我國港埠公司化後貨櫃港碼頭營運模式之探討

EVALUATION OF CONTAINER TERMINAL OPERATIONS MODEL IN TAIWAN AFTER PORT CORPORATIZATION

本文旨在探討我國貨櫃港在港埠公司化之後面臨的內外部環境之結構性變遷所可能衍生之營運課題，並據以研擬未來所需因應的策略方針。首先檢視我國碼頭之營運模式並分別從港群及各港觀點，歸納出港埠公司化後碼頭營運所面臨之4大課題，並初擬出18項相關之因應對策。經由問卷調查分析結果顯示，產、官、學界之受訪者均認為，我國貨櫃碼頭在發展營運策略上應該採「力爭下游」策略。就因應策略而言，本研究建議港務總公司及其分公司在碼頭營運上，應積極培育碼頭經營之國際行銷人才、重新檢討與調整各碼頭之成本會計制度和租約費率、實質獎勵與補助碼頭承租業者。此外，基隆港與臺北港應合作共同發展，且臺中港需持續強化港埠物流和自貿港區業務之發展。

This study aims to evaluate the issues of operations derived from the structural changes of internal and external environments faced by container ports in Taiwan after port corporatization, and provide strategies for future development. Firstly, based on a review on terminal operations model, four major issues faced by Taiwan International Ports Corporation and its port branches were addressed and eighteen response strategies were subsequently developed. Regarding the response strategies, this study suggests that Taiwan International Ports Corporation and its port branches should provide training for staff in port operation management and global marketing, adjust the cost accounting systems and leasing rates of container terminal, and provide subsidy of leasing terminal. Moreover, the Keelung port should cooperate with Taipei port in terminal operation and the Taichung port should continually develop and strengthen the businesses of port logistics and free trade port zone.