The legal limbo that defines the maritime space over which the process of delimitation of the outer continental shelf is applied appears today as an eminently practical question that needs to be addressed. The institutional framework provided by UNCLOS, which establishes the existence of an internationalized space on the seabed - the area - seems limited to respond to a debate that confuses Geology with Law. This article focuses on the powers of the International Seabed Authority as an agency authorized to act on behalf of Mankind by exploring its weaknesses in its exercise of this mandate in the context of that process. By analyzing the conflict between the expansionist goals of States and the embodied principle that gives the Authority the assignment to act on behalf of Mankind in securing a space that, according to the text of the Convention, belongs to it, we conclude that there are apparent inconsistencies in the institutional framework created the Montego Bay Convention. In our exegesis of Part XI of the Convention, we work on the cogent force of that principle and raise questions about the legal legitimacy of the entire process, ie in the absence of a clear statement by the above-mentioned Authority. We conclude that the text of the Convention provides the possibility of a direct intervention by the Authority but that there are still no political conditions for such a possibility to be realised.
This article aims to present the most relevant practices of offshore oil contracting at an international level, in order to better understand the legal dynamics of the sector. The problem investigated deals with the terms of the legal relationship between the State and national and foreign public companies, as well as the relationship between States, with a view to the exploitation of shared offshore oil resources. This problem is current, taking into account both the fact that oil is a scarce resource, as well as the fact that its offshore exploration is particularly complex and risky. This article presents, in a non-exhaustive way, some examples of practices that illustrate contractual trends that have already crystallized. The approach to its content is made from an international law perspective, focused on the transnational challenges posed to States and operators. It is concluded that the sector is characterized by a huge variety of practices, which reveals an ability of operators to adapt to the characteristics of the concrete challenges of an offshore exploration project. It also shows the political and economic particularities of the States involved in the process.
In this report, the PrimeFish project provides an overview of the European and especially the EU seafood sector in the context of global development; i.e. development in other continents with a focus on large commodity groups for fisheries and aquaculture.
This article analyzes the competitive strategies of Odense Steel Shipyard between 1918 and 2012 and challenges existing scholarship on competition in global industries. Until the 1980s, the yard adopted typical strategies in shipbuilding, starting with cost leadership and subsequently adopting global segmentation and differentiation strategies. From the mid-1980s, however, it successfully followed a unique national responsiveness strategy, which scholars including Dong Sung Cho and Michael E. Porter had ruled out in shipbuilding. The article shows how shipyard owners shaped strategies and influenced competitiveness.
Container shipping is generally considered a global business. This truth may not hold from a single-company perspective. The companies’ physical operation networks show that container carriers operate differently and follow different paths in their internationalisation development. Additionally, the degree of internationalisation, measured on the basis of sea-oriented operations, differs from that measured according to land-oriented front-end marketing and sales activities. The purpose of this study is to further examine the internationalisation patterns of shipping lines. An examination of the front-end activities and the structures of leading container-shipping companies is conducted. The sales office networks of the sector’s 20 largest companies worldwide (by twenty-foot equivalent unit capacity) are analysed as key indicators. The numbers of sales offices are measured by analysing the websites of the sample (20 companies), as well as annual reports and other publicly available data sources. The findings show that not all shipping companies are international, by virtue of the industry. While it is difficult to observe differences in the overall patterns of the sales networks at a macro level, some companies differ in their activities. The data set also shows that market share and total capacity are not necessarily good indicators of a carrier’s worldwide presence. This research is based on secondary data. Other important transactional and market-oriented considerations should be examined before drawing conclusions about the internationalisation of container-shipping companies and of the industry. This paper contributes to the relevant existing research, particularly by adding its view on the demand-oriented criteria as suggested by Dunning and Lundan (2008).
The accelerated melting of the Arctic ice leads to the navigation of the Northern Sea Route (NSR) linking Asia and Europe, shortening transport channel between China and the European Union (EU). This has a significant impact on the China-EU bilateral trade which is analyzed in the present study. We present a framework based on a general equilibrium model for analyzing the impact of the NSR on the trade and the economies of China and the EU. Different fuel cost scenarios, consisting of fuel prices and sailing speeds on ice, are also considered. Specifically, we measure the changes in shipping costs between China and the EU, brought about by NSR navigation. These are used as a basis to quantify changes in transport technology. The Global Trade Analysis Project (GTAP) model is used to predict the trade and economic impacts. The results show that the NSR can save 0.98% in shipping costs and generate an increase in the exports of China and the EU in the order of 14,986 and 8,228 million US dollars, respectively. Among these exports, the mining industry shows the fastest growth, while the electronics industry experiences the largest increase in trade volume. Our findings reveal the potential of the NSR as an alternative route and its positive impact on bilateral trade between China and the EU. The results can provide a basis for shipping companies and governments to make decisions regarding the use of Arctic routes.
This study presents a novel approach to forecast freight rates in container shipping by integrating soft facts in the form of measures originating from surveys among practitioners asked about their sentiment, confidence or perception about present and future market development. As a base case, an autoregressive integrated moving average (ARIMA) model was used and compared the results with multivariate modelling frameworks that could integrate exogenous variables, that is, ARIMAX and Vector Autoregressive (VAR). We find that incorporating the Logistics Confidence Index (LCI) provided by Transport Intelligence into the ARIMAX model improves forecast performance greatly. Hence, a sampling of sentiments, perceptions and/or confidence from a panel of practitioners active in the maritime shipping market contributes to an improved predictive power, even when compared to models that integrate hard facts in the sense of factual data collected by official statistical sources. While investigating the Far East to Northern Europe trade route only, we believe that the proposed approach of integrating such judgements by practitioners can improve forecast performance for other trade routes and shipping markets, too, and probably allows detection of market changes and/or economic development notably earlier than factual data available at that time.
This chapter is a historical case study of Maersk Line, the world’s leading container carrier. Maersk Line’s global leadership was achieved within a relatively short time period and was the result of Mærsk Mc-Kinney Møllers decision in 1973 to enter container shipping—the biggest investment in the history of the AP Moller companies. When Maersk Line managed to achieve global leadership in a period of just about 25 years, the company’s own country offices were particularly important. They allowed the interconnection of three types of networks: The physical network of ships and routes, the digital network of information and communication systems and the human network of Maersk employees. The interaction between the vessels, the systems and the people is still at the core of the company today and central to its continued development.
Maersk Line er verdens førende containerrederi og blandt de mest betydningsfulde virksomheder i Danmark. Den globale førerposition blev opnået på relativt kort tid og var et resultat af rederiets beslutning i 1973 om at gå helhjertet ind i containerskibsfarten. Beslutningen blev startskuddet til Maersk Lines dybe internationalisering, hvor rederiet ændrede sig fra at være en overvejende danske virksomhed, der betjente internationale markeder, til at være en genuin transnational virksomhed. Med fokus på opbygningen af Maersk Lines globale organisation og særligt etableringen af egne kontorer i udlandet indkredses rederiets tilpasning og udvikling i perioden fra 1973-1999.
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 on which we are. The core contribution of this report is the Maritime Operations 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.