外文翻譯--經(jīng)濟活動、資源和組織關系港口競爭力的關鍵因素(（節(jié)選）

1、<p><b>　　中文2645字</b></p><p>　　出處：De Martino M, Morvillo A. Activities, resources and inter-organizational relationships: key factors in port competitiveness[J]. Maritime Policy & Managem

2、ent, 2008, 35(6): 571-589.</p><p><b>　　<文獻翻譯：原文></b></p><p>　　Activities, resources and inter-organizational relationships: key factors in port competitiven

3、ess</p><p>　　De Martino M, Morvillo A</p><p>　　In the last decade, the port economics literature has given great emphasis to the Supply Chain Management approach as the new paradigm for the defi

4、nition 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 competit

5、ive advantage. Nevertheless, the application of SCM approach to the port is particularly compiex given the traditional hostile relati</p><p>　　1. Introduction</p><p>　　Studies on port competitiv

6、eness 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 inte

7、rests and nonconvergent objectives.</p><p>　　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 del

8、imit 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 s

9、trategic area (SBA) of which it is composed. Various applications of this conceptual framework have brought to the for</p><p>　　With reference to the debate on who the true actors within the competitive aren

10、a 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 Porte

11、r 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’rang</p><p&g

12、t;　　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

13、 evaluate the competitive advantage of a port against its competitors.</p><p>　　In summary, the above-mentioned literature proves rigorous and coherent respect to the theoretical models of reference, general

14、ly 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 brou

15、ght 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</p><p>　　Consistent with the spread of the new paradi

16、gm by which ‘real competition 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’. Unde

17、r 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

18、as a source of c</p><p>　　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 no

19、t 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 var

20、iables (geo-economic context, institutional model and the infrastructures of connection), is incre</p><p>　　Accepting this view, some authors have reconsidered recent contributions and conceptual categories

21、 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 an

22、d customer, subsequently its contents expanded to include the network of organizations involved, through upstream and downstream linkages, in various processes and activities that cr</p><p>　　Although the st

23、rategic 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

24、 in the port environment, while most of the available literature adopts a fragmented approach in the analysis of port activities.</p><p>　　Taking into consideration that the SCM is the new paradigm, by which

25、 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

26、 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 th</p&g

27、t;<p>　　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

28、 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 resourc

29、es in order to satisfy the clients, are decisive for port competitiveness. </p><p><b>　　<文獻翻譯：譯文></b></p><p>　　經(jīng)濟活動、資源和組織關系：港口競爭力的關鍵因素</p><p>　　在過去的10年里，港口經(jīng)濟學文獻極大地

30、強調(diào)了把供應鏈管理方式作為港口競爭力的新范式。供應鏈管理支持供應鏈的角色并且考慮在業(yè)務流程上整合作為競爭力優(yōu)勢來源的經(jīng)濟活動和資源之間關系的發(fā)展。然而，對港口供應鏈管理方式的應用在有傳統(tǒng)的敵對關系的兩個港口之間尤其復雜。</p><p>　　為了努力克服這種復雜性，有些作者已經(jīng)考慮到港口是物流服務的提供商，并且理解它們在全球玩家掌控下的通過綜合實踐的供應鏈角色——主要是船公司和終端經(jīng)營者——提供綜合的物流服務。即

31、使這些因素對港口競爭力而言是至關重要的，它們決定了在新的競爭情景下港口的被動角色。對港口在供應鏈中潛在的積極角色的定義是這篇文章所要呈現(xiàn)的目的，通過對供應鏈管理和港口競爭力的一系列文獻回顧，構(gòu)建出一個關于港口競爭力的新框架。根據(jù)這個框架，也就是基于價值概念的價值是由共同努力來滿足客戶需求所產(chǎn)生的，通過開發(fā)供應鏈之間的不同的（系列的混合的互惠的）的依賴性。在這種情形下，港口當局在鑒別那些資源的時扮演了基礎性的角色——這就是所謂的關鍵資產(chǎn)—

32、—在價值形成過程中，鼓勵港口各因素組織關系的發(fā)展。</p><p><b>　　介紹</b></p><p>　　關于港口競爭力的研究傳統(tǒng)上聚焦于分析具體的服務或者港口活動，在環(huán)境特征日益復雜的情形下，這些涉及到的因素經(jīng)常會被對方利益和無收斂的目標所驅(qū)動。</p><p>　　其中最有趣的是試圖去描述策略性地驅(qū)使意大利港口的發(fā)展，采用ABELL

33、的理論模型，為了去劃定競爭力的范圍并且定義港口的戰(zhàn)略業(yè)務領域。最終目標是為了戰(zhàn)略定位的定義和港口的發(fā)展選擇設計一個模型，這是由每一個戰(zhàn)略區(qū)（SBA）所組成的。這個概念框架的各種應用帶來了指定戰(zhàn)略定位的假設和港口發(fā)展的選擇，如熱那亞，Tauro Gioia，Savona Vado和那不勒斯。</p><p>　　關于爭論誰是這個競爭區(qū)域的真正主導者，Heaver相信，終端更明顯地是競爭戰(zhàn)略的焦點而不是港口的，因為他

34、們所處理的不同類型的貨物流。其他作者應用波特的鉆石模型來說明港口相對于其他競爭者而言所具有的優(yōu)勢和劣勢。為了正確地分析港口之間的競爭關系，他們參考“range（范圍）”這個術語，也就是說，一個包含了一系列港口的區(qū)域，擁有廣泛的疊加的相同的內(nèi)地客戶。這個被提出來的框架，應用到漢堡和勒阿弗爾地區(qū)之間的安特衛(wèi)普港，表明了一系列的特定因素（需求條件，因素條件，支持產(chǎn)業(yè)等）會影響港口物流服務的提供，從而能確定在這個相同的區(qū)域范圍內(nèi)的港口所具有的競

35、爭優(yōu)勢。</p><p>　　其他的研究也應該提到，即主要是基于不同指標的闡述，技術空間特點以及基礎設施和終端設備的性能，從而來評價一個港口相對于它的競爭對手而言所具有的競爭優(yōu)勢。</p><p>　　總之，上述提及到的文獻證明了對參考理論模型嚴謹而又連貫的尊重，一般是應用到制造業(yè)的分析。而且，它在引發(fā)關于港口競爭力討論的時候具有很多優(yōu)點，這在之前早就被全盤忽略了。然而，這些研究盡管已經(jīng)揭

36、示了港口社區(qū)的傳統(tǒng)沖突，需要去整合港口和它的腹地，他們沒有用一種系統(tǒng)的方式來處理好各種要素的一體化，并把它作為競爭優(yōu)勢的一個來源。</p><p>　　符合新范式傳播是這樣子的“真正的競爭不是公司與公司之間的，而是供應鏈與供應鏈之間的”，它已經(jīng)聲明，“競爭不是在個體港口之間展開的，而是在物流鏈之間展開。從這個角度看來，在港口競爭下提供增值服務已經(jīng)成為了重要的角色，終端已經(jīng)成為了“簡單元素”。具有戰(zhàn)略重要性的增值物

37、流服務作為港口競爭優(yōu)勢的一個來源，處于國際發(fā)展的需要已經(jīng)被兩家主要的機構(gòu)強力支持著：世界銀行和聯(lián)合國貿(mào)易和發(fā)展會議。在不同的聲明中，他們指的是發(fā)展的機會，與傳統(tǒng)的物流服務——相關的貨物運動——一整套允許優(yōu)化商品流通和提升產(chǎn)品價值的增值活動。他們事實上突出了港口促進其生產(chǎn)腹地發(fā)展的必要性，為了確保一種持久的經(jīng)濟發(fā)展。</p><p>　　識別供應鏈管理作為競爭力的一根杠桿，從而使我們相信傳統(tǒng)的分析方法只是簡單地提到

38、，不足以描述和解釋當前發(fā)展的市場動態(tài)。結(jié)果，一個新的系統(tǒng)觀正在逐步被肯定，根據(jù)港口的競爭力，盡管仍舊跟結(jié)構(gòu)型變量非常相關（地理經(jīng)濟背景，制度模型和基礎設施連接），正變得越來越依賴于港口業(yè)務的軟件組成，包括提供服務的范圍，用于相同或者其他港口社區(qū)之間交換因素信息的現(xiàn)有信息與通信技術系統(tǒng)，海上行業(yè)的專業(yè)知識，因素之間水平和強度的關系：所有的元素定義了一個港口的質(zhì)量。</p><p>　　接受了這一觀點，一些學者已經(jīng)重

39、新思考了在供應鏈管理文獻下最近的貢獻和概念范疇，來重新定義戰(zhàn)略定位和港口戰(zhàn)略。值得一提的是，該供應鏈的概念主要聚焦于公司、供應商以及顧客之間的物流體系，隨著它的內(nèi)容擴大到包括網(wǎng)絡的組織參與，通過上游與下游之間的聯(lián)系，以各種工序和活動來創(chuàng)造面向最終客戶的關于產(chǎn)品和服務的價值。供應鏈管理，作為一個管理理念，支持發(fā)展使用者和供應鏈之間合作伙伴關系，考慮活動和資源的整合，作為業(yè)務流程中的具有相對競爭優(yōu)勢的一個來源。</p><

40、;p>　　盡管供應鏈管理的重要戰(zhàn)略和物流一體化是學術界和當前貿(mào)易實務所廣泛認同的，直到現(xiàn)在都只有一部分的貢獻，在港口環(huán)境中處理了物流一體化和供應鏈管理的問題，然而大多數(shù)現(xiàn)有文獻的采用一個支離破碎的方式在分析港口的活動。</p><p>　　考慮到供應鏈管理是新范式，港口可以發(fā)展不同的能力并且提供高質(zhì)量的服務，本文在關于港口戰(zhàn)略和發(fā)展上提出了一個新的理論框架。針對這一目標，本文結(jié)構(gòu)可以分為三個主要的部分。第一

41、部分，理論屬性，介紹供應鏈管理的新范式及其延伸網(wǎng)絡。網(wǎng)絡正逐步被視作供應鏈管理文獻的一個研究對象，因為他們能夠更加準確地描述出商業(yè)活動中的復雜實相?！霸牧限D(zhuǎn)化成最終產(chǎn)品和服務的過程是一個相對簡單的線性過程鏈，與其說像復雜的互聯(lián)網(wǎng)絡關系，更不如說是像意大利面條”。在此背景下，戰(zhàn)略定位的關鍵因素是公司創(chuàng)造組織關系的能力，因為他們象征公司進入的方式，動員和結(jié)合不同的經(jīng)濟活動與資源，促進產(chǎn)品創(chuàng)造和創(chuàng)新，無論是在商業(yè)上還是在網(wǎng)絡上。第二部分主要

42、聚焦在港口環(huán)境下的物流一體化和供應鏈管理問題。文章的這一部分尤為突出，因為每一個概念都沒有處理好文獻中未提及的問題：從對這些文獻的回顧，可以明顯地看出，缺乏一個框架來呈現(xiàn)整個港口群體在過程中創(chuàng)造價值。</p><p>　　鑒于港口是涉及一系列供應鏈關系的復雜現(xiàn)狀，其中的每一個部分都是具有不同需求的特殊實體，網(wǎng)絡使描述港口之間的關系，在過程中令顧客滿意變得更加可行；而且，組織間的關系在不同的網(wǎng)絡中被創(chuàng)造，既能管理各