## 6 Final Remarks  
### Conclusions  
In this study, technological solutions and optimized practices are proposed to increase the terminal's efficiency, safety, and operational sustainability. To this end, a comprehensive methodological approach was followed based on direct observation, interviews with key stakeholders, categorization of problems, a literature review on smart gates, and benchmarking of best practices in seaports worldwide. This resulted in the main technologies used in smart gates being analyzed in detail. This methodology contributed to the development of a proposal to improve the entrance and exit of the container terminal at the port under study. As such, the adoption of process optimization strategies by organizations is constantly growing, using process modeling through the BPM notation. This method is not limited to mapping processes but also extends to digitizing them and eliminating/mitigating waste through the lean philosophy. In other words, the AS-IS model (mapping the current state of operations) makes it possible to identify problems and inefficiencies in the process to take advantage of opportunities for improvement and ultimately map the TO-BE model (state of operations to be achieved) in line with these improvements. The new solution includes the implementation of advanced technologies, such as sensors, automatic identification, biometric recognition, and data integration, among others, \begin{table}
\begin{tabular}{l l} \hline \hline
**Category** & **Strategies** \\ \hline
**Overcoming stakeholder resistance** & \(\bullet\) & Emphasize the importance of comprehensive training programmes for port staff and stakeholders to familiarize them with new technologies and processes. \\  & \(\bullet\) & Suggest strategies for involving stakeholders early in the process to ensure their input is considered and their concerns are addressed. \\ \hline
**Integration of new technologies** & \(\bullet\) & Recommend a phased approach to implementing new technologies to allow for gradual adaptation and troubleshooting of any integration issues. \\  & \(\bullet\) & Highlight the need for standardizing technologies across different ports to ensure compatibility and ease of integration. \\ \hline
**Practical applications and use cases** & \(\bullet\) & Discuss the potential of real-time data analytics to enhance decision-making and operational efficiency. \\  & \(\bullet\) & Cost-benefit analysis: encourage port managers to conduct cost-benefit analyses of different technologies to determine the most cost-effective solutions. \\ \hline
**Addressing human factors** & \(\bullet\) & Propose the development of comprehensive change management strategies to handle the human aspect of technological adoption. \\  & \(\bullet\) & Suggest establishing mechanisms for continuous feedback and improvement. \\ \hline
**Policy and regulatory** & \(\bullet\) & Advocate for policies that support innovation and digital transformation in ports. \\  & \(\bullet\) & Emphasize the importance of complying with international standards and regulations related to data privacy, cybersecurity, and environmental impact. \\ \hline \hline \end{tabular}
\end{table} 
Table 6: Practical recommendations. all of which are essential for transforming the port's operations into a more agile, secure, and environmentally sustainable system. Alongside the TO-BE model proposal, it is recognized that the long-term vision for the port under study is aimed not only at immediate technological progress but also at preparing the terminal to meet the growing increase in demand. With this evolution, it is hoped that, by 2030, the terminal will be capable of doubling the volume of peak heavy goods vehicles per hour, reflecting not only an expansion in capacity but also an increase in operational efficiency. This shift to a digitalized gate will bring challenges, not least people's resistance to change and the need for training. As mentioned above, alongside technology and processes, it is also necessary to look at the aspects involving people.