外文翻译--越南港口效率和竞争力体系的分析

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1、精选优质文档-倾情为你奉上 本科毕业论文外文翻译外文题目：An Analysis of the Efficiency and Competitiveness of Vietnamese Port System 出 处 Department of Maritime Business 作 者：Vinh Van Thai and Devinder Grewal 原 文：An Analysis of the efficiency and Competitiveness of Vietnamese Port Systemby Vinh Van Thai and Devinder GrewalABSTRA

2、CTPorts, as one of the important links between different modes of transport within the logistics chain, have special essence since their efficiency and competitiveness will certainly have an impact on the chain, and hence the national and regional economy. Vietnam, as a developing country gradually

3、integrating into the regional and global economy, is rationalizing its economic sectors, including transportation. In this environment, ports play a vital role for the purpose of achieving comparative advantages in the international market. However, the Vietnamese port system is burdened with out da

4、ted work practices, low efficiency and poor competitiveness compared to other ports in the region. This paper identifies some of the problems in the Vietnamese port system and proposes strategies to address them. Keywords: Vietnam, port, efficiency, competitiveness, analysisINTRODUCTION The paper is

5、 organized in four main sections. The first part sets the general background and overview on port geography in Vietnam. The second section addresses the issues of efficiency and competitiveness of the Vietnamese port system. The third part proposes some development strategies based on previous discu

6、ssions, followed by the last section that sums up the paper.General back groundVietnam is located in the Indochina peninsula in South East Asia and shares the borders with China in the North, Laos and Cambodia in the West and has her East coast facing the South China Sea. The country is situated wit

7、hin the tropical zone and has a tropical monsoon climate. As Vietnam is a narrow and long country stretching from the south of China down to the Gulf of Thailand, the seasons also vary from the north to the south of the country. In the north, there are visibly four seasons; however, the southern par

8、t of the country experiences only two seasons all year round, namely the tropical dry and the tropical wet. As far as tidal regimes are concerned, ports in the north see mainly the diurnal tidal regime while in the central region there is a combination of semi-diurnal, irregular semi-diurnal and irr

9、egular diurnal regimes. In the south, the tidal regimes in existence are semi-diurnal and irregular semi-diurnal. Brief overview on port geography in VietnamVietnam has more than 3,000kilometres of coast line stretching from north to south of the country. The Vietnamese port system consists of both

10、ports along the coast line and the ones located on rivers. According to Vietnam Maritime Bureau (VINAMARINE, 2003), there are currently more than 90 ports which can receive vessels on international voyages and several dozen of other ports for internal trade. The Vietnam Port Association (VPA)，which

11、now has 40 members all of whom are capable of serving vessels on international voyages, has the annual cargo through put of more than 80% of the countrys total. Analysis of the Vietnamese Port SystemIn this part of the study the efficiency and competitiveness of the Vietnamese port system will be an

12、alysed and discussed. The main issues involving port institutional and administrative regimes, as well as port operation and management will be covered to reveal the contemporary problems as far as efficiency and competitiveness are concerned. Where necessary, comparison will be conducted between th

13、e Vietnamese ports and some others in the ASEAN and ESCAP region to further illustrate the analysis and discussion.Institutional and administrative issuesFrom a holistic point of view, the institutional and administrative issues of a port system are very important to provide initial information abou

14、t its efficiency and competitiveness. In this section, different categories of port management body as well as the role of port authorities in Vietnam will be analysed and discussed. Port management body in Vietnam The port management system in Vietnam is very diversified. Examples include: VINAMARI

15、NE, which is under direct control and management of the Ministry of Transport, manages three ports Nghe Tinh Port,Qui Nhon Port and Nha Trang Port. VINALINES (Vietnam National Ship ping Lines), which is also under direct control and management of the Ministry of Transport ，is the state-owned company

16、 responsible for shipping activities in Vietnam. It man ages: Hai Phong Port and Quang Ninh Port in the north, Da Nang Port in the central, Sai Gon Port and Can Tho Port in the south. Local governments, such as cities and provinces, also take part in port management. For instance, Ben Nghe Port is d

17、irectly under super vision and management of Department of Transport and Public Works of Ho Chi Minh City. Some state-owned corporations, which are under control of provinces and cities, also manage ports. This is the case of Hon Khoi Port managed by a salt company under control of Peoples Committee

18、 of Khanh Hoa province.The participation of private sector in port management in Vietnam is still very limited. Nationally, there are only two ports that have the private sectors participation so far: Ba Ria Serece in Phu My (Vung Tau province) as the joint-venture between Norway, French and Vietnam

19、ese partners; VICT as the joint-venture between NOL of Singapore, Mitsui & Co. of Japan and Southern Waterborne Trans port Company of Vietnam. These ports are under direct control and management of both Ministry of Transport and Ministry of Planning and Investment.The role of Port AuthorityThe defin

20、ition of term port authority and its functions in Vietnam is very different from other countries in the world. In 1977, a port authority was defined as State, Municipal, public or private body, which is largely responsible for the tasks of construction, administration and sometimes the operation of

21、port facilities and, in certain circumstances, for security (World Bank Port Reform Toolkit, 2001). This definition is sufficiently broad to accommodate the various port management models existing in the world. It also indicates that the port authority plays an important strategic role with wide res

22、ponsibilities. In most cases, the port authority is the landowner and it can work out general guide lines for strategic development of owned ports and terminals.Port operation and managementIn parallel with institutional and administrative issues identified above, various operational and management

23、problems at selected key ports can also been identified. Pricing policyThe practice of maritime dues and fees at ports in Vietnam is also as diversified as the port administration and management system. Current framework of fees and dues are regulated by different government agencies as follows:The

24、Ministry of Finance regulates rates for tonnage fee, aids-to-navigation (ATN) fee, wharf age and documentary fee.The Governments Pricing Committee regulates rates for pilot age, tug service, mooring and unmooring, wharf age (elaborated from rates regulated by Ministry of Finance), opening and closin

25、g hatches, cleaning of hatches, rubbish collection, water supply, tallying, cargo handling charge, cargo storage charge and equipment hire/leasing.Tariff analysisThe following tables indicate a comparative analysis between two cases of 3,000 TEU class ship and 1,100 TEU class ship visiting ports in

26、the ESCAP region. Port tariff is compared in terms of both nominal exchange rate and purchasing power parity.ProductivityIn order to further examine the efficiency of current Vietnamese ports, it is necessary that some key performance indicators are analysed. The following records indicate current h

27、andling productivity in normal working conditions:It can be clearly seen from the above that handling productivity at key Vietnamese ports, with the exception of VICT, is still relatively low compared with other ASEAN ports in the region which can reach about 25 boxes per unit crane per networking h

28、our. This can be partly explained by the absence of specialized handling equipment like ship-to-shore gantry cranes at some ports, skills of crane drivers, as well as internal management problems. Handling productivity at the quay is very important since it directly relates to the vessels turnaround

29、 time in ports, meaning the economic justification for ship operators. However, ports also have a responsibility to en sure efficiency in their landside operations to sustain any benefits of efficiency in quayside operations.Administrative proceduresVietnamese ports are known for their cumber some a

30、dministrative procedures for ships using their services. Before the Prime Ministers Decree No.55/2002/QD-TTg dated 23/04/2002 on reform of administrative procedures at sea ports came into effect on 01/07/2002 with experimental application at Sai Gon Port, the ships agent needed to gather more than 3

31、0 types of documents for a ship to visit Vietnamese ports. Moreover, it was also time-consuming since he had to arrange himself to pick up all related agencies such as port authority, customs, immigration, medical officer etc for the same ship and take them onboard. In practice, it took about half d

32、ay to gather all necessary related agencies, and about the same amount of time to bring them onboard and finish the job. This lengthened the ships waiting time.The reform of administrative procedures at seaports stipulated that the port authority is the agency to coordinate with all other related ag

33、encies, and the ships agent only needs to submit necessary documents to the port authority. As a result of these reforms, in Ho Chi Minh City area, the number of vessel calls has increased by 30% after one year of implementation. However, such a reform has to be extended to all other ports.Equipment

34、 and facilitiesFacilities and equipment make up the “hard ware” of any ports and terminals. Al though they cannot provide an actual judgment as productivity and utilization indicators they are still important factors to evaluate the suit ability and capacity of ports and terminals in response to cus

35、tomers requirements. The following table provides a summary of facilities and equipment at selected key ports.Vietnam is still at the preliminary stage of containerisation compared with other ASEAN ports in the region, and the average share of containerised cargo at ports is still modest (about 30%)

36、. The ratio of containerised cargo through Vietnamese ports in 1995 was merely 18.7%, yet it has increased to 25.8% in 2000 and 28.2% in 2001 (AEAN, 2002). If we compare this tendency with current investment in specialized handling equipment for container operation at ports, there appears non-equiva

37、lence between growing demand and current capacity. As can be seen from Table12, there are only eight ship-to-shore gantry cranes and 21 RTGs for yard handling at the moment in Vietnam, nationwide. Equipment for handling break-bulk and general cargo is out-of-date and delivers low productivity; some

38、of them, such as KIROV cranes at Hai Phong Port, have been in operation for decades.Software: IT and EDI application Today, IT and EDI in shipping and port operation and management are vital and make up the “soft-ware” or the “Information structure” of any port or terminal. The advantages of such so

39、ft ware are to eliminate human error, save time, simplify procedural documents and to enhance overall efficiency by the accurate relay of information and data. Moreover, IT and EDI also bring about the tangible advantage of laying the foundation for ecommerce and business in ports and terminals. The

40、 application of IT and EDI in ports and terminals can be broadly identified at two levels:Internal management system: this means all related departments and sections within a port are linked with each other. Information and data from all users and clients of the port enters a gate and is relayed to

41、relevant areas for further processing/planning. The system allows all operational activities to be planned from one source of information.Links with users and clients, such as customs, shipping lines, forwarders, shippers, consignees, and external logistics providers .In this sense, multiple entry a

42、nd errors are, as much as possible, eliminated since all documents are transmitted electronically, and each user is able to access information as needed. This includes pre-arrival information like cargo manifests, crew lists, etc to be submitted to the port and customs.Hinterland connectionThe ports

43、 hinter land is defined as the area behind the port in which total logistics cost for the shipment coming to/from it is the minimum compared with other rival ports. This area is also shaped by customer bases which are attracted by the efficiency of the ports services. The means of connection of a po

44、rt to its hinter land include road (high way), rail way and Inland Water -way (IW). Since a port can be connected with its hinter land by road, rail or in land water way, the total logistics cost of the shipment is influenced by the following factors:The road condition and any hindrances (toll stati

45、ons, traffic congestion status) that will affect the shipments transit time and costsWhether the high way, rail way and IW to the port are linked with the regional or national traffic networks.The competition levels between modes of transport.Regulatory requirements on the modes of transport(environ

46、mental, operational, societal, etc)Coordination of activitiesOne of the main indicators used to evaluate the flexibility and reliability of a port is the coordination of related activities, such as tug operations, pilotage, cargo operations, banking, logistics and emergency services. The business pr

47、ocess flows of these activities must be linked with a normal days operations. From this, respective activity with non-coordinated time can be identified, and this can partly reflect the flexibility and reliability of a port.Ports in Ho Chi Minh City area con tribute about 75% of the national contain

48、er through put annually, and they are competing fiercely to gain more market share. This high level of competition has led these ports to develop similar business and work procedures, relative to the time taken for each procedure. They are grouped as one in the following comparison table.Human resou

49、rce development Human resource is a crucial as set of any company. This is, ironically, also the issue on which efficiency and competitiveness of port operation and management depend. Over staffing is one of the elements of this issue.With the exception of Phu My Port and VICT, which are in the priv

50、ate sector, all other Vietnamese ports are state-owned enterprises (SOE). Being SOEs, their main goals were traditionally to perform the political duties for the country. Ports are traditionally seen as large employers. Regardless of their economic objectives, ports in Vietnam have been operating fo

51、r a long time under this situation. This is understand able since, in the past, the economic mechanism was centrally planned and controlled by the government and state-owned port enterprises did not function properly as economic entities in which they can decide strategies on their own.Some Suggeste

52、d Strategies The following strategies are suggested for enhancing management effectiveness and operational efficiencies in the port system in Vietnam:Port institutional reform and administration improvement Ports are clearly classified according to their functions. The classification should take int

53、o account specific criteria, for instance, functions, types of cargo handled and the size of their service area.In this sense, ports can be initially grouped as gate way ports of the country (for example, Hai Phong for the North, Da Nang for the Central and Sai Gon for the South). Other ports of the

54、 country can then be classified further as regional ports, i.e. Qui Nhon for the Southern Central and High land region.Improvement of port operation and management Handling productivity and utilization of facilities should be further improved to, at least, the same as regional standards. In this res

55、pect, Key Performance Indicators should be established for all ports. Such a system will help to control and evaluate performance from both quantifiable and non-quantifiable perspectives.All ports should further improve their function-time reliability for all port-related activities, for operating o

56、n a round-the-clock basis.Port and terminals tariff should be further restructured and re-institutionalised for the unification and creation of more incentives to attract more vessels besides the objective of competitiveness. The tariffs should be consolidated and simplified.The experimental applica

57、tion of reform on administrative procedures at Vietnamese ports should be wholly applied to the remaining ports of the country to simplify documentary procedures for vessels entering and exiting Vietnamese ports and waters.IT and EDI should be intensively applied in port operation and management, es

58、pecially the Port Information Centre to facilitate advantageous transactions between the port and ports users and clients. The port itself should lead in gathering all parties concerned to establish such a system based on their specific requirements and al location of authorisation. In this respect

59、,capacity-building to support such systems should be studied and developed first within the country, otherwise the costs will exceed benefits.Maritime supporting se vices should be examined and promoted as an inevitable part of marketing strategies to enhance the competitiveness of the port system.T

60、he ports hinter land connections should also be developed in line with port development. Holistic human resource development plays a very important role in the functioning of ports. As the speed of automation of cargo handling process is increasing in Vietnam, together with development of new techno

61、logy and know-how in port operations and management, port staff need relevant skills and knowledge to do their work. Training of staff and motivation incentives are there fore critical for Vietnamese ports.Conclusion Efficiency and competitiveness are indispensable characteristics of any port system

62、. At the same time, ports need to be competitive to attract clients to use their services. The above analysis and discussion with regards to Vietnamese port system has revealed some basic problems as far as efficiency and competitiveness are concerned. In order to achieve comparative advantage in th

63、e international market, the port system of Vietnam should note these issues and works out strategies to improve. The development strategies proposed in this paper are an indication for a more comprehensive and long-term planning by the government.译 文：越南港口效率和竞争力体系的分析 Vinh Van Thai and Devinder Grewal

64、 摘 要 港口，作为一个重要的物流链环节之一，在不同的物流运输方式中都起到重要的作用，它有着特殊的本质，因为国家和区域经济的效率和竞争力必将会对物流链产生影响。越南作为一个发展中国家，正逐步融入区域和全球经济一体化，那么就要顺应经济部门发展的趋势，包括交通。在这种环境下，为实现在国际市场上的比较优势，港口扮演了一个重要的角色。不过，越南港口相比其他港口系统是比较落后的，过时的，其工作模式的效率较低，竞争力较差。本文确定了越南港口系统的一些问题并提出了解决这些问题的战略方法。 关键词：越南，港口，效率，竞争力，分析。一、简介本文主要有四个主要的组成部分。第一部分论述了一般大背景下对越南的港口地理

65、的看法。第二部分涉及的是越南港口体系的效率和竞争力的问题。第三部分提出了发展战略，最后一节，根据以上的讨论和总结本文。 （一）背景 越南位于东南亚的印度半岛，北边与中国接壤，西边与老挝和柬埔寨接壤，它的东边面对的是中国的南海。该国地处热带，内有一个热带季风气候。由于越南是一个狭长的国家从中国的南部延伸到泰国湾，从北到南，季节也各不相同。在北部，有着明显的四季，然而，但该国南部地区一年四季只有两个季节，即热带与亚热带。因此潮汐的涨潮退潮规律也有所不同，在北方的主要港口整日都可看到潮汐的规律，而中部地区只有半日可以看到，南部地区更是只有半天或者不足半天的时间可以看到。 （二）简要概述越南的港口地理 越南有3000多公里海岸线从北延伸到该国南部。越南港口系统一般是沿海岸港口，只有其中的一个位于河流上的。据越南海事局（VINAMARINE，2003）统计，目前全国有90多个港口，可接收几十艘国际航行的货船，