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Strategic Alliances in liner shipping Efficiency
versus market power
Cariou Pierre University of Nantes France
IAME Conference - September 2002 - Panama
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• I. Analysis of horizontal motivations
• Economies of Scale (cost)
• Operational synergies (quality)

Allocation model
Queuing model (DTs)

• II. Analysis of vertical motivations
• Port synergies (co-ordination/bargaining power)

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Empirical Allocation Model
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ACi is the average cost in /teu/day for a
i-type ship CTKEi is the total capital and crew
costs in per day for a i-type vessel IMi is
the insurance and maintenance cost per day in
for a i-type vessel CCi is the total fuel cost
per day in for a i-type vessel teui is the
total capacity for a i-type vessel
ACij is the average cost in /teu for a i-type
vessel on route j nij is the Number of days
(including time at sea and in port) ACi is the
average cost in /teu/day Portij is the number
of days in port Distj is the nautical miles for
route j Speedj is the speed in nautical miles
per day for a i-type vessel
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Economies of density (000 /day/teu)
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Economies of scale (/day/teu on Europe/Far East
trade)
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Europe/Far East Transatlantic
Transpacific Total Independant 38
14 48 100 4 alliances
37 15 47 100 Reality ()
32 23
45 100 Independant 151 61
274 486 (-18) 4 alliances 111
130 227 468 (-45) 13
independent ATCkij 2.975 / 4 SA ATCkij
2.435

• Aggregate fleet lead SA to a better
  specialisation of vessels (ES on longer
• maritime route)

• SA composition can correspond to different case
  e.g.
• Grand Alliance Equal positioning
• Maersk/S-L two leaders on transpacific

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Results are not new but originality was to try to
show it through an empirically tested allocation
model and to integrate cost and quality
considerations

• Open questions
• Other combinations (SA composition) could have
  lead to better results?
• Nationality influence?
• Increasing return to scale (port responsiveness
  and link with vertical effects)?
• Cost minimisation hypothesis (profit, IRR)?
• Barriers to entry (ES Number of vessels)?

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• Port Responsiveness to changing demand
• port investments transhipment facilities
• dedicated facilities (operated or not)

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DACd direct cost of providing exclusive
access CTport total cost for the port ?1
initial occupancy rate of the port ?2
occupancy rate of the port following the choice
of DCT ?1 initial global service rate of the
port ?2 service rate of the port following
the choice of DCT and VTusers value of time of
users. The second term in the right hand side
gives the losses or gains born by the port, and
the third term, the losses or gains for all port
users.
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• From a societal and collective welfare
  perspective, the gains to carriers
• through vertical integration must be contrasted
  with potential losses
• from the reduction of competition and from the
  presence of externalities.

• Lack on commercial and supply-chain issues
• Lack on link between capacity/pricing strategies