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Chapter 11 – Governance and Performance in Seaport Clusters; Results of the Cases 147 11.4.2 The hinterland access regime Table 58 shows the expert evaluation of the quality of the hinterland access regime in the three cases. A scale from –5 (very bad) to +5 (very good) was used, so that a score of nil means neither bad nor good. This scale is also used for the other four regimes. Table 58: Expert evaluation of the quality of the hinterland access regime Variable Rotterdam Durban LMPC Leader firms 2*, ** -0.4*** 0.2 Public actors 2*, ** 0.4 0.8 Organizational infrastructure 0.7 0.1 0.3 Community argument 0.9 0.8** 0.1 Voice 1 0.8** 0.4 Overall score 86 1.1* 0.1 0.3 Average scores on a scale from –5 (very bad) to +5 (very good) * Significantly higher score than in other two port clusters ** Significantly higher average judgment of all factors in same port cluster *** Significantly lower average judgment of all factors in same port cluster On the basis of these results the following conclusions can be drawn: • The hinterland access regime is not very effective in any of the three cases. • Rotterdam’s HAR is significantly better than in the two other cases, with a score of 1.1 on a scale from –5 to +5. • The involvement of leader firms and the role of the public actors (most importantly the port authority), are two strengths of the HAR in Rotterdam. • In Durban, the HAR is not effective. This is predominantly due to the lack of leader firm involvement. Firms in the cluster are willing to become involved, but no firm has the incentive and ability to take the lead. 86 The overall score of the HAR is computed by multiplying the score for each of the variables with the importance they attach to that variable. The maximum score is +5 and the minimum score – 5.
148 • The HAR in the LMPC is moderate across the board. The hinterland access regime in the LMPC The Performance of Seaport Clusters The most important inland mode in the LMPC is inland waterways. Mainly dry bulk is transported over the vast Mississippi river network. Oil is processed to a large extent ‘on site’ or transported by pipeline. The inland shipping system for bulk is very efficient. The widespread use of push-barges allows for economies of scale and better equipment utilization, while standardization secures efficient cargo handling. This system has already been ‘running’ for decades, so that improvements are incremental 87 . Table 59 shows the various initiatives/investments to improve the hinterland access regime in the LMPC. Table 59: Initiatives/investments to improve the hinterland access regime in the LMPC Mode of coordination Relevant initiatives/investments Hierarchies No single firm has made major investments that have improved the hinterland accessibility. Interfirm alliances The number of strategic alliances to improve the hinterland accessibility is very limited. Associations The barge fleeting association, the freight forwarders association and the steamship association promote the interests of their members. They are not actively lobbying for more infrastructure or a better interface with the terminals. Public-private partnerships Public organizations Public-private partnerships do not play a role in the HAR in the LMPC . The Public Belt Railroad is the most important public organization in the hinterland access regime. The port authorities are hardly involved. The port of New Orleans has a (strategic) partnership with the inland port of Memphis, but this partnership has not resulted in joint initiatives to improve the corridor between Memphis and the LMPC. 87 One joint initiative that could improve the quality of the hinterland access in inland bulk shipping is by means of better web-based communication systems. Since shippers receive most benefits (better logistics planning), while operators have to make the investments, joint initiatives are problematic. The inland waterways operators associations do not play a leading role in this respect, nor do public organizations. It is unlikely that an initiative in this field would be successful unless large American shippers are willing to act as ‘leader firms’. Thus, setting up such a project is beyond the scope of the actors in the LMPC.
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PETER W. DE LANGEN The Performance
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The Performance of Seaport Clusters
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Preface v PREFACE My first publicat
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Preface vii The frequent question w
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x Emperical part: three cases of se
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1 INTRODUCTION Economists have alwa
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Chapter 1 - Introduction 3 1.2 Over
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Chapter 1 - Introduction 5 Second,
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2 CLUSTERS AS UNIT OF ANALYSIS In t
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Chapter 2 - Clusters as Unit of Ana
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20 The Performance of Seaport Clust
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22 Table 1: Four ways in which clus
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4 VARIABLES OF CLUSTER PERFORMANCE
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Chapter 4 - Variables of Cluster Pe
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5 CLUSTER STRUCTURE In this chapter
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Chapter 5 - Cluster Structure 41 Th
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Chapter 5 - Cluster Structure 43 ef
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Chapter 5 - Cluster Structure 45 Th
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Chapter 5 - Cluster Structure 47 fi
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Chapter 5 - Cluster Structure 49 va
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Chapter 5 - Cluster Structure 51 Ta
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54 6.1 Coordination in a cluster Th
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7 ANALYZING THE PERFORMANCE OF SEAP
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Chapter 7 - Analyzing the Performan
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8 CLUSTERING IN SEAPORTS In this ch
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Chapter 8 - Clustering in Seaports
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Chapter 13 - Conclusions for Analyz
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Chapter 13 - Conclusions for Analyz
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14 CONCLUSIONS ON SEAPORT CLUSTERS
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Chapter 14 - Conclusions on Seaport
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210 The Performance of Seaport Clus
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214 • Waste processing and recycl
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232 Industry experts The Performanc
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234 Agglomeration economies 10. Ind
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236 Cluster barriers Entry barriers
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238 Solving collective action probl
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240 The weight of the variables of
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Appendix 2: Cluster Experts in the
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Appendix 2: Cluster Experts in the
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English Summary 249 The Performance
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English Summary 251 The third schoo
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English Summary 253 The empirical p
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English Summary 255 Internal compet
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English Summary 257 • The innovat
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262 Tabel S1: Het effect van de vie
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Curriculum Vitae 271 Curriculum vit
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The Performance of Seaport Clusters
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