433
1 INTRODUCTION
1.1 Themainsystemsandmechanismsofregulationof
theglobalmaritimetransport
Although,cargoascontainerhasbeenincreasedmore
thanfivetimessince1990,thereforeitcausedthatthe
world’sfleetofcontainershipshas developed about
seventimes.Apartfromthesignificanceoftimeand
expensesontransitofcontainers,safetyofcontainers
or quality of container handling operation is vital
issueatthecontainerterminals.
It should be noted that in the last two decades,
containertransportationsystemhasbeenfacedunder
increasingdevelopment,insuchawaythattherateof
this development
has reached to 7 or 9 percent in a
yearanditispredictedthatthisincreasewillhavea
rateofabout10percentuntil2020whileforothersea
transportation means, the rate will be just 2 percent
annually.[1] The development of dry ports has
Strategic Planning for Port Development:
Improvement of Container Transit from the Iranian
Southern Ports Terminals
H.Yousefi
KhoramshahrUniversityofMarineScienceandTechnology,Iran
ABSTRACT: The author attempts to highlight the significance of the Iranian southern ports development
strategyplanningwhichallows for themaximumcontainertransitwith minimum resources suchasservice
capacities,humanresources,andfinancialpotentialinordertoexpandtheIraniancontainer
transit.Itshould
benotedthatthestrategicobjectives,thebusinessstrategyanditsimplementationcanbearrangedonlyafter
the port vision and mission obviously delineated. For the purpose of improving the outcome of the ports
operational management, it is recommended to concentrate on new strategies such as exploit of
transit
corridorsfordevelopmentoftheIranianSouthPorts.Thema inpartofthispaperisdedicatedtoevaluatethe
roleof container transitfrom the Iranian south ports terminals from various transport corridors in order to
improveMaritimeTransportinIran.Theimportanceofdefining theexistingandpotential
competitorsatthe
Persian Gulf and making a comparison between their and our own strengths and weaknesses is of utmost
importance.Sometimes,therealbusinessopportunitiesandthreatsareplacedbeyondone’sownlineofindus
tryandbusiness.Itisthereforenecessarytomakeacareful analysisoftheport
environment.After theport
competitionandenvironmenthavebeenanalyzed,itwouldbepossibletoinitiatethebuildingoftheSWOT
analysisfortheIranianSouthernContainerTerminalssuchasKhoramshahr,ImamKhomani,Busher, Bandar
Abbas and Chabahar port which have suitable strategic position as transit base in the region.
The SWOT
analysismethodisthereforeappliedaimingatdefining theweaknessesandstrengthsoftheeconomicsubjects
aswellasopportunitiesandthreatscomingfromtheenvironment.Thenextsegmentofthispaperisdedicated
to consider the role of dry ports and the International NorthSouth Transit Corridor for
the purpose of
improvingtheIraniancontainertrade.
http://www.transnav.eu
the International Journal
on Marine Navigation
and Safety of Sea Transportation
Volume 7
Number 3
September 2013
DOI:10.12716/1001.07.03.16
434
becomepossibleowingtotheincreaseinmultimodal
transitofcargoesutilizingroad,railandsea.
2 GLOBALCONTAINERTRADE
Table 1 shows part of the latest figures available on
world container port traffic for 65 developing
economies andunderline Islamic republic of Iran
withanannualpercentagegrowth
ofcontainertrade
which changes between 2008‐ 2009 to 10.31 and
between 20092010 to 17.50. It should be noted that
Containertradein2010increasedby8percentonthe
Far East–Europe route, and by 10 per cent on the
transPacificAsia–NorthAmericaroute.
In2010,the
portofShanghaiforthefirsttimetook
the title of the world’s busiest container port from
Singapore, with a throughput of 29.2 million TEUs.
The10countries registeringthehighestgrowthwere
Ecuador (49.2 per cent), Djibouti (45.7 per cent),
Namibia (44.7 per cent), Morocco (32.9 per cent),
Jordan (15.8
per cent), Lebanon (15.4 per cent), the
Syrian Arab Republic (12.2 per cent), Dominican
Republic (11 per cent), the Islamic Republic of Iran
(10.3percent)andSudan(10.3percent).[2]
The country with the largest share of container
throughput is China, with nine ports in the top 20.
The
DominicanRepublichasbeenonthelistofports
withdoubledigitgrowthforthelastthreeyears.The
country with the largest share of container
throughputcontinuestobeChina.[3]
Table1.ContainerporttrafficoftheIslamicrepublicofIran
Source:TheReportofUNCTAD2011
Table 2 shows the world’s 20 leading container
ports for 2008–2010. This list includes 14 ports from
developing economies, all of which are in Asia; the
remaining6portsarefromdevelopedcountries,3of
which are located in Europe and 3 in North
America.[2]Themajorityoftheports
listedremained
in the same position for the third consecutive year,
although the ports further down the league were
subject to considerable shifting of fortunes and
jostling for position. The top five ports all retained
their respective positions in 2010, with Shanghai
retainingitsleadastheworld’sbusiestcontainerport,
followed by Singapore, Hong Kong, Shenzhen and
Bussan as shown in table.2. The gap between
Shanghai and Singapore shortened as it shows that
Singapore was in first step in 2008 and 2009, the
modification of the figures for the both terminals in
2010is638,200TEUs,andin2009is864,400
TEUs.
The resumption of manufacturing activity and
globaltradeincontainerizedgoodsledtoarecovery
ofdemandforlinershippingservicesinearly2010.In
2009, however, the market was particularly bad for
containershipping,asdemanddroppedby9percent
while supply grew by 5.1 per cent (Fig.2),
the
difference between these two figures being a
staggering 14.1 percentage points. For the first time
since 2005, demand is now forecast to grow faster
thansupply(in2010).
Table2.Toptencontainerterminalandtheirthroughput
Source:TheReportofUNCTADMay2011
A market segment of particular interest to many
developing countries is containerized trade in
refrigeratedcargo,suchasfruit,vegetables,meatand
fish. Until the mid1990s, the majority of this trade
was transported in specialized reefer vessels. Since
then,theentiregrowthinthismarkethasbeentaken
over
by containershipping,installingslotsforreefer
containersonnewcontainerships
At the beginning of 2010, the capacity to carry
reefercargoincontainersstoodat2,898millioncubic
feet,whichwas9.5timesgreaterthanthecapacity on
specialized reefer ships. The export of refrigerated
cargo by container
benefits from the global liner
shippingnetworksandbetterdoortodoortransport
services. At the same time, it obliges ports and
exporterstoinvestinthenecessaryequipment.Over
the last decade, exporters have benefited from the
435
increased competition between containerized and
specialized reefer transport providers. As the reefer
fleetisgettingolderandvesselsarebeingphasedout,
this market segment will become almost fully
containerized.[2]
Figure1. Supply and Demand of container shipping,
20002011,Source:TheReportofUNCTAD2011
3 IRANIANCONTAINERTERMINALS
OPERATION
Location of the Iranian container terminals are as
follows: Khoramshahr, Imam Khomani, Bandar
Abbas, Bushahr and Chabahar Port in South and
Bandar Anzali, Noshahar and Amirabad Port in
North of Iran. It should be noted that due to
additional available capacity and a strong market,
traffic
at Bandar Abbas, Iran’s main container
terminal,hascontinuedtoincrease.Theporthandled
2,231,200TEUin2010,anincreaseof15%onthesame
periodof2009.Theportisexpectingtohandlearound
2.5MTEU for the year asa whole. Phase one of the
port’ssecondcontainer
terminalopenedinFebruary
2008,increasingoverallcapacityto3.3MTEUperyear
and there are plans to double that in the next 36
months. Phase II of the new facility with another
terminal operator became operational at 2012. Since
2010 a computerized system or automation system
called TCTS 2010 system
installed at Shahid Rajaee
container terminal which is located a Bandar Abbas
port.BasedontheInternationalregulationsanonline
communication system can be carried out by port
operator, custom, cargo receivers, shipping
companies,andTransportationcompanies,etc.
4 ADVANCEDEQUIPMENTREDUCE
HANDLINGTIMEOFTRANSITCONTAINERS
ATTHETERMINALS
Containerterminalsaredesignatedforthe handling,
storage, and possibly loading or unloading of cargo
intooroutofcontainers,andwherecontainerscanbe
pickedup,droppedoff,maintained,stored,orloaded
or unloaded from one mode of transport to another
(that is, vessel, truck, barge, or rail). Normally, a
containerterminalconsistsofdifferentsectionsuchas
POV(ParkingOfVehicles),AdministrationBuilding,
Containeryard,MY(MarshallingYard)withinbound
and outbound flow of containers in the terminal. It
shouldbenotedthatthelatestefficiencyincontainer
terminal automation provided by Zebra Enterprise
Solutions is aimed at increasing
container terminal
capacitywhileimprovingportsafetyandsecurity.[3]
Designedtoassistcontainerterminaloperatorsinthe
management of manned andautomated port
equipment, our container terminal automation
solutionsimproveprocedures and processes, aswell
asenhancecontainer terminal equipment
usageaccuracy.Equipmentmanagementinformation
suchasmaintenanceschedules,equipmentidle
times,
fuellevelsanddriveraccountabilityofmotorizedand
(nonmotorized vehicles) and equipment can be
tracked,monitored and managed inrealtime. There
havebeenanumberofrecentchangesintheusesof
advancetechnologiesatPortcontainerterminalsthat
are designed to improve efficiency and productivity
of
operations.Itisbecomingcommonpracticetosee
terminals operate with Optical Character Reader
(OCR), Automatic Equipment Identification (AEI),
Electronic Data Interchange (EDI), and other
technologiessuchascamerasthatarealldesignedto
speed up the processing of containers through the
terminal.Inrecentyears,simulationhasbecomeasan
useful tools in order to improve container terminal
operation. Simulation can be distinguished as the
following three groups: Strategically,operational,
and tactical simulation. Strategically is applied to
study of terminal layout and efficiency and costs of
equipment, operational simulation is related to test
differenttypesofterminallogisticsandoptimization
methods and finally, tactical simulation means
integrationof simulation systems into the terminal’s
operationsystems.
5 DRYPORTSASLOGISTICPOINTFOR
CONTAINERTRANSITOFTHETERMINALS
Atfirst,itisbettertounderstandtheconceptofadry
port. Mrs.Violeta Roso senior lecturer of Chalmers
University in Sweden stated in
this regard that “A
“dry port” is defined as “an inland intermodal
terminal directly connected to a seaport, with high
capacity traffic modes, where customers can
leave/collecttheirgoodsinintermodalloadingunits,
as if directly at the seaport”. And also, H.Yousefi
(2011) expressed that A dry port is generally
a rail
terminal situated in an inland area with rail
connections to one or more container seaports. The
developmentofdryportshasbecomepossibleowing
to the increase in multimodal transit of goods
utilizingroad, rail andsea. This in turn has become
increasingly common due to the spread
of
containerization which has facilitated the quick
transferoffreightfromseatorailorfromrailtoroad.
So,Dryportscanthereforeplayanimportantpartin
ensuringthe efficienttransitofgoodsfromafactory
intheircountryoforigintoaretaildistributionpoint
inthe
countryofdestination.[4]
The Persian Gulf has an area of approximately
240,000km
2
andisveryshallow,averagingjust50m
80m(1994;1997),withonlyoneopening–theStraitof
Hormuz linking the Persian Gulf with the Arabian
Sea. There are eight littoral Gulf States Iran, Iraq,
Kuwait, Saudi Arabia, Emirates, Bahrain, Qatar and
Oman. The establishment of a shared place as dry
port for all the above Gulf States will improve
436
maritimetransportationatthePersianGulf.Basedon
IMO and WTO and the other relevant International
regulations,itisnecessarytoconsidertheexperiences
of the container terminals operation at the Persian
Gulf ports. It is useful for specifying the hub of
container terminals at the Persian Gulf for further
consideration.Thecapacityandoperationalmethods
ofmaritimetransport,tradeandtransitofcontainerat
theterminalscanbeanalyzedbyusingtheBalanced
Scorecard as an effective management tool which is
used for improving container terminals activities at
theGulf.Attheoperationalstages,relevantagencies
includinggovernmentdepartments
directlyinvolved
in daily operations of dry ports are shown in the
diagrambelow:Inordertorunadryportefficiently,
various agencies including government and
nongovernmentagencieswithdueauthorityaretobe
placedinthedesignateddryportpremises.
6 DRYPORTSINIRAN
6.1 AprincentralTerminal

Aprin is located at 21 kilometer of south western
Tehran which is at the intersection of EastWest &
NorthSouth railway junctions and is accessible to a
numberofhighways.Apringoodsinterchange central
area is 100 hectares & construction of 110 storage
houses&containerTerminalsarepredicted
initsarea
whichtheir establishmentsarenotcompleted.Before
theIslamicRevolutionin1977,aregioncalledAprin
was earmarked to the IRISL, which is linked to the
railway.Adryportisayardusedtoplacecontainers
or conventional bulk cargo, and which is usually
connectedtoa
seaportbyrailorroadandhasservices
like, storage, consolidation, and maintenance of
containersandcustomsclearance.Theymaybeused
for shipping, receiving and distribution centers
designed to relieve the congestion in increasingly
busyseaports,likeaninlandport.AprinTerminalas
adryporthasthepotential
tofeedTehranconsuming
Market & its surrounding industrial regions. At
present,astoragehousehavingtheareaof9000m2is
activated at Aprin center & its annual output is
approximately5000TEU.AprinTerminalwhichupon
itsformalactivationcommencementwillbeclassified
as offshore dry ports, would
have considerable
interests; in case of coordinating with customs, the
corresponding goods will be transported to the
destination of Aprin center through railway after
discharge & loading at sea ports of Shahid Rjaee in
thiscontextgoodsownersareabletodirectlyreferto
AprinCentertoreceivetheirrespective
goods.
Aprin terminal which is equipped with Reach
Stacker, Side lift, Lift truck, Bascule, container
washing equipment 10 ton lift truck, the telescopic
boom 35 ton crane, and a version of TPTS
comprehensive & commence software is able to
commence its activity as the first Iranian dry port.
Recently, the Managing
Director of Islamic Republic
of Iran Shipping Lines stated that Maragheh Special
EconomicZone(SEZ)inIranwillturnintoadryport
inthenearfuture.
Figure2.ThreeIntermodalTerminalsinIran
Source: Feasibility of establishment of “Dry Ports” in the
developing countries—the case of Iran, Springer Science,
Sep2010.
SinceMaraghehboastsrailroadandisadjacentto
Kurdistan province, the proposed terminal in
Maraghehwillexpeditecargo transport andmake it
easiertoprovideservices.
Figure3. Iran, Container Port Traffic (TEU:20 Foot
EquivalentUnits)
Source:tradingEconomics.com
6.2 ShahidMotahhariterminal
Thisterminalislocatedat36kmsouthofthecityof
MashhadinthenortheastofIran.Thesitealsohasan
access to the national highway. Its area is about
190ha and there are required facilities to handle
container transport needs. This terminal
is managed
byprivatesector(DomesticVariousRelatedStatistics
andInformation[7].
6.3 Sarakhsterminal
Thisterminalislocatedat170kmnortheastofcityof
Mashhad in the northeast of Iran at Iran
Turkmenistan border. Its strategic position can be
looked as an important gate to themarkets
of some
landlocked countries. The site is also outfitted by
requiredfacilities(DomesticVariousRelatedStatistics
andInformation[7].
437
6.4 Sirjanterminal
Sirjan is located at Kerman Province which is away
180 Km from the capital of the state,its distance
from Banadr Abbas Port is 300 Km. Since Sirjan
linked to Bandar Abbas port and Tehran through
railway, therefore it has good location in order to
supportShahid
Rajaee Container terminalat Banadr
AbbasPort.
7 THEINTERNATIONALNORTHSOUTH
CORRIDOR
India has taken the lead in what it calls “kick
starting”an“internationalnorthsouthcorridor”from
Iran to Russia via Turkmenistan and Kazakhstan to
ensure a seamless connectivity to Central Asia. It
shouldbenoted that
Indiawants this corridor tobe
operational by 2013. TheNorthSouth Transport
Corridoris a term used to describe theship,rail,
androadroute for moving freight fromSouth
AsiatoEuropethroughCentral Asia, theCaucasus,
andRussia.[11]Therouteprimarilyinvolvesmoving
goods from India via
ship toIran. From Iran, the
freight moves by ship across theCaspian Sea or by
truckorrailtoSouthernRussia.Fromthere,thegoods
aretransportedbytruckorrailalongtheVolgaRiver
through Moscow toNorthern Europe. In 2001,
Russia,Iran,andIndiasignedanagreement
tofurther
develop the route. The Government of India had
started this project with the view to enhance trade
relations between South Asia and Central Asia. The
primary step towards trade enhancement, was
signing of Memorandum of understanding between
Indian and Iran over the development ofChabahar
portandtransshipment facility
atBanadr Abbas and
ImamKhomaniport.ThisʺInternationalNorthSouth
TransportCorridorʺwillhaveitsstartingpointfrom
Mumbai,andviatransshipmentthegoodswillreach
BandarAbbasPortinIran,thenarailwaylinkwillbe
establishedbetween Iran, Turkmenistan, Kazakhstan
anditwillfinallyreachRussia.India
andRussiawill
strive to revive the NorthSouth Transport Corridor
(NSTC)throughIranthathasfailedtotakeoffmore
than 10 years after the three countries signed an
agreementtosetupthetraderoute.IndiaandRussia
agreed to “enhance connectivity” through the NSTC
including through China, the
Embassy release said.
The international NorthSouth transport corridor
(ITC) linking India, Iran and Russia is becoming
increasinglypopular,andislikelytobecomethe“Silk
Road“20thcentury.”Thistraderoutewillcutbytwo
thirds the time of cargo transportation from Indian
OceanareasandPersiangulf to
Europe,andreduce
thepriceofshipmentofeachcargocontainerby400
dollars.By2005Russia,IndiaandIranplantodouble
cargoflows,bringingthemtoeightmilliontones.
ITCistoensurethedeliveryofcargosfromIndian
Ocean and Persian Gulf regions to Iranian ports on
the
CaspianSea,tobetakenupbyferriestoRussiaʹs
railroadterminalsor,byrivermarinevessels,through
Russiaʹs inland waters to countries of eastern and
central Europe and Scandinavia. Distance of new
route (Green line in the following figure) in
comparison to the previous route is 40%
shorter; it
means that instead of 4560 days it becomes 2530
days.
Figure4.Greenlineasnew,short,andcheaproute
Source:Internet,SiteofWikipedia
Inaddition,inthenewroutethepriceofshipment
of each cargo container 30% cheaper than previous
route.[11] The ITC Coordination Council such as
representativesofIran,India,andRussia,hadinvited
delegationsofBelarusandKazakhstan, toattend.The
latestmeetingoftheCoordinatingCouncilinTehran
approvedBelarus,
Kazakhstan, Oman and Tajikistan
as new ITC members. The applications from Syria,
Azerbaijan and Armenia are currently under
consideration.TajikistanandOmanwilljointheITC
agreement shortly. The INSTC was expanded to
include eleven new members, namely: Republic of
Azerbaijan, Republic of Armenia, Republic of
Kazakhstan,KyrgyzRepublic,Republic
ofTajikistan,
RepublicofTurkey,RepublicofUkraine,Republicof
Belarus, Oman, Syria, Bulgaria (Observed). The
Astrakhan transport hub occupies an important
location in the NorthSouth ITC. It is a transitpoint
for some three million tones of cargoes bound for
CaspianSeaportsofIran.Anincreaseincargo
flows,
whichbeganaftertheemergenceoftheITC,required
the construction of additional port facilities in this
region.
Innearfuture,trainferrieswilltakecargostothe
port of Amir Abad in Iran. The construction of a
containerterminalintheportofMakhachkalabegan
in2002,and
bytheendofthisyearitscapacitywill
reach30520TEUayear.
Figure5.AstrakhanasmainlocationofNorthSouthITC
Source:Source:Internet,SiteofWikipedia
438
Itisplannedtobringthecapacityoftheterminal
to61000TUEayearinthenearestfuture.Atpresent,
containershipmentthroughtheportofMakhachkala
mostlyproceedsalongtheRussiaIranroute.[11]
Figure6.ThelocationofMakhachkalaportinCaspianSea.
Source:Source:Internet,SiteofWikipedia
At present, several operators work on the ITC
transport market, who gained the necessary
experience, made business contacts and now
successfully fulfill cargo ownersʹ orders. A healthy
competitionbetweenthemensuresastablehighlevel
oftransportservices.TheNorthSouthITCwillhavea
tremendous economic, political and strategic
significance
thiscentury.Tobridgethetwocontinents
istheimportantmissionoftheNorthSouthITC.
8 THEROLEOFSWOTANALYSIS
SWOTmatrixisamethod for the identification of
internal Strengths and Weaknesses, external threats
andopportunitiesinthecontextoftherealizationofa
particular project. The
SWOT matrix is shown in
table.3ofthispaper.
Table3.SWOTmatrix
_______________________________________________
PositiveNegative
_______________________________________________
InternalFactors Strengths(S) Weaknesses(W)
ExternalFactors Opportunities(O) Threats(T)
_______________________________________________
SWOTanalysisisawidelyacknowledgedstrategic
toolandconstitutesanimportantelementofstrategic
(long term) planning. SWOT analysis is a method
which provides for the balance to be introduced
between the internal capabilities and external
possibilities. In other words, it is a set of logical
methodsused
toevaluateone’sowncapabilitiesand
weaknesseswiththeopportunitiesandthreatsinthe
environmentasthestrategiesshownintable.4ofthis
section.
Table4.SWOTanalysis
Internal
factors
External
factors
ListofStrengths
(S)
ListofWeakness
(W)
Listof
Opportunities
(O)
Howdoyou
controlyour
strengthsto
benefitfrom
opportunities?
(SO‐Strategies)
Howdoyou
ensureyour
weaknesseswill
notstopyoufrom
opportunities?
(WO‐Strategies)
ListofThreats
(T)
Howdoyouuse
yourstrengthsto
minimizethe
impactofthreats?
(ST‐Strategies)
Howwillyoufix
weaknessesthat
canmakethreats
haveareal
impact?
(
WT‐Strate
g
ies
)
In order to have a successful implementation of
the strategy, it is necessary to understand the port
competition, to focus at the competition weaknesses
andavoidtheirstrengths.Itisthereforeimportantto
determine the existing and potential competitors,
making a comparison between them. In order to
establish a real
market position of the port, it is
necessarytomakealistoftheportessentialbusiness
factors, drawing a parallel with those of the
competitors. No SWOT (Strengths, Weaknesses,
Opportunities,andThreats)Matrixcanbeworkedout
before analyzing the port competition and
environment. It shall not only cover all
the
conceptionsbutalsogivethestrategyproposalsbased
ontheanalysisofexternalandinternalfactors.Inthis
regards, table.5 of this paper shows a comparison
betweenBandarAbbas,DubaiandRotterdamportfor
the purpose of their ranks, capacity of container
handling,useofadvancedequipment,etcin
2011.
Table5.CompetitiveMatrix
_______________________________________________
Success factors W.C B.Abbas Dubai Rotterdam
S W.S S W.S S W.S
_______________________________________________
ShareofContainer 0.20 2 0.40 3 0.60 4 0.80
MarketintheWorld
in2011
CapacityofContainer 0.15 2 0.30 3 0.45 4 0.60
Transportin2011(TEU)
TheEquipmentfor 0.20 3 0.60 4 0.80 4 0.80
ContainerHandling
Operation
ContainerPortinthe 0.25 2 0.50 3
0.75 4 1.00
WorldRankings
in2011
RankofContainer 0.20 1 0.20 3 0.60 3 0.60
Operatorsattheport
_______________________________________________
Total1.00 2.00 3.20 3.80
_______________________________________________
Keyofthetable:
W.C:WeightedCoefficient,
S:Score
W.S:WeightedScore
The general questionnaire for SWOT analysis,
created within the project, focuses mainly on the
logistics of cargoes, transportation flows, types of
cargo transport and other questions related to the
logistics of container substances. This questionnaire
439
wasaddressedtocargoplants,logistics’corporations
and institutions/organizations related to the field of
containerhandlingandlogisticsanditwasanswered
during personal interviews realized with competent
managersoftherelevantorganizations.
In other words, the efforts shall be made to
analyzetheportstrengthsandweaknessesandmake
anevaluationoftheopportunitiesandthreats inthe
environment. The Matrix would therefore allow for
the identification of the relevant factors, positive or
negative, which have a considerable impact on the
realizationofthestrategictargets,andassuchmakeit
possible for us to influence the factors in
time, i.e.
bring a new approach to the realization of the
strategicobjectives.SWOTanalysiswasdividedinto
twomainsectors.ExternalThreatsandOpportunities
were scrutinized in the first segment, while internal
Strengths and Weaknesses were monitored in the
second segment. The word “External” refers to a
factorfromthe
externalenvironmentofthecompany,
whichcannotbeinfluencedbytheinterviewedinthe
existingsituation.“Internal”referstoafactor,which
canbe influenced by the company itself. The SWOT
questionnairewasdividedintosubcategoriessuchas
economic,social,cultural,political,andtechnological
trendsandsoon.
9 CONCLUSION
ImprovementoftheIraniancontainertransitfromthe
International transit corridor can be carried out by
usingtheadvancedequipmentforhandlingoperation
atthecontainerterminals;itcausestoreducethetime
vesselsspentintheports.Itshouldbenotedthatthe
Competitiveadvantageofacontainerterminalat
the
Iranianportsisachievedbytheintegratedscheduling
ofvarioustypesofhandlingequipmentwithanaidof
theusefulStrategicModelsatanautomatedcontainer
terminal.Itcanbeobservedthatuseofanoptimum
strategic planning at the container terminals may
cause to develop the efficient scheduling
of the
equipment in order to increases the productivity of
thecontainerterminals.Apartfromthesignificanceof
strategic planning on container transit, the other
factor which has great influence on developing the
Iraniansouthportsis the establishmentofdryports
underthefollowingthreecategories:a).Closetothe
Iranian container terminals, b). At the costal water
area, c). Very far from the Iranian South Ports, in
ordertoincreasethecapacityofIraniantransitports.
ItshouldbenotedthattheIranianSouthPortswillbe
improved by analyzing the internal and external
environmentfactorsusingSWOTanalysis
inorderto
help for determining the current condition and to
identify majorpredictions and challenges that could
significantly impact strategy implementation of
containertransit.
REFERENCES
[1]R.S.KaplanandD.P.Norton,ʺThebalancedscorecard:
measures that drive performance,ʺ Harvard Business
Review,vol.70,no.1,pp.7179,1992.
[2]Review of Maritime Transport, (2010) Report by the
UNCTADsecretariat, Chapter 5,UNITED NATIONS,
NewYorkandGeneva.
[3]TradeandDevelopment report,(2011)UNCTAD,New
Yorkand
Geneva
[4]H.Yousefi, et al (2011), Development of the Iranian
Maritime Transport: A Focus on Dry Ports and the
Iranian Container Terminals Operation, Proceeding
IMLA19Conference,Opatija,Corasia.
[5]H.Yousefi, et al (2011), Balanced Scorecard: A Tool for
MeasuringCompetitiveAdvantageofPortswithFocus
onContainerTerminals,InternationalJournal
ofTrade,
EconomicsandFinance,Vol.2,No.6.
[6]I.Vacca,M.Bierlaire,M.Salani, (2007)Optimizationat
ContainerTerminals:Status,TrendsandPerspectives.7
Th Swiss Transport Research Conf .Monte Verita
/Ascona,September1214.
[7]Andrius Jarzemskis and Aidas Vasilis Vailiauskas,
(2007) “Research on Dry Port concept
as Intermodal
Node”byVilniusGediminasTechnicalUniversity.
[8]L. Henesey, P. Davidsson, J. A. Persson, (2006) Agent
Based Simulation Architecture for Evaluating
Operational Policies in Transshipping Containers.
Multiagent System Technologies. LNAI, Vol. 4196,
Springer,pp.7385.
[9]FDT(2007)Feasibilitystudyonthenetworkoperationof
hinterland hubs
(Dry Port Conc ept) to improve and
modernizeports’,IntegratingLogisticsCentreNetworks
inTheBalticSeaRegion[Project].
[10]Ehsan Dadvar& S.R. SeyedalizadehGanji
&Mohammad Tanzifi, (2010), Feasibility of
establishment of “Dry Ports” in the developing
countries—the case of Iran, Springer Science+Business
Media
[11]“Export Practice and Management” by
Alan Branch,
ThomsonLearning,(2006).
[12]NorthSouthTransportCorridor,theInternetSiteof
Wikipedia.
[13]Kaplan,RobertS.,andDavidP.Norton,(1996)ʺUsing
the Balanced Scorecard as a Strategic Management
SystemʺHarvardBusinessReview74,no.1.
[14]Lester, Tom.ʺMeasure for Measure: The Balanced
Scorecard Remains
a Widely Used Management Tool,
butGreatCareMustBeTakentoSelectAppropriateand
RelevantMetrics.ʺTheFinancialTimes,6October2004. 
[15]Lewy, Claude, and Lex Du Mee.(1998)ʺThe Ten
Commandments of Balanced Scorecard
Implementation.ʺ Management Control and
Accounting,.
[16]McCunn, Paul. (1998)ʺThe Balanced Scorecard…the
EleventhCommandment.ʺManagement
Accounting76,
no.11.
[17]van de Vliet, Anita. (1997)ʺThe New Balancing Act.ʺ
ManagementToday,July1997,78.
[18]Williams, Kathy.ʺWhat Constitutes a Successful
BalancedScorecard?ʺStrategicFinance86,no.5(2004).
[19]Domestic various related statistics & information
(2006–2008).
[20]UNESCAP (2008) Logistics sector development,
planning models
for enterprises & logistics clusters.
NewYork.
[24]RosoV(2008)Factorsinfluencingimplementationofa
dryport.IntJPhysDistribLogistManag38(10).
[21]RosoV(2007)EvaluationoftheDryPortconceptfrom
anenvironmentalperspective:anote.TranspResPartD
523–527.
[22]Roso,V.,(2009).The
dryportconcept.DoctoralThesis,
Department of Logistics and Transportation, Chalmers
UniversityofTechnology,Goteborg,Sweden.
[23]UNCTAD,(2009),ASYCUDAHomeSite.Availableat:
http://www.asycuda.org[Accessed: 12 December
2009].
[24]RidderstraaleJ., K. A. Nordstroem, Karaoke
Capitalism,ManagementforHumanity,part7,Zagreb,
Differo,2004.
440
[25]Alderon, M. P., Port Management and Operations,
London,LLP,1999.
[26]Kesić, B., Ekonomika luka, Rijeka, Pomorski fakultet,
2003.
[27]Buble, M., Strategijski management, Split, Ekonomski
fakultetSveučilištauSplitu,1997.
[28]Mencer, I., Strateški menadžment i poslovna politika,
Rijeka,Vitagraf,SveučilišteuRijeci,2003.
[29]V.
MezAk, A. Perić, A. Jugović: The longterm port
developmentstrategy...Pomorstvo,god.20,br.2(2006),
str.922
[30]International Journal of Innovation, Management and
Technology,Vol.2,No.4, August2011.