全球貿易中有超過九成貨物都是由海運承攬，其中以貨櫃運輸為大宗。然而邁入21 世紀後海運業有許多因應趨勢的轉變，港口是海洋運輸中最重要的角色，在面對種種改變與衝擊，港口勢必轉型成海運業所需的現代化港口。
    因環保意識抬頭，海運公司以大型船舶航運以減少成本，許多國際條款及公約的產生，促使海運公司必須以定期航運甚至是海運策略聯盟等方式以達到利益最大化，為了更有效的處理大量貨櫃並且符合國際法規，各家海運公司使用物聯網、大數據等科技管理策略，使作業自動化以節省貨物在港口交接時所需的時間，因此現代化的智慧港口也一直被提倡為未來港口趨勢，唯有轉型才能解決所有貨櫃運輸改革對港口帶來的負面影響。
    本研究以桑托斯港作為個案分析，探討巴西政府如何透過公私合作夥伴關係引入私部門資金及技術，使桑托斯港更具國際競爭力，透過2013 年頒布的《新港口法》取代1993 年《港口法》，桑托斯港借助私部門管理與資源成功轉型，增加其貨櫃吞吐量、物流與港口腹地間便捷度等等，並在2018年佔近四成巴西貨櫃吞吐量，為南美洲最大貨櫃樞紐港。
    最後將以港口競爭力指標，如歷年貨櫃吞吐量及海運運輸連結性指數，檢視2013 年前後桑托斯港的競爭力變化。透過全球競爭力報告及物流績效指數，檢視桑托斯港的轉型對巴西國家競爭力的影響。

More than 90% of the world's goods are transported by sea, and container shipping plays the largest part of it. However, the maritime industry has undergone many changes in the 20th century. Ports play the most important role in maritime transportation. Faced with various changes and impacts, ports are bound to transform into smart ports in response to global trend.

Due to the rising awareness of environmental protection, shipping companies use larger vessels to reduce costs. Enaction of international laws and conventions has prompted shipping companies to use Liner Shipping or even Shipping Alliance to maximize their profits, in order to more effectively handle a large number of containers. 

In compliance with international regulations, various shipping companies use technology management strategies such as the Internet of Things and big data to automate operations and save the time required for cargo delivery at the port.

Therefore, smart ports have always been advocated as future port trends. Only with transformation can the negative impact of all container transportation reforms on ports be resolved.

This research uses the Santos Port as a case study to explore how the Brazilian government can introduce private sector funds and technology through Public-Private Partnerships to make the Port of Santos more competitive. The New Port Law enacted in 2013 replaced the 1993 Port Law. With the participation of private sector management and resources, the Santos Port has successfully transformed itself by increasing its container throughput, logistics and convenience between the port hinterland, etc. Furthermore, it accounted for nearly 40% of Brazil's container throughput in 2018, making it the largest container hub port in South America.

This paper will review the competitiveness of the Santos Port before and after 2013 by using port competitiveness indicators, such as the container annual port throughput
and Liner Shipping Connectivity Index by UNCTAD. Through the Global Competitiveness Report and Logistics Performance Index, we examine the impact of the transformation of the Port of Santos on Brazil's national competitiveness.

目錄
第一章 緒論 .................................. 1
第一節 研究動機與目的 .......................... 1
第二節 研究方法 ................................ 5
第三節 研究架構 ................................ 7
第二章 理論與文獻回顧 ........................... 8
第一節 二十一世紀海洋貨櫃運輸發展 ................. 8
第二節 拉丁美洲貨櫃港發展 ........................ 16
第三節 公私合作夥伴關係提升港口競爭力 ............. 21
第三章 公私合作夥伴關係帶動桑托斯港口轉型........... 35
第一節 桑托斯港與其經濟腹地重要性 ................. 35
第二節 公部門計劃提升桑托斯港物流便捷度 ............ 45
第三節 私部門參與提升桑托斯港營運效能 ............. 55
第四章 桑托斯港轉型對港口與國家競爭力之影響 ......... 66
第一節 桑托斯港競爭力分析......................... 66
第二節 巴西競爭力分析 ............................ 75
第五章 結論 ..................................... 84
附錄一 全球前50 大貨櫃港口排名(2014-2018) (單位：百萬TEU) .................... 87
附錄二 專有名詞................................. 91
參考文獻........................................ 93

表目錄
表 1 歷年貨櫃船運載量（1968-2019)................. 9
表 2 2019 海運策略聯盟及成員市佔率................. 15
表 3 2010-2017 各區域貨物船到港種類 (%)............ 16
表 4 2006 年處理一艘8,000TEU 貨櫃船在各區域貨櫃及時間成本 (美金).....20
表 5 港口競爭力指標............................... 23
表 6 國家競爭力指標............................... 24
表 7 公私合作夥伴類型及定義........................ 27
表 8 公私合作夥伴應用於港口之優勢及劣勢............. 30
表 9 公私部門在港埠營運職責........................ 31
表 10 立法帶動私部門參與港口建設................... 44
表 11 公部門港口建設計劃比較...................... 49
表 12 各國貨物運輸方式占比......................... 51
表 13 巴西交通部2025 年貨物運輸比例調整計畫.......... 52
表 14 《國家物流運輸計劃》與《國家港口物流計劃》比較... 53
表 15 全世界十大碼頭營運商 2011 年貨櫃處理量及市場佔比...56
表 16 2018 年桑托斯港碼頭營運商市占率................. 57
表 17 私部門碼頭營運商比較........................... 65
表 18 巴西貨櫃吞吐量、桑托斯港貨櫃吞吐量與布宜諾斯貨櫃吞吐量 (TEU)(2001-2018)................................... 68
表 19 桑托斯港海運運輸連結性指數...................... 74
表 20 巴西歷年物流績效指數港口相關指標................. 77
表 21 歷年物流績效指數腹地相關指標..................... 80
表 22 巴西歷年基礎建設排名............................ 83

圖目錄
圖 1 全球貨櫃海運歷年運輸量及其成長率（1996-2018） .... 2
圖 2 研究流程圖..................................... 7
圖 3 海運聯盟市占率 (1996-2018) .................... 14
圖 4 1997-2012 拉丁美洲各區域貨櫃運輸量占比........... 17
圖 5 2018 年拉丁美洲前20 大貨櫃港口吞吐量及排名........ 18
圖 6 南美洲區域間各類運輸方式總量 (2006-2013 ) (百萬噸) .......................... 19
圖 7 公私合作夥伴關係分類及責任歸屬................... 26
圖 8 巴西行政圖..................................... 38
圖 9 桑托斯港航線................................... 40
圖 10 拉丁美洲各港口公私合作夥伴合作關係的「特許經營權」期限.......... 47
圖 11 Libra Santos 貨櫃吞吐量 (2009-2018)(TEU)...... 62
圖 12 桑托斯港碼頭營運商貨櫃處理量 (2010-2019 第一季) (TEU).................64
圖 13 Santos Brasil 與桑托斯港貨櫃吞吐量占比 (2001-2018) (千TEU)............70
圖 14 美國港口及桑托斯港無水港經營模式................. 78

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