“The Maritime Industry 2030” was the kick-off conference for the Maritime Research Alliance (MRA), which was recently established in cooperation between seven Danish universities and two Danish maritime professional academies. This report summarizes the discussions at the conference and broader important maritime industry issues as well as presents the goals of MRA.
There have been several calls from private foundations, industry associations and governmental agencies to map out and to extensively coordinate cross-disciplinary maritime research in Denmark. MRA is an initiative that strengthens existing and creates new collaborative relationships across the universities and maritime academies, in part as a response to such calls. The most important aims of MRA are to:
1. Find solutions to those challenges to the maritime sector that require cross-disciplinary ventures
2. Create a critical mass of expertise in Denmark for maritime and related topics
3. Be a visible and viable one-point-of-contact to academic involvement and output for the industry
4. Attract attention nationally and internationally for Danish maritime research and education
5. Make Danish universities and maritime academies attractive partners for international cooperation on maritime and related projects
About the conference-report:
The “Maritime Industry 2030” conference was an international and joint researcher/practitioner event held at the Copenhagen Business School during 5-6 February 2018.
The first day of the conference was an open event organized with the aim of bringing industry and academia together to identify and discuss the most important issues facing the maritime industry in the near term towards 2030 and to lay a firm foundation for closer cross-disciplinary collaboration for addressing these issues.
The second day of the conference was a closed event for MRA members organized with the aim to reflect on the identified issues, determine the future focus and direction of MRA and initiate specific collaborative research projects.
The conference was kindly supported by the Danish Maritime Fund. In 2020 the fund supported the establishment of the Maritime Research Alliance based on, among other, future cross-disciplinary research themes and ideas that were identified at the conference.
ECOPRODIGI (2017-2020) is an Interreg Baltic Sea Region flagship project, which links research organisations, enterprises, associations and business support organisations. Altogether, 21 partners jointly investigate the most critical eco-inefficiencies in maritime processes in the Baltic Sea Region as well as develop and pilot digital solutions for improving the eco-efficiency by focusing on three specific cases: 1) digital performance monitoring of vessels, 2) cargo stowage optimisation at ports and 3) process optimisation at shipyards. Furthermore, looking towards the future, the project partners, on one hand, create a digitalisation roadmap and training modules for future decision makers in the maritime industry but also reach out to policymakers to engage them in discussion regarding how they can support the digital change. This report provides an overview of the project and main findings achieved to date, describes the main eco-inefficiencies identified and presents the potential of digital technologies and new concepts for improving them. Also, as the current digital transformation relates to the way how changes are managed in organisations, this report presents the main challenges and requirements identified in the process of moving towards more digitalised business operations. Finally, the last section looks at the maritime sector from a broader perspective and provides some ideas about the most likely future developments. The main findings of the project so far indicate that major improvements in eco-efficiency can be carried out in the maritime industry. They can be summarised as follows: 1) In the first case, ‘digital performance monitoring’, the project partners estimate, for instance, that fuel consumption and emissions can potentially be reduced by 2-20% based on data and analysis from distinct ship segments, routes and their baseline situations. The reductions are possible to achieve by taking such actions as capitalising on the latest digital technologies, utilising and analysing real-time operational data and vessel performance, anticipating operating conditions and maintenance of the ship and its components, changing working methods and improving practices as well as placing a focus on the training of personnel. 2) In the second case, ‘cargo stowage optimisation’ the project partners identified a set of eco-efficiency bottlenecks in the cargo stowage processes at ports that can be subject to improvement. The use of advanced digital technologies can contribute to more efficient utilisation of vessels and terminal operations. The port stays can be reduced, and, thereby, vessels can sail more slowly and reduce fuel consumption and emissions. Moreover, when stability calculations improve due to further digitalisation of cargo unit data, the ship can be loaded more optimally and the amount of ballast water can potentially be decreased without compromising safety, which again reduces fuel consumption on the sea leg. It is estimated that fuel consumption and emissions can potentially be reduced by 2-10% per route and ship and that additional benefits can be gained on the landside due to future digital decision support tools applied for the end-to-end stowage process. In addition, improved cargo unit pick up time estimates can be provided to customers waiting for the cargo to be handled at port, whereby the service improves. 3) In the third case, ‘process optimisation at shipyards’, improved situational awareness and process management, including the use of new technologies, such as 3D and solutions for managing the complex supply chain, have potential for improving the shipyard processes aimed at increased eco-efficiency. For example, in block building phase 3D technology reduces lead-time and potentially saves hundreds of man-hours in rework due to the fact that more efficient processes and proactive actions are enabled.
The transition of the North Sea Region’s maritime and offshore industries toward a sustainable“Blue Growth” future is driven by incentives to unlock new growth areas, develop and apply new technologies, and increase productivity. The development and utilization of microgrids provides an opportunity to accomplish these goals. The rapid development in infrastructure and the trend toward the electrification of the seas has provided a context for growth, and microgrids pose a moduleto couple to existing infrastructure; a retrofit to improve the utilization of renewable energy sources. This report presents the outcome and analysis of a survey taken by 22 respondents. Respondents expect microgrids at large ports to emerge in 10 years and respondents rated the business potential at 3,77/5. Political factors are mentioned by most responses (40%), followed by social (30%), economic (16%), and technological factors (14%).
This report provides an assessment on the prospects for the microgrids at large ports. A survey has been developed to this end and has been evaluated by respondents to crowdsource a forecasted time horizon to implementation and its potential as an opportunity for the maritime and offshore industries. The report is produced by the PERISCOPE Group at Aarhus University for the PERISCOPE network.
This report provides an assessment on the prospects for offshore energy hubs. Four use cases have been developed and evaluated by respondents in a survey instrument for their forecasted time horizon to implementation and their business potential as opportunities for the maritime and offshore
industries. The report is produced by the PERISCOPE Group at Aarhus University for the PERISCOPE network.
This report provides a summary on the prospects for developing offshore logistics hubs and their evaluation as opportunities for the maritime and offshore industries. The report’s findings are based on respondents’ answers to surveys and focuses on when offshore logistic hubs will come into operation and their business potential. The data for this report is based on desk research and an analysis of survey responses. The report is produced by the PERISCOPE network.
The value chains for offshore oil and gas and offshore wind are both basically driven by the demand for energy. This is heavily dependent on a number of factors including the price of various energy sources and the policy making of the states which influence legislation, indirect subsidies and direct investments. At the center of both value chains are the energy companies. The energy companies have a number of suppliers and sub suppliers which provide a range of equipment and services to the offshore operations. The supply industry is characterized by horizontal cooperation (between suppliers at the same level) and vertical cooperation (between suppliers in different layers). Finally the suppliers and the energy companies are supported by a number of companies which are usually not considered as part of the offshore sector but are important none the less. These companies provide a number of services including includes legal advice, financing, insurance etc. The two value chains have a number of activities in common. Both include (1) a tender and concession phase where the energy company obtains the right to explore and produce energy from the authorities. (2) An exploration phase where the physical location is examined and the installation is planned. (3) An installation phase where the equipment is produced and transported to the site where it is installed. (4) An operation phase where the energy is produced or the energy source is extracted and (5) a decommissioning phase where the field is abandoned. Most suppliers are positioned in several links of one or both value chains, at various levels (direct supplier, sub supplier, 3rd tier supplier etc.) and providing a variety of services. A supplier can move to new positions within the value chain. The increased servitization is a good example. Traditional manufacturers are often 2nd or 3rd tier suppliers in the installation phase. But by providing after sales services these companies also become direct suppliers to the energy company in the operations phase. Finally a supplier can have different positions in different geographical markets. A supplier can thus be a direct (1st tier) supplier in one market but needs to go through a local contractor (as a 2nd tier supplier) in another market – even if the provided service is exactly the same in both cases.
Bornholm plays a central role in the future offshore power expansion in the
Baltic Sea and as a node between future interconnections between countries. The
necessity to store/convert surplus power puts Bornholm in position to be the first
natural energy hub. Bornholm can be not only the centre for electrical equipment
such as substations but also a centre for P-2-X production from offshore wind power.
The production of electrofuels through P-2-X technologies can penetrate the
transport sector in Bornholm, the hardest to decarbonise, starting with the highspeed ferries to Ystad and Køge, which use in Rønne Havn as their base. The
needs to comply with existing and imminent stricter regulations create the
necessity for an immediate transition, before a fleet renewal. Therefore, this study
investigates the conversion of the hydrogen, produced using offshore wind
electricity, into methanol, whose use as a fuel is mature and does not require
substantial changes to the fleet.
A multidisciplinary and -national team of Ghanaian and Danish researchers engage in a three year research project financed by the Danish Ministry of Foreign Affairs in order to address the question how communication, gender, and sustainability affect the cluster performance of the Port of Tema in Ghana. We approach the question from different angles ranging from quantitative survey datat to longitudinal anthropological observations and qualitative multilayered interviews with port workers, politicians, port officials, domestic and foreign investors, and representatives from the surrounding communities.
What Is the Issue?
Sustaining long-term growth requires marine suppliers to define their pricing strategies in a holistic fashion. However, pricing is an under-managed activity in many companies. Especially when moving towards servitization, services or integrated solutions are frequently underpriced or promised at performance levels that cannot be delivered profitably.
Why Is It Important?
Pricing is one of the most important elements for all business and everything in the business works to justify the input value for a price and turn it into a profit. It therefore has a dramatic but frequently underappreciated effort on achieving profitability and keeping business thriving.
What Can Be Done?
The marine supplies industry needs radical change in pricing by thinking about customer’s needs and aligning the incentives between suppliers and customers for long-term relationship. Value-based pricing is the way forward. An intensive discussion has been made with regard to the key challenges of applying value-based pricing in the marine supplies industry. Understanding these challenges is crucial for a move towards value-based pricing and will shed light on how to tackle these challenges.