From an economic perspective, producers and consumers experience shifts in production, new business models and digital economies and flows. Shopping practices are shifting from physical to online and the sharing economy is minimising transaction costs. New industries arise, such as the circular and the biobased economy, which require new particular sets of skills. Emerging markets continue to increase their shares in global trade, start-ups and small companies are able to enter new markets more easily. In general, with the use of, for example, big data, digital supply chains and machine learning, digitisation is re- shaping the way global supply chains are managed and optimised.
Politically, geopolitics and regional conflicts keep influencing the global balance, in which countries more assertively pursue nationalist industry policies while engaging in resource security. China is indecisive in choosing between an opened or closed economy, European Union is swinging between regionalisation and unity within its country members and Brexit terms are being negotiated.
And lastly, socially, there is a new generation of people occupying powerful positions, different opinions are expressed, freelancing (or the gig economy) re-shapes people’s career and the perception of work, and people can have instant access to any type of information.
What does this mean for ports and how can they become more resilient and agile? Their functions and pro tability can and will be directly a ected by these disruptions. Port tra c ows are also a ected by virtual flows and consumption, 3D-printing and even Brexit. Near- and reshoring, innovation in the sectors of energy and telecommunications and Big Data are drawing a picture not necessarily compatible with traditional shipping and port-related activities. The biggest port areas in the world are not just transportation hubs but also industrial clusters that add value to global supply chains. The reality at the moment is that trends are shifting towards robotisation and away from fossil fuels, although the oil prices are low and are limiting the competitiveness of alter- native energy sources, the euro-area recovery is still progressing and the growth in China is slowing down.
Ports smarter, not bigger
These developments are not necessarily harmful. Most of the disruptive innovations presented result in less trade volumes, because of sharing or re-using products. Cargo traffic is growing at a very slow pace –and it may decrease even– and the composition of employment may change, but with the right actions taken the added value can increase. Indeed, there is already evidence that some of the biggest ports of the world are being proactive and building their resilience. The trend in ports is to become smarter, not big- ger. For example, RDM Rotterdam is facilitating knowledge-intensive and innovative maritime start-ups and the port and the city of Hamburg together with Cisco are investing into smart technology to “increase trade ows, protect resources and improve citizen experience.” Additionally, the port authority of Singapore and container carrier Maersk are collaborating with the IBM Center for Blockchain Innovation in order to use the blockchain technology in the sectors of logistics, trade and nance and PortTech Los Angeles is trying to bring together investors and entrepre- neurs to create sustainable businesses for port and transportation sector.
Yes, the world’s evolution is accelerating and as long as we acknowledge it and take action, it can only be beneficiary. In the case of ports specifically, what is needed from the parties involved (port authorities and maritime companies) is to be resilient in order to nd the way into a complex and highly volatile ecosystem. Traditionally, ports are reactive and the shipping industry conservative but in this case acting proactively is the key. Thus in the end, the question is not if the ports are changing and building resilience, but when they are going to do so.
