Unpacking Resilience In the Maritime Industry: Shipping Companies and their Business Environment

Abstract

The interest in resilience has increased both in academic publication but also in real-life business settings amongst transportation companies. Such interest can partly be explained by the considerable increase of disruptive events such as the COVID-19 pandemic, certain trade patterns, and geopolitical decisions, amongst others, all ultimately affecting transportation flows. Yet, there seems to be a lack of research on how resilience in the Swedish maritime container network is being developed. This thesis aims to investigate how resilience is fostered amongst actors in the Swedish maritime container freight sector, with a focus on how it is done through interconnectedness amongst the actors: shipper, freight forwarder, ocean carrier, and port. A qualitative approach has been used, with semi-structured interviews with the four actors through a case study. A review of literature was also conducted to form an analytical framework, with a focus on two main pillars: the industrial network approach and resilience. The empirical results are presented in the three categories of how each actor has dealt with past disruptions, preparations for future disruptions, and resilience work performed with other actors. The resilience measures undertaken by the actors are dependent on their position within the network, with ocean carriers being the actors with the most prominent ability to increase resilience, closely followed by the port, which is a point that all actors depend upon. Much of the ocean carrier's resilience measures lies in scanning the surrounding environment (both for natural and manmade disruptions), but also engaging in collaboration and resource sharing with other ocean carriers. The port focuses on creating response teams with experts from different areas to mitigate the effects of disruptions. The freight forwarders’ ability to affect an ongoing sea transportation is limited. Rather, their focus is on proactivity, information sharing, and having several transportation options to present to the shipper in case of disruptions. The shipper may be the actor with the least ability to perform resilience measures when disruptions occur. Rather, the shipper may sign contracts with providers who offer a high service level, although the costs may be higher. Generally, the actors have little insight into other actors’ resilience measures. Finally, the thesis presents some implications for managers on how to increase resilience and implications for academia.