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1、外文翻译-用港口物流及供应链管理方法来评价港口绩效 本科毕业论文外文翻译外文题目A logistics and supply chain management approach to port performance measurement 出 处MARIT POL MGMT 作 者Khalid Bichou and Richard Gray 原 文A logistics and supply chain management approach to port performance measurementBy Khalid Bichou and Richard GrayMARIT POL M
2、GMT 2004 VOL 31 NO 1 4767ABSTRACTAlthough there is widespread recognition of the potential of ports as logistics centres widely accepted performance measurements for such centres have yet to be developed The essence of logistics and supply chain management is an integrative approach to the interacti
3、on of different processes and functions within a firm extended to a network of organizations for the purpose of cost reduction and customer satisfaction The logistics approach often adopts a cost trade-off analysis between functions processes and even supply chains This approach could be beneficial
4、to port efficiency by directing port strategy towards relevant value-added logistics activities This paper seeks to show that through conceptualizing ports from a logistics and supply chain management approach it is possible to suggest a relevant framework of port performance A proposed framework is
5、 tested in a survey of port managers and other international experts Introduction Measures of port efficiency or performance indicators use a diverse range of techniques for assessment and analysis but although many analytical tools and instruments exist a problem arises when one tries to apply them
6、 to a range of ports and terminals Ports are very dissimilar and even within a single port the current or potential activities can be broad in scope and nature so that the choice of an appropriate tool of analysis is difficult Organizational dissimilarity constitutes a serious limitation to enquiry
7、not only concerning what to measure but also how to measure Furthermore the concept of efficiency is vague and proves difficult to apply in a typical port organization extending across production trading and service industries Ports have an important role to play in the integration of all three type
8、s of channel There are many organizations occupied or potentially occupied with logistics and supply chain integration within and around ports mainly in the role of logistics channel facilitators ocean carriers land-based carriers port operators freight forwarders port agents etc but also as public
9、institutions such as Customs authorities This paper seeks to adopt an approach that incorporates within a valid framework of analysis existing measures of port performance and efficiency the association of ports with logistics and supply chain management and appropriate measures of logistics and sup
10、ply chain management efficiency Background literature Port performance and efficiency UNCTAD suggests two categories of port performance indicators macro performance indicators quantifying aggregate port impacts on economic activityand micro performance indicators evaluating inputoutput ratio measur
11、ements of port operations In this paper we focus on the micro level Various references particularly UNCTAD monographs provide a range of port indicators by ratio type and category of operation There are many ways of measuring port efficiency or productivity although reducible to three broad categori
12、es physical indicators factor productivity indicators and economic and financial indicators Physical indicators generally refer to time measures and are mainly concerned with the ship eg ship turnaround time ship waiting time berth occupancy rate working time at berth Sometimes coordination with lan
13、d modes of transport is measured eg cargo dwell time or the time elapsed between cargo being unloaded from a ship until it leaves the portFactor productivity indicators also tend to focus on the maritime side of the portfor example to measure both labour and capital required to load or unload goods
14、from a ship Similarly economic and financial indicators are usually related to the sea access for example operating surplus or total income and expenditure related to gross registered tonnes GRT or net registered tonnes NRT or charge per twenty foot equivalent unit TEU Port impacts on the economy ar
15、e sometimes measured to assess the economic and social impacts of a seaport on its respective hinterland or foreland The results may be provided in port statistics eg the port of Rotterdam or by research institutes such as ISEMAR in FranceMany ports particularly those in urban areas have inadequate
16、land-side connections Land-side efficiency also needs to be addressed when ways are sought to expand port capacity Port capacity is difficult to measure or even to define It is nevertheless likely to be easier for a port to make better use of existing capacity rather than subsidize new transport inf
17、rastructure A logistics and supply chain approach may achieve better use of port capacity Port activities are usually measured by cargo output or through production functions In the first case the assessment of efficiency is based either on the contribution of a single factor productivity to port th
18、roughput such as output per worker or output per wharf or on the measurement of total cargo handling productivity where performance evaluation equates port operations to the production function Much empirical research falls under this category and seeks to compare actual output to optimum output usi
19、ng the frontier method Review of port literature relevant to logistics and supply chain management In the port and shipping literature few authors have addressed the issue of logistics and supply chain management within ports and across their network of organizations and many published works adopt a
20、 fragmented approach to port operationsAlthough current literature recognizes the role of ports as integral components of distribution systems many studies disaggregate total port operations and focus on single or a few elements of port activity Literature on port logistics has only developed over t
21、he last two decades or so for example by UNCTAD through a series of monographs on port management and operations or the World Bank s Port Reform Tool Kit describing recent trends in port management and suggesting a framework for port reform and development UNCTAD defines third generation ports as th
22、ose offering value-added services eg warehousing packaging inaddition to cargo handling and fourth generation ports as those that are separated geographically but with common operators or administration such as by global multi-port companies 42 In an effort to assess the logistics potential of ports
23、 Harding and Juhel distinguish between general logistics services GLS and value-added activities or logistics VAL with the latter being a common feature of containerised and general cargo They highlight the increasing role of ports as distriparks or dedicated areas for both GLS and VAL They also poi
24、nt out the future of inland logistics centres or dry ports eg inland container depots for logistics operations that do not need to be carried out in the seaport area Much of the literature advocating the future of ports as logistics centres highlights their nodal role in the changing patterns of mar
25、itime and intermodal transport eg hub and spoke systems but overlooks logistics integration of the various activities performed within the port organization itself Most published articles address separately different aspects of port management cost-analysis marketing strategic planning etc without i
26、ncorporating them into an integrated logistics framework of customer service total costs or trade-off analysis For instance the question of the total cost that a cargo bears throughout different port operations up to the final customer or user does not appear to have been discussed in the academic l
27、iterature The same applies to competitive benchmarking between the management of seaports and that of other entities with similar operational features eg airports or regional distribution centres For some this fragmented approach is mainly due to the complex organizational structure and management o
28、f ports although recent port privatization schemes may have made it relatively easier to apply an integrative logistics approach to port operations Fleming and Baird consider that the lack of a competitive community spirit among different port actors eg customs authorities is largely behind the diff
29、iculty of managing activities from a logistics perspective The complex organizational structure of ports has always been a central issue in most aspects of port management and probably constitutes the major obstacle to the development of a comprehensive conceptual framework of port logistics managem
30、ent Supply chain management extends the principle of logistics integration to all companies in the supply chain through strategic partnerships and cooperation arrangements Some regard the next challenge of supply chain management is to manage pliant flows so as to ensure that all parts of the chain
31、oscillate together in an holistic fashion In similar vein others stress the need for agile supply chains in order to survive in a rapidly changing global environment Paixao and Marlow advocate the application of agility to the port environment proposing that ports should be proactive rather than rea
32、ctive along supply chains in a modern globalized world economy Review of relevant logistics and supply chain measurements Many techniques of logistics measurement adopt ratio instruments of financial reporting and productive efficiency For instance logistics performance is assessed through productiv
33、ity and utilization measurement or by applying the DEA model to international channel productivity Most of the available logistics measurements correspond to a firms internal functions and processes For example a report by the European Logistics Association arranges logistics performance measurement
34、s into eight groups but does not organize them into an integrative and comprehensive framework Measurement techniques that have gained recognition from logistics professionals include activity-based costing ABC and total cost analysis TCA The former proposes an evaluation of the costs of a firms act
35、ivities based on the actual resources and time consumed to perform them whereas the latter proposes a trade-off analysis among different internal functions to minimize the total cost while at the same time maintaining customer satisfactionThe use of TCA is extended to external logistics performance
36、by integrating various flows and processes in the supply chain In the area of supply chain management the academic literature has been less successful in providing valid tools for performance measurement and most performance measurements have been initiated by practitioners or consultants rather tha
37、n through academic research Exceptions include Kaplan and Norton who combine several dimensions of performance measurement They provide a linear cause-and-effect model claimed to serve both measurement and management objectives The Supply-Chain Operations Reference SCOR initiative undertaken by the
38、Supply-Chain Council SCC attempts to integrate process reengineering benchmarking and process measurements into a cross-functional framework Holmberg s model proposes a conceptual framework of performance analysis throughout a systems approach to supply chain measurement Process benchmarking is a te
39、chnique that proposes the collaboration of all members in the supply chain for the purpose of process comparison and performance analysis Institutions at the trade channel level can play a valuable and neutral role in benchmarking Any valid performance model within a logistics and supply chain manag
40、ement context should integrate different measures of internal activities and link them to measurement activities of other entities in the supply chainTowards a logistics and supply chain approach for ports From the above discussion it appears that there may be a methodological difficulty in linking
41、supply chain performance measurements to ports Traditional port management is often typified by institutional fragmentation and conflict with other members of the logistics channel whereas the supply chain management philosophy advocates process integration and partnership A systemic approach to por
42、t performance is required The systems approach should allow a neutral and objective perception of a problem s definition and investigation and particularly helps in overcoming the obstacles of channel identification and conflicting standpoints However despite successive attempts to apply the systems
43、 approach to operational problems in shipping and ports very few would claim to apply the concept of systems thinking to the whole port organizationMethodology Action research The methodology adopted for this study works within the action research paradigm Action research is a process suitable where
44、 change is the main research subject and the researcher participates in the change process It requires a close relationship and collaboration between practitioners and researchers made possible in the research described in this paper when one of the authors undertook a short-term appointment with th
45、e World Bank Action research is most suitable for technique development or theory building but is less suitable for hypothesis testing Its advantage over traditional survey approaches is that the latter tend to be past-oriented or snapshots whereas action research is a forward-looking process with i
46、mplications beyond the immediate project Action research is undertaken by using an appropriate intervention technique analogous to experimentation The technique used in this approach is to present port managers and other experts with a model of port performance for examination and assessment by them
47、 leading to an improved model This technique is supported by a questionnaire of port managers focusing on performance indicators Exploratory investigation into feasibility of port performance modelAs an exploratory investigation individuals with different types of expertise related to ports were app
48、roached to comment on the relevance and feasibility of the proposed model shown in figure 3 with covering notes see appendix The participants consisted of three panels of experts namelyAnalysis and results Questionnaire responses and analysis The questionnaire investigated current techniques of port
49、 performance measurement The 45 respondent ports confirmed the regular use of combined indicators for both internal and external performance evaluation As shown in table 2 financial measures are the most commonly used closely followed by throughput measures for internal performance whereas productivity and economic-impact i
