【正文】 eentire supply chain.5. The empirical analysisThis work is an attempt to analyse how port operators [21] are involved in a givensupply chain according to a SCM approach. The revised Lambert model will bepresented, adapted to better analyse the contribution of the port of Le Havre tothe value creation within the Renault supply chain passing through it. Focus willprimarilybeonmanagerialponentsencouragingtheintegrationprocessbetweenthe actors of the supply chain.The changing role of ports in supplychain management 311Downloaded by [Sultan Qaboos University] at 18:39 22 May 2020 . Lambert revised model: a process approachThe ?rst step of the research was the de?nition of key port operators involved inthe Renault supply chain. In this purpose, the car manufacturer was directlyinterviewed, through a semistructured questionnaire, in order to de?ne the characteristics of the speci?c supply chain and to distinguish port operators with whomthe focal ?rm (car manufacturer) shares business processes.The second step was the identi?cation of key business processes to develop the,weadaptedtheprocessesidenti?edbythemembersoftheGlobalSupply Chain Forum, focusing on: procurement, inventory management, manufacturing management, physical distribution and mercial practices (customerservices and marketing).Once the automotive supply chain under the car manufacturer perspective hadbeen traced and key business processes identi?ed, another questionnaire was set upin order to analyse the level of integration achieved for each business process (SCMponents). The literature suggests di?erent indicators for the analysis of the levelof integration. To the aim of this paper, the most suitable variables to investigateport operators’ behaviour in the Renault supply chain were chosen with the supportof industry experts:. Relationships:whichkindofrelationshipexistsbetweentheportoperatorsandthe focal ?rm?. Supplied services: what services are supplied in order to satisfy customerrequirements?. Information and munication technologies (ICTs): which kind of information and munication technologies are used for the integration among theactors?. Performancemeasurement:whichkeyperformanceindicators(KPI)aresharedby the actors of the supply chain?As is evident from the choice of the variables, focus was on the managerial andbehavioural rather than on the physical and technical ponents proposed byLambert. This is due to the fact that this analysis was centred on panies’ behaviours and strategies for the service provision.In particular, the questionnaire was administered to the followingport operators:shipping panies, terminal operators and other logistics providers.Alltheinformationwassubsequentlyusedtoful?lanSCMmatrixwhichdescribesport operators’ responses to customer needs, through key supplychain businessprocesses. It allowed us to have insights on port operators’ strategic behaviours.6. Main ?ndings of the surveyTaking into account the petitive pressures a?ecting the automotive industry, wepresenttheresultsoftheempiricalanalysisconcerning theRenaultsupplychain[22]and the Le Havre port operators. First, we describe the Renault work structure(thekey members), giving particularattention ,weanalysehow Renault manages key business processes along the supply chain (make or buystrategy).Finally,asourassumptionisthatthehigherthelevelofintegrationamongthe actors of a supply chain the higher the performance for the entire chain, in thethird paragraph an analysis of the integration level undertaken by port operators ispresented through speci?c supplychain management ponents.312 V. Carbone and M. De MartinoDownloaded by [Sultan Qaboos University] at 18:39 22 May 2020 . Renault work structureTo the aim of this research and in coherence with the underlined automakers’strategies in managing the supply chain, we split the supply chain into two halves:in?ow of ponents (including internal ?ows between plants located in di?erentcountries) and out?ow of ?nished vehicles.Sparepartsandaftersalesserviceshavebeenleftoutoftheresearchbecausetheyare generally provided by di?erent actors in petition: automakers and theirfranchised dealers, independent garages, repair centres, ponents suppliers,service stations and hypermarkets, such as Carrefour, and ‘fast?t’ service chainssuch as Kwik Fit.Moreover, consumer needs in terms of quality service and timing seem to call fordi?erent critical success factors to be petitive in such a part of the supply chain.A speci?c analysis would be needed.. Renault business processesIn this section, the features of Renault’s business processes are analysed and theirgovernance structures intended, within this context, as make or buy strategies.In particular, the aim is to describe how Renault manages logistics activities alongthe supply chain and what kind of relationships have been set up with the otheractors in order to bring the highest customer satisfaction.All the information were gathered by direct interviews with Renault managersand suppliers and then organized in a way to describe the main features of Renaultkey business processes.The matrix presented is not an exhaustive description of Renault’s activity。 Francis LtdDOI: Downloaded by [Sultan Qaboos University] at 18:39 22 May 2020 Inordertodevelopthemselvesaslogisticsplatforms,portshavetosimultaneouslywork in several directions, by also taking into account the requirements of thesenders and receivers of goods as they bee their business partners in additionto the traditional ones such as the shipping panies, terminal operators, forwarding panies, etc. The requirements for seaport services are growing accordingly:physical accessibility from land and systematic organization of the information ?oware decisive factors for the industry with regard to the choice of a seaport [1].Subsequently, the petitive position of a port is not only determined by itsinternal strengths (e?ci