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Original Articles

Regulating efficiency into port-oriented chain systems: export coal through the Dalrymple Bay Terminal, Australia

Pages 89-106 | Published online: 02 May 2007

References and notes

  • Productivity Commission . 2005 . Review of National Competition Policy Reforms Canberra Report No. 33
  • Flynn , D . 2005 . Graduate Programme in Bulk Freight Systems Management . 2005 . Research paper , University of Melbourne .
  • QR Network Access . January 2006 . Coal Rail Infrastructure Plan (draft) January , Brisbane
  • Runnegar , M . 2005 . Graduate Programme in Bulk Freight Systems Management . 2005 . Research paper , University of Melbourne .
  • Lines , K . 2006 . Graduate Program in Bulk Freight Systems Management . 2006 . Research paper , University of Melbourne . This section draws heavily on a number of sources including 2 and 4. See also, and Everett, S. and Robinson, R., 2007, Supply chain inefficiencies: regulation misdirected? Public Infrastructure Bulletin, 6, April, Queensland, Bond University. See also Everett, S., 2005, Policy making and planning for the port sector; paradigms in conflict. Maritime Policy & Mangement, 32(4), 347–362
  • Coalition of Australian Governments . 2006 . National competition policy review . February 2006 . Background Paper ,
  • The mines and mining companies in 2005 were as follows—Blair Athol (Rio Tinto Coal Australia P/L; Riverside (BMA Coal Operations P/L); German Creek (Anglo Coal (Capcoal Management) P/L); Oaky Creek (Xstrata Coal Queensland P/L); North Goonyella (Peabody Energy Australia Coal P/L); Burton (Peabody Energy Australia Coal P/L); Moranbah North (Anglo Coal Australia P/L; Hail Creek (Rio Tinto Coal Australia P/L; Foxleigh (Foxleigh Mining P/L); Coppabella and Moorvale (Macarthur Coal (C&M Management) P/L). A number of other new mines, including AMCI and Millennium, have take-or-pay contracts for exports later in 2006
  • Cox , A . 1997 . Business Success: A Way of Thinking About Strategy, Critical Supply Chain Assets and Operational Best Practice , UK : Earlsgate Press .
  • Cox , A , Ireland , P , Lonsdale , C , Sanderson , J and Watson , G . 2002 . Supply Chains, Markets and Power , London : Routledge .
  • Robinson , R . 2002 . Ports as elements in value-driven chain systems: the new paradigm . Maritime Policy & Management , 29 ( 3 ) : 241 – 255 .
  • Robinson , R . 2003 . Port authorities: defining functionality within a value-driven chain paradigm . Proceedings IAME Conference . September 2003 , Busan. pp. 654 – 674 .
  • Robinson , R . 2006 . Port-oriented landside logistics in Australian ports: a strategic framework . Maritime Economics and Logistics , 8 ( 1 ) : 40 – 59 .
  • QR Network Access . 2005 . “ Section 6 for an excellent discussion of the point ” . See also
  • Ports Corporation of Queensland . 2001 . Annual Report 2000/2001 . 2001 , Brisbane.
  • Reddy , R and Reddy , S . 2001 . Supply Chains to Virtual Integration , New York : McGraw Hill .
  • This section draws heavily on 17
  • Dalrymple Bay Coal Terminal Pty Ltd . August 2005 . Queue Management System Amendments to Terminal Regulations August ,
  • Gates , B . 1999 . Business @ the Speed of Thought , Sydney : Viking .
  • The so-called Goonyella Coal Chain Improvement Project (GCCIP) was set up as an industry taskforce to identify and solve problems in the chain. Its work was, and continues to be, of considerable importance in effecting change. The QR Network Access initiative, The Coal Rail Infrastructure Master Plan 2006 3, is providing exceptional analytical insights into capacity and other issues in the Queensland coal industry
  • Weston , RW and Robinson , R . 2005 . Value migration and profit pools in port-oritented freight systems: the implications for new patterns of efficiency . June 2005 , Limassol. Paper presented at the IAME Conference , See 10
  • The term is used in the sense in which Cox et al. 9, p. 3. use it—‘By power we mean the ability of a firm … to own and control critical assets in markets and supply chains that allow it to sustain its ability to appropriate and accumulate value for itself by constantly leveraging its customers, competitors and suppliers’. Note that critical assets may include non-physical as well as physical assets—competencies and information may be, for example, critical assets under particular circumstances

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