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Alignments between strategic content and process structure: the case of container terminal service process automation

机译：战略内容与流程结构之间的一致性：以集装箱码头服务流程自动化为例

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During the last three decades, technological innovations in cargo handling equipment have made it possible to automate operational processes in container terminals. Despite the increasing trend in terminal automation, little work has been done to develop theoretical guidelines for evaluating the benefits of this industrial practice. We assess terminal automation by focusing on whether strategic content and process structure are aligned. In this study, we explore the reasons that these results are mixed in the context of service automation. Have market competitiveness and operational performance been enhanced by automation in seaports? We focus on two key strategic elements and their proper alignment to produce the best performance for a port. The first element is the overall business strategy and strategic content adopted by the port. In this study, we look at Porter's (Competitive strategy, Free Press, New York, 1980) generic strategic classification of low cost, differentiation, or focus strategies. The second element is the process structure of the port, which may have been impacted by technological innovation. Using the framework of contingency theory, we explore the interface of strategic content and process structure and how this interface impacts the service process automation. A multiple case study is conducted on a sample of 20 container terminals, selected from the list of 2014 Journal of Commerce's Top Productive Terminals. We come up with three important findings. First, a port's strategic market position determines the choice of overall business strategy. If a port is strategically positioned as an international gate, then it should adopt an overall cost-leadership strategy, whereas a transshipment terminal should adopt an overall differentiation strategy. Second, we find that the process structure adopted is associated with the level of automation, and a differentiation strategy is dependent on the level of flexibility, speed, and reliability. Higher market uncertainty requires higher flexibility, while lower market uncertainty requires greater speed and reliability. Third, the level of process automation depends on throughput volume and stability. Closer relationships with maritime supply-chain partners help increase throughput volume and reduce throughput uncertainty.
机译：在过去的三十年中，货物装卸设备的技术创新使集装箱码头的操作流程自动化成为可能。尽管终端自动化的趋势日益增长，但为评估这种工业实践的益处而制定理论指导的工作很少。我们通过关注战略内容和流程结构是否一致来评估终端自动化。在这项研究中，我们探索了在服务自动化的情况下这些结果混合的原因。海港自动化是否增强了市场竞争力和运营绩效？我们专注于两个关键的战略要素及其适当的组合，以为港口带来最佳性能。第一个要素是港口采用的总体业务战略和战略内容。在本研究中，我们研究了波特（竞争策略，自由出版社，纽约，1980年）的低成本，差异化或重点战略的通用战略分类。第二个要素是港口的流程结构，它可能已受到技术创新的影响。使用权变理论框架，我们探索了战略内容和流程结构的接口，以及该接口如何影响服务流程自动化。我们从20个集装箱码头的样本中进行了多案例研究，这些样本选自2014年《美国商务杂志》顶级生产码头。我们提出了三个重要发现。首先，港口的战略市场地位决定了整体业务战略的选择。如果港口在战略上被定位为国际门户，那么它应该采用总体成本领先战略，而转运码头则应该采用总体差异化战略。其次，我们发现采用的过程结构与自动化程度有关，差异化策略取决于灵活性，速度和可靠性。较高的市场不确定性要求更高的灵活性，而较低的市场不确定性要求更高的速度和可靠性。第三，过程自动化的水平取决于产量和稳定性。与海上供应链合作伙伴的更紧密关系有助于增加吞吐量，并减少吞吐量的不确定性。

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