GREEN TECHNOLOGY SOLUTIONS FOR DEEP SEA MINING LOGISTICS
Maersk Line and the Future of Container Shipping.SMU.10.29.12
1. Case Study – Maersk Line and
the Future of Container Shipping
ME 7366 Global Manufacturing
Graduate School of Engineering
A. Lee Mulkey
October 29, 2012
2. Lee Mulkey Bio
Founder and President ALM Company
President and CEO Wenaas USA, Inc.
President and CEO Purchased Parts Group, Inc.
Senior Associate Indian River Consulting Group
President and CEO Briggs – Weaver, Inc.
Executive VP and CFO Sammons Distribution, Inc.
VP and CFO Vinson Supply Company and Continental
Emsco Company
Started or Managed Over a Dozen Companies In Europe,
Mexico, Canada and Asia
MBA – International, University of Dallas
3. ALM Company – What We Do
Advisory and Project Services for Manufacturers,
Marketing Companies and Value Added Distributors
Supply Chain Mgt. & Global Global IT Systems,
Sourcing Performance Optimization
and Security
Building Private Brands
Global Expansion
Restructuring / Interim /
Crisis Mgt. Export Compliance &
Training
Capital Sourcing
4. About Maersk Line
Flagship Company of A. P. Moller – Maersk Group
(Danish)
A. P. Moller – Maersk Group $60B Revenue in
2011
Segments:
Maersk $27B or 45%
Oil & Gas $12.6B or 21%
Retail and Banking $20.4B 34%
5. A. P. Moller - Maersk
115,000 Employees
130 Countries
Founding Family Trusts Control 58% of Share
Capital and 76% of Voting Rights
Family Not Known For Explicit Commitment to
Environmental Issues; However Reputation of
Company Worldwide Extremely Important
6. Origins of the Container
In 1795 Bejamin Outram Started Carring Coal In Wooden
Containers That Could Be Shipped on Canal Barges
In 1830’s The Liverpool and Manchester Railway Started
Carrying Containers From Canal Barges to Railways
WW II Australian Army Used Wood 20’ Containers
At End of WW II US Army Used Specialized Containers For
Ocean Shipments
1952 US Army Coined the Term CONEX (Container Express)
1955 Malcolm McLean Developed the Modern Intermodal
Container
7. Maersk Line
Worlds Biggest Container Shipping Company – 660
Owned or Chartered Vessels,17% of Industry
Operating Fleet
47% Owned / 53% Chartered
Maersk Ships Average 8 yrs. / Competitors 12-15
It’s Vessels Make Over 70,000 Port Calls Per Year
8. Maersk Line
Over 100,000 Customers
Long Term Contracts (Appx. 1 Yr.) Vs. Spot Price
• 50% Long Term
• 50% Market Spot Price Customers
25% Key Customers Like Wal-Mart, Nike, Tesco
15% Key Freight Forwarders
60% Small Customers and Other FF
9. Competitors
Controlling Capacity
Company Owner Share
Maersk APM Foundation 17%
MSC Aponte Family 14%
CMA CGM Group Saade Family 9%
Hapag-Lloyd Balin Consortium 4%
COSCO Chinese State 4%
APL Temasek (Singapore) 4%
Evergreen Chang Family 4%
CSCL Chinese State 4%
Hanjin Shipping Hanjin Group 3%
MOL Mistui 3%
10. Business Conditions
First Ever Annual Loss 2009
Global Recession
Industry Over Capacity (Vessels Lay Up)
Commodity Pricing (Strong Price Sensitivity)
China Changing Focus From Export Economy To
Domestic Market Driven
11. Container and Other Large Ship Lay Up
Hot Lay Up / Cold Lay Up
As of December 2011 = 210 Ships
Malaysia, Indonesia, Philippines
12. Cost and Security Issues of Lay Up
Cold Lay Up $1,000/day | Hot Lay Up Much More
$450B In Shipping Company Debt For Laid Up
Container, Bulk and Tanker Vessels Worldwide
Security Issues:
Environmental
Personnel & Crew
Physical Factors (Terrorist, Theft, Fire, Other)
13. Maersk’s Strategy
Three Fundamental Challenges to Differentiate
Itself From the Industry:
Unreliability
Complexity (Hard To Do Business)
Environmental Impact
14. Reliability
Goal To Become Industry Leader
Already Leader in On-time Delivery at Appx. 80%
New Goal Is Further Improvement … Reduce
Customer’s “Just In Case Inventory”
“Daily Maersk” Asia – Europe Route 95% On-time
Goal … Requires 70 New Vessels
All Service Ports Operate Entirely As Planned
On Other Routes Work With Terminal Partners To
Reduce Time In Port by 30%. Already Achieved
10% Reduction
15. Simplicity
Immense Paperwork Flow To Move Goods
Streamline and Digitize Much Of The Paperwork
Order and Follow Cargo Online
Simplified Documentation Process
Track Cargo
Automatic Notification
IT System Interface
Improved Customer Service
16. Environment … “Sustainability Strategy”
Industry Environmental Impact:
Ship Exhaust Emissions From Bunker Fuel
Considered a Large Source Of Greenhouse Gas
Emissions
Thought That Climate Change Occurring Because
Of Greenhouse Gas Emissions From Human
Activity
Maritime Shipping Accounts For 3.3% of Global
Emissions
Bunker Fuel Releases 2,000x More Sulfur Than
Diesel Fuel
17. Worlds Largest Ship Engine
12 Cylinders
2,300 Tons
95,000 HP
102 RPM
250
Tons/Fuel/Day
Made In Korea
Wartsila – Sulzer RTA 96-C
Maersk Emma
20. A. P. Moller – Maersk Group Strategy ...
“Sustainability”
Four Key Themes:
Environment and Climate Change
Health and Safety (Includes Piracy)
Social Responsibility
Responsible Business Practices (Similar To SOX,
FCPA and Dodd-Frank)
21. Maersk Line Environment Goals
Maersk To Become Global Leader In Low-Carbon
Shipping
Lead The Industry Toward Zero SOx Emissions
Reduce It’s Impact On Marine Environment
Achieving These Goals Would Meet the Group’s Environmental
Sustainability Initiative.
22. Types Of Basic Containers
Basic Containers
20' Dry Ocean Frt.
40' Dry Ocean Frt.
40' Collapsible Flat Rack
20' Open Top
40' Open Top
45' High Cube
20' Reefer
40' Reefer
40' High Cube Reefer
20' Flat Rack
40' Flat Rack
20' Tank
23. Actions To Date
Slow Steaming (Save Fuel & Less Emissions)
Speed Reduced By 27% … What was impact on
customers supply chain?
Sulphur Emissions Reduced, But Fuel Costs
Increased From Using Diesel Fuel While At Berth.
Diesel Fuel $250/Ton Higher.
Developing Scrubber Technology To Clean
Exhaust Gases For Future Vessels
24. Actions To Date
Protecting Marine Environment:
Chemical-free Ballast Water Technology On 100%
Of Owned Fleet
All Waste From Owned or Chartered Vessels
Disposed of In Ports
Strategic Partnerships with Research Institutions
and Customers to Provide Research on State of
Worlds Oceans
25. Actions To Date
Technical Changes:
Ordered 20ea. 18,000 TEU (Twenty Foot Equivalent
Units) Triple-E Vessels - $3.8B For Asia-Europe
Trade. World’s Largest By Capacity
http://www.worldslargestship.com
26. Triple-E Vessels Advantages / Disadvantages
Designed To Run At Slower Speeds
59% Lower Unit Cost & 50% Lower CO2 Emissions
/ Container Than Industry Average
“Cradle-to-Cradle Passport” End of Life
Decommissioning
So Large Only Select Ports Can Handle
Risk of Industry Overcapacity if Everyone Orders
Bigger Ships (Competitors Are Ordering Bigger
Ships)
27. New WAFMAX and SAMMAX Fleet
West Africa Max (WAFMAX)
$2.0B, 22 Ships, 4,500 TEU’s
Largest Vessels Deployed On West Africa Routes
South America MAX (SAMMAX)
$2.2B, 16 Ships, 7,450 TEU’s
Shallow Draft … 39 Feet
Largest Vessels Deployed In South America
28. More Action Taken
Existing Vessels:
$10Mea. Waste-heat Recovery Systems For Many
Vessels
New Hull Coatings
Environment Certified Shipyards to Scrap Ships
… Increased Cost $20M on 10 Vessels.
New Fuels … Biofuels
29. Selling Sustainability
Maersk Wanted To Be Industry Leader In
Providing Transparency and Environmental
Information To Customers
Provided Monthly Customer Scorecards
Educate Customers On Environmental Impacts Of
Transportation Industry
Customer’s Reaction Was Environmental
Concerns Are Good, But Price Is Most Important
30. Conclusion
Soren Skou, CEO Maersk Line:
Concerned Sustainability Approach Not Working
With Customers
Concerned It Would Not Allow Differentiation
Between Maersk and Competitors
CMA CGM, Hapag-Lloyd had CO2 Calculators To
Measure Carbon Footprint Of A Shipments Journey
APL Named Sustainable Shipping Operator Of The
Year For 2010
31. Current Update
Shipping Cost of 20’ Container From West China To
Port of LA in 2009 = $700; Today = $2,000 / 286%
Increase
May 2012 Increased Rates 30% (Price Fixing With
Competitors?)
Global Recession Continues, European Volumes
Continue To Decrease, Current Estimate 4% Global
Increase In Volume For 2012
Lost Record $599M 1st. Qtr., $227M Profit 2nd. Qtr.
32. Choice Of Assignment Questions
Should Maersk Line Change or Create A New
Strategic Plan? Accuracy Of Strategic Forecast?
Should A. P. Moller – Maersk Group Consider A
Strategic Redeployment (Sale) Of Maersk Line?
33. Big Picture Issues
Can A Commodity Item or Service Command A
Premium Price?
The Cost to the World Economy Caused By the
Dogma of “Human Activity Causing Global
Warming and That Global Warming Is Bad”?
Impact On Continued European and US Recession
Impact of Cap and Trade (Tax)
34. More information about Lee Mulkey can be
found at his corporate website:
www.ALMCompany.com or
www.Linkedin.com/in/LeeMulkey
See his blogs on Marketing Channel
Management, Global Supply Chains,
Keeping Mistakes Above the Waterline and
The CEO, The Supply Chain and the Zone
of Indifference. “Golden Chains Means Big
Gains” Texas CEO Magazine:
http://bit.ly/LH7OBn