EP_11 沒事乖乖待在家!物流專家談談長賜號事件


Manage episode 298558526 series 2959701
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1.) 貨櫃船長賜號,為日本公司正榮汽船株式會社所擁有
2.) 作為長賜號的擁有者,正榮汽船為「船舶經營者」
3.) 長榮海運向船舶經營者租借貨櫃船,因此是「承租方」
4.) 此承租方案稱作「濕租」,指的是船舶經營者提供船、船員、船隻維護以及保險,而承租方支付相關租賃費用,如燃料費、稅金等等。亦可稱之為「定期租船」。
On March 23rd, 2021 the container ship Ever Given ran aground in the Suez Canal (https://cutt.ly/DbZZXjD). As one of the three critical sea lanes, along with Panama Canal (https://cutt.ly/bbZXWY8), Strait of Malacca (https://cutt.ly/4bZXTz0), Suez Canal (https://cutt.ly/SbZXPye) obstruction is believed to have impacted some 12% of the global trade especially between Asia and Europe.
TUX uncles invited Thomas, a global logistic specialist at a major multinational firm, to discuss the intricacies of who owns what and where liabilities fall.
Let's start with the key parties and their relationships.
1.) The ship "Ever Given/長賜號" is wholly owned by the Japanese firm Shoei Kisen Kaisha/正榮汽船株式會社.
2.) As the owner of Ever Given, Shoei Kisen is the vessel operator/船舶經營者
3.) Evergreen/長榮海運 is the charterer (承租方) who leases the ship from the vessel operator
4.) The specific chartering method is called "Wet Lease/濕租" whereby lessor (vessel operator) provides craft, complete crew, maintenance, and insurance, whereas the lessee (charterer) pays for the hours operated, fuel, fees, and any other duties, taxes, etc. This method is also referred to as Time Charter.
Given this contractual arrangement, most of the liabilities fall onto the lessor. Does the lessee have any responsibility for the cargo delay? TUX uncles are surprised to find out that international conventions does not recognize delay in shipping for compensation. Payment in the case of damage is also limited. Therefore, insurance providers become an important part in compensation in these cases.
Looking beyond the Ever Given incident, the abilities to have multiple options in transporting goods have become critical. Between Asia and Europe, in addition to sea (~45 transit days) and air (~1 transit day), cargo trains through the New Eurasian Land Bridge/新亞歐大陸橋 (https://cutt.ly/sbSdxt8) provides a viable midpoint choice at 14 transit days.
Is it easier to re-shape supply chain instead of managing long distance transportation? Building up a new and robust ecosystem takes money and time. Different places have structural (dis)advantages; for example, moving manufacturing to US for Apple was proven prohibitively expensive. Ultimately, due to the costs and time involved, it is often politically painful to sustain this kind of global realignment.

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