CRM Archive

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Arne Vatnøy: The idea behind Norwegian Offshore Wind is that we are industry driven

Norwegian Offshore Wind Cluster –  to maximize opportunities for the Norwegian OWI
 Marek Grzybowski (5) questions to Arne Vatnøy, Communication Manager,  Norwegian Offshore Wind
An exclusive interview to Baltic Journalist Maritime Club  of the Baltic Sea & Space Cluster  (BSSC)

The dynamic between the small startups, SMEs and the large international companies is core of collaboration in the Norwegian Offshore Wind cluster. The organization has several meeting places where are organized B2Bs between the cluster members, and they are also represented in our working groups for different markets and supply chain issues.

The idea behind Norwegian Offshore Wind is that the Norwegian Offshore Wind is industry driven. All the working groups are led be a representative from Cluster  member companies. With the position that Norway has as pioneers withing the floating offshore wind industry, it is natural that the Norway is the host country of the global flagship event for floating wind.

Marek Grzybowski: The Norwegian government’s target is 30 GW by 2040. Multiconsult’s mapping shows much greater potential for the construction of new offshore wind farms along the entire coast. Norwegian Offshore Wind, together with developers Equinor, Source Galileo, Hafslund and Deep Wind Offshore, commissioned the preparation of the report. Is it possible to build 338 GW of offshore wind energy in Norway?

Arne Vatnøy, Norwegian Offshore Wind: This report shows that there are large areas we need to examine further in the process of finding new areas for offshore wind development. The industry supports the government´s ambitious goal of 30 GW by 2040, and we will contribute constructively with input in the process of finding the best suited areas. We see that there is a large potential, especially within floating offshore wind, and the industry will continue to provide new insight that will bring the development forward.

Marek Grzybowski: The report places particular emphasis on cooperation with other maritime industries. What are the industries? How will industries related to the blue economy work together?

Arne Vatnøy, Norwegian Offshore Wind: In Norway, we have a good dialogue with the fishing organizations, and this is vital to succeed with further offshore wind development. When we are going to find new areas for offshore wind we need insight and knowledge that secure coexistence. We work together with different interest groups in the government´s coexistence group, and we are also facilitating debates, discussions, seminars and meeting places with all the industries related to the blue economy. At this year´s Floating Wind Days, coexistence is of course high on the agenda.

Marek Grzybowski: Norwegian Offshore Wind achieved ARENA Pro Cluster status through Norwegian Innovation Clusters in 2021. Norwegian Offshore Wind Cluster members range from small start-ups to international companies. What is the cooperation of these companies in the Cluster? How does the cluster achieve the synergy effect?

Arne Vatnøy, Norwegian Offshore Wind: The dynamic between the small startups, SMEs and the large international companies is core of collaboration in our organization. We have several meeting places where we organize B2Bs between our members, and they are also represented in our working groups for different markets and supply chain issues. All the consortia applying for the Norwegain offshore wind parks are represented in our cluster, and they are working together to influence policy makers and authorities in our Developers Forum.

Marek Grzybowski: There are 17 working groups in the Norwegian Offshore Wind cluster. There is also a steering committee in the cluster. Why was this structure created? What is the role of these Cluster structures in the development of innovation and business?

Arne Vatnøy, Norwegian Offshore Wind: The idea behind Norwegian Offshore Wind is that we are industry driven. All the working groups are led be a representative from our member companies. The steering committee is also put together to represent the diversity in this industry. Their role is to help create the strategy for the cluster and make sure that it is the opinions of the industry that drive our work forward.

Marek Grzybowski: Floating Wind Days 2023 will be held in Haugesund on May 24-25th. What is the mission and main purpose and role of this event? Who will the speakers be?  

Arne Vatnøy, Norwegian Offshore Wind: With the position that Norway has as pioneers withing the floating offshore wind industry, it is natural that we are the host country of the global flagship event for floating wind. We have more than hundred speakers, see the full list and program at www.floatingwinddays.com. This year´s festival is opened by the Prime Minister of Norway.

Marek Grzybowski: Thank you for your answers

 

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Sidsel Norvik, Director, Nor-Shipping: Nor-Shipping it is a world leading arena of the maritime innovations and business

Marek Grzybowski (5) questions to Sidsel Norvik, Director, Nor-Shipping, An exclusive interview to Baltic Journalist Maritime Club  of the Baltic Sea & Space Cluster  (BSSC)

The aftermaths of COVID and the attack on Ukraine has created huge waves of uncertainty and instability all over the world and anyone operating internationally is affected by geopolitical upheavals and the years ahead will focus on zero emissions and climate neutrality. The maritime business is indeed very complex, dynamic and fast evolving, which in turn makes an arena like Nor-Shipping very important. Nor-Shipping is a world leading arena, where cutting edge Norwegian and international companies showcase the innovations that deliver competitive advantage for their customers. Nor-Shipping’s partnership with WISTA is a key contributor in our effort to raise awareness of the challenges and the many great opportunities for women in shipping. Ocean Campus is an important part of the Nor-Shipping. It  is a dedicated island of exhibition booths showcasing some of the world’s leading maritime universities and colleges. Leading Ocean Campus Partner is the World Maritime University (WMU).

Marek Grzybowski: Maritime business today is shipping, ports and logistics, oil and gas production, offshore wind farms, fish and seafood production, it is sea tourism and exploration, it is science and education, it is a large area of ​​creating innovation, it is a specific community of people, business and people who love the oceans, they are partners in business, science and environmental protection. Can you briefly characterize the Nor-Shipping event?

Sidsel Norvik, Director, Nor-Shipping: Nor-Shipping is a world leading arena, where cutting edge Norwegian and international companies showcase the innovations that deliver competitive advantage for their customers. It is the place where the maritime, tech, finance and wider business segments cross paths to learn from one another, forge partnerships, and access new economic value creation.

The 22,000 m2 exhibition space is the beating heart of the week’s activity. This is where delegates and visitors can experience the products, services and companies that will help drive a new age of ocean industry development. Spiced with a lot of topical conferences and a dynamic after work festival, Nor-Shipping provide an invaluable combination of insight, business opportunities and social networking.

Marek Grzybowski: The maritime business is extremely complex, currently developing in close connection with IT, AI, space technologies, VR and IoT. What is the concept of presenting the business sector, science and companies just entering the maritime business in exhibition halls?

Sidsel Norvik, Director, Nor-Shipping: The maritime business is indeed very complex, dynamic and fast evolving, which in turn makes an arena like Nor-Shipping very important. Just by walking the isles, you get to experience the latest innovation and technology from a wide range of maritime segments and countries – all in one place.

You can also attend the Blue Talks, Technical seminars and the Offshore Aquaculture conference for free and you can upgrade your ticket with a small fee to join the 2nd Maritime Hydrogen Conference, the 1st Offshore Wind Conference, the 4th Int. Ship Autonomy and Sustainability Summit and a lot more. The program is vast and easily available to plan your participation.

Marek Grzybowski: Nor-Shipping is an opportunity to present the latest achievements in science and technology. However, the context in which the maritime economy functions cannot be avoided. Russia’s attack on Ukraine clearly affected the conditions for the functioning of the maritime economy. Nor-Shipping has confirmed that Joseph E. Stiglitz, the renowned Nobel laureate in Economics and former Chief Economist at the World Bank, will be a keynote speaker at this year’s Ocean Leadership Conference, taking place in Lillestrøm, Norway, 6 June. The war on land caused significant changes in the operation of maritime business. Do you expect this topic to come up during the 2023 Nor-Shipping Ocean Leadership Conference?

Sidsel Norvik, Director, Nor-Shipping: The aftermaths of COVID and the attack on Ukraine has created huge waves of uncertainty and instability all over the world and anyone operating internationally is affected by geopolitical upheavals and the years ahead will focus on zero emissions and climate neutrality. All in all a challenging landscape to navigate in. This year’s Ocean Leadership Conference will bring together high-profile international leaders, from the ocean industries and beyond, to ask how we can move forward towards collective goals, and individual business ambitions.

Together we will assess if partnerships between maritime players, energy suppliers, financial institutions, authorities and other central stakeholders holds the key to unlocking the energy transition and decarbonisation of shipping. The future will not be defined by individual companies, or isolated breakthroughs, but rather by how we move together for a profitable tomorrow.

Marek Grzybowski: The role of women in the maritime business is growing. WISTA Norway is a partner of Nor-Shipping. WISTA Norway launched ‘40 by 30’ Pledge to allow the maritime company to show that the company actively commit to promoting diversity in the maritime industry. Do you anticipate special businesswoman activity during meetings in 2023?

Sidsel Norvik, Director, Nor-Shipping: To improve conditions for women in shipping and increase number of women across the maritime industry is important. Nor-Shipping’s partnership with WISTA is a key contributor in our effort to raise awareness of the challenges and the many great opportunities for women in shipping.

Nor-Shipping has of course also signed the “40 by 30” pledge and urge others to follow. WISTA Norway is 35 years this year and will celebrate with a Leadership Award ceremony. They will also present “10 women to watch” together with YoungShip and execute their “Waves of change” program, which will be a series of topical session at the Blue Talk stage in Hall E.

Marek Grzybowski: Nor-Shipping launches Ocean Campus in partnership with World Maritime University. This is a new initiative. What is the mission of this event? What other events important for the maritime business will accompany Nor-Shipping 2023?

Sidsel Norvik, Director, Nor-Shipping: Ocean Campus is a dedicated island of exhibition booths showcasing some of the world’s leading maritime universities and colleges. Leading Ocean Campus Partner is the World Maritime University (WMU) and other Campus members include the Norwegian University of Science and Technology (NTNU), BI Norwegian Business School, UiT The University of the Arctic (UArctic), MLA College, Oslo MET, Alba Graduate Business School and SINTEF Ocean.

These universities and colleges represent a solid geographical spread and a wide range of maritime industry competency. Together they will form an Ocean Campus Committee of industry experts to tailor an exciting program for the main Ocean Campus day on Friday 9 June. The mission is to demonstrate how academia is adjusting to the maritime transition and what maritime career opportunities are in store for the next generation. We will stream this event to allow students and next generation shipping employees to get access from wherever they might be.

Marek Grzybowski: Thank you for your answers

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Daniel Garden, CEO, Blue Maritime Cluster: The cluster companies total revenues are estimated to 58 bn NOK in 2023

5 questions to Daniel Garden, CEO, Blue Maritime Cluster.  

An exclusive interview to Baltic Journalist Maritime Club  of the Baltic Sea & Space Cluster  (BSSC)

By: Marek Grzybowski (BSSC)

The Blue Maritime cluster is a National maritime cluster mandated by the Royal Ministry of Trade, Industry and Fisheries to accelerate innovation within the maritime supply chain.  The cluster companies total revenues are estimated to 58 bn NOK in 2023 against 54 bn in 2022. Our export share is 50% on average divided between yards (NOK 2.5 bn), shipping companies (3.3 bn), services (6.7 bn) and equipment suppliers (11.1 bn).

New Blue Deal, launched in june 2021, where we take aim on becoming the first zero emission maritime cluster in the world. Many initiatives around the world are looking at new green alternative fuels and energy to run the ships of tomorrow. We look at the energy sources. Yes they must be low and zero emission. How do we produce them, harvest them and how do we establish an infrastructure for them? Furthermore we look at the energy consumption in the vessels. Not only engines and generators, but the complete consumption of energy that goes into a ship. Where can we save?

Through our work in R&D and competence elevation, we are determined to develop a complete green newbuilding program, a green refit program and a circular value chain for decommissioning – all based on the New Blue Deal directions.

Marek Grzybowski: Please, describe the fields in which the Cluster operates? In which region of Norway are the companies operating in the cluster concentrated?

Daniel Garden, CEO, Blue Maritime Cluster:

The Blue Maritime cluster is a National maritime cluster mandated by the Royal Ministry of Trade, Industry and Fisheries to accelerate innovation within the maritime supply chain. We facilitate R&D projects, pre-studies, competence project and analysis activities in order to provide the participants with market intelligence and knowledge within commerce, technology or methodology. The geografical concentration of this industry is highest in the region between Trondheim and Bergen on the west coast.

Marek Grzybowski: In 2014, due its unique global market position and its important contribution to Norwegian value creation, the cluster was granted the status of a Global Centre of Expertise. What role does Blue Maritime Cluster play in the green transition?

Daniel Garden, CEO, Blue Maritime Cluster:

I would start with mentioning the even more important cluster strategy, New Blue Deal, launched in june 2021, where we take aim on becoming the first zero emission maritime cluster in the world. Many initiatives around the world are looking at new green alternative fuels and energy to run the ships of tomorrow. To us, the ships of tomorrow must also require far less energy to operate in order to accommodate reduced energy concentration or other scarcities accompanied with alternative energy sources. Looking at both these topics simultaneously, we believe we can arrive at the goal faster. Combining this work with the unique position and skills our cluster has within maritime innovation, we believe we will succeed.

Marek Grzybowski: What does the cluster build its competitive advantage on? What tasks related to raising the level of innovation does the cluster focus on? What technologies, solutions and businesses of the future are being developed. What projects are implemented by the cluster?

Daniel Garden, CEO, Blue Maritime Cluster:

We base our projects and competence development around the idea of the full supply chain is constantly challenging the established methods and technologies. By being the first with the latest solutions, we can compete against larger and/or cheaper regions of the world. I believe the entire European cluster would benefit from chasing such a position, actually.

As the whole maritime community of companies, research and universities, risk capital, public bodies and entrepreneurs are all represented in the cluster, we are also able to address the challenges, like zero emission. Our strategy on zero emission starts with the ship operations and looking at how they can become more efficient. The least polluting miles are the ones you never sail.
Then we look at the energy sources. Yes they must be low and zero emission. How do we produce them, harvest them and how do we establish an infrastructure for them? Furthermore we look at the energy consumption in the vessels. Not only engines and generators, but the complete consumption of energy that goes into a ship. Where can we save?
Moving on to smart use of energy, we look at how to develop methods and technologies that will let us use the energy over and over again. It can be heat recovery, regeneration on winches and more.

In an extended view, we will not succeed in net zero before we also look at the building and scrapping processes of the vessels. How can we build emission free? What new supply chains must be established? It is all very exciting work, I must admit.

Marek Grzybowski: The Steering Committee operates in the Cluster. What is its mission, what are its tasks, what is its role in creating development directions, projects and business activities? What are the most important directions for the development of the maritime business for the Møre maritime cluster?

Daniel Garden, CEO, Blue Maritime Cluster:

The Steering Committee is our board that oversees the cluster’s administration and strategic progress. Our development directions are formed on the basis of our strategy where the companies themselves initiate the topics on which to focus on. Our activity is dependent on the companies involving themselves in the projects, spending their time and money on them. So to reach a high level of committment we also need the projects to be relevant to the participants.

Through our work in R&D and competence elevation, we are determined to develop a complete green newbuilding program, a green refit program and a circular value chain for decommissioning – all based on the New Blue Deal directions.

Commercially, the Norwegian market is too small for us, and as export always has been an important part of the cluster’s revenues, developing the export is also an important foundation for our work.

Marek Grzybowski: The high level of the offer of innovative technologies results in a high level of revenues of companies operating in the Cluster in the Møre region. What is the overall revenue for the four main segments in Møre region in 2020-2022? What are the prospects for 2023? What is the share of export revenues? What is the future export potential for the maritime companies in the Møre region? What are Cluster export opportunities and barriers?

Daniel Garden, CEO, Blue Maritime Cluster:

The cluster companies total revenues are estimated to 58 bn NOK in 2023 against 54 bn in 2022. Our export share is 50% on average divided between yards (NOK 2.5 bn), shipping companies (3.3 bn), services (6.7 bn) and equipment suppliers (11.1 bn).

The governent has an ambition for 50% increase of export by 2030. Our cluster will be well prepared to take our share from the segments within ocean based energy, ocean based food and ocean based travel.

Marek Grzybowski: Thank you for your answers

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Knut Ørbeck-Nilssen, CEO Maritime, DNV: progress towards industry decarbonisation must be accelerated

Partnering on the pathways to tomorrow

Knut Ørbeck-Nilssen, CEO Maritime, DNV, says that while progress towards industry decarbonisation should be applauded, it must be accelerated. Shipping needs to work together, in tandem with other sectors and stakeholders, if we’re to stand a hope of reaching our most ambitious, and necessary, goals. Nor-Shipping, he believes, with its 2023 theme of #PartnerShip, is an ideal platform for progress.

It’s difficult to know what’s going to happen in the next ten days, let alone the next ten years. So, how are shipowners and operators, eyeing investments with timescales of 25 to 30 years, expected to make optimal long-term decisions, especially regarding fuels?

And how can an organisation like DNV, the world’s leading Class society, make the right decisions to advise them? Surely it’s impossible to navigate a landscape that’s yet to take shape? Isn’t it?

Knut Ørbeck-Nilssen, CEO of the Maritime division at DNV, smiles.

He is a man who, as befits his position, exudes a steady calm and confidence… Even though he’s just ran from another meeting and has yet to eat his lunch, which he pushes aside to deliver his answer.

“That’s why big decisions can’t be taken alone,” he replies. “Everybody needs partners; no one can prosper, or change, in isolation, and that’s especially true when we consider an energy and technology transition of the scale facing shipping.

“We need one another to navigate the future, now more than ever.”

Alternative options

Ørbeck-Nilssen isn’t just being nice here. This isn’t a platitude; it’s a cornerstone of his, and DNV’s, vision. He’s been quoted over the past year or two as noting that “collaboration is the true fuel of the future” and 2022, with its unpredictable geopolitical, economic and environmental challenges, seems only to have deepened that conviction.

He talks of “significant barriers” that have to be overcome together, but before addressing the future wants to dwell on the present – recognising achievements so far. “It’s encouraging to see that some of the key issues highlighted in past editions of our Maritime Forecasts and Reports have been picked up by the industry,” he comments, referring back to previous statements identifying LNG as arguably shipping’s “most feasible transitional fuel”.

“If we look at newbuild ordering there’s now an established trend for alternative dual-fuel propulsion, with LNG as the dominant fuel, especially amongst the larger, deep-sea segments. A third of the vessels on the orderbooks, by gross tonnage, are being built to operate on alternative fuels, with LPG and the first hydrogen-fuelled designs also generating interest.

“So, we can see concrete proof that the transition is gathering pace, with regulatory pressure, access to investment and capital, and cargo owner and consumer demands as the key drivers. But is it moving fast enough?

“Well, that’s another question.”

Clearing the hurdles

And the answer, he implies, is ‘no’.

Ørbeck-Nilssen says that “substantial investment” is needed – “and quickly” – in terms of researching safe and economically feasible carbon neutral fuels, as well as developing the optimal technologies to utilise them.

However, that will be in vain, he stresses, if the main hurdle to progress can’t be overcome, namely, fuel availability:

“According to our recent Maritime Forecast to 2050 report, we need to produce 5% of shipping’s total energy consumption from carbon-neutral fuels by 2030. That requires huge investment… and it’s just the start.

“And if the IMO strategy is revised in 2023, pushing for full decarbonization by 2050, then we require the means and infrastructure to deliver around 270 million tonnes of alternative fuels, according to our research. That is a massive challenge, and it requires action, now.”

He continues: “It goes without saying, this is an issue that shipping cannot resolve alone. We need to see collaboration in the industry, for sure, but beyond that we have to work in unison with energy producers, infrastructure developers, ports, and, not least, national and international authorities and organisations to enable such fundamental change.

“This goes beyond working within our ‘tribes’ – it’s a global issue of critical importance.” But, of course, it’s difficult to know where to place bets when it comes to that fuel. Should a shipowner today invest in assets running on natural gas for tomorrow, or will it pay to be an early mover on hydrogen, ammonia or any other emerging alternative?

This, Ørbeck-Nilssen retorts, is where DNVs ‘pathways’ come in.

Solving the puzzle

Arguably, DNVs core strengths lie in its neutrality and acknowledged expertise and networks in a broad range of industries and disciplines. It has teams spanning maritime, oil & gas, carbon capture and storage, renewables, technology, and more, in addition to strong links with academia, authorities and other key societal stakeholders. As such it can understand the “big picture” and see how pieces of the transitional puzzle might fit together, helping mitigate risk, enhance safety and facilitate development.

It’s pathways – again, featured in the latest Maritime Forecast to 2050 – detail likely scenarios on the journey towards decarbonisation, considering factors such as fuel availability, costs and the apparent lack of one “silver bullet” solution.

“There’s so much uncertainty,” Ørbeck-Nilssen stresses. “The only things that are certain are that we need to change, and that the future fuel mix, at least in the near-term, is going to get more complex, with a wide variety of energy choices emerging. That creates obvious challenges for the industry.

“The pathways address that, helping plot potential routes to decarbonisation.” As an example, he picks an owner opting for LNG today.

“Now, they know this isn’t a perfect fuel,” he explains, “but it enables substantial gains over conventional heavy fuel, utilising proven technology. So, on the ‘gas pathway’ they use LNG as the first step, before switching to bio-gas and then later transitioning to synthetic gas. That’s an over-simplified example, but it shows how you create clarity as you move ahead with business strategy and investments.”

This “clarity from confusion” wouldn’t be possible, Ørbeck-Nilssen notes, without an understanding drawn from close relationships throughout the industry and beyond.

“It all comes back to partnership.”

Collective ambition

A further example of that, and of DNV’s role as a key enabler for an industry in transition, is the recently unveiled Nordic Roadmap initiative.

This follows on the back of the Clydebank Declaration at COP26, where shipping “green corridors” were identified as a key tool for accelerating change. In a bid to position the region at the vanguard of developments, the Nordic Council of Ministers, with support from all the Nordic nations, set up the project as a “cooperation platform” creating unity of purpose. The result is a joint public and private initiative aiming to bring together diverse stakeholders to enable green corridor infrastructure, start pilots, share knowledge, build alternative fuel experience and, Ørbeck-Nilssen says, “set an example for other regions to follow.”

DNV has been brought in as project manager, recently hosting the first meeting at the company’s Høvik HQ in Oslo.

“When you look at the industry in its entirety, the scale and complexity of change needed can seem overwhelming,” he notes. “But if you take separate regions, and look at establishing individual green corridors, it makes the challenge more manageable. Then, when you bring together diverse partners, it’s suddenly possible to work towards concrete, achievable goals – goals that can form a blueprint for the industry in general.

“It’s a really exciting example of partnership in action.”

The Nor-Shipping connection

The repetition of the ‘p-word’ brings us on to Nor-Shipping. The 2023 event, taking place in Oslo and Lillestrøm, 6-9 June, has chosen #PartnerShip as its main theme.

Needless to say, Ørbeck-Nilssen approves, confirming that DNV has once again secured the position of Main Partner.

“Nor-Shipping is a fantastic meeting place for the global industry,” he comments, “bringing people from right across the ocean value chain together in one place. As such, it provides a physical platform for partnership, and progress, helping build relationships, share knowledge and highlight the latest developments.

“We need this kind of face-to-face interaction,” he continues. “And, on a personal level, it’s always so rewarding meeting people, discussing issues and gaining new insights. It’s a constant source of learning. And, not least, it’s fun!”

Here he mentions the traditional Nor-Shipping BBQ at DNV’s fjord-side facilities, which, he adds with a broad smile, is back.

“I’m really looking forward to the chance to host a few thousand guests again,” Ørbeck-Nilssen concludes. “It’s great to see the industry coming together here and, of course, it’s helpful Nor-Shipping is back in the summertime. It’s always a bit more pleasant to have a chat, drink and something to eat when the sun’s shining!”

And with the talk of food, he takes the chance to politely, finally excuse himself.  Lunch, and the next meeting with industry partners, beckons.

www.nor-shipping.com

For further details please contact: Sidsel Norvik, Director Nor-Shipping, Email: sn@nor-shipping.com; Phone: +47 932 56 387

 

DNV and Ørbeck-Nilssen at Nor-Shipping- taking a lead role in the future of maritime

DNV and Ørbeck-Nilssen at Nor-Shipping: taking a lead role in the future of maritime

Ørbeck-Nilssen on stage at Nor-Shipping- a platform for industry partnership

Ørbeck-Nilssen on stage at Nor-Shipping: “a platform for industry partnership”

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The quantum revolution in the maritime logistics

By Marek Grzybowski

Maritime transport has recently experienced great turmoil. The new mutations of the coronavirus pandemic and the sanctions imposed on Russia after that country invaded Ukraine have caused disruptions in global logistics. Congestion at the last mile in a port, logistics center or container terminal causes global turmoil in leading industrial markets, both on the supply and demand side.

The world’s merchant ship fleet reached a capacity of around 2.3 billion dwt in January 2023. This is about 60 million dwt more than a year earlier and over 120 million dwt than in January 2021. Tonnage has increased significantly in all segments except general cargo operators in the last two years.

Bulk carriers recorded a particularly rapid increase in overall carrying capacity. The share of bulk carriers in the total capacity increased from 41 to 43 percent, the share of tankers decreased from 30 to 29 percent, and the share of general cargo ships from 5 to 4 percent. in the years 2012-2022.

Over 500 LNG tankers transported liquefied gas across the oceans in 2021. About 650 LNG tankers transported LNG on sea routes in 2022. By the end of 2023, their number will increase to about 690 LNG tankers.

Quantum technology for the logistics industry

What can a forward-thinking organization do with the current state of technology? – asks Dr. Christopher Savoie, CEO of Zapata Computing in Forbs and answers: “It’s best to start with making the most of this technology.”

“We’re seeing a steady evolution of quantum hardware, which is becoming increasingly fault-tolerant, and existing technology is slowly becoming more widely available,” said CEO Zapata Computing.

“Quantum technology is an exciting development for the logistics industry as it allows us to solve the recurring problem of finding the most efficient route between multiple hubs, which is becoming increasingly difficult in a complex environment,” said Justin Baird, Head of Innovation, DHL, Asia-Pacific Center. DHL portal.

Logistics in storms need support

Turmoil in sea and land logistics networks will require the support of efficient tools. These include the already widespread use of IoT and the management of ship and car fleets, traffic control in ports, on railroads and on rivers.
The smallest yacht or even a boat moving on inland waterways is supported by satellite technologies.

No one can imagine the movement of ships, cars and even couriers without the support of satellite technologies. Tracking a package purchased in a store by an individual customer is already a standard. It can therefore be expected that according to the predictions of IBM and DHL and the services introduced by UPS, quantum algorithms will enter global and local logistics at a rapid pace.

If large and small ports, terminals and logistics centers, sea and land connections are to participate in the logistics networks of the global economy, then we must be prepared to introduce innovative solutions based on quantum, information and space technologies today. Otherwise, we risk marginalization or even falling out of the market.

Sources: Forbs, Zapata Computing, IBM, DHL, UPS

More: The quantum revolution in maritime logistics