The Performance of Seaport Clusters - RePub - Erasmus Universiteit ...

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Chapter 15 – Opportunities for Policy and Management in Seaport Clusters 217 Table 89: Opportunities to improve collective action regimes Regime Opportunity Hinterland access Improve market intelligence Improve intermodal accessibility Develop a network with hinterland nodes Marketing and promotion Developing a collective organization for marketing and promotion, with indirect financing from the port authority Training and education Strategic cooperation to improve the quality of the training and education infrastructure Re-training to increase job mobility of employees in declining industries Innovation Knowledge transfer between small and large firms A high volumes, low nuisance, freight road transport system Internationalization Port representatives in important markets 15.9 Further research on policy and management in port clusters The conclusions of this research have implications for policy and management in port clusters. In some cases, best practices were found. These best practices cannot be translated into general policy recommendations, further study building on these results is required. Four issues seem especially relevant: • First, research into the possibilities and likely effects of policies to lower entry barriers would be relevant. Increasingly, assets are owned by leasing firms and operated by others, such as terminal operators, but also operators of chemical plants or warehouses. The investment policies of ‘assets owners’ are based on risk reduction and diversification strategies, while operators increasingly strive to be as flexible as possible. In a port where it is easy to lease all kinds of assets, entry barriers are lower with positive effects on performance. More research is needed to determine whether the number of lease constructions is indeed increasing, how such constructions are created and how port authorities can contribute to lowering entry barriers. • Second, the tariff structure in the container shipping market is a relevant research issue. Currently, terminal operators receive a ‘terminal handling charge’ from the shipping lines and port authorities charge port dues to shipping lines. Neither port authorities nor
218 The Performance of Seaport Clusters terminal operators have commercial relations with shippers or intermediaries. This implies they cannot use the ‘pricing instrument’ to give shippers and intermediaries incentives to behave in the interest of the terminal operator or the port authority. This is a serious shortcoming. For instance, terminals might want to use the price instrument to avoid huge peaks at their trucking gates, but simply cannot do so. Port authorities might want to give volume discounts to large intermediaries or shippers who shift to environmentally friendly hinterland transport or use an ‘intelligent road system’. In the current situation, this is not possible, and one could question whether a tariff structure in which terminal operators and port authorities are paid by shippers and intermediaries, could be better from a welfare economic point of view, since it allows for more differentiation in pricing. • A third research topic that builds on this research would analyze the possibilities and economic effects of arrangements to reconcile scale economies with internal competition. In this research, the importance of internal competition was demonstrated. The question how to enable internal competition is explored but not analyzed in detail. • A final research avenue could analyze coalitions to attract growth activities. Port clusters (like all clusters) need to transform to remain vital. In ports, this transformation is at least partially a shift from a transport node to a location for various kinds of activities, from postponed manufacturing and maritime services to recycling industries. Such a transformation depends to a large extent on the capabilities of actors in the port cluster to initiate and sustain coalitions to attract growth activities. This issue is so central to the performance of port clusters that it deserves attention.
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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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106 The Performance of Seaport Clus
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112 9.3.3 The presence of intermedi
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118 Figure 15: Optimal investment q
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10 STRUCTURE AND PERFORMANCE IN SEA
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Chapter 10 - Structure and Performa
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11 GOVERNANCE AND PERFORMANCE IN SE
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Chapter 11 - Governance and Perform
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Page 191 and 192: 178 Table 74: Number of experts tha
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Page 195 and 196: 182 The evolution in market shares
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Page 245 and 246: 232 Industry experts The Performanc
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Page 249 and 250: 236 Cluster barriers Entry barriers
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Page 253 and 254: 240 The weight of the variables of
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Page 262 and 263: English Summary 249 The Performance
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Page 268 and 269: English Summary 255 Internal compet
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Curriculum Vitae 271 Curriculum vit
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The Performance of Seaport Clusters
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