# Digitalizing Maritime Containers Shipping Companies: Impacts on Their Processes
## 3 Results and Discussion
These KPIs measure the performance of the introduction of the 46 digital applications; this means that on average, there is more than one KPI needed for measuring the performance of the introduction of one application, which is reasonable. Actually, there are only two applications that require only one KPI for tracking their performance: \"6.01 Cloud/edge platform\" and \"7.01 Enhanced cybersecurity\" can be measured using KPIs \"Percentage of reduction of operational cost\" and \"Percentage of improvement on cyberattacks prevented\", respectively. These two applications tracked only with one KPI are the only ones that are service platforms for the entire company. It has just been said that the majority of the applications are measured using more than one KPI; actually, the 46 applications required a total of 105 KPIs to measure their performance. Since the number of unique KPIs is 51, not 105, this means that many of them are used in more than one application. A total of 11 KPIs are used more than twice; they are used 53 times out of the mentioned 105 (Table 3), so 11 KPIs can measure more than 50% of what needs to be measured to quantify applications' performance, which is a good number since with this relatively small number of KPIs, a company can track most of their improvements coming from all the digital applications. Section 2 explained how the impact of the introduction of any of these applications in the BPMo has been quantified using the four performance dimensions for processes: Costs, Time, Quality, and Flexibility. Applications have been grouped into three tertiles in order to analyze the results of this quantified impact. The three tertiles are not always equal in size, since being strict on the balance between the three tertiles would have forced the separation in different tertiles of applications that have the same value on a performance dimension. This happens since there are performance dimensions such as costs or time that are made of two sub-dimensions (see Section 2); and the consolidated impact score is calculated from the four performance dimensions. Table 4 contains the applications that are in the top tertile applying that evaluation. \begin{table}
\begin{tabular}{l c} \hline \hline
**KPI** & **Number of Applications that Use This KPI to Measure Their Performance** \\ \hline \% improvement on ratio cost using old & 8 \\ process/cost using new process & 8 \\ \% of decrease in human errors & 8 \\ Number of days of improvement in the & 8 \\ decision process & 8 \\ \% decrease on annual maintenance hours & 5 \\ \% of decrease on safety incidents & 5 \\ \% of reduction on costs of fuel consumption & 4 \\ \% decrease on mechanical failures & 3 \\ \% of decrease on incidents/accidents & 3 \\ \% of improvement on customer satisfaction & 3 \\ \% of improvement on end-of-year & 3 \\ financial results & 3 \\ \% of reduction on training costs & 3 \\ \hline TOTAL & 53 \\ \hline \hline \end{tabular}
\end{table} 
Table 3: KPIs used more than twice for measuring application performance. Not surprisingly, application \"5.01 Container tracking\" is leading the score given the following:  
* Regarding costs, it is not too expensive to implement, and the return of investment is high, since it enhances containers' delivery process. * Looking at time, it is also optimal in terms of implementation time (there are many market applications for a quick implementation), and it saves considerable time for tracking the containers. * The quality of the process increases as the applications are error-prone compared with the manual process. * The flexibility of the affected processes increases considerably compared to the manual tracking. On the other side of the list in Table 5, the applications that are in the bottom tertile can be found. The applications from Table 5 do not necessarily fall into applications that should not be implemented or that should be discarded.