Strategic planning is generally used by ports as a tool to ensure a better understanding of their position and to define the future objectives of which they will focus on in order to become more efficient and competitive against other ports. It will also help them evolve in accordance with the needs and the different changes that the port users required. This case study will focus on some of the goals of the Strategic Plan 2015-2020 proposed by port of Barcelona and will try to find out, through qualitative and quantitative approaches, whether the port will be able to achieve the objectives imposed by the Strategic Plan. It will also include an empirical survey to evaluate the level of customer satisfaction and the quality of the services the port of Barcelona to provide for customers.

Strategic planning is generally used by ports as a tool to ensure a better understanding of their position and to define the future objectives of which they will focus on in order to become more efficient and competitive against other ports. It will also help them evolve in accordance with the needs and the different changes that the port users required. This case study will focus on some of the goals of the Strategic Plan 2015-2020 proposed by port of Barcelona and will try to find out, through qualitative and quantitative approaches, whether the port will be able to achieve the objectives imposed by the Strategic Plan. It will also include an empirical survey to evaluate the level of customer satisfaction and the quality of the services the port of Barcelona to provide for customers.

ACKNOWLEDGEMENTS I
ABSTRACT II
LIST OF TABLES VI
LIST OF FIGURE VII
CHAPTER 1: INTRODUCTION 1
1.1 Background of the study 1
1.2 Porpous of the study 1
1.3 Organization of the study 2
CHAPTER 2: LITERATURE REVIEW 3
2.1 General concepts 3
2.1.1 Definition of Port Hinterland 3
2.1.2 Definition of itnermodal transportation 4
2.2 Literature Review of Port Strategy 5
2.2.1 The Minimalistic strategy 6
2.2.2 The Pragmatic strategy 6
2.2.3 The Public Service strategy 7
2.2.4 The Competitive strategy 7
2.3 Literature Review of Port Performance 7
2.3.1 Models Evaluating Port Performance 8
2.3.1.1 A Single-Port Performance Evaluation Approach 8
2.3.1.2 Multi-Port Performance Evaluation Approach 9
2.3.2 Port Performance Indicators 9
2.4 Definition of Maritime Logistics 10
2.5 Port Development Policy of Spain 11
2.5.1 Port Planing Regime 12
2.5.1.1 Planning Tools 12
2.5.1.2 Strategic Plan of the Port Authority 12
2.5.1.3 Plan for Port Infrastructure 13
2.5.1.4 Business Plan of the Port Authority 13
2.5.2 Urbanization of Ports 14
2.5.2.1 Urban articulation of ports 14
2.5.3 Port Works 15
2.5.3.1 Contruction of new Ports 15
2.5.3.2 Expansion or modification of ports 15
2.5.3.3 Public port domain works 16
CHAPTER 3: DEVELOPMENT OF SHIPPING AND PORT INDUSTRY IN SPAIN 17
3.1 Spain: Country profile 17
3.2 Spanish ports 17
3.3 Port services in Spain 18
3.3.1 General services 19
3.3.2 Port services 19
3.3.3 Technical and nautical services 20
3.3.4 Passenger services 21
3.3.5 Ship-generated waste reception service 21
3.3.6 Cargo handling service 21
3.3.7 Commercial services 22
3.3.8 Maritime signaling service 22
3.4 Port statistics in Spain 22
3.5 Port of Barcelona (BCN): Current status 23
3.6 Port services in Barcelona 24
3.7 Statistics of Barcelona Port 25
3.8 Strategics points of Barcelona Port 25
3.8.1Strategic increase of traffic 27
3.8.2 Improve the foreland connectivity 27
3.8.3 Complete the expansion of Port of Barcelona 28
3.8.4 Improve accessivility and movility 28
CHAPTER 4: METHODOLOGY AND DATA COLLECTION 29
4.1 Conceptual Model: Case study 29
4.2 Increase of strategic traffic 30
4.3 Improve foreland connectivity 47
4.4 Complete the expansion of Port of Barcelona 47
4.5 Improve accessibility and movility 48
4.6 Empirical study of the service efficiency in Port of Barcelona 49
CHAPTER 5: CONCLUSIONS AND SUGGESTIONS 51
REFERENCES 53
Appendix 55

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