The importance of logistics business, in particular maritime transportation and port, is increasing with the rapid growth of China, which is both a threat and an opportunity for Korea. But the port development strategy to be a hub port in the Northeast Asia faces a gradual decrease of T/S(transshipment) cargoes due to trucker's strike and typhoon damage. Thus, in order for Korean ports to be a hub port in Northeast Asia, it is necessary to establish the port development strategy maximizing clients' satisfaction by quick response, low cost, high quality service, and one-stop system. Such a strategy should be carried out by the effective and efficient port supply chain optimizing client's inducement, customs clearance, freight's seamless flow, and port-related service activities.
The purpose of this research is to verify the strategic fitness and relevance of the hub port strategy by SCM in Northeast Asia and to find a method to be a hub-port with a competitive edge. For this purpose, this research tries to find out major external factors and, accordingly, to build the optimal port supply chain strategy. The fitness of the hub port development strategy is analysed by structural equation model and multiple regression model.
The results of the research are as follows. First, main threatening external factors to be a hub port are identified and ranked as follows the possibility of competing countries' development, decreasing trend of transshipment cargo and insufficiency of the facility and service of Korean ports. Second, essential factors to be a hub-port are ranked as follows distribution park of the port, port information system, port management system and port transport system. However, all the factors are important since average score of factors are very high. Third, the need of the port supply chain strategy is more linked with the development of the other countries' port and insufficiency of the facilities and services of Korean ports than decreasing trend of transshipment cargo. Fourth, it is shown that four types of developing strategy(port management system strategy, port transport system strategy, port distribution park strategy, port information system strategy) are to be driven in order to react to changes of external factors. Especially, port is to be developed with flexibility to respond quickly to uncertain demand changes, and various kinds of service are needed to enhance the port competitiveness. Fifth, port management system strategy and port transport system strategy are highly co-related with MPS. It shows that minimizing lead time from arrival of ship to inland transport and maximizing logistic services of each stage are important to provide optimal logistic service. Sixth, value-added port supply chain strategy is highly co-related with all the parts of port management system, port transport system, distribution park and port information system. It shows that: various value added logistic service should be put first than lower cost inland multimodal system should be connected distribution park should be connected to industry park to be port cluster and port information system should be developed.
From the results, some implications are derived as follows. First, More investment in SOC is required (2.3%~2.6% of GDP), especially in port and railroad. Second, short and long term vision and strategy for the development of distribution park of the port are needed, and industry park should be developed to be a industry cluster for creating synergy effect with network system. Third, the institutional system is necessary to build intermodal transport system connecting airport, port, industry park, etc.. Fourth, governmental consideration and subsidy are required to bring up TPL company and human resources. Fifth, BPR(Business Process Reengineering) should be implemented and lead to single window system. Sixth, sea & air service system is needed to increase market accessibility.