This follow up paper concerns relational contracts in the maritime industry from a legal, game theoretical, and strategic perspective. The paper discusses the purpose of a relational contract, the specific legal characteristics in a relational contract, and draw up economic explanations of the relations among the clauses in relational contract. Strategy and game theory are used to explain the output of negotiations and explain how to behave if to obtain joint utility in a contractual relationship in the maritime industry.
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.
In supporting multimodal freight transport services, Activity 3.2-3 focuses on identifying the priorities of the shippers (cargo owners) in relation to intermodal logistics solutions that comprise the core of multimodality.
A literature search was performed on this subject. It identified a long list of characteristics that shippers consider necessary for efficient and effective intermodal transport. They include price, delivery time, time reliability of delivery, frequency of shipments, cargo safety and security, reliability of pick up time, ability to respond to customer needs, proactive notification of problems, etc. A number of pre-conditions
were also identified. They include the commodity type, value, density and time-sensitivity, freight distance, direction of haul (head-haul/back-haul), meaningful load factors and transhipment costs. Based on the results of the literature search, a questionnaire was designed for obtaining shippers’ assessment of their experience with intermodality, the factors driving it and the measures proposed for its promotion. It is noted that the latter subject has not been treated by the previous studies examined.
After being revised on the basis of feedback received from logistics experts, the questionnaire was promoted through shipper associations in the five study countries (Germany, Denmark, Sweden, Norway and Finland). Responses were received through an electronic survey lasted from July 2017 to June 2018. The questionnaire was also distributed in paper form to the participants of the event “Future transport and logistics in the Fehmarnbelt Region – How to be prepared for changing cargo flows” on 29 May 2018 during the Fehmarnbelt days 2018 in Malmö, Sweden. Furthermore, responses were enriched by a number of interviews from selected companies and associations.
The majority of the 33 usable responses obtained comes from Germany and Denmark. The companies that have arranged intermodal shipments during 2016 find their experience more than satisfactory.
Germans appear to be 25% happier with intermodality than their Danish counterparts, who are still satisfied. The differential is greater with regard to business types. Freight forwarders, who are more exposed to intermodal realities than shippers, display a much higher satisfaction than the latter, who fall a bit short of the satisfactory level albeit still on the positive side.
Among the reasons for going intermodal, the specific customer/supplier instructions appear to be the most important one. This finding suggests the need to identify the right decision-makers prior to designing activities promoting intermodal transportation. Competitive pricing follows suit surpassing all other quality characteristics (in Germany, it is even more important than customer preferences). This
result contradicts the findings of other studies that assign more importance to attributes such as frequency of service, reliability, etc. The appropriateness of shipment size and the convenience of transit time follow price concerns in the scale of importance. It is interesting to note that the advantages offered by intermodality in terms of low emissions and improved company image appear very low in the
importance spectrum despite the emphasis placed on them by the policy makers.
As expected, the type of business has a bearing on these priorities. Competitive pricing is the main concern of shippers, while from the freight forwarders’ perspective, customer preferences remain the decisive factor. An interesting observation is that the only occasion that environmental concerns climb higher than shipment size and transit time is when it comes to other businesses, probably pointing to the more distant positioning of this type of respondents to the realities of the market place
We introduce a decision support tool for liner shipping companies to optimally determine the sailing speed and needed fleet for a global network. As a novelty we incorporate cargo routing decisions with tight transit time restrictions on each container such that we get a realistic picture of the utilization of the network. Furthermore, we show that it is possible to extend the model to include optimal time scheduling decisions such that the time associated with transshipments is also reflected accurately. To solve the speed optimization problem we propose an exact algorithm based on Benders decomposition and column generation that exploits the separability of the problem. Computational results show that the method is applicable to liner shipping networks of realistic size and that it is important to incorporate cargo routing decisions when optimizing speed.
This report provides a summary on the prospects for aerial drone applications for the smart inspection and maintenance for maritime and offshore industries. The report's findings are based on respondents' answers to surveys and focuses on when aerial drones will come into smart maintenance operations and their business potential. The report is produced by the PERISCOPE Group at Aarhus University for the PERISCOPE network.
This report presents the results of Activity 3.2-2 of the Scandria®2Act project. It investigates the sensitivity of the Ro-Ro services along the Scandria® corridor to fuel cost fluctuations, anticipates the adverse effects of a possible fuel price hike and discusses potential mitigating measures.
Among the 77 Ro-Ro services that include at least one direct connection between two Baltic ports, the Finland-Germany connections were selected for further examination mainly because this is where the ScanMed and NSB core network corridors meet providing two major alternatives, each of which offer at least two options. In terms of abatement options available to the Ro-Ro operators, the study considers only the switching from Heavy Fuel Oil (HFO) to the compliant but more expensive Marine Gas Oil (MGO), which happens to be the only feasible solution in the short-run that does not require a substantial capital investment.
The study deployed two different approaches in meeting its objectives. The first one looked at the problem from the macro-level perspective and the analysis was based on aggregate annual statistics of the ports serving the Finland-Germany connections. A multiple regression model estimated the sensitivity of cargo flows to fuel price fluctuations. Although most of the cargo volumes exhibit a statistically significant sensitivity to fuel price, in all cases this is below 1.0, indicating a rather inelastic
behaviour. The results show that an increase in fuel price penalises the volume of lorries on the longdistance Helsinki-Germany route in favour of the shorter Helsinki-Tallinn and Hanko-Germany options. The trailer (unaccompanied) traffic exhibit a different behaviour that might relate to the pricing policies of the Ro-Ro operators in relation to this market segment.
This report has examined the concept of value creation in the maritime chain of transportation. A maritime transport chain can best be conceptualized as a network through which carriers (e.g. shipping companies and haulage providers) and third parties (e.g. terminal operators, freight forwarders, brokers and agents) provide services for the movement of cargo provided by shippers. The main actors in the maritime chain of transportation are the carriers who add value to the shipper by moving goods from areas with excess supply to areas with excess demand. In this process a number of (independent) third parties may provide a number of services. The shipper and/or carrier will employ these agents if the rise in costs is more than compensated by the value of the service. The third parties can thus only exist if they provide value added services to the carrier and/or to other third party service providers. From a financial perspective value is created when a business earns revenue that exceeds the expenses. In many sectors, however, value is increasingly being created by more intangible drivers such as research, innovation, branding, ideas and networks which usually provide indirect rather than direct benefits (Kaplan & Norton, 2004a; 2004b). This is also the case within maritime logistics. According to Johansson et al. (1993) third parties may add value through (1) improve the level of service, (2) quality, (3) cost and (4) time reduction. The chartering agent’s network and market knowledge allows him to speed up the search time and match process for shippers and carriers (time reduction). The port agent’s local network allows him to speed up port operations (time reduction) and make the necessary arrangement on behalf of the carrier (service). Freight forwarders may take over part of the production chain and provide services which manufacturers don’t consider their core business (service). This includes assembly, quality control, customizing and packing of goods, pest control and after sales services. Third party ship management companies may reduce costs through economies of scale (cost reduction) and increase quality of crew and equipment maintenance through specialization (quality). Just to mention a few. While the report has investigated the concept of value creation, the question of value capturing has not been addressed in this study. Value capturing depends on the individual transactions between the actors in the chain. A port agent may add value to a carrier by securing smooth port operations and thus reduce waiting time. The added value may, however, be captured by a freight forwarder who forces the carrier to lower the price or more likely be distributed among several actors. The business model literature may provide a fruitful lens for exploring this in greater depth. The maritime chain of transportation is becoming increasingly complex and involves an increasing number of actors. The services of some actors are furthermore overlapping. Inland haulage can thus be provided by shippers, freight forwarders, independent liner agents, in-house liner sales offices, or by an independent haulage provider. Freight forwarders are increasingly overtaking functions in the value chain from manufacturer etc. In order to successfully navigate this network is it important to have an overview of the chain of transportation at a more general level