Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster
У статті проаналізовані переваги використання кластерного підходу до розвитку транспортного комплексу Одеського регіону. Обґрунтована доцільність приєднання Іллічівського морського торгівельного порту до Одеського транспортного кластера....
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| Cite this: | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster / Y. Nikolayev // Економічні інновації: Зб. наук. пр. — Одеса: ІПРЕЕД НАН України, 2012. — Вип. 50. — С. 237-247. — Бібліогр.: 12 назв. — англ. |
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| citation_txt | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster / Y. Nikolayev // Економічні інновації: Зб. наук. пр. — Одеса: ІПРЕЕД НАН України, 2012. — Вип. 50. — С. 237-247. — Бібліогр.: 12 назв. — англ. |
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| description | У статті проаналізовані переваги використання кластерного підходу до розвитку транспортного комплексу Одеського регіону. Обґрунтована доцільність приєднання Іллічівського морського торгівельного порту до Одеського транспортного кластера.
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237 2012
Економічні інновації
Випуск 50
UDC:338.45:330.342.146 (043.5)
DEVELOPMENT STRATEGY AND RESTRUCTURING OF
ILLICHIVSK COMMERCIAL SEA PORT AS AN INTERGRAL
PART OF ODESSA TRANSPORT CLUSTER
СТРАТЕГИЯ РАЗВИТИЯ И РЕСТРУКТУРИЗАЦИИ
ИЛЬИЧЕВСКОГО МОРСКОГО ТОРГОВОГО ПОРТА В
КАЧЕСТВЕ НЕОТЪЕМЛЕМОЙ ЧАСТИ ОДЕССКОГО
ТРАНСПОРТНОГО КЛАСТЕРА
Yuriy Nikolayev
Николаев Ю.О.
У статті проаналізовані переваги використання кластерного підходу
до розвитку транспортного комплексу Одеського регіону. Обґрунтована
доцільність приєднання Іллічівського морського торгівельного порту до
Одеського транспортного кластера.
Preamble. In a global economy with its developed system of transport,
telecommunications and accessible markets it could be expected a reduction of the
role of regional and local factors of production location. However, in practice this role
increases. Sustainable competitive advantages in the global economy are often local
in their nature related to the spatial concentration of production, a highly professional
workforce, knowledge, institutions, competitors, co-productions and effective users.
Geographical, cultural and institutional proximity leads to closest cooperation, better
information, access to the specific factors of production and other benefits, the action
whereof causes competitiveness and productivity. In this regard we consider it
appropriate to bring to the analysis of competitiveness factors of location, highlights a
relatively new organizational formation – a cluster.
Statement of the problem. An important tool for improving the
competitiveness of the regional transport system is to create a transport cluster. Such
a decision was taken in Odessa region at the session of the Regional Council on
September 26, 2011. The Regional Council approved the project under which the
establishment of the transport cluster at Odessa sea port is foreseen. At the same time
the project provides an opportunity to join a cluster of any of ports located in Odessa
region.
It has been considered reasonable to join Illichivsk transport cluster to Odessa
Commercial Sea Port (OSCP). However, such a connection requires a preliminary
restructuring of the port. A strategy for structuring developed by us has been
described in this article.
Review of recent research and publications on this issue. Analysis of
research and publications in recent years in which the outbreak of this problem began
indicates the presence of basic research problems of cluster development of such
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Економічні інновації
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authors as M.P. Voynarenko, V.I. Dubnitskiy, V.I. Zakharchenko,
N.G. Kanishchenko, Ya.B Oleinik, S.I. Sokolenko and others. As considers
S.I. Sokolenko "clusters help fill the void between business, research and resources
promoting this manner the knowledge of the market. Successful clusters promote
intense competition along with co-operation.
They improve productivity, attract investment, promote research, reinforce
the industrial base..." [7, p. 7]. Many publications are dedicated to industry clusters.
For example, N.M. Vnukova considers that "special attention should be paid in the
first place to engineering. In Ukraine there is no domestic market, the economy is
dependent on export. And the domestic market can and should be developed by
mechanical engineering, metallurgy, coal, agricultural ... In this sense ordinary
carriage engineering has been considered perspective as the country has a shortage of
freight cars" [1, p. 73].
I. Yu. Shvets proposed the concept of a tourism cluster based on the use of
economic, institutional and legal mechanisms. [12]. L.І. Gontarzhevskaya [2], V.F.
Kifyak [5], O.O. Terebukh [9] emphasize the need for a systematic approach to
managing tourism cluster. Scientists Krainik O. and M. Biel developed the typical
structure of the tourism cluster in the region [6], and I.M. Dyshlov developed the
model of the tourist cluster association which combines the efforts of regional
authorities and key stakeholders to form clusters of tourism product based on its
diversification depending on needs of consumers. [3].
Previously unresolved part of the problem is the following. Existing studies in
Ukraine and the publication of their results concerning, in particular, such important
issues: the theory of clusters and how they adapt in Ukraine, the institutional (legal)
right to support cluster development in the state, the activity of individual industry
and selected regional clusters. However, in the above publications was not developed
a mechanism to attract businesses to the specific structure of existing clusters. This
article is dedicated to the investigation of this problem.
Formulation of a research assignment. The purpose of this study is to make a
comprehensive analysis of the practical experience gained in Ukraine collected during
the operation of the clusters at all levels of management. The study posed a practical
task - to justify the joining of Illichivsk Commercial Sea Port to Odessa transport
cluster.
The presentation of the basic research material. Presently operate in Ukraine
over twenty clusters. Like in most European countries the first Ukrainian coordinator
of the cluster was not a local government, but a non-governmental organization – so
called "Podolye First» association (PFNGO) which goal was the development of
entrepreneurial activities by consolidating efforts of state authorities, municipalities
(cities of Kamenets-Podolsk, Starokonstantinov, Gritsev and others), research
institutions (such like Khmelnytsky University of Technology), various agencies and
associations, business and banking institutions (like Ukrsotsbank, Khmelnytsky
Chamber of Commerce) [4, p. 242].
A distinctive feature of the cluster is its innovative nature. That is why
successful clusters are being established where occurs or is expected a breakthrough
in the field of engineering and technology or begins the production of a further
expansion into new markets.
239 2012
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In general, the clustering process in Ukraine was fragmented, uncoordinated
and thus has no significant effect on the innovative development of the national
economy as a whole. In our opinion, the main reason preventing the spread of
innovation systems in Ukraine, which does not allow businesses to respond more
flexibly to changing economic conditions, includes following factors:
- the lack of sustainable economic growth, the availability of crisis
phenomena in economy and politics of the country;
- asynchronous adoption and enactment of laws that regulate business and
clustering processes in the country;
- the lack of legislative support for clustering processes;
- excessive market concentration (the monopolization of majority of markets);
irrational ownership structure that was established in the economic sector of the
country;
- inefficient government regulation of the innovative sphere;
- drastic reduction of state orders and demand for innovative products;
- low industrial demand for products with high added value;
- weak innovative activity of industrial enterprises.
Donetsk region is one of the most developed industrial regions of Ukraine.
That's why it makes sense to consider the establishment of clusters in its territory. The
clusters which can be initiated in Donetsk region - it is mostly metal and mining shaft
clusters as well as clusters of nanotechnology and engineering (equipment for coal
and mining industry). Donbas 2025 Technology: Strategy for the Future" dealing with
the need to create clusters of innovation for the further development of the region was
developed in 2009 [11]. Upon completion of first phase of the research Monitor
Group American experts highlighted in the economy of Donetsk region the two key
clusters, which, to their opinion, should become the "locomotive" ones for this region.
These are metallurgy and agriculture. Such conclusions were made after analysis of
20 clusters of the regional economy.
As for the steel industry, for improving the situation in the country it is
necessary to sell the semi-processed goods in Europe for their further processing, and
to direct high value added products to the domestic market.
In Donetsk region stood out even a powerful industry that is lagging behind
industry only in terms of production – it is engineering. In Soviet times a portion of
export was higher than of any other industry. Therefore, the creation of machine-
building cluster will operate not only the industry but also the regional economy. In
the ranking of machine-building enterprises Mariupol Heavy Machinery Plant Public
Joint Stock Company, Azovzagalmash Public Joint Stock Company and Novokramat
Private Joint Stock Company occupy the first three places for their net profit
(revenue), and therefore all hopes should be pinned on them.
In Donetsk region machine-building products are traditionally designed for
demand, and, above all, the coal and steel industries which are main markets. This is
due to the concentration of these enterprises in the region and indicates the proximity
of their location. [8, p. 84].
In addition to engineering, the revival of former production chains could
bring to the forefront the chemical industry and the "defense industry", which term
will return Donetsk producers of traditional markets of high technology products in
Russia and other countries of the Commonwealth of Independent States (CIS). In
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addition, the region has many large industrial customers which are geographically
located close to each other and have excellent access to local natural resources.
However, almost all of them have poor information provision which requires quality
improvement through the creation of clusters.
In the future, of course, it is possible to dream about flying into space, and
technology, and the construction of launch sites because the region is provided in
various specialized areas of labor, highly skilled specialists with academic degrees for
an effective functioning of clusters. Besides, it is scheduled to create four scientific
and educational nanotechnology centers for the preparation of graduate and
postgraduate students in 2012, one of which will be located in Donetsk [10].
Thus, Ukraine has significant potential for clustering in high technology, as
well as in traditional ways. It is only necessary to provide financial support for cluster
initiatives by the government to ensure that the clusters were able to develop faster
and more effectively.
In general, the formation of clusters leads to certain advantages in the
development of regions, but so far the state has a number of negative programs to
promote their development, inadequate legal framework, etc.
With regard to the development of clusters in Donetsk region, it should be
noted that the region has a highly skilled labor force, local natural resources, well-
developed infrastructure and many other factors that make it possible to create cluster
associations. Perspective is the creation of two large clusters - metallurgical and
machine building ones as “the main whales”, which are based on the industry of the
region and the effective functioning of which depends on the nature of the territory as
a whole. In the future you can create clusters associated with nanotechnology and
construction.
Why successfully operating companies are reluctant to apply innovation and
change? These companies possess with very powerful forces that seek to avoid
changes and defend against them. Outdated approaches to them have become
fundamental to the traditional methods of work and management. Professional
development is the only sure way to do anything.
Successfully operating companies are more inclined to prudence and stability,
they are still working, trying to protect their gains. The possibility of major changes is
reduced because of the fear of large losses. All the medium acts like the immune
system which seeks to isolate and deprive "enemy" property, trying to search in
directions that deviate from generally accepted.
The question of when the company will bypass competitors – is only a matter
of time.
Starting from 2009, Donetsk Chamber of Commerce (DCC) and its branches
in Kramatorsk actively support the development of cluster initiatives in the cities of
Donetsk region. Due to financial and methodical support of the Society for
International Cooperation (SIC), Kramatorsk Jewelry jewelry cluster has actively
developed since 2010.
It should be noted that the jewelry industry in Kramatorsk is very young. The
first company was incorporated in 1991 and the history of the industry amounts to no
more than 20 years. However Kramatorsk jewelers already occupy a fairly high
position among jewelry enterprises in Ukraine. 10% of gold production in Ukraine is
manufactured in Kramatorsk. Successfully work 15 enterprises manufacturing jewelry
241 2012
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and about 10 companies that provide manufacturers with raw materials, equipment,
tools, and specialized ancillary services.
DCC specialists have conducted a study on the activation and cluster
initiative in four pilot cities of Donetsk region, such like towns of Artemyevsk,
Gorlovka, Mariupol and Krasnoarmeisk since 2011. Nowadays cluster initiatives are
identified in following industries: tourism (Donetsk, Gorlovka), housing and
communal services - OSBB (Donetsk, Gorlovka), machine building, metallurgical
and medical innovation clusters in Mariupol, and floral - in Krasnoarmeisk.
Personal meetings with business leaders, questionnaires, training trainings on
cluster technology can detect not only the development of clusters, but also to
understand what the cluster organization can give a positive upward trend in the
competitiveness of enterprises to help them gain confidence in the economic situation
at the moment.
Companies in pilot cities (such like Artemyevsk, Gorlovka, Mariupol and
Krasnoarmeisk) and Kramatorsk jewelry company show their interest in establishing
of cooperation and collaboration to enhance competitiveness in the domestic market
and foreign markets.
Questioning revealed "hot" point of business in modern conditions, as well as
problems that can be solved by combining the clusters.
Despite the different orientation of the industry cluster initiatives, key
strategic activities of the cluster are as follows: access to strategic information and
analysis of global trends in industries and the expansion of markets, including EU
markets. It is a costly process, so only the combined efforts of all the enterprises of
the cluster will achieve its goals. The development of cluster initiatives will reach a
new level of development to increase the benefits of enterprises, create conditions for
strong competition in both domestic and foreign markets. An important aspect of the
development of cluster initiatives is that DCC and SIC work parallel to establish the
investment attractiveness of the "cluster pilot cities" (territorial marketing).
Companies are aware that the cluster approach gives businesses an advantage
over more isolated competitors. It provides an opportunity for companies to focus on
everything they know and do best. Companies are able to function more or less as the
system and can use resources more effectively and collectively produce more than the
sum of their individual results. Indirect benefits of the cluster approach are intangible
assets that are not transferred directly into the balance and potentially have even
greater impact than direct benefits. The benefits of these assets come from the mobile
workforce and knowledge sharing between firms through formal or informal
discussions with members, suppliers and customers.
Established in August 2011 Odessa transport cluster is a group of entities
whose activity is provided by using the infrastructure of Odessa sea port and is aimed
at creating conditions for effective use of transport infrastructure entities of Odessa
region. The cluster operates on principles of equality and parity of all stakeholders,
constructive dialogue, voluntary choice to force cooperation, mutual information and
perform the obligations assumed in accordance with economic agreements concluded
directly between the parties in the cluster.
We have proved the feasibility of joining of Illichivsk Commercial Sea Port
(ICSP) to Odessa transport cluster. Preliminary restructuring of the port is
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economically viable to meet the requirements of the cluster. Let us dwell in detail on
a restructuring strategy proposed by us.
The aim of the restructuring of Illichivsk Commercial Sea Port (ICSP) is to
achieve in the short term the level of development of the port which would ensure its
functioning as an equal member of Odessa transport cluster. The strategy of
restructuring Illichivsk Commercial Sea Port (ICSP) involves increasing the capacity
of the port, the reconstruction and building productive capacities, modernization of
cargo handling equipment, fleet renewal port, the solution of socio-economic
problems. The aim of the Strategy is as follows: to ensure processing of increasing
volumes of cargo and attract new ones, including transit, upgrade production facilities
in line with current and future needs of traffic, conversion and reconstruction of the
port terminals and construction of new modern port of transshipment complexes,
backbone communications in accordance with needs of transport market; continue
processing the promising logistic schemes of transportation corridors within the sea
route Illichivsk-Baltic, Illichivsk-Samara, ensuring adequate employment in the
manufacturing process of highly qualified engineers and skilled workers, ensuring a
high level of maritime safety, minimizing the impact of production processes on the
health of port workers and the environment, reducing occupational injuries and
accidents, working conditions, increase the profitability of the port, creating the
conditions for the successful solution of the socio-economic tasks and improve the
social conditions of port workers.
Strategy is the basis for the development of the port restructuring project. For
restructuring of Illichivsk Commercial Sea Port (ICSP) the project provides the
following steps: 1) in the year 2012 - the beginning of the project of restructuring of
Illichivsk Commercial Sea Port (ICC), 2) in the years 2013-2015 - the reorganization
phase, 3) in the years 2016-2017 shall be completed the final stage. In the first phase
of restructuring of Illichivsk Commercial Sea Port (ICSP) it is necessary to do the
following: to implement urgent measures to attract and retain qualified personnel; to
put in place a comprehensive automated system of document management, access
control and management.
In the second step it is required to do the following: to determine the legal,
organizational, financial and economic basis of the transfer of port operators and port
marine terminals to all forms of property, to establish an effective system of control
over the use of state property; to introduce an effective mechanism for the use of port
operators, port infrastructure, to improve the procedure for finding, evaluating,
selection and use of port infrastructure investments, to introduce cost-based rates of
port dues, fees for services provided by Illichivsk Commercial Sea Port (ICSP), to
reflect changes in the management of port activities, to improve customs,
environmental, sanitary and other control procedures at the port.
In the third stage following measures are to be taken: to introduce an
automated system of port management, to alter the individual structural units in the
subsidiaries in the form of public joint stock companies, to adapt the control system to
work in an integrated institutional structure, to reorganize Illichivsk Commercial Sea
Port (ICSP) into the integrated structure of the cluster type.
We propose to carry out such implementation of investment projects in
restructuring of Illichivsk Commercial Sea Port (ICSP) at own expense the port, bank
loans and investments (Table 1).
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Table 1
Investment plan of reconstructing of ICSP in the years 2012-2017
Name of project
Forecast
period of
impleme-
ntation in
years
Projected volume of
investments (in UAH
millions)
Investment forecasts (in UAH millions)
within the terms of realization for years
Total including 2012 2013 2014 2015 2016 2017
the
share of
the port
investor’s
share
Reconstruction of
protective structures and a
gradual increase in depth
in the approach channel
2012 32,0 32,0 - 32,0
Reconstruction of bearth
Nos. 7, 8, 9 for handling of
general cargo
2012-
2014
296,4 106,1 190,3 35,5 40,6 30,0
87,3 60,0 43,0
Development of container
terminal berths Nos. 1, 2
2012-
2017
1085,2 190,9 894,3 8,8 55,5 71,5 55,0
51,2 70,0 259,0 143,5 210,0 160,7
Development of a
multimodal center for
container handling
(terminal No. 5)
2013-
2015
385,0 86,8 298,2 28,0 16,8 42,0
70,0 147,0 81,2
Construction of a new
container terminal at the
port unequipped coast and
surrounding areas
2014-
2017
2450,0 133,0 2317,0 70,0 63,0
560,0 700,0 700,0 357,0
Development of port
facilities for transshipment
of bulk cargo with a berth
fit for an open
preservation No. 10
2014-
2015
266,0 56,0 210,0 35,0 21,0
140,0 70,0
Construction of a
specialized complex for
transshipment of bulk
cargo with a two-way pier
2015-
2017
560,0 140,0 420,0 21,0 70,0 49,0
175,0 140,0 105,0
Reconstruction of berth
Nis. 12, 14, 15 for metal
and cast iron handling (1st
stage – birth No. 12)
2013-
2014
220,5 56,0 164,5 21,0 35,0
108,5 56,0
TOTAL 2012-
2017
5295,2 800,8 4494,4 76,5 145,1 188,3 139,0 139,0 112,0
138,5 308,5 1205,0 1169,7 1050,0 622,6
Top row - the share of the port; bottom row - investor's share
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The implementation of the restructuring of Illichivsk Commercial Sea
Port (SCPI) shall enable:
- to increase capacity of the port to 54 million tons;
- to bring the materials handling at the port to 31 million tons;
- to create 1,300 new jobs;
- to turn Illichivsk Commercial Sea Port (ICSP) into the main
container port on the Black Sea (HUB Container) i.e. the center of association of
ocean and feeder lines to other ports in Ukraine, Russia and Georgia;
- to create new high-tech modern transshipment facilities and improve
the competitiveness of the port in the world market of port services;
- to minimize the impact of the production process on the health of port workers and
the environment, reduce workplace injuries and accidents, to improve significantly
working conditions;
- to ensure the use of innovative organizational and legal forms of governance
in the port and create favorable conditions for attracting investment;- to create
necessary conditions for continuous growth in the level of social security and port
workers and their families;
- to create an effective model for public-private partnership for the purpose of
building the port;
- to increase the quality and standards of the port to European level which in
turn is necessary to "embed" Illichivsk Commercial Sea Port (ICSP) into the structure
of Odessa transport cluster.
Research conclusions. So, it seems reasonable to join Illichivsk Commercial
Sea Port (ICSP) to Odessa transport cluster. This will provide an opportunity to
increase turnover in the region and raise the level of gross regional product in Odessa
region. To join successfully Illichivsk Commercial Sea Port (ICSP) to Odessa
transport cluster the port must be relevant to its restructuring.
The main issues for restructuring of Illichivsk Commercial Sea Port (ICSP)
shall be as follows: reconstruction and redevelopment of the port of transshipment
complexes which does not comply with existing and future structure of the cargo, the
beginning of the use of land and unequipped coast within the port area including the
coastline, which are suitable for the construction of new terminals, increasing the
depth of the inlet channel and the port area, an emergency purchase of two tugboats
with capacity not less than 5000 equivalent horsepower - to ensure safe navigation
and mooring work performance, conducting vessels in the waters within the port area
of responsibility in connection with a significant increase draft vessels, container
ships and bulk carriers; other ships of the fleet upgrade ports with built-in write-offs
of obsolete ports, modernization and renewal of the mechanization of the crane in
accordance with international standards, modernization and upgrade of power supply
in the port for the operation of process equipment and cargo handling equipment due
to the significant increase in production capacity.
Restructuring Project of Illichivsk Commercial Sea Port (ICSP) consists of
three stages: the preparatory stage - in the year 2012, the reorganization phase – in the
years 2013-2015: the final stage – in the years 2016-2017. As a result of the
restructuring project of Illichivsk Commercial Sea Port (ICSP) is expected to be: a
significant increase in capacity, the volume of cargo handling and the number of
workers, creating new high-tech modern transshipment facilities, and improving the
245 2012
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competitiveness of the port in the world market services provided by the port,
bringing quality and standards of the port to European level.
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7.Соколенко С.И. Перспективы роста экономики Украины на основе
инновационных кластеров / СИ. Соколенко / Развитие инновационных
кластеров в современных условиях реструктуризации экономики. Материалы
IV Межд. науч.-практ. конф-ции, г. Севастополь, 1-2 июня 2009 г. –
Севастополь: СТПП, 2009. – С. 2-15.
8.Перевознікова О.В. Розгляд передумов створення кластера на базі
машинобудівної галузі Донецької області / О.В. Перевознікова // Збірник наук.
праць ДонДУУ Т.10 Серія «Економіка» випуск 130 Проблеми ефективності
використання потенціалу підприємств регіону. – Донецьк – ДонДУУ. – 2009. –
С. 80-95.
9.Теребух А.А. Туристичний кластер як форма посилення конкурентних
переваг регіону. / А.А. Теребух, Н.Б. Бандура. // Науковий вісник НЛТУ
України. – 2010 . – Вип. 20.12 – С. 265-271.
10.Украина в 2012 году может занять 1% мирового рынка нанотехнологий
[Електронний ресурс]: – Режим доступу: http://www. ntsr.
info/nanoworld/news.php?ELEMENT_ID=3070
11. Фонд Ефективне управління: «У Донецьку на Форумі визначили
основні шляхи виходу із кризи провідним підприємствам»
246
Економічні інновації
Випуск 50 2012
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news/foundation_press/98.html
12.Швец И.Ю. Пространственно-региональная кластеризация
туристического комплекса. / И.Ю. Швец // Маркетинг і менеджмент інновацій.
– 2011. – № 2. – С. 65-73.
Аннотация
В статье проанализированы преимущества использования кластерного
подхода к развитию транспортного комплекса Одесского региона. Обоснована
целесообразность присоединения Ильичевского морского торгового порта к
Одесскому транспортному кластеру.
Созданный в августе 2011 года Одесский транспортный кластер — это
группа юридических лиц, деятельность которых обеспечивается
использованием инфраструктуры Одесского морского торгового порта и
направлена на создание условий для эффективной реализации возможностей
субъектов транспортной инфраструктуры Одесского региона. Кластер
осуществляет свою деятельность на принципах равноправия и паритетности
всех участников, конструктивного диалога, добровольности выбора форм
сотрудничества, взаимного информирования и выполнения принятых на себя
обязательств в соответствии с хозяйственными договорами, заключаемыми
непосредственно между участниками кластера.
Эффективным как для кластера, так и для порта станет присоединение
Ильичевского морского торгового порта (ИМТП) к Одесскому транспортному
кластеру. С целью выполнения кластерных требований, экономически
целесообразной является предварительная реструктуризация порта.
Предложенная нами стратегия такой реструктуризации выглядит следующим
образом.
Целью реструктуризации ИМТП является достижение в ближайшей
перспективе уровня развития порта, который обеспечивал бы его
функционирование як повноправного элемента Одеського транспортного
кластера.
Реализация стратегии предусматривает: обеспечение переработки
возрастающих объемов грузов и привлечение новых, в том числе транзитных;
обновление производственных мощностей в соответствии с современными и
перспективными потребностями развития грузопотоков, перепрофилирование и
реконструкцию терминалов порта, а также строительство новых современных
портовых перегрузочных комплексов, магистральных коммуникаций в
соответствии с потребностями транспортного рынка; продолжение отработки
перспективных логистических схем в рамках трансграничных коридоров
сообщением Ильичевск-Балтика, Ильичевск-Самара; обеспечение надлежащей
занятости в производственном процессе высококвалифицированных
инженерных и рабочих кадров; обеспечение высокого уровня безопасности
судоходства, минимизацию влияния производственных процессов на здоровье
работников порта и окружающую среду, уменьшение уровня
производственного травматизма и аварий, улучшение условий труда;
повышение прибыльности порта, создание условий для успешного решения
247 2012
Економічні інновації
Випуск 50
социально-экономических задач и улучшения социальных условий работников
порта.
Стратегия является основой для разработки проекта реструктуризации
порта. Проект реструктуризации ИМТП предусматривает следующие этапы: 1)
2012 г. – начало проекта реструктуризации ИМТП; 2) 2013-2015 г.г. –
реорганизационный этап; 3) 2016-2017 г.г. – заключительный этап.
На первом этапе проекта реструктуризации ИМТП необходимо сделать
следующее: реализовать неотложные мероприятия по привлечению и
удержанию высококвалифицированных кадров; ввести в действие комплексную
автоматизированную систему документационного обеспечения управления,
контроля и управления доступом к базам данных.
На втором этапе: определить правовые, организационные и финансово-
экономические основы передачи различных видов портовой деятельности
портовым операторам и морским терминалам всех форм собственности;
наладить эффективную систему контроля за использованием государственной
собственности; внедрить эффективный механизм использования портовыми
операторами инфраструктуры порта; усовершенствовать порядок поиска,
оценки и использования инвестиций в инфраструктуру порта; внедрить
экономически обоснованные ставки портовых сборов, тарифы на услуги ИМТП
с учетом изменений в системе управления портовой деятельностью;
усовершенствовать таможенные, экологические, санитарные и другие
контрольные процедуры в порту.
На третьем этапе: внедрить автоматизированную систему управления
портом; преобразовать отдельные структурные подразделения в дочерние
предприятия в форме публичных акционерных обществ; адаптировать систему
управления к работе в условиях интегрированной организационно-правовой
структуры; реорганизовать ИМТП в интегрированную структуру кластерного
типа.
Финансирование проекта реструктуризации ИМТП нами предлагается
осуществить за счет собственных средств порта, кредитов банков и инвестиций.
Реализация проекта реструктуризации ИМТП позволит довести
качество и стандарты работы порта до европейского уровня, что является
необходимым для «встраивания» ИМТП в структуру Одесского транспортного
кластера.
|
| id | nasplib_isofts_kiev_ua-123456789-67277 |
| institution | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| issn | XXXX-0066 |
| language | English |
| last_indexed | 2025-12-07T17:17:31Z |
| publishDate | 2012 |
| publisher | Інститут проблем ринку та економіко-екологічних досліджень НАН України |
| record_format | dspace |
| spelling | Nikolayev, Y. 2014-08-30T18:35:03Z 2014-08-30T18:35:03Z 2012 Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster / Y. Nikolayev // Економічні інновації: Зб. наук. пр. — Одеса: ІПРЕЕД НАН України, 2012. — Вип. 50. — С. 237-247. — Бібліогр.: 12 назв. — англ. XXXX-0066 https://nasplib.isofts.kiev.ua/handle/123456789/67277 338.45:330.342.146 (043.5) У статті проаналізовані переваги використання кластерного підходу до розвитку транспортного комплексу Одеського регіону. Обґрунтована доцільність приєднання Іллічівського морського торгівельного порту до Одеського транспортного кластера. en Інститут проблем ринку та економіко-екологічних досліджень НАН України Економічні інновації Судоплавство та його розвиток Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster Стратегия развития и реструктуризации Ильичевского морского торгового порта в качестве неотъемлемой части Одесского транспортного кластера Article published earlier |
| spellingShingle | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster Nikolayev, Y. Судоплавство та його розвиток |
| title | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster |
| title_alt | Стратегия развития и реструктуризации Ильичевского морского торгового порта в качестве неотъемлемой части Одесского транспортного кластера |
| title_full | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster |
| title_fullStr | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster |
| title_full_unstemmed | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster |
| title_short | Development strategy and restructuring of Illichivsk commercial sea port as an intergral part of Odessa transport cluster |
| title_sort | development strategy and restructuring of illichivsk commercial sea port as an intergral part of odessa transport cluster |
| topic | Судоплавство та його розвиток |
| topic_facet | Судоплавство та його розвиток |
| url | https://nasplib.isofts.kiev.ua/handle/123456789/67277 |
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