Abstract
With port competition now increasingly taking place on the landside, port actors have a genuine interest in enhancing their role and introducing improvements in the hinterland transport and logistics system. Among the different opportunities that are available, less attention has been placed on those that port–hinterland corridor management initiatives have to offer. These will be discussed herein, and a proposal is put forward for strengthening the collaborative environment in those initiatives, further reinforcing existing opportunities or creating new ones. More specifically, a value system approach is outlined and the steps for its development are sketched, putting forward value-oriented perspectives over the current performance-related ones. The proposed approach adds another useful dimension to the business thinking and decision-making of corridor members, enabling them to more holistically understand their respective roles and positioning and, in turn, further enhance collaboration among them, not just for improving performance but also, more importantly, for adding further value to the corridor. In the long term, this can result in greater benefits being realized for the corridor community as a whole.
Highlights
The Industrial Revolution, and advances in information and communication technologies (ICT) that were realized during the mid-1980s, drove the globalization of supply chains and a significant rise in international trade [1]
The establishment of a port-hinterland corridor value system has the potential to strengthen the collaborative environment in the aforementioned initiatives, as a result of the enhanced common understanding that corridor members would develop in terms of the main elements generating value to the corridor
Port competition has intensified over the years, following a number of business changes and trends taking place on the sea-side and on the landside
Summary
The Industrial Revolution, and advances in information and communication technologies (ICT) that were realized during the mid-1980s, drove the globalization of supply chains and a significant rise in international trade [1]. The “entrepreneur” role has been taken up by certain port actors (mainly GTOs, and some authorities, usually those of large ports) investing, through majority or minority shares, in inland transport and terminal operations [13,14] Through such vertical integration strategies, port actors can acquire better control over the level of efficiency of the hinterland transport and logistics system and can more identify and plan improvement actions that are to be taken. Maritime Administration (MARAD), which is part of the ETC, the 15 major U.S ports included in the Coalition, as well as the 13 smaller ones with a more peripheral role, can express their views to the corridor community with regard to existing major bottlenecks and barriers for growth, facilitating in that way the joint planning and implementation of Sustainability 2021, 13, x FOR PEER. ACTA financed the construction of a set of bridges, underpasses, overpasses and street improvements that allowed the separation of the freight trains serving the two ports from passenger and street traffic, with the aim of providing important benefits to a variety of different stakeholders (i.e., port actors, rail freight transport operators, the urban community, shippers, etc.)
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