of ports as integral ponents of distribution systems many studies disaggregate total port operations and focus on single or a few elements of port activity Literature on port logistics has only developed over the last two decades or so for example by UNCTAD through a series of monographs on port management and operations or the World Bank s Port Reform Tool Kit describing recent trends in port management and suggesting a framework for port reform and development UNCTAD defines third generation ports as those offering valueadded services eg warehousing packaging in addition to cargo handling and fourth generation ports as those that are separated geographically but with mon operators or administration such as by global multiport panies [42] In an effort to assess the logistics potential of ports Harding and Juhel distinguish between general logistics services GLS and valueadded activities or logistics VAL with the latter being a mon feature of containerised and general cargo They highlight the increasing role of ports as distriparks or dedicated areas for both GLS and VAL They also point out the future of inland logistics centres or dry ports eg inland container depots for logistics operations that do not need to be carried out in the seaport area Much of the literature advocating the future of ports as logistics centres highlights their nodal role in the changing patterns of maritime and intermodal transport eg hub and spoke systems but overlooks logistics integration of the various activities performed within the port anization itself Most published articles address separately different aspects of port management costanalysis marketing strategic planning etc without incorporating them into an integrated logistics framework of customer service total costs or tradeoff analysis For instance the question of the total cost that a cargo bears throughout different port operations up to the final customer or user does not appear to have been discussed in the academic literature The same applies to petitive benchmarking between the management of seaports and that of other entities with similar operational features eg airports or regional distribution centres For some this fragmented approach is mainly due to the plex anizational structure and management of ports although recent port privatization schemes may have made it relatively easier to apply an integrative logistics approach to port operations Fleming and Baird consider that the lack of a petitive munity spirit among different port actors eg customs authorities is largely behind the difficulty of managing activities from a logistics perspective The plex anizational structure of ports has always been a central issue
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