Christina Sauter: “Digitalization does not necessarily mean Platform Economy”
In the next few episodes of our blog, shipping professionals offer unique insights into the ongoing process of digital transformation in the shipping industry, from seafarers sailing global waters to shore-based employees. Today: Christina Sauter, Chief Commercial Officer at Samskip.
Christina Sauter has held various positions, including Head of Global Customer Service, at the shipping company Hamburg Süd, before joining logistics provider Maersk as Head of Customer Centricity Excellence, responsible for overarching customer focus. She now works as Chief Commercial Officer at Samskip, a major European logistics company.
In our interview, she discusses the state of digital transformation in shipping and offers a perspective on the future of maritime logistics: Why standardization is so important and how it improves customer service.
Ms. Sauter, how do you view the current state of digital transformation in maritime logistics compared to other transport sectors like rail, road, and air?
In shipping, digitalization started later than in other logistics sectors. However, the topic is no longer new here either. Shipping companies have long begun to see and utilize the benefits — for example, in customer service. The challenge lies in the lack of standardization within the industry. Just think of the multitude of actors in the logistics chain who often do not speak the same digital language.
What are the consequences of this lack of standardization?
It impacts not only customer service but also the efficiency of operations and compliance with environmental regulations. Other aspects include data security and project management. These topics are all interconnected. Here lies a great opportunity to better connect the different transport sectors — water, rail, road, and air — through digital standardization, creating a comprehensive and seamlessly integrated logistics chain.
That almost sounds like an argument for the creation of major digital platform solutions in the maritime logistics.
Not necessarily. It always depends on the strategy. There are shipping companies that want to free themselves from dependence on other logistics sectors and offer all logistics services from a single source. They sell not only the logistics service but also the platform itself as a part of the product. This strategy differs significantly from other companies that prefer to focus on their maritime core business.
What are the advantages of the platform concept?
Using Amazon as an example, they started out as a digital sales platform for books, driven by algorithms. Customer wishes were precisely analyzed and met accordingly. Then, Amazon massively expanded its portfolio and finally built its own logistics to become independent. Consequently, this will lead to the control of the entire value chain. Applied to shipping company platforms, this would mean covering everything from production to delivery, with their own ships, warehouses, trucks, etc.
That would result in considerable market power.
Yes, if the large investment sums required would pay off eventually. However, this can take time and involves certain risks. Therefore, a shipping company might also have good reasons to decide against it. As well, digitalization does not necessarily mean platform economy. A logistics company can just only digitize its processes, making them more efficient — to better meet customer needs. This already achieves a lot.
Could you elaborate on that?
It’s about using digitalization in a way that serves the customers and does not solely pursue internal efficiency gains. For example, digitalization can help optimize overall transport and resource management without increasing complexity for the customer. The focus of digitalization should therefore be on improving the customer experience.
Let’s move on to another aspect of digitalization — artificial intelligence (AI).
There’s a lot of talk about it now, how AI has been playing an increasingly important, though often hidden, role even before the hype. Increasingly, it’s becoming a regular support, taking over administrative and technical tasks, allowing people to focus on more strategic and innovative activities. In logistics, AI can help, for example, by early detection of maintenance needs, avoiding costly breakdowns. It can also assist in route planning by suggesting more efficient alternatives. The concern that AI will replace jobs is understandable, but currently, I see AI more as a tool that makes our work easier.
How can shipping companies use AI to improve customer relationships?
Digitalization and AI enable the automation of processes. One example is a system that informs our customers of deviations even before they notice those deviations themselves. Customers can view their cargo bookings via a platform and are continuously informed about the status of their shipment. Additionally, their wishes can be captured and implemented more precisely, significantly improving the customer journey.
This is already the case in other logistics sectors.
Yes, just look at the aviation industry: it offers many examples of advanced digitalization and successful customer orientation. Services like digital booking and real-time tracking could be transferred to maritime logistics. Here, all links in the value chain are connected. But this brings us back to the topic of standardization.
So, without binding standards, even the best AI is of no use?
Yes, and this requires better cooperation among shipping companies. They should unite, like in the aviation sector with IATA (International Air Transport Association), to form a strong global industry association and simplify and standardize logistics processes. This is the true meaning of standardization.
What trends do you see for the future of maritime logistics?
Besides digitalization, sustainability is key. Both go hand in hand. For example, in the use of alternative propulsion technologies and improving energy efficiency. Shipping companies are also innovation drivers; some are experimenting with wind power and hydrogen propulsion to reduce CO2 emissions.
With all the innovation, where do you see the customers in the future?
One of the biggest challenges is to ensure that digitalization actually improves customer service — making it more proactive and efficient without neglecting personal contact. Because at the end of the day, it’s about helping people, making them feel addressed and taken care of.
