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Scranton Case

In: Business and Management

Submitted By surtihati
Words 489
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Strategic Management - Internal Analysis

Dr. Mohammad Hamsal

1

International Ports
Strategic Management - Internal Analysis

2

Port of Singapore (PSA)
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3

PSA Terminals
Strategic Management - Internal Analysis

4

Port Operations
Strategic Management - Internal Analysis

5

PSA Vision: The World’s Port of Call
Strategic Management - Internal Analysis

6

PSA Vision: The World’s Port of Call
Strategic Management - Internal Analysis

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Brief Recent History of PSA
Strategic Management - Internal Analysis

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17 Ports in 11 Countries in 7 Years
Strategic Management - Internal Analysis

9

PSA Vision: The World’s Port of Call
Strategic Management - Internal Analysis

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Operating & Innovating Capabilities
Strategic Management - Internal Analysis

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Managing & Learning Capabilities
Strategic Management - Internal Analysis

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Leading & Engaging Capabilities
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13

PSA Strategy
Word-Class Transhipment Hub

Strategic Management - Internal Analysis
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Minimal Disruption
Fast Turnaround

Efficient

Flexibility
90 Sailing Days, Deal with 200 Shipping Lines, 600 Ports, 123 Countries

Good Scheduling, One-Stop Services, Zero Error

Integrated Resources
Natural Harbor, Convenient Location, Capital Investment, Transportation Infrastructure, IT & Port Operations, Skilled Labors Source: Gordon, Lee & Lucas Jr. (2005)

PSA Combination Criteria for SCA
Natural & Additional Resources
Competitive Consequence

Strategic Management - Internal Analysis
15

V
Singapore’s location The natural harbor Capital investment IT & Port operations IT skills Yes Yes Yes

R
Yes Yes Yes

C
No No No

N
No No No

?? ?? ??

Yes Yes

Yes Yes

No Yes/No

No Yes/No

?? ??

Source: Gordon, Lee & Lucas Jr. (2005)

PSA Combination Criteria for SCA
Combined Resources & Capabilities
Competitive Consequence

Strategic Management - Internal Analysis
16

V
Location, Harbor, Capital & Investment Infrastructure, IT, Port Equipment, IT Mgt. Skills, Port Tech., Operations Yes

R
Yes

C
No

N
No

Temporary Competitive Advantage Sustainable Competitive Advantage Sustainable Competitive Advantage

Yes

Yes

Yes

Yes

Yes

Yes

Yes/No

Yes

Source: Gordon, Lee & Lucas Jr. (2005)

Leading in 20 TNCs in the Container Terminal Industry (2005)

Strategic Management - Internal Analysis
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Closed Competitors
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Port of Tanjung Pelepas
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M/S of Major Container Ports in SE Asia

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20

What Happened?
 Sustained growth after 2000 was also largely possible as

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Source: Wikipedia

Strategic Management - Internal Analysis

Maersk Sealand, the world's largest container ship operator, took a 30% equity stake in the port's holding company, in a deal concluded on 17 August 2000, effectively shifting all of Maersk's operations to the new port from the Singaporean port by the end of that year. Maersk was once the largest operator in Singapore, and the shift represented a 10% drop in business there.
 In 2002, Evergreen Marine Corporation, then the world's

second largest shipping company after Maersk, also shifted its operations to PTP from Singapore. This event raised alarm bells in the Singaporean port, with widespread speculation in the shipping community that Evergreen's endorsement of PTP demonstrated that Maersk's move may not be an isolated one. Other lines have since also started direct services at PTP.

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