oalogo2  

AUTHOR(S):

B. Hlača, S. Hirnig

 

TITLE

Selection Criteria of the Container Terminal Operational Model in the Port of Rijeka, Croatia

pdf PDF

ABSTRACT

The container terminal is an essential factor in the global supply chain and an important hub between modes of maritime and land transport. Public management system and global terminal operators have shown a strong interest in creating an efficient operational model of container terminals. With the growth of globalization and the consequent institutional reform in the port sector, joint venture between public and private partners have recently become a common operational model for port development. Private sector participation in joint venture models brings the necessary capital and know-how, and the expected effectiveness of core activities, construction, maintenance and operational activities. Port of Rijeka Container Terminal (PRCT) have a specific management model, where the Port of Rijeka Authority (PRA, the concession provider) and company Adriatic Gate Inc. (AGCT, concessionaire) have entered into a concession. The container terminal operational model can be categorized through a public, private or a combination of service delivery, the ownership of infrastructure, superstructure, handling equipment and stevedore activity. Some governments as part of the public management system and global terminal operators have shown a strong interest in creating an efficient container terminals operational model. With the growth of globalization and the consequent institutional reform in the port sector, public-private partnership has recently become a common operational model for port development. An important precondition for the conclusion of the concession agreement in Port of Rijeka Container Terminal (PRCT)is the obligation of investment in facilities superstructure and handling equipment by the concessionaire. In this article authors seek to find answers to the following questions in one hand what are the important criteria for choosing a container terminals operational model and to other what form of a operational model based on the share of the private sector, ownership and corporate performance is suitable for Port of Rijeka Container Terminal (PRCT).

KEYWORDS

Port of Rijeka Container Terminal, operational model, joint venture, public and private port relation

REFERENCES

[1].Alderton, P. M. (2008). Port management and operation (3rd ed.). Informa: London.

[2].Baird, A. J. (1995). Privatization of trust ports in the United Kingdom: Review and analysis of the first sales. Journal of Transport Policy, 2(2), 135–143.

[3].Chao, S. L., & Lin, Y. J. (2011). Evaluating advanced quay cranes in container terminals.

[4].Transportation Research Part E: Logistics and Transportation Review, 47(4), 432– 445.

[5].Chen, J. H., Lee, D. H., & Cao, J. X. (2012). A combinatorial benders’ cuts algorithm for the quayside operation problem at container terminals. Transportation Research Part E: Logistics and Transportation Review, 48(1), 266– 275.

[6].Cheon, S. H., Dowall, D. E., & Song, D.W. (2010). Evaluating impacts of institutional reforms on port efficiency changes: ownership, corporate structure, and total factor productivity changes of world container ports. Transportation Research Part E: Logistics and Transportation Review, 46(4), 546–561.

[7].Cheung, R.K., Li, C. L., & Lin, W. (2002). Interblock crane deployment in container terminals.Transportation Science, 36(1), 79–93.

[8].David, P. A., & Stewart, R. D. (2010). International logistics - the management of international trade operations (3rd ed.). USA: Cengage Learning.

[9].Dekker, S., & Verhaeghe, R. J. (2012). The blackwell companion to maritime economics (1st ed.). USA: Blackwell.

[10].Dolan, J.G. (2008). Shared decisionmaking - transferring research into practice: The analytic hierarchy process (AHP). Patient Education and Counseling, 73(3), 418– 425.

[11].Drewry Maritime Research. (2014). Global container terminal operators annual review and forecast 2013. http://www.drewry.co.uk/news.php?id=23 2. Accessed 27 June 2014.

[12].European Journal of Operational Research 147: 1-16

[13].Farrell, S. (2012). The ownership and management structure of container terminal concessions. Maritime Policy and Management, 39(1), 7–26.

[14].Fransoo, J. C., & Lee, C.Y. (2013). The critical role of ocean container transport in global supply chain performance. Production and Operations Management, 22(2), 253–268.

[15].Gupta, G., & Gupta, H. (1992). Outsourcing the IS function - is it necessary for your organization? Information System Management, 9(3), 44–50.

[16].Heaver, T., Meersman, H., & Moglia, F., Van De Voorde, E. (2000). Do mergers adn alliances influence European shipping and port competition? Maritime Policy and Mangement, 27(4), 363–373.

[17].Ho, W. (2008). Integrated analytic hierarchy process and its applications—A literature review. European Journal of Operational Research, 186(1), 211–228. Jin, J. G., Lee, D. H., & Cao, J. X. (2014).

[18].Storage yard management in maritime container terminals. Transportation Science. (article in advance)

[19].Kim, K. H., & Kim, H. B. (2002). The optimal sizing of the storage space and handling facilities for import containers.

[20].Transportation Research Part B: Methodological, 36(9), 821–835.

[21].Kolstad, I., &Villanger, E. (2008). Determinants of foreign direct investment in services. European Journal of Political Economy, 24(2), 518–533.

[22].McFarlan, F. W., & Nolan, R. L. (1995). How to manage an IT outsourcing alliance? Sloan

[23].Management Review, 36(2), 8–23.

[24].Maritime Domain and Sea Port Law in Republic of Croatia, 1995

[25].Meisel, F., &Bierwirth, C. (2013).Aframework for integrated berth allocation and crane operations planning in seaport container terminals. Transportation Science, 47(2), 131–147.

[26].Murty KG, Liu J, Wan YW, Linn R (2005) A decision support system for operations in a container terminal. Decision Support Systems 39: 309-332

[27].Musso, E., Ferrari, C.&Benacchio, M. (2006). Port investment: Profitability, economic impact and financing. In K.

[28].Cullinane&W. Talley (Eds.), Port economics: Research in transport economics (Vol 16, pp. 171–218) Amsterdam:

[29].Elsevier. Ng, A., & Yu, K. (2006). Assessing the attractiveness of ports in the North European container transhipment market: An agenda for future research in port competition. Maritime Economics and Logistics, 8(3), 234–250.

[30].Notteboom, T. E., & Winkelmans, W. (2001). Structural changes in logistics: How will port authorities face the challenge? Maritime Policy and Management, 28(1), 71–89.

[31].Notteboom, T. E., & Rodrigue, J. P. (2010). The corporate geography of global container terminal operator. Maritime Policy and Management, 39(3), 249–279

[32].Pallis, A. A.,Vitsounis, T. K., & Langen, P.W. D. (2010). Port economics, policy and management: Review of an emerging research field. Transport Reviews, 30(1), 115–161.

[33].Port of Rijeka Authority Arhieve 2011 – 2012

[34].Port of Rijeka Inc. Arhieve 2011 Quinn, J. B., & Hilmer, F. G. (1994).

[35].Strategic outsourcing. Sloan Management Review, 35(4), 43–55.

[36].Riopel D (eds) Logistics Systems: Design and Optimization, pp 213-243. Springer, New York

[37].Rao, K., &Young, R. R. (1994). Global supply chains: Factors influencing outsourcing of logistics functions.

[38].International Journal of Physical Distribution and Logistics Management, 24(6), 11–19.

[39].Rossignol, M. H. L. (2007). Global terminal operators: An overview. the InterAmerican Committee on Port (CIP):Washington.

[40].Saaty, T. L. (1980). The analytic hierarchy process. NewYork: McGraw-Hill.

[41].Smith, M. A., Mitra, S., & Narasimhan, S. (1998). Information systems outsourcing: A study of pre-event firm characteristics.

[42].Journal of Management Information Systems, 15(2), 61–93.

[43].Steenken D, Voß S, Stahlbock R (2004) Container terminal operation and operations research – a classification and literature review. OR Spectrum 26: 3-49

[44].Taleb-Ibrahimi, M., Castilho, B. D., & Daganzo, C. F. (1993). Storage space vs handling work in container terminals.

[45].Transportation Research Part B: Methodological, 27(1), 13–32.

[46].Tongzon, J., &Heng,W. (2005). Port privatization, efficiency and competitiveness: Some empirical evidence from container ports (terminals).

[47].Transportation Research Part A: Policy and Practice, 39(5), 405–424. United Nations Conference on Trade and Development (UNCTAD). (2013). Review of maritime transport 2013. NewYork: United Nations Publication.

[48].Vaidya, O. S., & Kumar, S. (2006). Analytic hierarchy process: An overview of application. European Journal of Operational Research, 169(1), 1–29.

[49].Verhoeven, P. (2010).A review of port authority functions: Towards a renaissance? Maritime Policy and Management, 37(3), 247–270.

[50].Yang CH, Choi YS, Ha TY (2004) Simulation-based performance evaluation of transport vehicles at automated container terminals. OR Spectrum 26: 149-170

[51].Wang M (2005) The rise of container transport in Asia. In: Lee TW, Cullinane K (eds)

[52].World Shipping and Port Development, pp 10-35. Palgrave, Basingstoke

[53].Wiegmans, B. W., Ubbels, B., & Rietveld, P., Nijkamp, P. (2002). Investments in container terminals: Public private partnerships in Europe. Maritime Economics, 4(1), 1–20.

[54].Zhang, C.,Wan,Y.W., Liu, J., &Linn, R. J. (2002). Dynamic crane deployment in container storage yards. Transportation Research Part B: Methodological, 36(6), 537–555.

[55].Zhang, C., Liu, J., Wan, Y. W., Murty, K. G., & Linn, R. J. (2003). Storage space allocation in container terminals. Transportation Research Part B: Methodological, 37(10), 883–903. www.rijekadanas.com, 28.12.2015.

Cite this paper

B. Hlača, S. Hirnig. (2016) Selection Criteria of the Container Terminal Operational Model in the Port of Rijeka, Croatia. International Journal of Economics and Management Systems, 1, 110-133

 

cc.png
Copyright © 2017 Author(s) retain the copyright of this article.
This article is published under the terms of the Creative Commons Attribution License 4.0