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26 aprile 2025 - Anno XXIX
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FORUM dello Shipping
e della Logistica


Special Interest Group on Maritime Transport and Ports
a member of the WCTR Society

INTERNATIONAL WORKSHOP
Genoa - June 8-10, 2000



STRATEGIC CHOICES FOR SMALL BULK SHIPPING COMPANIES
IN THE POST ISM CODE PERIOD

Ioannis N. Theotokas
Department of Shipping Trade and Transport
University of the Aegean
2a Korai Str., 82100 Greece
Email: gtheotokas@stt.aegean.gr
   
Eleftherios D. Katarelos
Department of Shipping Trade and Transport
University of the Aegean
2a Korai Str., 82100 Greece
Email: e.katarelos@stt.aegean.gr


1. INTRODUCTION

The new regulatory framework that has been imposed mainly by IMO in world shipping in the last few years has created a new environment for shipping companies. The complete implementation of these regulations will further differentiate companies' external environment. Shipping companies wishing to remain competitive in the market must be prone to adapting to this change. For a certain number of companies adaptation will be easily achieved either because they have already moved towards this, applying safety & quality systems or because their structural characteristics allow this. This does not apply, however, to a large proportion of shipping companies, whose structural characteristics might impose hindrances to the adaptation process. This article is aimed at defining the influence of the new environment to the latter group that is for small sized companies.

The trend towards consolidation also apparent in bulk shipping over recent years (Chorinou, 1999), did not differentiate proportionately the structure of all markets or segments of the industry. This is especially true for dry bulk shipping markets, as liquid and other specialized markets like chemicals, have already lived the consolidation effects. However, this is an ongoing process whose termination cannot be predicted. Nowadays, small sized companies operate a great proportion of bulk shipping fleet. This is especially true for Greek-owned shipping. According to the latest figures, 45% of companies operate one or two ships (Naftemporiki, 4/5/200). Having this in mind, it is logical to suppose that Greek-owned shipping will be affected by this change, unless companies succeed in adapting to the requirements of the new shipping environment. In other words, as environment defines strategy, a large proportion of Greek-owned shipping companies might find themselves in a dilemma regarding their strategy.

The second aim of this paper is to produce a methodology, which will help shipowners/decision makers to analyze and evaluate the external and internal environment of their companies and to select and implement the proper strategy. The basis of this methodology is the combination of Minimum Standards and the Reliability Curves System and the Cost/Reliability and Investment Choices/Reliability Matrices.


2. THE PRE ISM CODE ERA

In the pre-ISM Code era, companies based their competitiveness on their ability to produce low cost services. Sletmo and Holste identified three generic strategies for shipping companies, that are absolute competitive advantage, differentiation and specific adaptation to customer needs. (G. Sletmo-S.Holste, 1993) If a company covers with its ships the major trade routes, it could implement either the strategy of absolute cost advantage or that of differentiation. If its market coverage are in special niches of the market, the strategy of specific adaptation to customer needs would be more appropriate. The driving forces in the shipping industry have been historically minimal charter hire and minimal operating cost (Thorstensen-Shield, 1996). This is more apparent in case of bulk shipping, which is built around minimizing unit cost (Stopford 1997). Furthermore, other structural characteristics of bulk shipping eliminate the strategy selection. For a bulk shipping company that covers with its ships the major trade routes, the only viable strategy is that of absolute cost advantage. (Theotokas, 1997). Quality, although present in these days, was rarely perceived as the main source of competitive advantage, but instead as a factor that contributed to the strengthening of the low cost advantage. Differentiation based on the quality of the service did not allow companies to differentiate its freight rates.

Social responsiveness was a matter of choice for the companies of the self-regulated bulk shipping. For a certain number of companies, quality and safety were values as elastic as the achieved cost level(Theotokas-Alexopoulos, 1998). Since there was a lack of market mechanism for the definition of the lowest acceptable cost level, numerous shipping companies strove to preserve their competitiveness through lowering their costs and consequently their safety and quality standards. However, there were also companies that strove for competitiveness being simultaneously socially responsible, that is, applying to self imposed minimum safety and quality standards. In this environment they were allowed to base their competitiveness on their core competencies applying governance and operational systems that served their aim, being simultaneously part of what we could call quality shipping. Here, in our opinion, the basic environmental change arrives. What was voluntarily applied will be strictly enforced, depriving companies from the flexibility which was the core of their competency.



3. THE NEW SHIPPING ENVIRONMENT

A key factor for the analysis of competitive position of every company is the environment in which it operates. Determination of a suitable strategy for a company begins in identifying the opportunities and risks in its environment (Andrew, 1998). At the same time a critical task is the internal analysis of the company, which will allow the assessment of its strengths and weaknesses in order to maximize the former and minimize the latter. In other words internal analysis is the task of identifying its resources and capabilities that contribute to the creation of its core competencies, i.e. the critical bundle of skills that an organization can draw on to distinguish itself from its competitors (Miller, 1998).

The external and internal analysis is extremely useful for shipping companies especially in nowadays, as several changes have evolved differentiating basic structural characteristics of bulk shipping markets. These changes are mainly related to the imposition of a series of regulations that intend to improve the whole performance of the industry regarding safety and quality. The 90's were the decade of regulation for shipping. OPA' 90, ISM Code, STWC, are just a few of the new regulations that have been imposed during those years. However regulations imposed either by governments or by international organizations such is IMO can be an important factor affecting who can hold a competitive advantage.,Also changes in this arena can alter competitive standing of the industry (Miller, 1988). Considering this side effect of regulations it is expected that competitive standing in shipping will also be altered, as we will explain shortly.



3.1 THE POST ISM CODE ERA

The changes that ISM and other regulations will bring to bulk shipping markets are expected to be substantial. The complete application of these regulations is expected to create a more formal approach to what is called social responsiveness of shipping companies. Safety and quality will be central values and their application pre-requisition for every shipping company in the new environment. This is of-course a very positive evolution for the shipping industry, although it is not without repercussions. The new environment is expected to create opportunities for a certain number of companies whereas it will be a threat to others. What would be the effects for a shipping company is not necessarily related to its attitude towards social responsiveness. Certainly for those companies that had already embarked on the development of quality management systems the new environment will be considered as an opportunity. For them, new regulations are simply a way of meeting the challenge. However, there exists a certain number of shipping companies, mainly of small and medium sizes, with the same attitude towards social responsiveness whose ability to respond to it, will unavoidably affect their competitiveness. In other words, they will be obliged to operate following specific procedures in order not to just comply to the values of safety and quality but to also certify their compliance and to stay in the business. For these companies the new environment can be considered as a threat, since no compliance could gradually lead them out of the market while imperfect compliance could lead to decreased competitiveness. This is, in our opinion, the change that will differentiate the shipping environment and the factor that will alter the competitiveness in the shipping industry.

In the post-ISM Code era the implementation of minimum safety and quality standards will define the way the shipping companies operate and manage their business. A particular way of organization and management will simultaneously affect the minimum operating cost level of companies that apply to them. In other words, the minimum standards will redefine the conditions of competitiveness for all companies. For companies that were already familiar with quality management systems the effect will not only be minimal but it will also create conditions for further expansion. For those companies that without applying formalized and structured quality systems, produced quality services, the competitive standing will change. They will be enforced to abandon cost effective practices that helped them to be competitive, without necessarily being substandard. (Theotokas-Alexopoulos, 1998).


3.2 THE FORTHCOMING FORMAL SAFETY ASSESSMENT

The expected introduction of Formal Safety Assessment (FSA) (Kuo,1998) for the evaluation of safety standards will complete the framework through the imposition of Reliability Standards. FSA may be seen as consisting of the identification of hazards; the assessment of risks associated with these hazards; ways of managing the risks identified; a cost-benefit assessment of the options identified in managing risks; and decisions on which options to select. All marine transportation systems comprise of three interacting components (Ronald - Moriati, 1990):

  • the ship and her equipment (the hardware - HWR)
  • the rules and regulations, codes of practice, operating procedures and casualty records and statistics (software SWR)
  • and the personnel involved, both afloat and ashore (humanware - HR).

In a previous paper of one of the co-authors (Angelis-Katarelos, 2000) a System Reliability (Spiegel, 1975)assessment method has been developed, which is based on Reliability Curves. Reliability is expressed as a function of three factors and hence its graph is 3-dimensional. But, to simplify things we combined the first two factors into one, namely HSR, expressing the reliability of both Hardware and Software (Figure 1).

Figure 1



The Reliability Curves and the Company's Options Square

All attainable reliability levels lie on Reliability Curves restricted by a square O'O''EZ. The square contains minimum and maximum levels. The latter of course, although realistic seen from a cost-benefit analysis view, cannot be easily identified. Every point in a given Reliability Curve expresses the same reliability although resulting from different combinations of the factors.

A shipowner may choose for his vessel any point within the Options Square. In doing so, he decides on the level of Reliability (and hence Safety) he wants for his ships. Also he decides on the combination of HSR and HR he will use in order to achieve this level, subject of course to the constraints that minimum acceptable standards are satisfied. Therefore shipping companies are able to define their own particular Reliability Curve (RC). The System Of Minimum Reliability Standards means that for a company to remain competitive in the market, its Reliability Curve must be at least above the minimum level, namely in Company' Options Square.



4. THE RELIABILITY MATRIX AS DECISION MAKING TOOL

One of the uses of the developed decision making model is to determine the control options of FSA method. In other words, to help the decision maker in preparing his strategic plan by taking into account the market in terms of supply- demand (Mitropoulos, 1998), and the company's market positioning (Karlof-Ostoblom, 1993) on one hand and safety on the other. The decision maker is able, to know in advance the minimum/maximum standards and therefore is able to decide where to place his ship according to his corporate and marketing strategy, while of course always satisfying minimum standards.

Supposing that the market compensates for quality, then it is the company that will decide in which quarter of the matrix of Figure 2 it will place itself. Company's decision is of course influenced by the vulnerable character of the freight markets. This placement helps the company to evaluate the various alternatives of its own position against those of its competitors. Therefore the use of that matrix allows the placement of the company's alternatives in terms of strategy and helps in decision making.


Figure 2

Safety and Quality Matrix based on Reliability curves


The higher the achieved standards of any of these three factors, the higher the RC of the company will be. At the same time, the higher the RC, the higher the cost for the company will be. At this point, however, economies of scale emerge as the increase in reliability and cost are not proportionate. For example, a company that operates sufficient number of ships has the ability to employ a pool of seamen and recruit them onboard the same ship. Furthermore, it can afford the cost of internal training procedures thus upgrading its seamen qualifications. This ability allows the company to achieve the highest level of "Humanware" compared to a smaller company which operates two ships and cannot follow the same policy. Furthermore, this difference allows the former company to be in a higher position in the RC than the latter, despite both facing the same manning costs. Since higher RC leads to increased competitiveness, it is evident that competitiveness for every shipping company will be based on its ability to achieve a higher RC with minimum cost.

This approach is dictated by of the market, according to which the charterers are only willing to pay for the minimum standards. The increased quality does not provide to shipowners increased freight rates (Goulielmos-Giziakis). Charterers are indifferent about higher standards when they cost more so choose the ships that combine the lowest costs while simultaneously offering standards above the minimum. Especially in the case of dry bulk market, the almost perfect competitive character of the market does not seem to perceive quality as crucial for the fixing of freights. As Thanopoulou and Tamvakis state "any indications towards freight rate differentiation depending on quality are still too sporadic to revolutionize our current perception of the dry bulk carrier market". The Erica case and the dispute that arose has also indicated that charterers in liquid bulk shiping are not always interested in quality vessels if they cost more (Efoplistis).

Under these circumstances smaller companies are expected to become less competitive, especially in periods of low demand. In those periods charterers choose vessels that offer minimum cost combining it with higher quality, that is companies which are able to be positioned on the upper level of the safety matrix. Smaller companies are not able to meet these criteria because of their inability to exploit economies of scale in achieving high RC. This inability becomes more intense because of the structural characteristics of these companies related to their fleet age, that is their hardware. Of 376 small Greek-owned shipping companies with one or two ships, 302 of them (80,3%), operate ships whose age is above 20 years old (Neftemporiki). They could increase their reliability by achieving higher RC through humanware and software. These two factors, however, are definitely dependent on the companies' size. Their present status imposes hindrances to that aim. Certainly, even during the pre-ISM period size was a factor that defined competitiveness for small companies and gave to shipmanagement companies a considerable boost (Spruyt p.43-44). In that period however, small companies were able to apply cost effective solutions based on their flexibility. The post-ISM period deprives them from this ability and affects their competitiveness especially during periods of low demand.

However, they could remain competitive in the market no matter what the level of supply and demand will be, only if they adapt to the requirements that the new shipping environment imposes on the shipping companies, that is only if they succeed in achieving improved reliability at minimum cost levels. This can be better achieved if they move towards strategic decisions that will allow them to exploit economies of scale and to overpass their structural characteristics that reduce their competitiveness, thus simultaneously preserving those that are related to their capabilities.



5. STRATEGIC CHOICES FOR SMALL SIZE COMPANIES

The strategic choices that are available to small shipping companies wishing to increase their reliability and to remain competitive in the market no matter what the level of demand would be, except of course to remain in the same position, that is independent, are the following:

  • To assign technical management of their fleet to a shipmanagement company
  • To move toward strategic alliances with other, preferably bigger companies
  • To merge with other small companies

Decision makers must arrive at one of the above choices after having successfully completed the analysis of the external environment and the internal analysis of their firms. Each choice offers numerous advantages and disadvantages to companies, which could not be examined or mentioned in this analysis.

Independence does not help them to overpass the difficulties of the new shipping environment unless internal development is pursued as a method to obtain the critical mass. However, as we shall shortly see, independence as a selection either of stability or of internal development, might offer a few advantages to the companies if it is properly combined with their investment strategy.

Assignment of technical management of ships to shipmanagement companies is a choice free of any cultural implications and at the same time it secures for the companies the achievement of higher reliability, through the increase of the HWR and SWR. Furthermore, it allows companies to retain their flexibility in the sale and purchase market. However, this choice will not drastically reduce their cost level as it will be achieved by paying fees to shipmanagers. These fees will not necessarily be less than their present technical management cost. In addition, it will force them to assign an element that is related to one of their core competence, that is their cost effective technical management.

The third choice is to look for a strategic alliance with a preferably bigger company. By forming an alliance, companies will have the ability to coordinate their activities in order to improve their competitiveness. This choice will allow small companies to obtain access to the value chain of the bigger company and to have their cost reduced. Furthermore it will ensure that the company accesses wider information channels. On the other hand alliance presupposes also mutual leadership and decision making (Papadakis, 1999), a fact that could eliminate small shipowners' ability to retain the commercial management of their ships and to deliberately apply the strategy of buying and selling ships. Moreover, it can not be considered certain that the alliance will lead to the increase of the reliability of the company, which is the other target of this selection. Factors that might cause obstacles to this aim are the non-permanent character of the alliance, the level of integration between the companies and also the compatible cultures or managerial styles.

The last choice concerns the merger with other small and medium size companies in order to obtain the critical mass. This is a choice of long run commitment, whose benefits will be also gained in advance. Following this choice they will form a corporate structure based on the equality of the partners and will benefit from the synergy effects. Forming mergers, they will be able to combine their core competencies, that is their cost effective technical management and at the same time exploit the economies of scale in order to improve their humanware and software and to increase their reliability. One critical factor for the success of this choice is the entrepreneurial philosophy of shipowners and the prevailing organizational culture of the companies which might create disagreement regarding power and control. However, as the merger will be based on the basis of equality, these obstacles can be eliminated.

Based on the level of reliability that is desirable for each company and on the cost level that is pursued to be achieved we can draw the matrix 2 (Figure 3) whichshows that each choice gives certain combinations of cost and reliability. However as the choice of each company will be strongly affected by its investment strategy, it is necessary to include this parameter in the analysis. The investment strategy is critical for the survival and development of a shipping company due to the vulnerability of the markets. Timing is the factor that defines the potential of investments. There are two types of strategy that allow the exploitation of timing. The first is that of "beat the market" buying and selling ships in the short run and the second, that of long run selling of transport services. In the first strategy profits are mainly derived from sales and purchases of ships while in the second from the trading of ships.(Hope & Boe) It is evident then that the choice of a company is strongly related to its investment strategy. For a company whose profits mainly come from the sales & purchases, either cost level or reliability are factors of secondary importance. As it has been stated, in this case companies' reserves allows both the finance of the vessels' operation and the exploitation of the chances in the s&p market during periods of low freight rates (Goulielmos, 1999). On the contrary, for a company that is more interested in trading its ships, cost level and reliability are of primary importance. Matrix 3 (Figure 4) embodies this additional factor trying to combine the desired reliability level with the investment strategy that the company intends to apply. As it can seen in the Matrix 3, the strategy of "beating the market" is more compatible with choices of independence and assignment to third party management, as both give to the shipowner flexibility. On the contrary, choices of high commitment are more suitable for the strategy of long run selling of the ships services.

Figure 3


Reliability/ Cost Matrix



Figure 4


Reliability/ Investment Strategy

Combining the two matrices a shipowner can decide which strategic option is more suitable to his aims. For the shipowner who is short-term oriented and interested in applying the strategy of beating the market, buying and selling ships, the choice would be either to assign the technical management of his ships to a shipmanagement company, or remain independent. In the first case he will succeed in increasing the reliability of his services, while in the second he will face both low reliability and high operational cost. On the contrary, the shipowner who is more dedicated to the long run selling of his ships' services, preferable choices are to merge or to form an alliance. However, only merging leads to both low cost and increased reliability which is the optimum.

Therefore the above strategies may be defined as follows:

  • Merger (M)
    • High Reliability HR
    • Low Cost Level LC
    • Long Run Selling LRS
  • Ship Management (SM)
    • High Reliability HR
    • High Cost HC
    • Beat the Market BM
  • Strategic Alliance (SA)
    • Low Reliability LR
    • Low Cost Level LC
    • Long Run Selling LRS
  • Independent (I)
    • Low Reliability LR
    • High Cost Level HC
    • Beat the Market BM

The consolidation of Matrices 2 and 3 give us the Combined Matrix where the decision maker can place company's Reliability, Cost Level and Investment Strategy. The new consolidated Matrix appears in Figure 5.

Figure 5


Consolidated Matrix presenting Reliability and Cost Level/Investment Strategy

Combining the above analyzed matrices we can draw a flow chart that a shipowner could follow in order to identify both what is the present situation of his company and also what the desired situation would be, according to his intention. Following the chart and replying to the questions the shipowner completes the external and internal analysis. A shipowner for example may find, following the chart, that his company faces high reliability and high cost while following the strategy of the long run selling the services of his ships. However this is not an efficient placement because his investment strategy is not backed by company performance. Using Porter's analysis, he is "stuck in the middle" lacking any competitive advantage (Porter, 1990). In order to decide on the optimum choice, he will follow the chart again, selecting the points that will support this choice. For example, if he prefers the strategy of long run selling, he is interested in facing low cost and high reliability. Then the choice for him is to merge.

Figure 6


Maritime Decision making flow chart based on Reliability, Cost Level and Investment Strategy

CONCLUSIONS

The new environment that the regulations create for shipping companies seems to alert the competitive standing of the industry. This environment creates opportunities for a certain number of companies and threats others. In the new environment critical factors for the survival of the companies is not only their cost level but also their reliability. In the reliability/cost relation however, the significance of scale is evident. Here the disadvantage of small companies emerges. Being unable to exploit economies of scale, they face a higher operating cost and their ability to achieve increased reliability levels is constrained. In order to overcome this disadvantage and to remain competitive in the market it is necessary to move towards strategic decisions that will allow the effective adaptation to the new environmental requirements.

The choices for the small companies are to remain independent, to assign the technical management of their fleet to third party management, to form strategic alliance or to merge with other small companies on the basis of equality. The final choice however, must be take into consideration the implemented investment strategy of the company. In order to analyze and evaluate the present situation of their companies and also to decide what the ideal placement could be, a methodology that combines decision matrices and flow charts has developed. This methodology constitutes a decision making tool that leads to strategic choices compatible to external environment requirements and to companies internal environment.



REFERENCES

  1. V.A. Angelis and E.D. Katarelos, (2000), "Risk analysis: A business process reengineering step and a prerequisite for shipping quality management", In Proccedings of 'INFORMS-KORMS SEOUL 2000', 1558-1565.
  2. Keneth R. Andrews, (1996), "The concept of corporate strategy", in Henry Mintzberg & James Brian Quinn, The Strategy Process, Third edition, Prentice Hall.
  3. Stavroula Chorinou, (1999) "Shipping seeks new global role", Lloyd's Shipping Economist, November.
  4. Efoplistis, (2000) "TSH Erika: Interests' war" May. (in greek)
  5. A.M. Goulielmos, and K. Giziakis, (1998), Quality Control in Shipping Companies and Ships, Stamoulis, Athens [in Greek]
  6. Harrington, H. J. (1991). Business Process Improvement. The Breakthrough Strategy for Total Quality, Productivity and Competitiveness
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  12. Naftemporiki, (2000),"Perceptible increase of Greek shipping companies", May, 4th.
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  14. M. Porter, (1990), The competitive advantage of nations, MacMilan.
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  19. M. Stopford, (1997), Maritime Economics, Routledge, London
  20. M.N. Tamvakis, and H.A. Thanopoulou, (1998), "Does Quality pay? The case of the Dry Bulk Market", 8th WCTR, Antwerp
  21. Ioannis Theotokas, (1997), 'Organizational and managerial patterns of Greek-Owned Shipping Companies, 1969-1990', PhD thesis, Department of Maritime Studies, University of Piraeus, (in Greek)
  22. J. Theotokas - A.B. Alexopoulos, (1998), "Shipping Management in the post-ISM Code period. The case of dry bulk shipping companies", Fourth International Symposium on Quantitative Methods, University of The Aegean.
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Alla TiL del gruppo MSC l'intero controllo dei terminal di Hutchison Ports
New York
Lo scrive “Bloomberg”, specificando che i terminal panamensi sarebbero gestiti congiuntamente con BlackRock
La bozza di regolamento sulla decarbonizzazione dello shipping approvata dal MEPC include uno standard obbligatorio per il fuel e una tariffazione delle emissioni di gas serra
Londra/Washington/Bruxelles
Prevista l'istituzione di un Fondo per raccogliere le risorse derivanti dalla prezzatura delle emissioni
Il MIT indica Matteo Paroli quale nuovo presidente dei porti di Genova e Savona-Vado
Roma/La Spezia
La community portuale spezzina sollecita un nome anche per l'AdSP della Liguria orientale
Task force di cinque associazioni per il rilancio del cargo ferroviario italiano
Roma
Iniziativa di Agens, Assoferr, Assologistica, Fercargo e Fermerci
Confitarma sottolinea l'importanza che la strategia di decarbonizzazione dello shipping sia definita in sede IMO
Roma
La Confederazione italiana precisa di condividere alcune preoccupazioni degli USA
Il WSC ribadisce che le misure di Trump per l'industria marittima nazionale non fanno bene all'economia americana
Washington
Kramek: pronti a supportare l'amministrazione con proposte costruttive
Fincantieri e Accenture istituiscono la joint venture Fincantieri Ingenium
Trieste/Milano
L'obiettivo è di guidare la trasformazione digitale del prodotto nave e della logistica portuale
Meyer Werft ha consegnato la nuova nave da crociera di lusso Asuka III alla NYK Cruises
Papenburg/Emden
Ha una capacità di 744 passeggeri e 470 membri dell'equipaggio
Mentre Trump ufficializza le misure per rivitalizzare l'industria marittima americana, per i porti nazionali si prospetta un drastico calo del traffico
Washington/Ginevra
Okonjo-Iweala (WTO): con l'escalation delle tensioni commerciali tra USA e Cina lo scambio di merci tra le due economie potrebbe diminuire fino all'80%
CK Hutchison respinge le accuse di violazione del contratto di concessione dei porti panamensi di Cristóbal e Balboa
Panama
Panama Ports Company sottolinea di aver rispettato tutti gli obblighi di legge e gli impegni contrattuali
Gli USA non partecipano ai negoziati IMO sulla decarbonizzazione dello shipping e minacciano misure reciproche
Londra
Espressa contrarietà a qualsiasi tentativo di imporre misure economiche sulle navi basate sulle emissioni di gas ad effetto serra o sulla scelta del fuel
T&E sollecita il MEPC a concordare misure chiare e ambiziose per la decarbonizzazione dello shipping
Bruxelles
È necessario - sottolinea l'associazione - fissare obiettivi vincolanti
Meyer Yachts costruirà un mega yacht residenziale ultra-lusso per Ulyssia Residences
Miami
La nave sarà lunga 320 metri e verrà realizzata nel cantiere di Papenburg
Le Aziende informano
Il retrofit ibrido-elettrico di ABB guida i traghetti dei laghi italiani verso un futuro più sostenibile
Commessa da 1,3 miliardi di dollari del gruppo partenopeo Grimaldi per la costruzione di nove navi ro-pax
Commessa da 1,3 miliardi di dollari del gruppo partenopeo Grimaldi per la costruzione di nove navi ro-pax
Helsinki/Napoli
Ordine al cantiere China Merchants Jinling Shipyard (Weihai)
Viking ordina a Fincantieri due navi da crociera con opzione per ulteriori due unità
Los Angeles/Trieste
Le due navi in costruzione ad Ancona per il marchio americano saranno le prime al mondo alimentate a idrogeno stoccato a bordo
Federlogistica, il possibile collasso dell'autotrasporto è un rischio per il Paese
Genova/Modena
Ruote Libere denuncia che al governo basta stanziare un po' di fondi per non dover affrontare i veri problemi degli autotrasportatori
Pubblicata la seconda edizione dell'European Maritime Transport Environmental Report
Lisbona/Copenaghen
Il nuovo rapporto indica che sono stati compiuti promettenti progressi in diversi ambiti
WSC, questa settimana il MEPC deve fornire chiare misure per decarbonizzare lo shipping
Washington
Wood-Thomas: non è possibile che queste decisioni siano rinviate a linee guida sviluppate fra due anni
Nei primi tre mesi del 2025 i ricavi di Konecranes sono aumentati del +7,7%
Helsinki
343 milioni di euro di nuovi ordini di mezzi portuali (+37,5%)
Primo trimestre di crescita per Kuehne+Nagel
Schindellegi
Il fatturato netto del gruppo logistico è ammontato a 6,33 miliardi di franchi svizzeri (+14,9%)
Istanza della TDT (gruppo Grimaldi) per la costruzione e gestione del 50% del Terminal Darsena Europa di Livorno
Livorno
La società ha chiesto l'estensione della durata dell'attuale concessione
Nel 2024 investiti 58 milioni per l'ammodernamento dei porti di Livorno, Piombino e dell'isola d'Elba
Livorno
Approvati il bilancio consuntivo e la relazione annuale dell'AdSP
Consulenza della BEI per rafforzare la resilienza climatica dei porti di Volos, Alessandropoli e Patrasso
Lussemburgo
Assisterà le autorità portuali nell'individuazione e nella gestione dei rischi climatici
Nel primo trimestre il porto di Valencia ha movimentato 1,3 milioni di container (+3,4%)
Valencia
Calo del traffico di transhipment
Il Comitato di gestione dell'AdSP del Tirreno Centrale ha approvato all'unanimità il bilancio consuntivo 2024
Napoli
SOS LOGistica acquisirà la qualifica di Ente del Terzo Settore
Milano
L'associazione conta oggi su 74 soci
Nei primi tre mesi del 2025 in calo il traffico delle merci nei porti di Barcellona e Algeciras
Barcellona/Algeciras
Hupac trasferisce su Novara il servizio intermodale con Padova
Chiasso
Sinora l'altro terminal era quello di Busto Arsizio
PSA SECH ha operato il primo treno da 400 metri al Parco Ferroviario Rugna
Genova
Capacità sino a 20 coppie di treni al giorno
Approvato all'unanimità il rendiconto di esercizio 2024 dell'AdSP della Liguria Orientale
La Spezia
In ultimazione la bonifica bellica propedeutica all'ampliamento del Terminal Ravano della Spezia
La Spezia
L'AdSP vi ha investito oltre 600mila euro
Francesco Rizzo designato alla presidenza dell'AdSP dello Stretto
Roma
Ha più volte denunciato l'inutilità della costruzione del ponte sullo Stretto
Aerei statunitensi hanno attaccato il porto yemenita di Ras Isa
Tampa/Beirut
38 morti e oltre cento feriti
Nel 2025 Stazioni Marittime prevede un rialzo del traffico dei traghetti e delle crociere nel porto di Genova
Rapporto del MIT sulla mobilità evidenzia un aumento della domanda sia passeggeri che merci
Roma
Nel primo trimestre il traffico delle merci nei porti russi è diminuito del -5,6%
San Pietroburgo
In calo sia le merci secche (-5,3%) che le rinfuse liquide (-5,8%)
Andrea Giachero è stato confermato presidente di Spediporto
Genova
Rinnovato anche il consiglio direttivo dell'associazione degli spedizionieri genovesi per il triennio 2025-2028
Studio per il monitoraggio del traffico veicolare nei porti di Venezia e Chioggia
Milano
Commessa aggiudicata a Circle e Arelogik
In Italia il settore del trasporto ferroviario delle merci è in profonda sofferenza
Ginevra
Fermerci invita a rendere strutturali e aumentare gli incentivi al traffico e a rifinanziare l'incentivo per l'acquisto di locomotive e carri
Rapporto del Global Maritime Forum sull'ottimizzazione degli scali delle navi per ridurre le emissioni
Copenaghen
Proposti gli approcci dell'arrivo virtuale e l'arrivo just-in-time
Nel primo trimestre di quest'anno il traffico dei container nel porto di Gioia Tauro è cresciuto del +15,5%
Gioia Tauro
Avviata la costruzione della “casa del portuale”
GNV ha preso in consegna in Cina la seconda di quattro nuove navi ro-pax
Genova
“GNV Orion” potrà ospitare 1.700 passeggeri e trasportare fino a 3.080 metri lineari di carico
Dopo dieci trimestri di flessione il traffico dei container nel porto di Hong Kong torna a crescere
Hong Kong
Nei primi tre mesi di quest'anno movimentati 3,39 milioni di teu (+2,1%)
Fincantieri acquisisce una quota in WSense
Roma
Consegnata alla Marina Militare italiana la nona unità FREMM “Spartaco Schergat”
Presentata la nuova edizione del Manuale pratico dei traffici marittimi
Genova
Redatto da Assagenti, compie cinquant'anni
Nel primo trimestre il traffico dei container nei porti di Long Beach e Los Angeles è aumentato del +26,6% e +5,2%
Long Beach/Los Angeles
Prossimo l'impatto dei dazi introdotti da Trump
Nei primi tre mesi del 2025 il porto di Singapore ha movimentato 10,5 milioni di container (+5,8%)
Singapore
In peso il traffico containerizzato ha registrato un calo del -1,4%
Firmato il regolamento per il bunkeraggio di GNL presso lo stabilimento Fincantieri di Genova
Genova
Definite le modalità di trasferimento del carburante da nave a nave
Gli storici marchi cantieristici Uljanik e 3.Maj verso l'estinzione
Zagabria
Lo Stato conferma l'intenzione di cedere le attività navalmeccaniche nei due siti di Pola e Fiume
Cambiaso Risso ha concluso l'acquisizione della francese Somecassur
Genova
L'azienda transalpina è specializzata nell'assicurazione di super e mega yacht
Nuovo servizio ferroviario settimanale tra il porto di Gioia Tauro e Verona
Gioia Tauro/Verona
Operato da Medlog per il trasporto di merci refrigerate
LA BERS alla ricerca di un partner strategico per lo sviluppo del porto fluviale moldavo di Giurgiulesti
Londra
Lanciata una gara internazionale
PROSSIME PARTENZE
Visual Sailing List
Porto di partenza
Porto di destinazione:
- per ordine alfabetico
- per nazione
- per zona geografica
I porti turchi hanno segnato il nuovo record di traffico delle merci relativo al primo trimestre
Ankara
Picco storico dei carichi importati dall'estero
Nel primo trimestre del 2025 il traffico delle merci nel porto di Taranto è cresciuto del +37,6%
Taranto
Aumento di 854mila tonnellate delle rinfuse solide e di 265mila tonnellate delle merci convenzionali
DEME compra la Havfram, società che installa parchi eolici offshore
Zwijndrecht/Washington
Transazione del valore di circa 900 milioni di euro
Avviati da Reggio Calabria i trasporti ferroviari dei convogli per la Metro di Roma
Roma
Commessa aggiudicata da Hitachi Rail a Mercitalia Rail
Nel 2024 i volumi movimentati da Magli Intermodal Service sono diminuiti del -2%
Rezzato
Stabile il fatturato
A marzo Yang Ming registra la prima flessione del fatturato dopo 14 mesi di crescita
Keelung/Taipei
Prosegue l'aumento dei ricavi di Evergreen e WHL
La Commissione Europea ha approvato l'acquisizione della tedesca Schenker da parte della danese DSV
Bruxelles
L'impatto sulla concorrenza nei mercati in cui le due aziende operano è ritenuto limitato
Accordo Fincantieri - Kayo per promuovere lo sviluppo dell'industria cantieristica e navale in Albania
Trieste
Possibile creazione di un polo per la costruzione e il refitting navale nella regione
Recente lieve riduzione dei costi della logistica degli autoveicoli nuovi di fabbrica
Bruxelles
Montaresi (AdSP Liguria Orientale) premiata con l'“Oscar dei Porti”
Miami
L'evento è giunto alla diciottesima edizione
Nei primi tre mesi del 2025 i container trasportati dalle navi della OOCL sono aumentati del +9,3%
Hong Kong
Ricavi in crescita del +16,8%
L'AdSP dei Mari Tirreno Meridionale e Ionio vince in appello contro la Zen Yacht
Gioia Tauro
L'azienda condannata al pagamento dei canoni arretrati
Nel porto di Livorno è stato sequestrato un ingente carico di cocaina
Livorno
Due tonnellate di droga individuate dal personale delle Dogane e della Guardia di Finanza
Navantia rinnova l'accordo con il gruppo crocieristico americano Royal Caribbean
Miami
Sinora il cantiere di Cadice ha effettuato lavori di manutenzione, riparazione e ristrutturazione su 45 navi del gruppo
Quest'anno è atteso un traffico record delle crociere nei porti italiani
Miami
Cemar ritiene che la crescita non si arresterà neanche nel 2026
Accordo HII-HHI per accelerare la produzione navale americana e sudcoreana
National Harbor
L'obiettivo è di rafforzare la base industriale navale delle due nazioni
La Panama Ports Company accusata di aver violato i termini del contratto di concessione
Panama
Il revisore generale dei conti panamense ha annunciato la presentazione di accuse penali
È diventato operativo il Colombo West International Terminal
Ahmedabad
Ha una capacità di traffico pari a 3,2 milioni di teu
Lunedì a Genova si terrà il convegno “I nuovi combustibili marini sostenibili - Decarbonize Shipping”
Genova
Completata nel porto di Gioia Tauro la nuova struttura polifunzionale di controllo frontaliera PCF - Punto PED/PDI
Gioia Tauro
Venerdì a Roma il convegno “L'Intelligenza Artificiale arriva in porto”
Roma
È promosso dall'Unione Nazionale Imprese Portuali
Inaugurato a Miami il nuovo terminal crociere del gruppo MSC
Miami
Può ospitare in contemporanea tre navi di grandi dimensioni
A febbraio il traffico nel porto di Ravenna è cresciuto del +2,1%
Ravenna
Aumento delle rinfuse e calo delle merci varie
Nel 2024 Ferrovie dello Stato Italiane ha registrato una perdita netta di -208 milioni di euro
Roma
Ricavi in crescita del +11,7%. In aumento le merci trasportate dal gruppo grazie all'acquisizione di Exploris
Porto di Genova, Ente Bacini chiede nuovi spazi e il rinnovo della concessione
Genova
Convegno per celebrare il centenario della società
Il 19 giugno a Roma si terrà l'assemblea pubblica dell'Associazione Italiana Terminalisti Portuali
Genova
VARD costruirà una nave per operazioni subacquee offshore per Dong Fang Offshore
Ålesund/Trieste
Il contratto ha un valore di 113,5 milioni di euro
PORTI
Porti italiani:
Ancona Genova Ravenna
Augusta Gioia Tauro Salerno
Bari La Spezia Savona
Brindisi Livorno Taranto
Cagliari Napoli Trapani
Carrara Palermo Trieste
Civitavecchia Piombino Venezia
Interporti italiani: elenco Porti del mondo: mappa
BANCA DATI
ArmatoriRiparatori e costruttori navali
SpedizionieriProvveditori e appaltatori navali
Agenzie marittimeAutotrasportatori
MEETINGS
Lunedì a Genova si terrà il convegno “I nuovi combustibili marini sostenibili - Decarbonize Shipping”
Genova
Si svolgerà nella sede della Capitaneria di Porto di Genova
Venerdì a Roma il convegno “L'Intelligenza Artificiale arriva in porto”
Roma
È promosso dall'Unione Nazionale Imprese Portuali
››› Archivio
RASSEGNA STAMPA
Proposed 30% increase for port tariffs to be in phases, says Loke
(Free Malaysia Today)
Damen Mangalia Unionists Protest Friday Against Possible Closure
(The Romania Journal)
››› Archivio
FORUM dello Shipping
e della Logistica
Relazione del presidente Nicola Zaccheo
Roma, 18 settembre 2024
››› Archivio
La settimana prossima i porti italiani parteciperanno alla Seatrade Cruise Global
Roma
Marchio dell'iniziativa: “CruiseItaly - One Country, Many Destinations”
Inaugurato ufficialmente il terminal crociere del gruppo MSC nel porto di Barcellona
Barcellona
Nel 2027 sarà dotato di un impianto di cold ironing
Marcegaglia e Nova Marine Carriers costituiscono la joint venture NovaMar Logistic
Lugano/Gazoldo degli Ippoliti
Una general cargo trasporterà le materie prime agli stabilimenti del gruppo siderurgico
Liebherr registra un fatturato annuale record nel segmento delle gru per il settore marittimo-portuale
Bulle
Forte domanda di mezzi per l'industria offshore e per la movimentazione dei container
A Genova il convegno annuale “Programmazione, Esercizio e Gestione di Reti di Trasporto”
Genova
È dedicato al settore dei trasporti e della mobilità
Lo scorso anno sono state 656 le navi sottoposte a lavori di riparazione in Grecia
Il Pireo
Incremento di cinque unità rispetto al 2023
Porto della Spezia, completate le simulazioni di accosto delle navi da crociera al molo Garibaldi Ovest
La Spezia
Convegno di Assagenti sul futuro della professione di agente e mediatore marittimo
Genova
Si terrà domani a Genova
Stena Line presenta il progetto di una nave ro-ro in grado di ridurre il consumo di energia di almeno il 20%
Goteborg
Introdotte gran parte delle tecnologie innovative attualmente disponibili
Francesco Beltrano è il nuovo segretario generale di Uniport
Roma
Subentra a Paolo Ferrandino, che continuerà a collaborare come consulente
Saipem si è aggiudicata nuovi contratti in Medio Oriente e in Guyana
Milano
L'importo complessivo delle commesse è di circa 720 milioni di dollari
Convegno a Genova per il centenario di Ente Bacini
Genova
La società è stata istituita il 19 febbraio 1925
Rinnovato il consiglio di amministrazione di Interporto Bologna
Bentivoglio
Stefano Caliandro nominato presidente. Perdita di 1,7 milioni di euro nel 2024
NYK investe 76 miliardi di yen nella NYK Energy Ocean Corporation
Tokyo
La newco ha rilevato le attività della ENEOS Ocean
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Registrazione Stampa 33/96 Tribunale di Genova
Direttore responsabile Bruno Bellio
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