外文翻譯--越南港口效率和競(jìng)爭(zhēng)力體系的分析

1、<p><b>　　中文4850字</b></p><p>　　本科畢業(yè)論文外文翻譯</p><p>　　外文題目：An Analysis of the Efficiency and Competitiveness of Vietnamese Port System

2、 </p><p>　　出 處 Department of Maritime Business </p><p>　　作 者：Vinh Van Thai and Devinder Grewal </p><p><b>　　原 文：</b></p><

3、p>　　An Analysis of the efficiency and Competitiveness of Vietnamese Port System</p><p>　　by Vinh Van Thai and Devinder Grewal</p><p><b>　　ABSTRACT</b></p><p>　　Ports,

4、 as one of the important links between different modes of transport within the logistics chain, have special essence since their efficiency and competitiveness will certainly have an impact on the chain, and hence the na

5、tional and regional economy. Vietnam, as a developing country gradually integrating into the regional and global economy, is rationalizing its economic sectors, including transportation. In this environment, ports play a

6、 vital role for the purpose of achieving comparative a</p><p>　　Keywords: Vietnam, port, efficiency, competitiveness, analysis</p><p>　　INTRODUCTION</p><p>　　The paper is organized

7、in four main sections. The first part sets the general background and overview on port geography in Vietnam. The second section addresses the issues of efficiency and competitiveness of the Vietnamese port system. The th

8、ird part proposes some development strategies based on previous discussions, followed by the last section that sums up the paper.</p><p>　　General back ground</p><p>　　Vietnam is located in the

9、Indochina peninsula in South East Asia and shares the borders with China in the North, Laos and Cambodia in the West and has her East coast facing the South China Sea. The country is situated within the tropical zone and

10、 has a tropical monsoon climate. As Vietnam is a narrow and long country stretching from the south of China down to the Gulf of Thailand, the seasons also vary from the north to the south of the country. In the north, th

11、ere are visibly four seasons; howe</p><p>　　Brief overview on port geography in Vietnam</p><p>　　Vietnam has more than 3,000kilometres of coast line stretching from north to south of the country

12、. The Vietnamese port system consists of both ports along the coast line and the ones located on rivers. According to Vietnam Maritime Bureau (VINAMARINE, 2003), there are currently more than 90 ports which can receive v

13、essels on international voyages and several dozen of other ports for internal trade. The Vietnam Port Association (VPA)，which now has 40 members all of whom are capable of serving ves</p><p>　　Analysis of th

14、e Vietnamese Port System</p><p>　　In this part of the study the efficiency and competitiveness of the Vietnamese port system will be analysed and discussed. The main issues involving port institutional and a

15、dministrative regimes, as well as port operation and management will be covered to reveal the contemporary problems as far as efficiency and competitiveness are concerned. Where necessary, comparison will be conducted be

16、tween the Vietnamese ports and some others in the ASEAN and ESCAP region to further illustrate the analysis</p><p>　　Institutional and administrative issues</p><p>　　From a holistic point of vie

17、w, the institutional and administrative issues of a port system are very important to provide initial information about its efficiency and competitiveness. In this section, different categories of port management body as

18、 well as the role of port authorities in Vietnam will be analysed and discussed.</p><p>　　Port management body in Vietnam</p><p>　　The port management system in Vietnam is very diversified. Exam

19、ples include:</p><p>　　VINAMARINE, which is under direct control and management of the Ministry of Transport, manages three ports – Nghe Tinh Port,Qui Nhon Port and Nha Trang Port.</p><p>　　VINA

20、LINES (Vietnam National Ship ping Lines), which is also under direct control and management of the Ministry of Transport ，is the state-owned company responsible for shipping activities in Vietnam. It man ages: Hai Phong

21、Port and Quang Ninh Port in the north, Da Nang Port in the central, Sai Gon Port and Can Tho Port in the south.</p><p>　　Local governments, such as cities and provinces, also take part in port management. Fo

22、r instance, Ben Nghe Port is directly under super vision and management of Department of Transport and Public Works of Ho Chi Minh City.</p><p>　　Some state-owned corporations, which are under control of pro

23、vinces and cities, also manage ports. This is the case of Hon Khoi Port managed by a salt company under control of People’s Committee of Khanh Hoa province.</p><p>　　The participation of private sector in po

24、rt management in Vietnam is still very limited. Nationally, there are only two ports that have the private sector’s participation so far: Ba Ria Serece in Phu My (Vung Tau province) as the joint-venture between Norway, F

25、rench and Vietnamese partners; VICT as the joint-venture between NOL of Singapore, Mitsui & Co. of Japan and Southern Waterborne Trans port Company of Vietnam. These ports are under direct control and management of b

26、oth Ministry of Transpo</p><p>　　The role of Port Authority</p><p>　　The definition of term ‘port authority’ and its functions in Vietnam is very different from other countries in the world. In

27、 1977, a port authority was defined as ‘State, Municipal, public or private body, which is largely responsible for the tasks of construction, administration and sometimes the operation of port facilities and, in certain

28、circumstances, for security’ (World Bank Port Reform Toolkit, 2001). This definition is sufficiently broad to accommodate the various port management models</p><p>　　Port operation and management</p>

29、<p>　　In parallel with institutional and administrative issues identified above, various operational and management problems at selected key ports can also been identified.</p><p>　　Pricing policy</p

30、><p>　　The practice of maritime dues and fees at ports in Vietnam is also as diversified as the port administration and management system. Current framework of fees and dues are regulated by different governmen

31、t agencies as follows:</p><p>　　The Ministry of Finance regulates rates for tonnage fee, aids-to-navigation (ATN) fee, wharf age and documentary fee.</p><p>　　The Government’s Pricing Committee

32、regulates rates for pilot age, tug service, mooring and unmooring, wharf age (elaborated from rates regulated by Ministry of Finance), opening and closing hatches, cleaning of hatches, rubbish collection, water supply, t

33、allying, cargo handling charge, cargo storage charge and equipment hire/leasing.</p><p>　　Tariff analysis</p><p>　　The following tables indicate a comparative analysis between two cases of 3,000

34、 TEU class ship and 1,100 TEU class ship visiting ports in the ESCAP region. Port tariff is compared in terms of both nominal exchange rate and purchasing power parity.</p><p>　　Productivity</p><p

35、>　　In order to further examine the efficiency of current Vietnamese ports, it is necessary that some key performance indicators are analysed. The following records indicate current handling productivity in normal work

36、ing conditions:</p><p>　　It can be clearly seen from the above that handling productivity at key Vietnamese ports, with the exception of VICT, is still relatively low compared with other ASEAN ports in the r

37、egion which can reach about 25 boxes per unit crane per networking hour. This can be partly explained by the absence of specialized handling equipment like ship-to-shore gantry cranes at some ports, skills of crane drive

38、rs, as well as internal management problems. Handling productivity at the quay is very important s</p><p>　　Administrative procedures</p><p>　　Vietnamese ports are known for their cumber some ad

39、ministrative procedures for ships using their services. Before the Prime Minister’s Decree No.55/2002/QD-TTg dated 23/04/2002 on reform of administrative procedures at sea ports came into effect on 01/07/2002 with experi

40、mental application at Sai Gon Port, the ship’s agent needed to gather more than 30 types of documents for a ship to visit Vietnamese ports. Moreover, it was also time-consuming since he had to arrange himself to pick up

41、all relat</p><p>　　The reform of administrative procedures at seaports stipulated that the port authority is the agency to coordinate with all other related agencies, and the ship’s agent only needs to submi

42、t necessary documents to the port authority. As a result of these reforms, in Ho Chi Minh City area, the number of vessel calls has increased by 30% after one year of implementation. However, such a reform has to be exte

43、nded to all other ports.</p><p>　　Equipment and facilities</p><p>　　Facilities and equipment make up the “hard ware” of any ports and terminals. Al though they cannot provide an actual judgment

44、as productivity and utilization indicators they are still important factors to evaluate the suit ability and capacity of ports and terminals in response to customers’ requirements. The following table provides a summary

45、of facilities and equipment at selected key ports.</p><p>　　Vietnam is still at the preliminary stage of containerisation compared with other ASEAN ports in the region, and the average share of containerised

46、 cargo at ports is still modest (about 30%). The ratio of containerised cargo through Vietnamese ports in 1995 was merely 18.7%, yet it has increased to 25.8% in 2000 and 28.2% in 2001 (AEAN, 2002). If we compare this te

47、ndency with current investment in specialized handling equipment for container operation at ports, there appears non-equivalence betw</p><p>　　Software: IT and EDI application</p><p>　　Today, IT

48、 and EDI in shipping and port operation and management are vital and make up the “soft-ware” or the “Information structure” of any port or terminal. The advantages of such soft ware are to eliminate human error, save tim

49、e, simplify procedural documents and to enhance overall efficiency by the accurate relay of information and data. Moreover, IT and EDI also bring about the tangible advantage of laying the foundation for ecommerce and bu

50、siness in ports and terminals. The application of I</p><p>　　Internal management system: this means all related departments and sections within a port are linked with each other. Information and data from al

51、l users and clients of the port enters a gate and is relayed to relevant areas for further processing/planning. The system allows all operational activities to be planned from one source of information.</p><p&

52、gt;　　Links with users and clients, such as customs, shipping lines, forwarders, shippers, consignees, and external logistics providers .In this sense, multiple entry and errors are, as much as possible, eliminated since

53、all documents are transmitted electronically, and each user is able to access information as needed. This includes pre-arrival information like cargo manifests, crew lists, etc to be submitted to the port and customs.<

54、;/p><p>　　Hinterland connection</p><p>　　The port’s hinter land is defined as the area behind the port in which total logistics cost for the shipment coming to/from it is the minimum compared with

55、other rival ports. This area is also shaped by customer bases which are attracted by the efficiency of the ports’ services. The means of connection of a port to its hinter land include road (high way), rail way and Inlan

56、d Water -way (IW). Since a port can be connected with its hinter land by road, rail or in land water way, the total logistic</p><p>　　The road condition and any hindrances (toll stations, traffic congestion

57、status) that will affect the shipment’s transit time and costs</p><p>　　Whether the high way, rail way and IW to the port are linked with the regional or national traffic networks.</p><p>　　The

58、competition levels between modes of transport.</p><p>　　Regulatory requirements on the modes of transport(environmental, operational, societal, etc)</p><p>　　Coordination of activities</p>

59、<p>　　One of the main indicators used to evaluate the flexibility and reliability of a port is the coordination of related activities, such as tug operations, pilotage, cargo operations, banking, logistics and eme

60、rgency services. The business process flows of these activities must be linked with a normal day’s operations. From this, respective activity with non-coordinated time can be identified, and this can partly reflect the f

61、lexibility and reliability of a port.</p><p>　　Ports in Ho Chi Minh City area con tribute about 75% of the national container through put annually, and they are competing fiercely to gain more market share.

62、This high level of competition has led these ports to develop similar business and work procedures, relative to the time taken for each procedure. They are grouped as one in the following comparison table.</p><

63、;p>　　Human resource development</p><p>　　Human resource is a crucial as set of any company. This is, ironically, also the issue on which efficiency and competitiveness of port operation and management dep

64、end. Over staffing is one of the elements of this issue.</p><p>　　With the exception of Phu My Port and VICT, which are in the private sector, all other Vietnamese ports are state-owned enterprises (SOE). Be

65、ing SOEs, their main goals were traditionally to perform the ‘political duties’ for the country. Ports are traditionally seen as large employers. Regardless of their economic objectives, ports in Vietnam have been operat

66、ing for a long time under this situation. This is understand able since, in the past, the economic mechanism was centrally planned and cont</p><p>　　Some Suggested Strategies</p><p>　　The follow

67、ing strategies are suggested for enhancing management effectiveness and operational efficiencies in the port system in Vietnam:</p><p>　　Port institutional reform and administration improvement</p>&l

68、t;p>　　Ports are clearly classified according to their functions. The classification should take into account specific criteria, for instance, functions, types of cargo handled and the size of their service area.In thi

69、s sense, ports can be initially grouped as gate way ports of the country (for example, Hai Phong for the North, Da Nang for the Central and Sai Gon for the South). Other ports of the country can then be classified furthe

70、r as regional ports, i.e. Qui Nhon for the Southern Central and High </p><p>　　Improvement of port operation and management</p><p>　　Handling productivity and utilization of facilities should be

71、 further improved to, at least, the same as regional standards. In this respect, Key Performance Indicators should be established for all ports. Such a system will help to control and evaluate performance from both quant

72、ifiable and non-quantifiable perspectives.</p><p>　　All ports should further improve their function-time reliability for all port-related activities, for operating on a round-the-clock basis.</p><

73、p>　　Port and terminal’s tariff should be further restructured and re-institutionalised for the unification and creation of more incentives to attract more vessels besides the objective of competitiveness. The tariffs

74、should be consolidated and simplified.</p><p>　　The experimental application of reform on administrative procedures at Vietnamese ports should be wholly applied to the remaining ports of the country to simpl

75、ify documentary procedures for vessels entering and exiting Vietnamese ports and waters.</p><p>　　IT and EDI should be intensively applied in port operation and management, especially the Port Information Ce

76、ntre to facilitate advantageous transactions between the port and port’s users and clients. The port itself should lead in gathering all parties concerned to establish such a system based on their specific requirements a

77、nd al location of authorisation. In this respect ,capacity-building to support such systems should be studied and developed first within the country, otherwise the costs w</p><p>　　Maritime supporting se vic

78、es should be examined and promoted as an inevitable part of marketing strategies to enhance the competitiveness of the port system.</p><p>　　The ports’ hinter land connections should also be developed in lin

79、e with port development. Holistic human resource development plays a very important role in the functioning of ports. As the speed of automation of cargo handling process is increasing in Vietnam, together with developme

80、nt of new technology and know-how in port operations and management, port staff need relevant skills and knowledge to do their work. Training of staff and motivation incentives are there –fore critical for Vietname</p

81、><p>　　Conclusion</p><p>　　Efficiency and competitiveness are indispensable characteristics of any port system. At the same time, ports need to be competitive to attract clients to use their servic

82、es. The above analysis and discussion with regards to Vietnamese port system has revealed some basic problems as far as efficiency and competitiveness are concerned. In order to achieve comparative advantage in the inter

83、national market, the port system of Vietnam should note these issues and works out strategies to improve. The </p><p><b>　　譯 文：</b></p><p>　　越南港口效率和競(jìng)爭(zhēng)力體系的分析</p><p>　　V

84、inh Van Thai and Devinder Grewal </p><p><b>　　摘 要</b></p><p>　　港口，作為一個(gè)重要的物流鏈環(huán)節(jié)之一，在不同的物流運(yùn)輸方式中都起到重要的作用，它有著特殊的本質(zhì)，因?yàn)閲?guó)家和區(qū)域經(jīng)濟(jì)的效率和競(jìng)爭(zhēng)力必將會(huì)對(duì)物流鏈產(chǎn)生影響。越南作為一個(gè)發(fā)展中國(guó)家，正逐步融入?yún)^(qū)域和全球經(jīng)濟(jì)一體化，那么就要順應(yīng)經(jīng)濟(jì)部門(mén)發(fā)展的趨勢(shì)，

85、包括交通。在這種環(huán)境下，為實(shí)現(xiàn)在國(guó)際市場(chǎng)上的比較優(yōu)勢(shì)，港口扮演了一個(gè)重要的角色。不過(guò)，越南港口相比其他港口系統(tǒng)是比較落后的，過(guò)時(shí)的，其工作模式的效率較低，競(jìng)爭(zhēng)力較差。本文確定了越南港口系統(tǒng)的一些問(wèn)題并提出了解決這些問(wèn)題的戰(zhàn)略方法。</p><p>　　關(guān)鍵詞：越南，港口，效率，競(jìng)爭(zhēng)力，分析。</p><p><b>　　一、簡(jiǎn)介</b></p><

86、p>　　本文主要有四個(gè)主要的組成部分。第一部分論述了一般大背景下對(duì)越南的港口地理的看法。第二部分涉及的是越南港口體系的效率和競(jìng)爭(zhēng)力的問(wèn)題。第三部分提出了發(fā)展戰(zhàn)略，最后一節(jié)，根據(jù)以上的討論和總結(jié)本文。</p><p><b>　?。ㄒ唬┍尘?lt;/b></p><p>　　越南位于東南亞的印度半島，北邊與中國(guó)接壤，西邊與老撾和柬埔寨接壤，它的東邊面對(duì)的是中國(guó)的南海。該

87、國(guó)地處熱帶，內(nèi)有一個(gè)熱帶季風(fēng)氣候。由于越南是一個(gè)狹長(zhǎng)的國(guó)家從中國(guó)的南部延伸到泰國(guó)灣，從北到南，季節(jié)也各不相同。在北部，有著明顯的四季，然而，但該國(guó)南部地區(qū)一年四季只有兩個(gè)季節(jié)，即熱帶與亞熱帶。因此潮汐的漲潮退潮規(guī)律也有所不同，在北方的主要港口整日都可看到潮汐的規(guī)律，而中部地區(qū)只有半日可以看到，南部地區(qū)更是只有半天或者不足半天的時(shí)間可以看到。</p><p>　　（二）簡(jiǎn)要概述越南的港口地理</p>

88、<p>　　越南有3000多公里海岸線從北延伸到該國(guó)南部。越南港口系統(tǒng)一般是沿海岸港口，只有其中的一個(gè)位于河流上的。據(jù)越南海事局（VINAMARINE，2003）統(tǒng)計(jì)，目前全國(guó)有90多個(gè)港口，可接收幾十艘國(guó)際航行的貨船，有具備國(guó)內(nèi)貿(mào)易的能力。越南港口協(xié)會(huì)（VPA），它目前擁有的40名協(xié)會(huì)成員全部均有國(guó)際船舶航行的能力，并且它一年的收入是國(guó)家年收入的80%左右。</p><p>　　二、分析越南港口體系&

89、lt;/p><p>　　本文中將對(duì)越南港口系統(tǒng)中的效率跟競(jìng)爭(zhēng)力進(jìn)行分析和討論，其中涉及港口體制和行政體制的主要問(wèn)題，以及港口經(jīng)營(yíng)和管理的問(wèn)題，盡可能揭示覆蓋到效率和競(jìng)爭(zhēng)力方面的當(dāng)代問(wèn)題。如有需要，我們就要進(jìn)一步的分析和討論比較越南港口與東盟及亞太經(jīng)濟(jì)地區(qū)之間的關(guān)系。朗讀</p><p>　?。ㄒ唬w制和行政問(wèn)題</p><p>　　從整體的角度來(lái)看，一個(gè)港口的體制和行政

90、問(wèn)題是非常重要的，它是提供有關(guān)其效率和競(jìng)爭(zhēng)力的初步信息。在本節(jié)中，將對(duì)港口管理機(jī)構(gòu)以及不同類(lèi)別的越南港口局的作用進(jìn)行分析和討論。</p><p>　　（二）在越南港口管理機(jī)構(gòu)</p><p>　　在越南，港口管理系統(tǒng)是非常多樣化。例子包括：</p><p>　　1．VINAMARINE，這是一個(gè)直接控制和管理三個(gè)港口-義安靜省港，歸仁港，芽莊港Zài zh

91、ège yánjiū de xiàolǜ hé jìngzhēng lì de yībùfèn yuènán gǎngkǒu xìtǒng jiāng fēnxī hé tǎolùn.Shèjí gǎngkǒu tǐzhì hé xíngzhèng

92、 tǐzhì, yǐjí gǎngkǒu jīngyíng hé guǎnlǐ de zhǔyào yìtí jiāng bāokuò chóngxīn xiǎo niú dāngdài wèntí, jiù xiàolǜ hé jìngzhēng lì fā

93、ngmiàn. Rú yǒu xūyào, bǐjiào yuènán zhī jiān jiàng zài gǎngkǒu hé dōngméng hé yàtài jīng shèhuì qūyù de yīxiē rén jìnxíng j&#

94、236;nyībù de shuōmíng liǎo fēnxī hé tǎolùn.</p><p>　　字典 - 查看字典詳細(xì)內(nèi)容</p><p><b>　　的交通運(yùn)輸部。</b></p><p>　　2．VINALINES（越南國(guó)家船舶平線），這也是一個(gè)直接受?chē)?guó)有航運(yùn)企業(yè)負(fù)責(zé)的，在越南的活動(dòng)中控制

95、和管理的交通運(yùn)輸部。其中管轄范圍有在北方的海防港，廣寧港，在中部的峴港，在南部的西港和芹苴港。</p><p>　　3．地方政府和省市也可參加在港口的一部分管理。例如，義安港的管理和公共建設(shè)直接由胡志明市負(fù)責(zé)和管理。</p><p>　　4．部分國(guó)有企業(yè)，在省和市的控制下也可以管理港口。比如說(shuō)漢科伊港就是由一個(gè)鹽業(yè)公司根據(jù)慶和省的人們政府授權(quán)下管理。</p><p>

96、;　　5．私營(yíng)部門(mén)在越南港口的管理參與仍然十分有限。在全國(guó)范圍內(nèi)，只有兩個(gè)港口有私營(yíng)部門(mén)參與。一個(gè)是富美（頭頓?。┢涫桥餐?，法國(guó)和越南三方合資的企業(yè); VICT是新加坡的北環(huán)線，日本三井物產(chǎn)公司和越南南方水性港口公司三家合資的公司。這些港口直接受交通運(yùn)輸部，計(jì)劃部和投資部控制和管理。</p><p>　?。ㄈ└劭诠芾砭值淖饔?lt;/p><p>　　本文中對(duì)“港口管理局”術(shù)語(yǔ)的定義和其在越南

97、的職能與其它不同世界的國(guó)家有著很大的不同。1977年，在港口管理局的定義是州，市，公共或私人的某個(gè)機(jī)構(gòu)，它在港口設(shè)施的建設(shè)任務(wù)上，港口設(shè)施的管理和運(yùn)作上負(fù)有很大程度上的機(jī)構(gòu)，在某些情況下，也是為了安全。這個(gè)定義相當(dāng)廣泛，是世界上現(xiàn)存的以適應(yīng)不同港口管理模式的。報(bào)告還指出，港口管理局還扮演著一個(gè)重要的有廣泛責(zé)任的戰(zhàn)略作用。在大多數(shù)情況下，港口管理局是土地所有者，它可以制定其港口和碼頭發(fā)展的總戰(zhàn)略指導(dǎo)線。</p><p&

98、gt;　　三、港口經(jīng)營(yíng)管理 </p><p>　　體制和行政問(wèn)題二者已經(jīng)被確定，在選定的主要港口中各種業(yè)務(wù)和管理問(wèn)題也確定。</p><p><b>　?。ㄒ唬┒▋r(jià)政策</b></p><p>　　在越南的港口管理和制度方面，在越南港口的航運(yùn)費(fèi)以及其它費(fèi)用都是多樣化的。收費(fèi)和目前的收費(fèi)框架是由不同的政府監(jiān)管機(jī)構(gòu)制定的如下：</p&g

99、t;<p>　　財(cái)政部規(guī)范了噸位費(fèi)率，艾滋病對(duì)航海（ATN）的費(fèi)用，碼頭的船齡和紀(jì)錄費(fèi)用。政府的定價(jià)委員會(huì)規(guī)定以船齡為試點(diǎn)，規(guī)范了拖船服務(wù)費(fèi)率，停泊和暫停費(fèi)，碼頭年齡（由財(cái)政部擬訂），開(kāi)閉艙門(mén)，清潔艙口，垃圾收集，供水，理貨，貨物裝卸費(fèi)，貨物儲(chǔ)存費(fèi)和設(shè)備租賃/租賃的費(fèi)用。</p><p><b>　?。ǘ╆P(guān)稅分析</b></p><p>　　下表比較和

100、分析顯示了3000標(biāo)準(zhǔn)級(jí)船舶和1100標(biāo)準(zhǔn)級(jí)船舶在亞太經(jīng)濟(jì)區(qū)域的統(tǒng)計(jì)。在港口關(guān)稅上的比較了無(wú)論是名義匯率還是計(jì)算購(gòu)買(mǎi)力平價(jià)。</p><p><b>　　（三）生產(chǎn)力</b></p><p>　　為了進(jìn)一步探討當(dāng)前越南港口的效率，有必要在某些關(guān)鍵性指標(biāo)上進(jìn)行分析。下面的記錄顯示，在正常工作條件下的處理效率：</p><p>　　它可以從上面清楚

101、地看到，在上述中的越南關(guān)鍵港口裝卸率來(lái)看，除VICT以外，仍然是相對(duì)低于其他在東盟區(qū)域的港口網(wǎng)絡(luò)，他們大約可以達(dá)到每小時(shí)25個(gè)單位重機(jī)箱。這其中的原因可以部分解釋為缺乏專(zhuān)門(mén)的處理設(shè)備，如港口起重機(jī)設(shè)備性能，起重機(jī)司機(jī)的技能，以及內(nèi)部管理問(wèn)題。在碼頭裝卸效率是非常重要的，因?yàn)樗苯雨P(guān)系到船舶在港口周轉(zhuǎn)時(shí)間，也就是說(shuō)，船舶經(jīng)營(yíng)人的經(jīng)濟(jì)效率。不過(guò)，港口也有負(fù)有在其陸上行動(dòng)的效率責(zé)任，以確保維持碼頭作業(yè)效率提高。</p><

102、p><b>　?。ㄋ模┬姓绦?lt;/b></p><p>　　越南港口是眾所周知的阻礙和拖累其船舶服務(wù)的一些行政程序。2002年1月7日前首相的法令No.55/2002/QD-TT提出行政程序改革，此法令將于 2002年4月23日在西港進(jìn)行實(shí)驗(yàn)應(yīng)用并生效，船舶的代理人需要收集的船舶30余類(lèi)文件才可?？吭侥细劭?。因此，這是相當(dāng)耗時(shí)地，因?yàn)樗坏貌荒贸鐾粭l船上的所有人的機(jī)構(gòu)證件，如港務(wù)局，