Synergies in Liner Shipping

Abstract

Liner shipping companies engage in strategic cooperation to deal with the market’s overcapacity, capital intensiveness and volatile freight rates. However, these partnerships do not reach their full potential and have lowered the level of service in the industry. To identify how carriers would be able to realise further synergies, this study has investigated the current performance of liner shipping companies and developed a model to identify and assess potential partnership opportunities. This model supports liner shipping companies in their decision of who to partner with and what kind of partnership to pursue. The study has been confined to a single transpacific route. On the basis is an overview of vessels that sail this route over a period of several years. This overview includes information on arrival dates, number of containers on board, capacity and operator for each vessel. This is used to examine local demand and deployed capacity, vessel utilisation and competition. The analysis confirms trends found in literature, such as the growing size of vessels that are enabled by strategic cooperation. Most importantly, it indicates flexibility on the side of vessel operators in their decision of which vessels they deploy per route during the year. A synergy model has been developed based on the findings in literature and the results of this analysis. This model uses the identified flexibility in vessel deployment and builds on the notion that liner shipping companies should pursue more integrated partnerships to realise further synergies. The model was also applied to the case of CMA CGM’s acquisition of APL in 2016. After calculating the costs for sailing each of the available vessels, potential partnerships were identified for the analysed route. This was done by optimising vessel deployment for the cargoes to be transported at minimum cost and with a limited number of partners. A strategic-level assessment was then performed to determine whether a partnership would be feasible among the identified companies and to what extent integration should take place. By including both the companies’ motivations (drivers) and factors that facilitate a positive environment (facilitators) for the partnership, this assessment brings multiple perspectives to the table. The conclusion is that carriers can adjust which vessels they deploy to match transport demand and that they can use this to realise further synergies. By using a model with both a quantitative and a qualitative component, it is possible to identify potential partnerships that result in cost reduction, maintain high vessel utilisation and allow for improvements in the level of service that companies offer to their customers. It is recommended to extend the coverage of the model to include more routes, ports and vessels for a more comprehensive analysis. Furthermore, using variable transit times in the model to determine when vessels are available would make the model more realistic and would also allow changes in vessel speed to be included in the analysis. It is also advised to explore opportunities for regulatory bodies to apply this model for monitoring and assessment of the effects partnerships have on competition per route.