The impact of slow steaming on shippers' and forwarders' management strategy

• Main Authors: Min-Lang Cheng, 鄭敏郎
• Other Authors: Taih-Cherng Lirn
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/66195641918503917428

碩士 === 國立臺灣海洋大學 === 航運管理學系 === 101 === The purpose of this thesis is to study the impact of the container vessel speed reduction which helps carriers reduce bunker cost and absorb additional capacity on shippers. Average vessel size increased, enhancing alliance co-operation between global carriers, and rising bunker cost are the main issues in the container shipping industry over the past few years. During the recession in 2009, the top 40 ocean container carriers have lost about 15 billion US dollars. The main reason of the heavy lost were attributed to higher bunker cost, over capacity, global economic recession, and low ocean freight. Carriers were taking several necessary measurements to turn to black, such as slow steaming, bunker hedges, choice the most economical routing, and intensify the alliance co-operation mechanism. Slow steaming is the key cost cutting measure not only to reduce the bunker cost but also to absorb the over capacity and reduce the CO2 emission from container ships. All ocean carriers were turning to profit in 2010. On average, global container ships has been cutting speed by 13% in 2011, reducing the sailing speed from 24-25 knots to 21 knots (slow steaming), 18 knots (extra slow steaming) or even 15 knots (super slow steaming). However, slow steaming also has some negative impact to the global supply chain, such as the increase of lead time, safety stock levels, and operating cash flow demand. This study has employed PZB Gap Analysis Model and conducts a survey to know the impact of slow steaming on shippers, NVOCCs and carriers. The research finding has revealed that there is a service quality perception gap between the shippers, NVOCCs, and carriers. Finally this study has used the Importance-Performance Analysis (IPA) technique to find the factors located in the priority quadrant. From ocean carriers’ perspective, bunker cost is found to be the only factor situated in the priority quadrant. From ocean freight forwarders’ and shippers’ perspective, cash flow management, stable and punctual shipping schedule are the three factors located in the priority quadrant. Suggestions and strategies to forwarders and carriers to minimize the impact of slow steaming are finally made.