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Chapter 11 – Governance and Performance in Seaport Clusters; Results of the Cases 151 The port authority of Baton Rouge, the most upstream port of the LMPC, invests in the first inland container terminal in the Mississippi, with a substantial annual base volume from one shipper. The majority of the volume will be shipped to Houston, since the port of New Orleans is not called by enough shipping services. The cost advantage of shipping barges to New Orleans, compared to Houston, is about US $ 150 per TEU. Due to this large cost advantage, these containers are ‘captive’ as soon as a good terminal facility is developed. A promising partner for a ‘containers on barges’ coalition is the Federal Maritime Commission (FMC). This federal public organization acknowledges the substantial positive (external) effects from shifting containers from road (and train) to barge transport. Such a modal shift would reduce pollution and relieve congestion. Therefore, the FMC intends to start an initiative to promote container barge shipping. For the LMPC, such a project could be an effective way to free up resources for innovation, education and marketing of container barge shipping. However, no major efforts to develop a coalition have been made to date. A second important partner for a ‘containers on barges coalition’ is ‘Sea Point’, a privately funded venture that intends to develop an offshore terminal in the mouth of the Mississippi. Containers are shipped by barge from this terminal to inland ports. Such an offshore terminal would make container on barge more attractive.
152 The hinterland access regime in Durban The Performance of Seaport Clusters The two dominant hinterland modes in Durban are road and rail transport. The road transport system is relatively well developed in South Africa and not heavily congested. The quality of rail services to the hinterland is less well developed. The public organization Spoornet is the single provider of train services. Spoornet can charge relatively high prices and operate relatively ineffectively. Furthermore, investment policies are not decided on the basis of a clear economic logic but interrelated with political issues. The key challenge of the ‘hinterland access regime’ is to improve the rail accessibility of Durban. Table 60 shows relevant initiatives and investments in this regime in Durban. Table 60: Relevant initiatives and investments in the hinterland access regime in Durban Mode of coordination Relevant initiatives/investments Hierarchies Firms have not made investments to improve the hinterland accessibility by rail, because of Spoornet’s monopoly. Interfirm alliances No interfirm alliances have developed to improve rail accessibility. Associations The port interests are represented in the Chamber of Commerce’s Port Liaison Committee, but a ‘rail user forum’ is lacking. Public-private partnerships Public organizations No public private partnerships to improve the HAR have been developed. The port authority has to date not made an impact on the HAR. Spoornet is a national pubic body with limited decision-making powers located in Durban. The organization has a shortage of equipment and concentrates on large bulk flows from the ports to the hinterland. A promising opportunity 91 to improve the rail accessibility to/from Durban is the development of a coalition of firms that invest in rail equipment and leases the equipment to Spoornet (which has a serious shortage of equipment) provided the equipment is utilized on tracks from Durban and the coalition can contribute to the efficiency of the deployment of the 91 Other opportunities, such as a cargo card or other systems to relieve congestion of trucks at the terminal, or initiatives to reduce the empty hauls of truckers could be viable as well, but both are of less priority and risks of failure are higher.
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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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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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