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Shipping and Logistics Management

:	Yuen Ha (Venus) Lun, Kee Hung Lai, Tai Chiu Edwin Cheng
:	Shipping and Logistics Management
:	Springer-Verlag
:	9781848829978
:	1
:	CHF 142.00
:

:	Sonstiges
:	English

:	238
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

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.

Y.H. Venus Lun, Kee-hung Cheng andT.C. Edwin Cheng all work for the Department of Logistics and Maritime Studies at The Hong Kong Polytechnic University.

"Chapter 12 Container Transport Security(p. 165-166)

Abstract In the container shipping industry, the importance of adopting technology for enhancing transport security has been well acknowledged. Institutional pressures can be a key driver of change for firms in a container transport chain and these firms include shippers, consignees, freight forwarders, transport operators, maritime carriers, container terminal operators, customs authorities, and government agencies. Technological devices such as radio-frequency identification, the smart box initiative, and non-intrusive inspection are adopted to enhance container transport security.

This chapter discusses the implications of the different types of institutional isomorphism from the perspectives of container transport operators that have taken the initiative to adopt technology for container transport security enhancement and those that have followed other firms to adopt technology. The possible impacts of the different types of institutional isomorphism, namely, coercion, mimesis, and norms, elaborated in this study can help shipping and logistics managers better understand the institutional pressures that are put on them, and the institutional pressures that drive them to adopt technologies in the container transport chain.

12.1 Container Transport Chain and Container Transport Security

A transport network consists of nodes and links (Song et al. 2005). In a container transport chain, the nodes are physical locations, such as container terminals and depots, where containers are handled and transferred from one transport mode to another. In addition, the links between nodes are served by various modes of transport, such as trucks, trains, and ships.

From the perspective of transport security, the risk of a breach of security at any one of the nodes or links can compromise the security of the entire container transport chain (Lee and Whang 2005). For outbound shipment, the stuffing area of a container transport chain is crucial to container transport security because it represents the last point in the container transport chain where the contents of a container can be visually identified and reconciled with related documents such as container load plans.

Once the container has been sealed by the shipper, the contents of the containers cannot be verified until the container is reopened. From this perspective, shippers play a critical role in container transport security by providing accurate and complete sets of data about the cargo in the containers. On the other hand, containers moving through different transport modes need to tackle many security challenges. Door-to-door container transport involves multiple stops (such as cargo stuffing areas and container terminals), where containers are stored and handled, and open transport infrastructure (such as highways and rail stations), which can be accessed by different parties (Vis 2006)."

	Preface	5
	Contents	8
	Chapter 1 International Trade and Shipping	15
	1.1 The Importance of Shipping	15
	1.1.1 Why Is There a Demand for Shipping?	16
	1.1.2 What Is a Shipping System?	16
	1.1.3 Who Are the Actors in the Shipping Business?	17
	1.2 Freight Market	18
	1.2.1 Tramp Market	18
	1.2.2 Liner Market	19
	1.3 World Economic Development and Shipping	19
	1.4 Sea Transport System	20
	1.4.1 Shipping Intensity	21
	1.4.2 Concept of Parcel Size Distribution	22
	1.5 International Trade Pattern	23
	1.5.1 World Output and World Trade	23
	1.5.2 Overall Seaborne Trade	24
	1.6 International Maritime Passages	26
	1.6.1 The Panama Canal	26
	1.6.2 The Suez Canal	27
	1.6.3 The Strait of Malacca	27
	1.6.4 The Strait of Hormuz	27
	1.6.5 The Strait of Magellan	28
	1.6.6 The Cape of Good Hope	28
	1.7 Conclusions	28
	References	29
	Chapter 2 Freight Rate Mechanism	30
	2.1 Demand for Sea Transport	30
	2.1.1 Political Factors	31
	2.1.2 World Economy	32
	2.1.3 Seaborne Trade	32
	2.1.4 Average Haul	32
	2.1.5 Transport Cost	33
	2.1.6 Shipping Demand Curve	33
	2.1.7 Elasticity of Demand	34
	2.2 Supply of Sea Transport	35
	2.2.1 Shipping Supply Curve	37
	2.2.2 Short-run and Long-run Shipping Supply	38
	2.2.3 Rigidity of Supply	40
	2.3 The Freight Rate Mechanism	40
	2.4 Shipping Cycle	41
	2.4.1 Characteristics of Shipping Cycles	42
	2.4.2 What Causes the Shipping Cycle?	42
	2.4.3 Recent Developments in the Shipping Market	42
	2.4.4 Managing the Shipping Cycle	43
	References	29
	Chapter 3 Bulk Shipping Market	46
	3.1 Introduction	46
	3.2 The Shipping Market	48
	3.2.1 New Buildings	49
	3.2.2 Second-hand Vessels	50
	3.2.3 Demolition Vessels	51
	3.2.4 Freight Rate	52
	3.2.5 Seaborne Trade	52
	3.3 The Empirical Model	53
	3.4 Determinant of Fleet Size of Bulk Shipping	55
	3.5 Discussion and Conclusions	57
	Appendix	58
	References	29
	Chapter 4 Container Shipping Market	61
	4.1 Introduction	61
	4.2 Industrial Organization in Container Shipping	62
	4.3 Capacity Adjustment in the Container Shipping Market	63
	4.3.1 Seaborne Trade	63
	4.3.2 Freight Rate	64
	4.3.3 Capacity Adjustment	64
	4.3.4 An Empirical Model of the Container Shipping Market	65
	4.4 The Determinant of Fleet Size in Container Shipping	66
	4.5 Discussion and Conclusions	68
	Appendix	58
	References	29
	Chapter 5 Business Strategy in Shipping	72
	5.1 Introduction	72
	5.2 Strategy for Shipping	74
	5.2.1 Corporate Strategy	75
	5.2.2 Business Strategy	76
	5.2.3 Functional Strategy	76
	5.3 Market Orientation in Shipping	76
	5.3.1 Customer Focus	77
	5.3.2 Competitor Intelligence	77
	5.3.3 Cross-functional Coordination	78
	5.3.4 Performance Implications	78
	5.4 Operational Effectiveness Versus Competitive Strategy	78
	5.4.1 Variety-based Positioning	79
	5.4.2 Needs-based Positioning	79
	5.4.3 Access-based Positioning	79
	5.5 Development Process of Shipping Strategies	80
	5.5.1 Strategic Analysis	80
	5.5.2 Formulation of Strategies	81
	5.5.3 Implementation and Control	81
	5.6 Structural Options for Shipping Companies	81
	5.6.1 Organic Growth	82
	5.6.2 Acquisitions	82
	5.6.3 Joint Ventures	83
	5.6.4 Alliances	83
	5.6.5 Networks	84
	References	29
	Chapter 6