Main Article Content

Authors

The fourth industrial revolution is characterized by a high level of digitalization of systems and processes. This revolution has reached the Spanish ports. They have been investing for years in the implementation of new technologies, aimed at promoting sustainability and environmental quality, as well as seeking a more efficient and orderly logistics. Ports are moving towards their digital transformation, which is materialized in the well-known Ports 4.0. These intelligent ports, or Smart Ports, cover a multitude of aspects and variables. Automation, digitalization, technologies that allow interoperability, transparency, decentralization, and customer experience define the context of the application of the concept 'Ports 4.0' to the Spanish logistics-port sector. How to achieve a satisfactory digitization process that allows progress towards Port 4.0 in the Spanish port system is one of the questions being raised recently. The Spanish port world could be represented by a red ocean, since in a very generalist way it can be said that it is a marked described by a fierce competition lacking in differentiation. Therefore, with this proposal, the aim is to take the Spanish port system to a blue ocean, where a suitable strategy and innovation generate leaps in value that make competitors irrelevant because customers compare different products and services. To be able to respond to this, the Blue Ocean Strategy is planted, leaving aside the competition between ports and generating new demand. From the study carried out, it is concluded that Spanish ports still have a long way to go in terms of sustainability. It also concludes that a new management model would mean the innovation in value that is necessary for the process towards ports 4.0.

1.
Ortiz-Rey N, González-Cancelas N, Molina Serrano B, Soler-Flores F, Camarero-Orive A. Use of the Blue Ocean Strategy to obtain ports 4.0. inycomp [Internet]. 2021 Jan. 15 [cited 2024 Nov. 5];23(1):e9466. Available from: https://revistaingenieria.univalle.edu.co/index.php/ingenieria_y_competitividad/article/view/9466

(1) Panayides PM. Global supply chain integration and competitiveness of port terminals. In: Wang J, Olivier D, Notteboom T, Slack B, editors. Ports, Cities, and Global Supply Chains. 1st ed. Aldershot: Ashgate Publishing Company; 2007. p. 43–56.

(2) Zereik E, Bibuli M, Miskovic N. Challenges and future trends in marine robotics. Annu Rev Control. 2018;46:350–68. https://doi.org/10.1016/j.arcontrol.2018.10.002.

(3) Heilig L, Lalla-Ruiz E, Voß S. Digital transformation in maritime ports: analysis and a game-theoretic framework. NETNOMICS Econ Res Electron Netw. 2017;18:227–254. https://doi.org/10.1007/s11066-017-9122-x.

(4) Heilig L, Voß S, Schwarze S. An analysis of digital transformation in the history and future of modern ports. In: Proceedings of the 50th Hawaii international conference on system sciences (HICSS). Piscataway: IEEE Institute of Electrical and Electronics Engineers; 2017. p. 1341–1350.

(5) Acciaro M, Renken K, Khadiri N El. Technological Change and Logistics Development in European Ports. In: European Port Cities in Transition. Springer, Cham; 2020. p. 73–88.

(6) González-Cancelas N, Serrano BM, Soler-Flores F. Seaport Sustainable: Use of Artificial Intelligence to Evaluate Liquid Natural Gas Utilization in Short Sea Shipping. Transp J. 2019;58(3):197–221.https://doi.org/10.5325/transportationj.58.3.0197.

(7) Martín AES, González-Cancelas N, Serrano BM, Soler-Flores F. Towards the sustainability of the Spanish Port System through the Business Observation Tool. Proc Inst Civ Eng - Marit Eng. 2020. https://doi.org/10.1680/jmaen.2020.25. [epub ahead of print].

(8) Castelein B, Geerlings H, Duin R Van. The reefer container market and academic research: A review study. J Clean Prod. 2020;256:120654.https://doi.org/10.1016/j.jclepro.2020.120654.

(9) González-Cancelas N, Serrano BM, Infantes ME, Soler-Flores F, Camarero-Orive A. Escenario de digitalización para el sistema portuario español. Rev Transp y Territ. 2020;(22). https://doi.org/10.34096/rtt.i22.6377.

(10) Dooms M, Lugt L Van Der, Parola F, Satta G, Song D-W. The internationalization of port managing bodies in concept and practice. Marit Policy Manag. 2019;46(5):585–612. https://doi.org/10.1080/03088839.2019.1584340.

(11) Serrano BM, González-Cancelas N, Soler-Flores F. Modelo de inteligencia artificial para el análisis de la gestión de la sostenibilidad en puertos marítimos. DYNA Ing e Ind. 2018;93(1):67–74. https://doi.org/10.6036/8508.

(12) Garcia-Alonso L, Monios J, Vallejo-Pinto JÁ. Port competition through hinterland accessibility: the case of Spain. Marit Econ Logist. 2019;21:258–277.https://doi.org/10.1057/s41278-017-0085-5.

(13) Serrano BM, González-Cancelas N, Soler-Flores F. Sustainable short sea shipping: social component analysis through decision networks. Proc Inst Civ Eng - Marit Eng. 2018;171(4):135–44. https://doi.org/10.1680/jmaen.2017.19.

(14) González AR, González-Cancelas N, Serrano BM, Orive AC. Preparation of a Smart Port Indicator and Calculation of a Ranking for the Spanish Port System. Logistics. 2020;4(2):9. https://doi.org/10.3390/logistics4020009.

(15) Zhang X, Roe M. Port Competition. In: Maritime Container Port Security. 2019.

(16) Tavasszy L, Behdani B, Konings R. Intermodality and Synchromodality. In: Geerlings H, Kuipers B, Zuidwijk R, editors. Ports and Networks Strategies, Operations and Perspectives. 2017. p. 251–66.

(17) Douaioui K, Fri M, Mabrouki C, Semma EA. Smart port: Design and perspectives. In: 2018 4th International Conference on Logistics Operations Management (GOL). Le Havre, France: IEEE; 2018. p. 1–6.

(18) Mauborgne RA, Kim WC. La estrategia del océano azul. Harvard Deusto Bus Rev. 2005;(131):22–31.

Received 2020-04-13
Accepted 2020-09-17
Published 2021-01-15