shortages of labour and equipment, like chassis and containers, and highly volatile cargo volumes. Digital twinning [5] is one relatively inexpensive option for preparing to deal with abrupt change. Digital twinning assists in understanding complex business problems and identifying effective interventions and appropriate scenarios for action. Data are necessary to calibrate a digital twin, but there must first be an investment in human and organisational capital to create and maintain a digital twin.
Synchronised and coordinated operations
During a port call, there are many operations that need to be synchronised, such as:
- A pilot is at the pilot boarding station when a ship arrives - Tugs and a ship meet up at the same geographical location at the same time
- Linesmen are stationed at the designed berth at the arrival time to secure berthing of a ship
- Sufficient stevedores are assigned to handle expeditiously a berthed ship’s cargo.
Beyond the port, there are numerous situations where synchronisation and coordination are needed when resources are shared, such as a busy narrow waterway. Synchronisation failures can result in unnecessary waiting times, extended turn-around times, underutilisation of resources, and in the worst case a collision.
We envision the transfer of appointment economy principles to shipping in the area of berthing. We foresee general adoption of the booking of berths in advance of a port visit and a supporting infrastructure for berthing rights trading to cater for variations in arrival times. For example, when a ship recognises it will be a late arrival, there could be a marketplace where it can sell its ‘right to berth’ at the previously planned arrival time. A marketplace can improve planning and reliability by balancing a firm commitment to a berthing slot, and at the same time provide some flexibility to handle unanticipated disruptions. The ultimate goal is to raise the level of predictability for sea transport clients.
Successful synchronisation requires empowered decision- making to ensure the collaborative alignment of the necessary resources.
Empowered decision-making
Decision-making is the central activity of nearly every organisation, and data-driven organisations deliver higher quality decisions. Access to appropriate real-time digital data streams (DDS) and databases has become critical for both operational and strategic decision-making. However, if shared data are not in a standard or common industry format then decision-making is just as hampered as a conversation which involves parties that speak different languages.
The various forms of data analytics (descriptive, predictive, explanatory, diagnostics, and predictive) and machine learning all have the potential to empower decision- making. Perhaps the greatest opportunity for Maritime Informatics is in the area of resource allocation by applying prescriptive analytics to typical problems, such as cargo unloading, to minimise cost.
PHASE 3: EFFICIENCY GAINS FROM INTEGRATED
PLANNING AND EXECUTION Multimodal integration
While 90 percent of the goods transported globally spend days, weeks and months at sea or on a waterway, many shipments start and finish their journey by land. Coordination across and within sea transport is often inefficient, and some cargo owners institute time buffers to meet their clients’ service expectations. The steps taken in phase 2 create the capacity for seamless integration between modes of transport by facilitating situational awareness across a cargo’s entire journey from producer to consumer.
Multimodal integration requires a focus on the goods being transported rather than a sub-optimised leg by leg focus and transition between modes. Alignment of modes through coordination and synchronisation, as established by the prior phase, will support integration, enable tracking of shipment progress, and dynamic rescheduling as required.
PHASE 4: CAPITAL PRODUCTIVITY GAINS
The ultimate goal of all organisations is to raise their capital productivity. We now discuss the four main areas targeted by the shipping industry.
Efficiency
All executives are well aware of the need for efficiency in the use of economic and human capital. They are familiar with the use of information systems for efficient transaction processing and data collection.
Empowered decision-making and standardised digital data sharing are key to harvesting gains from autonomous and remotely supported operations. Automated operations, both at sea and onshore operations, such as for cargo operations and mooring, will require extensive digital innovation for their full realisation
Resilience
An increase in adverse weather is an acknowledged consequence of global climate change. Covid-19 has demonstrated the disruptive power of a pandemic. With increasing population and urbanisation, we should prepare for similar outbreaks in the future, as well as for a rising number of natural disasters. These perturbations have a tremendous impact on productivity, as we have seen with the global drop in economic growth following the Covid-19 outbreak.
A poorly handled disruption can destroy a business, but careful preparation and rehearsal can identify key factors and unknowns for consideration and will support a more resilient response by companies and governments.
The Report • June 2021 • Issue 96 | 73
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