This literature review investigates horizontal collaboration initiatives of ports and
terminals. It includes the identification of concepts, drivers, benefits and barriers.
Moreover, it examines how collaboration initiatives can be managed effectively.
The study shows that ports and terminals collaborate in the field of marketing and
business development, operations, administrative, regulatory and spin-off.
Organizations are forced to collaborate by following drivers: Bargaining power of
shipping lines, increased efficiency in sea-transport and hinterland-connections, as
well as increased requirements of shippers and shipping lines.
The benefits of collaborating can be classified in the sections efficiency / cost
reduction, knowledge and competency, positioning of the company, as well as
marketing and service benefits. Social benefits and green benefits have also been
discovered.
The main barriers are anti-competition regulations and discrepancies between
partners, strategic fit and different interests.
The top three factors of effective collaboration management are regular face to face
meetings, integration of information and trust.
All in all this literature review makes several contributions to the rarely available
literature of horizontal collaboration in the maritime port and terminal industry.
Table of Contents
Chapter 1 - Introduction
Chapter 2 - Literature review
2.1. Concept of collaboration
2.1.1. Definition
2.1.2. Ways of collaboration
2.1.3. Horizontal relationships
2.1.4. Horizontal collaboration
2.1.5. Horizontal collaboration in the maritime industry
2.2. Collaboration initiatives
2.3. Drivers
2.4. Benefits
2.5. Barriers
2.6. Effective management of collaboration initiatives
2.7. Conclusion
Objectives and Topics of the Publication
This literature review investigates the dynamics of horizontal collaboration initiatives among ports and terminals. The primary objective is to identify key concepts, drivers, potential benefits, and significant barriers to such collaborations, while also examining effective management strategies in this sector, where academic literature remains notably sparse.
- Conceptual frameworks for horizontal collaboration in the maritime industry.
- Primary drivers forcing ports to seek collaborative strategies.
- Categorization of collaboration benefits, ranging from cost reduction to green initiatives.
- Analysis of barriers, including anti-competition regulations and partner discrepancies.
- Facilitators for effective collaboration management, such as trust and information sharing.
Excerpt from the Book
2.1.2. Ways of collaboration
Barratt (2004) provides a framework with various ways of collaborating. The ways can be mainly categorized into two forms; vertical and horizontal (Figure 2.1). Beside the horizontal and vertical form, Simatupang and Sridharan (2002) defined the lateral form of collaboration.
In a supply chain context, the vertical form includes collaboration with customers, suppliers and internally (Barratt, 2004). Vertical collaboration within the port industry mainly deals with supply chain integration of ports and includes activities like providing value added services, integration of transport modes and IT-systems, building a relationship with shipping lines, and inland transport providers (Song and Panayides, 2008) as well as providing dedicated terminals to shippers (Bichou and Gray, 2005).
The horizontal form of collaboration is a relationship between competitors, non-competitors or internal departments (Barratt, 2004). In the port industry, this way of horizontal integration is often conducted due to port co-operation and mergers (Bichou and Gray, 2005).
By comparing horizontal and vertical collaboration, Bengtsson and Kock (1999, p.178) stressed that "horizontal relationships between competitors have not been analyzed to the same extend as vertical relationships". This general statement seems to be also valid for the port industry as Bichou and Gray (2005, p.85) maintain that "horizontal integration strategies were less common in the past but are gaining more support in recent years". Furthermore, Bengtsson and Kock (1999) argue, that vertical relationships are easier to capture due to their nature of economic activities among supply chain members. "Horizontal relationships, on the other hand, are more informal and invisible" (Bengtsson and Kock, 1999, p.178). Nevertheless, both types of relationships can be equally valuable for a firm.
Summary of Chapters
Chapter 1 - Introduction: Outlines current maritime trends such as globalization and shipping alliances that necessitate new collaborative strategies for ports to maintain competitiveness.
Chapter 2 - Literature review: Provides a comprehensive critical review of existing literature, covering definitions of collaboration, types of initiatives, drivers, barriers, and management factors within the port and terminal industry.
Keywords
Horizontal Collaboration, Maritime Logistics, Port Management, Co-opetition, Supply Chain Integration, Terminal Operations, Strategic Alliances, Competitive Advantage, Logistics Networks, Port Cooperation, Joint Ventures, Maritime Strategy, Intermodal Transportation, Sustainability, Stakeholder Management
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on horizontal collaboration initiatives between ports and terminals, analyzing how these entities can work together to improve performance and competitiveness in a changing global business environment.
Which specific areas of collaboration are covered?
The research explores various fields including marketing and business development, operations, administrative functions, regulatory efforts, and spin-off initiatives.
What is the primary goal of the study?
The primary goal is to compile a critical literature review on a rarely documented subject, filling the knowledge gap regarding the drivers, benefits, and effective management of maritime collaborative practices.
What research methodology is applied?
The author uses a critical literature review methodology, assessing findings from existing research to synthesize a structured framework for horizontal collaboration in the maritime sector.
What does the main body of the work address?
The main body systematically breaks down the concept of collaboration, explains why ports are forced to collaborate (drivers), the potential gains they can achieve (benefits), the challenges they face (barriers), and how they can best manage these complex partnerships (effective management).
Which keywords best characterize this work?
Key terms include horizontal collaboration, co-opetition, port management, logistics networks, and supply chain integration.
Why is this review significant for the port industry?
It is significant because it consolidates information on a topic where academic literature is currently very rare, providing a theoretical foundation that supports future research and strategic decision-making in port management.
How are 'drivers' and 'benefits' differentiated in the text?
The author makes a distinction between 'drivers' as the external forces or causing factors that compel ports to seek collaboration, and 'benefits' as the positive outcomes resulting from these partnerships.
- Arbeit zitieren
- Christian Schwab (Autor:in), 2012, Literature Review of Horizontal Collaboration in the Maritime Industry: Ports and Terminals, München, GRIN Verlag, https://www.grin.com/document/205850
