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Roughly half of the customers, who know that Maersk besides shipping containers across the oceans, also has a comprehensive inland offering, where they can transport the goods via train or truck. Customers know the numbers by heart: that Maersk yearly does upwards of five million inland transports for more than 25,000 customers, including the world’s largest and most recognised brands. And that we do it in 150 countries across the entire globe. Fewer brokers, less hassle Customers are well aware that Maersk is not only serving them by transporting the containers at sea. That when the cargo reaches port, Maersk is the connection between the local and global supply chain. That the rail services are configured to the vessels’ schedules, ensuring fast, inland delivery. Maersk has experienced local product managers on the ground, ensuring the best solution for the supply chain The customer is on the phone with the Maersk sales rep and it’s top of mind that when discussing the ocean transports, it will save time, money, and paperwork if considered adding land transportation to and from the warehouse. Rather than having to add inland transportation two days before the cargo reaches port and having to go looking for a different broker, tell the logistics colleagues that this is much easier to book everything at the same time with the same partner. And that in doing so, the customers are working with the +2,500 inland suppliers, all approved and verified by the supplier standards. And on top of this, Maersk has experienced local product managers on the ground, ensuring the best solution for the supply chain. Capture the room with stories about the sensibility in countering bottlenecks and disruptions by distributing the company’s goods and supply chain by ship, train and truck. Through this the customers are building resilience into the company’s supply chain and even when faced with congestions and irregularities on one string, customers will still have goods to sell. Logistics as an opportunity for growth Customers know that they can create opportunities for the company by knowing all of this. That by building a resilient supply chain across the sea, track and road they put logistics in the driver’s seat as an enabler of growth. That – if not known before – the last 18 months have taught them the necessity of building a durable, agile supply chain with end-to-end visibility that can quickly match supply with demand. And that the best way to do this is with a trusted partner, with who they can plan. This is why Maersk calls itself the integrator of global logistics. And are ready to plan the end-to-end logistics needs with the customers, all the way.

This acquisition strengthens A.P. Moller - Maersk’s e-commerce Logistics products suite in line with its strategic business transformation. "With B2C Europe, we are closing the circle around our e-commerce logistics expansion. Our logistics product line-up growth continues to support our long-term plans to help customers sell through any sales channel, deliver in any way, and manage their supply chains seamlessly." "This year, by adding Visible SCM, HUUB and now B2C Europe´s capabilities we set out the foundation to upscale our platform and e-commerce skills globally, building product returns cycle´s defining B2C supply chain success," said Vincent Clerc, Executive Vice President and CEO of Ocean & Logistics, A.P. Moller – Maersk. Offering Europe-wide last-mile rates B2C provides table expertise and skills to enable Maersk´s customers to take full control of their supply chains The acquisition of B2C Europe will enable Maersk to offer Europe-wide last-mile rates to customers in Europe, North America and China through one simplified interface. B2C Europe will bring an asset-light delivery product that uses technical integrations to collect parcels at its customers warehouses and inject them into all important European carrier networks. "We look very much forward to the journey ahead. We put on the table expertise and skills which will enable Maersk´s customers to take full control and drive flexibility into their B2C supply chains," said José Vega Vázquez, B2C Europe´s CEO. Company's contribution The company’s offering consists of labelling services, pick-ups, sorting parcels, linehaul and injection into the last mile delivery network of 100+ connected carriers across Europe, including full returns logistics mainly covering 35 European countries. B2C Europe is operationally present in four key European e-commerce countries (Netherlands, France, United Kingdom, and Spain), and has offices in China. Transaction value The value of the transaction is USD 86m post IFRS 16 which corresponds to an EV/EBITDA of 11x reflecting the strong growth outlook and synergies. Based on the 2021-forecast the revenue is estimated to be around USD 140m and with a post- IFRS 16 EBITDA of around USD 8m reflecting a margin of 5.7pct. In the course of 2021, Maersk has expanded its e-commerce footprint with the acquisition of the US-based logistics company Visible MSC in mid-August and five weeks after the acquisition of the Portuguese cloud-based logistics start-up, HUUB.

Today, BAE Systems marks its first day as part of the team that will deliver the five-year Future Maritime Support Programme (FMSP) alongside the Ministry of Defense (MOD) for the Royal Navy.   In March, BAE Systems was selected by the MOD to deliver the Ship Engineering Delivery & Management contract at Portsmouth Naval Base. A joint venture between BAE Systems and KBR, named KBS Maritime, was awarded the Hard Facilities Management (FM) & Alongside Services contract at Portsmouth. Together the two contracts are valued at up to £1.3 billion. Deliver with same dignity and importance “Our strong past performance and our ability to deliver the Royal Navy’s future requirements were instrumental in winning the two largest Portsmouth FMSP contracts,” commented Jon Pearson, Warship Support Director for BAE Systems Maritime Services business.   “Under previous contracts we’ve helped the MOD transform Portsmouth Naval Base, delivering major infrastructure improvements and reducing carbon emissions by 65% over the last 15 years, while at the same time improving the availability of the Royal Navy’s warships. Under FMSP, we will continue to transform to meet the Royal Navy’s evolving requirements and deliver with the same pride and emphasis on performance, innovation, and availability.” Delivering transformation BAE Systems delivers transformation alongside the new service provider partners to support the Royal Navy “As the Royal Navy delivers its part of the UK’s Global Britain strategy and continues on its journey to becoming a digital navy by 2025, BAE Systems will continue to develop the capabilities our nation’s sailors need to succeed in an ever-changing global defense environment,” commented David Mitchard, Managing Director of BAE Systems Maritime Services business.   “Under the new contract, we will transform using new digital and data technologies, further increasing the availability of ships and the level of support carried out by our highly qualified personnel wherever the Royal Navy is deployed around the world. We’re excited by the opportunity to continue delivering transformation alongside our new service provider partners to support the Royal Navy in, and from, Portsmouth.”  Built on a record of success BAE Systems has supported the Royal Navy for more than 20 years as the MOD’s industry partner in Portsmouth, managing the entire estate and transforming how the Portsmouth flotilla was managed, ultimately improving the availability of its warships.   As well as improving ship availability, BAE Systems helped the MOD to deliver a number of major improvements to the base under Maritime Support Delivery Framework, with the end goal of creating a 21st century naval base fit to support the UK’s Carrier Strike Group, all while maintaining operational tempo. These improvements include:   Development of ‘North Corner’, the aircraft carrier centre of specialization, and support to regeneration of jetties, allowing the home-basing of HMS Queen Elizabeth and HMS Prince of Wales Bringing the carriers into service, providing support to the vessels and preparing them for exercises and sea trials Preparation and inaugural deployment of the UK’s Carrier Strike Group Development of the Type 45 centre of specialization, including regeneration of 14 and 15 Dock and installation of the iconic 68 metre tall 14 Dock crane Refurbished C & D lock to accommodate increased vessel transit to 3 Basin / Harbour. Design and development of the 13Mw combined heat and power centre, installation of 1.5Mw of solar power, 3Mw large scale battery storage, installation of electric vehicle charging points, and the introduction of 48 electric vans New Thunderer workshop, the amalgamation of workshops under one roof to drive efficiencies Installation of Vessel Tracking Management System harbour radar for vessel tracking Development of Royal Navy Reservist facility HMS King Alfred on Watering Island Improvements to security infrastructure Support to base’s heritage building, including refurbishment of Long Row/The Parade Ongoing development of the Royal Navy War Fighting Centre Ongoing installation of the Queen Elizabeth Class Forward Logistics Centre (QLC) Reducing carbon emissions Alongside operational improvements, BAE Systems has helped reduce carbon emissions from 100,000 tonnes to 35,000 tonnes per annum over the last 15 years. It has also helped the MOD to develop its carbon profile and roadmap for Portsmouth Naval Base and will support its implementation to achieve the MOD’s goal of being Net Carbon Zero by 2050.

Babcock is pleased to have finalised the contract with the UK Ministry of Defense to continue the support spanning UK naval base operations at HMNB Clyde and HMNB Devonport, alongside UK submarine and surface ship fleet support.  The Future Maritime Support Programme (FMSP) is worth around £3.5bn and will run until March 2026, replacing the previous Maritime Support Delivery Framework (MSDF). This complex contract reinforces Babcock’s position as a foremost naval business with specialist expertise which ensures the Royal Navy goes to sea safely by delivering reliability and increased platform availability, alongside innovative marine technology solutions.  All of this increases the value to the customers and underpins our Strategic Partnering Programme with the UK Government and MOD across a number of critical programmes.

Rolls-Royce and Sanlorenzo have agreed to deepen their successful cooperation and to give their partnership a new dimension with future technologies in the coming years: Rolls-Royce business unit Power Systems will be one of the leading suppliers for Sanlorenzo within the next three years as main propulsion provider for certain yachts of the SL line, delivering mtu 10V, 12V and 16V 2000 yacht engines with a compact IMO 3 solution. Sanlorenzo will also be one of the first builders to equip a yacht with the new mtu NautIQ Bridge fully integrated bridge solution. The two partners signed an agreement to this effect at the Monaco Yacht Show. Denise Kurtulus, Vice President Global Marine at Rolls-Royce Power Systems, said: “In recent years, we have put a lot of effort in evolving into a provider of integrated and sustainable solutions. The new framework agreement with our partner Sanlorenzo is a fantastic confirmation of this strategy as we will not only continue to deliver our trusted Series 2000 engines which offer industry-leading power and efficiency, but also complete propulsion and ship management solutions from bridge to propeller.” Sanlorenzo will be pioneering the fully integrated touchscreen-based bridge solution mtu NautIQ Bridge, which is part of the recently launched new mtu marine automation family NautIQ. Created in partnership with yacht specialists Team Italia, mtu NautIQ Bridge integrates all essential vessel control, monitoring and navigation sub-systems, wherever they are on board, into a single platform. Its functionalities allow for the most comprehensive and convenient management of the yacht’s propulsion, automation, navigation and communication systems. By providing all relevant information to the captain in a single place, the new bridge solution enhances both user-friendliness and operational reliability and thus raises overall ship performance. The mtu NautIQ automation product family has been specifically designed for both newbuild vessels and to enable easy retrofit of legacy systems.

Babcock, the aerospace, defense and security company, was joined by UK Secretary of State for Defense and Shipbuilding Tsar, Rt Hon Ben Wallace MP to cut the first steel for the first of the Royal Navy’s five new Type 31 frigates, HMS VENTURER. Hosted at Babcock’s facility in Rosyth, Scotland, where the Type 31 Inspiration class ships are being built, representatives from across UK and international industry and public service, witnessed the historic ceremony signaling the official start of the build program alongside employees and representatives from the local community. The frigates will be at the heart of the Royal Navy’s surface fleet, deterring aggression and maintaining the security of the UK’s interests as well as providing humanitarian relief when needed. The frigates will work alongside the UK’s Allies to deliver a warship presence across the globe and enable a forward naval presence. robotic welding capability The company has also been shortlisted as one of the bidders to provide a potential design solution for Poland’s Miecznik The symbolic first cut of steel for HMS VENTURER was conducted at Babcock’s new advanced manufacturing facility, a cornerstone of the company’s digital transformation at Rosyth, which includes panel lines with robotic welding capability, as well as other semi-automated manufacturing machines. The technology, based on modern shipbuilding practices, enables Babcock to increase automation and create significant efficiencies in the build schedule.  The event comes just one week after Babcock announced that it had secured the first export contract for its Arrowhead 140 frigate (the export variant of the UK Type 31 platform) through a design license agreement with PT PAL Indonesia (Persero) for two frigates. The company has also been shortlisted as one of the bidders to provide a potential design solution for Poland’s Miecznik (Swordfish) frigate program. digital connectivity The event also saw Babcock’s new assembly hall named ‘The Venturer Building’ – paying homage to the first new class of frigates to be built in the facility. This vast structure measuring 147m x 62m x 42m is capable of housing two Type 31 frigates for parallel build and assembly activity. It will enable uninterrupted assembly, supporting increased productivity gains through improved access and digital connectivity. The new infrastructure forms part of a £60 million investment program on the site, on top of a further £100 million that has been invested over the last decade to ensure Rosyth’s shipbuilding capability and capacity can be optimized with state of the art engineering infrastructure and digital innovation to support further opportunities. National Shipbuilding strategy The T31 Class will show the adaptability and capability of a modern warship created with British ingenuity" Babcock CEO David Lockwood said: “This is a significant moment. We are witnessing what the National Shipbuilding strategy can achieve. Working with our partners and customers, we are creating something we can all be very proud of. The T31 Class will show the adaptability and capability of a modern warship created with British ingenuity and engineering at its core. I’m looking forward to seeing these magnificent vessels emerge from our newly-named Venturer Building.” Defense Secretary and Shipbuilding Tsar Ben Wallace said: “Today is a momentous occasion for the Type 31 program, Defense and the shipbuilding industry in Scotland. As Shipbuilding Tsar, to cut the steel for the first of five new frigates that will be constructed here on our shores in the Firth of the Forth, providing jobs and innovation to the area, is a tremendous honor. Equipped with the technologies at the forefront of the Royal Navy’s future vision, the entire Type 31 fleet will be fitted with a range of capabilities allowing it to undertake a variety of operations at sea.” A direct UK workforce of around 1,250 people will be employed on the program at its height, including 150 apprenticeships, and a further 1,250 in the supply chain. This meets the aims of the National Shipbuilding Strategy, by delivering local and national, social and economic benefits through investing in its supply chain and the next generation of apprentice and graduates, whilst sustaining highly skilled workforces in multiple locations throughout the UK. The first ship is expected to be in the water in 2023 with all five ships delivered by 2028.

Backlogged ports, a shortage of shipping containers and not enough workers are among the factors contributing to supply chain disruptions that have led to shortages of various goods and are likely to impact availability of merchandise, during the upcoming holiday season. Demand is growing rapidly as the impacts of the COVID-19 global pandemic have diminished. However, lingering consequences of the pandemic are continuing to impact the container shipping market. With each element in the system tightly intertwined, any changes tend to ripple with additional repercussions. Slow circulatory movement of containers A direct upshot of the COVID-19 pandemic was to slow the circulatory movement of containers globally. To increase productivity and save time, some vessels began making their return journeys empty, in effect leaving more empty containers at the delivery destination and fewer at the source of shipments. The varied timing of the pandemic in Asia and the West compounded the problem At one point, Asian containers could not be sent back to Asia, because of COVID-19 restrictions in place. The varied timing of the pandemic in Asia and the West compounded the problem. With empty containers stacking up in the West and a shortage in the East, slower circulation of containers and higher demand have led to sharp increases in costs. Millions of TEU dry container units added A lack of new equipment is not the problem. Last year, the industry added about 2.8 million twenty-foot equivalent (TEU) units of dry containers, in line with the 10-year average. Congestion at ports has been going on for months and still continues. Recently, in the San Pedro Bay region, near the Port of Long Beach, in California, there were 144 ships, including 85 ships that were waiting to unload. In Savannah, Georgia, more than 20 container ships were waiting to dock. Ports in the US states of New Jersey, New York and Texas have also seen record backlogs. Majority of influential global ports face backlogs According to one report, 77% of the most influential ports in the world reported above-average wait times this year. The turn-around time for a container in ports has nearly doubled in 2021, in comparison to 2019. A worker shortage at the ports is aggravating the problem and container ships now carry about 30% more goods, which require more labour to unload. Ports are also doing the additional work with fewer people. There is also reduced labour productivity at warehouses and marine terminals. Investment in workforce training to counter bottlenecks Some port bosses expect the bottlenecks to last through the summer of 2022. To address the problem, some ports are investing in workforce training and scheduling night-time appointments to pick up goods. Although a lot of attention is focused on the ports, they are just one element in the troubled supply chain. Even if the ports could increase their capacity, downstream processes would also have to increase their labour force, to accommodate the higher volume. Difficult to absorb impact of global supply chain disruptions In the best of times, the global supply chain operates like a well-oiled machine In the best of times, the global supply chain operates like a well-oiled machine, despite its complexity and the inter-relatedness of various stakeholders. However, the sheer size of the system makes it difficult to absorb the impact of any disruptions. Turning the system around takes time, and a burgeoning global demand for goods, in the aftermath of a global pandemic, makes recovery even more difficult. The Biden Administration in the U.S. has established a Supply Chain Disruptions Task Force, to monitor and address short-term supply issues. This task force is convening meetings of stakeholders in industries with urgent supply-chain problems, such as construction and semiconductors, to identify the immediate bottlenecks, as well as potential solutions. Role of global supply chain more critical now There have been supply chain disruption and staff shortages in several countries, including the United Kingdom (UK), Germany and New Zealand, according to business surveys. As the economy recovered and demand increased, businesses have not yet been able to bring inventories fully back to pre-pandemic levels, causing inventory-to-sales ratios to fall. The role of the global supply chain has never been more critical.

Shipment of goods around the world has continued throughout COVID-19, but the pandemic has afforded unprecedented challenges to the maritime industry. When the pandemic necessitated health restrictions and limited international travel, the impact on crew change practices was monumental. More than a million seafarers work in demanding conditions to support 80% of world trade. Crews were trapped on board vessels for months and months, unable to return home and extending their tours of duty indefinitely. Especially impacted were major crew change port countries in Asia where the majority of seafarers reside. Protective health measures Seafarers are facing extended tours of duty and high levels of fatigue that could lead to a serious accident More than 18 months into the pandemic, the ongoing crew change crisis appears as intractable as the disease itself. Seafarers are facing extended tours of duty and high levels of fatigue that could lead to a serious accident. Thousands have been left stranded on ships beyond the terms of their contracts. If the crisis has an impact on safety, ships may be unable to continue operations, which could threaten the global supply chain. The International Maritime Organization (IMO) has issued a Framework of Protocols for crew change, recently updated, including recommendations such as designating marine personnel as ‘key workers,’ exempting them from travel restrictions, simplifying requirements for identity documents and approvals, implementing screening procedures, and providing basic protective health measures against COVID-19. Key maritime hubs Recognising a shared responsibility to resolve the crew change crisis, more than 800 companies and organisations have signed the Neptune Declaration on Seafarer Wellbeing and Crew Change. The declaration’s action points include recognising seafarers as key workers, implementing ‘gold standard’ health protocols, and ensuring air connectivity between key maritime hubs for seafarers. The declaration also promotes more collaboration between ship operators and charterers to facilitate crew change. The declaration’s action points include recognising seafarers as key workers Data from the 10 largest ship managers reflects a 50% increase between May and July 2021 in the proportion of seafarers onboard vessels beyond their contract expiry. The fast-spreading Delta variant has aggravated the problem, and a report for July suggests the problem is getting worse. The Maritime Labour Convention says the maximum continuous period a seafarer should serve on board a vessel without leave is 11 months. Crew change crisis However, the number of seafarers aboard vessels beyond their contract expiry has risen recently from 5.8% to 8.8%. The International Transport Workers’ Federation (ITF) estimates that more than 300,000 seafarers have extended their working periods on board due to delay in connection of their relief. Factors aggravating the crew change crisis include: There are many stakeholders with shared responsibilities that must be addressed. Collaboration and transparent sharing of information are needed to solve the problem. Working together is the only path to a solution. Lack of vaccine availability. Seafarers in developing countries do not have access to vaccines. Large seafarer nations such as the Philippines are reporting vaccine shortages. Priority access to vaccines is a critical factor in resolving the crew change crisis. Continuing high infection rates and domestic lockdowns. Given the Delta variant and other factors, it is clear the pandemic is far from over. Supply chain demands The crew change crisis has gone on for a year and a half, with the highest cost falling on seafarers, their health, and their families’ wellbeing. The importance of maintaining the global supply chain demands that the industry, the biggest ports and the key shipping transit points around the globe work collectively to address the lingering challenges of the crew change crisis.

The Mayflower departed from Plymouth, United Kingdom, this June with the intent of retracing the route of its famous historical namesake. The difference is that, in the case of the modern Mayflower, there was nobody on board the vessel, which operates autonomously. The vessel is able to assess the current environment, identify and avoid hazards, and maintain situational awareness using the ship’s edge computing technology. The Mayflower Autonomous Ship (MAS400) is a project of the marine research non-profit ProMare, incorporating IBM automation software. It uses artificial intelligence (AI) and solar energy, providing a platform to enable deeper understanding of issues such as climate change, ocean plastic pollution, and conserving marine mammals. Complex computer technologies The initial voyage of the Mayflower Autonomous Ship came to an end three days later when a mechanical problem developed with the ship’s generator. Over the course of the journey, MAS400 cruised at an average speed of 7 knots and covered 450 nautical miles in a west-southwest direction, according to ProMare. Plans are for MAS400 to return to the water and resume tests and long-range trials within weeks Ironically, it was a hardware component that ended the trip and not directly related to the complex computer technologies that enable the vessel to operate autonomously. Plans are for MAS400 to return to the water and resume tests and long-range trials within weeks. The innovation that drives the MAS400 project is also enabling a worldwide trend toward autonomous shipping technologies, which are poised to revolutionize the trade sector by increasing sustainability and minimizing vessel collision. Remotely controlled ships When discussing automation in the maritime sector, it is useful to consider the various degrees of autonomy. In addition to the traditional ‘manned’ approach, an automated ship might run pre-programmed software to analyse conditions. Alternatively, a fully autonomous ship can analyse data to calculate the consequences and risks and make independent decisions. The transition from manned to fully autonomous is likely to occur in degrees in the coming years. At the first stage, ships may be equipped with automated processes and support for human decision-making. More automation helps to reduce mental workload for the crews and increase their productivity. At the next level, remotely controlled ships may be deployed with crews on board. The crews could ensure safety of entering and departing a port, with the ocean passage more automated. Collision avoidance methods The crews may be eliminated, and the ships operated completely by remote control Alternately, the crews may be eliminated, and the ships operated completely by remote control. The final stage is fully autonomous ships, which include the ability to determine actions and make decisions independently. Advantages of autonomous shipping include less possibility for human error, lower crew costs, safer treatment of aquatic life, and better fuel efficiency. Current collision avoidance methods do not adequately compensate for human error, which would not be a problem with broader adoption of autonomous ships. On-board computer systems can deploy AI and machine learning to collect and crunch data on position, speed and route to more accurately address the risk of collision. Collision avoidance systems have been developed by companies such as Orca AI and Fujitsu Laboratories. Monitoring fleet movements The degree of autonomy will vary based on the types of trade and trading patterns Implementing the technology will require a large capital investment, both in the ships themselves and in onshore operations centres to monitor fleet movements. With no crew at all on board, maintenance issues of moving parts will be a challenge on long voyages. Desirability of autonomy varies by the application. For example, a small inland and coastal craft might be more easily automated than a large trans-Atlantic container ship. How soon will autonomous ships be the norm? It is likely to be within the next several years. For example, the Yara Birkeland is an inland electric container ship that is likely to be fully autonomous by 2022. Broadly speaking, the degree of autonomy will vary based on the types of trade and trading patterns. Looking long-term, there is a need for an in-depth cost and benefit analysis of the technology, which will pave the way for broader adoption.

Danfoss Editron, part of Danfoss, has been chosen by Damen Shipyards to provide the electric drivetrain system, powering the shipyard’s newest Fast Crew Supply (FCS) vessel. Known as the FCS 7011, the vessel will represent a leap forward, in terms of speed, comfort and efficiency of FCS vessels. The FCS 7011 vessel, which recently completed sea trials in Turkey, will be used by the offshore energy market, for the high-speed transit of personnel and light cargo, to and from offshore locations. FCS 7011 vessel The FCS 7011 vessel is expected to become the first crew boat, which is capable of competing with helicopters, to transfer crew and materials, with minimum loss of time and increased comfort, and safety. The vessel’s first operational testing will take place, later in 2021, in the North Sea, as proof of principle, marking the first step towards global commercialisation. The team expects commercial testing to begin in the first quarter of 2022. Designed by Damen Shipyards, the 74 m, slender vessel will be able to carry 122 passengers, at speeds of up to 40 knots, servicing large platforms, which are located up to 150 nautical miles offshore. Comfort-enhancing features include a gyroscope, minimised rolling and a dedicated Ampelmann gangway that provides safe access to platforms, in a broad weather window. Hybrid-electric marine system Danfoss Editron’s hybrid-electric marine system comprises DC distribution boards Danfoss Editron’s hybrid-electric marine system comprises DC distribution boards, which run at a nominal voltage of 700 VDC, four shaft generators and an EDITRON load and control system. To further enhance passengers’ safety and comfort, and lower fuel consumption, the FCS vessel will be propelled by four main engines which, through a gearbox, will drive the Hamilton HT9000 water jets and the Danfoss’ Editron shaft generators. This vessel’s solution will increase propulsion efficiency while reducing vibrations and noise levels. When operating in a dynamic positioning, the system can optimise the power needed while performing load requests. It can also detect the amount of charge left in the electric system, so the amount of fuel used is kept to a minimum. EDITRON load and control system Erno Tenhunen, Marine Director at Danfoss Editron, said “Our compact and lightweight hybrid-electric technology is perfectly optimised for FCS vessels, which need to transport a high number of personnel and cargo, in a limited space. We’re delighted to see shipyards turning to hybrid-electric solutions, for vessels covering large distances. Our EDITRON system guarantees the highest efficiency, adding value to hybrid operations, by reducing costs and fuel consumption.” David Stibbe, Director of Business Development and Market Intelligence at Damen Shipyards, stated “We’re entering a new era of offshore personnel transportation, with an increased demand for safer vessels, with greater cost-efficiency. We were impressed by Danfoss Editron’s credentials, as well as its high-performance, light-weight electrical systems, two important benefits that enable our vessel to travel at high speeds. We’re looking forward to the first operational testing of the vessel, beginning in the North Sea, later this year.”

The hybrid-electric exploration cruise vessel Le Commandant Charcot became the first vessel of its kind to reach the geographic North Pole on September 6, 2021, as it was completing the sea trials in preparation for welcoming guests for the maiden voyage later this year. Equipped with Azipod® propulsion technology, the luxury cruise ship produces minimal noise and vibrations to provide a comfortable passenger experience. Moreover, the ship’s energy storage system, supplied and integrated by ABB, is the largest ever delivered to a vessel of its kind at almost five megawatt hours, allowing the engines to be switched off for silent, emissions-free cruising. Energy storage system Le Commandant Charcot will also be available to the scientific community contributing to the global efforts in the study and preservation of the Poles and oceans. The vessel is equipped with measurement instruments, and features science labs as well as a moon pool for taking samples, with all of the equipment designed to meet the requirements of academic research. Le Commandant Charcot offers a platform for observation, research and analysis to scientists With that, Le Commandant Charcot offers a platform for observation, research and analysis to scientists around the world, enabling them to study remote areas by regularly collecting data in these zones. “ABB designed both the Azipod® propulsion units and the energy storage system to meet the precise operational requirements of Le Commandant Charcot,” said Mathieu Petiteau, Director, Newbuilding and R&D, PONANT. Zero-emissions mode “As well as ensuring a high level of passenger comfort, the vessel is capable of cruising in zero-emissions mode while exploring remote locations. Thanks to the Azipod® system’s maneuverability, the ship will also be able to navigate smoothly and safely through icy waters.” “Azipod® propulsion has become the preferred solution for exploration cruise vessels operating in highly sensitive and demanding marine environments. We are proud to have been chosen by PONANT and look forward to seeing Le Commandant Charcot in action for the years to come,” said Dick Björkqvist, Global Segment Manager, Cruise, ABB Marine & Ports. With the electric drive motor situated in a submerged pod outside the ship hull, the Azipod® system can rotate 360 degrees, significantly increasing maneuverability and operating efficiency of a vessel and cutting fuel consumption by up to 20 percent compared to conventional shaftline systems. Passenger cruise segment Le Commandant Charcot is the first cruise ship with the ability to sail in ‘double-acting mode’ Since its launch 30 years ago, Azipod® propulsion has saved a total of over 1,000,000 tons of fuel in the passenger cruise segment alone. Options for Azipod® propulsion range from 1 to 22 megawatts, and its technology plays a key role in ABB’s strong position for environmentally-friendly electric propulsion. Le Commandant Charcot is the first cruise ship with the ability to sail in ‘double-acting mode’, meaning it can navigate stern-first in ice conditions to improve safety and complete cruises in a timely and efficient manner. In addition, the Azipod® system allows the vessel to be brought to a complete stop in 50 percent less time than a ship with a traditional shaftline set-up. Remote equipment monitoring The vessel’s emphasis on safety is further reflected in its connectivity to the ABB Ability™ Collaborative Operations infrastructure. ABB’s scope of supply for this pioneering vessel also includes power generation and distribution technology With round-the-clock access to a worldwide network of ABB experts, Le Commandant Charcot will benefit from remote equipment monitoring and diagnostics for enhanced passenger and ship safety – services that are particularly important for vessels operating in the farthest reaches of the globe. ABB’s scope of supply for this pioneering vessel also includes power generation and distribution technology, propulsion-control and remote-control systems and a Power and Energy Management System (PEMS™). Reduced fuel consumption Through the PEMS™, Le Commandant Charcot will optimise the use of its hybrid power supply – comprising the main power source, liquefied natural gas, and the energy storage system – to ensure optimal engine load with reduced fuel consumption and emissions. The ship also features ABB’s Power2 two-stage turbocharging solution, further increasing fuel savings by up to five percent. “With yet another high-spec passenger vessel delivered to its owner featuring ABB integrated power and propulsion technology, we are rapidly expanding our portfolio in this segment,” says Juha Koskela, Division President, ABB Marine & Ports. “Le Commandant Charcot perfectly demonstrates the benefits of our electric, digital and connected solutions for this kind of ship, offering a blueprint for other expedition vessels to follow.”

Edge sensor technology developed by HENSOLDT will strengthen Frontex maritime surveillance in the Mediterranean Sea and contribute to the protection of Europe’s strategic south-eastern border. In the frame of a technology pilot programme, HENSOLDT’s ARGOS-II HD Electro-Optical Infrared (EOIR) system will be deployed on two tethered aerostats and deliver extensive security surveillance. Frontex maritime surveillance project The project is operated by Frontex, the European Border and Coast Guard Agency, which has the mandate to safeguard the external borders of the European Union and ensure the freedom, and territorial integrity of member states. Andreas Huelle, Head of HENSOLDT’s Optronics Division, said “This innovative technology offers Frontex the ability to monitor a very strategic maritime coastline and collect critical data. This is a capability that has been identified as a strategic priority by both the EU and the United Nations.” ARGOS-II HD electro-optical infra-red system The ARGOS-II HD EOIR system forms part of an integrated turnkey solution The ARGOS-II HD EOIR system forms part of an integrated turnkey solution, which consists of advanced sensors that are fitted on two aerostats, provided by CNIM Air Space, tethered on Greek islands in the Aegean Sea. Located at altitudes of several hundred metres above the host islands, the ARGOS-II HD electro-optical infra-red system covers a range of up to 40 kilometres and can detect both large and small vessels, and monitor activities with exceptional clarity and detail. High performance Maritime Surveillance sensor The ARGOS-II HD electro-optical infra-red system is in operation 24/7, day and night, even in inclement weather conditions. The continuous zoom thermal imaging camera records the images and transmits video, and data in real-time, to base stations on the ground. “Argos II is one of the best EOIR sensors in the market today and will provide Frontex with accurate, real-time information on activities in the maritime environment and enable it to analyse situations and initiate respective counter measures,” said Mischa Niedinger, Director of Airborne Systems - Sales at HENSOLDT. Fitted on fixed-wing aircraft, helicopters, UAVs and aerostats The ARGOS-II HD system can be fitted onto fixed-wing aircraft, helicopters, unmanned aerial vehicles (UAVs) and aerostats. It is used extensively in border protection, search and rescue operations, maritime patrols, law enforcement and asset protection. The system is already widely used in the security and surveillance environments, including by the German Federal Police where it is deployed in anti-smuggling, illegal trafficking, and border security operations.

Managing large amounts of documentation, data and paperwork can take a toll on the supply chain operations of any business. It can end up being a drain on resources, without providing accurate results.   In order to improve their relationship with their customers and offer cargo journey visibility, Drac Logistics (Drac), a supply chain solutions provider based in the United Kingdom, turned to TradeLens for a solution. The Customer Established in 2009, with their head office in Staffordshire and their Scottish regional office in Falkirk, Drac currently generates a turnover of GBP 23 million per annum, providing their logistical services primarily to the East Asian, African, North American, and Middle Eastern markets. Drac had been seeking ways to improve the cargo journey visibility for their customers Over 80% of Drac’s customer base is comprised of food producers with big names such as Kellogg’s. However, they also facilitate a wide range of other industries, including general cargo, vehicles and chemicals. With a focus on customer-centricity, Drac is able to cater to businesses of all sizes across the supply chain spectrum by offering them a personal relationship where others might not. They utilise the industry experience of their staff and invest the appropriate time to fully understand the requirements for each customer. Designing their service around those requirements, and setting up dedicated teams with the right expertise, ensures they provide the precise services their customers need. "Service on top of visibility are key factors for all of our customers," said Andy Hopkin, Business Development Direct at Drac Logistics. The Challenge Drac had been seeking ways to improve the cargo journey visibility for their customers but struggled to find a supply chain software that could add value to their existing systems. Unable to find a digital twin solution that could scale down to their needs, the team at Drac were often required to interpret notification emails that were up to 20 pages long. Each staff member had to spend 2 hours each morning preparing reports on the shipment schedules and delays to ensure their customers were kept up to date on the status of their cargo. The Solution With Maersk already being Drac’s global logistics partner for over 12 years, their account manager understood the pain points their business was facing and recommended they use TradeLens to streamline their processes. Using TradeLens Core, Drac can streamline the process to keep up to date with the location and status of all their containers TradeLens is an open and neutral supply chain ecosystem developed by Maersk, underpinned by IBM blockchain technology, and now supported by 5 of the top 6 global ocean carriers. Eager to find out more about how they could begin working with an all-in-one data interchange that could provide them with information updated in real-time, an online demo of the supply chain software was arranged for Drac. Following the demonstration, the team at Drac felt that the solution ticked all the boxes and would enable them to easily gather information on the status of the cargo at each stage of the journey. The ability to have visibility over the previous blind spots in their journey was the dominant factor that led to their decision to opt for TradeLens as their supply chain software. Within 2 weeks of the demonstration, Drac signed the contract with IBM and was ready to go. "Having worked closely with Drac at all levels, understanding the customers' business priorities and barriers was key in matching that to our solutions. The team at Drac have always been big advocates of continuous improvement and on the lookout for streamlining, optimising, and increasing efficiencies of processes, therefore, it made perfect sense to discuss and propose TradeLens as a solution," said Liston Pinto, Account Manager at Maersk. The Results Using TradeLens Core, Drac will now save significant amounts of staff time when creating KPI reports, as well as streamline the process to keep up to date with the location and status of all their containers. They are now able to enhance their systems, forgoing the pain of change management in deploying new client-facing interfaces, and instead enhance their existing software to now become the best in class in terms of data speed and accuracy. This enables Drac to provide full visibility to their customers whilst delivering a higher level of service, as their customers will now be updated in real-time when any breaks in the supply chain arise in the journey of their goods. As TradeLens allows them to inform their customers of every detail in the journey and how long goods are spent at each stage, Drac now has a direct advantage over competitors who still rely on traditional track-and-trace systems. With TradeLens freeing up our staff from manual processes, it gives us the freedom to be proactive rather than reactive and continue our growth aspirations and service offerings to our customer base. We see this as a game-changer for how we market ourselves and the way we handle the customer, said Alex Hayes, Director at Drac Logistics Innovating with TradeLens The impact of the COVID-19 pandemic on all industries has increased focus on the need to innovate and create a streamlined supply chain setup. Pioneering innovation in the industry, TradeLens, underpinned by IBM blockchain technology, provides businesses true end-to-end visibility and unprecedented collaboration.

  Covid-19 has changed people’s lifestyles, including drinking habits. With outdoor outlets and restaurants shut, people have been consuming more beverages at home. According to the Organisation for Economic Co-operation and Development (OECD), online sales for alcoholic drinks jumped by up to 234% in the United States (US) in 2020. This new behaviour intensified the shortage of aluminium cans in the US market. One of the world’s largest brewers was facing this crisis as well. This is the story about how Maersk was able to supply a flexible and timely solution at a time when large capacity and cost-effectiveness were vital to the business. The customer The customer is one of the world’s largest brewing companies and engages in the manufacture and distribution of alcoholic and non-alcoholic beverages. With a diverse portfolio of well over 500 brands, some of their beers are among the most recognised in the world. The company has around 170,000 employees based in nearly 50 countries. The challenge The logistics process needed to be lean, cost-efficient and flexible The customer was under pressure due to the severe shortage of empty beer cans. They were looking to get the cans delivered from vendors in China to waiting for manufacturing lines in the US. The main challenge: these vendors have located in interior China, several thousand kilometers away from any ports. The distance compounded several other challenges, including: Large volume: The customer planned to ship a substantially large volume of cargo, in the range of 2,000 Forty Foot Equipment (FFE) per month, which is very demanding both for space and equipment capacities. Multiple pick-up locations: There were two suppliers at origin. Goods were to be collected and assembled from both sources before shipping. Need for flexibility: The solution would require a mix of inland and ocean coordination, with one step in the supply chain highly dependent on the other. Lead time: The customer was under high pressure to meet surging market and manufacturing demands. That meant a shorter window to reach gateways starting from the first mile. Local market knowledge: The customer was not based in China. They needed a local partner to find the best routes and modes of transportation. Chinese New Year rush: With the festival around the corner, it was a big challenge to maintain a stable and relatively large cargo capacity. The customer needed a partner who could ensure an uninterrupted supply chain. In summary, the logistics process needed to be lean, cost-efficient and flexible to meet the extremely high demand patterns and short lead times. The solution A mix of first-mile trucking and rail that directly connected to ocean gateways seemed to offer the best balance The customer needed a global solution at a local level. That’s where the teams in China stepped in. They partnered with the customer to understand the specific requirements in detail and listed out all the possible solutions. After weighing the pros and cons, a mix of first-mile trucking and rail that directly connected to ocean gateways seemed to offer the best balance between time, cost and space. The solution included a multimodal approach to link the places of origin with the Maersk gateways and the ocean products. These included: Offering more flexibility by setting up an inland rail product and securing capacity on first-mile trucking Adding more efficiency and agility by making 40-foot high cube (HC) shipping containers available both at the inland rail ramps and the gateways Reducing lead time with a direct drayage (trucking) service from inland factories to Ningbo/Shanghai ports The result The Maersk teams were able to offer an agile solution that was flexible in its approach while being highly cost-efficient. Some of the direct benefits to the customer were: Reducing inland lead time within China to three days (compared to the 10 days taken on barges) A 35% reduction in supply chain costs for the customer Cutting space uncertainties by guaranteeing the capacity, load volumes and equipment availability Reducing the customer’s downstream supply chain risks in the US with on-time logistics Helping the customer to capitalise on larger market opportunities by meeting their demands through a reliable logistics process backed by expert global and local teams

  PUMA’s ‘Forever Faster’ mission continuously earns it a place at the forefront of sports innovation, fashion and design. It leads to firsts from the athletes they sponsor, like Usain Bolt and Neymar Jr, and leads to firsts in other areas, including supply chain innovation and logistics leadership. In a category defined by speed-to-market, PUMA is always looking for ways to get their latest merchandise out to consumers more efficiently and cost-effectively. This desire has driven them to the forefront of automation and transportation management, and very recently to partner with the TradeLens team to explore the benefits of enhanced visibility and event notification. Read on to learn what KPIs were smashed — and which ones will soon follow. Challenge Lack of notifications forced PUMA’s customs department to spend 2 hours checking the status of inbounded containers Like many athletes, PUMA’s great achievement came from overcoming great challenges. One of PUMA’s supply chain challenges was obtaining container release notifications from port terminals, particularly in their primary Port of Bremerhaven. The lack of notifications forced PUMA’s busy in-house customs department to spend upwards of 2 hours per day checking the status of inbounded containers by searching ocean carrier websites, sending email queries, and making phone calls. If PUMA could just figure out a faster way to find out when each of its 200+ containers had been released in a timely fashion, the visibility benefits would be huge. The customs department would save time, and downstream partners like inland transportation providers and warehouses could use the information to plan more effectively. Solution This challenge was ripe for an automated solution. When PUMA reached out to their Key Account Manager, Mark Van Grinsven from A.P. Møller-Maersk, he led them to TradeLens, and the race for real-time terminal release notifications was on. The first step involved going right to the source of the data and getting terminals onboard the TradeLens platform. The main terminal in the Port of Bremerhaven, where PUMA’s containers were received, was granted partner access. That enabled the terminal to publish container release events via API, securely and instantly on the TradeLens platform. TradeLens then immediately sent an email notification to everyone in PUMA’s customs department. The whole process took a fraction of a second and informed the customs team in near real-time when the containers were discharged. Adding more ecosystem By adding more ecosystem partners, PUMA received notifications for 95% of its containers arriving at the port From PUMA’s perspective, this feat required only 3 hours of implementation. Behind the scenes, the capabilities of TradeLens were tested and tempered in new and exciting ways — ultimately leading to innovations that future ecosystems will benefit from. Namely, it became clear after PUMA started receiving events, that the one terminal wasn’t enough and that they’d need to integrate more data from more parties, including a major 3PL with ties to all of Bremerhaven’s terminals. By onboarding more ecosystem partners, PUMA was able to receive notifications for 95% of its containers arriving at the port. Benefit For PUMA’s customs department, saving valuable time each day to learn when their containers have been discharged from the terminal has huge ramifications. From a performance perspective, 100% of the Port of Bremerhaven’s terminals are contributing event data to the TradeLens platform. As a result, PUMA currently receives real-time notifications for 95% of the 200+ containers received into the Bremerhaven Port each week, with more to come. The enhanced visibility promises to aid in resource planning and improve internal customer service. Proactive notifications from TradeLens reduce the risk of containers being overlooked and racking up detention and demurrage costs, too. What’s next Achieving real-time notification of container discharge from every terminal in Europe’s 4th largest port is a significant victory for PUMA — and it’s just the starting point of the journey to explore TradeLens and develop solutions jointly. Already, the team is looking into applying a similar notifications setup to PUMA’s US operations and beyond. The opportunities are major for improving visibility, enhancing existing control towers and leveraging analytics  PUMA’s customs department is just one of many future beneficiaries in a company their size. The opportunities are major for improving visibility, enhancing existing control towers and leveraging analytics throughout their international operations. When you multiply the applications in PUMA’s other departments and divisions around the world, the potential for a faster supply chain is, well, forever. Tradelens features used Transport Insight Notifications API Integration Partner Access