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eBook Commercial Development of Regional Ports as Logistics Centres ePub

eBook Commercial Development of Regional Ports as Logistics Centres ePub

by United Nations

  • ISBN: 9211201551
  • Category: Social Sciences
  • Subcategory: Other
  • Author: United Nations
  • Language: English
  • Publisher: United Nations (May 28, 2004)
  • Pages: 56
  • ePub book: 1659 kb
  • Fb2 book: 1501 kb
  • Other: doc lrf txt doc
  • Rating: 4.4
  • Votes: 463

Description

Cases of the leading ports in developing logistics centre. 41.

Cases of the leading ports in developing logistics centre. A. Port of Rotterdam as an European logistics centre. 41 B. Port of Singapore as an Asian logistics centre. Then, based on the papers presented at the regional seminar on Commercial Development of Regional Ports as Logistics Centres, we have attempted to identify legal, institutional, technical and financial bottlenecks or barriers to the ports of the region.

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Commercial Development of Regional Ports as Logistics Centres. Publication date: May 2004. Rotterdam and Singapore are case studies in this report on strategies and guidelines for developing ports into advanced regional and national logistics centers.

The UNJLC provides logistics support at operational planning, coordination and monitoring level. Unless specified otherwise, UN Agencies and other humanitarian bodies, which are established in the area, will continue to exercise their normal responsibilities

2003) Commercial Development of Regional Ports as Logistics Centres. New York: UNITED NATIONS. Wall, G. (2007) Heading for the coast: Is port-centric logistics the way forward.

2003) Commercial Development of Regional Ports as Logistics Centres. Focus October: 42–44. Walters, . Holladay, M. and Glaser, S. (2002) Added value, enterprise and competitive advantage. Management Decision 40 (9): 823–833.

ESCAP, 2002, Commercial development of regional ports as logistics centres, United Nations, New York. The Rationalization of Port Logistics Activities: A Study at Port of Santos (Brazil). While the United States currently views the conflict in Baluchistan as an internal matter, growing violence and continued instability in a region where the presence of the Taliban and Al Qaeda is widespread makes this a crisis worthy of .

1 1. recycling; 2. tracking and tracing; 3. distribution center; 4. FCL (full container load); 5. ISO; 6. kitting; 7. pick an. .

Third Party Logistics; 2. cross-docking; 3. waybill; 4. full container; 5. break-bulk; 6. literature fulfillment; 7. shtink-wrapping; 8. recycling; 9. transshipment; 10. warehouing and transportation. 1. tracker; 2. overburdening; 3. refining; 4. loading; 5. equipment; 6. rework; 7. cycling; 8. multitier. pick and pack; 8. waybill.

Connections with ports 2. Defining the Logistics Centre layout Considering . Other general services 3. Business Plan Management of a logistics centre also implies investment and development planning regarding its layout

Connections with ports 2. Defining the Logistics Centre layout Considering:, Customs infrastructures,. e services . Business Plan Management of a logistics centre also implies investment and development planning regarding its layout. 4. Creating the general infrastructures, the warehouses and the integrated services The Logistics Centre management company is responsible for the construction of all the infrastructures, once layout planning and the business plan have been completed.

Use of such a symbol indicates a reference to a United Nations document.

A. economic background. Use of such a symbol indicates a reference to a United Nations document.

As trade-barriers are removed and logistics services requirements and costs increase, multi-national companies are searching for industrial and logistics centres where repackaging, labeling, bar-coding, light assembly and other value-added services can be provided. The ESCAP countries have been developing healthy economic ties not only on a regional basis but also with those of other regions, mainly through maritime transport. The majority of them have potential to establish ports that would be viable logistics centres however the sector has been inefficiently managed, over regulated and constrained. Recently there have been many attempts in ESCAP ports to shift their emphasis to value-added logistics services in order to remain competitive. The main purpose of this study is to develop strategies and guidelines that would help ports in this transition of emphasis.