## 5 Implementation Study of the Cluster in the Seaport of Aveiro  
Based on several studies related to the implementation of industrial clusters [67; 68; 69], the advantages added to the Port of Aveiro were verified. As seen throughout this work, clusters are seen as close concentrations of companies that communicate and cooperate with each other to achieve a common goal. For the creation of this type of group, an appropriate organizational structure is essential, as well as the answer to several questions that are imposed at the initial stage of the project, such as: (1) What is the vision/mission and objective of the cluster? (2) How will the objectives be achieved? (3) Who will be the partners/members for the cluster? (4) How will the various partners belonging to the cluster be organized? (5) What are the internal rules and processes that the team will use to maintain control? (6) How will they deal with competitive pressure? (7) What will the role of commercial activities in the cluster be? (8) How quickly should members be integrated? (9) How important is the government for the creation of the cluster? (10) What are the funding sources for the cluster's prosperity? and (11) What is the strategy to be implemented and how will it be adjusted for the future? Based on the answer to the initial questions of project orientation, a structured and well-defined plan regarding the implementation of the cluster must be drawn up, similar to that carried out in the scheme of Figure 4.  
Initially, a solid planning structure should be implemented. This approach guides the process and sequencing of tasks and actions, ensures that all elements of research, analysis, and evaluation are fulfilled, and allows monitoring and structured control of the process as it progresses. \begin{table}
\begin{tabular}{c c c} \hline \hline
**Type of Product** & **Company** & **Country** \\ \hline \multirow{4}{*}{STEEL} & Ancoref/Dilinger & Netherlands/Germany \\  & Metinvest Tametal & Italy \\  & POSCO & South Korea \\  & NLMK & Denmark \\ \hline \multirow{4}{*}{FLANGE} & Taewoong & South Korea \\  & Euskal Forging & Spain \\  & Barranquesa & Spain \\ \hline \multirow{4}{*}{INK} & Hempel & United Kingdom \\  & Jotun & Norway \\  & SIKA & Germany \\  & CIN & Portugal \\ \hline \multirow{4}{*}{SECONDARY STEEL} & Mostostal Pomorze & Poland \\  & Aluship & Poland \\  & Rometal & Netherlands \\  & Aluwind & Denmark \\ \hline \multirow{4}{*}{TRANSPORT} & Laso & Portugal \\  & Actanis & Spain \\ \cline{1-1}  & Burmester & Portugal \\ \cline{1-1}  & Coordinadora & Spain \\ \cline{1-1}  & Core Marine & Norway \\ \cline{1-1}  & OHT & Norway \\ \hline \hline \end{tabular}
\end{table} 
Table 6: Raw material suppliers for ASM Offshore. After defining the objectives of the cluster, several analyses should be performed, such as that of PESTEL, Porter's forces, McKinsey 7S Framework analysis, SWOT analysis, among others. These analyses allow the identification of the strategies to implement in the cluster and an evaluation of the options (costs, benefits, advantages, and disadvantages), for a targeted and beneficial selection of companies. Regarding PESTEL analysis, it is focused on the study of macro-environmental factors (political, social, economic, technological, environmental, and legal) for a business activity [70]. Moreover, this analysis allows framing the entity that may receive the cluster, in order to understand its potential for the development of the project. Regarding Porter's forces, five forces should be considered: rivalry between competitors; business power of buyers; bargaining power of suppliers; entry of new competitors; and substitute products. These forces should be studied in order to assess and analyze the external environment in which the organization is inserted [37]. In relation to the McKinsey 7S Framework analysis, it is often used as an organizational analysis tool to assess and monitor changes in an organization's internal situation.