# Digitalizing Maritime Containers Shipping Companies: Impacts on Their Processes
## 3 Results and Discussion
The reason is that these processes are the ones that produce the wealth of the company, so these are the ones subject to higher investments. The one more frequently impacted is \"6.2.2 Sea Voyage\"; this will be impacted by 32.6% of the applications. * There are six new processes that will be necessary when implementing some applications from AI or IoT domains. These processes are from the Strategy, Infrastructure & Products and from the Operations process categories domains. * On the other side, there are three processes that will need to be decommissioned when implementing two applications (one from the Cloud digital domain and one from the Robotics one). They are within the Operations and the Enterprise Management process categories domains. * The KPIs needed for measuring the performance of the digitalization of the BPMo are 51, though 11 of them can measure more than 50% of what is necessary for tracking the outcomes of the digitalization. * The quantification of the impacts performed with the devil's quadrant gives a perspective on how the digitalization can benefit a company for implementing an application, but it does not necessary imply that applications in the bottom of the list should not be implemented; the decision of going for one application or another should be made by the company looking at its priorities and needs. There are some conclusions though coming from the results of this analysis:  
* Applications \"5.01 Container tracking\", \"2.06 Analysis of engine parameters to anticipate issues\", and \"7.02 Cargo documents management\" are at the top of the list of the consolidated impact score. These applications are market available which, together with the nature of the application, makes the Time and Costs performance dimensions better when compared to others. They are also in the top of the list in Quality. * Applications \"2.16 AI applied to data management and clean\" and \"6.01 Cloud/Edge platform\" are at the bottom of the list, though especially the last one is necessary for others to work (i.e., it is a prerequisite for implementing a number of other applications). \begin{table}
\begin{tabular}{l c c c} \hline \hline
**Application** & **Time** & **Costs** & **Global Impact** \\ \hline
5.01 Container tracking & 2 & 2 & 8 \\
7.02 Cargo documents management & 2 & 2 & 7 \\
7.04 Electronic logbook & 2 & 2 & 4 \\
4.03 VR for maintenance & 2 & 1.5 & 6.5 \\
6.03 Use of eLearning via cloud & 2 & 1.5 & 5.5 \\
6.02 Use of SaaS via cloud & 2 & 1 & 5 \\
4.01 VR for training & 2 & 1 & 4 \\
2.04 Route optimization via AI analysis of client information & 1.5 & 2 & 6.5 \\
3.02 Big data analysis for energy efficiency & 1.5 & 2 & 5.5 \\
3.03 Analysis of data on consumption and emissions for & 1.5 & 2 & 5.5 \\ \hline \hline \end{tabular}
\end{table} 
Table 14: Quick-win applications. There are applications that are at the top when looking at the consolidated score but at the bottom when looking at one performance dimension. This is the case for \"2.14 Optimizing ship's operations via AI analysis of operational information\" (bottom in Time but top in Flexibility and Quality and almost optimal in Costs), and it is also the case for \"2.11 Optimizing maintenance process using digital twin and AI\" (bottom in Costs but top in Flexibility and Quality and average in Time). This happens also with \"6.02 Use of SaaS via cloud\", \"6.03 Use of eLearning via cloud\", and \"8.01 Spare parts using 3 DP\" (low in Quality but much better in the rest of performance dimensions), and with \"1.04 Use of robots in complex/hazardous tasks\", \"3.02 Big data analysis for energy efficiency\", and \"3.03 Analysis of data on consumption and emissions for bunkering selection\" (same situation just described but with Flexibility rather than Quality. \(\circ\) The opposite also happens: applications that are at the bottom when looking at consolidated score are at the top for one performance dimension.