Container Terminal Concession Guidelines

Juhel, Marc H.

World Bank, Washington, DC

关键词: PORTS;    CONTAINER TERMINALS;    TENDERING;    CONCESSIONS;    CONTRACT MANAGEMENT;   

RP-ID  :  117776

学科分类：社会科学、人文和艺术（综合）

来源: World Bank Open Knowledge Repository

【 摘 要 】

The decision, by a national governmentor a port authority, to contract out the development andoperation of a container terminal facility to a qualifiedprivate operator sets in motion a process involvingrelationships with quite a different set of players comparedto traditional port operations and management. It also mostoften requires a change in the function of the portauthority, either from service provider to regulator, orfrom licensing authority to long-term contract manager, or amix of both. Whatever the specific local conditions in play,this means a clear evolution in the respective roles of thepublic and private players having to work together todeliver the services expected by the clients of the port andthe national economy at large. Effectively dealing withexperienced private container terminal operators requirespublic counterparts, port authorities and governmentadministrations, to master the legal and institutionalskills necessary to reach balanced and profitablearrangements for their countries. Even when the requiredlegal framework has been thoroughly established, existinginstitutions may find it hard to adjust to dealing withpartners whose short-term objectives may not at first sightcoincide systematically with the long-term policy goals ofpublic authorities. However, past and current experiencedoes show that both can be preserved, provided both sideshave the tools and skills needed to reach an effectivecontractual agreement. Not surprisingly, as this is thenature of the markets they have been operating in, privateoperators will bring to the negotiation table very stronglegal competencies and experienced negotiating skills. Sincethese skills were not so much required to deliver theirusual mandate so far, many port authorities may lack at theoutset a comparable capacity. While on-the-job training willdefinitely be part of the learning process, specializedassistance by transaction management professionals is oftenwarranted. The Guidelines will identify key areas thattypically may need support to ensure a successful outcome.