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Chapter 11 – Governance and Performance in Seaport Clusters; Results of the Cases 153 equipment. Such a coalition needs ‘institutional access’ on a high level. Given the high potential benefits, firms have incentives to be included in such a coalition. Such a coalition has not developed, especially because potential leader firms (such as MSC for containers and Rennies for bulk) have not been active, the port authority has not been active and existing associations or discussion platforms do not have sufficient decision making power to initiate such ambitious projects. The evaluation of the CAP, given in a preceding section, supports this conclusion: a below average score is given to leader firms and a modest score to the quality of the organizational infrastructure. The hinterland access regime in Rotterdam In Rotterdam, inland water transport is the largest inland mode, with a market share of about 47% of all transport flows. Road (22%) and pipeline (27%) are of considerable importance as well, rail has only a modest share in the modal split (4%). The share of rail in container transport, the market where the issue of hinterland access is the most pressing, is larger, 14% (RMPM, 2003). Table 61 shows the role of relevant organizations in the HAR in Rotterdam.
154 The Performance of Seaport Clusters Table 61: Relevant initiatives/investments in the Hinterland Access Regime in Rotterdam Mode of coordination Relevant initiatives/investments Hierarchies ECT invests in inland terminals to improve their market position. Interfirm alliances DB, the main railway in Germany, has a strong market position on the Dutch market, since they have taken over the cargo division of the former public railway of the Netherlands. Vopak invests in innovative chemical tanker barges. Oil companies have jointly invested in pipeline infrastructure. The large dry bulk companies are joint owners of inland shipping firms. ERS, a joint venture of P&ONedlloyd and Maersk/Sealand have started container shuttle services from Rotterdam. ERS has developed into a leading European container railway. Associations Deltalinqs lobbies for better hinterland connections, but the association is not directly engaged in projects to improve hinterland access. Other associations (CBRB, TLN, VRS en Fenedex) also focus on interest representation. Public-private partnerships Public organizations PCR/RIL engages in projects to improve the ‘interface’ between the terminals and hinterland modes, for instance by streamlining communication flows and by introducing a ‘cargo card’ for container truckers. A public private partnership is developing new barges to transport pallets on barge. The RMPM is developing market intelligence of all hinterland markets and partnerships with regions in the hinterland. RMPM also has ‘Rotterdam representatives’ in the hinterland whose task is to attract cargo. The HAR in Rotterdam is evaluated relatively well by the experts. The role of leader firms is appreciated. Leader firms include ECT, P&ONedlloyd and Maersk/Sealand and Vopak. The role of public authorities is also appreciated. The port authority has a clear hinterland strategy, created a network of inland representatives and develops market intelligence to identify opportunities. The quality of the organizational infrastructure in the HAR is regarded as moderate; this is consistent with the limited involvement of associations. Two opportunities to improve the HAR in Rotterdam are identified: automated road transport systems and joint development of intermodal transport systems.
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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 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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