"La nueva dimension de los puertos en el siglo XXI (Vigo, 27 ...

la nueva dimension de los puertos la nueva dimension de los puertos en el siglo XXI en el siglo XXI

professor enrico mussoprofessor enrico mussouniversità di genova università di genova dipartimento di economia e metodi quantitatividipartimento di economia e metodi quantitativiwww.enricomusso.itwww.enricomusso.it

Transportes marTransportes marítimos y gestión portuaria ítimos y gestión portuaria Vigo, 27 de noviembre 2003Vigo, 27 de noviembre 2003

Instituto de estudios econInstituto de estudios económicos de Galicia ómicos de Galicia Fundación Pedro Barrié de la MazaFundación Pedro Barrié de la Maza

SummarySummary

• The new port economics: The new port economics: – Changes in the economyChanges in the economy– Changes in the transport industryChanges in the transport industry– Consequences on demand of port servicesConsequences on demand of port services– Consequences on production and supplyConsequences on production and supply– The present scenario: new threats and new opportunitiesThe present scenario: new threats and new opportunities

• The market structure of port industryThe market structure of port industry– Competition and competitivenessCompetition and competitiveness– Port selection criteria Port selection criteria – Is there an optimal size for ports and port terminals?Is there an optimal size for ports and port terminals?– Vertical integration: the dedicated terminalsVertical integration: the dedicated terminals– Horizontal integration: port networkingHorizontal integration: port networking

• Micro and macro economic impactsMicro and macro economic impacts

• The role of ports and the agenda for policy makers The role of ports and the agenda for policy makers

SummarySummary

• The new port economicsThe new port economics:: – Changes in the economyChanges in the economy– Changes in the transport industryChanges in the transport industry– Consequences on demand of port servicesConsequences on demand of port services– Consequences on production and supplyConsequences on production and supply– The present scenario: new threats and new opportunitiesThe present scenario: new threats and new opportunities



• The role of ports and the agenda for policy makersThe role of ports and the agenda for policy makers

The growth in world seaborne trade The growth in world seaborne trade (millions of tons) (millions of tons)

0

1000

2000

3000

4000

5000

6000

1929 1950 1957 1967 1973 1979 1984 1987 1990 1994 1998 2000

1950: 100 1950: 100 2000: 11042000: 1104

Shipping and the world economy Shipping and the world economy

• The growth of the world economy and the growth in world seaborne trade interact through labour specialisation and widening of markets

shipping Growth of world economy

Enlarging markets

Specialisation

Some dramatic changes...Some dramatic changes...

• In the economyIn the economy

– The boost of seaborne trade (from 525 Mt in 1950 to 5800 Mt in 2000)The boost of seaborne trade (from 525 Mt in 1950 to 5800 Mt in 2000)

– Spatial relocation of production Spatial relocation of production

– The growing importance of logisticsThe growing importance of logistics

• In maritime transportIn maritime transport

– Ships’ sizeShips’ size

– SpecialisationSpecialisation

– Unitisation (containerisation)Unitisation (containerisation)

– Transhipment Transhipment

• In the industrial organization of transport industry: In the industrial organization of transport industry:

– Cooperation: SAs, M&As, vertical Cooperation: SAs, M&As, vertical integrationintegration, ,

– controlcontrol of of intermodalintermodal and and logistic cycleslogistic cycles , logistics outsourcing , logistics outsourcing

Some dramatic changes...Some dramatic changes...

• Port operations become: Port operations become:

– more more capital intensivecapital intensive

– labour savinglabour saving

– space consumingspace consuming

• In port market: In port market:

– more more competitioncompetition between ports, between ports, lower tariffslower tariffs and and lower ports timeslower ports times (pressures from (pressures from

liners)liners)

– risk of risk of overcapacityovercapacity, ,

– decreases in producer’s (terminal operator) surpluses and increases in demand decreases in producer’s (terminal operator) surpluses and increases in demand

(liners, MTOs) surpluses ((liners, MTOs) surpluses (caption of port economic rentcaption of port economic rent))

• In port economies: In port economies:

– relocationrelocation of formerly port-oriented industries of formerly port-oriented industries

– weaker spatial linksweaker spatial links with the port (intermodality, transhipment...) with the port (intermodality, transhipment...)

……and some of their consequencesand some of their consequences

• Reduction of transport costs, increase in demandReduction of transport costs, increase in demand• ““port costs” (costs of the port node for the transport industry, port costs” (costs of the port node for the transport industry,

i.e. port + ship generalised costs) shift from ships to terminals i.e. port + ship generalised costs) shift from ships to terminals

• port service inputs shift from labour to capital and to landport service inputs shift from labour to capital and to land• space consumption and negative externalities are bigger, space consumption and negative externalities are bigger,

because of containerisation, overcapacity caused by port because of containerisation, overcapacity caused by port competition, dramatic increases in throughputscompetition, dramatic increases in throughputs

• the positive impact of ports tend to spread from local economy the positive impact of ports tend to spread from local economy to national/global economy, including the hinterland and the to national/global economy, including the hinterland and the shippersshippers

Changes can cause gaps in spatialChanges can cause gaps in spatialdistribution of costs and benefitsdistribution of costs and benefits

The present scenarioThe present scenario

•““Volatility” of lines Volatility” of lines

•Hinterland OverlappingHinterland Overlapping

•Higher market power for shipping lines (M&A, Strategic alliances)Higher market power for shipping lines (M&A, Strategic alliances)

•Increasing pressures aiming at :Increasing pressures aiming at :• reducing costsreducing costs• reducing times in portsreducing times in ports• increasing flexibility in servicesincreasing flexibility in services• enhancing enhancing ad hocad hoc contracts contracts

Ports/terminals as the weakest contractual partPorts/terminals as the weakest contractual part

•demand-drivendemand-driven planning and development planning and development•OvercapacityOvercapacity•search for short term competitive advantagessearch for short term competitive advantages

liners Terminal operators (port logistics prov.) PA

SummarySummary

The new port economics: The new port economics: – Changes in the economyChanges in the economy– Changes in the transport industryChanges in the transport industry– Consequences on demand of port servicesConsequences on demand of port services– Consequences on production and supplyConsequences on production and supply– The present scenario: new threats and new opportunitiesThe present scenario: new threats and new opportunities




Port competitiveness: Port competitiveness: what what exactlyexactly do we mean? do we mean?

• Competition Competition requiresrequires competitiveness competitiveness

• ““Competitive”: Competitive”: whowho vs. vs. whomwhom? ? – Another terminal operator or company in the same port?Another terminal operator or company in the same port?

– Another port?Another port?

• In the same “range“ (= same coastline, same hinterland)?In the same “range“ (= same coastline, same hinterland)?

• In another “port range”?In another “port range”?

• Relevant scale / player: Relevant scale / player: – port terminal / stevedoring companyport terminal / stevedoring company

– port cluster / port authorityport cluster / port authority

– port range port range

Port competitiveness: Port competitiveness: players, competition and trafficplayers, competition and traffic

Companies:TOs

Stevedoring Co.

Intra - ports Inter - ports

One commoditySpecialization

Integrat. in supply ch FIR

MS

Port AuthoritiesPort Bodies

Inter - portsInter - clusters

Many commoditiesLand useServices LO

CA

L

?(Governments?)(“Port systems”?)

Inter - clustersInter - range

All commoditiesOverall performance

Land transp networks

NA

T

GOVERNANCEMANAGEMENT

Port competitiveness:Port competitiveness:a matter of points of view…a matter of points of view…

Shippers

Forwarders MTOs

Land carriers Portoperators

Shipowners

Portauthority

(local)governmt

Citizens

Lobbies

Businesscomm.

EFFICIENT COMP

EFFECTIVE COMP

SUSTAINABLE COMP

Players / stakeholders have different goalsPlayers / stakeholders have different goals

Which is the degree of integration? Which is the degree of integration? •Vertical integration (e.g.: dedicated terminals)Vertical integration (e.g.: dedicated terminals)•Horizontal integration (port networks; stevedoring groups)Horizontal integration (port networks; stevedoring groups)

Competitiveness and competition: Competitiveness and competition: The market structure of port industryThe market structure of port industry

Which is the degree of competition / contestability of the Which is the degree of competition / contestability of the market?market?Is there an “optimal size” for port terminals and ports?Is there an “optimal size” for port terminals and ports?Which is the bargaining power of different players?Which is the bargaining power of different players?

Competion implies competitiveness: Competion implies competitiveness: What about industrial organisation?What about industrial organisation?

Who are the economic players involved?Who are the economic players involved?

What is the competitive advantage? What is the competitive advantage?

Which elements influence the competitive Which elements influence the competitive advantage? advantage?

Does the port/terminal operator control them?Does the port/terminal operator control them?

Port selectionPort selection

Port competitionPort competition

Which are the criteria for selecting a port? Which are the criteria for selecting a port?

Port selection: players and criteria Port selection: players and criteria

• PLAYERS: PLAYERS: • shippers shippers • carrierscarriers

• CRITERIA CRITERIA • “ “Product, Price and Promotion decide for PlaceProduct, Price and Promotion decide for Place” (Kottler)” (Kottler)• Current trend: a shift from “price” (port duties/taxes, handling tariffs, Current trend: a shift from “price” (port duties/taxes, handling tariffs, etc.) to “product” (etc.) to “product” (service timeservice time, , reliabilityreliability, , service to shipsservice to ships, , service to service to goodsgoods))

Handling pricesHandling pricesPriority / Time windowsPriority / Time windows

CongestionCongestionEquipmentEquipment

Ratio of cargo handledRatio of cargo handled<Capacity><Capacity>

Nautical services Nautical services (pilotage, mooring, towing)(pilotage, mooring, towing)

Connectivity and accessibilityConnectivity and accessibilityPort planningPort planning

Services to cargoServices to cargo<Capacity><Capacity>

HinterlandHinterlandLabour organisationLabour organisation

Inland transprt networksInland transprt networksPort modelsPort models

terminalterminal portport overalloverall

Issues in competitiveness:Issues in competitiveness:the optimal size of the terminalthe optimal size of the terminal

High time costs for the ship

Need to reduce port times

High bargaining power of the ship

vs the port terminal

Increase in terminalSize/capacity

Time windowsDedicated terminals

Issues in competitiveness:Issues in competitiveness:vertical integration and dedicated terminalsvertical integration and dedicated terminals

Time reduction

No queues

Vertical integration

ConcessionDedicated terminals

CooperationTime windows

Effects of dedicated terminalsEffects of dedicated terminals

on on transit timetransit time:: better scheduling of the service (reduced uncertainty on ship arrivals)better scheduling of the service (reduced uncertainty on ship arrivals)

no or little queueing timeno or little queueing time

onon quality / reliabityquality / reliabity of serviceof serviceService less variable and more reliable (“learning capacity” effect for the Service less variable and more reliable (“learning capacity” effect for the terminal operator who manages the “standard” fleet of the specific liner)terminal operator who manages the “standard” fleet of the specific liner)

standardisation in loading operations and yards’ managementstandardisation in loading operations and yards’ management

Pros:• Stronger link with main clients• Securing investments by carriers

Cons: • Risk of loosing clients (for other users: increasing queuing times, lower service rates, more congested yards)• Barriers to entry

Tokyo 21 h aYokoham a 15 h aKobe 25 h aTaiwan 13 h a

NYK 74 h a

Tokyo 22 h aYokoham a 10 h aKobe 20 h aO saka 8 h aTaiwan 30 h a

M O L 90 ha

Tokyo 21 h aYokoham a 8 h aKobe 12 h aO saka 20 h aTaiwan 14 h a

K L ine 74 ha

Yokoham a 10 h aKobe 9 h aTaiwan 60 h a

APL 79 ha

Tokyo 22 h aTaiwan 26 h aHong Ko ng 17 h aYokoham a 22 h aKobe 25 h aYokoham a 18 h aKobe 25 h aTaiwan 13 h a

M aersk-SeaLand 166 h a

Tokyo 11 h aO saka 9 h aTaiwan 20 h a

Evergreen 40 h a

Tokyo 12 h aKaohsiu ng 19 h a

Han jin 31 ha

O O CL - Taiwan 45 h a

O O CL 45 ha

Asiaha

Seattle 16 h aLos Ange les 54 h aO aklan d 16 h a

NYK ha


M O L ha

Tacom a 14 h aLong Bea ch 40 h aO aklan d 12 h a

K L ine ha


APL ha

Tacom a 40 h aLong Bea ch 44 h aO aklan d 27 h aNY/NJ 103 h a

SeaLand ha

Tacom a 16 h aLong Bea ch 43 h aO aklan d 19 h aNY/NJ 26 h a

M aersk h a

Tacom a 14 h aLos Ange les 48 h aLong Beac hO aklan dNY/NJ

Evergreen h a

Seattle 43 h aLong Bea ch 61 h a

Hyundai ha

Seattle 20 h aLong Bea ch 22 h a

Han jin ha

North Am ericaha

Rotterdam 56 h aA lgecira s 20 h a

SeaLand 76 ha

Algecira s 28 h aRotterdam 75 h aBrem en 30 h a

M aersk 133 h a

M aersk-SeaLand 209 h a

G enoa 17 h a

M essina 17 ha

Antwerp

CP Sh ips

Antwerp

M SC

TarentoS ine s

Evergree n

Rotterdam

P&O Nedd loyd

Europeha

M ain d edicated te rm in a ls in 2000

Issues in competitiveness:Issues in competitiveness:horizontal integration and port networkinghorizontal integration and port networking

Increasing sizeIncreasing sizeOvercapacityOvercapacity

Vertical integrationVertical integrationDedicated terminalsDedicated terminals

Weakness of Weakness of ports/terminalsports/terminals

Horizontal integration as possible reactionHorizontal integration as possible reaction

•economies of scale / network •Market purposes (geographic penetration)•shareholders’ interests•response to concentration in maritime industry

Stevedores consolidation and networkingStevedores consolidation and networking

2001 world container throughput:2001 world container throughput:260 millions TEUs260 millions TEUs

• Hutchison Port Holding: 9,5%Hutchison Port Holding: 9,5%• Port Authority of Singapore: 7,4%Port Authority of Singapore: 7,4%• Maersk (dedicated): 4,9%Maersk (dedicated): 4,9%• Eurogate: 3,2%Eurogate: 3,2%

4 players, 25% of the market!4 players, 25% of the market!

(top 20 liners, 2000: 55%)(top 20 liners, 2000: 55%)

• Logistics outsourcing and supply chain integrationLogistics outsourcing and supply chain integration• Economies of scale and of networks Economies of scale and of networks • Oligopolistic structure of the marketOligopolistic structure of the market

A push toward both competition and cooperationA push toward both competition and cooperation

Integrations

•Between:•Terminal operators and maritime carriers

Conceded and dedicated terminal•Terminal operators and networks

•Terminal operators and inland terminals

•Between terminal operators

•Between port authorities

Vertical

Horizontal

Hyerachies and networks: Hyerachies and networks: from mainport to brainport to chainportfrom mainport to brainport to chainport

Territorial paradigm

Territorial paradigm

“Isolated“ portsprotected markets

“Isolated“ portsprotected markets MainportMainport

Competitiveparadigm

Competitiveparadigm

Concentration and competition

Ec. of scale Decentralisation

Spatial hyerarchies

Concentration and competition

Ec. of scale Decentralisation

Spatial hyerarchies

BrainportBrainport

Cooperativeparadigm

Cooperativeparadigm

Port networksport/inland terminal netw

Specialization Network cooperation

Port networksport/inland terminal netw

Specialization Network cooperation

ChainportChainport

SummarySummary


The market structure of port industryThe market structure of port industry– Competition and competitivenessCompetition and competitiveness– Port selection criteriaPort selection criteria– Is there an optimal size for ports and port terminals?Is there an optimal size for ports and port terminals?– Vertical integration: the dedicated terminalsVertical integration: the dedicated terminals– Horizontal integration: port networkingHorizontal integration: port networking



0

1000000

2000000

3000000

4000000

5000000

6000000

7000000

1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999

Rotterdam

Hambourg

Anvers

Felixstowe

Breme

Le Havre

Southampton

Zeebrugge

Thamesport

Amsterdam

Container throughput in main Northern E.U. ports

0

500000

1000000

1500000

2000000

2500000

1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999

Gioia Tauro

Algeciras

Barcelone

Genes

Valence

Masaxlokk

Le Pirée

La Spezia

Marseille

Livourne

Container throughput in main Southern E.U. ports

Container traffic: yearly average growth rate, per port (1992-2000)

35,9%

25,7%

18,0%

15,0%

12,5%11,1% 10,8% 10,6%

9,5% 9,5% 9,3% 8,7% 8,5% 7,8% 7,2% 7,2% 6,9%5,0%

0,0%

5,0%

10,0%

15,0%

20,0%

25,0%

30,0%

35,0%

40,0%

Container throughput variation by country (1999 - 2001)Container throughput variation by country (1999 - 2001)

NL

F

B

I

E

S

EL

D

M

TR

SLO

GB

-10,00% -5,00% 0,00% 5,00% 10,00% 15,00% 20,00% 25,00% 30,00% 35,00% 40,00%

Port freight traffic 1980 - 2000 (.000 tons)Port freight traffic 1980 - 2000 (.000 tons)PORTS 1980 1990 2000 1990 - 1980 2000 - 1990 2000 - 1980

Algeciras (Bahía de) 22.954 26.347 47.560 14,78% 80,51% 107,20%Alicante 2.552 2.556 3.047 0,16% 19,21% 19,40%Almería - Motril 4.590 6.803 8.964 48,21% 31,77% 95,29%Avilés 5.143 3.824 4.138 -25,65% 8,21% -19,54%Baleares 3.094 6.380 10.574 106,21% 65,74% 241,76%Barcelona 16.839 18.421 30.160 9,39% 63,73% 79,11%Bilbao 24.234 30.066 28.639 24,07% -4,75% 18,18%Cádiz (Bahía de) 1.899 3.144 4.653 65,56% 48,00% 145,02%Cartagena 13.767 13.795 17.349 0,20% 25,76% 26,02%Castellón 5.509 7.896 9.889 43,33% 25,24% 79,51%Ceuta 2.504 3.597 2.896 43,65% -19,49% 15,65%Ferrol - San Ciprian 864 1.279 8.499 48,03% 564,50% 883,68%Gijón 12.558 11.801 19.807 -6,03% 67,84% 57,72%Huelva 10.078 10.138 17.870 0,60% 76,27% 77,32%La Coruña 9.298 12.590 12.615 35,41% 0,20% 35,67%Las Palmas 5.993 9.649 16.206 61,00% 67,96% 170,42%Málaga 8.171 9.246 3.765 13,16% -59,28% -53,92%Marín - Pontevedra 511 659 1.684 28,96% 155,54% 229,55%Melilla 359 471 802 31,20% 70,28% 123,40%Pasajes 5.233 3.824 4.671 -26,93% 22,15% -10,74%Sta. Cruz de Tenerife 14.580 13.158 16.974 -9,75% 29,00% 16,42%Santander 4.410 4.140 5.349 -6,12% 29,20% 21,29%Sevilla 3.414 3.071 4.492 -10,05% 46,27% 31,58%Tarragona 19.832 24.826 27.573 25,18% 11,07% 39,03%Valencia 8.004 12.172 25.394 52,07% 108,63% 217,27%Vigo 2.545 3.225 3.877 26,72% 20,22% 52,34%Villagarcía 1.253 511 1.002 -59,22% 96,09% -20,03%C.A.P.G.(Motril, S.Ciprian) 16.800 4.340 -- -74,17% - -Other ports -- 8.326 10.056 - 20,78% -

TOTAL 226.988 256.255 348.505 12,89% 36,00% 53,53%

Containerised port traffic 1980 - 2000 (.000 tons)Containerised port traffic 1980 - 2000 (.000 tons)PORTS 1980 1990 2000 1990 - 1980 2000 - 1990 2000 - 1980

Algeciras (Bahía de) 2.145 4.920 20.334 129,37% 313,29% 847,97%Alicante 335 342 855 2,09% 150,00% 155,22%Almería - Motril -- 12 -- - - -Avilés -- -- -- - - -Baleares 701 1.371 2.143 95,58% 56,31% 205,71%Barcelona 1.218 4.577 12.989 275,78% 183,79% 966,42%Bilbao 949 1.989 4.368 109,59% 119,61% 360,27%Cádiz (Bahía de) 474 724 687 52,74% -5,11% 44,94%Cartagena 99 247 355 149,49% 43,72% 258,59%Castellón 123 44 240 -64,23% 445,45% 95,12%Ceuta 2 24 75 1100,00% 212,50% 3650,00%Ferrol - San Ciprian -- 1 1 - 0,00% -Gijón 5 61 185 1120,00% 203,28% 3600,00%Huelva 4 -- -- - - -La Coruña 2 4 -- 100,00% - -Las Palmas 761 2.025 4.514 166,10% 122,91% 493,17%Málaga 6 34 22 466,67% -35,29% 266,67%Marín - Pontevedra -- 5 238 - 4660,00% -Melilla 2 41 124 1950,00% 202,44% 6100,00%Pasajes 51 163 -- 219,61% - -Sta. Cruz de Tenerife 802 1.423 3.144 77,43% 120,94% 292,02%Santander 9 4 53 -55,56% 1225,00% 488,89%Sevilla 198 283 654 42,93% 131,10% 230,30%Tarragona 44 152 380 245,45% 150,00% 763,64%Valencia 957 3.934 14.136 311,08% 259,33% 1377,12%Vigo 211 529 1.363 150,71% 157,66% 545,97%Villagarcía -- -- -- - - -C.A.P.G.(Motril, S.Ciprian) 758 -- -- - - -Other ports -- 125 -- - - -

TOTAL 9.856 23.034 66.860 133,71% 190,27% 578,37%

What’s going on beyond traffic data?What’s going on beyond traffic data?

Who benefits from port efficiency? Who benefits from port efficiency?

Who pays?Who pays?

Ports are still a business?Ports are still a business?

For whom?For whom?

(is the whole port industry sustainable?)(is the whole port industry sustainable?)

Micro and macro impacts of the port Micro and macro impacts of the port

Competitiveness as efficiency (for the port operator)

and effectiveness (for the port user)

Input demand:• owners of the inputs• local commnunity

Output demand:• Shippers

•(producers, consumers)

Macro impact forMacro impact forthe port economythe port economy

the hinterlandthe hinterland

Micro impact for Micro impact for the port / transport / the port / transport /

logistics industrylogistics industry

How do changes affect the economy?How do changes affect the economy?

• Labour per cargo unit dramatically decreasesLabour per cargo unit dramatically decreases• Capital and entrepreneurship shift outside the local control Capital and entrepreneurship shift outside the local control

(horizontal and vertical integrations in port industry)(horizontal and vertical integrations in port industry)• Land price for port uses is low since:Land price for port uses is low since:

– port competition pushes down prices of stevedoringport competition pushes down prices of stevedoring– competition and low prices transfer on input marketscompetition and low prices transfer on input markets– land price lowers around the opportunity cost (or even below)land price lowers around the opportunity cost (or even below)

• Substantial and increasing external costs (road/rail traffic, Substantial and increasing external costs (road/rail traffic, congestion, marine and air pollution, etc.)congestion, marine and air pollution, etc.)

• Regional multipliers possibly lowerRegional multipliers possibly lower

A threat for port local economy?A threat for port local economy?

0

5.000

10.000

15.000

20.000

25.000

30.000

35.000

40.000

45.000

50.000

Ge

no

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0

1.000

2.000

3.000

4.000

5.000

6.000

7.000

8.000

9.000

10.000

PE

A

Merci (escl.petroliferi) Totale merci Addetti "Aa+Ac" 1996

Employment and throughput Employment and throughput

The relationship seems weak!The relationship seems weak! 1991: 288.000 (316.000)1996: 278.000 (298.000)

SummarySummary


The market structure of port industryThe market structure of port industry– Competition and competitivenessCompetition and competitiveness– Port selection criteriaPort selection criteria– Is there an optimal size for ports and port terminals?Is there an optimal size for ports and port terminals?– Vertical integration: the dedicated terminalsVertical integration: the dedicated terminals– Horizontal integration: port networkingHorizontal integration: port networking

Micro and macro economic impactsMicro and macro economic impacts


A changing role... A changing role...

Mode exchangerMode exchanger

Link in the Link in the supply chainsupply chain

Regulator for Regulator for Maritime and Maritime and

IntermodalIntermodaltransporttransport

Hinterland connect.Hinterland connect.Local development Local development Vertical integrationVertical integration

SafetySafetyEnvironmentEnvironment

Fair comp. / antitrustFair comp. / antitrust

New

/ gro

win

g tasks

New

/ gro

win

g tasks

::

Models of port management...Models of port management...

Terminal Terminal ManagementManagement

Other Other

ServicesServices

Land Land

OwnershipOwnership

SafetySafety

EnvironmentEnvironment

Public or Public or service portservice port(corp./ comm)(corp./ comm)

PublicPublic PublicPublic PublicPublic PublicPublic

Tool portTool port PrivatePrivate PublicPublic PublicPublic PublicPublic

Landlord portLandlord port- “anseatic”- “anseatic”

- “latin”- “latin”

PrivatePrivate PrivatePrivate PublicPublic PublicPublic

Private port Private port

- No P.A.- No P.A.

PrivatePrivate PrivatePrivate Private Private PublicPublic

• Private ports Private ports

• ““Landlord ports”Landlord ports”– ““anseatic”anseatic”– ““latin”latin”

• Tool portsTool ports

• Public ports Public ports

… … and their performance and their performance

““Market” Market”

networking networking

(H and V)(H and V)

““Institutional”Institutional”

Networking Networking

Better for:Better for:

Efficiency Efficiency control of control of

supply chain supply chain Competition Competition

Planning Planning

Land useLand use

Public fundsPublic funds

Purpose:Purpose:

Uncertain Uncertain

local impactlocal impact

No or littleNo or little

marketmarket

Orienteding Orienteding

Risks:Risks:

Market failures:Market failures:•Natural monopoliesNatural monopolies•externalitiesexternalities•Public goods Public goods

Port planning and land usePort planning and land use

Market failures:Market failures:•Natural monopoliesNatural monopolies•externalitiesexternalities•Public goods Public goods

Port planning and land usePort planning and land use

Competitive environmentCompetitive environment

Non-market failuresNon-market failures

Competitive environmentCompetitive environment

Non-market failuresNon-market failures

Safeguarding public resources

Safeguarding public resourcesenvironment - tax yeldenvironment - tax yeld


Safeguarding public resourcesenvironment - tax yeldenvironment - tax yeld

EfficiencyEfficiencyEfficiencyEfficiency

TerritoryTerritoryEnvironmentEnvironment

Port Port spacesspaces

Port Port plantsplants

Public Public servicesservices CommercialCommercial

ServicesServicesServicesServices(pil, tow, moor)(pil, tow, moor)

InfrastructureInfrastructureconstr/manutconstr/manut..

Equilibrium between different tasks / needsEquilibrium between different tasks / needs


Safeguarding public resourcesEnvironment - tax yeldEnvironment - tax yeld


Safeguarding public resourcesEnvironment - tax yeldEnvironment - tax yeld

EfficiencyEfficiencyEfficiencyEfficiency

TerritoryTerritoryEnvironmentEnvironment

Port Port spacesspaces

Port Port plantsplants

Public Public servicesservices CommercialCommercial

ServicesServicesServicesServices(pil tow moor)(pil tow moor)

InfrastructureInfrastructureconstr/manutconstr/manut

Issues in port organization and regulationIssues in port organization and regulation

Pu

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TAXTAXTAXTAX

la nueva dimension de los puertos la nueva dimension de los puertos

en el siglo XXIen el siglo XXI

[email protected]@unige.itwww.enricomusso.itwww.enricomusso.it

Transportes marTransportes marítimos y gestión portuaria ítimos y gestión portuaria Vigo, 27 de noviembre 2003Vigo, 27 de noviembre 2003

Instituto de estudios econInstituto de estudios económicos de Galicia ómicos de Galicia Fundación Pedro Barrié de la MazaFundación Pedro Barrié de la Maza

Thank you for your attentionThank you for your attention

"La nueva dimension de los puertos en el siglo XXI (Vigo, 27 ...

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