Strategic Analysis of the Automation of Container Port Terminals through BOT (Business Observation Tool)

Orive, Alberto Camarero; Santiago, José Ignacio Parra; Corral, María Magdalena Esteban-Infantes; González-Cancelas, Nicoletta

doi:10.3390/logistics4010003

Cited by 28 publications

(19 citation statements)

References 13 publications

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“…This study makes a distinction between fully automated and semi-automated container terminals. In line with earlier works (see, among others: Martín-Soberón et al 2014 ; Drewry 2018 ; McKinsey 2018 ; Moody's 2019 ; Camarero Orive et al 2020 ; Rodrigue and Notteboom 2021 ), a semi-automated terminal has automated the vertical movement of containers in the yard, while a fully automated terminal has also automated the horizontal movement of containers from the berth (i.e., the quayside) to the yard (i.e., the container stacking area).…”

Section: Introductionsupporting

confidence: 88%

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Container terminal automation: revealing distinctive terminal characteristics and operating parameters

2022

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This study focuses on the automation of terminal equipment used to handle containers. A dataset was compiled, which includes 63 fully and semi-automated container terminals in operation around the world, their organizational features, technical dimensions, and the maritime and urban markets they serve. The data analysis focuses on where, when, under which conditions, and to what extent container terminals were automated, and who is responsible for implementing terminal automation. Only 3% of the world’s container terminals were found to be either fully or semi-automated. A survey-based analysis of global terminal operators identifies how they implement their automation and the time necessary for terminal operators to start realizing a return on their investment. The results systematically map global automated terminal characteristics. Acknowledging that not all container terminals are candidates for automation of terminal equipment, this paper contributes to extant literature by presenting a systematic review of all global automated terminals in order to substantiate or refute any perceptions that might exist on their characteristics, for example, in terms of minimum cargo volumes needed for automation. The findings can provide some guidance to market actors considering investments in automation and public and private port authority decision makers that might also commit resources to automation.

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Section: Introductionsupporting

confidence: 88%

“…Alho ( 2019 ) counted 60 automated terminals globally, mainly in Europe and Asia, with forecasts to reach 200 in the next 5 years. Camarero Orive et al ( 2020 ) listed 44 container terminals in the world using automated handling technology. Kon et al ( 2020 ) reported that 54 automated terminals were opened between 1993 and 2020.…”

Section: Empirical Findingsmentioning

confidence: 99%

Container terminal automation: revealing distinctive terminal characteristics and operating parameters

2022

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“…Cost structure is mainly orientated in terms of labor; and profitability, in terms of productivity improvement [102].…”

Section: Business Modelmentioning

confidence: 99%

Boosting the Decision-Making in Smart Ports by Using Blockchain

et al. 2021

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Blockchain technology (BC) offers an innovation platform for decentralized and transparent transactions in the maritime port industry. This technology allows guaranteeing trust, transparency and traceability of cargo and data to be tracked. Today, in the port systems of emerging market countries, BC technology is increasingly being incorporated into information and communication processes. In parallel, the social domain has begun to be explored due to the lack of link between the port and the city it occupies, and the need to incorporate public actors in decision-making at the governance level. In this sense, the present work aims to promote BC technology in order to transform data and information into useful knowledge for effective decision making, through the use of Crowdsourcing. A Crowdsourcing Blockchain (CrowdBC) conceptual framework and its architecture are generated for a port system in which the cybertechnological, social and cognitive domains (CSTC) of smart ports, the knowledge generation process and Crowdsourcing technology are interrelated. Finally, opportunities are discussed for ports that are in permanent development to reduce the gaps with the smart industry. As a discussion, two possible scenarios and recommendations for future implementations that consider the social and cognitive aspects of Industry 4.0 are presented.

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“…The theoretical basis for the theoretical model was discussed in the literature review part. The theoretical model is built upon different strategic management schools' reviews [8,9] and is related to future research in the areas of digital strategy development [10,11]. Strategic management evolves as a result of the emergence and criticism of successive schools of strategic management, which differ in their assessment of the sense Energies 2021, 14, 7997 2 of 21 and possibilities of building a strategy [12].…”

Section: Introductionmentioning

confidence: 99%

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

et al. 2021

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Digital transformation is a concept based on the use of digitalization and digitization. Digitalization leads to change of business models and provides a competitive advantage also in the energy sector. The process of change towards a digital business requires a specific strategy type, aimed to solve problems with uncertainty caused by Industry 4.0 implementation. This paper aims to propose a theoretical model combining different digitalization strategies and business models. Their theoretical foundations were discussed in the literature review part and related empirical research questions were attempted to be answered by the reference method analysis. The quantitative method of analysis was based on the secondary data from Eurostat for all EU member states and backed the theoretical part in terms of ICT variables. The novelty of this research is based on Hellwig’s reference method used in management sciences and the presented managerial implications. The discussed challenges of the energy sector are related to the digital strategy implementation, relationships between digital transformation and business models, and solutions for such issues as strategy communication and new roles for managers, who should become digital leaders in the energy sector organizations. The main consequence of the proposed model in this study, for the energy sector companies’ managers, is that uncertainty in modern energy sector organizations is more related to employees and their technical skills than implemented ICT itself.

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Strategic Analysis of the Automation of Container Port Terminals through BOT (Business Observation Tool)

Cited by 28 publications

References 13 publications

Container terminal automation: revealing distinctive terminal characteristics and operating parameters

Container terminal automation: revealing distinctive terminal characteristics and operating parameters

Boosting the Decision-Making in Smart Ports by Using Blockchain

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

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