【導(dǎo)讀】wholesupplychain.cally,wereferredtothe. eldwork—whichmainly. and,?information.roadsandrailways.MaritimePolicy&ManagementISSN0308–8839print/ISSN1464–5254online#2020Taylor&FrancisLtd. ow. internalstrengths(e?a?

　　

【正文】 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。it rather supplies a basic description of Renault requirements for each process (seetable 1). It has then been used for screening port operators’ contribution to themanagement of the supply chain.Procurement of assembling plants follows di?erent logistics schemes dependingon the constraints and the speci?c characteristics of the car ponents and parts.The need to respond to a sophisticated customer demand while keeping down logistics costs has led Renault to:. the setup of direct relationships with ?rsttier suppliers。 these are in charge ofthe quality of the ponents and of deliveries to the logistics platforms。. the creation of Grand Couronne logistics platform for the delivery of carparts and ponents and assembly, to the European and internationalplants.The inventory management deals with the minimization of the stock level andrelating costs of car ponents in the production process. It also deals with thestorage of new vehicles. As far as car ponents are concerned, slow movers (likeoptional, air condition and ABS) are important for the customization and di?erentiation of cars, and for the enlargement of the number of items in some car production lines. In order to overe the tension between the need for car di?erentiation/customization and the related higher inventory cost (due to the slow rotation),Renault has adopted the following solution which reshapes procurement management: the use of a logistics platform that allows the optimization of the transportationcapacity(bytheachievementofeconomyofscale)andane?cientschedulingofthe transport services. In relation to fast movers (standardized ponents such aswheels,pneumatics,glasses,‘leanmanufacturing’The changing role of ports in supplychain management 313Downloaded by [Sultan Qaboos University] at 18:39 22 May 2020 practice) the minimization of the inventory costs is realized by the use of logisticsplatforms, when suppliers are multiclients and have a large size. On the contrary,when suppliers have a small size, they are generally located close to the plant. As faras ?nished vehicles are concerned, storage in the port of Le Havre is not directlymanaged by Renault, being outsourced to an external logistics service provider.Regarding manufacturing management, Renault has been pursuing a reorganization of its vehicle portfolio around product platforms and car modules and systems.By focusing on mon platforms and interchangeable modules, Renault tries todeploy new solutions across the whole product range in a faster and less expensiveway[24].Moreover,tobeabletofocusmoreoncarrelatedservicesandtocopewiththe hugecosts associated with agreat number of new modules andsystems, Renaultis being less involved in manufacturing and assembling, passing the responsibilityofdeveloping,manufacturing,andassemblingimportantsectionsofthecarontoits ?rsttier suppliers (longterm partnerships with each major module supplier).In relation to the physical distribution, in 2020 Renault stepped up its e?orts totake costs out of distribution by restructuring the work and making the existingsystem more e?cient. Cutting distribution costs by enhancing the work’s petitiveness is a major strategic imperative to adjust to the emergence of new channelsof distribution such as emerce, and to prepare for changes in the currentdistr