What conditions supply chain strategies of ports? The case of Dubai

Abstract

Recent academic debates about port competition have centered on the strategic responses of port authorities, operators, managers and owners to the emergence of global supply chains. The competitive performance of a port authority or operator, given the rise of the integrated logistics sector, depends increasingly on its strategic relationship to these supply chains and rather less on traditional port competition factors such as hinterland size and physical infrastructure. However, there are few empirical studies investigating the degree to which particular port actors are capable of inserting themselves into global supply chains. In this article we ask what factors condition the supply chain strategies of port actors. We hypothesize that the strategic supply chain choices of a port authority or operator are conditioned by the territorialized institutional framework in which the dominant actors in a port operate. We apply these insights through a case study of the transformation of Dubai Port Authority, and the rise of Dubai Ports World (DPW).