中国铁路重组－铁路业的巨大挑战中英文

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,LSThompson22Oct99,*,The World Bank,Railway Restructuring in China:The Great Railway Challenge中国铁路重组 铁路业的巨大挑战,Louis S. Thompson,路易斯.汤普森,Railways Adviser,铁路顾问,The World Bank,世界银行,March, 2000 2000,年3月,Major Issues in Railway Restructuring,铁路重组的关键问题,Government/Railway relationship,政府和铁路的关系,Enterprise structure,企业结构,Private/public boundary,私人部门与公共部门的边界,Government/Railway Relationship,政府和铁路的关系,Government does policy, regulation and finance (U.S. is an example),政府制定政策、规章和投资（以美国为例）,Enterprise becomes “”commercial”,企业的“”商业化”经营,Changes are,inseparable,各种变化,不可分离,Enterprise Restructuring企业重组,Markets, geography and functions,市场、地理分布和功能,Passenger market structure and competition,旅客市场结构和竞争,Freight market structure and competition,货运市场结构和竞争,Public/private boundary,公共部门和私人部门的边界,Structural Options组织结构方案,Integral models: Latin American concessions,一体化模式：南美的特许权经营,Predominant operators control infrastructure, secondary operators pay access fees: U.S. and Japan. Can have competition by parallel tracks or by trackage rights,主要运营者控制基础设施，次要运营者支付使用费：美国和日本模式。通过平行铁路或开放通路权进行竞争,”“UP/DOWN“” separation of infrastructure (EU/UK): permits full, or licensed competition,网运分离（欧洲和英国模式）：完全竞争，或者执照准入竞争,Other separations (wagons),其它分离（货车）,平行铁路间的竞争：美国一级铁路公司,同一条线路上的竞争，美国共用货运铁路网,(不含国家客运公司),Amtrak: The Secondary User,国家铁路公司：次要运营者,主要运营者和次要运营者示意图,含国家客运公司的美国共用铁路网,供分析用的工具：,美国货运线运输密度,其他分离：设备所有权,中国铁路组织结构,Integral: administration, regional or national structures with operations integrated with infrastructure,一体化模式：网运合一条件下的 局、区域及国家的模式,Predominant operator : freight controls infrastructure (accounting separation of costs), secondary passenger companies pay for access. Freight competition through trackage rights or parallel tracks,主导型运营模式：货运控制路网（分开核算成本），客运公司支付线路使用费。货运通过平行线路或开放通路权进行竞争。,Infrastructure separations: break link between operators and track. All pay for access,网运分离：将运营和线路分离。所有运营者均要支付线路使用费。,Mixes are possible, and predominant model could be an interim step toward separation if desired,混合模式是可能的，主导型模式也可作为未来期望网运分离的过渡模式,Both predominant model and separation models can foster private involvement if desired,主导型和分离型都可容许私人的参与（如果希望如此,）,铁道部的十四个路局,How to Decide 如何决策,Commercialization (Govt/Enterprise Separation),商业化：（政企分离）,Better pricing,更优的定价,PSO payments,公益运输的补贴,Integral, Predominant and Separation Models,一体化，主导和分离模式,Production vs market “”efficiency”“,生产”“效率”“和市场“”效率“”,Disruption vs competition,无序和竞争,Licenses vs open access,执照准入和公开进入,Regulation vs competition,管制和竞争,Public vs private,公共部门和私人部门,Tools for System Structure Decisions,对系统结构进行决策分析的工具,TMIS traffic flow data - input to everything,运输管理信息系统(,TMIS),运输流数据最基本的依据,Network model, including system flows,网络模型，包括系统流,Point-to-point costing models,点到点成本计算模型,All exist,NOW,in China but are not integrated: will need integration and refinement,所有中国,现,有但未协调连接的工具：需要协调和精选,Work can be financed,NOW,in the policy component of National Railways Loan (and/or from,Railways VI),世行国铁贷款（和/或铁路六贷款,）,现在,即可支持这些工作,Transitional Issues过渡的问题,Managing disruption - centralized dispatching and scheduling,对无序的管理集中调度和制定运行图,German and Romanian models,德国和罗马尼亚的模式,德国铁路组织机构图：德国铁路准备变化,DB AG Holding Company,Ensures schedule integration,德国铁路控股公司,确保运行图的协调,DB Netz,(Infrastructure),Does Scheduling,and Timetables,for System,基础设施,制定运行图,和列车时刻表,DB Stations and Service AG,车站和服务公司,DB Cargo,货运,DB Reise & Touristik AG,(Intercity Passenger),城际间客运,DB Regio AG,(Local Passengers,地方客运),罗马尼亚：新的铁路系统,Minister of Transport,运输部,Holding Company,控股公司,(Integration of Timetables and Dispatching),（,时刻表和调度的协调）,Rail Management,Services Company,(Standard Data,),铁路管理服务公司,（标准数据）,Passenger,Company,客运公司,Infrastructure,Company,线路公司,Real,Estate,Subsidiary,房地产子公司,Freight,Company,货运公司,Rail Asset,Company,铁路资产公司,Old SNCFR,原罗马尼亚,国铁,Using the Reform Components既有改革项目的利用,Make sure Nanchang does accounting separation for freight costs as well as PTC,确保在南昌的试点对货运成本和客运公司成本进行会计核算分离,Use Railways VI, VII and NRL moneys:,利用世行铁路六、铁路七和国铁项目的资金,Support system studies,支持系统研究,Advisory group(?),顾问小组（？）,线路里程：中国铁道部各路局和美国各铁路公司的对比,发送货物（百万吨）：中国铁道部各路局和美国各铁路公司的对比,职工人数（千人）：中国铁道部各路局和美国各铁路公司的对比,A Good Way to Proceed推进改革的一个好方法,Start with U.S. Model - retain Up/Down as second stage,先从美国模式开始可以把网运分离作为下一步,Start with separated national and regional passenger companies - adjust over time,从分别建立全国性和区域性旅客公司开始而后逐步调整,Start with Administration-based, integral freight companies, but with selected trackage rights competition between major markets,从成立以路局为基础的，网货一体化的公司开始，同时有选择性地在主要市场进行开放通路权的竞争,Broaden trackage rights over time with experience and information,随着经验和信息的增加，逐渐扩大开放通路权的范围,Leave private operations for later stage, but consider wagons,后期再考虑引入私人参与问题，但可先从货车开始,Use policy components of National Railways,(Nanchang pilot and TMIS traffic information, system flow models and traffic costing models),to guide the implementation.,利用世行国铁项目的政策子项,（南昌试点和,TMIS,的运输信息，系统流模型和运输成本模型）,来指导实施,