外文翻译--越南港口效率和竞争力体系的分析

外文翻译--越南港口效率和竞争力体系的分析 本科毕业论文外文翻译 外文题目:An Analysis of the Efficiency and Competitiveness of Vietnamese 出 处 Department of Maritime Business 作 者:Vinh Van Thai and Devinder Grewal 原 文: An Analysis of the efficiency and Competitiveness of Vietnamese Port System by Vinh Van Thai and Devinder Grewal ABSTRACT Ports, as one of the important links between different modes of transport within the logistics chain, have special essence since their efficiency and competitiveness will certainly have an impact on the chain, and hence the national and regional economy. Vietnam, as a developing country gradually integrating into the regional and global economy, is rationalizing its economic sectors, including transportation. In this environment, ports play a vital role for the purpose of achieving comparative advantages in the international market. However, the Vietnamese port system is burdened with out dated work practices, low efficiency and poor competitiveness compared to other ports in the region. This paper identifies some of the problems in the Vietnamese port system and proposes strategies to address them. Keywords: Vietnam, port, efficiency, competitiveness, analysis INTRODUCTION The paper is organized in four main sections. The first part sets the general background and overview on port geography in Vietnam. The second section addresses the issues of 1 efficiency and competitiveness of the Vietnamese port system. The third part proposes some development strategies based on previous discussions, followed by the last section that sums up the paper. General back ground Vietnam is located in the Indochina peninsula in South East Asia and shares the borders with China in the North, Laos and Cambodia in the West and has her East coast facing the South China Sea. The country is situated within the tropical zone and has a tropical monsoon climate. As Vietnam is a narrow and long country stretching from the south of China down to the Gulf of Thailand, the seasons also vary from the north to the south of the country. In the north, there are visibly four seasons; however, the southern part of the country experiences only two seasons all year round, namely the tropical dry and the tropical wet. As far as tidal regimes are concerned, ports in the north see mainly the diurnal tidal regime while in the central region there is a combination of semi-diurnal, irregular semi-diurnal and irregular diurnal regimes. In the south, the tidal regimes in existence are semi-diurnal and irregular semi-diurnal. Brief overview on port geography in Vietnam Vietnam has more than 3,000kilometres of coast line stretching from north to south of the country. The Vietnamese port system consists of both ports along the coast line and the ones located on rivers. According to Vietnam Maritime Bureau (VINAMARINE, 2003), there are currently more than 90 ports which can receive vessels on international voyages and several dozen of other ports for internal trade. The Vietnam Port Association (VPA)，which now has 40 members all of whom are capable of serving vessels on international voyages, has the annual cargo through put of more than 80% of the country?s total. Analysis of the Vietnamese Port System In this part of the study the efficiency and competitiveness of the Vietnamese port system will be analysed and discussed. The main issues involving port institutional and administrative regimes, as well as port operation and management will be covered to reveal the contemporary problems as far as efficiency and competitiveness are concerned. Where necessary, comparison will be conducted between the Vietnamese ports and some others in the ASEAN and ESCAP region to further illustrate the analysis and discussion. 2 Institutional and administrative issues From a holistic point of view, the institutional and administrative issues of a port system are very important to provide initial information about its efficiency and competitiveness. In this section, different categories of port management body as well as the role of port authorities in Vietnam will be analysed and discussed. Port management body in Vietnam The port management system in Vietnam is very diversified. Examples include: VINAMARINE, which is under direct control and management of the Ministry of Transport, manages three ports – Nghe Tinh Port,Qui Nhon Port and Nha Trang Port. VINALINES (Vietnam National Ship ping Lines), which is also under direct control and management of the Ministry of Transport ，is the state-owned company responsible for shipping activities in Vietnam. It man ages: Hai Phong Port and Quang Ninh Port in the north, Da Nang Port in the central, Sai Gon Port and Can Tho Port in the south. Local governments, such as cities and provinces, also take part in port management. For instance, Ben Nghe Port is directly under super vision and management of Department of Transport and Public Works of Ho Chi Minh City. Some state-owned corporations, which are under control of provinces and cities, also manage ports. This is the case of Hon Khoi Port managed by a salt company under control of People?s Committee of Khanh Hoa province. The participation of private sector in port management in Vietnam is still very limited. Nationally, there are only two ports that have the private sector?s participation so far: Ba Ria Serece in Phu My (Vung Tau province) as the joint-venture between Norway, French and Vietnamese partners; VICT as the joint-venture between NOL of Singapore, Mitsui & Co. of Japan and Southern Waterborne Trans port Company of Vietnam. These ports are under direct control and management of both Ministry of Transport and Ministry of Planning and Investment. The role of Port Authority The definition of term „port authority? and its functions in Vietnam is very different from other countries in the world. In 1977, a port authority was defined as „State, Municipal, 3 public or private body, which is largely responsible for the tasks of construction, administration and sometimes the operation of port facilities and, in certain circumstances, for security? (World Bank Port Reform Toolkit, 2001). This definition is sufficiently broad to accommodate the various port management models existing in the world. It also indicates that the port authority plays an important strategic role with wide responsibilities. In most cases, the port authority is the landowner and it can work out general guide lines for strategic development of owned ports and terminals. Port operation and management In parallel with institutional and administrative issues identified above, various operational and management problems at selected key ports can also been identified. Pricing policy The practice of maritime dues and fees at ports in Vietnam is also as diversified as the port administration and management system. Current framework of fees and dues are regulated by different government agencies as follows: The Ministry of Finance regulates rates for tonnage fee, aids-to-navigation (ATN) fee, wharf age and documentary fee. The Government?s Pricing Committee regulates rates for pilot age, tug service, mooring and unmooring, wharf age (elaborated from rates regulated by Ministry of Finance), opening and closing hatches, cleaning of hatches, rubbish collection, water supply, tallying, cargo handling charge, cargo storage charge and equipment hire/leasing. Tariff analysis The following tables indicate a comparative analysis between two cases of 3,000 TEU class ship and 1,100 TEU class ship visiting ports in the ESCAP region. Port tariff is compared in terms of both nominal exchange rate and purchasing power parity. Productivity In order to further examine the efficiency of current Vietnamese ports, it is necessary that some key performance indicators are analysed. The following records indicate current handling productivity in normal working conditions: It can be clearly seen from the above that handling productivity at key Vietnamese ports, with the exception of VICT, is still relatively low compared with other ASEAN ports in the 4 region which can reach about 25 boxes per unit crane per networking hour. This can be partly explained by the absence of specialized handling equipment like ship-to-shore gantry cranes at some ports, skills of crane drivers, as well as internal management problems. Handling productivity at the quay is very important since it directly relates to the vessel?s turnaround time in ports, meaning the economic justification for ship operators. However, ports also have a responsibility to en sure efficiency in their landside operations to sustain any benefits of efficiency in quayside operations. Administrative procedures Vietnamese ports are known for their cumber some administrative procedures for s Decree No.55/2002/QD-TTg ships using their services. Before the Prime Minister? dated 23/04/2002 on reform of administrative procedures at sea ports came into effect s agent needed on 01/07/2002 with experimental application at Sai Gon Port, the ship? to gather more than 30 types of documents for a ship to visit Vietnamese ports. Moreover, it was also time-consuming since he had to arrange himself to pick up all related agencies such as port authority, customs, immigration, medical officer etc for the same ship and take them onboard. In practice, it took about half day to gather all necessary related agencies, and about the same amount of time to bring them onboard and finish the job. This lengthened the ships? waiting time. The reform of administrative procedures at seaports stipulated that the port authority is the agency to coordinate with all other related agencies, and the ship?s agent only needs to submit necessary documents to the port authority. As a result of these reforms, in Ho Chi Minh City area, the number of vessel calls has increased by 30% after one year of implementation. However, such a reform has to be extended to all other ports. Equipment and facilities Facilities and equipment make up the “hard ware” of any ports and terminals. Al though they cannot provide an actual judgment as productivity and utilization indicators they are still important factors to evaluate the suit ability and capacity of ports and terminals in response to customers? requirements. The following table provides a summary of facilities and equipment at selected key ports. Vietnam is still at the preliminary stage of containerisation compared with other 5 ASEAN ports in the region, and the average share of containerised cargo at ports is still modest (about 30%). The ratio of containerised cargo through Vietnamese ports in 1995 was merely 18.7%, yet it has increased to 25.8% in 2000 and 28.2% in 2001 (AEAN, 2002). If we compare this tendency with current investment in specialized handling equipment for container operation at ports, there appears non-equivalence between growing demand and current capacity. As can be seen from Table12, there are only eight ship-to-shore gantry cranes and 21 RTGs for yard handling at the moment in Vietnam, nationwide. Equipment for handling break-bulk and general cargo is out-of-date and delivers low productivity; some of them, such as KIROV cranes at Hai Phong Port, have been in operation for decades. Software: IT and EDI application Today, IT and EDI in shipping and port operation and management are vital and make up the “soft-ware” or the “Information structure” of any port or terminal. The advantages of such soft ware are to eliminate human error, save time, simplify procedural documents and to enhance overall efficiency by the accurate relay of information and data. Moreover, IT and EDI also bring about the tangible advantage of laying the foundation for ecommerce and business in ports and terminals. The application of IT and EDI in ports and terminals can be broadly identified at two levels: Internal management system: this means all related departments and sections within a port are linked with each other. Information and data from all users and clients of the port enters a gate and is relayed to relevant areas for further processing/planning. The system allows all operational activities to be planned from one source of information. Links with users and clients, such as customs, shipping lines, forwarders, shippers, consignees, and external logistics providers .In this sense, multiple entry and errors are, as much as possible, eliminated since all documents are transmitted electronically, and each user is able to access information as needed. This includes pre-arrival information like cargo manifests, crew lists, etc to be submitted to the port and customs. Hinterland connection The port?s hinter land is defined as the area behind the port in which total logistics cost for the shipment coming to/from it is the minimum compared with other rival ports. This area is also shaped by customer bases which are attracted by the efficiency of the ports? 6 services. The means of connection of a port to its hinter land include road (high way), rail way and Inland Water -way (IW). Since a port can be connected with its hinter land by road, rail or in land water way, the total logistics cost of the shipment is influenced by the following factors: The road condition and any hindrances (toll stations, traffic congestion status) that will affect the shipment?s transit time and costs Whether the high way, rail way and IW to the port are linked with the regional or national traffic networks. The competition levels between modes of transport. Regulatory requirements on the modes of transport(environmental, operational, societal, etc) Coordination of activities One of the main indicators used to evaluate the flexibility and reliability of a port is the coordination of related activities, such as tug operations, pilotage, cargo operations, banking, logistics and emergency services. The business process flows of these activities must be linked with a normal day?s operations. From this, respective activity with non-coordinated time can be identified, and this can partly reflect the flexibility and reliability of a port. Ports in Ho Chi Minh City area con tribute about 75% of the national container through put annually, and they are competing fiercely to gain more market share. This high level of competition has led these ports to develop similar business and work procedures, relative to the time taken for each procedure. They are grouped as one in the following comparison table. Human resource development Human resource is a crucial as set of any company. This is, ironically, also the issue on which efficiency and competitiveness of port operation and management depend. Over staffing is one of the elements of this issue. With the exception of Phu My Port and VICT, which are in the private sector, all other Vietnamese ports are state-owned enterprises (SOE). Being SOEs, their main for the country. Ports are goals were traditionally to perform the „political duties? traditionally seen as large employers. Regardless of their economic objectives, ports in Vietnam have been 7 operating for a long time under this situation. This is understand able since, in the past, the economic mechanism was centrally planned and controlled by the government and state-owned port enterprises did not function properly as economic entities in which they can decide strategies on their own. Some Suggested Strategies The following strategies are suggested for enhancing management effectiveness and operational efficiencies in the port system in Vietnam: Port institutional reform and administration improvement Ports are clearly classified according to their functions. The classification should take into account specific criteria, for instance, functions, types of cargo handled and the size of their service area.In this sense, ports can be initially grouped as gate way ports of the country (for example, Hai Phong for the North, Da Nang for the Central and Sai Gon for the South). Other ports of the country can then be classified further as regional ports, i.e. Qui Nhon for the Southern Central and High land region. Improvement of port operation and management Handling productivity and utilization of facilities should be further improved to, at least, the same as regional standards. In this respect, Key Performance Indicators should be established for all ports. Such a system will help to control and evaluate performance from both quantifiable and non-quantifiable perspectives. All ports should further improve their function-time reliability for all port-related activities, for operating on a round-the-clock basis. Port and terminal?s tariff should be further restructured and re-institutionalised for the unification and creation of more incentives to attract more vessels besides the objective of competitiveness. The tariffs should be consolidated and simplified. The experimental application of reform on administrative procedures at Vietnamese ports should be wholly applied to the remaining ports of the country to simplify documentary procedures for vessels entering and exiting Vietnamese ports and waters. IT and EDI should be intensively applied in port operation and management, especially the Port Information Centre to facilitate advantageous transactions between the port and port?s users and clients. The port itself should lead in gathering all parties concerned to 8 establish such a system based on their specific requirements and al location of authorisation. In this respect ,capacity-building to support such systems should be studied and developed first within the country, otherwise the costs will exceed benefits. Maritime supporting se vices should be examined and promoted as an inevitable part of marketing strategies to enhance the competitiveness of the port system. The ports? hinter land connections should also be developed in line with port development. Holistic human resource development plays a very important role in the functioning of ports. As the speed of automation of cargo handling process is increasing in Vietnam, together with development of new technology and know-how in port operations and management, port staff need relevant skills and knowledge to do their work. Training of staff and motivation incentives are there –fore critical for Vietnamese ports. Conclusion Efficiency and competitiveness are indispensable characteristics of any port system. At the same time, ports need to be competitive to attract clients to use their services. The above analysis and discussion with regards to Vietnamese port system has revealed some basic problems as far as efficiency and competitiveness are concerned. In order to achieve comparative advantage in the international market, the port system of Vietnam should note these issues and works out strategies to improve. The development strategies proposed in this paper are an indication for a more comprehensive and long-term planning by the government. 9 译 文: 越南港口效率和竞争力体系的分析 Vinh Van Thai and Devinder Grewal 摘 要 港口，作为一个重要的物流链环节之一，在不同的物流运输方式中都起到重要 的作用，它有着特殊的本质，因为国家和区域经济的效率和竞争力必将会对物流 链产生影响。越南作为一个发展中国家，正逐步融入区域和全球经济一体化，那 么就要顺应经济部门发展的趋势，包括交通。在这种环境下，为实现在国际市场 上的比较优势，港口扮演了一个重要的角色。不过，越南港口相比其他港口系统 是比较落后的，过时的，其工作模式的效率较低，竞争力较差。 关键词:越南，港口，效率，竞争力，分析。 一、简介 (一)背景 越南位于东南亚的印度半岛，北边与中国接壤，西边与老挝和柬埔寨接壤，它 的东边面对的是中国的南海。该国地处热带， (二)简要概述越南的港口地 理 越南有3000多公里海岸线从北延伸到该国南部。越南港口系统一般是沿海岸 港口， 10 只有其中的一个位于河流上的。据越南海事局(VINAMARINE，2003)统计， 目前全国有90多个港口，可接收几十艘国际航行的货船，有具备国内贸易的能力。越南港口协会(VPA)，它目前拥有的40名协会成员全部均有国际船舶航行的能力，并且它一年的收入是国家年收入的80%左右。 二、分析越南港口体系 (一)体制和行政问题 从整体的角度来看，一个港口的体制和行政问题是非常重要的，它是提供有关其效率和竞争力的初步信息。在本节中，将对港口管理机构以及不同类别的越南港口局的作用进行分析和讨论。 (二)在越南港口管理机构 在越南，港口管理系统是非常多样化。例子包括: 1(VINAMARINE，这是一个直接控制和管理三个港口-义安静省港，归仁港，芽庄港的交通运输部。 2(VINALINES(越南国家船舶平线)，这也是一个直接受国有航运企业负责的，在越南的活动中控制和管理的交通运输部。其中管辖范围有在北方的海防港，广宁港，在中部的岘港，在南部的西港和芹苴港。 3(地方政府和省市也可参加在港口的一部分管理。例如，义安港的管理和公共建设直接由胡志明市负责和管理。 4(部分国有企业，在省和市的控制下也可以管理港口。比如说汉科伊港就是由一个盐业公司根据庆和省的人们政府授权下管理。 5(私营部门在越南港口的管理参与仍然十分有限。在全国范围内，只有两个港口有私营部门参与。一个是富美(头顿省)其是挪威，法国和越南三方合资的企业; VICT是新加坡的北环线，日本三井物产公司和越南南方水性港口公司三家合资的公司。这些港口直接受交通运输部，计划部和投资部控制和管理。 (三)港口管理局的作用 11 三、港口经营管理 体制和行政问题二者已经被确定，在选定的主要港口中各种业务和管理问题也确定。 (一)定价政策 在越南的港口管理和 制度 关于办公室下班关闭电源制度矿山事故隐患举报和奖励制度制度下载人事管理制度doc盘点制度下载 方面，在越南港口的航运费以及其它费用都是多样化的。收费和目前的收费框架是由不同的政府监管机构制定的如下: 财政部 规范 编程规范下载gsp规范下载钢格栅规范下载警徽规范下载建设厅规范下载 了吨位费率，艾滋病对航海(ATN)的费用，码头的船龄和纪录费用。政府的定价委员会规定以船龄为试点，规范了拖船服务费率，停泊和暂停费，码头年龄(由财政部拟订)，开闭舱门，清洁舱口，垃圾收集，供水，理货，货物装卸费，货物储存费和设备租赁/租赁的费用。 (二)关税分析 下 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 比较和分析显示了3000 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 级船舶和1100标准级船舶在亚太经济区域的统计。在港口关税上的比较了无论是名义汇率还是计算购买力平价。 (三)生产力 为了进一步探讨当前越南港口的效率，有必要在某些关键性指标上进行分析。 下面的记录显示，在正常工作条件下的处理效率: 它可以从上面清楚地看到，在上述中的越南关键港口装卸率来看，除VICT以外，仍然是相对低于其他在东盟区域的港口网络，他们大约可以达到每小时25个单位重机箱。这其中的原因可以部分解释为缺乏专门的处理设备，如港口起重机设备性能，起重机司机的技能，以及内部管理问题。在码头装卸效率是非常重要的，因为它直接关系到船舶在港口周转时间，也就是说，船舶经营人的经济效率。不过，港口也有负有在其陆上行动的效率责任，以确保维持码头作业效率提高。 12 (四)行政程序 越南港口是众所周知的阻碍和拖累其船舶服务的一些行政程序。2002年1月7日前首相的法令No.55/2002/QD-TT提出行政程序改革，此法令将于 2002年4月23日在西港进行实验应用并生效，船舶的代理人需要收集的船舶30余类文件才可停靠越南港口。因此，这是相当耗时地，因为他不得不拿出同一条船上的所有人的机构证件，如港务局，海关，移民，船舶医疗人员等所有相关机构证明。在实际情况中，他们大约要花半天时间去收集所有必要的相关机构证明，以及要花费相当多的时间请他们到船上来完成他们的任务，这延长了船舶的等候时间。 在海港的行政程序改革中规定，港务局是协调他与其所有有关机构的机构，并且以后船舶的代理只需要向港务局提交必要的文件即可。由于在胡志明市地区的 ,。然而，这样的改这些改革，因此经过一年的实施，来往船只数目增加了30 革应将其扩大到所有其他港口。 四、设备及设施 设施和设备是构成的任何港口和码头的“硬件”。虽然他们不能提供生产力和利于实际指标的判断，但是他们仍然是重要的因素，港口和码头适应能力要满足客户的要求。下表提供了一个简单的设施和在选定的重点口岸的设备。越南在集装箱方面还处于初步的阶段，与其他东盟地区港口相比，在港口用集装箱运输的货物的平均份额仍然不多(约30,)。在1995年通过越南港口的集装箱货物比例只有18.7,，但它现在已增加至2000年的25.8,和2001年的28.2,(AEAN，2002年)。如果我们比较这些港口装卸设备，在专门的集装箱操作方面，当前的投资趋势是有不断增长的需求出现但是目前没有一定的能力完成。从表12-1中可以看出，在越南全国只有8个起重机口岸和21台RTG在港口服务。处理散杂货和一般货物的设备是陈旧的，提供低生产力的;其中一些，如在海防港的基洛夫起重机已运作了几十年。 (一)软件:IT和EDI应用 今天，IT和EDI在航运和港口经营管理是非常重要的，其弥补港口或码头“软件”或“信息结构”的不足。这种软件的优点是消除人为误差，节省时间，简化程序文件，并加强信息和数据的准确传递的整体效率。此外，电子科技和电子数据交换也奠定了电子商务在港口和码头业务上基础优势。 IT和EDI在港口和码头的应用可大致确定在两个层面: 13 内部管理系统:这意味着所有相关部门和港口路段内相互联系。所有用户和客户信息和数据进入港口，并转达给相关领域来进一步处理/规划。该系统允许所 有的业务活动获取信息源。 联系用户和客户，如海关，船公司，货运代理，托运人，收货人，和外部物流供应商。在这个意义上说，多次入境错误将被尽可能的消除，因为所有的电子文件都已传输，每个用户都可以根据需要获得信息。比如货物舱单，船员名单前到达信息等，以提交给港口和海关。 (二)腹地连接 港口的腹地区域是指背后的港口物流领域，总的货源都是从相对于港口全程运输物流成本最低的地方运送的。这个地区之所以被客户所吸引是因为港口的服务效率。在其腹地的陆港连接方式包括道路(高速公路)，铁路和内陆水域的方式(信息战)。由于一个港口可以通过公路，铁路或水路腹地土地陆地相连，总的物流运输费用是受以下因素: 路面情况和任何障碍(收费站，交通拥堵状况)，这将影响到货物的运输时间和费用。无论是在高速路上，铁路和港口是联系在一起的地区或国家的交通网络。运输方式之间的竞争水平。对运输模式的监管要求(环境，操作，社会等)。 (三)协调活动 灵活性和可靠性是用于评估一个港口相关活动协调性的主要指标之一，如拖船作业，引航，货运业务，银行，物流及紧急服务。这些活动的业务 流程 快递问题件怎么处理流程河南自建厂房流程下载关于规范招聘需求审批流程制作流程表下载邮件下载流程设计 必须与平日的业务联系在一起。由此看来，各自的活动与非协调时间的关系可确定一个港口的灵活性和可靠性。 在胡志明市区港口每年约有75,的国内集装箱通过，它们竞相争取更多的市场份额。这种高水平的竞争，导致这些港口，发展类似的业务和工作程序，相对于每道工序所需的时间。他们归纳为以下对照表。 (四)人力资源开发 人力资源是任何公司的一个关键。这是具有讽刺意味的，在这个问题上港口运作效率、竞争力和管理是因人而定。因此，工作人员是这个问题的因素之一。除了富美及VICT，以及私营部门外，所有其他越南港口是国有企业。作为国有企业，其传统上的主要目标是以执行该国的政治任务。港口在传统上被视为大雇主。不管他们的经济目标，在越南港口已运作了很长一段时间的这种情况下，这是可以理解。因为在以前 14 是中央计划经济机制，港口是由政府和国有港口企业控制的经济体，他们不能决定自己的正确战略方向。 五、建议策略 下面的策略建议是加强提高对越南的港口体系的管理效率和运营效率: (一)港口管理体制的改革和完善 港口应明确其职能，其分类应考虑到具体的标准，例如，功能，货物类型的处理和其服务区域的大小。在某种意义上说，港口可以初步归纳为如北边的海蓬，中部的岘港，南边海港。该国其他港口可以被进一步划分为区域港口，即归仁的高地价和中南部地区。 (二)提高港口的运作和管理 处理效率和基础设施应进一步改善，至少要跟其他地区标准相同。在这方面，所有港口应建立关键绩效指标。该系统将有助于从量化和非量化的角度来控制和评价业绩。 所有港口应进一步改进，所有港口相关活动的所需功能必须保证可靠性，因为 这在一个全日24小时不停运作的活动。 港口和码头的关税应进一步调整和重新制度化，为建立统一的激励机制，在港口竞争中吸引更多有实力的客户。关税应得到巩固和简化。 改革对越南港口在行政程序中的应用实验完全适用于该国，它简化了船只进入和退出港口和水域的文件手续。 资讯科技及电子数据交换的应用，集中在港口经营管理，特别是港口信息中心，其促进了港口与港口之间的用户和客户有利的交易。港口本身率先收集所有有关各方资料，然后建立一个对授权人有具体要求的系统。在这方面，研究和开发建设能力是支持本国这样的一个系统的关键，否则成本将超过利益。 海事局对自身恶习的审查和改造，应作为市场营销策略中不可避免的一部分，以提高港口系统的竞争力。 该港口与其腹地区域连接，还应当先发展港口与港口之间连接的路线。整体人力资源的发展在港口的运作中起得非常重要的作用。在越南随着货物装卸过程自动化，装卸增长速度的越来越快，主要归咎于港口工作人员的相关技能和新的技术和诀窍知识在港口开发中的经营管理。工作人员的培训和激励奖励，将是提高越南港口的关键。 15 结论 效率和竞争力是任何港口体系不可缺少的特性。与此同时，港口的竞争力还需要吸引客户使用其服务。上述分析和讨论关于越南港口体系在效率和竞争力方面已暴露出一些基本问题。为了实现在国际市场上的比较优势，越南港口体系应注意这些问题以制定策略改善港口。 16