14 DIARIO DEL PUERTO MARTES 17 JUNIO 2025 nal resilience, diversification and anticipation”,wheresuccess lies in combiningagility,ontheonehand, andanimportantbalancebetween “asolidandflexible infrastructure that allowsus toadapt our customers’ logistics chains inreal time”. Therefore, “wearereinforcingour investments indigitalizationand predictiveanalytics, fundamental tools to anticipate changes in demandandminimizethe impactof anyexternaldisruption“. Therefore, thefirstconclusion is obvious: the current uncertainty is clear and it seems that itwill not be temporary, and for container terminals to remain competitive, thekey is tohave sufficient digital tools toanticipate thenext disruption. Same context, different options Despite the fact that the objectives are very similar for all operators, the truth is that each one adopts the technological solution that best suits its needs. The use of digital twins, AI, the use of 5G networks or the constant improvement of operating systems are themaintechnological toolsused bythemajorportoperators. ElíasGarcía,ChiefOpera-tions Officer of COSCOShippingPorts Spain, says that, in the next five years, “wefacechallengesthatare difficulttocomparewithprevious periods”. In that sense, the use of AI,withall itspredictivepotential; the use of 5G networks, with ultra-lowlatenciesandhighbandwidths; or autonomous driving “are futuristicpotentials today that in a fewyears will become the new standards inports”. However, for the CSP Spain executive, “the applicationof disruptivetechnologies inour industryisunfortunatelyacomplexand delicate issue”. In the case of port operator, as Garcia recalls, the mainobjectiveissafety,so“wheneverwelookfornewsolutions,they have tobe subject to complywith Europeansafetyregulations”, and regrets that “solutions that other industries adopt quickly, are difficult to apply in ours. However, thankstothegroup’scollaboration with entities such as Fundación Valenciaport, “weareparticipating infiveEuropeanprojects focused onoptimizinganddigitalizingthe operationsofourterminals”. Inparticular, theresultsobtained intheapplicationofAI topredict theaveragedwell timeof containersontheterminal’sesplanade are noteworthy. The company is also in the process of awarding a private5Gnetworktocomplement our currentLTE (4G) network. For García, “5Gnetworksarethekeyto teleoperationor remotecontrol of ourcontainerhandlingequipment andcranemanufacturersarealreadyworkingonit.” Last butnot least, “weare tacklingaproject toupgradeour terminalmanagementsystem,which includes significant advances in the optimization of operations. At the implementation level, we arenotyetatthispoint,but inany case no intensive training is foreseen as the basis of the system is similartothecurrentone”. APM Terminals Spanish Gateways, for its part, has investeda largepart of its efforts inadvancedportmanagementsystems (TOS). “Theprocesshas involveda significant investment and an intensivetrainingphaseforthestaff, who have respondedwith a high level of commitment andadaptation”, as Julián Fernández points out. Theportoperatorhasalsobegun its journey in implementing digital twins. His, dubbed “Asset Digitization,” “istransformingour operations, bringingmeasurable benefits andmaking a difference inourdailyworkintermsofsecurityandreal-timevisibility.” For APMTerminals Spanish Gateways, data management is fundamental: “We have made significant efforts towork on the data culture for decisionmaking. An example of this has been the migration of our resource planning system (ERP) to a single solutionfor all terminals, IFS,which allowsustoconsolidateprocesses andhave a single source of information, whichwe frequentlyuse to implement continuous improvementpolicies, alwaysguidedby theLeanphilosophy”. But that’s not all. The companyhas launched trainingprograms specialized in artificial intelligence “to be at the forefront of the changes that are already taking place, we are even hiring profiles with a master’s degree in big data & Business Analytics”. All the port operators consulted agree on this last repetitivas y potenciar el talento de las personas”. Miguel Marín, Sales and Marketing Manager deCOSCOShippingPorts Spain, asegura que “en un entorno global marcado por una sucesión constante de disrupciones, apostamos por una estrategia basada en la resiliencia operativa, la diversificación y la anticipación”, donde el éxito radica en combinar agilidad, por un lado, y un importante equilibrio entre “una infraestructura sólida y flexible que permita adaptar las cadenas logísticas denuestros clientes en tiempo real”. Por ello, “estamos reforzando nuestras inversiones en digitalización y analítica predictiva, herramientas fundamentalesparaanticipar cambios en la demandayminimizar el impacto de cualquier disrupciónexterna”. Por tanto, la primera conclusión es evidente: la incertidumbre actual es clara y parece que no será temporal, y para que las terminales de contenedores puedan seguir siendo competitivas, la clave está en contar conherramientas digitales suficientes que permitananticiparsea lasiguiente disrupción. Los operadores portuarios coinciden en señalar que la irrupción de las nuevas tecnologías está transformando el mercado. / Port operators agree that the emergence of new technologies is transforming the market. Para que las terminales de contenedores puedan seguir siendo competitivas, la clave está en contar con herramientas digitales suficientes que permitan anticiparse a la siguiente disrupción For container terminals to remain competitive, the key is to have sufficient digital tools in place to anticipate the next disruption
RkJQdWJsaXNoZXIy NjQ1MTQ=