港口的效率及国际贸易：港口的效率作为一个决定性的海洋运输成本【外文翻译】
港口运营管理与效率提升
港口运营管理与效率提升港口作为国家经济和贸易的重要节点，对于国际贸易和物流运输起到了举足轻重的作用。
如何有效地管理和运营港口成为了一个重要的课题。
本文将探讨港口运营管理的重要性和如何提升港口的效率。
一、港口运营管理的重要性港口作为连接海上和陆上交通的纽带，是国内外商品和货物流通的重要枢纽。
良好的港口运营管理能够带来以下几点好处：1.货物流通效率提升：有效的港口运营管理能够加快货物的卸载、装载和储存过程，减少货物滞留的时间，提高货物流通的速度。
这不仅可以降低物流成本，还能够满足客户对于快速交付的需求。
2.港口资源的充分利用：合理的港口运营管理能够合理规划港口的资源，提高资源的利用率，降低系统的运营成本。
比如，有效的货物流转计划、集装箱堆存方案等，能够确保港口设备和人力资源的高效利用。
这对于提高整个港口的经济效益至关重要。
3.加强港口安全管理：港口作为一个关键的国家安全节点，需要加强港口安全管理。
合理的运营管理能够提高港口安全的能力，降低安全风险和事故发生的可能性。
比如，合理的通关制度、保障港口设备正常运行等均能够提高港口的安全性。
二、港口效率提升的方法为了提升港口的运营效率，我们可以从以下几个方面进行努力：1.智能化技术的应用：现代信息技术的发展为港口运营管理提供了许多新的解决方案。
比如，借助物联网技术，我们可以实时监控货物流向和设备状态，以便对港口资源进行合理调度。
另外，人工智能技术也可以应用于港口运营管理中，通过大数据分析提供合理的决策依据。
2.流程优化和标准化管理：通过优化流程和建立标准化管理制度，可以提高工作效率和资源利用率，减少人为因素对运营的干扰。
比如，建立高效的作业流程，规范员工操作行为，能够提高工作效率并降低错误率。
3.人员培训和技能提升：港口运营管理需要专业、熟练的操作人员和管理人才。
通过加强人员培训和技能提升，可以提高员工的专业素质和技术水平，从而提升整个港口的运营效率。
4.合理规划港口设施和设备：港口的设施和设备是港口运营的基础，合理规划和选配适当的港口设施和设备能够提高港口的运营效率。
港口码头作业效率评估与优化研究
港口码头作业效率评估与优化研究近年来，随着全球经济的迅速发展和国际贸易的持续增长，港口码头作业效率成为了各个港口管理者亟待解决的问题。
如何评估和优化港口码头作业效率，已经成为了研究者们的关注点。
本文将探讨港口码头作业效率评估与优化的一些方法和措施，以期为港口管理者提供一些有益的建议。
首先，港口码头的作业效率评估是非常重要的。
评估港口码头的作业效率，需要从多个角度进行考虑。
首先是物流效率。
物流效率是指港口码头在货物运输和装卸方面所表现出的效率。
这可以通过货物周转时间、装卸效率以及货物堆放和储存效率来评估。
其次是运输效率。
运输效率是指港口码头在运输过程中所表现出的效率。
这可以通过运输距离、运输成本以及运输速度来评估。
最后是服务效率。
服务效率是指港口码头为客户提供的服务的效率。
这可以通过客户满意度、服务质量以及服务响应时间来评估。
其次，为了优化港口码头的作业效率，可以采取一些措施。
首先是提高装卸设备的效率。
装卸设备的效率直接关系到整个港口码头作业的效率。
通过引进先进的装卸设备，可以提高装卸效率，从而减少货物周转时间。
其次是优化作业流程。
作业流程的优化可以通过合理规划各个环节的作业顺序和调度方式来实现。
此外，还可以通过信息化手段实现作业流程的优化。
通过信息化手段，可以实现对港口码头作业的实时监控和调度，从而提高作业效率。
最后是加强人员培训。
通过加强人员的培训，可以提高工作人员的技能水平和作业效率，从而进一步提高港口码头的作业效率。
在港口码头作业效率优化的过程中，还需要注意一些问题。
首先是安全问题。
在优化港口码头作业效率的同时，也要注重安全生产。
只有保证作业的安全，才能真正提高码头作业效率。
其次是协调问题。
在优化港口码头作业效率的过程中，需要协调管理者、工人、装卸设备提供商等各个方面的利益。
只有实现各方利益的协调，才能真正实现港口码头作业效率的优化。
最后是环境问题。
优化港口码头作业效率的同时，也要关注环境保护。
港口物流效率评价与提升
港口物流效率评价与提升港口作为国际贸易的重要枢纽，其物流效率直接影响着国家的经济发展。
高效的港口物流不仅能够降低物流成本，提高货物通关速度，还能够增强国家的国际竞争力。
因此，对港口物流效率的评价与提升具有重要的现实意义。
港口物流效率评价港口物流效率的评价涉及多个方面，包括货物运输效率、港口设施利用效率、货物通关效率等。
以下将对这些方面进行详细分析。
货物运输效率货物运输效率是衡量港口物流效率的重要指标之一。
货物运输效率的高低取决于船舶的靠泊时间、装卸作业效率以及航道的通行能力。
要提高货物运输效率，就需要优化船舶的调度计划，提高装卸作业的自动化水平，以及加强航道的维护与管理。
港口设施利用效率港口设施利用效率是指港口现有设施的利用程度，包括码头、仓库、堆场等。
要提高港口设施利用效率，就需要合理安排货物堆存计划，提高码头的作业效率，以及优化仓库的存储空间。
货物通关效率货物通关效率是衡量港口物流效率的关键指标之一。
高效的货物通关能够减少货物的等待时间，提高港口的物流效率。
要提高货物通关效率，就需要简化通关流程，加强部门之间的协调与配合，以及提高海关的作业效率。
港口物流效率提升策略针对上述评价指标，以下将提出一些港口物流效率的提升策略。
优化船舶调度计划通过科学的船舶调度算法，合理安排船舶的靠泊时间，可以有效减少船舶的等待时间，提高货物运输效率。
提高装卸作业自动化水平通过引入自动化装卸设备，提高装卸作业的效率，可以有效缩短货物的运输时间，提高港口物流效率。
加强航道维护与管理定期对航道进行维护与管理，确保航道的通行能力，可以有效提高货物运输效率。
合理安排货物堆存计划通过合理的货物堆存计划，提高港口设施的利用效率，可以有效提高港口物流效率。
简化通关流程通过简化通关流程，减少货物的等待时间，可以有效提高货物通关效率。
加强部门之间的协调与配合通过加强部门之间的协调与配合，提高海关的作业效率，可以有效提高货物通关效率。
港口效率非常低英语作文
港口效率非常低英语作文英文回答：The efficiency of ports has become a critical concernin the global supply chain, impacting international trade and economic development. While numerous factors contribute to port inefficiency, the most prevalent issues include:Infrastructure Deficiencies: Many ports lack modern infrastructure, such as automated cargo handling systems, deep-water berths, and efficient road and rail networks. This leads to congestion, delays, and increased handling costs.Inadequate Capacity: Ports often face capacity constraints due to limited space, outdated equipment, or insufficient skilled labor. This can result in long queues of vessels waiting to berth and delays in cargo movement.Inefficient Processes: Manual and paper-based processesstill dominate many port operations, leading to errors, slow documentation, and inefficient communication. The lack of digitalization and automation hinders the smooth flow of cargo.Labor Disputes: Labor disputes, such as strikes and slowdowns, can significantly disrupt port operations. These disputes can arise from issues related to wages, working conditions, or union grievances.Lack of Coordination: Multiple stakeholders, including port authorities, shipping lines, freight forwarders, and customs agencies, often operate independently, leading to a lack of coordination and communication. This can result in delays and inefficiencies in cargo handling.Cybersecurity Threats: Ports are vulnerable to cybersecurity attacks that can disrupt operations, compromise sensitive data, and cause delays. The increasing use of technology in port operations makes them more susceptible to cyber threats.Addressing port inefficiency requires a comprehensive approach that involves:Infrastructure Investments: Governments and port authorities need to invest in modern infrastructure, including automated systems, deep-water berths, and improved road and rail connectivity. This will enhance port capacity and efficiency.Digitalization and Automation: Ports should embrace digitalization and automation technologies to streamline processes, reduce errors, and improve communication. This can include implementing electronic data interchange (EDI), automated cargo handling systems, and smart port technologies.Capacity Optimization: Ports can optimize their capacity through better planning and scheduling, vessel queuing management, and the use of simulation tools. This will help reduce congestion and improve cargo throughput.Improved Labor Relations: Maintaining positive laborrelations is crucial for efficient port operations. Governments and port authorities should foster dialogue between unions and management to address concerns and prevent disruptions.Effective Coordination: Stakeholder collaboration and coordination are essential for seamless port operations. Establishing clear communication channels and implementing collaborative platforms can improve information sharing and coordination.Cybersecurity Measures: Ports must implement robust cybersecurity measures to protect critical infrastructure and data from cyber threats. This includes regular security audits, incident response plans, and staff training.中文回答：港口效率低下。
国际海运物流的效率与成本分析
国际海运物流的效率与成本分析随着全球化的发展，国际贸易的规模不断扩大，国际海运物流成为连接各国经济的重要纽带。
国际海运物流的效率和成本对于全球贸易的顺利展开至关重要。
本文将对国际海运物流的效率和成本进行分析，并提出一些建议来提高其效率并降低成本。
首先，国际海运物流的效率对于贸易的顺利进行至关重要。
效率的提高可以缩短供应链的时间，减少运输成本，并提高可靠性。
目前，一些国际海运物流公司已经采用了先进的信息技术来优化其运营过程。
比如，使用物联网技术可以实时追踪和监管货物的位置和状态，从而提高物流的可视化程度。
此外，采用电子数据交换系统可以加快信息流通速度，从而减少处理时间和减少错误发生的可能性。
这些技术的应用有助于提高国际海运物流的效率，保证货物能够按时到达目的地。
其次，国际海运物流的成本也是一个重要的考虑因素。
降低物流成本可以提高企业的竞争力，并为消费者提供更具竞争力的价格。
在国际海运物流中，运输成本通常占据较大的比重。
因此，减少运输成本是一个关键的目标。
为了实现这一目标，需要采取一些措施来降低成本。
例如，合理规划货物的装载和集装箱的利用率，可以最大限度地减少空载和半载带来的浪费。
此外，与供应商和运输供应商进行谈判，争取更有利的价格和条款，也是降低成本的有效方法。
此外，采用可再生能源和节能技术还可以减少物流运输的环境影响，并降低能源成本。
然而，要提高国际海运物流的效率和降低成本还需要面临一些挑战。
首先，国际海运物流涉及的环节众多，参与者众多，需要协调各方合作。
这就需要有一个高效的合作平台来促进所有相关方的协调和信息共享。
其次，政策和法规对国际海运物流的影响也不可忽视。
不同国家和地区对物流活动有不同的限制和要求，需要制定一些统一的规范和标准，以促进国际海运物流的顺利进行。
此外，传统的物流模式也面临着一些问题，比如对于小批量多次配送的需求和逆向物流的处理。
这些问题需要通过创新和技术的应用来解决，以提高效率和降低成本。
港口物流中的货物运输效率
港口物流中的货物运输效率货物运输效率在港口物流中起着至关重要的作用。
一流的货物运输效率不仅可以提升港口的竞争力，还可以帮助企业降低运输成本，加快物流周期，提高客户满意度。
本文将从港口设备、流程优化和技术创新等方面，探讨如何提高港口物流中的货物运输效率。
一、港口设备的升级港口设备的升级对货物运输效率有着直接的影响。
首先，在港口码头上，应当配置足够的起重机和堆高机，以提高装卸效率。
起重机应当具备高效、安全的特点，并且能够适应各种类型货物的吊装。
其次，应考虑使用自动化的输送设备，例如无人驾驶的运输车辆和输送带等，以降低人力成本，提高货物的运输效率。
此外，港口设备的维护和保养也至关重要，定期检修和更新设备，确保设备的正常运行，以提高货物运输效率。
二、流程的优化港口物流的运作流程需要不断地进行优化，以提高货物运输效率。
首先，可以通过优化货物的装卸顺序，减少装卸设备的空闲时间。
优先处理到港时间较长的货物，减少货物的等待时间，提高装卸效率。
其次，可以引入快速通关服务，加快货物的通关速度，减少等待时间。
同时，建立高效的运输安排和配送网络，合理调度车辆，减少空载率，提高货物的运输效率。
此外，优化港口的仓储管理，确保货物的及时出入库，避免货物积压，提高货物周转速度。
三、技术创新的应用在港口物流中应用先进的技术创新，可以极大地提高货物运输效率。
首先，可以利用大数据分析技术，对货物运输数据进行分析和挖掘，找出运输环节的瓶颈，及时采取措施进行优化。
其次，可以应用物联网技术，实现货物的追踪和监控，提高运输的可视化程度，减少信息传递的时间和成本。
此外，可以利用无人机技术进行货物的快速巡检，节省人力资源，提高巡检效率。
还可以应用人工智能技术进行货物的智能匹配和调度，提高货物运输的灵活性和效率。
综上所述，提高港口物流中的货物运输效率需要从多个方面入手。
通过升级港口设备，优化流程，应用技术创新，可以有效地提高货物的装卸速度、降低物流成本，从而提升港口物流的竞争力和效益。
港口和船舶运营的协同效应
港口和船舶运营的协同效应港口作为国际贸易的重要枢纽，其效率和能力对全球供应链的流畅运作至关重要。
船舶运营则是港口功能实现的核心，两者之间存在着紧密的协同效应。
本文将深入探讨港口与船舶运营之间的相互作用，以及它们如何共同推动全球贸易发展。
港口的角色港口是船舶卸货、装货以及船舶补给的重要场所，同时也是货物集散地和国际贸易的关键节点。
港口的效率直接影响着船舶的停泊时间、运输成本以及整个供应链的稳定性。
一个高效运转的港口能够提供快速便捷的货物处理能力，减少船舶等待时间，提高船舶的运营效率。
船舶运营的重要性船舶运营是港口运作的重要组成部分。
船舶不仅是港口货物运输的主要载体，也是连接港口与其他海域及内陆地区的桥梁。
船舶运营的效率直接关联到港口的吞吐量、船舶的航行安全和货物的准时交付。
船舶的快速调度、经济燃油效率和高级别的船员培训都是提高船舶运营效率的关键因素。
协同效应的体现港口与船舶运营之间的协同效应体现在多个方面。
首先，港口的基础设施建设和船舶的技术更新相互促进，以满足不断增长的运输需求。
例如，深水港的建设可以容纳更大型的船舶，而更先进的船舶技术可以提高港口的货物装卸速度。
其次，港口的运营管理能力与船舶的导航技术相结合，能够有效减少船舶在港口的停泊时间。
例如，智能化的港口操作系统可以与船舶的自动识别系统相连接，实现快速通关和高效调度。
此外，港口与船舶运营的协同还表现在对环境保护的共同努力上。
绿色港口的建设，如使用清洁能源、减少废气排放和船舶垃圾处理，与船舶的环保设计如船舶尾气净化装置相辅相成，共同维护海洋环境的清洁。
港口与船舶运营的协同效应是推动全球贸易发展的重要力量。
两者的紧密合作不仅提高了运输效率，降低了成本，也为环境保护做出了贡献。
随着科技的进步和全球贸易的增长，港口与船舶运营之间的协同效应将越发显著，为国际贸易的繁荣提供稳定的物流保障。
以上内容为左右，之后的章节将详细分析具体案例，探讨未来发展趋势以及面临的主要挑战。
港口和码头管理提高港口效率的关键实践
港口和码头管理提高港口效率的关键实践港口是国际贸易的重要枢纽，对经济发展起着至关重要的作用。
为了提高港口的运营效率，港口和码头管理成为关键的实践。
本文将探讨几个关键的实践，以提高港口的效率。
一、优化港口设施规划优化港口设施规划是提高港口效率的首要任务。
合理规划港口的布局和设施，可以提高吞吐能力和货物处理速度。
首先，港口的设计应充分考虑货物种类和容量，以确保港口可以适应不同类型和规模的货物运输需求。
其次，港口设施的布局应合理，以便货物的进出流程更加高效顺畅。
最后，港口还应配备先进的设备和技术，以提高装卸效率和安全性。
二、强化货物信息管理强化货物信息管理是提高港口效率的重要实践之一。
通过建立先进的信息系统，港口管理人员可以实时监控货物的位置和状态，及时响应和调整物流路径，以提高货物的运输效率和准确性。
此外，有效的信息管理还可以帮助港口管理人员预测和解决潜在的运输问题，提前做好准备，从而避免不必要的延误和损失。
三、优化人力资源管理优化人力资源管理是提高港口效率的另一个重要实践。
港口的运营需要大量各项专业技能的人才，包括船员、码头工人、物流人员等。
因此，建立灵活的人力资源管理机制，并提供必要的培训和发展机会，可以确保港口能够拥有一支高素质的人才队伍。
此外，港口管理人员还应优化人员的工作组织和配合，确保各个环节的协同运作，提高工作效率。
四、加强安全管理加强安全管理是提高港口效率的不可或缺的实践。
港口作为集散货物的重要节点，安全管理是保障货物和人员安全的关键。
港口管理人员应制定完善的安全制度和操作规范，加强安全培训和教育，确保所有人员都具备必要的安全意识和技能。
同时，港口还应配备先进的安全设备和技术，保障港口区域的安全监控和应急处置能力。
综上所述，优化港口设施规划、强化货物信息管理、优化人力资源管理和加强安全管理是提高港口效率的关键实践。
只有通过多方面的综合措施，才能够有效提高港口的运营效率，为国际贸易的发展提供有力支撑。
港口与航运设施全球贸易的关键基础
港口与航运设施全球贸易的关键基础全球贸易在现代经济中扮演着重要的角色。
为了实现进出口物流的顺利运转和产品的流通，港口与航运设施成为不可或缺的关键基础。
本文将探讨港口与航运设施在全球贸易中的重要性和影响。
一、港口的作用港口作为国际贸易的枢纽，提供了进出口货物的集散地和转运点。
首先，港口为海运提供了必要的停泊、装卸和保护货物的设施。
这使得海运成为全球贸易中最重要的物流方式之一。
其次，港口作为物流中心，能够提供有效的仓储和配送服务，使得货物能够在运输过程中得到高效管理和监控。
此外，港口还承担着维修、加油等服务，确保船只的正常运行。
二、航运设施的作用航运设施是指船舶、码头、航道等一系列与海运相关的设施和设备。
船舶作为水上交通工具，能够承载大量货物，并在港口之间进行运输。
码头则提供了停泊和装卸货物的场所，为货物的流转提供了便利条件。
航道的良好状况能够保障船只的顺利航行，减少时间和成本的浪费。
三、港口与航运设施对全球贸易的影响1. 促进国际间贸易往来港口与航运设施的建设和发展，为不同国家和地区之间的贸易往来提供了便捷通路。
通过航运，货物能够快速从一个地方运往另一个地方，促进了全球贸易的发展和扩大。
2. 降低物流成本港口和航运设施的完善，使得全球贸易的物流系统更加高效。
货物能够快速进出口，并通过航运设施的集散转运，减少了中间环节的停滞和库存，从而降低了物流成本。
3. 提高贸易安全性港口和航运设施不仅提供了高效的物流通道，还在安全方面发挥着重要作用。
现代港口在装卸和仓储过程中使用先进的安全设备和技术，确保货物的安全性。
此外，港口也承担着海关监管等职责，确保贸易活动的合法性和安全性。
4. 促进经济发展港口和航运设施的建设和运营需要大量的人力和物力投入，为当地提供了就业机会，并推动相关产业的发展。
港口的繁忙运营也带动了物流、贸易和旅游等相关行业的兴起和发展，为经济的增长贡献了力量。
综上所述，港口与航运设施在全球贸易中扮演着关键的基础性角色。
港口物流运营效率评价方法研究
港口物流运营效率评价方法研究港口物流是贸易和经济发展中不可或缺的一环。
随着全球化的进程和国际贸易的增长，港口物流运营效率的提高对于各国的经济发展具有重要意义。
本文将探讨港口物流运营效率评价方法的研究，并分析其应用前景。
首先，港口物流运营效率评价方法可以分为定性和定量两种。
定性方法通过对港口物流运营的各个方面进行描述和评估，以得出一个主观的判断。
定量方法则借助数据和统计分析的手段，通过量化指标来评价港口物流运营效率。
两种方法在实际应用中可以相互结合，以获得更准确的评价结果。
其次，港口物流运营效率评价方法主要包括技术效率评价和经济效率评价。
技术效率评价关注的是在给定资源和技术条件下，港口物流系统所能达到的最高产出。
常用的技术效率评价方法有数据包络分析法（DEA）、随机前沿分析法（SFA）等。
而经济效率评价则强调在港口物流运营中所产生的经济效益，如货物周转速度、装卸效率等。
经济效率评价方法主要包括利用成本效益分析法（CBA）、收益效率分析法（REA）等。
另外，港口物流运营效率评价还可以从多个角度来进行。
从港口内部的角度，可以评价港口的装卸设备利用率、仓库、运输等环节的效率。
从港口与港口之间的角度，可以评价港口之间的联动效率和协同效能。
从港口整体的角度，可以评价港口在物流运输中的综合效率，包括生产、运输和仓储等环节。
此外，港口物流运营效率评价方法的研究还需要考虑到多种因素的影响。
例如，港口的地理位置、港口的规模和设备水平、港口的管理和组织能力等。
这些因素都会对港口物流运营效率产生重要影响，评价方法需要综合考虑并建立相应的指标体系。
最后，港口物流运营效率评价方法的研究对于港口的管理和运营具有重要的指导意义。
通过评价方法，可以了解港口物流运营的强项和改进之处，以提高整体效率。
同时，港口物流运营效率评价方法的研究也可以促进港口间的竞争和合作，实现资源的优化配置和经济效益的最大化。
综上所述，港口物流运营效率评价方法的研究是一个复杂而又重要的课题。
港口运营管理中的作业效率与效能优化
港口运营管理中的作业效率与效能优化港口作为国际贸易的重要枢纽，其运营管理的效率与效能对于经济发展具有重要意义。
本文将从港口作业流程、技术创新以及人力资源管理等方面，探讨港口运营管理中的作业效率与效能优化。
一、港口作业流程的优化港口作业流程是港口运营管理的核心，其优化对于提高作业效率与效能至关重要。
首先，港口可以通过合理规划船舶进出港的时间，减少船舶等待时间，提高作业效率。
其次，港口可以引入先进的设备和技术，自动化作业流程，减少人为操作的错误和延误，提高作业效率。
此外，港口还可以通过优化货物运输流程，减少货物在港口内的停留时间，提高货物周转率，提高作业效能。
二、技术创新的应用技术创新是提高港口运营管理效率与效能的重要手段。
首先，港口可以引入物联网技术，实现设备之间的互联互通，提高作业效率。
例如，通过物联网技术，港口可以实时监控设备的工作状态，及时发现故障并进行维修，避免设备故障对港口作业造成的延误。
其次，港口可以引入人工智能技术，实现智能化作业流程，提高作业效能。
例如，通过人工智能技术，港口可以对货物进行智能识别和分类，提高货物的处理速度和准确性。
此外，港口还可以利用大数据分析技术，对港口作业数据进行分析，优化作业流程，提高作业效率与效能。
三、人力资源管理的优化人力资源是港口运营管理中不可忽视的重要因素，其优化对于提高作业效率与效能具有重要意义。
首先，港口可以通过培训和教育，提高员工的专业素质和技能水平，提高作业效率。
例如，港口可以组织员工参加相关培训课程，提高他们对港口作业流程和技术的理解和掌握。
其次，港口可以通过激励机制，激发员工的工作积极性和创造力，提高作业效能。
例如，港口可以设立奖励制度，对员工的出色表现进行奖励，激励他们提高工作效率和质量。
此外，港口还可以通过合理安排员工的工作时间和休息时间，提高员工的工作效率和生产力。
综上所述，港口运营管理中的作业效率与效能优化是一个综合性的问题，需要从作业流程、技术创新以及人力资源管理等方面进行综合考虑和优化。
《港口企业管理》期末考试试卷附答案
（2）作业船舶工班计划开工舱口数、配工人数，机械配备的各种类型和数量等；
（3）船舶装卸量计划和昼夜装卸量计划；
（4）单船装卸量计划；
（5）单船计划开工和作业完了时间；
（6）船舶靠泊后中途中断一工班以上的原因；
（7）安全质量措施。
《港口企业管理》期末考试试卷附答案
一、名词解释（每小题5分，共20分）
1.港口操作量
2.重点舱
3.港口通过能力
4.工时定额
二、填空题（每空3分，共30分）
1.任何设备都存在着两类磨损，一是，二是。
2.港口装卸工作量指标包括、和货物起运量。
3.船舶在港停泊的时间有、和自然因素引起的停泊时间三部分组成。
4.工时定额：是指在一定的生产技术组织条件下，装卸一吨货物所需的时间消耗。
二、填空题
1.有形磨损无形磨损
2.装卸自然吨操作量
3.生产性停泊时间非生产性停泊时间
4.类推比较法技术测定法
5.港口设施与设备港口的自然条件
三、简答
1.答：港口是运输链上的一个环节，是运输网络的枢纽，具有如下功能：
（1）运输、中转的功能。这是港口的首要功能。货物到达港口可能并不是目的地、而只是为了能继续运输而集中贮存、分配、分流等作业的完成，为了实现运输的继续。港口必须完成在相同或不同运输工具之间的换装和转载。
5.简述昼夜轮班作业计划的概念及其主要内容。
港口企业管理参考答案：
一、名词解释
1.港口操作量：港口操作量是指通过一个完整的操作过程，所装卸、搬运货物的数量。
2.重点舱：一般是指装卸作业延续时间最长的舱口。
3.港口通过能力：港口通过能力又称港口吞吐能力。它是指在一定的技术和生产组织条件下，港口在一定时间（年、月、日）内装卸船舶所载货物的最大数量，即最大吞吐量，单位为吨。
外文翻译--越南港口效率和竞争力体系的分析
本科毕业论文外文翻译外文题目：An Analysis of the Efficiency and Competitiveness of Vietnamese Port System出处Department of Maritime Business作者：Vinh Van Thai and Devinder Grewal原文：An Analysis of the efficiency and Competitiveness ofVietnamese Port Systemby Vinh Van Thai and Devinder GrewalABSTRACTPorts, as one of the important links between different modes of transport within the logistics chain, have special essence since their efficiency and competitiveness will certainly have an impact on the chain, and hence the national and regional economy. Vietnam, as a developing country gradually integrating into the regional and global economy, is rationalizing its economic sectors, including transportation. In this environment, ports play a vital role for the purpose of achieving comparative advantages in the international market. However, the Vietnamese port system is burdened with out dated work practices, low efficiency and poor competitiveness compared to other ports in the region. This paper identifies some of the problems in the Vietnamese port system and proposes strategies to address them.Keywords: Vietnam, port, efficiency, competitiveness, analysisINTRODUCTIONThe paper is organized in four main sections. The first part sets the general background and overview on port geography in Vietnam. The second section addresses the issues ofefficiency and competitiveness of the Vietnamese port system. The third part proposes some development strategies based on previous discussions, followed by the last section that sums up the paper.General back groundVietnam is located in the Indochina peninsula in South East Asia and shares the borders with China in the North, Laos and Cambodia in the West and has her East coast facing the South China Sea. The country is situated within the tropical zone and has a tropical monsoon climate. As Vietnam is a narrow and long country stretching from the south of China down to the Gulf of Thailand, the seasons also vary from the north to the south of the country. In the north, there are visibly four seasons; however, the southern part of the country experiences only two seasons all year round, namely the tropical dry and the tropical wet. As far as tidal regimes are concerned, ports in the north see mainly the diurnal tidal regime while in the central region there is a combination of semi-diurnal, irregular semi-diurnal and irregular diurnal regimes. In the south, the tidal regimes in existence are semi-diurnal and irregular semi-diurnal.Brief overview on port geography in VietnamVietnam has more than 3,000kilometres of coast line stretching from north to south of the country. The Vietnamese port system consists of both ports along the coast line and the ones located on rivers. According to Vietnam Maritime Bureau (VINAMARINE, 2003), there are currently more than 90 ports which can receive vessels on international voyages and several dozen of other ports for internal trade. The Vietnam Port Association (VPA)，which now has 40 members all of whom are capable of serving vessels on international voyages, has the annual cargo through put of more than 80% of the country‟s total.Analysis of the Vietnamese Port SystemIn this part of the study the efficiency and competitiveness of the Vietnamese port system will be analysed and discussed. The main issues involving port institutional and administrative regimes, as well as port operation and management will be covered to reveal the contemporary problems as far as efficiency and competitiveness are concerned. Where necessary, comparison will be conducted between the Vietnamese ports and some others in the ASEAN and ESCAP region to further illustrate the analysis and discussion.Institutional and administrative issuesFrom a holistic point of view, the institutional and administrative issues of a port system are very important to provide initial information about its efficiency and competitiveness. In this section, different categories of port management body as well as the role of port authorities in Vietnam will be analysed and discussed.Port management body in VietnamThe port management system in Vietnam is very diversified. Examples include:VINAMARINE, which is under direct control and management of the Ministry of Transport, manages three ports – Nghe Tinh Port,Qui Nhon Port and Nha Trang Port.VINALINES (Vietnam National Ship ping Lines), which is also under direct control and management of the Ministry of Transport ，is the state-owned company responsible for shipping activities in Vietnam. It man ages: Hai Phong Port and Quang Ninh Port in the north, Da Nang Port in the central, Sai Gon Port and Can Tho Port in the south.Local governments, such as cities and provinces, also take part in port management. For instance, Ben Nghe Port is directly under super vision and management of Department of Transport and Public Works of Ho Chi Minh City.Some state-owned corporations, which are under control of provinces and cities, also manage ports. This is the case of Hon Khoi Port managed by a salt company under control of People‟s Committee of Khanh Hoa province.The participation of private sector in port management in Vietnam is still very limited. Nationally, there are only two ports tha t have the private sector‟s participation so far: Ba Ria Serece in Phu My (Vung Tau province) as the joint-venture between Norway, French and Vietnamese partners; VICT as the joint-venture between NOL of Singapore, Mitsui & Co. of Japan and Southern Waterborne Trans port Company of Vietnam. These ports are under direct control and management of both Ministry of Transport and Ministry of Planning and Investment.The role of Port AuthorityThe definition of term …port authority‟ and its functions in Vietnam is very different from other countries in the world. In 1977, a port authority was defined as …State, Municipal,public or private body, which is largely responsible for the tasks of construction, administration and sometimes the operation of port facilities and, in certain circumstances, for security‟ (World Bank Port Reform Toolkit, 2001). This definition is sufficiently broad to accommodate the various port management models existing in the world. It also indicates that the port authority plays an important strategic role with wide responsibilities. In most cases, the port authority is the landowner and it can work out general guide lines for strategic development of owned ports and terminals.Port operation and managementIn parallel with institutional and administrative issues identified above, various operational and management problems at selected key ports can also been identified.Pricing policyThe practice of maritime dues and fees at ports in Vietnam is also as diversified as the port administration and management system. Current framework of fees and dues are regulated by different government agencies as follows:The Ministry of Finance regulates rates for tonnage fee, aids-to-navigation (ATN) fee, wharf age and documentary fee.The Government‟s Pricing Committee regulates rates for pilot age, tug service, mooring and unmooring, wharf age (elaborated from rates regulated by Ministry of Finance), opening and closing hatches, cleaning of hatches, rubbish collection, water supply, tallying, cargo handling charge, cargo storage charge and equipment hire/leasing.Tariff analysisThe following tables indicate a comparative analysis between two cases of 3,000 TEU class ship and 1,100 TEU class ship visiting ports in the ESCAP region. Port tariff is compared in terms of both nominal exchange rate and purchasing power parity.ProductivityIn order to further examine the efficiency of current Vietnamese ports, it is necessary that some key performance indicators are analysed. The following records indicate current handling productivity in normal working conditions:It can be clearly seen from the above that handling productivity at key Vietnamese ports, with the exception of VICT, is still relatively low compared with other ASEAN ports in theregion which can reach about 25 boxes per unit crane per networking hour. This can be partly explained by the absence of specialized handling equipment like ship-to-shore gantry cranes at some ports, skills of crane drivers, as well as internal management problems. Hand ling productivity at the quay is very important since it directly relates to the vessel‟s turnaround time in ports, meaning the economic justification for ship operators. However, ports also have a responsibility to en sure efficiency in their landside operations to sustain any benefits of efficiency in quayside operations.Administrative proceduresVietnamese ports are known for their cumber some administrative procedures for ships using their services. Before the Prime Minister‟s Decree No.55/2002/QD-TTg dated 23/04/2002 on reform of administrative procedures at sea ports came into effect on 01/07/2002 with experimental application at Sai Gon Port, the ship‟s agent needed to gather more than 30 types of documents for a ship to visit Vietnamese ports. Moreover, it was also time-consuming since he had to arrange himself to pick up all related agencies such as port authority, customs, immigration, medical officer etc for the same ship and take them onboard. In practice, it took about half day to gather all necessary related agencies, and about the same amount of time to bring them onboard and finish the job. This lengthened the ships‟ waiting time.The reform of administrative procedures at seaports stipulated that the port authority is the agency to coordinate with all other related agencies, and the ship‟s agent only needs to submit necessary documents to the port authority. As a result of these reforms, in Ho Chi Minh City area, the number of vessel calls has increased by 30% after one year of implementation. However, such a reform has to be extended to all other ports.Equipment and facilitiesFacilities and equipment make up the “hard ware” of any ports and terminals. Al though they cannot provide an actual judgment as productivity and utilization indicators they are still important factors to evaluate the suit ability and capacity of ports and terminals in response to customers‟ requirements. The following table provides a summary of facilities and equipment at selected key ports.Vietnam is still at the preliminary stage of containerisation compared with otherASEAN ports in the region, and the average share of containerised cargo at ports is still modest (about 30%). The ratio of containerised cargo through Vietnamese ports in 1995 was merely 18.7%, yet it has increased to 25.8% in 2000 and 28.2% in 2001 (AEAN, 2002). If we compare this tendency with current investment in specialized handling equipment for container operation at ports, there appears non-equivalence between growing demand and current capacity. As can be seen from Table12, there are only eight ship-to-shore gantry cranes and 21 RTGs for yard handling at the moment in Vietnam, nationwide. Equipment for handling break-bulk and general cargo is out-of-date and delivers low productivity; some of them, such as KIROV cranes at Hai Phong Port, have been in operation for decades.Software: IT and EDI applicationToday, IT and EDI in shipping and port operation and management are vital and make up the “soft-ware” or the “Information structure” of any port or terminal. The advantages of such soft ware are to eliminate human error, save time, simplify procedural documents and to enhance overall efficiency by the accurate relay of information and data. Moreover, IT and EDI also bring about the tangible advantage of laying the foundation for ecommerce and business in ports and terminals. The application of IT and EDI in ports and terminals can be broadly identified at two levels:Internal management system: this means all related departments and sections within a port are linked with each other. Information and data from all users and clients of the port enters a gate and is relayed to relevant areas for further processing/planning. The system allows all operational activities to be planned from one source of information.Links with users and clients, such as customs, shipping lines, forwarders, shippers, consignees, and external logistics providers .In this sense, multiple entry and errors are, as much as possible, eliminated since all documents are transmitted electronically, and each user is able to access information as needed. This includes pre-arrival information like cargo manifests, crew lists, etc to be submitted to the port and customs.Hinterland connectionThe port‟s hinter land is defined as the area behind the port in which total logistics cost for the shipment coming to/from it is the minimum compared with other rival ports. This area is also shaped by customer bases which are attracted by the efficiency of the ports‟services. The means of connection of a port to its hinter land include road (high way), rail way and Inland Water -way (IW). Since a port can be connected with its hinter land by road, rail or in land water way, the total logistics cost of the shipment is influenced by the following factors:The road condition and any hindrances (toll stations, traffic congestion status) that will affect the shipment‟s transit time and costsWhether the high way, rail way and IW to the port are linked with the regional or national traffic networks.The competition levels between modes of transport.Regulatory requirements on the modes of transport(environmental, operational, societal, etc)Coordination of activitiesOne of the main indicators used to evaluate the flexibility and reliability of a port is the coordination of related activities, such as tug operations, pilotage, cargo operations, banking, logistics and emergency services. The business process flows of these activities must be linked with a normal day‟s operations. From this, respective ac tivity with non-coordinated time can be identified, and this can partly reflect the flexibility and reliability of a port.Ports in Ho Chi Minh City area con tribute about 75% of the national container through put annually, and they are competing fiercely to gain more market share. This high level of competition has led these ports to develop similar business and work procedures, relative to the time taken for each procedure. They are grouped as one in the following comparison table.Human resource developmentHuman resource is a crucial as set of any company. This is, ironically, also the issue on which efficiency and competitiveness of port operation and management depend. Over staffing is one of the elements of this issue.With the exception of Phu My Port and VICT, which are in the private sector, all other Vietnamese ports are state-owned enterprises (SOE). Being SOEs, their main goals were traditionally to perform the …political duties‟ for the country. Ports are traditionally seen as large employers. Regardless of their economic objectives, ports in Vietnam have beenoperating for a long time under this situation. This is understand able since, in the past, the economic mechanism was centrally planned and controlled by the government and state-owned port enterprises did not function properly as economic entities in which they can decide strategies on their own.Some Suggested StrategiesThe following strategies are suggested for enhancing management effectiveness and operational efficiencies in the port system in Vietnam:Port institutional reform and administration improvementPorts are clearly classified according to their functions. The classification should take into account specific criteria, for instance, functions, types of cargo handled and the size of their service area.In this sense, ports can be initially grouped as gate way ports of the country (for example, Hai Phong for the North, Da Nang for the Central and Sai Gon for the South). Other ports of the country can then be classified further as regional ports, i.e. Qui Nhon for the Southern Central and High land region.Improvement of port operation and managementHandling productivity and utilization of facilities should be further improved to, at least, the same as regional standards. In this respect, Key Performance Indicators should be established for all ports. Such a system will help to control and evaluate performance from both quantifiable and non-quantifiable perspectives.All ports should further improve their function-time reliability for all port-related activities, for operating on a round-the-clock basis.Port and terminal‟s tariff should be further restructured and re-institutionalised for the unification and creation of more incentives to attract more vessels besides the objective of competitiveness. The tariffs should be consolidated and simplified.The experimental application of reform on administrative procedures at Vietnamese ports should be wholly applied to the remaining ports of the country to simplify documentary procedures for vessels entering and exiting Vietnamese ports and waters.IT and EDI should be intensively applied in port operation and management, especially the Port Information Centre to facilitate advantageous transactions between the port and por t‟s users and clients. The port itself should lead in gathering all parties concerned toestablish such a system based on their specific requirements and al location of authorisation. In this respect ,capacity-building to support such systems should be studied and developed first within the country, otherwise the costs will exceed benefits.Maritime supporting se vices should be examined and promoted as an inevitable part of marketing strategies to enhance the competitiveness of the port system.The ports‟ hinter land connections should also be developed in line with port development. Holistic human resource development plays a very important role in the functioning of ports. As the speed of automation of cargo handling process is increasing in Vietnam, together with development of new technology and know-how in port operations and management, port staff need relevant skills and knowledge to do their work. Training of staff and motivation incentives are there –fore critical for Vietnamese ports.ConclusionEfficiency and competitiveness are indispensable characteristics of any port system. At the same time, ports need to be competitive to attract clients to use their services. The above analysis and discussion with regards to Vietnamese port system has revealed some basic problems as far as efficiency and competitiveness are concerned. In order to achieve comparative advantage in the international market, the port system of Vietnam should note these issues and works out strategies to improve. The development strategies proposed in this paper are an indication for a more comprehensive and long-term planning by the government.译文：越南港口效率和竞争力体系的分析Vinh V an Thai and Devinder Grewal摘要港口，作为一个重要的物流链环节之一，在不同的物流运输方式中都起到重要的作用，它有着特殊的本质，因为国家和区域经济的效率和竞争力必将会对物流链产生影响。
港口物流与水运运输的效率提升
港口物流与水运运输的效率提升港口物流与水运运输作为国际贸易和国内物流的重要环节，其效率的提升对经济发展具有深远影响。
本文将从专业角度分析港口物流与水运运输的效率提升途径，探讨如何通过优化港口设施、改进运输管理、采用先进技术等手段，提高港口物流与水运运输的效率。
港口物流效率提升1.港口设施优化：港口设施的优化包括提高码头面积、增加泊位数量、改进货物装卸设备等。
通过提高港口设施的规模和能力，可以缩短船舶等待时间，提高货物吞吐量。
2.运输管理改进：改进运输管理包括优化货物调度、提高货物运输计划准确性等。
通过科学合理的运输管理，可以减少货物在港口的等待时间，提高物流效率。
3.信息技术应用：信息技术在港口物流中的应用可以实现货物信息实时跟踪、提高货物运输透明度等。
通过信息技术，可以有效减少货物在港口的滞留时间，提高物流效率。
水运运输效率提升1.船舶运行优化：通过提高船舶运行速度、改进船舶航行路线等手段，可以缩短货物在水路上的运输时间，提高运输效率。
2.运输工具升级：采用更先进的船舶、运输设备等，可以提高水运运输的效率。
例如，使用液化天然气船舶可以降低碳排放，提高能效。
3.多式联运：通过将水运与其他运输方式（如铁路、公路）相结合，实现多式联运，可以提高货物运输的效率。
例如，利用内河运输与公路运输的组合，可以实现货物的快速运输。
港口物流与水运运输的效率提升是实现可持续发展的关键。
通过优化港口设施、改进运输管理、采用先进技术等手段，可以提高港口物流与水运运输的效率，降低货物运输成本，促进经济发展。
港口物流效率提升策略的深入分析1.智能化技术应用：智能化技术在港口物流中的应用可以实现自动化货物装卸、智能调度等。
通过智能化技术，可以提高港口作业效率，减少人力成本，实现24小时不间断作业。
2.绿色港口建设：绿色港口建设是提高港口物流效率的重要途径。
通过使用清洁能源、改进废物处理设施等手段，可以降低港口对环境的影响，提高港口运行效率。
港口物流运输对国际贸易的推动作用
增加就业机会：港口物流运输的发展为发达国家创造了更多的就业机会。
提高生活质量：港口物流运输使得发达国家的居民能够更方便地购买到其他国家的商品，提高了生活质量。
添加标题
促进经济增长：港口物流运输为这些国家提供了 更多的贸易机会，促进了经济增长。
提高贸易便利化：港口 物流运输提高了贸易便 利化程度，使得国际贸 易更加便捷高效。
PART THREE
提高效率：通过数字化和智能化技术，提高港口物流运输的效率 降低成本：通过数字化和智能化技术，降低港口物流运输的成本 提高服务质量：通过数字化和智能化技术，提高港口物流运输的服务质量 促进国际贸易：通过数字化和智能化技术，促进国际贸易的发展
港口物流运输的发展趋势：绿 色环保、可持续发展
绿色环保：减少污染、降低能 耗、提高资源利用率
可持续发展：注重环境保护、 资源节约、社会效益
对国际贸易的影响：促进国际 贸易的可持续发展，提高国际 贸易的效率和效益
电商平台的发展：电商平台的兴起，使得物流运输需求增加
物流运输与电商平台的融合：物流运输与电商平台的融合，提高了物流效率，降低了物流成 本
运输方式多样化：港口 物流运输可以提供多种 运输方式，如海运、陆 运、空运等，降低运输 成本。
缩短运输时间： 港口物流运输可 以大大缩短货物 的运输时间，提 高贸易效率。
降低运输成本： 港口物流运输可 以降低运输成本， 提高贸易效率。
提高货物安全性： 港口物流运输可 以提高货物的安 全性，减少货物 损失，提高贸易 效率。
加强国际合作：加强与国际港口的合作，提高物流运输的效率 和可靠性
提高环保意识：加强港口环保建设，提高物流运输的可持续性
港口效率成影响全球贸易关键因素_FortuneLaurance
世界之窗632015/621世纪的港口，应该强调港口管理适应全球贸易供应链中的整合发展，港口效率决定贸易成本和发展趋势，任何将港口整合至全球供应链框架的战略都将减少运输及物流成本港口效率成影响全球贸易关键因素我们强调世界贸易的当下，已经将其放置在港口效率、技术升级、成本降低和客户满意期望值提升的新纪元时代。
港口行业通过提高基础设施建设投资、使用先进的自动化装备及无人驾驶吊车，达到效率最大化的同时，却忽略了港口效率的内在和外在因素的功能。
成本提高很明显被武断的定义为效率低的港口，但是大部分此类港口拒绝接受自动化和机械化运营，因为这样不能完全简单地转化为高效港口而仅仅只能变为高价港口。
有些港口为了达到想象中的高水平服务，不惜以牺牲股东和合伙人利益及环境污染为代价，这是新时代港口不能接受的代价。
效率应该是在任何指定时期内，经济高效及优化股东目标如可持续地为客户服务的水平。
港口效率在当今的全球贸易中具有专一性，如果认为港口效率在全球贸易中不是专一性的话，就是对全球贸易没有远见的预测，终究看不见长远。
它的意思就是，一个港口或一个国家发生的事情就会对他人他国产生影响。
一艘船在一个港口中节约成本提升了效率，同时在其它港口也要相应经历低效率和高成本，对整个运输过程来说，抵消了整体效率。
撰文Fortune Laurance 编译 刘菊香发达港口是指在运营和管理效率方面均达到了可持续发展水平；发展中港口是指渴望追逐相等效率水平的港口。
有些发达港口与发展中港口结为“姐妹港”，培育港口成长和发展，以减少双方的效率差。
世界海运贸易快速发展，没有一个港口愿意在贸易浪潮中坐以待毙。
一个低效港口直接或间接会影响另一个港口的效率，在整个供应链中有一个低效港口就会有消极影响从而产生额外成本。
这势必会引发一个问题，那就是在全球供应链框架中如何平衡港口效率？在全球供应链中如何平衡港口效率是一个至关重要的问题。
在贸易框架中任何割裂供应链的因素将损害收益和提高成本，即使能复原世界之窗642015/6（上接第62页）操作建议。
外文翻译--经济活动、资源和组织关系：港口竞争力的关键因素
<文献翻译：原文>Activities, resources and inter-organizational1In the last decade, the port economics literature has given great emphasis to the Supply Chain Management approach as the new paradigm for the definition of port competitiveness. SCM supports the development of partnerships between the actors of the supply chain and considers the integration of activities and resources along business processes as source of competitive advantage. Nevertheless, the application of SCM approach to the port is particularly compiex given the traditional hostile relationships between port actors. In the effort to overcome such complexity, some authors have considered ports as Logistics Service Providers and interpreted their role within supply chains through the integrative practices undertaken by Global Players –mainly Shipping Companies and Terminal Operators – in the supply of integrated logistics services. Even tough these actors are crucial for the port competitiveness, they determine a passive role of port in the new competitive scenario. The definition of a potential and pro-active role of port in the supply chains is the objective of this paper that presents, through a literature review on SCM and port competitiveness, a new framework for port competitiveness. According to this framework, that is based on the value constellation concept value is generated by joint effort of port actors in the satisfaction of clients’ needs, through the exploitation of different I mterdependencies (serial, pooled and reciprocal) between supply chains. In this context, Port Authority has a I fundamental role in identifying those resources – the so called critical assets – that encourage the development of interorganisational relationships between port actors in the value generation process.1. IntroductionStudies on port competitiveness have traditionally focused on the analysis of specific services or port activities, within a context characterized by an increasing complexity, in which the actors involved are very often motivated by opposing interests and nonconvergent objectives.One of the most interesting attempt to describe and strategically drive the port development in Italy, uses the theoretical model created by Abell in order to delimit the sphere of competitiveness and define the strategic business areas (SBA) of a port. The final aim is to design a model for the definition of strategic positioning and the port’s development options, within each strategic area (SBA) of which it is composed. Various applications of this conceptual framework have brought to the formulation of strategic positioning hypothesis and development options for the Port of Genoa, Gioia Tauro, Savona Vado and Naples.With reference to the debate on who the true actors within the competitive arena are, Heaver believes that terminals are more clearly the focus of the competitive strategy and not ports, because of the different types of freight flows they deal with. Other authors have used a variant on the Porter diamond model to identify the main strengths and weaknesses of a port compared with other competitors. For a proper analysis of the competitive relationship between ports, they refer to the term’range’, i.e. an area that includes a series of ports, with a wide overlapping of hinterlands to serve the same clients. The proposed framework, applied to the Port of Antwerp in the Hamburg–Le Havre range, identifies a series of specific factors (demand conditions, factor1Marcella Martino* and Alfonso Morvillo, Activities, resources and inter-organizational relationships: key factors in port competitiveness [J]. Marit. Pol. Mgmt, 2008(6): 571–589conditions, supporting industries, etc.) that influence the provision of logistics services in the port and thus determine a competitive advantage respect to the ports in the same range.Other studies should also be mentioned, that are mainly based on an elaboration of different indicators of technical-dimensional features and performances of the infrastructures and the terminal’s equipment, so as to evaluate the competitive advantage of a port against its competitors.In summary, the above-mentioned literature proves rigorous and coherent respect to the theoretical models of reference, generally applied for the analysis of manufacturing industry. Furthermore, it has the merit for triggering the debate on port competitiveness that had long been completely neglected. However, these studies, although having brought to light the traditional conflict of the port community and the need to integrate a port and its hinterland, they have not dealt with the integration among actors as a source of competitive advantage in a systematic way.Consistent with the spread of the new paradigm by which ‘real competi tion is not company against company but rather supply chain against supply chain’ it has been stated that ‘competition is not unfolding between individual ports but between logistic chains’. Under this perspective, the supply of value-added services has gained a major role in the port competitiveness, within which terminals have become ‘simple elements’.The strategic importance of added-value logistics services as a source of competitive advantage of ports has been strongly supported by the two main agencies for international development: the World Bank and UNCTAD. In different statements, they refer to the opportunity of developing, alongside traditional logistics services—related to the movement of cargo—a whole set of added value activities that allow to optimize the flow of goods and increase the value of the product. They indeed highlight the necessity of a port to promote the development of its own productive hinterland, in order to guarantee a lasting economic development.The recognition of the supply chain management (SCM) as a lever for competitiveness, thus brings us to believe that the traditional approaches of analysis, briefly mentioned, are not enough to describe and interpret the current evolving market dynamics. As a result, a new systematic view is being affirmed, by which the competitiveness of a port, although still strongly related to structure-type variables (geo-economic context, institutional model and the infrastructures of connection), is increasingly dependent on software components of the port business, that include the range of services offered, the presence of ICT systems for the exchange of information between actors in the same and in other port communities, the know-how of the maritime industry, the level and intensity of relationships between actors: all elements that define the quality of a port.Accepting this view, some authors have reconsidered recent contributions and conceptual categories within supply chain management (SCM) literature to re-define strategic positioning and port strategies. In particular, the supply chain concept primarily focused on the logistics lincages between focal firm, supplier and customer, subsequently its contents expanded to include the network of organizations involved, through upstream and downstream linkages, in various processes and activities that create value in terms of products and services to the final client. SCM, as a managerial philosophy, supports the development of partnerships between actors of the supply chain and considers the integration of activities and resources of these actors along business processes as sources of competitive advantage.Although the strategic importance of the SCM and logistics integration is widely recognized in the academic world and in current business practice, only few contributions have, until now,dealt with logistics integration and SCM issues in the port environment, while most of the available literature adopts a fragmented approach in the analysis of port activities.Taking into consideration that the SCM is the new paradigm, by which ports can develop different competencies and offer a high quality service, this paper proposes a new theoretical framework for port strategy and development. To this aim, the paper is structured in three main parts. In the first part, of theoretical nature, there is an introduction of the SCM paradigm and its extension to networks. Networks are increasingly being looked at as an object of study within the SCM literature, as they more accurately describe the complex reality in which businesses operate. ‘The process in which raw materials are turned into end-products and services is rarely simple linear process chain, and much more like a spaghetti web of complex interconnected relationships’. In this context, the crucial factor for strategic positioning is the capability of a firm to create inter-organizational relationships, as they represent the means by which the company gains access to, mobilizes and combines different activities and resources, promoting and creating productivity and innovation, both within the business and in the network. The second part focuses on logistics integration and SCM issues in the port environment. This section of the paper is particularly outstanding as each concept has not been dealt with univocally in literature; from a review of these studies, it becomes evident that there is a lack of frameworks to represent the entire port community in the process of creating value.As the port is a complex reality involved in a series of supply chains, each of which is a specific entity with particular needs, networks make it possible to describe the relationships between port actors involved in the process of customer satisfaction; moreover, the inter-organizational relationships between the different network actors created, both to manage various business activities and to oversee critical resources in order to satisfy the clients, are decisive for port competitiveness. On the basis of this hypothesis, in the third part of the paper a new model is proposed According to this model, value is created by a joint effort of all port actors to satisfy the needs of target customers, through exploiting different interdependencies (sequential, pooled and reciprocal) between supply chains.<文献翻译：译文>经济活动、资源和组织关系：港口竞争力的关键因素在过去的10年里，港口经济学文献极大地强调了把供应链管理方式作为港口竞争力的新范式。
港口效率紧跟全球贸易步伐实现“一带一路”战略红利
港口效率紧跟全球贸易步伐实现“一带一路”战略红利本刊编辑部
【期刊名称】《中国港口》
【年(卷),期】2015(000)007
【总页数】3页(P1-3)
【作者】本刊编辑部
【作者单位】本刊编辑部
【正文语种】中文
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外文翻译原文Port Efficiency and International Trade: Port Efficiency as a Determinant ofMaritime Transport CostsMaterial Source: Maritime Economics & Logistics（2003） 5 Author: Ricardo J Sánchez and Gordon WilmsmeierRicardo J Sánchez, Jan Hoffmann, Alejandro Micco, Georgina V Pizzolitto, Martín Sgut and Gordon WilmsmeierAustral University, ArgentinaEconomic Commission for Latin American and the Caribbean, Santiago, Chile Inter-American Development Bank, Washington, USA. E-mail: ricardo.sanchez@AbstractThis paper examines the determinants of waterborne transport costs, with particular emphasis on the efficiency at port level. Its main contribution is (1) to generate statistically quantifiable measures of port efficiency from a survey of Latin American common user ports, and (2) to estimate a model of waterborne transport costs, including the previously generated port efficiency measures as explanatory variables. In order to incorporate different port efficiency measures from the survey, we use principal component analysis (PCA). Our estimations show that the specified variables in the model explain a great proportion of the change in waterborne transport costs. With regard to port efficiency, the result is especially important for one of the port efficiency measures obtained through PCA with an estimated elasticity equivalent to that of distance. Other explanatory variables which show to be statistically significant are the monthly liner service availability, distance, and the goods' value per ton. The conclusions are relevant for policy makers as they show and quantify that port efficiency is a relevant determinant of a country's competitiveness – and in this respect, there still exist big differences among Latin American countries. Unlike most other relevant variables, port efficiency can be influenced by public policies.Keywords: Port efficiency, multivariate analysis, freight costs, Latin America INTRUCTION: MARITIME TRANSPORT COSTS AND INTERNATIONAL TRADEThe paper is organised as follows: This chapter contains a general introduction that looks at the relation between transport costs and international trade. In the second chapter, principal components are computed from a Latin American Port survey. The third chapter describes the model and the estimation results, followed by the conclusion and interpretation of results.The impact of the costs of transport on foreign trade and economic developmentImprovements in international transport services are one of the main features of economic globalisation. Together with progress in telematics, standardisation and trade liberalisation, faster, more reliable and cheaper transport services are contributing to the integration of production processes at the global level.International freight has an impact on trade similar to customs tariffs or the exchange rate: a reduction in the costs of transport directly stimulates exports and imports, just as an increase in the exchange rate (the rate at which the national currency may be exchanged against another) makes exports more competitive, and a reduction in national customs tariffs lowers the costs of imports. Spurred by trade liberalisation, customs tariffs have dropped to levels where in many cases any additional reduction would now no longer have a significant impact. It is perhaps for that reason that new and interesting studies have been published in recent years analysing the impact of transport costs on trade patterns and globalised production (see for example Kumar and Hoffmann (2002) for a literature overview).The impact on tradeThe price of the vast majority of traded goods is exogenous for developing countries. If the shipping of imports becomes more expensive, higher prices ensue as a result of the increased cost of imported goods; in the case of intermediate and capital goods, this also increases the costs of local production. If exports become dearer to ship, the result is a drop in earnings for the exporting country or simply the loss of a market, depending on the elasticity of demand and the availability of substitutes. Econometric estimates suggest that the doubling of an individual country's transport costs leads to a drop in its trade of 80% or even more (Hummels, 2000; Limao and Venables, 2001).Quality versus costsAs with goods, the production of transport services is also subject to the impact of technological advances. With the use of new information and communication technologies, improvements in infrastructure, and by taking advantage of the growing rate of containerisation, today the same freight and insurance per tonne of cargo can buy a quicker, more reliable service with less variation in delivery time than a decade ago.In addition, it is worth noting that greater commercial demands as regards speed have at the same time given rise to an increase in the share of air transport as compared to maritime transport, and may entail an increase in the average cost of international transport. The fact that the average cost of freight and insurance rose worldwide in the 1990s (see Table 1) should not be interpreted as a worsening of the international transport system, but rather as a reflection of greater use of air transport and improvements in other transport services. Equivalently, when interpreting the regression results presented later in this paper, improved port efficiency does not necessarily imply lower transport costs, as the user may be required to pay for the improved service.Direct impacts versus indirect impactsThe distance separating countries impacts on trade between them in different ways. The main models used to explain international trade flows can be described as 'gravitational': countries trade with one another depending on their patterns of production, income, and whether they belong to economic blocs, with the distance between them also having some bearing. That gives an advantage to countries located in the 'center of gravity', and hence the name of the model. There is an assumption of a close link between distance and transport costs, which would explain why countries closer to one another trade more than with countries further away. In practice, distance may also have a bearing on other characteristics of countries, which leads them to trade more. For instance, countries located nearer to one another tend to have more similar histories, cultures and languages.Most importantly, geographical closeness provides scope for alternative modes of transport to sea and air, thereby boosting competition and reducing prices for services. In other words, shorter distances entail lower costs and more trade. Increased trade in turn makes for economies of scale, leading to even further reductions in transport costs. In the case of intra-Latin American seaborne trade, a partial correlation coefficient of -0.463 is calculated between distance and the volume of bilateral trade, with a coefficient of +0.178 between distance and the costsof transport per ton. In other words, distance has its own bearings on trade and should not be taken only as a proxy for transport costs.Latin America's foreign tradeIn terms of volume (tonnes), trade using air transport accounts for barely 0.1–0.6% of the foreign trade conducted by the countries of Latin America; in terms of value (USD), however, this mode represents anywhere between 8% and 21% (Table 2). The table also indicates that sea- and airborne transport are used particularly in foreign trade conducted by Argentina, Brazil, Chile, Colombia, and Peru, while in Mexico (significant trade with the United States) and Uruguay (significant trade with Brazil and Argentina), the overland mode plays a relatively greater role.Air transport's share is higher in long-distance trade; accordingly, although total trade decreases with distance, there is virtually zero correlation (-0.001) between distance and the volume of airborne trade (estimate for intra-Latin American trade).Transport costs of intra-Latin American tradeFor the 10 countries included in Table 3, Chilean exports to Uruguay have the highest transport costs as a percentage of the value of trade, followed by Ecuador's exports to Uruguay and Paraguay's to Ecuador. On average, the country with the highest transport costs for its imports from other Latin American countries is Ecuador, followed by Chile. Trade between Paraguay and Uruguay has the lowest transport costs, followed by that between Argentina and Uruguay, and Argentina and Brazil.It is not possible, using these figures, to reach hasty conclusions about the efficiency of the respective transport services, nor to conclude that transport in one country is more 'expensive' than in another. For example, the low density of regular shipping services (liner services), together with the natural barrier of the Andes, appear to be part of the reason why transport between countries on the west and east coasts of South America tends to be more expensive than transport along the same coast. It should be noted that the figures in Table 3 are averages that cover all modes of transport and many different types of goods.The remainder of this paper will now look in more detail into the determinants of the maritime transport costs, with a special emphasis on the impact of port efficiency indicators for containerised cargo.Measuring port efficiencyPort of shipment efficiency was measured by using direct information gatheredby way of extensive questionnaires as a part of this research. A number of potentially explanatory variables on port efficiency were measured, which were then grouped through the principal component analysis.Through the survey, we obtained information about port activity for the year 1999. The questionnaires were sent to 55 port terminals. Responses were received from 41 port terminals mainly handling general containerised cargoes. These terminals handle over 90% of the containers exported from their respective countries. The responses corresponding to bulk items and pallet break-bulks were insufficient as regards statistical purposes, and had to be discarded. Other terminals had to be excluded due to insufficiently complete responses. Table 4 lists the 19 ports that were included in this study.To avoid concerns about overparameterisation and spurious correlations between multiple variables, a PCA was conducted. The identified factors, which retained the patterns of the original variables, were to be introduced as new variables into the latter regression model. The correlations between the obtained port activity variables ranged from -0.295 to 0.969 (Table 5). As anticipated, most of the nine variables are heavily correlated. The first three, out of nine components, account for more than 70% of the intrinsic variance of the data fulfilling the Kaiser criterion with eigenvalues over 1.The Kaiser–Meyer–Olkin (KMO) overall statistic delivers 0.625 as a result for the sample of port efficiency variables, which indicates the sampling adequacy of the chosen variables. The PCA extracted three factors (Table 6). The first component, which accounted for more than 40% of the total variance, incorporates the bureaucratic turnaround of a container, the terminal turnaround for loading and unloading of a container, the average waiting time for ships during congestion time, the average waiting time for ships without congestion in the port, and the time of port congestion during the year. 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