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Shipping and Logistics Management 2010 ed. [Hardback]

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  • Formāts: Hardback, 238 pages, height x width: 235x155 mm, weight: 1190 g, 43 Tables, black and white; XV, 238 p., 1 Hardback
  • Izdošanas datums: 13-Apr-2010
  • Izdevniecība: Springer London Ltd
  • ISBN-10: 1848829965
  • ISBN-13: 9781848829961
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Shipping and Logistics Management 2010 ed.Palielināt
  • Formāts: Hardback, 238 pages, height x width: 235x155 mm, weight: 1190 g, 43 Tables, black and white; XV, 238 p., 1 Hardback
  • Izdošanas datums: 13-Apr-2010
  • Izdevniecība: Springer London Ltd
  • ISBN-10: 1848829965
  • ISBN-13: 9781848829961
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781848829961.html
Keywords:
Shipping and Logistics Management serves to consolidate the knowledge its authors have acquired from being educators and observers of the shipping industry. Against the background of a global business environment, it explains how the shipping market functions, examining the strategic and operational issues that affect entrepreneurs in this industry.The authors discuss global trends and strategies in the shipping business, looking at the role of logistics service providers and at how the use of information technology can help shipping operations. Shipping and Logistics Management also aims to answer several important questions in the shipping industry, including: what are the shipping cost structures , what are the patterns of sea transport? and how do companies in the shipping industry operate An invaluable source of information for researchers and advanced, or graduate, students, Shipping and Logistics Management is also a useful reference for shipping practitioners and consultants.

This book addresses global trends and strategies in the shipping business, covering the role of logistics service providers and how the use of information technology can help shipping operations.
1 International Trade and Shipping
1
1.1 The Importance of Shipping
1
1.1.1 Why Is There a Demand for Shipping?
2
1.1.2 What Is a Shipping System?
2
1.1.3 Who Are the Actors in the Shipping Business?
3
1.2 Freight Market
4
1.2.1 Tramp Market
4
1.2.2 Liner Market
5
1.3 World Economic Development and Shipping
5
1.4 Sea Transport System
6
1.4.1 Shipping Intensity
7
1.4.2 Concept of Parcel Size Distribution
8
1.5 International Trade Pattern
9
1.5.1 World Output and World Trade
9
1.5.2 Overall Seaborne Trade
10
1.6 International Maritime Passages
12
1.6.1 The Panama Canal
12
1.6.2 The Suez Canal
13
1.6.3 The Strait of Malacca
13
1.6.4 The Strait of Hormuz
13
1.6.5 The Strait of Magellan
14
1.6.6 The Cape of Good Hope
14
1.7 Conclusions
14
References
15
2 Freight Rate Mechanism
17
2.1 Demand for Sea Transport
17
2.1.1 Political Factors
18
2.1.2 World Economy
19
2.1.3 Seaborne Trade
19
2.1.4 Average Haul
19
2.1.5 Transport Cost
20
2.1.6 Shipping Demand Curve
20
2.1.7 Elasticity of Demand
21
2.2 Supply of Sea Transport
22
2.2.1 Shipping Supply Curve
24
2.2.2 Short-run and Long-run Shipping Supply
25
2.2.3 Rigidity of Supply
27
2.3 The Freight Rate Mechanism
27
2.4 Shipping Cycle
28
2.4.1 Characteristics of Shipping Cycles
29
2.4.2 What Causes the Shipping Cycle?
29
2.4.3 Recent Developments in the Shipping Market
29
2.4.4 Managing the Shipping Cycle
30
References
31
3 Bulk Shipping Market
33
3.1 Introduction
33
3.2 The Shipping Market
35
3.2.1 New Buildings
36
3.2.2 Second-hand Vessels
37
3.2.3 Demolition Vessels
38
3.2.4 Freight Rate
39
3.2.5 Seaborne Trade
39
3.3 The Empirical Model
40
3.4 Determinant of Fleet Size of Bulk Shipping
42
3.5 Discussion and Conclusions
44
Appendix
45
References
46
4 Container Shipping Market
49
4.1 Introduction
49
4.2 Industrial Organization in Container Shipping
50
4.3 Capacity Adjustment in the Container Shipping Market
51
4.3.1 Seaborne Trade
51
4.3.2 Freight Rate
52
4.3.3 Capacity Adjustment
52
4.3.4 An Empirical Model of the Container Shipping Market
53
4.4 The Determinant of Fleet Size in Container Shipping
54
4.5 Discussion and Conclusions
56
Appendix
57
References
58
5 Business Strategy in Shipping
61
5.1 Introduction
61
5.2 Strategy for Shipping
63
5.2.1 Corporate Strategy
64
5.2.2 Business Strategy
65
5.2.3 Functional Strategy
65
5.3 Market Orientation in Shipping
65
5.3.1 Customer Focus
66
5.3.2 Competitor Intelligence
66
5.3.3 Cross-functional Coordination
67
5.3.4 Performance Implications
67
5.4 Operational Effectiveness Versus Competitive Strategy
67
5.4.1 Variety-based Positioning
68
5.4.2 Needs-based Positioning
68
5.4.3 Access-based Positioning
68
5.5 Development Process of Shipping Strategies
69
5.5.1 Strategic Analysis
69
5.5.2 Formulation of Strategies
70
5.5.3 Implementation and Control
70
5.6 Structural Options for Shipping Companies
70
5.6.1 Organic Growth
71
5.6.2 Acquisitions
71
5.6.3 Joint Ventures
72
5.6.4 Alliances
72
5.6.5 Networks
73
References
74
6 Growth of Firms
77
6.1 Introduction
77
6.2 Exchange Function
78
6.3 Vertical Expansion
81
6.4 Horizontal Expansion
83
6.5 Growth and Firm Performance
84
6.6 Discussion and Conclusions
86
References
87
7 Fleet Mix Decision
89
7.1 Introduction
89
7.2 Liner Shipping
90
7.2.1 Hub-and-spoke Services
90
7.2.2 Fleet Mix
91
7.3 Fleet Mix Decision
93
7.3.1 Capacity
93
7.3.2 Ship Size
93
7.3.3 Number of Ships
95
7.4 The Fleet Mix Model
96
7.5 SCOPE Framework
97
7.5.1 Service Frequency
98
7.5.2 Customer Value
98
7.5.3 Optimal Vessel Size
98
7.5.4 Ports of Call
98
7.5.5 Extensive Market Coverage
99
7.6 Concluding Remarks
99
References
99
8 Liner Shipping Network
101
8.1 Introduction
101
8.2 Network-based Organizations
103
8.3 SMART Driving Forces
104
8.3.1 Strategic Initiative for Performance Gain
104
8.3.2 Market Coverage
105
8.3.3 Additional Business
105
8.3.4 Reduction in Waste
106
8.3.5 Technology Development
106
8.4 SHIPMENT Framework
108
8.4.1 Space Management
109
8.4.2 Hinterland
109
8.4.3 Intermodal Transport
109
8.4.4 Port
110
8.4.5 Management Information Systems
111
8.4.6 Equipment Supply
111
8.4.7 New Agents
112
8.4.8 Terminal Operators
112
8.5 The Case of Maersk Line
113
8.5.1 Space Management
113
8.5.2 Hinterland
114
8.5.3 Intermodal Transport
114
8.5.4 Port
114
8.5.5 Management Information Systems
114
8.5.6 Equipment Supply
114
8.5.7 New Agents
115
8.5.8 Terminal Operators
115
8.6 Conclusions
115
References
116
9 Container Transport Chain
119
9.1 Container Transport
119
9.2 International Transport
121
9.3 Primary Customers
122
9.4 Transport Facilitators
123
9.5 Transport Operators
127
9.5.1 Road Operators
127
9.5.2 Rail Operators
128
9.5.3 Inland Waterway Operators
129
9.5.4 Ocean Container Carriers
129
9.6 Freight Transport Modes
131
9.6.1 Mode Choice
132
9.6.2 Modal Combinations
133
References
134
10 Intermodal Transport System 135
10.1 Introduction to Intermodal Transport
135
10.2 The INTERMODAL Model
137
10.2.1 Infrastructure
138
10.2.2 New Technology
139
10.2.3 Transport Operators
140
10.2.4 External Business Environment
141
10.2.5 Regional Location
142
10.2.6 Management of Containers
143
10.2.7 Operations of Container Terminals
144
10.2.8 Deregulation
144
10.2.9 Availability of Logistics Services
145
10.2.10 Logistics Security
146
10.3 Concluding Remarks
147
References
148
11 Managing Empty Containers 151
11.1 Introduction
151
11.2 The Container
152
11.2.1 Stakeholder Participation in Container Interchange
153
11.2.2 Key Terms in Empty Container Management
153
11.2.3 Costs of Maintaining Container Equipment Service and Capacity
154
11.2.4 Types of Containers
155
11.3 A Conceptual Model of Empty Container Management
156
11.3.1 Strategic Planning
157
11.3.2 Procurement of Empty Containers
159
11.3.3 Movement of Empty Containers
161
11.3.4 Technical Efficiency
162
References
164
12 Container Transport Security 165
12.1 Container Transport Chain and Container Transport Security
165
12.2 Container Transport Security Enhancement
167
12.2.1 Radio-frequency Identification Technology
169
12.2.2 Smart Box Initiative
169
12.2.3 Non-intrusive Inspection
169
12.3 Diffusion of Technology to Enhance Container Transport Security
170
12.4 Types of Institutional Isomorphism
170
12.4.1 Coercion
172
12.4.2 Mimesis
173
12.4.3 Norms
174
12.4.4 Comparison of Normative and Coercive Institutional Isomorphic Processes
175
12.5 Conclusions
176
References
176
13 Port Operations 179
13.1 Introduction
179
13.2 Multiuser and Dedicated Container Terminals
181
13.3 Terminal Facilities
183
13.3.1 Quay
183
13.3.2 Container Yard
184
13.3.3 Container Freight Station
184
13.3.4 Interchange Area
184
13.3.5 Gate Facility
185
13.3.6 Railhead
185
13.3.7 Others
185
13.4 Processes at Container Terminals
185
13.5 Physical Flows in the Container Transport Chain
187
13.5.1 Consignment Assembly
188
13.5.2 Consignment Consolidation
188
13.5.3 Carriage
189
13.5.4 Port Handling
190
References
191
14 Managing Container Terminals 193
14.1 Introduction
193
14.2 Development of Global Container Terminal Operators
194
14.2.1 Terminal Networks
196
14.2.2 Regional Coverage
196
14.2.3 Internationalization
197
14.3 Performance of Container Terminals
199
14.4 The PROFIT Framework
202
14.5 Concluding Remarks
203
References
203
15 Agile Port 205
15.1 Introduction
205
15.2 Agility in Ports
207
15.3 Characteristics of Agile Ports
210
15.3.1 Infrastructure of Their Own
210
15.3.2 Commitment from Top Management
210
15.3.3 Working with Upstream and Downstream Partners
211
15.3.4 Streamlined Operating Processes
211
15.4 Implementing the Concept of an Agile Port
212
15.4.1 Step 1: Management Commitment
213
15.4.2 Step 2: Process-improvement Team
213
15.4.3 Step 3: Setting the Standards
214
15.4.4 Step 4: Awareness of Staff Members
215
15.4.5 Step 5: Manager and Supervisor Training
215
15.4.6 Step 6: Goal Setting
215
15.4.7 Step 7: Removal of Error
216
15.4.8 Step 8: Corrective Actions
216
15.4.9 Step 9: Recognition and Reward
216
15.4.10 Step 10: Continuous Improvement
217
15.5 Concluding Remarks
217
References
218
16 Port Development 219
16.1 Introduction
219
16.2 The Operating Environment
220
16.2.1 Containerization
220
16.2.2 Concentration
221
16.2.3 Collaboration
222
16.2.4 Competition
222
16.3 Port Hinterland and Foreland
223
16.4 Evolution of a Port
225
16.4.1 Anyport Model
226
16.4.2 Development of Shipping Hubs
227
16.5 Transport Complex Economy
227
16.6 Concluding Remarks
229
References
230
Index 233
Y.H. Venus Lun, Kee-hung Cheng and T.C. Edwin Cheng all work for the Department of Logistics and Maritime Studies at The Hong Kong Polytechnic University.