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The measure of management
01 Sep 2006
Over the last decade, management techniques have evolved substantially, with one of the most highly regarded being the so-called "strategic performance management", or SPM, theory. Already in use worldwide by government departments, major corporations, academic institutions and not-for-profit organisations, it promises to deliver substantial benefits similar to those promised by earlier initiatives such as just-in-time, or total quality management.
But what about the application for ports? There are many factors that ports cannot, or are unlikely to be able to change. Most obvious among these are their location, access by sea and land, economic hinterland and regulatory, or ownership, status. So is port performance - the success of some facilities and the relative lack of success at others - all down to the luck of the draw and the blessing of favourable tangible assets?
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