DIGITAL PORT MANAGEMENT
...successful technology implementation depends not only on data gathering and management but also on technology maturity, organizational readiness and the human impact of new systems.
the information needed to make more precise decisions about vessel movements. For Pacific ports, the message from the session was not that every facil- ity needs to immediately embark on a massive digital transformation. Instead, ports can begin with specific operational challenges and build from there. That might mean digitizing a paper-based process, establishing con- sistent performance metrics, integrat- ing existing data sources or improving visibility into vessel and berth activ- ity. Once a reliable digital founda- tion is established, more sophisticated analytics and AI applications can be introduced. This incremental approach may be particularly important for smaller ports, where resources and technology budgets are limited. The objective is ultimately the same regardless of port size: turn information into actionable intelligence. As Ferrufino observed, successful technology implementation depends not only on data gathering and management but also on technol- ogy maturity, organizational readi- ness and the human impact of new systems. That last point may be the most important. Digital transformation is as much about people and processes as it is about software. The future port will not simply be one with more technology. It will be one in which technology helps people see the operation more clearly, understand performance in real time and make decisions based on reliable information. For ports navigating increasingly complex demands — from trade and infrastructure investment to resilience, efficiency and decarbonization — that ability to make better decisions may prove to be one of the most valuable assets of all.
The discussion also pointed toward the growing role of artificial intelli- gence. AI is attracting enormous atten- tion across the maritime sector, but the speakers’ message was grounded in a more practical reality: AI depends on reliable data. Innovez One has described its development path as moving toward an AI layer built on an increasingly connected operational foundation. The company’s stated objective is to use AI to help port teams anticipate what comes next, understand the wider implications of operational changes and make better decisions. Rather than replacing port profes- sionals, digital tools can provide them with better information and decision- support capabilities. Better digital management can also support environmental objectives. A vessel waiting unnecessarily at anchor- age or alongside consumes time and energy. Inefficient deployment of tugs and other marine services can simi- larly increase fuel consumption and emissions. Yeo has argued that breaking down data silos between ships and ports — and within ports themselves — is an important component of making “Just in Time” operations possible. Better coordination can reduce the familiar maritime phenom- enon of vessels sailing quickly only to wait outside a congested port. The environmental benefit is there- fore closely linked to operational efficiency. Digital tools can help ports under- stand where delays occur, optimize resource allocation and provide
evidence-based approach to port management. Yeo brought another perspective to the discussion, focusing on the oper- ational side of digitalization and the importance of connecting information across the port call. A vessel arriving at a port may require a berth, pilot, tug, line-handling servi- ces and other resources. Traditionally, many of those activities have been coordinated through a combination of telephone calls, radio communica- tions, email, spreadsheets and manual records. The result can be discon- nected decision-making. Innovez One’s marineM platform has been developed around the idea of bringing these activities into a shared digital environment. Its evolution has moved from tug operations into broader port-management functions, including vessel bookings, billing, marine-services planning and berth planning. Yeo highlighted the fact that the problem is not necessarily a lack of effort by port personnel. Rather, many ports have inherited processes in which critical operational information remains dispersed across multiple sys- tems. Digitalization can help create a common operational picture. When information about vessel movements, berth availability and marine-service requirements is con- nected, planners can see how a change in one part of the operation affects another. That matters because a port call is not a series of independent activ- ities. A delay in one operation can cas- cade into another vessel movement, affecting pilots, tugs, berths and ter- minal operations.
50 — PACIFIC PORTS — October 2026
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