Port of Rotterdam White Paper:
MOVING TOWARDS A GLOBAL NETWORK OF PORTS
Digitisation is a significant contemporary trend. All ports and maritime companies are aware of the need for change. The question is: how and where to start? This paper outlines a model for digital maturity that shows how we, as ports, need to develop and exchange data in order to keep up with digital developments around us.
The expectation is that not all traditional ports will be able to survive this digital disruption. Other sectors have preceded us. Established brands have disappeared from the market in less than a decade. Just as with retail, the travel sector and the world of banking and insurance, digital platforms are set to dominate the supply chain in the logistics sector as well. For ports, the challenge is to determine their digital strategy so they can preserve and strengthen their competitive position in relation to more digital ports and other transport resources.We believe in the development of a worldwide network of smart ports, which can exchange structured and digital information with each other and other logistics players. In our view, smart ports are connected ports. The Digital Maturity Model as described in this paper shows how ports gradually develop into smart ports. It provides practical guidelines for subdividing this challenge into smaller goals. The focus is on sharing data to make processes smarter and to add this value to the supply chain.
This reduces waste and makes processes in ports more efficient. Digital Maturity ModelThe transition to becoming a digital port is difficult and complex. It needs to happen step by step to keep the process manageable and get the port community on board. Within our Digital Maturity Model, four ‘maturity levels’ have been defined. These indicate the digital development and what the following steps are.ue to the arrival of the Internet of Things (IoT), artificial intelligence (AI) and big data, we are able to collect and process larger and larger volumes of information at increasingly lower costs. This provides a solid base for analysis, forecasting and real-time planning. Combining digital technologies offers opportunities to create more efficient processes in and between ports. The port call optimisation platform Pronto for example has reduced waiting times for vessels in the port of Rotterdam by 20%. Pronto collects data from various parties in the port, including terminals, the Port Manager, shipping companies and maritime service providers. Using artificial intelligence (AI), this data can be used as a basis on which to accurately determine ETAs & ETDs (Estimated Times of Arrival – Estimated Times of Departure). More Just-in-Time operations can be carried out because the port and logistics supply chain are more predictable. The reduction of port time and improving the transparency of the available dock space means there is increased capacity, making the port more appealing to existing or potential clients. Consequently, shipping companies are able to work through their schedules with fewer vessels. Ships are able to adjust their speed making them more energy-efficient. The port does not need to invest as much in expensive physical infrastructure in order to continue growing. This makes the cost structure of a port call more attractive to clients, which in turn can lead to a port shift . . . . . . . .