Do mergers and alliances influence European shipping and port competition?

Heaver, Trevor D.; Meersman, Hilde; Moglia, Francesca; Voorde, Eddy Van de

doi:10.1080/030888300416559

Cited by 185 publications

(106 citation statements)

References 4 publications

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“…Heaver et al, 2000;Heaver et al, 2001;Frémont & Soppé, 2007;Hayuth, 2007;Olivier & Slack, 2006;Rijsenbrij, 2008;Notteboom, 2008). Van der Horst and De Langen (2008) analysed different coordination strategies within competing transport chains that have 3 been adopted in order to attract or secure greater container flows, and they identify four kinds: vertical integration, partnerships, collective action and changing the incentive structure of contracts.…”

Section: Vertical Control and Its Spatial Impact On Hinterlandsmentioning

confidence: 99%

The directional development of intermodal freight corridors in relation to inland terminals

Wilmsmeier

Monios

Lambert³

2011

Journal of Transport Geography

136

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Section: Vertical Control and Its Spatial Impact On Hinterlandsmentioning

confidence: 99%

The directional development of intermodal freight corridors in relation to inland terminals

Wilmsmeier

Monios

Lambert³

2011

Journal of Transport Geography

136

View full text Add to dashboard Cite

“…There remains a need to understand their motivations and abilities to act, and how these actions are enabled and constrained by the structures and processes of inland freight operation and regulation. The early port development literature was focused more on spatial development than actor-centric approaches; while the distinction between port actors has since been made (Heaver et al, 2000;Notteboom & Winkelmans, 2001;Slack, 2006, Jacobs andNotteboom, 2011;Notteboom et al, 2013;Monios and Wilmsmeier, 2013), insufficient attention has been given to the identification and analysis of different inland development strategies and the actors supporting them (Rodrigue et al, 2010).…”

Section: The Spatial and Institutional Context Of Inland Port Developmentioning

confidence: 99%

“…The question is whether location splitting can be induced by landside-driven factors as well, such as vertical supply chain integration and transport system regulation (e.g. Heaver et al, 2000;Heaver et al, 2001;Frémont & Soppé, 2007;Hayuth, 2007;Olivier & Slack, 2006;Notteboom, 2008). Notteboom and Rodrigue (2005) characterised inland terminals and load centres as active nodes in shaping the transport chain.…”

Section: The Spatial and Institutional Context Of Inland Port Developmentioning

confidence: 99%

Drivers for Outside-In port hinterland integration in Latin America: The case of Veracruz, Mexico

Wilmsmeier

Monios

Rodrigue

2015

Research in Transportation Business & Management

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This paper examines the spatial and institutional characteristics of inland port development in Latin America, through an analysis of a detailed case study of the port of Veracruz in Mexico. It explores the spatial distribution of seaports and inland ports as well as the issues of customs clearance, rail regulation, cargo security and land acquisition, before discussing conflicting models of development depending on the priorities of inland and port actors. A supplementary aim of the paper is thus to develop a conceptual model of directional development in a geographical context of an emerging economy which traditionally has suffered from the absence of integrated policy frameworks for transport and logistics, leading to a lack of infrastructure investment and several constraints on hinterland accessibility.Findings reveal that port actors (both port authorities and terminal operators) are being proactive in response to a changing transport and logistics environment, in a setting where railway regulation and cargo security play critical roles in establishing hinterland integration. Reform to customs clearance processes is ongoing to allow more effective container flow management between the port and the hinterland, but the major obstacle to implementing an efficient loop is the fragmentation of the rail sector in Mexico.

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“…• Terminal productivity index = TTEU i TTEU 1 + TTEU 2 (8) where TTEUi is the terminal i TEUS Total number of TEUs mobilized at the terminal per year/number of container wharfs.…”

Section: Objectives Of the Internal Processes Perspective As Operatiomentioning

confidence: 99%

“…The Administrators of these ports, together with licensees, operating there as a result of port privatization, are among the main actors. All of them constitute a logistic chain, called extended or global, when their tackle activities are carried out for the importer/exporter from/to the ship [8,12,14].…”

mentioning

confidence: 99%

A Business Model Design for the Strategic and Operational Knowledge Management of a Port Community

Córdova

Durán

2014

Ann. Data. Sci.

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The community modality how middle and small size ports work, consists of a group of associative enterprises and logistic chains. In order to optimize the efficiency of their activities at both strategic and operational levels, they require a continuous assessment of their knowledge management. Accordingly, this work proposes a business model design for managing a sea port community. Firstly, the mission and the strategic objectives for such a community are defined. Then, the main strategic lines are classified correspondingly to the Balance Scorecard approach, using indicators as: efficiency, operational excellence, profitability, integration, social responsibility, and added value to the environment. Strategic and operational efficiency indicators are designed not only for improving the company and port management but also to gain competitive advantages.

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Do mergers and alliances influence European shipping and port competition?

Cited by 185 publications

References 4 publications

The directional development of intermodal freight corridors in relation to inland terminals

The directional development of intermodal freight corridors in relation to inland terminals

Drivers for Outside-In port hinterland integration in Latin America: The case of Veracruz, Mexico

A Business Model Design for the Strategic and Operational Knowledge Management of a Port Community

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