Strategic Planning
Change is a primary consideration in the design of today’s complex organizations. As the environment becomes more turbulent, forces of change compel organizations to re-evaluate their situation. Under such conditions, strategic management will play a more important role in affecting the firm’s long-term performance. In dynamic environments, we find firms responding in different ways. We find that firms vary greatly in the manner in which they create the capacity to defend, enlarge, or change their individual domains. However, the speed with which firms adapt to such change is crucial; to a large extent it is dependent upon the degree of responsiveness that they have built into their management systems.
The strategic planning process, as it relates to seaports and marine terminal operation, represents a break from traditional project-oriented planning. It involves a continuous assessment of the competitive position of the port. Recent trends in the maritime industry have created a greater need for strategic planning by ports. These trends include an accelerated rate of change in cargo handling technology, increases in the size of ocean going vessels (Brennan, 1995), increased competition by steamship companies and ports for less cargo, and competition for unbalanced cargoes (Wolf, 1987).
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