Key factors of container port competitiveness: A global shipping lines perspective

Kaliszewski, Adam; Kozłowski, Arkadiusz; Dąbrowski, Janusz; Klimek, Hanna

doi:10.1016/j.marpol.2020.103896

Cited by 53 publications

(41 citation statements)

References 36 publications

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“…Other aspects of competitiveness are e.g. maritime access, hinterland connections, and customs [3,21].…”

Section: Introductionmentioning

confidence: 99%

“…The service quality is one of the few aspects of competitiveness, which can be molded and developed by the terminal's operator. Moreover, service quality has been noted as the most important factor of competitiveness [21]. Therefore, especially in current volatile times, it is essential to have the ability to properly measure and improve the service quality.…”

Section: Introductionmentioning

confidence: 99%

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Maritime container terminal service quality in the face of COVID-19 outbreak

Charłampowicz

2021

Pomorstvo (Online)

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The COVID-19 pandemic had a serious impact on global trade in 2020. The interruption of the supply chains due to various restrictions influenced the rapid drop in the transport demand. In the last decade, the global containerized trade has noted the growth of approximately 55,5%, with an average pace of growth of about 5% yearly. Container shipping, as one of the industries vulnerable to economic shocks, has noted a significant drop in trade. The role of maritime container terminals as an integrator and facilitator of global trade in the global supply chains is undisputed. Therefore, the role of services provided by the maritime container terminals has grown in importance. This situation generates the necessity to adapt to these circumstances in a way that expresses the need of improving the service quality, as one of the key aspects of competitiveness. The purpose of this paper is to determine the possibility to verify the relation between COVID-19 impacts on maritime container transport and maritime container terminal service quality. Based on the findings the suggested actions for service quality improvement are proposed.

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“…Other aspects of competitiveness are e.g. maritime access, hinterland connections, and customs [3,21].…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Maritime container terminal service quality in the face of COVID-19 outbreak

Charłampowicz

2021

Pomorstvo (Online)

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“…Both COSCO and CSCL are now using customer focus strategies to increase their understanding of the specific customers’ preferences and predict how it is likely to change in the forthcoming years. To this end, shipping firms are able to make use of required resources and skills to fulfil customer needs (Bhattacharya, Misra, & Sardashti, 2019; Kaliszewski, Kozłowski, Dąbrowski, & Klimek, 2020). Moreover, the differentiation between the two firms in secondary markets from the north to the south was obvious.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

The complex network analysis of liner shipping networks: Lessons from the merger between COSCO and CSCL

Wang

Zhang

Ye³

et al. 2020

Growth and Change

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COSCO and China Shipping Container Lines (CSCL) merged and reorganized as COSCO Shipping Lines in 2016. Through using a complex network methodology, we analyze the spatial patterns of their shipping networks before and after the merger. We evaluate the integration effects based on two main dimensions: network and hub economies. While complementarities are found between COSCO and CSCL networks before the merger, COSCO Shipping Lines increased the total number of service nodes and shipping routes significantly. The merger also had the effect of strengthening the hub capacity of 7 of the top 15 hub ports in the main markets covered by the new company. Results underline that this strategy of overseas pivotal ports promoted the development of hub economy and regional market expansion. 1878 | WANG et Al. 1 | INTRODUCTION In the liner shipping business, the performances of shipping firms rely on their conduct of taking such decisions as capacity and pricing level. From the mid-1990s onwards, a tendency toward mergers and acquisitions has spread quickly across shipping firms (Yip, Lun, & Lau, 2012). After the global financial crisis in 2008, the shipping market was generally oversupplied. Against the backdrop of performance losses and financial constraints faced by most shipping companies in 2016, the industry underwent a consolidation and reorganization. The ultimate objective was to solidify their competitive position against competitors (Yip et al., 2012). Typical examples of such mergers and reorganizations include the French company CMA-CGM merged among Neptune Orient Lines, the Norwegian Solstad Offshore, and REM Offshore; NYK (Nippon Yusen Kabushiki Kaisha) and MOL (Mitsui O.S.K. Lines) integrated with Kawasaki steam ship and its consignment business, STX marine shipbuilding's self-rescue reorganization plan; and Hapan-Lloyd, integrated with UASC (United Arab Shipping Company) and Maersk Line consolidated with Hamburg Süd Group. Following this trend, China merged and reorganized its major shipping giants, namely COSCO and CSCL, renamed as COSCO Shipping Lines. COSCO and CSCL were China's largest shipping companies in 2015 while ranked sixth and seventh in the world, respectively. From the March 1, 2016, COSCO Shipping Lines entered a transition process through the integration of shipping routes and the leasing of container ships formerly operated by CSCL. It also began to integrate the assets within the CSCL networks gradually according to its restructuring plan. COSCO Shipping Lines had formed a new shipping network structure by December 2016. Recently, merger and reorganization activity among shipping enterprises has surged. Some research studies (e.g., Drahokoupil, 2017; Onwuegbuchunam, Okeke, Igboanusi, & Ugboma, 2018; Yeong & Jung, 2017) have put forward different views on the merger of COSCO and CSCL. But, there have been few studies to review and analyze the development and formation of shipping networks (Lau, 2018). Some scholars have begun to study the impact of shipping alliances and restructuring activi...

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“…Their study analysed the ports on the basis of various physical and performance criteria and evaluated that transport costs, number of terminals, and frequency of shipping are the dominant factors for port competitiveness. Kaliszewski et al, (2020) highlighted that service level, smoothness of port operations, and flexibility are the critical factors in increasing the throughput of ports. Wahyuni et al, (2020) indicated that government support, business support, and operational performance are the three distinct factors of port competitiveness in Indonesia.…”

Section: Literature Reviewmentioning

confidence: 99%

Case study on the Competitiveness Comparisons of Karachi Port with the Neighbouring Emerging Ports in Persian Gulf and Indian Ocean.

2020

NBR

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Purpose: This study evaluates competitiveness of emerging ports located in the Indian Ocean and the Persian Gulf. Traditionally, ports operational efficacy is evaluated only on basis of throughput, a case in point being the Lloyds International Port ranking. However, we do not concur with this approach and adopt a multicriteria methodology. Methodology: Three criteria - throughput, physical infrastructure, and performance are used to assess the operational efficacy of the ports. TOPSIS augmented with the “entropy weight” is used to devise weights for the chosen criteria and overall operational efficacy for each port is calculated. Results: The study revealed that infrastructure plays a critical role in the overall operational efficacy of the port. Karachi port is behind the contemporary ports in the Indian Ocean and the Persian Gulf because of its inadequate infrastructure. The results also highlighted that Jawaharlal Nehru Port ranked highest in considered ports while Port of Mundra ranked the worst. Practical Implications: The study can provide an insight to the port users about the competitive advantage amongst ports. Moreover, it also identifies the areas that can be improved for better efficiency. Originality: The research article is novel because no similar study has been conducted specifically on the ports in the Indian Ocean and the Persian Gulf.

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Key factors of container port competitiveness: A global shipping lines perspective

Cited by 53 publications

References 36 publications

Maritime container terminal service quality in the face of COVID-19 outbreak

Maritime container terminal service quality in the face of COVID-19 outbreak

The complex network analysis of liner shipping networks: Lessons from the merger between COSCO and CSCL

Case study on the Competitiveness Comparisons of Karachi Port with the Neighbouring Emerging Ports in Persian Gulf and Indian Ocean.

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