Economic Assessment of Brazilian Public Ports: Value-Based Management

Sousa, Erivelto Fioresi de; Neto, Francisco José Kliemann; Andriotti, Rafael Fontoura; Campagnolo, Rodrigo Rech

doi:10.15728/bbr.2020.17.4.5

Cited by 11 publications

(11 citation statements)

References 16 publications

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“…O Banco Mundial, ao tratar de competitividade portuária, destaca, além do desempenho operacional, outros aspectos como a opção de transporte, a comparação de tarifas e o desempenho financeiro (THE WORLD BANK, 2007 Nesse sentido, considerando a gestão portuária baseada no modelo landlord port, há um considerado investimento público no setor portuário, o que demanda grande responsabilidade fiscal por parte dos governos. Os portos brasileiros têm apresentado desempenho econômico insatisfatório diante dos investimentos realizados com recursos públicos, indicando a possibilidade de insuficiência para sustentabilidade financeira e gerando a necessidade de contínuo subsidio governamental (SOUSA et al, 2020). Caminho contrário encontrado na Europa, onde as reformas portuárias apresentaram melhor desempenho, também em termos financeiros e de investimentos (DE LANGEN; VAN DER LUGT, 2017; PANAYIDES; LAMBERTIDES; ANDREOU, 2017).…”

Section: Competitividade E Eficiência Portuáriaunclassified

“…Os resultados lançam luz sobre as práticas de gestão aplicadas no modelo de gestão pública de portos. Isso se torna importante uma vez que, além da própria Autoridade Portuária, toda a sociedade é alcançada pelos benefícios de uma boa gestão do porto, dado que ganhos em competitividade tende a refletir positivamente nos diversos setores econômicos na área de influência do porto (LUNKES et al, 2013;SOUSA et al, 2020).…”

Section: Considerações Finaisunclassified

“…Essa similaridade foi encontrada entre os portos brasileiros e espanhóis (MILANI et al, 2015) e portugueses (CALDEIRINHA; FELÍCIO, 2014). Destaca-se ainda o histórico de baixos investimentos públicos nos portos, a mudança das relações trabalhistas ocorridas nesses setores portuários (CALDEIRINHA; FELÍCIO, 2014; DÍAZ-HERNÁNDEZ; MARTÍNEZ-BUDRÍA; JARA- DÍAZ, 2008;SOUSA et al, 2020).…”

Section: Introductionunclassified

“…Os benchmarks identificados na análise de eficiência das Autoridades Portuárias mostraram que no grupo de portos brasileiros, o destaque como benchmark é a CODEBA, que aparece de forma mais consistente como referência para os demais portos do Brasil. Isso corrobora os resultadosde Sousa et al (2020) quando identificaram que das Autoridades Portuárias brasileiras, a CODEBA é a que melhor apresentou resultados econômicos para o período avaliado.Os portos espanhóis são os que aparecem com maior frequência e regularidade como benchmark para todos os portos, de forma mais destacada para os portos do próprio país e para os portos portugueses. Nesse grupo destacam-se os portos de Cartagena, Castellon, Terragona e Valência.…”

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Port Efficiency in the Management of Financial Resources

Araújo¹,

Barbosa²,

Sousa³

2020

RINTERPAP

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Ports play a fundamental role in the international trade of goods and, consequently, in the socio-economic development of the region where it is located. In this sense, it is of great importance that the port be competitive and, for this, efficiency, whether operational or in the management of invested resources, are factors that impact the strategies for competitiveness. Therefore, the study sought to analyze the relative efficiency in terms of the application of resources invested in the public ports of Brazil and the Iberian Peninsula, since both port complexes are located in strategic geographic regions for international trade and have similarities in terms of management models. The results show that the ports with the greatest relative efficiency are in Spain, whose port sector has sought to develop port management models from an economic perspective, even though ports are public companies and can function as public policy tools.

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Section: Competitividade E Eficiência Portuáriaunclassified

Section: Considerações Finaisunclassified

Section: Introductionunclassified

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Port Efficiency in the Management of Financial Resources

Araújo¹,

Barbosa²,

Sousa³

2020

RINTERPAP

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“…The VBM model presented in the article and the results of customer profitability research are based on the efficiency of cargo flow handling and processes as well as the efficiency and rotation of logistics network resources in complex multi-hub structures. The results affect the net operating profit (NOPAT -Net Operating Profit After Tax) generated in the network, which is an important component of the EVA indicator (Sousa E, et al, 2020). The presented analysis is focused on operational and financial results, enabling short-term value management -for which the invested capital (IC) and weighted average cost of capital (WACC) were assumed unchanged.…”

Section: Introductionmentioning

confidence: 99%

Model of Value-Based Management in a Multi-Hub Large-Scale Logistics Network

Śliwczyński¹,

Smal²

2022

ERSJ

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Purpose:The dynamic growth of multi-channel sales (including e-commerce) causes a mass flow of cargo in supply networks and large-scale transport and logistics processes in complex multi-hub structures of logistics networks in Europe. One of the key objectives of the effective management of processes and cargo flows in complex structures of logistics networks is an increase in profitability of customer and shipment delivery. Design/Methodology/Approach: In the presented value-based management (VBM) model, multi-factor price lists for logistics services and taxation weight of shipment are the basis for revenue modelling by logistic operators, as well as their multi-criteria conditions for qualifying rates and add-on factors. On the other hand, transport and logistics processes implemented in supply chains and multi-hub network, create a complex cost environment. Findings: Dynamically and segmentally planned process loads in logistics networks according to the changing needs of customers, create complex and variable structures of direct and indirect costs of logistics operators. The allocation of costs in multi-hub logistics networks is determined by dynamic changes in the flow of cargo, through the settlement keys of resources costs used in the processes of the logistics network. Customer service quality indicators established by logistics operators are mapped to operational norms in the final settlement model. The key factor in using the value-based management model by enterprises is achieving the required operational and price competitiveness on the market of transport and logistics services with the assumed profitability of customers and services. Originality/Value: The results of the presented model analysis of the profitability of customers as well as the efficiency of processes in the logistics network influence managerial decisions shaping the appraisal of shipment contracts with customers. The VBM model presented in the article was used to verify the real costs and profitability of corporate customers in large scale multi-hub logistics network, taking into account analysis of the share and allocation of shipment flows, transport options in supply chains, as well as process routes and resource consumption.

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