Skip Navigation Links.
Collapse <span class="m110 colortj mt20 fontw700">Volume 12 (2024)</span>Volume 12 (2024)
Collapse <span class="m110 colortj mt20 fontw700">Volume 11 (2023)</span>Volume 11 (2023)
Collapse <span class="m110 colortj mt20 fontw700">Volume 10 (2022)</span>Volume 10 (2022)
Collapse <span class="m110 colortj mt20 fontw700">Volume 9 (2021)</span>Volume 9 (2021)
Collapse <span class="m110 colortj mt20 fontw700">Volume 8 (2020)</span>Volume 8 (2020)
Collapse <span class="m110 colortj mt20 fontw700">Volume 7 (2019)</span>Volume 7 (2019)
Collapse <span class="m110 colortj mt20 fontw700">Volume 6 (2018)</span>Volume 6 (2018)
Collapse <span class="m110 colortj mt20 fontw700">Volume 5 (2017)</span>Volume 5 (2017)
Collapse <span class="m110 colortj mt20 fontw700">Volume 4 (2016)</span>Volume 4 (2016)
Collapse <span class="m110 colortj mt20 fontw700">Volume 3 (2015)</span>Volume 3 (2015)
Collapse <span class="m110 colortj mt20 fontw700">Volume 2 (2014)</span>Volume 2 (2014)
Collapse <span class="m110 colortj mt20 fontw700">Volume 1 (2013)</span>Volume 1 (2013)
Journal of Business and Management Sciences. 2019, 7(3), 140-146
DOI: 10.12691/JBMS-7-3-5
Original Research

How Digitalization and IoT Can Improve the Operations of Panama Canal

Parsa Safa1, Kelly Weeks2, Mahdi Safa3, and Pamela Zelbst4

1Political Science, Pre Law, Baylor University, Waco, Texas, USA

2Marketing and Management, Baylor University, Waco, Texas, USA

3Engineering Technology, Sam Houston State University, Huntsville, Texas, USA

4Supply Chain Management, Director of Center for Innovation and Technology, Sam Houston State University, Huntsville, Texas, USA

Pub. Date: November 05, 2019

Cite this paper

Parsa Safa, Kelly Weeks, Mahdi Safa and Pamela Zelbst. How Digitalization and IoT Can Improve the Operations of Panama Canal. Journal of Business and Management Sciences. 2019; 7(3):140-146. doi: 10.12691/JBMS-7-3-5

Abstract

The objective of this study was to review and investigate how data information systems are used to control operations and influence management decisions at the Panama Canal. It takes the view that the Panama Canal combines basic technology and complex systems to keep canal operations running safely and efficiently, and growing; ultimately keeping the Global economy in motion and profitable. From this perspective, it shows how ports around the world may look to the Panama Canal for solutions they can incorporate to remain relevant and competitive. This paper also discusses how the Panama Canal Authority utilizes legacy systems along with a wide variety of technology systems and equipment to collect data, and translate it into useful information that is used in planning and running day-to-day operations.

Keywords

internet of things, digitalization, Panama Canal, Cybersecurity, Global commerce

Copyright

Creative CommonsThis work is licensed under a Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/

References

[1]  Lind, M., Michaelides, M., Watson, R.T., Bjorn-Andersen, N., Bergmann, M., Haraldson, S., Andersen, T., Ward, R., Sancricca, M., Gerosavvas, N., & Heidecker, A. (2018). Extending the efficiency boundary from ports to hubs: A new role for container terminal operators, See Traffic Management, #15.
 
[2]  Ahuja, S., & Potti, P. (2010). An introduction to RFID technology. Communications and Network, 2(03), p.183.
 
[3]  Levius, S., Safa, M., & Weeks, K. (2018). Information and communication technology strategies to improve international competitiveness in the wholesale and retail trade sector. International Journal of Business and Globalisation, 20(1), 128-138.
 
[4]  Safa, M., Baeza, S. & Weeks, K. (2019). “Incorporating Blockchain technology in construction management”, Strategic Direction, Vol. 35 No. 10, pp. 1-3.
 
[5]  Weeks, K., Safa, M., & Dyson, J. (2018). Future Port Automation: Issues to Consider. The Journal of Ports & Terminals (71). Retrieved from https://www.porttechnology.org/technical- papers/future_port_automation_issues_to_consider/.
 
[6]  Azimi, M., Aremu, A.M., & Qi, Y. (2018). Use of Vessel Automatic Information System Data to Improve Multimodal Transportation in and Around Ports, Transportation Research Board, No. Project ID: 2017 Project 07.
 
[7]  HPA (2014), Port of Hamburg Handbook, Norddeutsches Medienkontor, Hamburg.
 
[8]  Ferretti, M., & Schiavone, F. (2016). Internet of Things and business processes redesign in seaports: The case of Hamburg. Business Process Management Journal22(2), pp.271-284.
 
[9]  Cullinane, K., Song, D., & Wang, T. F. (2004). An application of DEA windows analysis to Container port production efficiency. Review of Network Economics, Vol. 3 (2).
 
[10]  Ferretti, M., & Schiavone, F. (2016). Internet of Things and business processes redesign in seaports: The case of Hamburg. Business Process Management Journal, 22(2), pp.271-284.
 
[11]  Gnimpieba Z., Nait-Sidi-Moh, A., Durand, D., & Fortin, J. (2014). Internet des objets et interopérabilité des flux logistiques: état de l'art et perspectives, UbiMob2014: 10èmes journées francophones Mobilité et Ubiquité, Sophia Antipolis, France.
 
[12]  Gnimpieba, Z., Nait-Sidi-Moh, A., Durand, D. & Fortin, J. (2015). Using the Internet of Things technologies for a collaborative supply chain: Application to tracking of pallets and containers. Procedia Computer Science, 56, pp.550-557.
 
[13]  Benghozi, P.J., Bureau S., & Massit-Folléa F. (2008). L'Internet des objets: Quels enjeux pour les Européens ?, Ministère de la recherche, Délégation aux usages de l'Internet, UMR7176, Paris.
 
[14]  Lee, I., & Lee, K., (2015). The Internet of Things (IoT): Applications, investments, and challenges for enterprises. Business Horizons, 58(4), pp.431-440.
 
[15]  Meyer, M.D., McLeod, S., Fidell, T., Gajjar, H., Sood, D., Kamali, M., Wingate, R., Willauer, D.O., & Southworth, F., (2019). Freight Transportation Resilience in Response to Supply Chain Disruptions. NCFRP Research Report, (39).
 
[16]  Panama Canal Authority. (2017). Innovative engineering at Panama Canal recognized as a historic achievement, Retrieved from http://www.pancanal.com/eng/pr/press- releases/2003/04/04/pr102.html.
 
[17]  Panama Canal Authority. (2008). Corporate sustainability highlights of the Panama Canal Authority (ACP) Retrieved from https://www.pancanal.com/eng/general/reporte- anual/2008/highlights.pdf.
 
[18]  Wolters Kluwer. (2017). Offshore e-commerce. Retrieved from http://www.lowtax.net/information/panama/panama-canal-silicon- valley.html.
 
[19]  Steward, J. (2017). Fancy software brings the Panama Canal into the 21st century. Retrieved from https://www.wired.com/2017/03/fancy-software-brings-panama- canal-21st-century/.
 
[20]  Indra. (n.d.). Smart solutions for the expansion of the Panama Canal. Retrieved from http://www.indracompany.com/en/smart-solutions-expansion-panama-canal-0
 
[21]  Motorola Solutions. (2016). Critical communication technologies from Motorola Solutions connect Panama Canal with more than 20 security and emergency agencies at canal expansion events. Retrieved from https://newsroom.motorolasolutions.com/news/critical- communication-technologies-from-motorola-solutions-connect- panama-canal-with-more-than-20-security-and-emergency- agencies-at-canal-expansion-events.htm.
 
[22]  OAS and MICROSOFT, (2018). Critical infrastructure protection in Latin America and the Caribbean in 2018. Retrieved from https://www.oas.org/es/sms/cicte/cipreport.pdf.
 
[23]  John Trax, (2012), Gates At Gatun Locks Panama Canal, Retrieved from https://fineartamerica.com/featured/gates-at-gatun-locks-panama-canal-john-trax.html
 
[24]  Fred Henstridge, 2010, Electric Mules Guide Vessels Through the Locks,Vol.3, No 11, Retrieved from http://henstridgephotography.com/FHP%20Volume%203%20Issu e%2011/
 
[25]  Scola, N., (2014), International Telecommunications Union, Retrieved from http://www.submarinecablemap.com/">TeleGeography map</a> showing global submarine Internet cables.