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Evolution of Maritime Smart Shipping Strategies

Over the last few months, the topic of smart shipping and the various purposes of maritime IoT has been receiving increased media attention. A key point to remember is these terms mean different things to different people within the shipping ecosystem.

I will attempt to shed some light upon these….The uses of smart shipping technology for a ship owner, to a charterer, a ship manager, or an operator will vary significantly. One is primarily maintaining the asset’s value and utilisation as best as possible, another may to simply enable the vessel to reach its destination as quick and cost effectively, or another to maintain optimal performance of vessel operations.

Companies providing solutions will vary in their approach to each segment and how they convey their solutions. Software control of major marine equipment has been with us for over 30 years and with the capacity of microchips and memory increasing so has the sophistication and proliferation of that control so much so that, beyond the galley kitchen, it is rare to find some aspect or equipment of modern ships that is not monitored and/or controlled by a microprocessor. Connecting these to a shore-based intelligence (artificial or otherwise) is a sensible step.

Within maritime digital application vendors, the race is wide open, and how companies target potential customer group differs. One notable observation, from myself, is that everyone seems to be focused on the merchant market and the time to build up a critical mass of dominance in this area will lengthy.

Solutions within the maritime connectivity service provider market are also building and we are seeing some clear frontrunners, particularly Inmarsat and KVH Industries.

However, what some people may not realise is the strength, and clever strategies deployed by marine OEMs. In this piece, I wanted to give a clear overview of the key players in this part of the ecosystem.

In the case of marine OEMs, these firms have quickly envisage the potential for connected vessels with new operations of innovation or cost savings, and adjusted their businesses accordingly.

This has been a case from moving CAPEX business models for machinery to SaaS model for value added services or service included within the purchase of equipment.

This means the owners of the connectivity solution onboard the vessel need to allocate or allow some capacity for equipment machineries.

Recently, I interviewed Wärtsilä in regards to Fleet Operations Solution for voyage planning and fleet performance management.

The firm offers an entry point to an element of its smart shipping service with Navi-Planner which incorporates a modular approach; the first being “tracking and awareness”. In some cases, no upfront payments are required for installing a module onboard. Obviously to fully utilise the Warstila’s smart shipping solutions, radar and bridge sensors are necessary.

The primary object of the tool is allow an operator or charterer to understand their fleets in real-time, see planned routes, contingent deviations and forecast vessel/fleet schedules. Connectivity is key and VSAT, and even MSS connectivity needs sufficient bandwidth for use. Interestingly, Wärtsilä is offering customers the connectivity capabilities (like a service provider) as part of its fleet operation solutions, however, how many vessels they’ve equipped as a service provider is unknown. My guess is less than 500 but more than 100. (However, I should add this is only a portion of Wärtsilä’s smart shipping portfolio, and customers brought from the Eniram acquisition, vessel traffic services and others means Wärtsilä has a hefty number of vessel subscriptions.).

Monthly fees for Navi-Planner increase with additional modules of compliance reporting, voyage and ports and also hull-monitoring and engine supervision are included. The compliance and reporting module is particularly useful for charterers, hull and engine module for ship owners to extoll the productivity of their asset and voyage and ports solution for any companies looking to augment their logistics capabilities.

While Wärtsilä has been pushing focused services of a vessel’s functionality, ABB, with its ABB Ability™ offering has been gathering pace. In another interview with Antto Shemeikka, Vice President Digital Services, ABB Marine & Ports, the company has seen an increased interest in its digital maritime technology over the last 18 months.

Moreover, ABB also launched its ABB Ability™ Genix Industrial Analytics and AI Suite to aid in decision making. The firm believes with the greater use of vessel operational data, combined with its AI and analytics feature, included in ABB Ability™ Genix, a reduction of fuel consumption by up to ten per cent is possible. Furthermore, the technology has other benefits such as maintenance savings which utilises condition-based monitoring and early identification of potential malfunctions. All these factors can improve vessel uptime and reduce essential service visits to vessels by as much as 30 per cent.

ABB has refrained from getting too involved in whether the vessel has connectivity, and providing this if not. It is unclear why the company has chosen not to get too involved in this area as connectivity is vital for its solutions Valour’s take is in the case of Wärtsilä, that decision was probably thrust upon them. Wärtsilä has a significant market in after-sales. Its primary products are great big heavy marine diesel engines which need regular overhauls. Most ships won’t have the crew numbers for this activity so will call in a Wärtsilä team or one of the licensed providers to strip the engines. Many of these ships are older models and, in order to increase that side of their business, they will have offered extended warranty provided the ship engines can report into a Wärtsilä base, so it was in their commercial interest to hook up with a connectivity supplier. ABB ‘s marine business is primarily electronic solutions and digital offerings, which traditionally have a smaller after-sales market than other vessel systems. For example, distribution and control systems are rarely overhauled.

ABB has recently developed  a new module within its ABB Ability™ Marine Advisory – OCTOPUS for the EU-funded ATLANTIS project that provides actionable insights to help onshore operators optimise the planning of missions from port to wind farm, cut transfer times between land and wind farms, and reduce vessel waiting time and working times on-site.

The potential for this new module goes beyond a original sector. ABB’s vision is to develop the module to serve multiple sectors, such as the cruise industry, where it could be used to plan short routes, and the offshore oil and gas industry to map supply operations for rigs and floating offshore units.

ABB estimates that the system is currently utilised by around 90 per cent of the semi-submersible heavy lift ships in operation worldwide.

By the end of 2021, Valour Consultancy anticipates more than 60,000 smart shipping subscriptions will be sold by marine OEMs, representing a hefty chunk of changes, nearly $235 million globally. More increasingly, we foresee monthly subscription rates increasing over the next two to three years.

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[fusion_builder_container hundred_percent="no" equal_height_columns="no" menu_anchor="" hide_on_mobile="small-visibility,medium-visibility,large-visibility" class="" id="" background_color="" background_image="" background_position="center center" background_repeat="no-repeat" fade="no" background_parallax="none" parallax_speed="0.3" video_mp4="" video_webm="" video_ogv="" video_url="" video_aspect_ratio="16:9" video_loop="yes" video_mute="yes" overlay_color="" video_preview_image="" border_size="" border_color="" border_style="solid" padding_top="" padding_bottom="" padding_left="" padding_right=""][fusion_builder_row][fusion_builder_column type="1_1" layout="1_1" background_position="left top" background_color="" border_size="" border_color="" border_style="solid" border_position="all" spacing="yes" background_image="" background_repeat="no-repeat" padding_top="" padding_right="" padding_bottom="" padding_left="" margin_top="0px" margin_bottom="0px" class="" id="" animation_type="" animation_speed="0.3" animation_direction="left" hide_on_mobile="small-visibility,medium-visibility,large-visibility" center_content="no" last="no" min_height="" hover_type="none" link=""][fusion_imageframe image_id="5847|full" max_width="" style_type="" blur="" stylecolor="" hover_type="none" bordersize="" bordercolor="" borderradius="" align="none" lightbox="no" gallery_id="" lightbox_image="" lightbox_image_id="" alt="" link="" linktarget="_self" hide_on_mobile="small-visibility,medium-visibility,large-visibility" class="" id="" animation_type="" animation_direction="left" animation_speed="0.3" animation_offset=""]https://valourconsultancy.com/wp-content/uploads/2021/06/Fishing-Boat.png[/fusion_imageframe][fusion_separator style_type="default" hide_on_mobile="small-visibility,medium-visibility,large-visibility" class="" id="" sep_color="" top_margin="20" bottom_margin="20" border_size="" icon="" icon_circle="" icon_circle_color="" width="" alignment="center" /][fusion_text columns="" column_min_width="" column_spacing="" rule_style="default" rule_size="" rule_color="" hide_on_mobile="small-visibility,medium-visibility,large-visibility" class="" id="" animation_type="" animation_direction="left" animation_speed="0.3" animation_offset=""] Over the last few months, the topic of smart shipping and the various purposes of maritime IoT has been receiving increased media attention. A key point to remember is these terms mean different things to different people within the shipping ecosystem. I will attempt to shed some light upon these….The uses of smart shipping technology for a ship owner, to a charterer, a ship manager, or an operator will vary significantly. One is primarily maintaining the asset’s value and utilisation as best as possible, another may to simply enable the vessel to reach its destination as quick and cost effectively, or another to maintain optimal performance of vessel operations. Companies providing solutions will vary in their approach to each segment and how they convey their solutions. Software control of major marine equipment has been with us for over 30 years and with the capacity of microchips and memory increasing so has the sophistication and proliferation of that control so much so that, beyond the galley kitchen, it is rare to find some aspect or equipment of modern ships that is not monitored and/or controlled by a microprocessor. Connecting these to a shore-based intelligence (artificial or otherwise) is a sensible step. Within maritime digital application vendors, the race is wide open, and how companies target potential customer group differs. One notable observation, from myself, is that everyone seems to be focused on the merchant market and the time to build up a critical mass of dominance in this area will lengthy. Solutions within the maritime connectivity service provider market are also building and we are seeing some clear frontrunners, particularly Inmarsat and KVH Industries. However, what some people may not realise is the strength, and clever strategies deployed by marine OEMs. In this piece, I wanted to give a clear overview of the key players in this part of the ecosystem. In the case of marine OEMs, these firms have quickly envisage the potential for connected vessels with new operations of innovation or cost savings, and adjusted their businesses accordingly. This has been a case from moving CAPEX business models for machinery to SaaS model for value added services or service included within the purchase of equipment. This means the owners of the connectivity solution onboard the vessel need to allocate or allow some capacity for equipment machineries. Recently, I interviewed Wärtsilä in regards to Fleet Operations Solution for voyage planning and fleet performance management. The firm offers an entry point to an element of its smart shipping service with Navi-Planner which incorporates a modular approach; the first being “tracking and awareness”. In some cases, no upfront payments are required for installing a module onboard. Obviously to fully utilise the Warstila’s smart shipping solutions, radar and bridge sensors are necessary. The primary object of the tool is allow an operator or charterer to understand their fleets in real-time, see planned routes, contingent deviations and forecast vessel/fleet schedules. Connectivity is key and VSAT, and even MSS connectivity needs sufficient bandwidth for use. Interestingly, Wärtsilä is offering customers the connectivity capabilities (like a service provider) as part of its fleet operation solutions, however, how many vessels they’ve equipped as a service provider is unknown. My guess is less than 500 but more than 100. (However, I should add this is only a portion of Wärtsilä’s smart shipping portfolio, and customers brought from the Eniram acquisition, vessel traffic services and others means Wärtsilä has a hefty number of vessel subscriptions.). Monthly fees for Navi-Planner increase with additional modules of compliance reporting, voyage and ports and also hull-monitoring and engine supervision are included. The compliance and reporting module is particularly useful for charterers, hull and engine module for ship owners to extoll the productivity of their asset and voyage and ports solution for any companies looking to augment their logistics capabilities. While Wärtsilä has been pushing focused services of a vessel’s functionality, ABB, with its ABB Ability™ offering has been gathering pace. In another interview with Antto Shemeikka, Vice President Digital Services, ABB Marine & Ports, the company has seen an increased interest in its digital maritime technology over the last 18 months. Moreover, ABB also launched its ABB Ability™ Genix Industrial Analytics and AI Suite to aid in decision making. The firm believes with the greater use of vessel operational data, combined with its AI and analytics feature, included in ABB Ability™ Genix, a reduction of fuel consumption by up to ten per cent is possible. Furthermore, the technology has other benefits such as maintenance savings which utilises condition-based monitoring and early identification of potential malfunctions. All these factors can improve vessel uptime and reduce essential service visits to vessels by as much as 30 per cent. ABB has refrained from getting too involved in whether the vessel has connectivity, and providing this if not. It is unclear why the company has chosen not to get too involved in this area as connectivity is vital for its solutions Valour’s take is in the case of Wärtsilä, that decision was probably thrust upon them. Wärtsilä has a significant market in after-sales. Its primary products are great big heavy marine diesel engines which need regular overhauls. Most ships won’t have the crew numbers for this activity so will call in a Wärtsilä team or one of the licensed providers to strip the engines. Many of these ships are older models and, in order to increase that side of their business, they will have offered extended warranty provided the ship engines can report into a Wärtsilä base, so it was in their commercial interest to hook up with a connectivity supplier. ABB ‘s marine business is primarily electronic solutions and digital offerings, which traditionally have a smaller after-sales market than other vessel systems. For example, distribution and control systems are rarely overhauled. ABB has recently developed  a new module within its ABB Ability™ Marine Advisory - OCTOPUS for the EU-funded ATLANTIS project that provides actionable insights to help onshore operators optimise the planning of missions from port to wind farm, cut transfer times between land and wind farms, and reduce vessel waiting time and working times on-site. The potential for this new module goes beyond a original sector. ABB’s vision is to develop the module to serve multiple sectors, such as the cruise industry, where it could be used to plan short routes, and the offshore oil and gas industry to map supply operations for rigs and floating offshore units. ABB estimates that the system is currently utilised by around 90 per cent of the semi-submersible heavy lift ships in operation worldwide. By the end of 2021, Valour Consultancy anticipates more than 60,000 smart shipping subscriptions will be sold by marine OEMs, representing a hefty chunk of changes, nearly $235 million globally. More increasingly, we foresee monthly subscription rates increasing over the next two to three years. [/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Biometrics and Digital Identity are Key in Ensuring the Future of Air Travel

Guest blog written by John Devlin, co-founder of P.A.ID Strategies, with whom we are partnered on producing a soon-to-be published report on smart airport technologies.

Air travel has been massively impacted and disrupted in the past six months. Until Covid-19 hit, the biggest challenge facing airport operators and airlines was how to cope with an ever-increasing demand for air travel and the limited infrastructure to support it. Now, they are scrambling for survival as the industry has been turned on its head and looking to cut costs and develop new means of handling and processing passengers.

Here are a few points demonstrating how steep a cliff the industry has fallen off:

  • At the height of the pandemic and lockdowns in various countries, passenger volumes were down over 90% and in August were still ~80% down on the same time last year in the peak summer months
  • As a result, the Airports Council International (ACI) stated that airports globally will see an expected drop in income of $104.5 billion in 2020 with passenger volumes revised down from 9.4 to 3.8 billion (a 59.6% decline)
  • Heathrow Airport alone estimates that Covid-19 has cost it £1 billion since March
  • Gatwick Airport, London, announced in its 1H20 results that passenger numbers were down 66% for the first 6 months of the year, with revenues declining 61.3% effecting a loss of £321 million

It doesn’t stop there. Whilst flight volumes are increasing, passenger numbers are lagging. The bulk of an airport’s operating costs are related to airport movements whilst their revenues come from passenger spend, which further increases price pressure on airports.

  • Accordingly, Gatwick has cut CAPEX by £157 million this year and plans cuts of £196 million for 2021 with OPEX reduced by £100 million – but this is by compromising and consolidating air traffic into a single terminal, over 70% of staff furloughed and large scale redundancies are planned

Whilst the numbers are (slowly) ticking upwards, our expectation is that passenger volumes will have only recovered to near 2019 numbers by 2023-24, so it is important for airports and airlines to find new, more efficient ways to operate their businesses and recover at least some of their lost revenues.

New Partnerships, Processes and Strategies to Ensure Survival and Plan for the Future

Airports and airlines are looking to implement solutions to enhance “safety” (or the perception of it) and encourage passengers back to fill the flights that are taking place. There are various approaches and technologies that can help them do this. We initially looked at the adoption of biometrics and digital identity in airports three years ago and there has been an increasing number of pilots and trials in the time since. COVID-19 will only accelerate adoption of eGates and self-service kiosks with airports keen to reduce costs and increase efficiency with more automation so that they can prioritise their resources to where needed given the huge drop-off in passenger volumes.

Additionally, new business models and partnerships are being explored by sector specialists so that airports, airlines and traditional suppliers can work together more closely. There is also a move away from the bespoke solutions typically demanded in aviation to more COTS approaches and more use of the public cloud to knit all the various systems together and reduce costs, improve delivery times, etc.

Further, the sector is looking to reassure travellers by reducing human interactions and minimising necessary contact. The added advantage is that these solutions also (typically) reduce OPEX and increase efficiency, plus give more control and increase digital footprint, which gives more data on users and can help drive further advances with analytics and track and trace (if necessary and acceptable).

A Smarter and Better Passenger Experience Utilising Biometrics, Digital Identity and Mobile

There is even a potential silver lining, once the immediate concerns have been addressed. Whilst numbers are depressed, airports and airlines are able to restructure their businesses and operational processes, form new partnerships, adopt new business models and plan how they will not only recover but build back better. If they are able to garner industry and government support, new standards and processes, based upon smartphones, biometrics and digital identity, can be designed and implemented to give the customer more choice and flexibility without the restrictions of traditional inspections. Want to have your bag-tags automatically printed when you enter the airport? And to create a biometric token when you get to the airport so you can seamlessly make your way through all passenger checkpoints and board your plane without having to repeatedly show your passport and boarding pass? How about checking-in to your flight when checking out of your hotel? Give permission for the airline to share your digital identity with your destination country for quicker passage through customs and border control? Well, soon we may be able to do just that.

Note: P.A.ID Strategies and Valour Consultancy have combined their respective areas of expertise in biometrics, identity, security and aviation to develop a new market research report entitled “The Seamless Passenger Journey in Smart Airports”. The report will assess the potential for biometrics, digital identity and smart solutions for self-service, automation and traveller processing to improve the passenger experience, increase efficiency and build revenue streams for airports and airlines as they initially cope with the disruption resulting from COVID-19 and plan their strategies to recover and build back better. More information and the report proposal can be found here: https://valourconsultancy.com/wp-content/uploads/2020/10/The-Seamless-Passenger-Journey-in-Smart-Airports-Report-Proposal.pdf

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  • At the height of the pandemic and lockdowns in various countries, passenger volumes were down over 90% and in August were still ~80% down on the same time last year in the peak summer months
  • As a result, the Airports Council International (ACI) stated that airports globally will see an expected drop in income of $104.5 billion in 2020 with passenger volumes revised down from 9.4 to 3.8 billion (a 59.6% decline)
  • Heathrow Airport alone estimates that Covid-19 has cost it £1 billion since March
  • Gatwick Airport, London, announced in its 1H20 results that passenger numbers were down 66% for the first 6 months of the year, with revenues declining 61.3% effecting a loss of £321 million
It doesn’t stop there. Whilst flight volumes are increasing, passenger numbers are lagging. The bulk of an airport’s operating costs are related to airport movements whilst their revenues come from passenger spend, which further increases price pressure on airports.
  • Accordingly, Gatwick has cut CAPEX by £157 million this year and plans cuts of £196 million for 2021 with OPEX reduced by £100 million – but this is by compromising and consolidating air traffic into a single terminal, over 70% of staff furloughed and large scale redundancies are planned
Whilst the numbers are (slowly) ticking upwards, our expectation is that passenger volumes will have only recovered to near 2019 numbers by 2023-24, so it is important for airports and airlines to find new, more efficient ways to operate their businesses and recover at least some of their lost revenues. New Partnerships, Processes and Strategies to Ensure Survival and Plan for the Future Airports and airlines are looking to implement solutions to enhance “safety” (or the perception of it) and encourage passengers back to fill the flights that are taking place. There are various approaches and technologies that can help them do this. We initially looked at the adoption of biometrics and digital identity in airports three years ago and there has been an increasing number of pilots and trials in the time since. COVID-19 will only accelerate adoption of eGates and self-service kiosks with airports keen to reduce costs and increase efficiency with more automation so that they can prioritise their resources to where needed given the huge drop-off in passenger volumes. Additionally, new business models and partnerships are being explored by sector specialists so that airports, airlines and traditional suppliers can work together more closely. There is also a move away from the bespoke solutions typically demanded in aviation to more COTS approaches and more use of the public cloud to knit all the various systems together and reduce costs, improve delivery times, etc. Further, the sector is looking to reassure travellers by reducing human interactions and minimising necessary contact. The added advantage is that these solutions also (typically) reduce OPEX and increase efficiency, plus give more control and increase digital footprint, which gives more data on users and can help drive further advances with analytics and track and trace (if necessary and acceptable). A Smarter and Better Passenger Experience Utilising Biometrics, Digital Identity and Mobile There is even a potential silver lining, once the immediate concerns have been addressed. Whilst numbers are depressed, airports and airlines are able to restructure their businesses and operational processes, form new partnerships, adopt new business models and plan how they will not only recover but build back better. If they are able to garner industry and government support, new standards and processes, based upon smartphones, biometrics and digital identity, can be designed and implemented to give the customer more choice and flexibility without the restrictions of traditional inspections. Want to have your bag-tags automatically printed when you enter the airport? And to create a biometric token when you get to the airport so you can seamlessly make your way through all passenger checkpoints and board your plane without having to repeatedly show your passport and boarding pass? How about checking-in to your flight when checking out of your hotel? Give permission for the airline to share your digital identity with your destination country for quicker passage through customs and border control? Well, soon we may be able to do just that. Note: P.A.ID Strategies and Valour Consultancy have combined their respective areas of expertise in biometrics, identity, security and aviation to develop a new market research report entitled "The Seamless Passenger Journey in Smart Airports". The report will assess the potential for biometrics, digital identity and smart solutions for self-service, automation and traveller processing to improve the passenger experience, increase efficiency and build revenue streams for airports and airlines as they initially cope with the disruption resulting from COVID-19 and plan their strategies to recover and build back better. More information and the report proposal can be found here: https://valourconsultancy.com/wp-content/uploads/2020/10/The-Seamless-Passenger-Journey-in-Smart-Airports-Report-Proposal.pdf [/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]
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