An Overview of Critical Success Factors for Digital Shipping Corridors: A Roadmap for Maritime Logistics Modernization

Abstract

Digital Shipping Corridors (DSCs) are gaining traction as integrated models for increasing transparency, efficiency, and sustainability in maritime logistics. Yet, the enabling conditions for their effective implementation remain insufficiently explored. This study employs a qualitative thematic review approach, analyzing the academic literature, global policy documents, and selected case studies to identify and synthesize the critical success factors for DSC development. The analysis reveals seven interdependent factors: technological infrastructure, economic feasibility, regulatory frameworks, logistical efficiency, logistical security, stakeholder collaboration, and environmental sustainability. These factors are not independent but interact dynamically, requiring coordinated development across technical, institutional, and environmental domains. This study proposes a dynamic interaction framework that illustrates how progress in one area (e.g., digital infrastructure) depends on readiness in others (e.g., governance and cross-sector collaboration). The outcomes contribute both conceptually and practically. The framework offers a system-level understanding of DSC implementation and identifies key leverage points for intervention. The findings provide strategic guidance for policymakers, port authorities, and supply chain stakeholders pursuing digitally enabled sustainable maritime corridors. This study also highlights areas for future empirical validation, particularly in relation to governance integration and cross-border alignment.

1. Introduction

In the 21st century, the global maritime industry, responsible for over 80% of worldwide trade, is navigating an era of significant disruption. The sector’s reliance on outdated and fragmented systems has been underscored by escalating operating costs, climate-related disruptions, and vulnerabilities exposed by events such as the COVID-19 pandemic and the blockage of the Suez Canal [1]. Analog documentation, manual processes, and siloed data systems in supply chains lead to inefficiencies, increased risks, and higher costs [2,3]. These challenges are exacerbated by the fact that shipping contributes to approximately 3% of global CO₂ emissions, a figure projected to rise without comprehensive modernization [4,5]. Transformative solutions that prioritize sustainability, resilience, and efficiency are essential to address these constraints.

Digital Shipping Corridors (DSCs) have emerged as a vital solution to these challenges, offering a data-driven integrated approach to maritime logistics. By optimizing routes through digitalization, DSCs help reduce fuel consumption and emissions [6]. They also promote the adoption of cleaner fuels, supporting global climate goals [7]. Economically, digital transformation drives growth by creating jobs, lowering costs, and improving supply chain sustainability [8,9]. Additionally, DSCs improve security and operational efficiency by leveraging technologies such as blockchain, which prevents data breaches and cargo fraud through secure tamper-proof data sharing, while also streamlining documentation and enhancing data management [10,11]. Furthermore, digital automation in trade and customs operations minimizes delays and optimizes resource management [12]. However, despite their promise, the real-world implementation of DSCs remains fragmented and inconsistent.

In parallel, recent disruptions have drawn attention to the importance of systemic resilience in maritime supply chains. Insights from Supply Chain Resilience (SCR) theory, which emphasizes robustness, flexibility, and rapid recovery capacity, provide a relevant conceptual lens through which to understand how global logistics systems can better withstand shocks and adapt to uncertainty [13]. This perspective is especially useful in the context of DSCs, as it highlights the value of modular digitally enhanced infrastructures and collaborative governance for maintaining continuity in the face of disruption [14,15].

A key limitation in the current literature is the lack of integrative analysis that consolidates the critical enablers required for effective DSC development. Most studies focus narrowly on specific technologies, such as blockchain, IoT-enabled smart ports, or AI-driven navigation systems [16,17,18,19], without addressing how these elements interrelate or what systemic enablers are required for integrated corridor development. Furthermore, foundational criteria such as data interoperability, cybersecurity, and regulatory harmonization are often omitted or treated as secondary concerns. For instance, Tijan et al. found that a lack of standardized digital platforms and poor stakeholder coordination remain critical bottlenecks in maritime digital initiatives. Similarly, Golgota and Çerma [20] highlighted that, despite advances in automation, the absence of robust cybersecurity protocols and preparedness significantly undermines the resilience of port systems. Additionally, Sakita et al. [21] demonstrated that regulatory fragmentation and inter-agency conflicts often obstruct digital transformation efforts in emerging economies, illustrating the systemic neglect of governance integration. This fragmented approach leaves both scholars and practitioners without a comprehensive understanding of what conditions must be met to ensure DSC viability.

The present study addresses this gap by developing a comprehensive and integrative framework for the successful implementation of Digital Shipping Corridors. Unlike previous research, which often examines discrete technical solutions, this study identifies and interrelates seven critical success factors: technological infrastructure, economic feasibility, regulatory alignment, logistical efficiency, security mechanisms, stakeholder collaboration, and environmental sustainability. The novelty of this research lies not only in the breadth of these factors, but also in its analytical depth: this study applies a structured conceptual lens that reveals the underlying logic connecting these enablers. Rather than treating them as independent variables, this perspective allows for an interpretation of how systemic, organizational, and contextual forces interact to shape implementation outcomes. This approach brings greater theoretical coherence to the topic and offers practical insights that reflect the real-world complexity of digital transformation in the maritime sector.

The following research questions guide this investigation:

RQ1: What are the key enablers of successful Digital Shipping Corridor implementation?

RQ2: How do these enablers interact to influence outcomes in maritime logistics modernization?

The hypothesis underpinning this inquiry is that the success of DSC implementation is not determined by any single factor in isolation, but rather by the coordinated development and alignment of multiple interdependent domains. Without such integration, efforts to digitalize shipping corridors risk remaining partial, inefficient, or unsustainable. By developing an integrated framework, this study offers a strategic roadmap to optimize DSC implementation for policymakers, industry players, and logistics professionals. The remainder of the paper is structured as follows: Section 2 outlines the research design, data sources, and analytical framework. Section 3 provides background on logistics evolution and digital transformation in maritime logistics, and presents case studies of leading companies. Section 4 presents the key findings, followed by a discussion in Section 5. Section 6 and Section 7 offer practical implications and directions for future research, respectively, and Section 8 concludes the study. Through this holistic approach, this research aims to ensure the long-term competitiveness, resilience, and sustainability of DSCs in an evolving global maritime landscape.

2. Materials and Methods

2.1. Research Design

This study adopts a thematic review approach to investigate the critical success factors for DSCs. Unlike systematic reviews, which rely on rigid protocols and narrowly defined selection criteria, this method offers flexibility in sourcing and analyzing information from the academic literature, industry reports, and policy documents. No specific time frame was applied during the selection process, enabling the inclusion of both foundational and recent contributions. This approach is particularly effective for emerging interdisciplinary topics, as it supports the identification of recurring themes, conceptual linkages, and research gaps across diverse fields relevant to maritime digitalization and logistics modernization.

2.2. Data Sources and Selection

Relevant sources were identified through targeted searches in major academic databases including Scopus, Web of Science, and Google Scholar, along with industry-specific publications and official reports from international organizations such as the International Maritime Organization (IMO), the World Trade Organization (WTO), and various global port authorities. The selection of the literature was purposive, emphasizing materials that provide substantive insights, conceptual frameworks, or best practices relevant to DSCs.

To ensure a comprehensive perspective, the literature base spans historical analyses of logistics evolution, technical studies on digitalization in maritime transport, and the documentation of real-world corporate practices. In particular, case studies from leading maritime companies were selected based on their relevance, visibility in digital innovation, and the availability of public data. These cases were subjected to a comparative analysis to identify common patterns, technological approaches, and strategic variations, which served to complement and reinforce the conceptual framework derived from the literature.

2.3. Analytical Framework

The analysis was conducted through a thematic synthesis of the collected literature. This involved categorizing the content into seven overarching critical success factors: technological infrastructure, economic feasibility, regulatory and policy frameworks, logistical efficiency, logistical security, stakeholder collaboration, and environmental sustainability. Each factor was further broken down into sub-criteria that emerged repeatedly across the reviewed sources. This study applies a theory-informed qualitative methodology to structure and analyze the critical success factors of digital DSCs. The theoretical lens draws from three dominant perspectives: Socio-Technical Systems (STS) Theory, Resource-Based View (RBV), and Institutional Theory. This tri-theoretical framework enables a holistic understanding of both internal (technological, human, and resource-based) and external (regulatory, institutional, and societal) drivers of DSC development. STS emphasizes the need for alignment between digital systems, organizational processes, and human interactions [22]. RBV explains how competitive advantage in logistics can be gained through rare and inimitable digital and human capabilities [23]. Institutional Theory provides a foundation to assess how external norms, regulations, and legitimacy requirements shape digital transformation in logistics [24]. These theories guided the analysis of case studies and the thematic mapping of critical success factors.

3. Background

3.1. Logistics Evolution

Logistics has experienced significant changes shaped by successive waves of industrial revolution. The progression of logistics can be mapped through the four waves of economic development, beginning with the First Industrial Revolution in the late 18th century. This period brought mechanization through steam power, which replaced wind-dependent vessels, thus making transoceanic routes more predictable and efficient [25,26]. Steam-powered ships allowed for greater reliability in shipping schedules, accelerating global trade and opening up new international markets.

During the late 19th and early 20th centuries, the Second Industrial Revolution brought electrification and the internal combustion engine, revolutionizing industries and transportation [27,28]. These innovations gave rise to mass production, enhanced industrial productivity, and created cargo handling innovations [29]. The maritime industry had its turning point in 1956 when Malcom McLean revolutionized containerization, transforming global trade by unifying intermodal transport through standardization, reducing costs, and decreasing the time taken for loading from weeks to hours [30,31].

The Third Industrial Revolution (late 20th century) had a substantial impact on logistics by transforming industrial operations through technological, economic, social, and cultural shifts. As digital technologies proliferated, logistics paradigms changed to incorporate automation, data management, and effective transportation systems. The shift from traditional manufacturing to digital-based production required logistics to adapt by enhancing supply chain coordination and reducing inefficiencies. Real-time tracking, predictive analytics, and optimized distribution networks were made possible by the extensive use of information and communication technologies. Low-carbon logistics strategies were also developed as a result of the shift to environmentally friendly practices. These developments paved the way for additional changes in the Fourth Industrial Revolution by laying the groundwork for contemporary logistics paradigms [32].

The Fourth Industrial Revolution, also referred to as Industry 4.0, has transformed logistics with the combination of advanced digital technologies like AI, IoT, blockchain, and automation. Today, smart warehouses utilize autonomous robots and AI-driven systems to enhance inventory management, minimize human error, and improve productivity. IoT sensor devices and real-time data analytics allow for precise shipment tracking in the supply chain, thus improving the responsiveness and visibility of the supply chain. Additionally, blockchain technology leads to increased security and transparency in global commerce by allowing tamper-proof transaction records. The capabilities offered by these technologies have brought about Logistics 4.0, where connected and intelligent systems accelerate efficiency, reduce costs, and increase sustainability [33].

The evolution from Industry 4.0 to 5.0 in logistics and supply chain management marks a shift towards human-centric, sustainable, and resilient systems [34,35]. Logistics 5.0 prioritizes environmental sustainability and human–machine collaboration while expanding on the digital technologies of Industry 4.0. With a focus on interconnectivity and supply chain optimization, this new paradigm supports smart logistics systems for personalized distribution, transportation, and inventory management [36,37]. Bionic supply chains are produced by combining human intelligence and machine efficiency, improving sustainability and operational resilience [34]. Additionally, logistics 5.0 emphasizes sustainability and climate change, prioritizing environmental preservation while utilizing advanced technologies [38].

3.2. Digital Transformation Within the Maritime Logistics Sector

The digitalization of the maritime logistics sector can be traced back to the 1980s, when port authorities and shipping lines engaged in Electronic Data Interchange (EDI) systems. The goal behind these innovations was to improve the efficiency and speed of port operations by reducing the reliance on paper-based documentation. The initial significant branching out of digital services was through the Port Community System (PCS), where interaction was an electronic document exchange between port players, enabling actors in maritime logistics to cooperate in a more harmonized way. The emergence of PCS supported digital interaction among the different port stakeholders, speeding up the processing and transfer of information. The first Terminal Operating Systems (TOSs) were introduced during this period, which integrated port processes and supported a more data-driven approach to cargo handling operation and management [39].

Over the following decades, maritime logistics systems developed significantly with the use of automation technologies like containerized cargo traceability, automated cranes, and clever planning systems. Advanced real-time tracing technology was used during the period to track goods along the supply chain, marking a huge leap in the visibility and accuracy of the logistics processes [39,40]. These innovations also pave the way for fully autonomous ports and terminals, where robotics and AI are increasingly employed to optimize logistics, eliminate human error, and increase efficiency.

The extensive use of blockchain technology and IoT devices elevated the digitalization of maritime logistics to a new level. Continuous shipment tracking is made possible by IoT sensors and linked devices, which helps expedite port operations and cut down on delays. Furthermore, by ensuring that each transaction and movement of goods is documented in tamper-proof digital ledgers, blockchain has been instrumental in enhancing transparency and security in international shipping [39]. Blockchain’s ability to guarantee data security and integrity has emerged as a key component of contemporary supply chains, especially in the intricate and frequently dispersed maritime logistics sector [41].

Despite these advances, the maritime logistics sector has historically been sluggish in adopting digital technologies, particularly when compared to other sectors such as telecommunications and banking. The prime reason for this has been the fragmented nature of the industry, with numerous independent stakeholders involved in each shipping process. Rising pressures to reduce costs, become more operationally efficient, and comply with environmental regulatory standards have nevertheless accelerated the pace of digital transformation in the maritime industry [40,41].

Currently, the industry is moving towards more advanced solutions, such as predictive analytics and big data processing, which allow those in the industry to predict demand fluctuations and streamline routes to increase overall supply chain effectiveness. Additionally, the intensified utilization of green technologies and low-carbon solutions, driven by both regulatory impetus and corporate social responsibility, is raising the sustainability efforts of the industry [40].

3.3. Digital Transformation Case Studies in Maritime Sector

The maritime industry is undergoing a profound digital transformation, with leading companies leveraging cutting-edge technologies to enhance efficiency, reduce costs, and improve customer experiences. This section examines several case studies that highlight innovative approaches to digital transformation in maritime operations.

3.3.1. MSC Mediterranean Shipping Company’s Digital Revamp

As of 2025, MSC Mediterranean Shipping Company is the world’s largest container shipping line, operating a fleet of 900 vessels with a total capacity of 6.5 million TEU: an industry record. The company owns 609 container ships and charters an additional 291, giving MSC control of approximately 20% of the global container capacity. MSC’s growth continues with 132 new ships on order, which could boost its total capacity to 8.5 million TEU upon delivery. This extensive fleet connects over 500 ports worldwide and supports MSC’s diversified logistics operations, which also include rail freight, cruise ships, and cargo aircraft. Founded in 1970 and headquartered in Geneva, MSC remains privately owned by the Aponte family and is recognized for its sustained investment in fleet expansion, operational efficiency, and digital transformation [42,43].

MSC has integrated advanced technologies into its processes, services, and deliveries. To this end, the company implemented a digital documentation platform called MSC eBL, digitizing the bill of the lading process to eliminate paperwork, reduce processing times, and enhance security. Such improvements have resulted in better visibility, streamlined processes, increased security, quicker document processing, improved accuracy, and higher levels of customer satisfaction across the board. MSC also uses IoT sensors to monitor their containers in real-time, allowing them to track each container and ensure the integrity of the cargo. This enables them to respond quickly to any issues that may arise during transit. These measures have not only improved reliability, but have also increased customer trust [44].

MSC’s implementation of smart containers is part of a broader trend toward container traceability and automation in global shipping. These containers, enhanced with IoT sensors, allow for the real-time tracking of environmental conditions and improve cargo handling efficiency. In parallel, the development of global data exchange standards facilitates interoperable container services that are expected to define future competitiveness in the industry [45].

3.3.2. Maersk’s Digital Supply Chain Transformation

A.P. Moller–Maersk, headquartered in Copenhagen, Denmark, is the world’s second-biggest container shipping line. Maersk operates a fleet of over 700 vessels and serves customers in more than 130 countries. The company provides integrated logistics solutions spanning ocean shipping, inland transportation, and terminal operations [46]. Its growth strategy involved aggressive internationalization and expansion, including investments in containerization and acquisitions [47]. Maersk’s container business encompasses Maersk Line, Maersk Logistics, and APM Terminals, with a strong presence in South East Asia [48]. The company’s success is attributed to its interconnected networks of ships, information systems, and employees, which have been crucial in achieving global leadership [49].

As a major player in the global shipping and logistics industry, Maersk grappled with numerous supply chain management issues, such as inefficiencies, cumbersome manual processes, and complexities in coordinating international shipping logistics. In order to resolve these problems, Maersk introduced a decentralized logistics solution known as TradeLens. This platform automates the paperwork associated with moving goods through jurisdictions and customs authorities, establishing a secure and permanent trail, not only of shipping transactions, but also of commercial documents. TradeLens lowered administrative costs, reduced processing time, and improved visibility for all parties in the shipping industry. The delivery platform also connected all other supply chain participants, like cargo owners, freight forwarders, inland transportation providers, ports and terminals, ocean carriers, customs, and other government authorities [44,50].

The TradeLens platform, a joint effort by Maersk and IBM, exemplifies blockchain’s ability to automate customs and provide end-to-end container visibility. It significantly improved transparency and reduced delays in international logistics, although limited ecosystem participation hindered its scale [51]. Maersk also employed AI-based analytics to enhance routing decisions and port operations, helping reduce costs and environmental impact [52]. Furthermore, Maersk participated in EU-funded CORE and PROFILE projects, where TradeLens was piloted for digital risk management in customs, highlighting its potential to improve international trade compliance and reduce fraud [51].

3.3.3. CMA CGM’s Digital Innovation

Founded in 1978 and headquartered in Marseille, France, CMA CGM Group has become one of the world’s largest and most diversified container shipping and logistics companies. As of 2025, the Group operates a fleet of over 650 vessels, serving more than 420 ports across 160 countries and employing 160,000 people worldwide. In 2024, CMA CGM transported over 23 million TEUs and generated global revenues of USD 55.5 billion. The company’s logistics arm, CEVA Logistics, is among the top five global logistics providers, operating 1000 warehouses and handling 15 million shipments annually. CMA CGM’s integrated approach spans maritime, land, air, and logistics solutions, with recent investments in air cargo, port terminal modernization, and digital transformation [53,54].

To address operational challenges and remain competitive, CMA CGM has undergone a complete digital transformation, tackling issues such as delays from traditional logistics workflows, high fleet maintenance costs, and the complexity of tracking cargo across a vast shipping network. The company underwent a strategic digital transformation to streamline its global operations and enhance the customer experience. At CMA CGM, the emphasis was on the adoption of new technologies to improve processes, boost operational agility, and enrich customer service. This digital transformation set the company up to more effectively navigate the rapidly changing needs of the global marketplace and secure long-term growth in an even more digitally dominated world [44].

CMA CGM has pursued a logistics integration strategy aligned with digital transformation, emphasizing vertical control of its supply chain through acquisitions and technological investment. The company has notably expanded into end-to-end logistics, integrating port terminals, warehousing, and inland services to enable tighter operational coordination [55]. While predictive analytics and digital platforms were part of this transformation, CMA CGM’s strategy also reflects a structural shift in carrier business models, from asset-heavy transportation to logistics solution providers. This trend aligns with broader sector patterns driven by the need for resilience and customer-centric logistics post COVID-19.

3.3.4. Hapag-Lloyd’s Digital Transformation Strategy

Founded in 1847 and headquartered in Hamburg, Germany, Hapag-Lloyd is also one of the world’s leading container shipping companies, operating a fleet of 308 vessels with a combined transport capacity of approximately 2.4 million TEU as of early 2025. The company’s global network encompasses 135 liner services, connecting more than 600 ports across all continents, and is supported by over 17,000 employees worldwide. Hapag-Lloyd has demonstrated a strong commitment to digital transformation and sustainability, investing significantly in fleet modernization, terminal infrastructure, and innovative digital solutions. The company’s sustainability roadmap includes ambitious targets such as achieving net zero carbon emissions by 2045 and expanding the use of alternative fuels, including methanol and LNG, through vessel retrofits and newbuilds [56,57,58].

Hapag-Lloyd’s digital transformation, evolving from “Strategy 2023” to “Strategy 2030”, exemplifies the firm’s commitment to quality, sustainability, and innovation in maritime shipping. Major efforts include using Intelligent Automation to establish more than 200 digital workers in performing key processes and outfitting 1.6 million dry containers with IoT-enabled tracking devices. The company aimed to reach 15% of overall volume by 2023. Additionally, the company plans to improve customer experience through online services. Hapag-Lloyd is investing heavily in data adoption, digitalization, automation, and the development of its workforce to be more agile and analytical. They leverage automation, IoT innovation, and agile practices to deliver sustainable growth and remain competitive worldwide [59,60].

Hapag-Lloyd’s digital strategy focuses heavily on customer centricity and marketing-led transformation. The development of tools such as the “Quick Quotes” online quotation platform and multichannel marketing campaigns in over 140 countries marked a shift toward digital product innovation and global scalability [61]. In parallel, Hapag-Lloyd has pursued energy efficiency and environmental compliance by converting vessels to dual-fuel engines, which significantly reduce CO₂, NOx, SOx, and PM emissions, while also saving fuel costs [62]. These efforts are part of a broader digital maturity model that combines internal innovation, customer experience, and regulatory responsiveness.

3.3.5. NYK Line’s Digital Transformation

Founded in 1885 and headquartered in Tokyo, Nippon Yusen Kabushiki Kaisha (NYK Line) is one of the world’s leading shipping and logistics companies. As of March 2024, NYK operated a fleet of 824 vessels, including 50 container ships, 441 bulk carriers, 124 pure car and truck carriers, 91 LNG carriers, and 66 tankers. In the fiscal year 2023, the company reported revenues of JPY 2387.2 billion and employed 35,243 people globally. NYK’s management strategy, as outlined in its “Sail Green, Drive Transformations 2026” medium-term plan, emphasizes ESG management, digital transformation, and decarbonization, including a commitment to achieve net-zero greenhouse gas emissions by 2050 [63].

NYK Line has implemented a comprehensive digital transformation strategy to enhance operational efficiency and sustainability. The company’s multifaceted approach combines autonomous shipping technology, blockchain-enabled supply chain transparency, and data-driven decision making through its Fleet Performance Optimization project [44].

A pioneer in autonomous shipping technology, NYK has partnered with Orca AI to implement an automated situational awareness platform across its fleet. This system provides real-time navigational assistance and collision avoidance capabilities, significantly improving safety and route optimization. The technology forms a core component of NYK’s broader “Digitalization Strategy”, which systematically integrates AI, advanced data analytics, and satellite communications into vessel operations [64,65].

For internal operations, NYK achieved substantial integration through Veson IMOS Platform implementation. This consolidated system streamlined previously fragmented processes while enhancing data transparency across the organization [66]. The company further strengthened its data capabilities through participation in Japan’s ShipDC initiative, which establishes industry-wide standards for sharing operational big data. This collaborative effort enhanced analytics precision and fleet performance monitoring tools [67,68].

The Japanese Ministry of Economy, Trade, and Industry formally recognized NYK’s digital leadership by selecting the company as a 2024 “Digital Transformation Stock”. This designation acknowledges NYK’s successful integration of innovative technologies with operational excellence and sustainability goals [69].

3.3.6. YILPORT’s Integration with TradeLens

YILPORT Holding, established in 2011 as a subsidiary of YILDIRIM Group, is one of the world’s fastest growing and most diversified port operators. Headquartered in Istanbul, Türkiye, YILPORT operates 25 marine ports and terminals across Europe, Latin America, Africa, and the Mediterranean, including major facilities in Türkiye, Portugal, Spain, Sweden, Norway, Croatia, Malta, Italy, Ecuador, Peru, Guatemala, and Ghana. In addition to its seaport network, the company manages seven dry terminals and offers a broad portfolio of services such as container, bulk, liquid, general and project cargo handling, Ro-Ro terminal services, trucking, railway transportation, warehousing, and freight forwarding. YILPORT has consistently expanded its global presence and throughput, ranking as the world’s 10th largest international container terminal operator by market share. The company’s strategy emphasizes integrated end-to-end logistics solutions, digital transformation, and a strong customer focus, supported by significant investments in technology and infrastructure [70].

YILPORT successfully integrated with the TradeLens platform, a digital solution for shipping developed with blockchain technology from IBM and Maersk. Data flow began with YILPORT Gebze and Gemport Terminals as of July 2020. There were six main Application Programming Interface (API) messages involved in the integration: gate in, gate out, vessel load, vessel discharge, actual load date list, and actual discharge date list. As a result of this collaboration, YILPORT was able to realize the best of TradeLens’ capabilities that provide visibility, velocity, and the ability for all participants to work together in the global supply chain. The integration improved the shipping-related data control and management system and delivered innovative applications to the various actors of the supply chain, including shippers, agencies, port operators, customs authorities, and financial service providers [71].

The TradeLens deployment at YILPORT demonstrated how blockchain platforms can enable secure real-time data sharing across a fragmented port logistics ecosystem. According to Jensen et al. [72], TradeLens facilitates document transparency, automates customs flows, and improves trust among terminal operators, shippers, and authorities. YILPORT’s integration helped reduce container dwell time and streamline workflows through API-based interoperability, showcasing a strong example of blockchain’s applicability in port terminal operations.

3.3.7. Comparative Analysis of Case Studies

While each company in the previous subsections implemented digital transformation uniquely, several shared themes and strategic variations emerge.

Table 1. Comparative analysis of digital transformation strategies among selected global shipping and port operators.

Case Study	Core Focus Areas	Key Technologies	Unique Strategy/Outcomes	Refs.
MSC	Cargo visibility, e-documentation, sustainability	IoT (Smart Containers), AI, Electronic Bill of Lading (eBL)	Implemented MSC eBL to digitize Bill of Lading and reduce errors. Deployed smart containers with IoT sensors for real-time location and condition tracking. Applied AI for optimizing shipping routes and cargo loading. Improved service reliability and cargo integrity. Faced legacy integration and cybersecurity challenges.	[44,45]
Maersk	End-to-end visibility, customs automation, sustainability	Blockchain (TradeLens), AI, IoT via Remote Container Management (RCM)	Developed TradeLens with IBM to digitize trade and customs workflows. Used AI/ML for predictive maintenance, route optimization, and fraud detection. Deployed RCM for real-time cargo condition monitoring. Reduced paperwork and emissions via digitalization. ∙ Faced challenges in integrating new tech with legacy systems and managing organizational change.	[44,50,51,52,55]
CMA CGM	Fleet optimization, customer engagement, automation	Predictive Analytics, AI, Smart Containers, Customer Relationship Management (CRM)	Introduced smart containers to improve tracking and cargo handling. Leveraged real-time data analytics for fleet and route optimization. Upgraded CRM system to enhance responsiveness and service personalization. Lowered costs and boosted fleet utilization. Faced integration issues and needed workforce training.	[44,55]
Hapag-Lloyd	Booking digitization, container tracking, customer interface	IoT, Robotic Process Automation (RPA), Mobile Apps	Launched “Quick Quotes” digital booking platform for instant freight pricing. Implemented real-time container tracking with IoT. Released mobile apps for shipment management and notifications. Focused on customer experience via user-friendly interfaces. Faced IT integration and cybersecurity challenges.	[44,61]
NYK Line	Automation, emissions reduction, operational efficiency	AI, Autonomous Vessels, Blockchain	Developed NYK Super Eco Ship 2030 for autonomous and eco-efficient shipping. Implemented blockchain for cargo documentation and transparency. Used big data for fleet performance optimization and emissions reduction. Enhanced operational decisions and sustainability. Faced cybersecurity and employee reskilling challenges.	[44,64]
YILPORT	Port-level transparency, stakeholder integration	Blockchain (TradeLens), Application Programming Interface (API)-Based Messaging	Integrated with TradeLens for real-time terminal data sharing (e.g., gate in/out, discharge/load events). Improved port throughput and customs processing via automated APIs. Enhanced transparency for shippers and port authorities. Demonstrated blockchain’s value at the port operations level.	[71,72]

provides a comparative analysis of the six maritime case studies—Maersk, MSC, CMA CGM, Hapag-Lloyd, NYK Line, and YILPORT—based on their transformation focus, core technologies, and strategic outcomes. This analysis highlights both common drivers such as customer-facing digitization, IoT integration, and AI optimization, as well as notable differences in scope, platform adoption, and long-term strategic orientation.

4. Findings

4.1. Key Success Factors for Digital Shipping Corridors

Based on prior studies, several factors can influence the successful design and implementation of a Digital Shipping Corridor. This section aims to provide a thorough understanding of the criteria and sub-criteria pivotal to the development of such a digital route by examining the current body of research on supply chain management, port operations, and digital transformation in logistics.

4.1.1. Technological Infrastructure

Technological infrastructure is the cornerstone of every Digital Shipping Corridor, including a number of sub-criteria that support effective automation, interoperability, and digitization in maritime logistics. In this domain, network reliability is critical to guarantee stable and high-quality connectivity for data sharing. Without reliable network access, the digital corridor cannot function properly, as data transmission between ports, ships, and other stakeholders is hindered. The implementation of network-centric communication frameworks, particularly in marine environments, has greatly improved ship-to-shore and inter-port interactions by reducing latency and increasing operational efficiency [73]. Furthermore, smart port solutions that combine IoT and cloud computing have been implemented to improve real-time connectivity, vessel tracking, and container monitoring, thereby increasing network reliability [18].

Data interoperability is another principal requirement that allows for seamless communication between digital systems. The incompatibility between systems can cause inefficiency, lag, and errors in data transfer, which can eventually affect the flow of goods and information. The use of blockchain and IoT-based solutions in port activities has reflected remarkable supply chain transparency and security that allows smoother trade processes [74]. Research also highlights interoperability issues between intermodal transport terminals and brings forward synchronization models to improve data exchange and coordination [75].

Technology readiness, as an additional factor in the domain of technological infrastructure, evaluates the capability of ports to adopt both emerging technologies and existing technologies that are not yet fully integrated into the maritime industry. Many sectors, such as manufacturing and aviation, have long utilized automation, cloud computing, and digital twins, but their implementation in port operations has lagged behind. While many ports still use manual procedures, studies indicate that using IoT-enabled container tracking and real-time monitoring technologies can greatly increase productivity [76]. Similarly, cloud-based logistics platforms have transformed supply chain management in other industries, but their adoption in maritime logistics is still in the early stages [77]. The digitization of legacy systems is another essential component of technology readiness. Traditional port operations still depend on paper-based documentation and fragmented IT systems, creating inefficiencies in trade facilitation. Research highlights the potential for integrated digital platforms, which have been widely used in retail and manufacturing, to streamline port workflows [78]. Additionally, private LTE/5G networks are already a standard in industrial automation but are still being tested in maritime settings to support IoT-driven port automation [79].

In addition to hardware and connectivity, advanced software solutions are also necessary for optimizing port operations. Promising opportunities to improve data security, transparency, and operational agility are presented by emerging technologies like blockchain, AI, verifiable claims (VC), and machine learning (ML). Blockchain-based applications are systematically reviewed by Casino et al. [80], who show how these solutions can guarantee data integrity and foster trust in intricate digitally connected ecosystems. The combination of AI and ML also makes predictive analytics and real-time decision making possible, enabling port operators to effectively allocate resources and manage uncertainty. When combined, these technological infrastructure elements provide a strong basis for the Digital Shipping Corridor, facilitating a maritime trade environment that is more responsive and effective.

4.1.2. Economic Feasibility

Economic feasibility is a critical consideration in building a digital maritime corridor. This feasibility is determined by a number of interrelated factors, and understanding how these elements work together is essential for determining the project’s long-term viability.

One of the primary concerns is the implementation cost, as digital corridors require substantial investments in technological infrastructure, especially in emerging markets. Studies highlight that digitalization efforts in ports and shipping operations involve significant expenditures on smart port infrastructure, automation, blockchain, and IoT solutions, which expedite logistics but need large initial investments [74]. Furthermore, research on economic decision making in transport integration emphasizes the importance of assessing infrastructure costs within a framework that takes into account regulatory, legal, and operational efficiencies [81].

Despite their intimidating appearance, substantial implementation costs need to be weighed against the anticipated return on investment. Significant long-term financial gains can result from a well-designed digital corridor, as it lowers operating expenses and boosts throughput. Digitalization in maritime corridors improves productivity, reduces delays, and enhances resource use, as highlighted by previous research [82]. Additionally, studies on port construction projects in emerging markets suggest that incorporating strategic, economic, and technological factors into shipping corridor development can enhance cost efficiency and investment viability, ultimately leading to lower operating costs and increased financial sustainability [83].

Funding opportunities are also important in aiding the development of the Digital Shipping Corridor, as large-scale infrastructure projects necessitate several funding sources and strategic financial planning. While international development banks can offer long-term funding and coordination, their capability is often limited, necessitating capital injections and specific funds [84]. Public–private partnerships provide viable alternatives, with smaller-scale initiatives potentially sponsored by both the private sector and government funds. Furthermore, commercial banks, development banks, and pension funds have been highlighted as prospective donors; however, the decline in commercial bank participation has increased the role of multilateral financial institutions and export credit agencies [85]. Given the enormous investment necessary for regional connectivity projects, a transition to long-term local market and currency financing is critical.

The potential impact on trade of a digital maritime corridor is also an important factor to consider. Automation and digital connectivity can boost logistical efficiency, which, in turn, could increase trade volume and economic activity. Prior studies indicate that, by reducing delays and enhancing capacity, well-designed transportation corridors improve logistical effectiveness and increase trade volumes [86]. Additionally, digitalized ports strengthen global supply chain integration, which benefits local economies [87].

Beyond trade expansion, another key economic consideration is job creation. Port digitization may lead to the loss of some labor-intensive professions, but it also increases the need for qualified individuals in the fields of information technology, logistics, and port operations. The increasing demand for knowledge in supply chain optimization, automation, and cybersecurity is highlighted by research on digitalization trends in shipping [88]. Furthermore, by bolstering auxiliary sectors, investments in shipping corridors can help sustain long-term employment [89].

4.1.3. Regulatory and Policy Frameworks

The establishment of a Digital Shipping Corridor necessitates robust regulatory and policy frameworks to ensure legal compliance, operational coherence, and cross-border harmonization. Adherence to international trade agreements is one of the crucial factors for seamless functionality. Standardized frameworks for trade facilitation and the reduction in bureaucratic inefficiencies are provided by agreements like the Convention on the Facilitation of International Maritime Traffic. According to research, the efficiency of maritime trade is greatly increased when national policies are in line with these agreements, especially for developing economies aiming to increase their shipping capacity [90]. The WTO Trade Facilitation Agreement (TFA) further streamlines customs procedures, with full implementation potentially increasing global trade by 3.5% (USD 344 billion) while significantly lowering trade costs and waiting times, particularly in the least developed countries [91,92]. Similarly, the Regional Comprehensive Economic Partnership (RCEP) encourages digital trade liberalization; however, there are still issues with shipping market monitoring and regulatory transparency [93].

Adherence to data security regulations is also crucial given the growing dependence on digital platforms for port operations and trade. A foundation for safeguarding private and business data is provided by the General Data Protection Regulation (GDPR). However, its implementation in the maritime industry is still uneven [94]. In addition, port management systems need to incorporate cybersecurity safeguards because maritime logistics are still susceptible to cyberattacks. The establishment of international cybersecurity standards, alongside regulatory alignment between trading partners, is essential to safeguard digital trade [95].

Compliance with environmental regulations, especially those established by the IMO, such as MARPOL and the International Convention on Climate Change Agreements, must also be followed by maritime operations. Since the maritime sector contributes significantly to global emissions, adherence to these regulations is becoming stricter. However, studies reveal that the shipping industry’s environmental governance has not advanced as quickly as it should due to a lack of regulatory awareness, disjointed enforcement systems, and mismatched national policies [96]. It has been suggested that digital environmental monitoring technologies, such as IoT-enabled emission tracking, be adopted in order to increase compliance and offer real-time data on fuel economy and carbon footprint [97]. The adoption of regulations may also be accelerated by incentive schemes that compensate ports and shipping firms for deploying green technologies [98].

Additionally, customs and trade facilitation policies have a major impact on the efficiency of trade in DSCs. According to research, some of the largest obstacles to international trade are still ineffective border controls, onerous paperwork requirements, and antiquated customs procedures. Delays in cargo handling can be greatly decreased by implementing risk-based inspections, automated customs clearing systems, and electronic trade documentation. In order to reduce trade breaches and increase the effectiveness of cross-border trade, the United States has implemented better customs compliance systems [99]. The concept of trusted trade lanes, pre-approved trade routes that allow for faster customs clearance, is gaining popularity as an efficient technique for supporting smooth international logistics [100]. Furthermore, voluntary compliance incentives can improve collaboration between public and private sector partners by rewarding traders who follow regulations [101].

Aside from the foregoing, regulatory and contractual alignment across countries is critical for seamless digital trade and efficient logistics operations. Research suggests that extraterritorial regulations, which allow governments to execute their laws across national borders, have generated major compliance issues for shippers. The misalignment of customs procedures, taxation, and trade documentation requirements results in higher costs and trade interruptions [102]. Harmonization efforts should prioritize unifying electronic trade documents, streamlining customs clearance procedures, and standardizing digital payment and invoicing systems. Furthermore, connecting commercial contracts such as charter parties with international shipping agreements provides operational uniformity, which reduces legal uncertainties and improves trade reliability [103].

4.1.4. Logistical Efficiency

Logistical efficiency is crucial to ensuring the smooth operation of a Digital Shipping Corridor. It involves several important factors that must be considered to minimize delays, reduce costs, and enhance overall reliability.

A critical factor in logistical efficiency is the optimization of port calls and vessel flow, which ensures smoother arrival, berthing, cargo handling, and departure processes. Research shows that, by enhancing tracking systems and including predictive scheduling tools, digitization can drastically lower vessel delays and operating expenses. Furthermore, ports can reduce turnaround times and increase throughput efficiency with automated scheduling and berth allocation systems [104].

Automated processes are also a key criterion for streamlining port and shipping operations, as they reduce manual interventions and enhance overall efficiency. Digital tools such as robotic process automation, AI, and distributed laser technology enable seamless data exchange and rapid approval, which increases the movement of goods [105]. In addition, adopting smart logistics solutions facilitates real-time adjustments in scheduling and routing, which reduces bottlenecks and increases overall supply chain efficiency [106].

Another important aspect is the utilization of port capacity, as the corridor must be able to handle the growing cargo volume efficiently. Research suggests that the use of intermodal transport networks and increased digital coordination between ports can maximize the use of existing infrastructure and prevent congestion [107]. Multimodal integration allows ports to properly allocate cargo loads between maritime, rail, and road networks, provide balanced resource allocation, and eliminate delays [108].

Supply chain integration is also an important promoter of logistical efficiency, ensuring smooth connectivity between marine transport and inland logistics. Digital platforms that integrate ports, cargo operators, and distribution centers improve spontaneous data exchange and enhance supply chain visibility [109]. Furthermore, studies indicate that increased cooperation between logistics operators and transport hubs enhances cargo movement efficiency and reduces costs [110].

Optimized shipping routes are another factor contributing to logistical efficiency, as AI-driven predictive models can identify the best routes based on sustainability, safety, cost, and time. According to research, intelligent algorithms can improve vessel navigation by avoiding traffic, using less fuel, and cutting down on transit times [111]. To ensure on-time delivery, digital freight management systems can also proactively reroute shipments in reaction to unforeseen delays [112].

Real-time updates are also a critical factor for logistical efficiency, as they ensure the end-to-end visibility of products in transit. Stakeholders can monitor the location and condition of goods at all times using digital platforms equipped with IoT tracking [113], which, in turn, enhances operational transparency and decision making. Additionally, operators can proactively resolve logistical issues by being informed of possible disruptions through automated alert systems [114].

Lastly, by using historical and real-time data, predictive analytics enables logistics operators to anticipate disruptions and adjust strategies accordingly, leading to improved operational efficiency, better service reliability, and significant cost reduction. Studies show that predictive analytics can reduce operational costs by up to 20% while increasing process efficiency by up to 15% [115]. In other words, it increases demand forecast accuracy, optimizes inventory levels, and helps identify potential disruptions in supply chains, resulting in significant cost savings [116]. A comprehensive framework for implementing predictive analytics in logistics can overcome barriers and facilitate digital transformation strategies [117].

4.1.5. Logistical Security

Logistical security is a critical component in the development of a Digital Shipping Corridor. Ensuring the secure and efficient flow of goods and data depends on several interrelated sub-criteria associated with this factor, as outlined below.

Cybersecurity mechanisms are a crucial success factor in the logistical security domain since DSCs are highly vulnerable to cyber threats like hacking, ransomware, and data breaches. The interconnected nature of digital logistics networks necessitates strong security mechanisms to safeguard key infrastructure. Strong authentication, encrypting sensitive data, and regular vulnerability assessments are among the best practices for cybersecurity in the shipping sector [118]. Furthermore, the digitalization of maritime transport has enhanced the requirement for strict cybersecurity controls to prevent illegal access and cyberattacks on vessels [119].

Another factor closely linked with cybersecurity is data integrity, which focuses on maintaining the accuracy and reliability of digital records and transactions. Tampered or inaccurate data can cause fraudulent activities, shipment delays, and financial losses. As discussed before, integrating blockchain technology and secure digital ledgers for supply chain transactions can improve transparency and trust [120]. Moreover, secure communication channels among logistics stakeholders reduce the risks of data manipulation and unauthorized changes in shipment tracking systems [121].

Beyond data security, effective risk management is required to mitigate threats such as theft, fraud, and operational disruptions. Shipping corridors must adopt real-time monitoring systems and future analytics to identify weaknesses in the supply chain. Studies demonstrate how AI-powered risk assessment tools can be used to identify anomalies and prevent cargo theft or loss [105]. In addition, international transport corridors have to implement a standardized risk mitigation framework to ensure seamless operations despite geopolitical or economic uncertainties [122].

Another integral aspect of logistical security is shipment safeguarding, which involves employing advanced strategies and technologies to protect cargo from theft, loss, and damage as it moves through interconnected digital and physical logistics networks. The use of an IoT-competent asset tracking system has been identified as a major solution, which provides the real-time monitoring of cargo status and locations [120]. Geofencing and Radio Frequency Identification (RFID) tagging have also significantly improved shipment safeguarding by enabling real-time alerts when cargo deviates from its designated route or enters unauthorized areas, reducing risks associated with theft and misplacement [123]. Additionally, smart contracts powered by blockchain automatically enforce security protocols and verify transactions, ensuring that only authorized parties can access or modify shipment records, thereby reducing loss and damage due to fraudulent activity [124].

Maritime security is also a critical factor, which refers to the protection of vessels both internally and externally, ensuring their safety from various threats such as piracy, smuggling, and unauthorized boarding. These risks can disrupt shipping operations and endanger both the vessel and crew. Research reflects the need for advanced surveillance systems, satellite tracking, and international marine cooperation to tackle these threats [80]. In addition, the integration of a digital security framework with traditional maritime enforcement mechanisms can strengthen vessel protection by enabling real-time threat detection, enhancing risk assessment, and improving response capabilities [125,126].

4.1.6. Stakeholder Collaboration

Effective collaboration among diverse stakeholders enables the integration of digital technologies, streamlines processes, and enhances operational efficiency. The following sub-criteria highlight key areas where stakeholder collaboration significantly impacts the success of DSCs.

To finance and manage large-scale technical infrastructure projects, public–private partnerships (PPPs) are an essential component of stakeholder collaboration. According to research, PPPs make it easier for government entities and private companies to invest in digital logistics by allowing them to share resources and risks [127]. Additionally, research highlights how collaborative shipping models improve operational efficiency and save costs by involving stakeholders in cooperative operating strategies [128].

Beyond national partnerships, cross-border coordination is necessary to align digital systems, regulations, and trade policies when a DSC is established between two countries. Effective international collaboration ensures interoperability between ports, reduces bureaucratic obstacles, and increases trade efficiency. The research underlines the importance of the forums of the research corridor on the transnational logistics network, which bring together the major stakeholders of many countries to align their policies and operational frameworks [129]. Additionally, the study on multimodal logistics highlights the requirement of integrated digital platforms to support real-time data exchange along international trade routes [130].

Institutional support is another important component of stakeholder engagement, especially from global institutions like the United Nations and the African Union. These organizations guarantee regulatory consistency and the adoption of best practices by offering advice, capital, and technical know-how for major infrastructure projects. Studies show that institutional frameworks can be used as models to improve governance in international logistics projects. One example of this is the European Union’s transport corridor efforts [131]. Initiatives for sustainable shipping also highlight the role that international governance organizations play in advancing efficient and ecologically friendly transportation routes [132].

Moreover, it is imperative to implement training and capacity-building programs to ensure that port employees, logistics operators, and relevant stakeholders possess the necessary skills to oversee and maintain digital shipping systems. Studies indicate that the success of digital transformation in the maritime industry is enhanced when stakeholders participate in skill development initiatives [133]. Multi-stakeholder governance frameworks also emphasize the need for continuous professional training to support long-term innovation in shipping and logistics [134].

4.1.7. Environmental Sustainability

Environmental sustainability is a fundamental criterion for the success of DSCs, emphasizing the need to minimize the environmental impact of maritime operations. The following sub-criteria highlight key areas where digital technologies and innovative practices contribute to a more sustainable and environmentally responsible approach to global shipping.

A key aspect of environmental sustainability is emissions and pollution reduction, which includes efforts to reduce greenhouse gas emissions, noise pollution, and water contamination. DSCs take advantage of real-time data analytics, AI-driven predictive modeling, and IoT-based monitoring systems to increase fuel efficiency and reduce emissions. Cullinane and Cullinane [135] emphasized that, while shipping is traditionally considered less environmentally harmful than other transport modes, strict rules and cleaner fuel options need to be adopted. Recent international policy developments have significantly raised the bar for emissions reduction in shipping. In April 2025, IMO approved the Net-Zero Framework, a legally binding regulatory package aiming for net-zero GHG emissions from international shipping by or around 2050. This framework, set to be adopted in October 2025 and entered into force in 2027, introduces a mandatory global marine fuel standard and a global pricing mechanism for GHG emissions. The regulations require large ocean-going ships (over 5000 gross tonnage, responsible for 85% of international shipping CO₂ emissions) to comply with gradually tightening annual greenhouse gas fuel intensity (GFI) targets, calculated on a well-to-wake basis. For example, ships must achieve a 17% reduction in GFI by 2028 and a 43% reduction by 2035, relative to 2008 levels. Ships exceeding these thresholds must purchase remedial units, while those adopting zero or near-zero GHG technologies are eligible for financial rewards, creating strong economic incentives for the early adoption of green solutions. The IMO’s Net-Zero Framework also introduces a global pricing mechanism for GHG emissions, requiring non-compliant ships to pay penalties of up to USD 380 per tonne of CO₂ equivalent above the established GFI thresholds. The resulting funds will be used to support innovation, infrastructure, and climate justice, particularly in developing countries. These measures, aligned with the 2023 IMO Strategy, are expected to accelerate the uptake of alternative fuels and digital emission management tools, directly impacting the economic model of DSCs by making digital and green technologies essential for compliance and competitiveness [136,137,138,139]. In this context, digital corridors can help compliance with regulations by reducing administrative burdens on shipping operators and ensuring adherence to environmental standards. Moreover, smart energy management systems within digital corridors can facilitate the adoption of cleaner propulsion technologies. Pozniak and Olexiy [140] highlight that the deployment of alternative fuels such as liquefied natural gas (LNG), along with wind energy and solar-powered auxiliary systems, can significantly cut emissions in maritime transport. When combined with digital technologies such as AI-based fuel optimization and automated engine performance monitoring, these green energy solutions are even more potent, making digital corridors essential enablers of low-emission maritime logistics.

Closely related to emissions reduction is the adoption of green technologies, which includes integrating renewable energy solutions and energy-efficient digital tools into port operations. Scholars discuss the potential of advanced digital technologies, such as smart sensors, energy-efficient propulsion systems, and alternative fuels, in creating sustainable freight corridors [141]. The EU’s SuperGreen project emphasizes the implementation of ICT-based logistics tools, including tracking systems and predictive analytics, to optimize routing and reduce fuel consumption [142]. The benchmarking methodology developed by SuperGreen estimates baseline performance and potential improvements from implementing green technologies, providing insights for creating a more sustainable EU transportation system.

Waste reduction and resource optimization are also necessary for the successful adoption of DSCs. The shipping industry is a major source of waste, including excessive paperwork, fuel waste, and the mismanagement of water resources. Prause [143] points out that enhanced transshipment routes and digitalized port operations are advantageous for sustainable logistics clusters since they increase productivity while preserving vital resources. Real-time IoT-based monitoring and AI-powered predictive analytics are also essential for monitoring and optimizing resource usage in digital corridors. Advanced monitoring systems can identify fuel inefficiencies, track water usage, and facilitate preventive maintenance, minimizing waste and environmental effects, as reported by previous research [144]. Digital technologies can support circular economy concepts, allowing marine logistics to shift to more environmentally friendly operations where waste products like packaging and outdated equipment are repurposed or recycled, enhancing resource efficiency and system resilience [145].

Ecosystem and biodiversity protection is another crucial consideration. Advanced geospatial and IoT technologies, as well as AI-powered marine traffic management systems, can be employed to minimize disruptions to sensitive habitats. Dynamic routing modifications made possible by these digital tools assist ships in avoiding environmentally sensitive places, especially those with protected areas or high marine life concentrations [146,147]. Furthermore, shipping companies can comply with international biodiversity conservation standards without increasing administrative complexity by using blockchain-based traceability solutions, which can increase environmental compliance transparency [148]. Automated ballast water treatment monitoring, enabled by IoT sensors, can also mitigate the spread of invasive species, which is a major concern in global shipping [149]. By incorporating these digital tools, shipping corridors can provide streamlined trade while protecting marine ecosystems, solidifying their position as a piece of economically viable and ecologically friendly infrastructure.

Figure 1 provides a visual presentation of all the critical success factors for the DSCs mentioned in this section, offering readers a clear summary for better reference and understanding.

4.2. Dynamic Interaction Among Critical Success Factors

The implementation of DSCs emerges from complex reciprocal relationships among the seven critical success factors mentioned in the previous section. Rather than existing as discrete elements, these factors influence one another through dynamic processes that collectively determine implementation outcomes. These interactions follow observable patterns where advancements in one area create ripple effects across others, with the nature and intensity of these relationships varying across implementation contexts.

The Socio-Technical Systems (STS) Theory proves particularly valuable for analyzing DSCs because it captures the essential duality of these systems; while they are enabled by advanced technologies, their ultimate effectiveness depends on harmonization with social, economic, and regulatory dimensions [150,151]. Technological infrastructure serves as the backbone of DSCs, enabling data interoperability, real-time tracking, and automation. However, its effectiveness is contingent on stakeholder collaboration, as the seamless integration of technologies like IoT and blockchain requires alignment among ports, shipping companies, and governments [39]. For instance, Maersk’s TradeLens platform exemplifies how stakeholder buy-in facilitates technological adoption, leading to improved logistical efficiency through automated documentation and reduced delays [50]. Conversely, advanced technologies also drive economic feasibility by lowering operational costs and attracting investments, which, in turn, funds further technological upgrades [74].

Similarly, the relationship between regulatory and policy frameworks and other system components reveals complex feedback mechanisms. These frameworks are reinforced by stakeholder collaboration, particularly cross-border coordination, which harmonizes regulations across jurisdictions [129]. For example, adherence to the WTO Trade Facilitation Agreement reduces bureaucratic inefficiencies, directly enhancing logistical efficiency [91]. It also has significant potential to enhance global trade and reduce costs [152], thus making DSCs more economically viable. Simultaneously, robust regulations bolster logistical security by mandating cybersecurity measures and data integrity protocols [118], thereby protecting the technological infrastructure from breaches.

The environmental sustainability dimension perhaps best illustrates the model’s systemic nature, functioning simultaneously as input, output, and mediator within the DSC ecosystem. The adoption of green technologies, such as AI-driven fuel optimization and IoT-enabled emission tracking, not only reduces the carbon footprint of maritime operations, but also ensures compliance with regulatory and policy frameworks [153]. However, the scalability of these initiatives depends on economic feasibility, where funding mechanisms and demonstrable returns on investment (e.g., reduced fuel costs) validate the transition to sustainable practices [98]. Meanwhile, sustainability measures enhance logistical efficiency; for instance, optimized shipping routes minimize fuel consumption and idle time, creating a virtuous cycle of cost savings and operational improvements [6]. Thus, sustainability is not a standalone goal but an integrative force that amplifies the economic, regulatory, and operational performance of DSCs.

Stakeholder collaboration plays a crucial role in achieving environmental sustainability outcomes. In port logistics, the successful implementation of cleaner technologies and green infrastructure—such as shore power systems and low-emission cargo equipment—has been closely tied to coordinated actions between public authorities, private operators, and community groups [154]. In freight village models, sustainability-oriented development is often enabled through knowledge-based collaboration, where strategic alignment among stakeholders drives the collective pursuit of environmental goals [155]. Studies also show that joint governance structures and shared performance metrics encourage the adoption of sustainable practices by facilitating trust, transparency, and co-investment in green logistics solutions [156]. In regions like Jordan, cross-sectoral coordination has proven vital in scaling environmental initiatives and aligning infrastructure upgrades with sustainability benchmarks [157].

The dynamic relationships described above are summarized in

Table 2. Interaction patterns among critical success factors in DSC implementation.

Critical Success Factor	Interacting Factors	Nature of Interaction and Dynamic Symbol(s) *
Technological Infrastructure	Stakeholder Collaboration, Economic Feasibility, Logistical Efficiency, Logistical Security.	↔ (Stakeholder Collaboration); → (Economic Feasibility, Logistical Efficiency, Logistical Security); ⟳ (Economic Feasibility)
Stakeholder Collaboration	Technological Infrastructure, Regulatory Frameworks, Environmental Sustainability.	↔ (Technological Infrastructure, Regulatory Frameworks); → (Environmental Sustainability); ⟳ (Environmental Sustainability)
Economic Feasibility	Technological Infrastructure, Environmental Sustainability, Logistical Efficiency.	⟳ (Technological Infrastructure); → (Environmental Sustainability, Logistical Efficiency); ⟳ (Logistical Efficiency)
Regulatory and Policy Frameworks	Stakeholder Collaboration, Logistical Efficiency, Logistical Security, Environmental Sustainability.	↔ (Stakeholder Collaboration); → (Logistical Efficiency, Logistical Security, Environmental Sustainability); ⟳ (Environmental Sustainability)
Logistical Efficiency	Technological Infrastructure, Regulatory Frameworks, Environmental Sustainability, Economic Feasibility.	→ (from Technological Infrastructure, Regulatory Frameworks, Environmental Sustainability); ⟳ (Economic Feasibility)
Logistical Security	Technological Infrastructure, Regulatory Frameworks.	→ (from Technological Infrastructure, Regulatory Frameworks)
Environmental Sustainability	Economic Feasibility, Regulatory Frameworks, Logistical Efficiency, Stakeholder Collaboration.	⟳ (Economic Feasibility); → (Regulatory Frameworks, Logistical Efficiency); ↔ (Stakeholder Collaboration)

* Symbol Legend: → = causal effect (one factor directly influences another); ⟳ = feedback loop (mutual reinforcement or cyclic influence); ↔ = bidirectional relationship (mutual or reciprocal influence).

, which outlines the key interaction patterns among the seven critical success factors shaping DSC implementation. This systemic understanding provides both adaptable and evidence-based guidance for DSC implementation, acknowledging that, while the specific manifestations of these interactions may differ across projects and regions, their fundamental role in driving successful outcomes remains universally relevant.

5. Discussion

This study set out to explore the critical enablers of DSC implementation by synthesizing findings from the existing academic literature, policy documents, and case studies. Grounded in a systems-based analytical approach, this research sought to answer two core research questions: (1) What are the key enablers of successful DSC implementation? and (2) How do these enablers interact to influence outcomes in maritime logistics modernization? Underpinning these inquiries was the hypothesis that DSC success cannot be achieved through isolated technological improvements alone, but rather through the coordinated integration of multiple interdependent domains.

The findings of this review support the hypothesis and provide a validated framework of seven critical success factors: technological infrastructure, economic feasibility, regulatory frameworks, logistical efficiency, logistical security, stakeholder collaboration, and environmental sustainability. Notably, these domains do not function independently; instead, they operate as an interconnected ecosystem where the strength of one factor amplifies or constrains the others. This reinforces a shift in the literature toward a systemic view of digital transformation in maritime logistics in contrast to earlier linear or siloed models.

A comparison with the earlier literature highlights important consistencies and departures. Brrar et al. [158] emphasized firm-level competencies—innovation, risk governance, and strategic capability—as the principal success factors in maritime digitalization. While relevant, this inward focus overlooks the external systemic challenges—such as policy harmonization, port coordination, and cross-border data governance—identified in our study. Similarly, Wohlleber et al. [159] argued that digital transformation in maritime container shipping is driven by dynamic capabilities such as sensing, seizing, and transformation, but again with limited attention to the cross-institutional and environmental enablers that shape real-world implementation.

Further extending this point, Tijan et al. [160] identified a lack of standards and stakeholder cooperation as key barriers to maritime digital transformation, reinforcing our finding that technological maturity alone cannot drive progress without parallel institutional reforms. Golgota and Çerma [20] echoed this, highlighting that digital infrastructure deployment at Durres Port faced cybersecurity and data protection challenges due to organizational under-preparedness and fragmented coordination. These results confirm that cross-actor synchronization is essential.

Environmental sustainability, once considered a secondary outcome, is increasingly viewed as a central enabler. Akhavan [161] and Su et al. [162] highlight that green shipping corridors are reshaping global maritime policy, serving not just environmental ends, but also enhancing economic viability and stakeholder legitimacy. D’Amico et al. [163] similarly identified environmental digitization—such as real-time carbon monitoring—as a pillar of future-ready port ecosystems. Our findings corroborate these perspectives and extend them by emphasizing the co-benefits of green corridor investment, including improved data transparency and enhanced resilience.

The role of ports is another area where literature convergence occurs. Ismail et al. [164] found that port authorities must shift from passive enablers to active collaborators in corridor governance. Our study confirms this and adds that port integration is essential, not only for emissions reduction, but also for achieving synchronized technology adoption and data interoperability. Lee et al. [165] expanded this view with the sixth-generation port (6GP) model, suggesting that ports must evolve into smart sustainable digital hubs that unify decarbonization, data flow, and governance functions.

Notably, while earlier studies recognized the value of digital solutions, they often failed to capture the structural interdependencies that define DSCs. For example, Raza et al. [41] explored digital maturity in liner shipping and identified nine barriers and 19 pathways to transformation, but did not address how these challenges evolve when multiple actors operate under shared corridor frameworks. In contrast, our findings emphasize how individual capabilities (e.g., port automation) must align with broader policies (e.g., digital customs) to produce a measurable impact.

Digital transformation maturity studies also underscore the uneven progress across regions. A study among Gulf Cooperation Council (GCC) countries found that coercive and mimetic pressures often drive adoption, rather than internal innovation, pointing to the importance of governance and peer alignment in DSC evolution [166]. In emerging markets, Sakita et al. [21] found that interagency fragmentation, political interference, and lack of monitoring mechanisms hinder digital governance, reinforcing the value of systemic integration.

Our results also intersect with Lambrou et al. [167], who identified strategic rationales and determinant factors across five shipping companies undergoing digital transformation. While their framework outlined technological typologies and management logics, it lacked the holistic integration with environmental and regulatory pillars we propose. Heilig and Voß [168] reinforce this gap by noting that information integration and stakeholder coordination remain underexplored, and yet are critical for digital logistics strategy success.

Beyond comparative findings, this study also strengthens the theoretical foundation of DSC research by systematically relating the identified success factors to three major conceptual lenses: Socio-Technical Systems (STS) Theory, the Resource-Based View (RBV), and Institutional Theory. Technological infrastructure and logistical efficiency are best explained through the STS lens, which highlights the need for digital tools to be embedded within human-centered processes, workflow alignment, and organizational routines to generate value [22]. RBV further clarifies how digital platforms, analytics tools, and skilled personnel become firm-specific strategic resources that enable a competitive advantage, especially when bundled with complementary capabilities like automation and AI-based optimization [169]. Meanwhile, economic feasibility reflects RBV’s emphasis on the deployment and orchestration of capital and digital assets, while also revealing how under-resourced environments may hinder transformation. Regulatory frameworks, stakeholder collaboration, and logistical security are strongly aligned with Institutional Theory, as they are shaped by coercive, normative, and mimetic pressures from regulatory bodies, trade institutions, and global standards [24]. For instance, collaboration is often mandated through institutional mechanisms like customs interoperability protocols, while security measures are embedded in compliance norms. Finally, environmental sustainability emerges at the intersection of Institutional Theory and RBV: on one hand, it reflects increasing global regulatory pressures for decarbonization; on the other, green technologies such as real-time emissions tracking become inimitable resources that enhance both legitimacy and long-term resilience [170]. Integrating these theoretical lenses helps explain why DSC success cannot be reduced to a single factor or actor but must instead be viewed as an emergent outcome of interconnected technical, organizational, and institutional dynamics.

In summary, the comparison with previous research confirms that, while existing models have provided foundational insights—especially in technological and organizational readiness—they fall short in capturing the multi-actor cross-domain complexity of DSCs. Our framework addresses this gap by articulating a systemic, integrative model that includes not only technical feasibility, but also governance, sustainability, and collaboration. Furthermore, the findings underscore the relevance of Supply Chain Resilience theory, which complements this systems-based view by stressing the need for redundancy, adaptability, and coordinated response strategies [171]. Events like the COVID-19 pandemic and the Suez Canal blockage have demonstrated that, without resilient design principles embedded in digital systems, maritime supply chains remain vulnerable to cascading failures [15,172]. In doing so, this discussion reaffirms the hypothesis and provides a robust conceptual base for both strategic action and future empirical investigation.

To support implementation, these results are further translated into stakeholder-specific actions outlined in the following section. This ensures that the framework not only advances academic understanding, but also serves as a functional guide for policymakers, port authorities, logistics providers, and international agencies engaged in DSC development.

6. Practical Implications

The comprehensive framework developed in this study offers strategic guidance for a wide range of stakeholders engaged in the planning, implementation, and governance of DSCs. However, to enhance its practical utility, the recommendations are reformulated here using a stakeholder-oriented structure and translated into more intuitive actionable insights. This approach supports the operationalization of the proposed framework and ensures accessibility to both technical and non-technical audiences.

6.1. Policymakers and Regulatory Bodies

Policymakers play a critical role in establishing the regulatory foundations necessary for successful DSC deployment. The following actions are recommended:

• Standardization and Regulatory Harmonization: Facilitate the alignment of national and international standards in areas such as customs procedures, data interoperability, and environmental compliance. The adoption of international instruments—such as the WTO Trade Facilitation Agreement and IMO conventions—can streamline cross-border operations and promote uniformity.
• Incentive Design and Policy Support: Develop fiscal and regulatory incentives to promote investment in digital infrastructure, including tax credits, green subsidies, and public innovation grants. This is especially vital for encouraging private sector participation in early-stage technological adoption.
• Data Governance and Cybersecurity: Establish robust transparent data-sharing policies and cybersecurity protocols aligned with global frameworks (e.g., GDPR) to foster trust among stakeholders while ensuring digital resilience.

6.2. Port Authorities and Terminal Operators

Port authorities are at the core of digital transformation and must act as facilitators of technological integration and operational optimization:

• Smart Infrastructure Investment: Prioritize investments in automation, IoT-enabled systems, and real-time analytics to enhance operational efficiency. Notable precedents include the TradeLens integration by YILPORT and AI-driven terminal operations piloted by NYK Line.
• Digital Interoperability Enhancement: Adopt open API-based systems to enable seamless communication across port communities and logistics chains, thus minimizing friction in cargo handling and documentation.
• Workforce Development: Implement continuous training and upskilling initiatives focused on digital competencies to ensure the effective use of advanced systems, and support organizational change.

6.3. Shipping Lines and Logistics Providers

Shipping companies are pivotal in accelerating the adoption of digital shipping practices and ensuring interoperability along maritime supply chains:

• Scalable Technology Deployment: Begin with modular cost-effective solutions such as electronic Bills of Lading (eBL), predictive analytics, and container tracking systems. MSC’s successful use of smart containers and eBL platforms exemplifies achievable early-stage digitalization.
• Participation in Collaborative Frameworks: Engage in public–private partnerships (PPPs) and international consortia to share investment burdens, accelerate adoption, and standardize processes across shipping routes.
• Digital Strategy Benchmarking: Evaluate and adapt best practices from digital frontrunners—such as Maersk’s TradeLens ecosystem or Hapag-Lloyd’s customer-oriented digital interfaces—to align with internal strategic priorities.

6.4. International Organizations and Development Agencies

These actors have a unique role in ensuring that DSC development is inclusive, equitable, and globally coordinated:

• Technical Assistance and Capacity Building: Provide low-resource stakeholders with access to technical knowledge, policy toolkits, and implementation models tailored to their developmental context.
• Promotion of Best Practices: Curate and disseminate case studies and digital maturity frameworks to facilitate knowledge exchange and learning among global stakeholders.
• Inclusive Financing Mechanisms: Coordinate donor funding and concessional finance to ensure that ports in emerging economies are not excluded from digital transformation due to infrastructure or funding gaps.

6.5. Implementation Pathway

To support the practical realization of Digital Shipping Corridors (DSCs), this study proposes a phased implementation pathway. This roadmap offers a sequenced approach that aligns strategic objectives with institutional capacities and technological capabilities. It is adaptable to varying regional and developmental contexts, enabling stakeholders to progress from assessment to full-scale integration in a structured and coordinated manner.

Table 3. Phased implementation roadmap for Digital Shipping Corridors.

Phase	Strategic Objective	Recommended Actions	Primary Stakeholders
Phase 1: Diagnostic Assessment	Establish a baseline understanding of digital maturity and infrastructural readiness.	Conduct comprehensive digital readiness audits; identify technological gaps, institutional constraints, and stakeholder capacities.	Port authorities, maritime agencies, consultancy firms
Phase 2: Regulatory and Financial Alignment	Enable supportive policy and investment environments.	Harmonize regulatory frameworks; introduce digital trade policies; mobilize funding through PPPs or multilateral financial instruments.	National governments, development banks, trade ministries
Phase 3: Pilot Implementation of Core Technologies	Validate technologies and institutional arrangements through controlled application.	Deploy modular digital tools (e.g., eBL, IoT tracking, API-based systems) in selected ports or corridors; monitor performance metrics.	Port operators, shipping lines, IT providers
Phase 4: Corridor-Wide Integration and Scaling	Expand successful pilots into integrated interoperable systems across regions.	Scale proven digital solutions; promote cross-border data standards; establish governance mechanisms for long-term corridor coordination.	Multilateral institutions, regional port networks, logistics alliances

presents the four core phases of this pathway, each accompanied by targeted actions, responsible stakeholders, and real-world exemplars to guide implementation.

7. Future Research Direction

While this study provides a comprehensive framework for understanding the critical success factors of DSCs, several avenues for future research emerge to deepen both theoretical and practical insights.

(a)

Decision Support Methodologies for DSC Implementation:

Future studies should develop and validate Multi-Criteria Decision Analysis (MCDA) frameworks tailored to DSC contexts. Research could compare the efficacy of the Analytic Hierarchy Process (AHP), the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), and other MCDA tools in:

• Prioritizing success factors under varying operational conditions;
• Balancing competing stakeholder preferences in corridor design;
• Evaluating trade-offs between economic, technological, and sustainability objectives.

(b)

Dynamic Interaction Modeling:

Building on the identified factor interdependencies, research should employ system dynamics and agent-based modeling to:

• Simulate the ripple effects of interventions across multiple success factors;
• Identify leverage points with disproportionate system-wide impacts;
• Test resilience under different disruption scenarios.

(c)

Context-Specific Implementation Frameworks:

Comparative case studies using the identified success factors could develop:

• Regional adaptation models accounting for infrastructure disparities;
• Maturity assessment tools for different implementation phases;
• Best practice transfer mechanisms between established and emerging corridors.

Particular attention should be given to port digitalization pathways in developing economies, where constraints and opportunities differ significantly from advanced hubs.

(d)

Human–Technology Integration Studies:

As automation increases, research should examine:

• Optimal human–AI collaboration models for maritime operations;
• Digital skill development trajectories for maritime professionals;
• Organizational change management in digital transformation.

These studies could employ mixed methods combining cognitive task analysis with technology acceptance modeling.

(e)

Next-Generation Technology Integration:

Emerging research should explore:

• Quantum-resistant cybersecurity frameworks for maritime IoT;
• Blockchain applications beyond documentation (e.g., carbon credit trading);
• AI-driven predictive maintenance for smart port infrastructure.

Each area requires interdisciplinary collaboration between computer scientists, maritime engineers, and operations researchers.

(f)

Advanced Policy Analysis:

Innovative approaches could include:

• Regulatory sandbox methodologies for testing DSC innovations;
• Machine learning applications in policy impact assessment;
• Dynamic compliance systems using smart contracts.

These directions would benefit from comparative legal studies across different maritime jurisdictions.

(g)

Sustainability Measurement Innovation:

Future work should develop:

• Standardized digital twins for environmental impact assessment;
• Integrated metrics combining operational and sustainability performance;
• Life cycle analyses of digital versus conventional processes;
• Circular economy models for assessing resource efficiency.

The incorporation of these research directions would significantly advance DSC implementation capabilities while addressing the complex evolving nature of digital transformation in global maritime logistics. Table 1 summarizes key energy demands in ports and highlights the potential integration opportunities of biomass gasification to address these needs sustainably.

8. Conclusions

This study developed a comprehensive and integrative framework for the successful implementation of Digital Shipping Corridors (DSCs) grounded in a thematic review of the academic literature, policy documents, and industry case studies. The main outcome of this research is the identification and synthesis of seven critical success factors (technological infrastructure, economic feasibility, regulatory and policy frameworks, logistical efficiency, logistical security, stakeholder collaboration, and environmental sustainability) into a cohesive interdependent system. These factors function not in isolation but as a mutually reinforcing network, where progress in one domain can accelerate—or, conversely, constrain—others. The framework offers a structured way to understand the complexity of DSC development, emphasizing systemic alignment, cross-sector collaboration, and institutional readiness as essential components of success. It fills a critical gap in the literature by moving beyond fragmented models and offering an integrated perspective that can inform both academic inquiry and practical decision making.

While this study provides a robust conceptual foundation, it has certain limitations. The thematic review approach, although suitable for interdisciplinary exploration, does not follow a strict systematic review protocol and does not provide statistical evidence or measure the magnitude of effects. Additionally, the case studies, while expanded and comparatively analyzed, limit the ability to generalize findings across all maritime contexts.

To strengthen the evidence base, future research can benefit from methodological triangulation and should aim to empirically test the framework across diverse regions and operational settings. Quantitative studies could help assess the relative influence of each success factor, while longitudinal case studies could track the evolution of DSC implementation under different regulatory, economic, and technological conditions. In particular, future work is encouraged to apply Multi-Criteria Decision-Making (MCDM) methods, such as AHP or TOPSIS, to prioritize critical success factors under varying operational conditions, balance stakeholder preferences, and evaluate trade-offs between strategic objectives.

In terms of practical relevance, this study offers targeted guidance for multiple stakeholder groups in the form of an actionable roadmap to design, develop, and manage DSCs more effectively, ultimately supporting smarter, greener, and more secure maritime logistics. Policymakers should focus on harmonizing cross-border regulations and investing in digital infrastructure. Port authorities are advised to prioritize smart infrastructure and workforce training. Shipping lines should strengthen engagement in interoperable platforms and cybersecurity systems. Development agencies can contribute by facilitating collaboration, enhancing institutional readiness, and enabling access to digital tools where resources are limited. Collectively, these targeted actions can drive the successful and sustainable adoption of DSCs, transforming global maritime logistics for the future.