集成和瓦解的海洋運輸、港口和物流活動的經(jīng)驗性實例外文翻譯

1、集成和瓦解的海洋運輸、港口和物流活動的經(jīng)驗性實例外文翻譯 本科畢業(yè)論文外文翻譯外文題目:empirical evidence for integration and disintegration of maritime shipping, port and logistics activities 出 處: discussion paper,200901作 者: antoine fremontempirical evidence for integration and disintegration of maritime shipping, port and logistics activit

2、ies in 50 years, containerisation has become the backbone of globalisation. that it has done so can be attributed to the beneficial interaction of three broad types of factor: technical, economic and organisational. in the beginning, containerisation was nothing more than a simple technical innovati

3、on. however, as an intermodal tool, the container paved the way for new and long-term organisational models in the transport sector. these organisational factors challenged transport actors, who had to redefine the demarcation lines between their respective businesses in order to bring reliable door

4、-to-door transport chains with a global reach into operation. the opportunities that containerisation offered would have remained a dead letter had they not coincided with the deep upheavals in economic factors since the 1970s. the very strong growth in international trade in manufactured products,

5、systematically higher than growth in international trade overall - itself higher than gdp growth - marks a deeper division in international labour, which was made possible only through the support of a strong transport system. since its advent in the mid-1960s, containerisation has been bringing abo

6、ut the integration of the transport chain brooks, 2000. at the same time, shippers logistics needs have been increasing steadily as they take advantage of the opportunities offered by globalisation to develop their production and/or distribution activities on an international scale and this necessit

7、ates synchronisation of their activities in space and time through the introduction of logistics chains. the management of these chains is a source of control as well as providing a source of profit for all - forwarders, maritime or inland transport operators, forwarding agents or logistics speciali

8、sts - who are involved in the these chains heaver et al., 2001. all international transport companies now claim to be logistics operators capable of providing a customised response to the needs of their shipping clients. meanwhile, logistics theorists, particularly academics, demonstrate the organis

9、ational and economic advantages of putting in place logistics chains integrated as closely possible with the creation of the value chain, from the pre-production of goods through to the final distribution stage. what counts is no longer transport so much as the organisation of logistics services for

10、 shippers. if they are to meet this demand, carriers would therefore have to integrate a whole series of logistics functions, which would mean extending thescope of their activities far beyond their original core business. however, one does need to question the termlogisticsand whether there actuall

11、y is integration as is assumed to be the case today. is an ordinary port-to-port maritime transport service still essential? does the shift to door-to-door transport services mean real vertical integration of the different modes of transport by a single operator? does this integration lead to margin

12、alisation of a firms original core business? apart from actual transport, is the management of logistics chains for a shipper right from pre-production through to end distribution really as common as all that? in order to answer these questions, we will concentrate on the biggest shipping lines. tod

13、ay, they are key actors in transport chains by virtue of the global networks they have deployed slack et al.,2002, the transport capacity they control - in 2007, over 80 per cent of containerised traffic was concentrated in the worlds top 20 shipping lines ? and the opportunities that containerisati

14、on is giving them to establish themselves as logistics providers evangelista, 2005, chiefly because they control the containers, which can be regarded as part of a vessels cargo hold. containerisation has reportedly transformed maritime operators into fully-fledged logistics firms capable of providi

15、ng a basic door-todoor service but also of more extensive involvement in the management of entire logistics chains, including tracking and direct operations on the cargo itself. our question is: is the apparent integration of logistics and port functions by shipping lines actually a reality? how doe

16、s their core business as maritime lines fare with the introduction of integration, which would tend to relegate maritime transport services to second place and appears to be determined by the very nature of containerisation? on an essentially qualitative basis, in the absence of complete quantitativ

17、e data, our aim is to demonstrate that the involvement of scheduled shipping lines as logistics providers in a logistics chain is still very debatable. we will demonstrate that containerisation effectively paves the way for the processes of horizontal and vertical integration. however, the less doub

18、t there is about horizontal integration, the more we should be questioning vertical integration. an analysis of the activity of maritime groups is convincing in this respect. with this in mind, we propose to make a clear distinction betweencontainer logisticsandfreight logistics the first of these i

19、s an integral part of the maritime business and is totally the responsibility of the shipping line. the second involves the direct handling of goods over and above straightforward transport provision. this distinction prompts some very strong reservations as to the actual vertical integration in the

20、 transport chain. without questioning the reality of the upheavals in the organisation of transport chains caused by containerisation over the past fifty years, we argue that there is a discrepancy between the assertions of professionals and academics and the actual facts observed regarding the vert

21、ical integration of containerised transport by liner shipping operators, which have historically played a key role in all the innovations linked to containerisation. this is no doubt explained by an overworked use of the term “l(fā)ogistics”, without any real definition of what it means. despite the wid

22、e number of possibilities provided by containers, which can range from basic port-to-port service to externalised management of their freight flows by shipper clients, the core business of shipping lines remains the essential factor for understanding the greater or lesser extent of their involvement

23、 in the transport chain. the prime concern of shipping lines is to fill their vessels, which must, at the very least, generate sufficient revenues to cover their cost. everything else is secondary or aimed at meeting this concern. it is clear, from this perspective, that shipping lines emphasise two

24、 types of logistics, i.e. vessel logistics and container logistics. the former leads them to become involved in ports by making major investments in sea terminals. the latter explains why they are becoming involved in inland transport by setting up road, rail and waterway services. the latter servic

25、es do meet a real demand on the part of clients, or else they would serve no purpose. however, the underlying rationale behind these services remains primarily related to liner shipping, for they are aimed at capturing freight in the hinterland, managing flows of containers and bringing them to port

26、s at the lowest cost in order to fill vessels.nevertheless, this involvement in inland transport most frequently remains confined to an organising role. it consists of co-ordinating the various links in the transport chain to achieve reliable and competitive door-to-door service, particularly when c

27、ombined rail/road and waterway/road modes are involved. however, it is much less frequent for shipping lines to become directly involved as inland transport operators. for this, they rely on specialists that provide these services as their core business. in terms of the core business of shipping lin

28、es, freight logistics has little to contribute, except for forcing shipping lines to become involved in a new activity that already has its own specialised operators. however, shipping lines do not have enough financial capacity to invest everywhere, which explains they have chosen to focus on vesse

29、l and container logistics that support their core activity to enable them to remain competitive with their competitors. for shipping lines, this balance can be expected to continue in coming years. on the other hand, one could no doubt imagine vertical integration in the opposite direction, from lan

30、d to the sea. certain major logistics groups control very large volumes worldwide and have considerable financial capacity. in response to a shipping line market that is becoming increasingly concentrated, controlling the maritime segment might prove to be a judicious means of optimising services to

31、 shipper clients. however, this is a move that would have to be approved by shippers, who rarely like to depend on a single provider for their logistic services. all this to say, simply, that the assertions of professionals and academics are ahead of the reality observed on the ground, although, wit

32、h regard to containerisation, these assertions, because of the compelling prospects that they open up, will gradually shape the reality to come.譯文: 集成和瓦解的海洋運輸、港口和物流活動的經(jīng)驗性實例 近50年以來,集裝箱運輸已經(jīng)成為了全球化的支柱,這主要可歸咎于三大類型的互益因素:技術(shù)、經(jīng)濟和組織架構(gòu)。起初,集裝箱運輸并未受到重視,僅僅被認(rèn)為只不過是一個簡單的技術(shù)創(chuàng)新。但是,作為一種多式聯(lián)運工具,集裝箱為運輸領(lǐng)域中新型、長效的組織模型創(chuàng)造了條件。這些

33、組織因素,挑戰(zhàn)了運輸所扮演的角色。為了帶來可靠的送貨上門的運輸鏈,并伴隨著全球達到統(tǒng)一的操作,不得不重新定義在他們之間各自商業(yè)的分界線。自20世紀(jì)70年代以來,如果集裝箱運輸所提供的機會沒有在這次經(jīng)濟因素的巨變中取得一致,那么它們依舊會是一紙空文。工業(yè)產(chǎn)品在國際貿(mào)易中強勁增長的勢頭,系統(tǒng)地高于國際貿(mào)易增長總體?本身高于gdp增長?標(biāo)志著國際勞動力更進一步的分工,使得只通過一個強大的交通系統(tǒng)成為可能。 自20世紀(jì)60年代中期以來,集裝箱運輸業(yè)的到來已經(jīng)了帶來一體的運輸鏈布魯克斯,2000年。與此同時,托運人的物流需求都已穩(wěn)步上升,因為他們利用這個全球化提供的機會,在國際規(guī)模上來發(fā)展他們的產(chǎn)品和分

34、配活動,這需要其通過引進的物流鏈,他們的活動分配在空間和時間上的同步。這種物流鏈的管理是一種控制的來源,同樣也提供了所有的利潤之源?所有運輸代理、海事或者內(nèi)陸運輸經(jīng)營者、貨運代理公司或物流專家參與了這次物流鏈heaver等人,2001。 現(xiàn)在所有的國際運輸公司要求,作為一名物流操作員具有能夠提供根據(jù)運送顧客要求而做出正確回答的能力。與此同時,物流理論家,特別是專業(yè)學(xué)者,在落實物流鏈的整合為一時并緊接著伴隨著價值鏈的創(chuàng)建,展現(xiàn)組織內(nèi)部優(yōu)勢和經(jīng)濟優(yōu)勢。從前期的貨物送到最終分配的階段,重要的不再是物流組織對托運人的服務(wù)。如果他們是為滿足這一需求,航運公司會因此把整個系列的物流功能整合起來,這可能意味

35、著擴大其活動范圍,并會遠遠超過他們最初的核心事務(wù)。然而,有一個確實需要質(zhì)疑術(shù)語“物流”,以及在今天假定情況屬實的是否實際上已經(jīng)一體化了。一個普通的港口對港口的海上運輸服務(wù)還是最主要的嗎?挨家挨戶的運輸服務(wù)的轉(zhuǎn)變是否意味著由一個運營商在不同運輸方式上的真正的垂直整合?這個整合導(dǎo)致公司的原始的核心業(yè)務(wù)邊緣化嗎?除了實際的運輸,對于托運人的權(quán)力,物流鏈的管理從前期的貨物到最終的分配,真的和所有的一樣都那么普通嗎? 為了回答這些問題,我們將集中在這個最大的航運公司。今天,他們通過憑借全球網(wǎng)的部署,在運輸鏈中扮演了重要的角色(slack等人,2002。他們控制的運輸能力?在2007年,超過百分之八十的已

36、集裝箱化的交通都集中在世界上最大的前20位航運公司?集裝箱運輸給予作為物流商的他們機會去建立他們自己的公司evangelista,2005,主要是因為他們控制著可作為船舶貨艙的一部分的集裝箱。據(jù)報道,集裝箱運輸轉(zhuǎn)變了從海事操作到能提供一個基本的挨家挨戶的服務(wù)完善的物流企業(yè),也能更廣的的參與到整個物流鏈的管理,包括跟蹤整個物流鏈并直接操作貨物本身。我們的問題是:通過航運公司,明顯的物流一體化和港口的功能實際上是一個事實嗎?其核心業(yè)務(wù)是如何將海上航線的經(jīng)營一體化引入,就會傾向于把海上運輸服務(wù)降低到第二名,似乎非常自然的由集裝箱運輸所決定。 在一個本質(zhì)上定量的基礎(chǔ)上,由于缺乏完整的定量數(shù)據(jù),我們的目的是為了證明作為物流供應(yīng)商的航運公司已預(yù)定參與到物流鏈中,這還是很值