An Analysis on the Building of Comparative Advantage in the Global Logistics Strategy by Japanese Ports

这份报告从管理和网络效应的角度对日本港口S如何在全球经济中建立比较优势战略进行了实证分析。在当前以网络经济为基础的WTO体系下，企业的活动由供应链管理(SCM)支持，最终由每个企业的物流网络支持。为了改变当前交易成本不变的模式，物流行业应该证明交易成本是可变的，并最终降至零。包括港口在内的物流行业的使命应该是为客户企业发挥合作伙伴的作用，帮助他们建立基于个人合作文化的有区别的商业模式。这一趋势主导了全球物流行业的主流，第三方物流(3PL)行业以全球比较优势为目标展开竞争，日本港口面临着全球经济环境的变化，供应链以长距离物流为载体。港口物流枢纽服务的供给策略主要包括降低港口总成本、扩大港口网络效应和发展腹地，而总成本问题主要取决于港口的经营类型。根据我的估计，神户港和大阪港在完美融合的管理下，将能够在生产前沿获得最好的表现。从全球网络、国家网络和农村网络以及全球腹地力量的角度论证了日本8大集装箱港口存在的其他问题。总之，超级核心港口政策应与海洋文化鼓励的物流园区规划相结合。

This report analyses practically from the angle of management and network effect how the Japanese port s can build up the comparative advantage strategy in the global world economy. Under the current WTO system based on the network economy the corporate activity is supported by the supply chain management (SCM) and ultimately by the logistics network of each firm. In order to shift the current paradigm of the transaction costs being constant, the physical distribution industry ought to demonstrate they are changeable and ultimately are reduced to zero. The mission of the physical distribution industry including port should play the role of partner for the customer firms and to help them to build up the discriminative business model based on the individual cooperate culture. This trend governs the main stream in the global physical distribution industry where the third party logistics (3PL) industry develop the competition aiming at the global comparative advantage.Japanese ports confront with the global change in economic environment, where the SCM is carried by the arm's length physical distribution. They should to concentrate on the strategy supplying the logistics hub service, which consists of the reduction of total cost of ports, the expansion of their network effect and the development of their hinterland.The total cost problem is determined mainly by the management type of the ports. Based on my estimation, Ports of Kobe and Osaka will be able to get the best performance in the production frontier under the perfectly merged management. The other problems in Japanese major 8 container ports are demonstrated both from the angle of the global, national and rural network, and also from the viewpoint of the global power of hinterland. In conclusion the super core port policy should be combined with the logistics park plan encouraged by the ocean culture.