بحث إعادة هيكلة شركات النقل البحرى -دكتور أيمن على عمر

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ري ح ب ل ل ا ق ن ل ا ركات ش ى ف ر ي ي غ ن ل ر وا ي و ط ت ل ل ل خ مد ك لة ك ي ه ل ا عادة3 ا" ة ري مص ل ا" ر م ع ى عل= ن م يA ور / ا ت ك د ري ح ب ل ا ل ق ن ل وا ا ي ج و ل و ت ك ي لم وا و ل غ ل ل ة يN ب ر لع ا ة ي م ي كادA الأ ب ي ل الدو ل ق ن ل ا ة ي كل ص : ل خ ت س م ل خد و م ه ة و ق نN ب ط ت ت ن ب ت ى ت لل واا م عA الأ ات مm ظ ت م مm ظ ع م اح خ ن م و ع ى د ف ر يN ي ك ر يA ة ا ام ل ل ه خد م ت ح ب ل ا ا اول هد يz ب ت ركات ش ل ي ما ه كلت ي ه ادة ع3 اح= لأ ت ح ن ى ت لري وا مص لع ا م ت ح م ل ى ا ف دةA راب ل ا ركات ش ل ن= ا م ر ي ي ك ل ا اك ي ه ف، لة ك ي ه ل ا عادة3 ا ركات ش ل ا ص ع ب اح خ ن ى عل ر ش ا ي م ر ي غ وA ر ا ش ا ي م ر ي يA ا ب ات ان= ود ك م ي ة ي م هA ن= الأ م د غ ب ى ت ل ري ، وا ح ب ل ل ا ق ن ل ا ها . ع م ل م غا نz ب ى لت ري ا خA الأ ورة ت ل ة يN لب س لر ا ا ب الأ ت ج ا ي ل د ا د رص وق25 ، ة ري مص ل ا ةA ي ب ي ل ى ا ف ة ل غام ل ا ركات ش ل ن= ا م ر ي ي ك لل ا ا م عA = ا جA ن ا ي ب ى علر ي ا ي ب لأد ، ي ل ا ا ه ب ر م ي ى ت ل ا ة ق ن ب غ ل ا ة ادي صz ت ق الأ دات خA الأ ا ب ص تA ا رت يA ا ى ب ت ل ري ، وا ح ب ل ل ا ق ن ل ا ركات ش ص ع ب ا ه مت وا م ي= ن ير م ت مع ل وا ات رك لاد اد عA ا ى فً دا دب شً ا ص ق ا يz ب ة واج ت ة ي ق لع ع ا ن ب و ت ط ا ، وخ ي ض ا اخ ق س ط خ ري ح ب ل ل ا ق ن ل ا ركات ش ق ى م و ت ل ك ش ب و ة ادج ر قA يا س ج ت ن س ب ن= و هي ا خ ن الأ ى ف ري ح ب ل ل ا ق ن ل ا اغة ي ضد هد ب ة يN لب س ل ا ة ي ل ما لع ا ا وصA د الأ م رص تا م ك د غدب ل ا اك ي ه= نA د ا كA و ت ل ات ي س خا م ل لري مص ل ا ي ر ك ر م ل ا ار ه ج ل ر ا ير ق بأل ل خ= ن م ة ري مص لري ا ح ب ل ل ا ق ن ل ا ركات ش ل. لأت ك ش م ل ة ا ل هد خ ى فساعد ب د د ق دب داري خ3 ل ا خ مد ل ركات ش ل ة ا ى هد ت ب ت وA ا ق تN ب ط ت ى ع د ي س ب ى لت ا لأت ك ش م ل ن= ا ما م ل، - ً دا خدب ن ري ح ب ل ل ا ق نل ل ة ري مص ل ا ة ض ت ا ق ل ا ركة ش ل ى ا ف ة ي ل ما ل ل ا ك ا ي ه ل ى ا عل- ة ق نN ب ط ت ل لة ك ي ه ل ا عادة3 ل ا خ ار مد ي ب خ م ا ت و ام ه م ل وا د الأدارات د ع ص ف خ ل ديA دم ، وا ق ن م ل م ا ل ا غ ل دان= ا ل ب ركات ش مm ظ ع م ى ف ة ق نN ب ط ت د ي ع ي ب ا خ ن ر ا يA ن= ا م ة ل. ركات ش ل ة ا ى هد ف ل م ع ل ا ة ق ل ك ت و ار خ ن الأ ت ق وو ة ري ح ب ل ا ة ي م غل ل ا خات نA الأ ة دوري23 ( لد خ م ل ا2 ،) ( د غد ل ا1 ) ، ر ي ا ي ب2011

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إعادة هيكلة شركات النقل البحري

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" " / : . 25 . - - . . .Restructuring as an approach for the development and change in the Egyptian shipping companiesAbstract-This paper discusses an important approach that has affected many aspects of the success of most business organizations when adopting its application. As from the leading companies in the Egyptian society that need to be restructured are the shipping companies, which are considered important and having a direct impact on some other companies that deal with them.Here the researcher has monitored the negative effects of the 25th of January Revolution on the results of many companies operating in the Egyptian environment, including some of the shipping companies, which were also affected by the tough economic events that the country are passing by. -As the shipping companies such as Safaga Deba Line and Nuweibaa Aqaba Line are facing a hard decline this year in the number of passengers and pilgrims, which is threatening the shipping industry in both directions, causing heavy losses daily. It is therefore necessary to search for useful administrative approaches in the treatment of these problems and the apparent stagnation in the performance of most of the Egyptian companies.- The researcher also monitored the negative financial conditions of the Egyptian shipping companies through the report of the Egyptian Central Auditing Agency which confirmed that there are many problems that call for the application or adoption of a new administrative approach which may help in solving these problems.-As from the results of this research is that the change that occurs to the financing and investment structures in the companies of maritime transport is clearly reflected on the value of trading securities, which also affects their capital value. Another thing is that the main factor after the application of the restructuring approach in determining the value of the securities of the companies, is the stability and excellence of the financial and investment structures enjoyed by the company, as well as its expected business results and economic activity. -This research proposes limiting the fixed assets of the Egyptian shipping companies, whether the assets utilized in a non-economic, or unused way, and selling them at remunerative prices without affecting the activity of these companies, as well as speeding the completion of the projects and investments that are economically viable and still under implementation, and on the other hand, freezing and working on getting rid of the projects that are ineffective. Also, setting the legislative, administrative and investment requirements needed for speeding the performance inside the Egyptian ports in accordance with the concepts of modern logistics to achieve the efficiency of future performance of these companies.

: . . . . . 50% . ( 83 94). ( 2007).

: - . 2008/2009 982 484 940 338 480 146 460 ( 2009/ 2010). 497 368 84 568 1999 30 2008 165 . 44 197 21 404 65 601 48 710 . 20 663 31 741 72% 66 126 28 828 30 194 . 6 455 13 607 . 13 665 . 54 396 ( 2009 /2010). " ". : 1- . 2- . 3- . : 25 ... - - . : . : " ( 2007). : Hammer & Champy,1993)). ( 2007) :1- : .2- . 3- .4- .5- .6- .7- .8- . ( 2007) : :1- .2- .3- .4- . :1- .2- .3- .4- .5 - : "" "" "" ""

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( ): Bauer, Ferrier,1998)). : : . : . : : : . (Alvarez,. & Barney, 2002)1- .2- . 3- . 4- . 5- .6- . 7- " " . 8- . . (Ghosh, J. 2010): . . . Feeser & Willard, 1996) ):1- .2- .3- . 4- .5- . : : Hitt, Camp, and Sexton, 2000)). : 1- . 2- .3- . 4- .5- .6- .7- . : . : Ghosh, J. 2010)). . Martin Z Score Ghosh, J. 2010)): - ( / ).- % .- % . - ( ) ( / ).- = ( / ). . Feeser & Willard,1996)):1- .2- . 3- . .

Barney,1991)): . . . Eisenhardt & Martin, 2000)): . : 1- : . . .2- : . . . . . ( ). . . . . . . . Eisenhardt & Martin, 2000)): . . . . . . . . . (Ireland, Hitt, Camp, and Sexton, 2001). ( ) :1- .2- . 3- .: . : : 1- .2- .3- .4- .5- .6- . 7- .8- . : :1- .2- .3- . 4- .5- 25 . : . . . .

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