| Summary: | 博士 === 海洋大學 === 航運管理學系 === 96 === Considering the keen competition in port industry, the neighboring ports of Taiwan have put a lot of efforts to improve port infrastructure, enhance operational efficiency and develop value-added logistics services, in order to upgrade their competitive edge to attract more international shipping fleets. Under such a circumstance, in order to prevent Keelung Port from being marginalized, the port authorities need to take initiatives to break through its bottleneck in port operation, make operational environment friendlier, and strengthen port competitiveness as well.
Since few of literature reviews in the past were based on core values or core competence to develop more profound or broader strategies for port operation, this thesis, therefore, aims to (1) examine the operation environment and challenges that Keelung Port has been confronted with; (2) conduct semi-structured interviews and apply theory of Innovation Management to collect possible and feasible competitive strategies; (3) place the orders of those competitive strategies by using Analytic Hierarchy Process (AHP); and (4) find out short-term, middle-term, and long-term competitive strategies with reference to the questionnaires given by senior supervisors in Keelung Port authority.
By virtue of expert interviews and questionnaire survey, the respondents take “innovation of infrastructure” as the most important strategic dimensions among all the 5 ones. Among those 18 competitive strategies, the most important five ones are ordered as “Levying private land to increase storage capacity”, “Making suitable adjustment on functions of wharf using”, “establishing more complete outward-connecting road system”, “Reframing organizational culture”, and “developing seed’s workforce”. In terms of development stage for each competitive strategy, as far as the Executive Yuan and the Ministry of Transportation and Communications are concerned, privatization of port operation and innovation of shipping and navigation system should be carried out in the short term; deregulation and encouragement for port investment as well as incentives expansion for free trade zone enterprises should be considered in the middle term; while in the long term, Keelung Port should learn the experience from Kaohsiung Port to levy private land so as to increase its land for port operation. For the Harbor Bureau, the 12 competitive strategies such as “Making suitable adjustment on functions of wharf using”, “Levying private land to increase storage capacity”…etc. need to be conducted in the short term; in the middle term, the establishment of outward connecting road system, deregulation, and innovation on organization and business outsourcing should be taken into consideration; in the long term, provided the functions of administration and business operation have been appropriately separated into different organizations, Keelung Port can actively involve and invest in different industries, reframe its organizational culture, so as to further develop integrated services.
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