Intervju med Maersk, Jim Hagemann Snabel, Soeren Skou, John Churchill
The fundamental view & strategy by large integrated logistics supplier, with major oil & gas brach until recently, is:
"The transportation and logistics industry has not yet undergonde any significant transformation"
The vision is "We believe it should be easy for our customers to ship a container as it is to send a parcel with a postal carrier"
"We want to improve and simplify the logistics experience by utilizing and integrating our capabilities across the value chain. This enables us to offer seamless value-adding end-to-end services to our customers based on digital, innovative customer solutions, extending the industry`s most effective and efficient delivery network to every market in the world".
"We moved customer transactions online and digitizing the way we operate our assets. Our e-pay solutions have been launched and are ramping up successfully. We launched TWILL, a digital forwarder, primarily in Asia-Europe trade lanes and customers are responding well in adapting to new self-service solutions" (CEO Soeren Skou)
"... We will elavate the customer experience through digital innovation, such as Remote Container Management (RCM), which allows customers to monitor conditions inside our reefer containers from when their goods are locked inside right up to delivery at the final destination (John Churchill).
There are many reasons for this, the most important being the complexity of container shipping, the lack of standardization, and ability to adjust to multiple unforeseen events in the handling process, as the underlying processes in shipping remain largely maual, paper based and typically with littel standardisation between different countries and authorities. For each container shipped, there may be up to 30 different parties involved, communicating up to 200 times. For oil & gas infrastructure elements, and excluding design, there may be up to 70 parties involved, communicating 1000 times (rough estimate by Oil & Gas operator).
As the Barents and Finnmark regions embark on strategy to serve oil and gass industries well, bu also on a seasonal basis to handle North East passage logistics traffic & dispatching, this talks for the following axes in a strategy:
A : Replace a competitive infrastructure duplication approach between harbors and logistics centers, to a specialization in the name of simplification, speed and costs
B : Promote interoperability and standarization when possible for the key of oil and gas, as well as for container handling
C : Develop competitive automatization technologies and skills
D : Develop as much as possibile information clearinghouses allowing all operators to compete, but also to share basis information and information access