ECOPRODIGI: SYNTHESIS OF DIGITAL TECHNOLOGY PILOTS

The ECOPRODIGI project brought together 21 partner organisations, supported by six associated partners, from around the Baltic Sea Region through three years of intensive work.

The partnership was diverse, consisting of different types of organisations from five countries (Denmark, Finland, Lithuania, Norway and Sweden), including research institutions, enterprises, business support organisations, and expert organisations. Approximately half of the organisations represented enterprises. Having enterprises involved since the beginning has been a major benefit, as the project has responded to the real needs of the maritime industry.

The aim of the project was to make maritime processes more eco-efficient and sustainable through the development and piloting of digital solutions and training modules. The project further visualised the digital future of the maritime industry developing several roadmaps with which maritime organisations could benchmark their actions when planning their future operations.

The project did not overlook policy makers. In fact, it organised policy seminars urging policy makers, businesses, research organisations, and several other stakeholders to discuss development needs together. The project also drafted policy recommendations and a policy agenda for policy makers on how to support and push the industry to become more eco-efficient and sustainable through digital development.

Based on this, ECOPRODIGI included five work packages (WPs), which focused on three technology cases (see figure on the right). 

This document concerns work done in WP3, i.e. ‘Solving eco-efficiency bottlenecks through digital solutions’, with a focus on Technology Case 2, ‘Optimising cargo stowage’. The objective is to present the new digital solutions developed and piloted in the project, present the digitalisation journey, and summarise the challenges faced and key takeaways of the project. This document was produced by the University of Turku, and the main findings are based on interviews conducted with project partners (see participants at the end of the document).

DFDS is a Danish shipping and logistics company that also owns several terminals in several European countries. DFDS was the main end-user in one of the technology cases of the project and provided its operating environment for pilot testing for the project partnership. At the beginning of the project, researchers from Aalborg University, the University of Southern Denmark, and the University of South-Eastern Norway, together with enterprise representatives from Kockum Sonics and Logimatic, investigated eco-efficiency bottlenecks in the cargo stowage process at DFDS. Later, new digital solutions were piloted to resolve these bottlenecks. The focus of these studies was on roll-on/roll-off (RoRo) ferries and their fixed routes; more precisely, digital decision support tools were developed, taking into account several phases of the end-to-end process [1]. The end-to-end process, in this specific case, describes the whole process that takes place before, during, and after cargo stowage (e.g., trucks arriving to the gate at the origin port and terminal with the booked cargo, stowage planning, loading and discharging cargo, and, finally, trucks leaving the destination port).

[1]  Maritime industry processes in the Baltic Sea Region. Synthesis of eco-inefficiencies and the potential of digital technologies for solving them. ECOPRODIGI Research Report 2020. Elisa Aro, Niels Gorm Malý Rytter, Teemu Itälinna. 

Prior to the project, DFDS had already digitalised part of its processes, but it wanted to continue with this digital development and achieve even greater eco-efficiency levels in ECOPRODIGI, especially in terms of the end-to-end process [1]. The project partners found several areas in its operations that needed improvements; for example, it was found that a sufficient amount of data was not digitally accessible; processes and systems were not completely standardised for all routes and terminals; the integration of specific systems and data on customers and suppliers was lacking; and certain supportive decision support tools (e.g., AI and simulation models) were needed [2]. Based on this, a journey toward greater digitalisation was initiated, which involved developing and pilot-testing new solutions. Simultaneously, eco-efficiency benefits were evaluated in terms of how the new digital developments would reduce fuel consumption and emissions.

[1] [2]  Maritime industry processes in the Baltic Sea Region. Synthesis of eco-inefficiencies and the potential of digital technologies for solving them. ECOPRODIGI Research Report 2020. Elisa Aro, Niels Gorm Malý Rytter, Teemu Itälinna. 

The researchers and enterprises created and piloted several digital solutions together. A common aim of all the solutions was to reduce the port stays of the vessels so that they could leave the port earlier and sail more slowly. Reducing the speed, i.e., ‘slow steaming’ would further reduce fuel consumption and, thereby, emissions. To achieve this aim, the partners analysed different aspects of the end-to-end process and logistics chain of DFDS. In order to optimally load and discharge a vessel, accurate data on several factors was needed, such as the cargo weight, dimensions, and type (e.g., determining which cargo is dangerous and where it is placed on the ship). One of the interviewees mentioned that these pieces of information are known at a rather late stage of port operations, which is why the efficient flow of information is crucial. 

The following introduction to the piloted digital solutions involves algorithms, models, and simulations developed by researchers from Aalborg University, the University of Southern Denmark, and the University of South-Eastern Norway. Additionally, solutions created and implemented by enterprises Kockum Sonics and Logimatic together with DFDS are presented. Several of these solutions are already implemented in DFDS’s operations. 

Typically, when cargo is loaded onto vessels and subsequently discharged, these two activities of loading and discharging are done consecutively, i.e. utilising a single-cycling method. Aalborg University and the University of Southern Norway (USN) created models, algorithms, and simulation tools for dual cycling. According to the interviewed researchers, dual cycling refers to the process through which loading and discharging are combined: when one cargo unit is loaded onto the vessel, another is simultaneously picked-up, making the overall process faster and more efficient. 

For example, researchers at the USN gathered data, developed mathematical models, and created a discrete-event simulation tool that demonstrates the different effects of single- and dual-cycling. According to the researchers, different types of data are used in these models, including the individual characteristics of the vessel in question and data retrieved from the booking information, which is gathered as the cargo enters the port. One researcher further described that the model takes into account, for example, the number of trailers and their size as well as the layout of the ship. When all the data is available, the model simulates how the stowage operation should be optimally conducted. This information can then be imported into a spreadsheet to be used by the loaders.

According to the USN researchers, based on the model, it was possible to calculate how the ship should be loaded by taking into account both the loading time and the stability of the vessel. The researchers further mentioned that dual cycling would diminish the distance travelled by the tractors and reduce the amount of time spent in the operations. As the data can be analysed in advance, it is possible to start planning the loading and discharging operations even before the ship has arrived at the port, which reduces the amount of time spent in operations at the port. Simulation also allows for simulating the amount of time spent in loading, which means that more precise time estimations can be obtained. The researchers also noted that, if the ship is loaded optimally in terms of stability, this means that the amount of ballast water used can be reduced, which then increases the fuel efficiency, since the ship weighs less. Moreover, a shorter turn-around time at the port means that, to stay on schedule, the vessel is able to sail more slowly, resulting in a reduction in fuel usage. 

A forecasting tool was developed in the project to estimate when specific cargo items are discharged from the vessel at a port and to determine when trailers are ready for pick-up for customers. For this purpose, the researchers created a mathematical model to calculate the accurate discharge time of the cargo as well as its pick-up time [1] . Previously, only the exact arrival time of the vessel was known, but this model helps in predicting the exact discharge times of the cargo units as well as when they are available for pick-up at the terminal [2]. A benefit mentioned by an enterprise representative was that the customers of the shipping company would save in terms of the amount of time spent at the port and idle time in their own operation.

[1] [2] Jia B., Rytter N.G.M., Reinhardt L.B., Haulot G., Billesø M.B. (2019). Estimating Discharge Time of Cargo Units – A Case of Ro-Ro Shipping. In Paternina-Arboleda C., Voß S. (eds) Computational Logistics. ICCL 2019. Lecture Notes in Computer Science. Vol. 11756. Springer, Cham.  https://doi.org/10.1007/978-3-030-31140-7_8 

Normally, ballast water is used to trim the vessel. In ECOPRODIGI, the researchers created algorithms and a model for optimally loading and trimming the vessel with cargo instead of using a large amount of ballast water [1]. A benefit mentioned by one interviewed researcher was that, in addition to avoiding the excess use of ballast water, the shipping company would carry less weight; therefore, the optimal trim saves fuel. 

[1] Jia B., Fagerholt K., Reinhardt L.B., Rytter N.G.M. (2020). Stowage Planning with Optimal Ballast Water. In: Lalla-Ruiz E., Mes M., Voß S. (eds) Computational Logistics. ICCL 2020. Lecture Notes in Computer Science. Vol 12433. Springer, Cham.  https://doi.org/10.1007/978-3-030-59747-4_6 

Enterprises Logimatic and Kockum Sonics were involved in the project, as they provide management systems for cargo stowage operations for DFDS. Their role was to solve some of the bottlenecks identified in the loading and discharging process and to produce tools for the crew and officers to use. A loading computer is the system that includes information regarding the cargo weights on the decks of the vessel. The enterprise representatives mentioned that the information sharing between the booking systems of DFDS and the loading computer did not optimally function when the project began. The interviewees mentioned that it is important that this information is as accurate as possible so that the shipping company obtains the correct weight of the vessel before its departure from the port. On that basis, the stability of the vessel is known, and the trim can be better optimised to achieve improved fuel efficiency. 

Kockum Sonics developed a tablet-based solution for this purpose, while Logimatic helped in integrating the different systems at DFDS. Additionally, some of the mathematical models created by the universities are planned to be integrated into the software systems at a later stage. The solution of Kockum Sonics acts as a link between the booking system and the loading computer, improving data transfer between them. According to an enterprise representative, deck officers register an identification (ID) number of a booked cargo item and receive its accurate weight and dimensions. Based on this, deck officers can position the cargo on the correct deck and lane and send all the information to the loading computer to receive stability calculations. According to one interviewee, several benefits can be achieved from this process. The new software provides better insight into the loading status and optimisation of the cargo stowage. Moreover, the ballast water intake can be decreased, which ultimately generates a positive impact on fuel consumption. Another benefit gained from knowing exactly where the cargo is placed on the deck is that the order of the cargo discharge at the destination port is then also known. 

One of the tools developed in the DFDS case was a tool that helps plan cargo delivery in the near future without booking a specific voyage. DFDS’s representative noted that this tool provides flexibility for the operator, as they can then load and deliver the cargo when suitable. The customer, in turn, can receive price discounts due to the resultant increasingly flexible transport timetable. 

Together, DFDS and Aalborg University developed a training tool for learning purposes. The aim of the tool was to increase knowledge within the supply chain, e.g., to enable information and knowledge sharing between personnel in vessels, terminal and booking department. 

In addition to all these solutions, researchers from Chalmers University of Technology used 3D technology for scanning cargo holds at DFDS and showed how 3D technology can be utilised to optimise the cargo loading process.

The solutions developed in the project can be scaled up to a larger set of end-users. Nevertheless, one of the interviewed researchers mentioned that this scalability depends on the vessels, terminals, and operations of each enterprise, as they differ. An enterprise representative added, however, that a standardised method for exchanging data between stakeholders helps in integrating such tools to other systems. 

In this technology case, the project partners analysed different possibilities of enhancing the efficiency of the cargo operations in order to save time in terminal operations to increase the amount of time available for sailing. Shorter port stays means that vessels have more time for sailing at a slower speed. They can leave the port earlier and sail more slowly, which, in turn, reduces fuel consumption, emissions, and costs. Due to the effective cargo stowage process, the project partners concluded that potentially 2 to 10% fuel savings can be achieved for each voyage if these practices are implemented. 

The researchers drafted a process description of the digitalisation journey based on the development work performed in the project. The length of the digitalisation journey depends on the baseline situation of the enterprise and the complexity of the issues to be fixed. Nevertheless, one of the interviewed researchers noted that it may take several years to go through the whole process from start to finish. The same respondent simultaneously noted that, when enterprises put effort into each of the steps and move forward in a systematic manner, the benefit gained is notable and the investment pays off. The digitalisation journey is illustrated in the following figure and includes the nine different phases that need be fulfilled to ensure the usability of the data-driven decision support tools in daily maritime operations.

The ECOPRODIGI partners identified several challenges and takeaways during the work done in ECOPRODIGI, which could be capitalised on in future development projects.

Several takeaways related to the digitalisation journey were identified during ECOPRODIGI. According to one interviewed researcher, it is essential for an enterprise to seek partnerships that bring relevant expertise so that each phase of the digitalisation journey can be successfully completed. This means that partners along different parts of the value chain should be involved. Moreover, the same researcher added that partners need to possess a deep understanding of the processes in the maritime industry in order to succeed in their digitalisation. The same applies to the data: a thorough understanding of data is required. Only after these steps can one continue with the journey of developing relevant models for business operations. Another takeaway mentioned by one enterprise representative was related to the maturity phase of software: specifically, the development and implementation of software always includes a maturity phase, which should be taken into account. 

Several interviewees mentioned that the development of digital solutions often involves ongoing development work. Improvements and enhancements are needed to increase the success of the solutions. One example mentioned by a researcher was related to the development of artificial intelligence (AI) models. The development starts by creating a simple model, and only after the initial model performs well can the model be upgraded. In addition, sufficient time and budgeting must be allocated for integrating these models into the software. 

One project takeaway mentioned by a couple of enterprise representatives was related to the fact that ECOPRODIGI partners have established new, valuable relationships through this new partner network. Moreover, some of the new relationships will continue in future project initiatives. An additional benefit mentioned was the variety of organisations that took part in the project. Several interviewees noted that the involvement of both research institutions and businesses is beneficial, for example, to ensure various perspectives and inputs in the work at-hand. Furthermore, the involvement of enterprises ensures that the project responds to real-life challenges/needs and that the new solutions will continue to exist after the project’s lifetime. Specifically, end-users can utilise the solutions in their daily operations, while software providers can commercialise the solutions to include a larger number of enterprises in the industry. 

This development project has demonstrated that the cooperation between academia, actual sailors, and engineers at enterprises in maritime projects is essential. One of the interviewees mentioned that it may take some time for academia and enterprises to develop connections and get accustomed to each other’s work methods, but this process pays off. However, it is important for the partner organisations to quickly find the right persons for specific tasks in each organisation to make use of the maximum potential of the project’s valuable allotted time. Furthermore, one ECOPRODIGI partner experienced that having a business partner in the same country would have been very helpful. That way, it would have been easier for them to visit the end-user enterprises, especially once the Covid-19 pandemic started.

Personnel changes in organisations may delay or complicate collaboration if a skilled person is not replaced with another during the project. Therefore, an organisation should ensure that project activities are not the sole responsibility of one person. On the other hand, changes can also take place in organisations' individual networks and internal systems. One of the interviewees mentioned that partners and systems can change internally in one organisation, and these changes may further affect the work of other project partners in R&D projects. In these types of situations, active communication is important so that different project partners are able to react promptly to any such changes. One of the enterprise representatives noted that, overall, in R&D projects, changes may take place, and it may be difficult to know in the beginning what the final product will look like in the end.

The project work showed the importance of training activities for the personnel. For example, a researcher noted that educating both ship officers and terminal workers is crucial so that they can see for themselves the effects of the whole end-to-end logistics chain and realise the resultant efficiency gains. Being able to demonstrate the impact of innovations is of utmost importance in helping enterprises really start making investments.

One challenge observed in the casework was related to time management. The development work for some enterprises is shorter-term due to critical business issues, while EU projects last for several years. These different time horizons need to be synchronised in the best possible way. An enterprise representative suggested that a more iterative process could work better for business partners, meaning that project partners could internally devise shorter intervals for project deliverables. Furthermore, the investigation of eco-inefficiencies to the development and integration of software takes a rather long amount of time. This should be taken into account during the planning of the development work, as different partners possess different roles in various project stages. Moreover, another enterprise representative noted that with a higher number of partners involved, there may need to be more time reserved for the development work to be complete. Additionally, one interviewee added that decision-making processes and the speed at which they take place may differ between organisations. Overall, as regards the business partners, they need to carry out their own business operations during R&D projects. All these factors should be taken into account in the project timetables. 

The Covid-19 outbreak has caused problems worldwide, casting shadows on the global economic development. In terms of the maritime industry, the pandemic complicated operations, as personnel were unable to move freely and, for instance, terminals were closed, and access to ports and ships was restricted. These measures influenced part of the work done in ECOPRODIGI, as some researchers and software developers were not able to get on board the vessels or enter the terminals during some pilot testing phases. However, as one interviewed researcher noted, new alternative ways of testing solutions were invented, e.g., simulations were carried out to analyse how some models worked.

The ECOPRODIGI partners succeeded in developing a number of different eco-efficient solutions for the cargo stowage process, which had a positive effect on fuel consumption and emissions. Moreover, new insights were gained regarding the digitalisation journey that several maritime enterprises are currently going through globally. While studying the bottlenecks in the cargo stowage process, the partners concluded that digitalisation provides further opportunities for optimising the whole end-to-end value chain. The partners also gained several takeaways from the collaborative project, which they will continue upon in future projects. However, it is equally important that other maritime enterprises acknowledge the results obtained and key takeaways from this project in order to lead the maritime industry in a more eco-efficient and sustainable direction.

Besides this storymap, two other story maps were produced in ECOPRODIGI.

 Click this link to read the story map on case 1 'Digital performance monitoring' .

 Click this link to read the story map on case 3 'Optimising shipyard processes'.