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The marketing literature has emphasised the importance of marketing orientation as a means of achieving organisational objectives. A number of studies that have examined the marketing orientation and business performance relationship have found mixed results culminating in inconclusive evidence. This paper examines the marketing practices and investigates the marketing strategy‐business performance relationship across logistics companies in the Asia‐Pacific region. The exploratory analysis suggests a positive relationship between market segmentation and performance. Differentiation and market orientation do not seem to be significantly associated with improved performance, although cross‐functional customer focus shows a significant relationship. Further discriminant analysis of the significant predictor variables suggests that two variables, viz. market segmentation and positioning, and cross‐functional customer focus are useful in differentiating between high and low performers. Managerial and further research implications for this increasingly important industry in the Asia‐Pacific region are discussed.

"Foreword" -- "Preface" -- "Contents" -- "Contributors" -- "Chapter 1: Fundamentals of Ship Management" -- "1.1 Introduction" -- "1.2 Ship Owning and Ship Management" -- "1.2.1 Ship Owning" -- "1.2.2 Ship Management" -- "1.3 Company Structures" -- "1.3.1 Shipping Conglomerates" -- "1.3.2 Traditional Shipping Companies" -- "1.3.3 Liner Shipping Companies" -- "1.3.4 Shipping Divisions" -- "1.3.5 Shipping Pools" -- "1.4 Ship Management Activities and Services" -- "1.4.1 Crew Management" -- "1.4.2 Technical Management" -- "1.4.3 Commercial Management" -- "1.4.4 Operations Management" -- "1.4.5 Ancillary Management Services" -- "1.5 Outsourcing Ship Management" -- "1.6 Ship Registration and Flagging" -- "1.7 The Regulatory Environment" -- "1.8 Energy Efficiency" -- "1.9 Measuring and Assessing Ship Management Performance" -- "1.9.1 Ship Management Contracts" -- "1.9.2 Business Performance Management" -- "1.9.3 Key Performance Indicators" -- "1.9.3.1 Human Resource Performance" -- "1.9.3.2 Environmental Performance" -- "1.9.3.3 Safety Performance" -- "1.9.4 Tanker Management and Self-Assessment (TMSA)" -- "1.10 Conclusion" -- "References" -- "Further Reading" -- "Chapter 2: Organisational Behaviour in Shipping" -- "2.1 Introduction" -- "2.2 Organisational Structure and Board Governance" -- "2.3 Organisational Processes and Routines" -- "2.3.1 Organisational Processes and Routines in Shipping Companies" -- "2.4 Organisational Change and Typology" -- "2.4.1 Why Change?" -- "2.4.2 How to Change" -- "2.4.3 Failure in Transformational Efforts and Resistance to Change" -- "2.4.4 Successful Change Management in the Shipping Sector" -- "2.5 Conclusion" -- "References" -- "Chapter 3: Commercial Operations Management" -- "3.1 Introduction" -- "3.2 Commercial Operations" -- "3.3 The Charter Market" -- "3.4 The Role of the Charter Party

This book focuses on the management of ship operations, an activity that requires integrative knowledge and technical expertise that spans various disciplines. As such, ship operations personnel are expected to be well-versed with aspects of management, economics, engineering, technology and law. Further, ship operations management requires the ability to identify and neutralize threats and to manage risks and make decisions that will optimize costs and contribute to performance improvements. Despite the fundamental nature of ship operations management, no book has ever attempted to reconcile and compile a comprehensive body of knowledge, while pursuing a coherent, structured and systematic approach. This edited volume addresses that fundamental gap in the extant literature, and brings together a wealth of knowledge from experts in their respective fields. Concretely, it explores issues of organization, technical management, crewing and behavioral issues, chartering and post fixture, risk management, finance, legal aspects of international conventions and regulations, attainment of safety, security and marine insurance, as well as ocean governance and sustainability. As such, the book offers a vital reference guide for maritime companies and organizations, while also serving as a teaching supplement in academic and professional maritime programmes.

1. Introduction / Dong-Wook Song, Photis M. Panayides -- Part I: Management, operations and strategic issues -- 2. Container liner shipping, port development and competition / Adolf K.Y. Ng -- 3. Container flows and empty container repositioning / Ada Suk Fung Ng -- 4. Port congestion and implications to maritime logistics / Hilde Meersman, Eddy Van de Voorde, Thierry Vanelslander -- 5. Port choice model of transhipment cargo using system dynamics / Nam-Kyu Park, Daniel S.H. Moon, Chae-Kwan Lim -- 6. Maritime logistics and supply chain security / Hokey Min -- 7. Risk management in maritime logistics and supply chains / Jasmine Siu Lee Lam -- 8. Information technology in maritime logistics management: a case-based approach / Bjørn E. Asbjørnslett, Haakon Lindstad, Jan Tore Pedersen -- 9. Port value chains and the role of interdependencies / Thomas K. Vitsounis, Athanasios A. Pallis -- 10. Overview and gaps in container terminal industry studies / Ioannis N. Lagoudis -- Part II: Green and sustainability issues -- 11. Corporate social responsibility in maritime logistics / Thomas Pawlik, Philine Gaffron, Patric A. Drewes -- 12. Green maritime logistics and sustainability / Haakon Lindstad, Bjørn E. Asbjørnslett, Jan Tore Pedersen -- 13. Maritime logistics in EU green ports and short sea shipping / Alexandros M. Goulielmos, Venus Y.H. Lun, Kee-Hung Lai -- 14. Assessing the environmental impact of maritime operations in ports: a systems approach / John Dinwoodie, Sarah Tuck, Harriet Knowles -- 15. Concluding remarks / Photis M. Panayides, Dong-Wook Song

This book adopts the innovative approach of dealing with the overlap between shipping, ports and logistics and covers current issues having a significant impact on the industry. It brings together leading authorities to consider for the first time maritime logistics, and defines the area, registers its boundaries and contributes to its development.

PurposeThe purpose of this paper is to define and empirically develop measures to evaluate the extent of integration of seaport container terminals in supply chains.Design/methodology/approachA literature review identified four key variables hypothesized to be part of the higher‐order construct of "terminal supply chain integration (TESCI)". The hypotheses were theoretically justified a priori and data for operationalizing the conceptualized variables obtained via a large‐scale survey of container terminal operators. A model was developed and validated using confirmatory factor analysis.FindingsThe validated variables of the higher‐order construct of TESCI included "information and communication systems", "value‐added services", "multimodal systems and operations" and "supply chain integration practices".Research limitations/implicationsThe study develops measures from the standpoint of the container terminal (the centric supply chain actor). Supply chains involve a network of companies and it would be useful to obtain data as to integration from other supply chain participants. The usual caveats of cross‐sectional research apply and longitudinal case studies may provide supplementary information.Practical implicationsThere are valuable practical implications for container terminals that seek to measure the extent of integration into supply chains and for port users that place value on container TESCI in their choice and evaluation criteria.Originality/valueThe study is the first of its nature that attempts to provide a valid theoretical construct and empirical measures of seaport container TESCI. The study shifts container TESCI from an abstract concept to a theoretical construct with validated measures.