Knowledge management for maritime logistics value: discussing conceptual issues

Abstract

This paper introduces the concept of maritime logistics value as one of the most significant strategic goals that maritime operators want to achieve. The value is reflected in operational efficiency (e.g. reducing lead time and business costs) and service effectiveness (e.g. flexibility, responsiveness and reliability in the service). Drawing from key theories and practices in strategic management such as knowledge-based perspective and social network embeddedness perspective, this paper adopts a knowledge management strategy as a way to create and sustain the maritime logistics value. A conceptual framework is established for the exploration of the way to acquire knowledge and the effectiveness of the acquired knowledge in maximising the maritime logistics value. Following the parameters of this framework, the positive relationship between social networks, knowledge acquisition and maritime logistics value is identified, and its relevant theoretical and practical implications are discussed. IntroductionHistorically, maritime operators including shipping lines, port terminal operators and freight forwarders were regarded as independent entities that solely provide sea transportation services. Yet the rapidly changing nature of current business environments has shifted this tradition. As a central component of global logistics systems, maritime operators are now forced to perform both sea transport-related services and other related and wider logistical services, and to be well inter-linked with other players in the total logistics flow in an efficient and effective manner. Such an integrated demand of global logistics has contributed to the growth of the maritime logistics system [1]. Maritime logistics is often referred to as a set of maritime transport processes involved in the entire logistics flows. The value created by the maritime logistics system can be defined as a maritime logistics value. Maritime logistics value is related to the extent of how well the maritime logistics system responds to the customer demands through the successful management of the flow of goods, services and information over the maritime logistics. The higher maritime logistics value would lead to the greater customer satisfaction as well as the higher performance of both individual operators and the entire logistics system.

A Qualitative Examination of Relational and Contractual Governance Mechanisms in Aliaga Port Cluster

“…Within this point of view, the relationship between ports and port users have become more than a basic buyersupplier relationship and evolved through the principles of supply chain management by putting a greater emphasis on joint value creation [4,5]. Now that it has a strategic significance, governance of the relationships with the major port users including liner shipping companies, freight forwarders, cargo owners and customs brokers have gained new aspects to work on such as cooperation and integration [6] [7].…”

Daily Maersk’s impacts on shipper’s supply chain inventories and implications for the liner shipping industry

“…In the past, most shippers regarded all liner services as identical (Saldanha et al 2009), and the industrial competition focused on cost. To a large extent, the liner shipping industry ignored customer value creation in other areas, for example, transit time and service quality (Robinson 2006;Lee and Song 2010). As Daily Maersk breaks the industrial norm, shippers have quickly recognized the value of more frequent sailings and schedule reliability.…”

Knowledge Acquisition in the Global Strategic Alliance Network

“…network density and tie closeness, may encourage shipping companies to successfully acquire knowledge from their competitors, the degree of effectiveness may vary depending on the extent of competition (Tsai, 2002;Lee and Song, 2010). For example, competition may promote firms with strong incentives to acquire useful information or knowledge from their competitors.…”

“…As customers become more demanding and powerful, shipping companies are forced to offer quicker and more flexible shipping services with cheaper prices (Notteboom, 2006). The shipping lines are also required to be effectively integrated in the global logistics system by moving goods that are geographically scattered as efficiently as possible (Lee and Song, 2010). Inter-firm competition between shipping companies thus becomes more intense.…”

“…Today's shipping companies have experienced very complex and dynamic business environments, such as port privatization, the entry of port terminal operators into the shipping industry, an increase in strategic shipping alliances, and multimodal logistics services (Lee and Song, 2010). As customers become more demanding and powerful, shipping companies are forced to offer quicker and more flexible shipping services with cheaper prices (Notteboom, 2006).…”