Successful maritime spatial planning processes require stakeholder engagement and participation, thus requiring tools that support collaboration. Communication-driven spatial decision support systems are designed to facilitate decision making processes of complex spatial problems and are therefore suited for this task, but there are unresolved questions about user access control for these systems. In this study, user access control was designed for a spatial decisions support system for collaborative maritime spatial planning based on observation of two user tests. It was found that there were three distinct groups of users with special access needs to collaborative functionality. The level of access to functionality was organized into three groups: passive participants, actively contributing collaborators and managing moderators.
Ship engines are subject to a very demanding work environment, where maximum availability is a must. In this project we look at different operational variables of a marine engine from large cargo ships, with the aim of detecting and trending damage onset on different engine sub-components. This information can be used by owners to expedite O&M interventions and maximize ship availability.
Accurate and reliable optical remote sensing image-based small-ship detection is crucial for maritime surveillance systems, but existing methods often struggle with balancing detection performance and computational complexity. In this paper, we propose a novel lightweight framework called HSI-ShipDetectionNet that is based on high-order spatial interactions and is suitable for deployment on resource-limited platforms, such as satellites and unmanned aerial vehicles. HSI-ShipDetectionNet includes a prediction branch specifically for tiny ships and a lightweight hybrid attention block for reduced complexity. Additionally, the use of a high-order spatial interactions module improves advanced feature understanding and modeling ability. Our model is evaluated using the public Kaggle and FAIR1M marine ship detection datasets and compared with multiple state-of-the-art models including small object detection models, lightweight detection models, and ship detection models. The results show that HSI-ShipDetectionNet outperforms the other models in terms of detection performance while being lightweight and suitable for deployment on resource-limited platforms.
Despite a list of national and international efforts to harmonise data management procedures, the categorisation of space and time within datasets in marine spatial planning (MSP) has not been addressed so far. This paper proposes a conceptual framework to categorise the spatial and temporal dimensions of data used in MSP and introduces a method to jointly manage non-spatial information and spatial data in the same geographic information system (GIS). The presented categorisation provides easy and intuitive classifications for a more detailed and transparent data description of spatial and temporal data properties, which can be applied both in attribute tables and in metadata. It allows the differentiation of the vertical and the horizontal dimensions, enabling users to focus on operations taking place at specific parts of the marine environment. The categorisation with predefined attribute domains allows space and time based automatic analyses. The inclusion of non-spatial data within GIS repositories ensures the availability of all relevant data in one database minimising the risk of incomplete data. Overall, the framework provides effective steps towards a more coherent data management and subsequently may foster better use of information in MSP processes.
This chapter concerns the digitalization of the maritime sector with a specific focus on business models. It is the argument of the article that current research in Maritime Informatics is focused on technological optimizations and thus lacks a commercial aspect in order to grasp the importance of digitalization in the shipping sector. In order to fill this gap a business model framework is suggested in the article with focus on the level of respectively customer-based-value-propositions and land versus sea. Then follows the empirical case of the Danish shipping company Norden and the development from 2015 to 2020. Norden is a leading commercial operator of dry bulk and product tanker vessels with more than 350 vessels in operation. The conclusion of the case is that Norden so far has regarded digitalization as tool for decision taking processes, which in the long-term should lead to compete advantages in terms of more efficient decisions based on big data and advanced algorithms. The shipping company has on the other hand decided not to use digitalization for the development of new software products and in accordance to presented digitalization matrix focused on indirect value proposition for the customers rather than direct customer-based initiatives. This focus confirms the hypothesis that digitalization in the dry bulk and tanker segment will often be based on indirect value propositions while digitalization in container-shipping might have a more direct relation to specific customer-based value propositions. This distinction is linked to the business-to-business nature of dry bulk and tanker and the more mixed business to business/business to consumer nature of container shipping—in. particular when the container shipping is integrated to the value chains and thus moved closer to the ultimate customers’ preferences and services.
Since the outbreak of COVID-19, its impacts on the maritime transportation and logistics field have been multi-dimensional. In addition to the green shipping corridor proposed by the Clydebank Declaration in the United Kingdom in 2021, port digitalisation and decarbonisation of the maritime industry have become focal issues in the field. The industry needs a new framework to offset the negative impacts of the pandemic and to accommodate integrated technologies comprising of artificial intelligence (AI), blockchain, cloud systems, internet of things (IoT) and others, which have been applied to the industry. Having considered these circumstances, this paper aims to propose the 6th-generation ports model with smart port (6GP) as a new framework for the port logistics industry in the post-COVID-19 period. The proposed 6GP contributes to providing business development strategy and port development policy for stakeholders in the industry in the post-pandemic era reflecting focal challenges such as digitalisation, decarbonisation, sustainability and smart transformation. It also contributes to expanding port devolution theory from the fifth-generation ports (5GP) to 6GP.
The report is organized as follows. The introduction will lay out the current state-of-play of eco-efficiency and the zeitgeist of the current situation on maritime that we find ourselves in, in 2020. The next section will provide some historical context looking back to 2010 and 2000 to trace the trajectory and developmental course that we are on. The core contribution of this report is the Shipyard 4.0 Roadmap, that can be found in Figure 1 on page 9. This illustration plots the expectations for technological capabilities and policy from 2020 to 2030. The descriptions of the elements of the roadmap are provided in Appendix 1.
Projektet gennemfører en antropologisk analyse af forholdet mellem a) smarte teknologier (fx automation, smarte algoritmer eller drone- og vision-teknologier) b) fagpersoner ombord ifm. navigation) c) fagpersoner og beslutningstagere i rederiorganisation (som bestillere af ny teknologi) og d) udviklervirksomhederne (som designere af fremtidens løsninger) for at afklare, hvilke ikke-tekniske aspekter, der skal tages højde for og hvilke nye samarbejdsformer, der er behov for, og hvordan disse understøttes organisatorisk, når nærmeste ’kollega’ for fagpersonerne ombord bliver en robot eller en automatiseret teknologi. Fokus i projektet vil være på, hvordan samarbejdet mellem medarbejder/leder og robot/drone/teknologi skal/kan organiseres, samt hvordan de nye typer ’kolleger’ vil påvirke organiseringen af samarbejdet.
The rapid growth of e-commerce applications has promoted the establishment of shipping e-commerce channels by many liner companies in addition to their existing traditional Non-vessel operating common carrier (NVOCC) channel. Unlike NVOCC channels, shipping e-commerce channels guarantee shippers the availability of contracted container slots. However, some problems arise, including the competition with NVOCC channels, shipping slot sales’ risk, and the increasing liner companies’ costs. Therefore, this paper addresses optimal sales strategy selection in the liner transportation industry, including a single traditional NVOCC channel (TN) strategy, and a dual channel with both e-commerce and NVOCC channels (EN) strategy. Two contract scheme models are constructed considering the channel competition on canvassing ability, overselling behavior, demand fluctuation, and the limited liner vessel capacity. Findings show that the impact of overselling behavior on the profit under the EN and TN is not always negative, which is related to the shipping capacity and probability of the high canvassing ability. Comparative analyses reveal that the EN is dominant if the unit overselling compensation cost varies small. Meanwhile, the TN is profitable if the unit overselling compensation cost increases and the canvassing cost of e-commerce channel exceeds a certain value. Otherwise, the selection of sales strategy relies on the arrival rate, the canvassing cost of the e-commerce channel and shipping capacity. The results offer new insights to both theoretical research on container slot sales and the practical selection of sales strategy since shipping e-commerce has changed the slot selling mode in the container shipping industry, which could also enhance the competitiveness of liner companies in the container shipping industry.