Decade of dis­rup­tions: Ship­ping 4.0

As dig­i­tal dis­rup­tion sets its foot busi­nesses are adapt­ing to it, but there are con­cerns of se­cu­rity, high costs in­volved and a need to change the mind-set of the peo­ple, these are some of the key as­pects dis­cussed dur­ing the ses­sion

Maritime Gateway - - Contents -

As dig­i­tal dis­rup­tion sets its foot busi­nesses are adapt­ing to it, but there are con­cerns of se­cu­rity, high costs in­volved and a need to change the mind-set of the peo­ple, these are some of the key as­pects dis­cussed dur­ing the ses­sion.

Dig­i­tal­i­sa­tion is no more an op­tion but it’s a must for busi­nesses to sur­vive and adapt to this dis­rup­tion. It starts with chang­ing peo­ple’s mind-set, said Luc Arnouts, Di­rec­tor In­ter­na­tional Re­la­tions and Net­works, Port of An­twerp. If we don’t get our dig­i­tal act to­gether I can as­sure you some­body can get his act to­gether, this could be Ama­zon, Google or Alibaba. I was one month ago in China with Alibaba, I was com­pletely sur­prised by how far they are in dig­i­tal­i­sa­tion. If these guys takeover then we will be ir­rel­e­vant. They may need us to do the job, but the or­ches­tra­tion will be com­pletely out of our hands. So we need to get our dig­i­tal act to­gether for reg­u­lar busi­ness. Com­plex mat­ters like project tar­get­ing will need all of us and our skills, but in the con­tainer busi­ness, I highly doubt that if we don’t get our act to­gether then Alibaba will do it and ev­ery­body will just go into the white box to get his goods from Atob and we will be per­form­ing at our low­est price with­out fo­cus­ing on qual­ity.

The mind-set has to be changed. How do we do this? We re­alised in­side our com­pany that we were fo­cused pretty much on tra­di­tional things, but if we re­ally want to cre­ate in­no­va­tion we need rel­e­vant skills in our or­gan­i­sa­tion. A lot of com­pa­nies in our sec­tor are hir­ing in­no­va­tion man­agers, which is an im­por­tant step for many com­pa­nies to re­ally fo­cus on in­no­va­tion by giv­ing it full ded­i­ca­tion. You can­not do this by ask­ing your IT man­ager or your op­er­a­tions man­ager to bring-in some in­no­va­tion, it doesn’t work that way.

In the past one and half year we have com­pletely changed our or­gan­i­sa­tion struc­ture and each per­son has to be­come dis­rup­tive and reap­ply for his job by go­ing through an ex­am­i­na­tion to check what their mind­set was? These are cer­tain things we need to do to make our or­gan­i­sa­tion adap­tive to change.

“As an or­gan­i­sa­tion if we do not em­brace change we will be wiped out,” said Prakash Tul­siani, Chief Op­er­at­ing Of­fi­cer & Ex­ec­u­tive Di­rec­tor – Op­er­a­tions, All­cargo Lo­gis­tics Ltd. We look at our busi­ness and dis­rupt it prob­a­bly. Look at the busi­ness and see how dif­fer­ently we can do it for bet­ter­ment of cus­tomer ex­pe­ri­ence, mak­ing it seam­less while bring­ing trans­parency and re­li­a­bil­ity that builds trust. For this we will have to em­brace tech­nol­ogy and we know if we don’t do it some out­sider will do it and we will re­main as a ser­vice provider, maybe be­cause we hold the in­fra­struc­ture or we have that ex­pe­ri­ence of phys­i­cally trans­port­ing goods and do­ing lo­gis­tics. We have a ded­i­cated team that looks at the next step for us that will in­spire our clients? Once we de­cide on what’s next then it fil­ters down to each ver­ti­cal to take it fur­ther.

Com­ing to the com­mu­nity part of it, at many as­so­ci­a­tions we rep­re­sent, the thought for em­brac­ing tech­nol­ogy and trans­parency is com­ing in. A lat­est ex­am­ple is the re­cent PCS which is com­ing in and all stake­hold­ers are work­ing to­gether to en­sure we bring in the change which is needed to make it eas­ier for our cus­tomer.

Satish Lakkaraju, Chief Com­mer­cial Of­fi­cer, Agility

Lo­gis­tics Pvt Ltd, de­tailed on

Agility’s plans to tackle cy­ber se­cu­rity and the fu­ture threats with IOT in­volved. “Tech­nol­ogy can be good, dis­rup­tive, but at the same time it can put you on your knees be­cause you are not main­tain­ing man­ual records.” In­dia is def­i­nitely tak­ing the lead in be­ing dis­rup­tive while deal­ing with se­cu­rity as­pects as well. Agility’s de­vel­op­ment cen­ter for its global op­er­a­tions is setup in Hy­der­abad. So any­thing hap­pen­ing in Agility with re­spect to change in tech­nol­ogy starts in In­dia. But the cost of us­ing tech­nol­ogy is ex­tremely high and it is not be­ing passed on to the cus­tomers which is a con­cern, re­vealed Satish.

(L to R) Luc Arnouts, Di­rec­tor In­ter­na­tional Re­la­tions and Net­works, Port of An­twerp; Prakash Tul­siani, Chief Op­er­at­ing Of­fi­cer & Ex­ec­u­tive Di­rec­tor – Op­er­a­tions, All­cargo Lo­gis­tics Ltd; Capt Di­nesh Gau­tama, Pres­i­dent, Navkar Cor­po­ra­tion, Shan­tanu Bhad­kamkar, Chair­man, ATC Group; SatishLakkaraju, Chief Com­mer­cial Of­fi­cer, Agility Lo­gis­tics Pvt Ltd

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