thechangingroleofportsinsupply-chainmanagement_anempiricalanalysis-外文文献(编辑修改稿)

thechangingroleofportsinsupply-chainmanagement_anempiricalanalysis-外文文献(编辑修改稿)内容摘要：

ite increase in product varietyand advance in technology, the industry focuson lowering costs has never been as acute as today. In fact, for an increase in carsales, it is required to meet all marketing and innovation challenges, while keepingcosts down. All automakers are constantly under pressure to identify consumerpreferences, national biases, and new market segments where they can sell vehiclesand gain market share.. Automotive logistics: make or buy strategiesTraditionally, the automotive supply chain was organized in tiers. Automakersdesigned and assembled the car. First tiers manufactured and supplied ponentsdirectly to the automaker. Second tier produced some of the simpler individual308 V. Carbone and M. De MartinoDownloaded by [Sultan Qaboos University] at 18:39 22 May 2020 parts to be then included in a ponent manufactured by a first tier and, finally,third and fourth tiers mostly supplied raw materials.The logistics function was directly controlled by the automakers。 therefore theydeveloped expertise and logistics knowhow in support of their industrial andmercial activities. As these tasks became more and more plex and distinctfrom automakers’ core business, some subsidiaries have been created inside thegroups in order to reorganize and manage the logistics. For example, Renaultcreated CAT (Compagnie d’Affre`tment et de Transport) in 1957, in order to transport its vehicles on an international scale.The latest developments in the automotive industry revolving around critical keyelements such as globalization, concentration on core petencies, petitivepressures, as well as alliances and acquisitions, have redefined the strategic importance of SCM.At present, European automakers vary in their attitude towards the outsourcingof logistics. Somepanies,such asRenaultandFord,have madealarge mitment to the use of thirdparty logistics managers [9], but for other panies, suchas Toyota or VW, logistics is a strategic knowhow that affects the productivity ofthe assembly process and the reliability and security of deliveries. It is, therefore,imperative to keep logistics functions largely in house.As aresult, the choice to outsourceor manage inhouse the logistics activities hasled to four different strategies [10]:. The internal solution: a subsidiary is created, that regroups the set of thelogistical tasks and arrange logistics services by using its own means(warehouses, containers, and fleets of trucks and wagons). By this way, theautomaker prefers to manage logistics in house (. VAG or PSA [11]).. The subcontract of the execution tasks: the automaker defines logisticssolutions while subcontracting the transportation outside the group (.Toyota).. The outsourcing to a privileged supplier: the automaker develops with anindependent logistics provider a longterm relationship for transport andother specific logistics services (. Renault).. The turn to a logistics integrator: the automaker contracts with a logisticsprovider the organization and management of logistics (. Ford).These four strategies imply a growing degree of integration between the automaker and a third party logistics providers [12]. Generally, no automakers enrolpletely in one only of these strategies, they often bine two or three of them,but with a dominant strategy [13].Moreover, automakers still tend to split the supply chain in two halves (inboundflow of ponents and outbound flows of finished vehicles) for outsourcingpurposes.So far, attempts to reduce production costs have concentrated on the ‘upstream’processes before the car rolls off the assembly line, as this is where twothirds ofthe delivered cost is incurred [14].To be able to focus more on carrelated services and to cope with the huge costsassociated with an ever growing number of new modules and systems, automakersarebeinglessinvolvedinmanufacturingandassembly,passingtheresponsibilityof developing, manufacturing and assembling important section of the car to a fewfirsttier suppliers [15].The changing role of ports in supplychain management 309Downloaded by [Sultan Qaboos University] at 18:39 22 May 2020 In this process, firsttier suppliers organize the flow of ponents from lowerlevel suppliers, taking, effectively, an important logistics management role in thesupply chain. As a result, firsttier suppliers are gradually being system integrators [16], blurring the boundary between the manufacturing of parts and themarshalling of ponents.Concerning ‘downstream’ logistics—the distribution of the finished car to thecustomer—it presents a more differentiated organization, in part because of theexisting regulatory framework [17] which gives automakers less power over theirdealers than over their suppliers. This has brought automakers to have differentdegrees of control over the distribution of their vehicles, according to the type ofdistribution channel: quite a low degree of control over independent franchiseddealers, the highest degree of control is in the case of direct ownership of retailoutlets.4. The potential role of ports in the automotive supply chainIn this section, we consider the interrelation between the cargo handling system,transport system and logistics systems, in order to define to which extent a portcreates value in a supply chain.Figure 1 has to be interpreted starting from the lower part (cargo handlingsystem, part of the transport system) which shows the traditional function androle played by ports. The second step, at the upper level, that is the logistics system,is the area where the added value services can display their effectiveness, thus givinga port a prominent role in a given supply chain.The cargo handling system consists of all the activities, such as pilotage, towingand stevedoring, that facilitate the loading and unloading of cargoes. Cargo handling is strongly linked to the transport system and is also part of the logisticssystem, since logist。