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1、The World Bank Railway Restructuring in China:The G reat Railway Challenge中國(guó)鐵路重組 鐵路業(yè)的巨大挑戰(zhàn) The World Bank Major Issues in Railway Restructuring鐵路重組的關(guān)鍵問(wèn)題uGovernment/Railway relationshipu政府和鐵路的關(guān)系uEnterprise structureu企業(yè)結(jié)構(gòu)uPrivate/public boundaryu私人部門與公共部門的邊界 The World Bank G overnment/Railway Relations

2、hip政府和鐵路的關(guān)系uGovernment does policy, regulation and finance (U.S. is an example)u政府制定政策、規(guī)章和投資（以美國(guó)為例）uEnterprise becomes “”commercial”u企業(yè)的“”商業(yè)化”經(jīng)營(yíng)uChanges are inseparableu各種變化不可分離 The World Bank Enterprise Restructuring企業(yè)重組u Markets, geography and functionsu市場(chǎng)、地理分布和功能u Passenger market structure and c

3、ompetitionu旅客市場(chǎng)結(jié)構(gòu)和競(jìng)爭(zhēng)u Freight market structure and competitionu貨運(yùn)市場(chǎng)結(jié)構(gòu)和競(jìng)爭(zhēng) u Public/private boundaryu公共部門和私人部門的邊界 The World Bank Structural Options組織結(jié)構(gòu)方案u Integral models: Latin American concessionsu一體化模式：南美的特許權(quán)經(jīng)營(yíng)u Predominant operators control infrastructure, secondary operators pay access fees: U.S.

4、 and Japan. Can have competition by parallel tracks or by trackage rightsu主要運(yùn)營(yíng)者控制基礎(chǔ)設(shè)施，次要運(yùn)營(yíng)者支付使用費(fèi)：美國(guó)和日本模式。通過(guò)平行鐵路或開(kāi)放通路權(quán)進(jìn)行競(jìng)爭(zhēng) u”“UP/DOWN“” separation of infrastructure (EU/UK): permits full, or licensed competitionu網(wǎng)運(yùn)分離（歐洲和英國(guó)模式）：完全競(jìng)爭(zhēng)，或者執(zhí)照準(zhǔn)入競(jìng)爭(zhēng)u Other separations (wagons)u其它分離（貨車） The World Bank 平行鐵路間的競(jìng)爭(zhēng)：

5、美國(guó)一級(jí)鐵路公司 The World Bank 同一條線路上的競(jìng)爭(zhēng)，美國(guó)共用貨運(yùn)鐵路網(wǎng)(不含國(guó)家客運(yùn)公司) The World Bank Amtrak: The Secondary User國(guó)家鐵路公司：次要運(yùn)營(yíng)者 The World Bank 主要運(yùn)營(yíng)者和次要運(yùn)營(yíng)者示意圖含國(guó)家客運(yùn)公司的美國(guó)共用鐵路網(wǎng) The World Bank 供分析用的工具： 美國(guó)貨運(yùn)線運(yùn)輸密度 The World Bank 其他分離：設(shè)備所有權(quán) The World Bank 中國(guó)鐵路組織結(jié)構(gòu)u Integral: administration, regional or national structures with

6、 operations integrated with infrastructureu 一體化模式：網(wǎng)運(yùn)合一條件下的 局、區(qū)域及國(guó)家的模式u Predominant operator : freight controls infrastructure (accounting separation of costs), secondary passenger companies pay for access. Freight competition through trackage rights or parallel tracks u主導(dǎo)型運(yùn)營(yíng)模式：貨運(yùn)控制路網(wǎng)（分開(kāi)核算成本），客運(yùn)公司支付線

7、路使用費(fèi)。貨運(yùn)通過(guò)平行線路或開(kāi)放通路權(quán)進(jìn)行競(jìng)爭(zhēng)。 u Infrastructure separations: break link between operators and track. All pay for access u網(wǎng)運(yùn)分離：將運(yùn)營(yíng)和線路分離。所有運(yùn)營(yíng)者均要支付線路使用費(fèi)。u Mixes are possible, and predominant model could be an interim step toward separation if desiredu混合模式是可能的，主導(dǎo)型模式也可作為未來(lái)期望網(wǎng)運(yùn)分離的過(guò)渡模式u Both predominant model an

8、d separation models can foster private involvement if desiredu主導(dǎo)型和分離型都可容許私人的參與（如果希望如此） The World Bank 鐵道部的十四個(gè)路局 The World Bank H ow to Decide 如何決策u Commercialization (Govt/Enterprise Separation) u商業(yè)化：（政企分離）l Better pricing 更優(yōu)的定價(jià) l PSO payments 公益運(yùn)輸?shù)难a(bǔ)貼u Integral, Predominant and Separation Modelsu 一體

9、化，主導(dǎo)和分離模式l Production vs market “”efficiency”“生產(chǎn)”“效率”“和市場(chǎng)“”效率“” l Disruption vs competition 無(wú)序和競(jìng)爭(zhēng)l Licenses vs open access 執(zhí)照準(zhǔn)入和公開(kāi)進(jìn)入l Regulation vs competition 管制和競(jìng)爭(zhēng)l Public vs private 公共部門和私人部門 The World Bank Tools for System Structure Decisions對(duì)系統(tǒng)結(jié)構(gòu)進(jìn)行決策分析的工具u TMIS traffic flow data - input to ever

10、ythingu運(yùn)輸管理信息系統(tǒng)(TMIS)運(yùn)輸流數(shù)據(jù)最基本的依據(jù) u Network model, including system flowsu網(wǎng)絡(luò)模型，包括系統(tǒng)流u Point-to-point costing modelsu點(diǎn)到點(diǎn)成本計(jì)算模型 u All exist NOW in China but are not integrated: will need integration and refinementu所有中國(guó)現(xiàn)有但未協(xié)調(diào)連接的工具：需要協(xié)調(diào)和精選u Work can be financed NOW in the policy component of National Rai

11、lways Loan (and/or from Railways VI)u世行國(guó)鐵貸款（和/或鐵路六貸款）現(xiàn)在即可支持這些工作 The World Bank Transitional Issues過(guò)渡的問(wèn)題uManaging disruption - centralized dispatching and schedulingu對(duì)無(wú)序的管理集中調(diào)度和制定運(yùn)行圖uGerman and Romanian modelsu德國(guó)和羅馬尼亞的模式 The World Bank 德國(guó)鐵路組織機(jī)構(gòu)圖：德國(guó)鐵路準(zhǔn)備變化DB AG H olding CompanyEnsures schedule integrat

12、ion德國(guó)鐵路控股公司確保運(yùn)行圖的協(xié)調(diào)DB Netz(Infrastructure) Does Schedulingand Timetablesfor System基礎(chǔ)設(shè)施制定運(yùn)行圖和列車時(shí)刻表DB Stations and Service AG 車站和服務(wù)公司DB Cargo 貨運(yùn)DB Reise & Touristik AG(Intercity Passenger) 城際間客運(yùn)DB Regio AG(Local Passengers 地方客運(yùn)) The World Bank 羅馬尼亞：新的鐵路系統(tǒng)Minister of Transport 運(yùn)輸部Holding Company 控股公司 (

13、Integration of Timetables and Dispatching)（時(shí)刻表和調(diào)度的協(xié)調(diào)）Rail Management Services Company(Standard Data) 鐵路管理服務(wù)公司 （標(biāo)準(zhǔn)數(shù)據(jù)）PassengerCompany客運(yùn)公司InfrastructureCompany線路公司Real EstateSubsidiary房地產(chǎn)子公司FreightCompany貨運(yùn)公司Rail AssetCompany鐵路資產(chǎn)公司Old SNCFR原羅馬尼亞國(guó)鐵 The World Bank Using the Reform Components既有改革項(xiàng)目的利用u M

14、ake sure Nanchang does accounting separation for freight costs as well as PTCu確保在南昌的試點(diǎn)對(duì)貨運(yùn)成本和客運(yùn)公司成本進(jìn)行會(huì)計(jì)核算分離u Use Railways VI, VII and NRL moneys: u利用世行鐵路六、鐵路七和國(guó)鐵項(xiàng)目的資金l Support system studiesl支持系統(tǒng)研究l Advisory group(?) l顧問(wèn)小組（？） The World Bank 線路里程：中國(guó)鐵道部各路局和美國(guó)各鐵路公司的對(duì)比 0 5000 10000 15000 20000 25000 3000

15、0 35000 40000 Wu lum uqi H uh eha ote Kun min g Liu zho u Jina n G ua ngz hou Nan cha ng Lan zho u Che ngd u Sha ngh ai H ar bin Zhe ngz hou Beij ing She nya ng Con rail NS CSX BN UP The World Bank 發(fā)送貨物（百萬(wàn)噸）：中國(guó)鐵道部各路局和美國(guó)各鐵路公司的對(duì)比 0 50000 100000 150000 200000 250000 300000 350000 400000 450000 500000 L

16、iu zhou H uh ehao te Kun min g Wu lum uqi Lan zho u Nan cha ng H ar bin Jina n Che ngd u She nya ng Zhe ngzh ou G ua ngzh ou Sha ngh ai Beij ing Con rail NS CSX UP BN The World Bank 職工人數(shù)（千人）：中國(guó)鐵道部各路局和美國(guó)各鐵路公司的對(duì)比 0 50 100 150 200 250 300 350 400 Kun min g Wu lum uqi H uh ehao te Nan cha ng Liu zhou La

17、n zho u Jina n Che ngd u G ua ngzh ou Sha ngh ai H ar bin She nya ng Zhe ngzh ou Beij ing Con rail NS CSX BN UP The World Bank A G ood Way to Proceed推進(jìn)改革的一個(gè)好方法u Start with U.S. Model - retain Up/Down as second stageu先從美國(guó)模式開(kāi)始可以把網(wǎng)運(yùn)分離作為下一步u Start with separated national and regional passenger companies

18、 - adjust over timeu從分別建立全國(guó)性和區(qū)域性旅客公司開(kāi)始而后逐步調(diào)整u Start with Administration-based, integral freight companies, but with selected trackage rights competition between major markets u從成立以路局為基礎(chǔ)的，網(wǎng)貨一體化的公司開(kāi)始，同時(shí)有選擇性地在主要市場(chǎng)進(jìn)行開(kāi)放通路權(quán)的競(jìng)爭(zhēng)u Broaden trackage rights over time with experience and informationu隨著經(jīng)驗(yàn)和信息的增加，逐

19、漸擴(kuò)大開(kāi)放通路權(quán)的范圍u Leave private operations for later stage, but consider wagonsu后期再考慮引入私人參與問(wèn)題，但可先從貨車開(kāi)始u Use policy components of National Railways (Nanchang pilot and TMIS traffic information, system flow models and traffic costing models) to guide the implementation.u利用世行國(guó)鐵項(xiàng)目的政策子項(xiàng)（南昌試點(diǎn)和TMIS的運(yùn)輸信息，系統(tǒng)流模型和運(yùn)輸成本模型）來(lái)指導(dǎo)實(shí)施