A Sector-Specific Digital Maturity Model for Inland Waterway Transport

Abstract

This article presents a sector-specific digital maturity model (DMM) to assess digital transformation in inland waterway transport (IWT). Inland waterway transport plays a crucial yet underutilized role, and digitalization can enhance its efficiency, safety, and competitiveness. This study proposes a structured model to evaluate digital maturity in four key areas: (i) Customer Area: manages orders and cargo handling, (ii) System Management and Compliance: covers documentation and regulatory processes, (iii) Ship Maintenance: shifts from reactive to predictive maintenance, and (iv) Operational Management: enhances navigation and communication. The model uses a five-level maturity scale, assessing technological adoption and operational efficiency. It is validated through the assessment of two European inland waterway transport systems: the Oder and the Rhine. The analysis shows that the Rhine system has higher digital maturity, particularly in customer service and system management, while both systems exhibit similar gaps in operational ship maintenance. The results demonstrate that the model can be used as both a benchmarking tool and roadmap for digital transformation. The study underscores the need for continuous technological advancements and contributes to both academic research and practical applications in transport system digitalization.

1. Introduction

The intensive development of transport systems results in the almost complete capacity use of some sections, leading to congestion, delivery delays, and reduced system reliability. For this reason, more and more emphasis is placed on sustainable development and the use of all modes of transport (including inland waterway transportation).

Inland waterway transportation is used to transport approximately 5.6% of European cargo [1]. This indicates that it plays a minor role in the overall transport system. However, this mode has the lowest environmental impact per transported tonne of cargo [2]. Additionally, it is the best-adapted mode to transport hazardous materials and has the fewest restrictions when it comes to the transport of oversized goods [3]. It is also a natural extension of transporting goods inland from seaports [4].

The Industry 4.0 revolution has introduced numerous digital solutions that have significantly improved operational processes by automating selected operations and digitizing information and document exchange processes. Today, digital transformation influences changes in processes, products, business models, and the organization of entire systems to enable the full use of digital technologies’ capabilities. As in other industries, digital transformation influences transport by enhancing competitiveness, safety, and working conditions. In inland navigation, most attention is paid to aspects related to the key parameters that distinguish this branch from others. Due to specific navigation requirements, key aspects include digital mapping and communication (ship-to-ship and ship-to-infrastructure). In addition, digitalization also applies to aspects that are the same for all transport branches—customer service, cargo handling, and vehicle (ship) operations.

This article aims to present a new model for assessing digital maturity that considers the specificities of the inland waterway system. The model focuses on four areas connected to this branch of transport, which are as follows:

• Customer Area: manages orders and cargo handling;
• System Management and Compliance: covers documentation and regulatory processes;
• Ship Maintenance: focuses on moving from reactive to predictive maintenance;
• Operational Management: enhances navigation and communication for safer and more efficient operations.

The model has been used to assess the maturity of two European IWT systems and compare them. The main contributions of the paper include the following:

• Developing a framework for a new digital maturity assessment model dedicated to IWT;
• Definition of a 5-degree maturity assessment scale for the formulated assessment criteria;
• Characterization of selected IWT systems in terms of ongoing digital transformation processes;
• Assessment of the studied systems’ digital maturity levels using the proposed digital maturity assessment model;
• Comparative analysis of the two inland navigation systems.

The structure of the entire article is presented in Figure 1.

2. Theoretical Background

Digital transformation brings with it numerous changes in various areas of transport systems. These changes affect transport infrastructure, logistics execution, and stakeholder cooperation in the transport process. Therefore, the full exploitation of the potential of digital transformation and the achievement of comprehensive benefits require its implementation in the various areas of activity of the organizations involved and the systems supporting their processes. In order to assess the level of advancement of digital transformation and indicate the potential for its further development in the selected system, a tool is needed to conduct a comprehensive analysis of its current state and indicate the required directions for change. Digital maturity assessment models play such a role.

Digital maturity refers to the extent to which organizations integrate digital technologies to enhance operational processes [5]. Currently, several researchers, government departments, and consulting companies are developing various digital maturity models of a universal nature and taking into account the specifics of selected industrial and economic sectors [6]. These models are typically designed to assess the digital maturity of individual organizations (e.g., [7,8,9]) but can also apply to entire supply chains or systems (e.g., [10,11,12,13]). In the case of the models dedicated to a single organization, researchers’ attention is often focused on a selected area of their business (e.g., [14,15,16]). This approach is justified in selected cases, but one should be aware that the assessment is severely limited. This is because it does not consider the basic assumptions currently attributed to digital transformation, which should have a strategic dimension and encompass not only operational processes, but also organizational culture, business models, and the entire socio-technical system in which these processes are implemented. Some models focus on a selected aspect of digital transformation, for example, significant data usage [17], digital information systems [18], or logistics 4.0 [15,16,19]. However, as evidenced by the analyses presented in [20], most digital maturity models adopt a holistic approach and are based on multidimensional conceptual frameworks.

In-depth analyses of a set of selected DMMs presented in [14] also demonstrate the following:

• The frameworks of the DMMs created are based on the same principles or similar to those used in CMMI (Capability Maturity Model Integration);
• The DMM framework defines the areas to be assessed, which are then characterized by graded maturity levels;
• The assessment is carried out according to the defined areas, which can be further extended into sub-areas within the model;
• The assessment levels are arranged logically—from lowest to highest—and each level is assigned its name and the requirements that the organization must meet to achieve it;
• In some models, the assessment can be expressed quantitatively as a maturity index.

Since the framework of existing DMMs is based on principles similar to those of CMMI, the following characteristics should be considered when developing a new model [18,21]:

• Dimensions must describe specific areas of capability of the facility being assessed in different aspects. The dimensions must be simple yet comprehensive;
• The maturity status of an object is usually assessed on a 5- or 4-point scale;
• Maturity principles may require a continuous maturity model (an object’s rating is the average of the scores obtained in the different dimensions—the possibility of achieving different levels of maturity in each dimension) or a staged model (moving to a higher level of maturity requires full compliance with the requirements of the previous stage in all dimensions).

Analyzing the results published in the literature review articles related to DMMs made it possible to distinguish the dominant assessment areas used in these models [22]. These areas are shown in Figure 2.

There is currently a research gap regarding the digital maturity models dedicated to IWT. A literature review on DMMs indicated a lack of up-to-date papers in this area in the Scopus and Web of Science databases. The literature survey only identified papers on maritime transport, which could provide some basis for developing digital maturity models for waterborne transport systems. The proposed DMMs for maritime transport mainly focus on the following aspects:

• Assessing the use of the potential of digital transformation in improving maritime transport safety [26];
• Improving organizational intelligence in ship management companies [27];
• Assessing digital maturity in the shipping industry [28];
• Assessing the digital maturity of seaports [29,30,31,32,33];
• Assessing the readiness to implement blockchain technology in maritime logistics [34].

The results of a critical analysis of the available DMM tools developed by the scientific and consulting communities are presented in [21]. The authors point out the limitations of the presented DMMs, which, in particular, include (1) limited empirical research related to the validation of the developed solutions and (2) a limited extension of actionable properties for their practical application. Also, the research presented in [35] points to the most common deficiencies in the existing models concerning (1) the lack of methodological rigour, (2) the lack of empirical verification, and (3) the omission of industry and organizational specificities.

The results of the critical analysis of current digital maturity assessment models presented in the literature provided the basis for the development of a new DMM dedicated to IWT systems.

3. Methodology

In the literature on maturity models, most publications refer to the digital transformation of transport at a high level of generality (e.g., [36,37]). Dedicated assessment models that take into account the specificities of waterborne transport usually refer to maritime transport (e.g., [34]) or focus exclusively on transport infrastructure—usually ports (e.g., [30,31]). Meanwhile, IWT is a complex system for which a digital maturity assessment should be prepared comprehensively, considering the transport mode’s specificities and the associated cargo handling challenges. Therefore, the ongoing research aims to develop a digital maturity assessment tool for the inland waterway transport system that formulates the assessment dimensions according to the perspective of the river system user. Achieving such a formulated objective requires the definition of the following research questions:

• Q1: What influences the efficient and effective handling of cargo transported by a river carrier?;
• Q2: Which areas of the inland waterway system determine the transport service level offered to the customer?;
• Q3: Which areas of cooperation between shipping companies and authorities are required for efficient freight handling?;
• Q4: What information do shipping companies need regarding the condition of their transport fleet to implement effective maintenance strategies?;
• Q5: What information is needed during freight operations?;
• Q6: Are the areas and information needs defined within the answers to Q2–Q5 currently being digitized, and how?;
• Q7: How should digital transformation occur in the highlighted areas from a baseline level (no digital transformation in the system) to advanced digital transformation using the latest technological developments?;
• Q8: Is the assessment model built to meet the needs of real systems?

The research procedure consisted of 5 steps, as shown in Figure 3.

The literature review of digital maturity models (Stage 1) identified the dimensions of digital maturity assessment currently used in the models described in the literature. Based on the experience of other authors, guidelines were formulated based on the requirements to be followed when designing maturity models, and critical elements of the framework for the assessment tools being developed were identified. The results of this step are presented in Section 2.

The analyses prepared in Step 2 formed the basis for answering questions Q1–Q5. The results made it possible to identify the assessment dimensions that constitute the framework for the digital maturity model to be built and the ranges of this assessment for each dimension.

A critical analysis of digital solutions dedicated to IWT, based on different technological levels, allowed for the formulation of requirements for each level of assessment in the highlighted dimensions. This enabled the development of a road map for IWT systems, which defines guidelines for the digital development of the selected transport system elements under study. The results of Stage 2 and Stage 3 thus formed the basis for the designed framework of the DMM-IWT model (Stage 4). The results obtained in Stage 3 also made it possible to answer research questions Q6–Q7.

Stage 5 of the research procedure concerned the verification of the assumptions of the developed theoretical model based on the example of a real system. The model was verified using two river systems in Europe. The Rhine is considered Europe’s most developed inland waterway system; the Oder is a river whose potential is currently not being exploited. The juxtaposition of the two systems shows the significant differences in the digital transformation of shipping, which, today, are not only observed in Europe. The verification carried out proved the practical usefulness of the assessment tool created. Thus, the last research question, Q8, was answered.

The adopted research procedure enabled the development of an academically grounded DMM, based on a comprehensive literature review, ensuring the required methodological rigour. The application of the DMM-IWT in evaluating the two selected inland waterway transport systems enabled the empirical verification of the methodological rigour and relevance of the characteristics for the individual dimensions, as well as their levels of fulfilment. By incorporating the unique characteristics of inland waterway transport, the model accurately reflects the sector’s specifics and the roles of transport process participants.

The proposed DMM-IWT serves as an assessment tool in two key ways: (1) diagnosing the current state of a selected transport system and (2) developing a strategy for digital transformation, guided by progression through the successive maturity levels. In creating the model framework, the authors sought to provide a holistic approach to assessing the entire transport system, thus considering the different levels of its functioning. Therefore, the DMM-IWT framework creates four areas for the assessment to be carried out in: (1) Customer Service Area, (2) System Management and Regulatory Compliance, (3) Operational Ship Maintenance, and (4) Operational Process Management. The whole digital maturity model for assessing inland waterway transport systems is presented in

Table 1. The digital maturity model for assessment of inland waterway transport systems. Source: own work.

	Customer Service Area (Order and Cargo Handling)	System Management and Regulatory Compliance	Operational Ship Maintenance	Operational Process Management
Level I	Basic communication technologies (email, phone) are used for customer interactions, supporting the exchange of real-time information initiated by the customer. Order fulfilment updates are manually entered into the system after being provided by the responsible person. Customers receive order status updates only upon request, typically via phone. The entire customer service process follows a traditional approach, with paper documentation playing a significant role. No standardized document templates are defined for customer service processes.	Paper documents serve as the primary means of information exchange, with a limited scope of shared data and long response times. Ship inspections by the authorized bodies (waterway administration, inland navigation administration, police, customs office, and border services, etc.) are conducted in an informal manner, relying on the inspector’s individual knowledge and experience. Data on vessel traffic are recorded manually without specific guidelines on what information should be collected or how.	Ship maintenance follows a reactive approach, with fluids replaced as per the manufacturer’s guidelines and repairs performed only when damage occurs. Basic operational data are manually recorded in a logbook, but the absence of standardization results in inconsistencies in notations. The vessel is equipped with basic mandatory safety and alarm systems. Cargo loading and distribution are determined solely by the captain, based on personal experience.	The vessel is equipped with basic, mandatory navigation tools. Communication with authorities, lock operators, ports, and transhipment points is conducted via VHF radio. Navigational messages and other administrative information are obtained in person or by phone.
Level II	Basic communication technologies (email, phone) continue to be used for customer interactions. However, the paper document flow is now regulated by standardized templates and predefined internal procedures. A designated employee assigned to customer service is responsible for periodically monitoring order fulfilment and informing the client through basic communication channels.	The exchange of documents remains predominantly paper based, but is partially supported by selected digital systems. The scope of digital documentation and communication is strictly defined, and initial solutions facilitating cooperation with shipowners are being introduced. Inspections are conducted according to locally established procedures, ensuring a degree of standardization. Vessel traffic data are still recorded manually, but locally defined guidelines are now followed specifying what data should be collected and how.	A structured maintenance approach is introduced, with fluid and component replacements following internal company standards, which exceed the manufacturer’s recommendations and are based on best practices. Operational data are recorded on paper following a standardized format, ensuring data consistency. Repairs remain damage driven. The vessel is equipped with mandatory safety systems and partially automated alarm systems. The captain determines cargo loading and distribution based on predefined procedures.	The vessel navigates using paper charts and a geolocation system. Communication with authorities, lock operators, ports, and transhipment points is carried out via mobile phone and email. Navigational messages and other administrative information are obtained via email or official websites.
Level III	Customer orders are received through a website, and non-integrated informatics systems support order fulfilment. Paper documentation still accompanies cargo and is used for billing (e.g., paper invoices). Basic digital solutions, such as the AIS (Automatic Identification System), are used to monitor cargo, while barcoded logistic labels enable automatic cargo identification.	Digital documentation now supplements paper-based records, which are limited to a narrowly defined group of documents. Various communication channels are used in interactions between authorities and stakeholders, and the administration follows a customer-centric approach to improve communication. Ship inspections follow centrally established procedures, ensuring uniformity across jurisdictions. Vessel traffic data are still recorded manually, but adhere to central guidelines specifying mandatory data collection standards.	A preventive maintenance strategy is in place, with planned inspections and maintenance work. Maintenance decisions are supported by quantitative analysis, and operational parameters are monitored daily. Data are collected and processed using basic IT tools (e.g., spreadsheets). The vessel is equipped with mandatory safety systems and partially automated alarm systems. The captain determines cargo loading and distribution by following established procedures and using IT tools for calculations.	The vessel navigates using radar, the AIS (Automatic Identification System), and ECDIS (Electronic Chart Display and Information System). Communication with authorities, lock operators, ports, and transhipment points remains carried out via mobile phone and email. Navigational messages and other administrative information are obtained via email or official websites.
Level IV	Customer orders are handled via a dedicated web and mobile application, where customers have personalized profiles to manage their orders efficiently. The application is integrated with a CRM system, allowing for detailed customer data analysis and improving both traditional and electronic communication between the shipping company and its clients. RFID technology is used for cargo identification and monitoring. Order status updates are available in real time within the application.	A digital document management system is fully operational, and administrative authorities provide online platforms that allow stakeholders to independently manage selected processes (e.g., transport and handling of hazardous goods). An open-access information model with two-way communication enables flexible adaptation to stakeholders’ digitalization needs. Inspection results are now stored in an application accessible to the inspecting body, ensuring structured reporting. Vessel traffic data are collected using IT tools, in accordance with central regulations, and authorities provide digital waterway maps meeting international standards.	A predictive maintenance strategy is implemented. Ships are equipped with sensors for the real-time monitoring of selected operational parameters. Advanced diagnostics help to prevent failures before they occur. Sensor data are integrated with operational and maintenance data in a unified IT system. The vessel is equipped with mandatory safety systems and fully automated onboard alarm systems. The captain determines cargo loading and distribution using multiple, but not yet fully integrated, IT tools.	The vessel is navigated using an integrated suite of tools, including radar, the AIS, ECDIS (displaying combined information on a single screen), and an autopilot system. Communication with authorities, lock operators, ports, and transhipment points is handled via a dedicated application or the RISs (River Information Services). Navigational messages and other administrative information are received through the dedicated application.
Level V	The shipping company’s customer service systems are fully integrated with the ERP systems of key clients, allowing for the autonomous monitoring of transport demand. RFID technology is used for cargo identification, while IoT-based solutions enhance cargo tracking. Big Data analytics support customer relationship management, and real-time order fulfilment data are shared with clients. The entire document exchange is conducted electronically, with paper documents issued only upon explicit client request.	Best practices from other sectors are adopted in the continuous digital transformation of the system. Authorities implement models of ongoing improvement based on experience sharing and cooperation with stakeholders. Digital technologies and change management strategies play a key role in designing administrative cooperation frameworks. Ship inspections are conducted using a mobile application, which provides access to previous inspection records and allows for the immediate entry of new findings. Vessel traffic data are automatically collected through traffic management support systems like the RISs (River Information Services) and AIS, with reporting requirements covering all cargo and passenger vessels. Additionally, authorities provide digital waterway maps that are compliant with at least Class III waterway parameters.	A proactive maintenance strategy is in place, leveraging real-time continuous monitoring to forecast potential failures. Digital simulation tools (e.g., digital twins) anticipate damage scenarios, while data are integrated with voyage planning systems. Artificial intelligence and machine learning algorithms support data analysis and predictive maintenance. The vessel is equipped with mandatory safety systems and fully automated alarm systems integrated with navigation systems and shore-based safety centres. The captain approves cargo loading and distribution using fully integrated IT tools, which aggregate sensor data and automation systems.	The vessel navigates using radar, the AIS, ECDIS, ERI (Electronic Reporting International) system, an autopilot system, automatic steering, Bridge Scout/Secure, and Darad Pilot. Direct communication with authorities, lock operators, ports, and transhipment points is minimal, as standard messages are exchanged automatically between IT systems. Navigational messages and other administrative information are received automatically through real-time updates in IT systems.

.

The five-level digital maturity classification reflects technological advancement, operational efficiency, and compliance with standards and regulations. Maturity level I indicates the lowest degree of performance in inland waterway navigation, whereas level V corresponds to full compliance with the highest recognized standards. The intermediate levels (II, III, and IV) reflect a gradual progression through adopting modern technologies, enhancing management quality, and integrating with transport system participators.

• Customer Service Area (Order and Cargo Handling)
  The first parameter group includes customer order handling (communication and document exchange) and cargo handling (identification, tracking, and information on delivery time).
  This area focuses on how customer orders and cargo handling processes are managed. It includes communication channels, order tracking, and integration with digital systems such as websites, mobile apps, and customer relationship management (CRM) tools.
  Initially, processes rely on manual communication and paper documentation. Over time, digital tools such as web platforms, CRM systems, and RFID improve efficiency. At the highest level, automation, AI, and IoT-based tracking enable real-time, fully integrated customer service.
• System Management and Regulatory Compliance
  The second parameter group includes system administration culture, focused on digitalization, monitoring compliance with regulations (via waterway and inland navigation administrations), and data on ship traffic monitoring.
  This area focuses on document management, regulatory compliance, and cooperation between shipping companies and authorities. It ensures that vessels meet the legal and operational requirements.
  It starts with informal, paper-based documentation and slow communication. Gradually, digital records, standardized procedures, and online platforms improve efficiency. Ultimately, AI-driven compliance, automated reporting, and real-time vessel tracking streamline regulatory oversights.
• Operational Ship Maintenance
  The third parameter group includes the conditions of the engine, operating fluids, and component monitoring, as well as monitoring the times between repairs, fire safety systems, and ship loading systems.
  This area involves ship maintenance strategies, including inspections, repairs, and preventive measures to ensure operational reliability.
  Initially, maintenance is reactive, based on manual records and damage-driven repairs. Over time, structured inspections, IT-based monitoring, and predictive analytics are introduced. The most advanced stage integrates AI, real-time sensor data, and automated diagnostics for proactive maintenance.
• Operational Process Management
  The fourth parameter group includes used navigation, communication with administration, and cargo handling services.
  This area addresses the navigation and communication systems used in shipping operations. It includes navigation tools, the integration of digital communication with authorities, and the automation of information exchange. The implementation of real-time data processing, traffic management systems, and AI-driven tools enhances operational safety and efficiency.
  It begins with basic navigation tools and manual communication and progresses with the integration of radar, AIS, ECDIS, and mobile applications. At the highest level, fully automated data exchange, AI-assisted navigation, and predictive decision-making optimize operational efficiency.

The five-level maturity model reflects a natural progression of technological adoption, operational optimization, and regulatory compliance within inland waterway transport systems. This progression follows a well-established pattern seen in the digital transformation of complex systems, where initial stages are characterized by manual, disconnected processes, and more advanced stages involve automation, integration, and predictive capabilities. Each maturity level represents a specific stage in this transformation process, and advancements in technology, management practices, and system integration support the transition between levels. Thus, the classification is built on a clear understanding of the inherent steps needed to evolve from basic operations to fully integrated, efficient systems, consistent with the industry standards and global best practices.

4. Model Validation

Validating the digital maturity model for inland navigation requires considering both the operating environment and company-specific factors. Inland navigation functions within a complex ecosystem shaped by infrastructure, regulations, and digitalization levels. These differences impact shipowners’ ability to adopt digital technologies.

For the purposes of the analysis, Europe was divided into two distinct areas: Western Europe, specifically the Rhine region and its connected rivers, and Eastern Europe (including rivers such as the Elbe, Oder, and Vistula). This division reflects key differences in hydrology, water resources, and vessel types, which influence navigation and transport capacity [38].

The Rhine, Main, and Danube river regions are characterized by significantly greater water resources and a stable water supply. The rivers in this area are fed by both winter snowmelt and melting glaciers, ensuring relatively high and stable transit depths for most of the year. These conditions support large-scale cargo transport and the use of bigger vessels. Rhine operators typically use larger vessels with drafts of 2.8–4 m. Land infrastructure structures crossing the river provide vertical clearances of at least 7.2 m, which also translates into transport capacity and efficient long-distance cargo transport (based on the data from [39]).

This region represents one of the most developed inland navigation systems in Europe, where the high levels of digitalization, advanced infrastructure, and stable hydrological conditions allow for efficient integration into international supply chains. The Rhine region is also a hub for innovation in inland navigation, with operators often adopting cutting-edge technologies to optimize transport processes and improve environmental performance. The Rhine, Main, and Danube serve as benchmarks for best practices, demonstrating digitalization’s potential in optimizing conditions.

In contrast, the Eastern European region, particularly in rivers such as the Elbe, Oder, and Vistula, is characterized by smaller water resources and a variable hydrological regime. These rivers are primarily fed by rainfall and snowmelt. Consequently, transit depths are less stable and often below 2 m, which limits the navigation possibilities, especially during drought periods when depths drop below 1 m (based on the data from [40]). Operators in these regions typically use smaller vessels adapted to the limited depths and navigation conditions. Shipping in these areas focuses on hydrotechnical support, oversized cargo, and short-distance transport rather than fixed routes.

This region represents a contrasting model of inland navigation, where operators face significant challenges due to less favourable hydrological and infrastructural conditions. The lower level of digitalization and the more localized nature of operations highlight the difficulties in achieving the same levels of efficiency and integration as in Western Europe. Despite challenges, these systems are vital for regional economies and offer insights into how digitalization can enhance safety, efficiency, and resilience. Analyzing these systems allows for identifying areas where targeted investments and technological advancements could significantly improve the performance and sustainability of inland navigation in Eastern Europe.

For each of these waterways, a specific company is analyzed, whose operation and level of digital maturity will be assessed in accordance with the developed model. The analysis considered aspects such as the structure and size of the fleet, the services offered, the navigation technologies used, and the way transport processes are organized. This analysis will reveal how the operating environment shapes digitalization and highlight key areas for improvement.

4.1. Case Study—Inland Navigation on the Oder

The Oder is an international river flowing through the territories of three countries: Czechia, Poland, and Germany. The sources of the Oder are located in the Oder Mountains (Czech: Oderské Vrchy) near the village of Kozlov in eastern Czechia. From there, the river flows northwest, initially through Czech territory, and then enters Poland. The Oder forms a natural border between Poland and Germany from the confluence with the Lusatian Neisse, further emphasizing its geopolitical significance. Ultimately, the Oder empties into Lake Dąbie and the Szczecin Lagoon, a vast water body that connects to the Baltic Sea through three straits.

The total length of the Oder is approximately 854.3 km, of which 742 km are within Poland’s borders. In terms of length, it is the second-longest river in the country after the Vistula and serves as Poland’s most important inland transport route.

Considering the diversity of infrastructure and operational parameters along the Oder Waterway, the following navigable sections are distinguished:

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The upper free-flowing Oder from Racibórz to Koźle—Class Ia waterway;

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The upper canalized Oder from Koźle to Malczyce (Class III waterway), including the Gliwice Canal (Class III waterway) and the Kędzierzyn Canal (Class II waterway), which extend the navigable route to Gliwice;

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The regulated middle section of the Oder from Malczyce to the confluence with the Warta River (Class II waterway);

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The regulated lower Oder from the confluence with the Warta River to Lake Dąbie (Class III waterway from the Warta to Ognica, and Class Vb waterway thereafter).

The upper free-flowing section of the Oder from Racibórz to Koźle (km 55.2) is classified as a Class Ia waterway, primarily designated for tourism. In this section, vessel movement is permitted only upon obtaining prior authorization from the Inland Navigation Office.

From Koźle to the lower foreport of the Malczyce lock (km 300), the Oder River drops by 62.5 m across 24 weirs located along the main navigation route. The height differences at the weirs range from 1.75 m to 7.06 m. Throughout the canalized section of the Oder, a transit depth of 1.8 m is maintained during the entire navigation season, which lasts an of average 270 days per year.

The regulated section of the Oder from the Malczyce lock (km 300) to the confluence with the Lusatian Neisse (km 542.4) has been regulated using groynes designed for medium water levels. This section of the Oder has the lowest transit depths, with the most challenging navigational stretch located directly below the Malczyce weir. Due to ongoing riverbed erosion, depths drop below 1.0 m for a significant portion of the navigation season.

The Oder serves as a border river (Poland–Germany) from the confluence with the Lusatian Neisse (km 542.4) to Widuchowa (km 704.1). At the point where the river splits into two channels, the border follows the Western Oder to km 17.1 (Gryfino), where it transitions from the river to land. In the estuary region of the Oder, the border once again shifts from land to the waters of the Szczecin Lagoon.

The estuary section of the Oder is a rich and complex network of waterways used for transport. The main waterways include the Western Oder, the Eastern Oder with the Regalica (its extension), the Klucz–Ustowo canal, and the Szczecin water junction with Lake Dąbie.

The Oder serves as a connector between Poland and Eastern Europe’s inland waterways and Western Europe. The most important navigable routes connected to the Oder include the following:

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At km 98.1, the Oder connects with the Gliwice Canal, which extends the Oder Waterway by 41.2 km toward Upper Silesia;

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At km 553.4, the Oder connects with the Oder–Spree Canal, one of three routes linking Poland with Western Europe’s waterways. The Oder–Spree Canal connects Eisenhüttenstadt with Berlin;

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At km 617.6, the Warta River joins the Oder, opening a route to Eastern Europe and serving as part of the European waterway E-70. From this point, it is possible to navigate to any inland destination in Poland;

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The lower section of the Oder connects with the Oder–Havel Canal at km 667.0 (Hohensaaten) and via the Schwedt Canal at km 697.0 (Ognica), with the Hohensaaten-Friedrichsthal Waterway (HFW). These routes, through the Niederfinow ship lift (km 78 of the Oder–Havel Canal), link Poland’s inland waterway system with Germany’s.

In the Polish legal system, since the 2018 reform of the Water Law, a single institution has been established to manage all inland waterways: the State Water Holding ‘Polish Waters’ (Państwowe Gospodarstwo Wodne Wody Polskie). This institution is centrally managed by the National Water Management Authority in Warsaw and operates through 11 Regional Water Management Boards. Along the Oder River, three Regional Water Management Boards are responsible: Gliwice, Wrocław, and Szczecin. The waterway administration prepares navigation routes, ensures proper maintenance, and invests in waterway infrastructure. Its responsibilities also include issuing navigation notices, placing navigation markings, conducting hydrographic measurements, and determining transit depths. Additionally, the administration provides flood and drought protection, including icebreaking operations using its own icebreakers.

The oversight of user safety is the responsibility of the inland navigation administration, represented by the Ministry of Infrastructure and the Inland Navigation Offices (Urzędy Żeglugi Śródlądowej) along with their delegations. Among the three main Inland Navigation Offices, those in Wroclaw and Szczecin are responsible for safety oversight on the Oder River. These offices are equipped with modern vessels and employ highly qualified inspectors to ensure navigation safety.

The water police play a much smaller role in ensuring navigation safety in Poland than the Inland Navigation Offices. Water police stations are primarily located in major cities such as Szczecin and Wroclaw. Their patrols operate locally within cities and very rarely conduct activities outside urban areas.

In Poland, harmonized information services supporting traffic and transport management in inland navigation, compliant with RISs (River Information Services) standards, have only been implemented on the Oder River by the Inland Navigation Office in Szczecin. The area covered by these services includes the Szczecin Water Node with all its waterways, as well as the Western Oder, Eastern Oder, and the Oder from km 580 to km 704.1. The services offered by the Inland Navigation Office include inland electronic navigational charts (Inland ENCs), Notices to Skippers (NtSs), route planning, and vessel tracking and tracing (VTT) services, including CCTV monitoring and the AIS.

In the rest of Poland, in 2024, the waterway administration (PGW Wody Polskie) launched a system called the Virtual River Information System (Wirtualny Informator Rzeczny, WIR). The WIR offers the following services: electronic reporting to the administration, the electronic purchase of lock tickets, route planning, information on inland waterways with automatic calculations of transit depths and vertical clearances under bridges, and navigation notices. The system also allows users to report incidents on waterways. Users can notify the waterway administration about navigation accidents, hazardous locations, or other events.

For the comparative analysis, a transport company from Poland was selected. It plays a significant role in the inland waterway transport industry on the Oder Waterway. Its history dates back to 1995, when two enthusiasts of inland navigation decided to establish the company, starting operations with the purchase of a Łoś-type pusher and a pushed barge. The first profits came from coal transport on the Szczecin–Berlin route, which enabled further investments in fleet development. In the following years, the company acquired additional vessels, including pushers from Belarus and barges from Germany, Czechia, and the Netherlands, allowing it to take on more demanding projects.

Currently, the company operates a fleet of approximately 20 vessels. These units are adapted to transport various cargo, such as aggregates, fertilizers, grain, steel, scrap metal, and structural components. The company specializes in the transport of bulk and oversized cargo, as well as in supporting the construction and renovation of hydro-technical structures. Among its completed projects are the transport of aggregates along domestic routes, towing hulls, participation in the modernization of waterways, and the construction of hydro-technical infrastructure. The company also owns its own equipment and transhipment base, enabling comprehensive logistics services.

The company’s operations primarily focus on waterways in Poland, such as the Oder, but also include international routes, including the Mittelland Canal and the Elbe. Due to the degradation of Polish waterways, the company’s fleet often operates on German waters, where numerous transport and hydro-technical projects are carried out. The company holds all required permits for navigation within the European Union, as well as a GMP certificate, allowing for the transport of food products.

The company employs over 50 people, including highly qualified technical and administrative staff. Regular training and investments in employee development ensure high-quality services and adaptation to changing market demands. The company prioritizes long-term cooperation with employees, translating into their engagement and workforce stability.

In recent years, the company has completed many prestigious projects, such as oversized cargo transport, support of the reconstruction of regulatory structures on the Oder River, the reconstruction of bridges in Szczecin and Kostrzyn nad Odrą, and participation in the modernization of the Świnoujście–Szczecin Waterway. Thanks to its modern fleet and flexible approach, the company is capable of handling even the most demanding orders. Particular attention is paid to optimizing logistics processes and investing in technologies that reduce the environmental impact of operations.

This company is regarded as a reliable business partner, with many years of experience, a modern fleet, and a commitment to technology and employee development.

The company’s digital maturity in the area of customer service (rated at level II) reflects its reliance on basic communication technologies, such as email and telephone, in interactions with clients. While these tools ensure the exchange of essential information, the lack of advanced customer relationship management (CRM) systems limits the company’s ability to automate and optimize customer interactions. For example, the absence of integrated platforms for real-time cargo tracking or automated notifications means that customers must rely on the manual updates provided by the company’s staff. This approach, while functional, may not meet the expectations of modern clients, who increasingly demand transparency and instant access to information. Investing in a CRM system or a digital cargo tracking platform could significantly improve the company’s customer service capabilities, enhancing both efficiency and customer satisfaction.

Based on the characteristics of the operating environment and the specifics of the shipping company operating on the Oder Waterway, its digital maturity was assessed using the model proposed in this publication. The analysis considers fleet management, cargo handling, navigation technologies, and the external administrative conditions affecting digitalization. The results of this assessment, indicating the level of digital maturity in individual areas of the company’s activity, are presented in Figure 4.

The company’s operational ship maintenance practices, rated at level II, highlight a traditional approach to vessel upkeep. Maintenance is primarily reactive, with repairs conducted in response to failures, and general overhauls performed during mandatory class surveys every five years. While this ensures compliance with regulatory standards, it does not leverage the potential of predictive maintenance technologies. For example, implementing digital tools to monitor vessel performance in real time could help the company identify potential issues before they lead to costly breakdowns. Such systems, based on sensors and data analysis, could also optimize the scheduling of maintenance activities, reducing downtime and improving fleet availability. Additionally, the use of digital platforms for recording and analyzing maintenance data could replace the current paper-based system, enhancing the efficiency and accuracy of maintenance operations.

The digital maturity assessment of a shipping company operating on the Oder Waterway showed various levels of advancement in individual areas of activity.

• Customer Service Area (Order and Cargo Handling)—II
  Basic communication technologies, such as email and telephone, are used to communicate with the customer, supporting the exchange of current information initiated by the customer. Paper document circulation is regulated by using standard templates and specific paths of their flow in the organization. Customer service is carried out by a dedicated employee who monitors the execution of orders and informs customers using basic communication channels. The company uses basic communication technologies, has standardized documents, and employs dedicated people who deal with marketing, forwarding, and logistics.
• System Management and Regulatory Compliance—III
  Digital documentation is standard, with paper versions required only for specific certified documents. The company fully utilizes the possibilities of digital signature and document transmission. It is a member of the Association of Polish Inland Shipowners and actively participates in meetings with the waterway and shipping administration to improve safety. Inspections follow central procedures and utilize the electronic Ship Database for vessel and crew records. Data on ship traffic is recorded using IT tools in accordance with the central guidelines, and the administration provides digital waterway maps with international parameters. Ships use RISs and the AIS, as well as the national WIR system, which allows for route planning, access to navigation maps, and verification of the possibility of passing through limiting places.
• Operational Ship Maintenance—II
  Fluids and components are replaced in accordance with the company’s internal standards, which go beyond the manufacturer’s standards. Data on the operation of vessels are recorded in paper form according to a uniform standard. Repairs are carried out mainly in the event of failures, and general repairs of vessels are carried out during cyclical class surveys every five years. The company has a technical department that is responsible for the supply of vessels and monitoring of surveys. In terms of safety systems, vessels are equipped with basic fire protection equipment and additional smoke and carbon monoxide detectors. Alarm systems are partially automated. The loading and stowing of cargo is carried out according to established procedures supervised by the captain. The company does not have a loading support system—planning is carried out in the transport department, and the crew supervises the process.
• Navigation and Communication—II
  Radar, the AIS, and ECDIS are used based on captains’ preferences and experience. Navigation maps are operated on computers. The AIS is also used to monitor the positions of their own vessels. Communication with the administration, lock, port, and transhipment staff is mainly carried out via mobile phone and VHF radio. Email is used less frequently. The WIR system allows for ticket purchase and access to lock contact details, but does not offer additional communication functions. Thanks to the RISs and WIR systems, units have access to dedicated navigation applications that allow for route planning and the verification of waterway parameters in relation to the ship’s specifications.

The company’s navigation and communication systems, also rated at level II, rely on basic technologies such as radar, the AIS, and ECDIS, with their usage largely dependent on the preferences and experience of individual captains. While these tools provide essential navigational support, the lack of integration between systems and the limited use of advanced communication technologies restrict the company’s ability to fully optimize its operations. For instance, the company could benefit from adopting integrated navigation platforms that combine data from multiple sources, such as the AIS, RIS, and weather forecasts, to provide captains with a comprehensive and up-to-date view of navigational conditions. Additionally, enhancing communication capabilities through the use of digital platforms that facilitate seamless interaction with ports, locks, and other stakeholders could improve operational efficiency and reduce delays.

The company has achieved the following levels of digital maturity in individual areas: Customer Service Area—II, System Management and Regulatory Compliance—III, Operational Ship Maintenance—II, and Navigation and Communication—II.

4.2. Case Study—Inland Navigation on the Rhine

The Rhine is one of the most important rivers in Europe, playing a key role in inland transportation, the economy, and the region’s history. It flows through the territories of six countries: Switzerland, Liechtenstein, Austria, Germany, France, and the Netherlands.

The Rhine originates in the Swiss Alps, formed by the confluence of two main source streams: the Anterior Rhine (Rein Anteriur) and the Posterior Rhine (Rein Posteriur). From there, the river flows northward through narrow Alpine valleys and later across the expansive German Plain. Between Basel (Switzerland) and Bingen (Germany), the Rhine serves as a natural border between Germany and France. Ultimately, the Rhine empties into the North Sea in the Netherlands, forming an extensive delta with numerous branches and canals.

The total length of the Rhine is approximately 1233 km, making it one of the longest rivers in Europe. The longest section of the Rhine is in Germany (865 km), highlighting its critical role in the German economy and transportation systems. The Rhine has a large catchment area and abundant water resources, influenced by rainfall and snow, particularly in its upper course, as well as meltwater from snow and ice in the Alps. Human activity has significantly impacted the Rhine’s hydrological regime. River regulation through groynes and weirs has altered the natural flow, reduced the risk of flooding, and improved navigation conditions by ensuring a stable water level.

The Rhine is one of the most important waterways in Europe, and it is significant for both freight and passenger transport. Navigation on the Rhine is possible from Basel to its mouth in the North Sea, covering 886 km. Due to its diverse characteristics and infrastructure, the Rhine can be divided into the following navigable sections:

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High Rhine (Hochrhein): From Lake Constance to Basel, characterized by a fast current, numerous rapids, and weirs and regulated by weirs and canals. This section is primarily used for tourism. The Rhine is navigable from approximately 47 km downstream of the Rhine Falls to km 160, near Basel. However, freight navigation is not conducted in this section;

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Upper Rhine (Oberrhein): From km 161 (Basel) to km 528 (Bingen/Rüdesheim am Rhein), classified as a Class VIb waterway. This section is regulated, with numerous ports and industrial centres, and experiences heavy navigation traffic;

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Middle Rhine (Mittelrhein): From km 528 (Bingen/Rüdesheim) to km 694 (Cologne), also classified as a Class VIb waterway. This section is known for its picturesque landscape, with numerous castles and vineyards, and is an important tourist route;

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Lower Rhine (Niederrhein): From km 695 (Cologne) to the river’s mouth in the North Sea, classified as a Class VIc waterway. This section features a wide riverbed, numerous ports and industrial centres, heavy navigation traffic, and an extensive river delta.

The Rhine is connected to numerous other inland waterways, making it a vital part of the European transport network. Thanks to these connections, the Rhine is an important transport route for goods moved between Western, Central, and Eastern Europe. The most significant of these connections include the following:

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Km 296—Strasbourg: Connection with the French canal network, including the Rhine–Rhône Canal and the Rhine–Marne Canal;

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Km 428.2—Mannheim: Connection with the Neckar River;

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Km 496.3—Mainz: Connection with the Rhine–Main–Danube Canal, linking the Rhine with the Danube and creating a waterway connecting the North Sea with the Black Sea;

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Km 586—Nieder-Lahnstein: Connection with the Lahn River;

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Km 592—Koblenz: Connection with the Moselle River;

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Rhine–Rhône Canal: Links the Rhine with the Rhône, enabling the transport of goods to southern France and the Mediterranean Sea;

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Km 780.2—Duisburg: Connection with the Rhine–Herne Canal;

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Km 813.2—Wesel: Connection with the Wesel–Datteln Canal;

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Both of the above canals connect with the Dortmund–Ems Canal, which links the Rhine with the Ruhr region and ports on the North Sea. Through the Mittelland Canal, they also connect to Hamburg, Berlin, and Eastern Europe, including Poland;

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Numerous canals in the Netherlands and Belgium: These enable the transport of goods to various regions of Western Europe.

The administration of the Rhine is managed by various entities depending on the river section and the country. The Central Commission plays the most important role for the Navigation of the Rhine (CCNR), an international organization established in 1815 under the provisions of the Congress of Vienna, making it the oldest such organization in the world. Its primary objectives are to ensure freedom of navigation on the Rhine, maintain the safety and development of inland navigation, and protect the river’s environment. The CCNR is also responsible for developing and implementing uniform regulations for navigation, including technical standards for vessels, rules for cargo transport, and safety standards. The organization resolves disputes between member states, coordinates hydrotechnical works, and supports initiatives related to the modernization of waterway infrastructure. Its headquarters are in Strasbourg and its members include Belgium, France, the Netherlands, Germany, and Switzerland.

Additionally, the administration of the Rhine is handled by the following bodies:

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German federal authorities (Wasserstraßen- und Schifffahrtsverwaltung des Bundes—WSV): Responsible for maintaining and developing waterways, navigation marking, and managing hydrotechnical infrastructure in Germany;

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French services (Voies navigables de France—VNF): Responsible for the administration of waterways in France;

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Dutch services (Rijkswaterstaat): Responsible for the administration of waterways in the Netherlands;

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Swiss services (Bundesamt für Verkehr—BAV): Responsible for the administration of waterways in Switzerland.

The supervision of vessel traffic on the Rhine is a key element in ensuring safety and smooth navigation flow. This responsibility is shared among various services, including port authorities, Vessel Traffic Services (VTSs), and the water police. Port authorities manage the traffic within ports and their surrounding areas, coordinating vessel maneuvers, assigning berths, and ensuring compliance with port regulations. VTSs monitor vessel traffic over larger river sections using radar, the AIS (Automatic Identification System), and cameras, providing navigators with up-to-date information on navigation conditions, such as water levels, weather, and the movement of other vessels. The water police, on the other hand, perform an enforcement role, ensuring compliance with navigation regulations, responding to accidents, collisions, or other emergencies, and conducting preventive actions.

The cooperation of these services ensures effective traffic management on the Rhine, which is heavily trafficked due to its economic significance. Thanks to modern technologies and communication systems, these services can quickly respond to changing conditions and minimize the risk of accidents. In emergency situations, such as vessel malfunctions, collisions, or hazardous weather conditions, they undertake rescue operations and coordinate actions with other units. Additionally, these services play a crucial role in environmental protection, preventing water pollution and responding to hazardous substance spills. Their work ensures that the Rhine remains one of Europe’s best-managed and safest waterways.

The Rhine is equipped with advanced navigation systems to improve the safety, efficiency, and sustainability of navigation. These include the following:

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RISs (River Information Services): A river information system that includes electronic navigational charts, electronic vessel reporting, Notices to Skippers, and vessel traffic management systems;

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AIS (Automatic Identification System): A system for the automatic identification of vessels, enabling the exchange of data about the vessel, its position, course, and speed;

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Inland ECDIS (Electronic Chart Display and Information System): An Electronic Chart Display and Information System that allows for safe and precise navigation.

For further analysis, a German shipping company with over three decades of market presence was selected as an example of a business that combines tradition with modernity. Established in 1994, the company has focused on inland navigation from the very beginning, gradually expanding its fleet and range of services. Today, it is one of the key players in the water transport industry, serving both local and international routes. Thanks to its family management structure, the company maintains continuity in values, such as responsibility toward customers and a commitment to service quality, while continuously investing in technological development and environmentally friendly solutions.

The company’s digital maturity reflects its strategic integration of technology into its operations. Over the years, the company has gradually transitioned from traditional methods to more advanced digital tools, particularly in areas such as customer service and regulatory compliance. This evolution demonstrates its commitment to staying competitive in a rapidly changing market while maintaining its core values of reliability and quality service.

The company’s fleet consists of over 30 modern vessels, regularly upgraded to meet the highest safety and efficiency standards. The fleet includes both barges designed for bulk cargo transport and specialized vessels capable of handling goods requiring specific conditions. The company plays a crucial role in transporting raw materials including coal, sand, gravel, construction materials, agricultural products, and chemicals. Particular attention is given to transporting hazardous goods, such as chemical substances and fuels, which require compliance with strict regulations and standards. The company adheres to international safety regulations, such as the ADN (European Agreement concerning the International Carriage of Dangerous Goods by Inland Waterways), to carry out such transport. This requires not only properly equipped vessels, but also regular crew training to ensure preparedness for emergency situations.

A key aspect of the company’s digital maturity is its investment in fleet management systems. These systems not only monitor vessel performance in real time, but also provide predictive maintenance capabilities, allowing the company to minimize downtime and optimize operational efficiency. By leveraging data analytics, the company can identify patterns and trends that inform decision-making, ensuring that its fleet remains at the forefront of technological innovation.

The company operates on key inland waterways in Europe, including the Rhine, Moselle, Elbe, and the network of canals connecting these rivers. Thanks to the strategic location of its operational bases, the company can handle both short- and long-distance orders, serving clients from various economic sectors. Collaboration with other industry entities, including partners specializing in inland navigation, allows the company to expand its range of services and optimize logistics processes. As a result, the company can offer comprehensive transport solutions, including not only the transportation of goods, but also their storage and transhipment.

The company’s ability to operate across multiple waterways is further enhanced by its use of integrated navigation systems. These systems combine data from sources such as the AIS, RISs, and weather forecasts, providing captains with a comprehensive view of the navigational conditions. This integration not only improves safety, but also allows for more efficient route planning, reducing fuel consumption and environmental impact.

The company employs approximately 75 people, including both onboard crew and technical and administrative staff. It places significant emphasis on developing employee competencies, offering numerous training opportunities and the chance to enhance qualifications. Training programmes for sailors and captains are particularly important, as they prepare a skilled workforce to operate modern vessels and handle transports requiring special care, such as hazardous goods. The company prioritizes long-term cooperation with employees, translating into their engagement and workforce stability.

The company’s focus on employee training is closely tied to its digital transformation efforts. Crew members are regularly trained to use advanced digital tools, such as cargo monitoring systems and navigation software, ensuring that they can fully utilize the technology available to them. This emphasis on skill development not only enhances operational efficiency, but also fosters a culture of innovation and adaptability within the workforce.

In recent years, the company has invested in technologies to reduce the environmental impact of its operations. The introduction of hybrid-powered vessels and fuel consumption optimization are just some of the measures taken as part of its sustainable development strategy. The company is also involved in research projects related to the use of alternative energy sources in inland navigation, enabling it not only to meet increasing environmental requirements, but also to build a competitive advantage in the market.

The company’s environmental initiatives are supported by its digital maturity, particularly in the area of data-driven decision-making. By using advanced monitoring systems, the company can track fuel consumption, emissions, and other environmental metrics in real time. These data are then used to implement targeted measures, such as optimizing vessel speed or adjusting routes, to further reduce the environmental footprint of its operations.

Thanks to its extensive experience, modern fleet, and commitment to employee and technology development, the company has earned a reputation as a reliable business partner.

Based on the analysis of the operating environment and the characteristics of the shipping company operating on the Rhine, its digital maturity was assessed using the model developed in this publication. The assessment considered both internal aspects of the shipowner’s activity, such as fleet management, cargo handling, and the digital tools used, as well as the impact of the developed infrastructure and administrative system supporting navigation on this waterway. The assessment results, illustrating the level of digital maturity in individual areas, are presented in Figure 5.

The assessment of the digital maturity of a shipping company operating on the Rhine, conducted in accordance with the developed model, showed a varied level of advancement in individual areas of activity

• Customer Service Area (Order and Cargo Handling)—IV
  Customer orders are accepted via a dedicated web and mobile application, which allows for the personalization of the profile and efficient order management. The application is integrated with the CRM system, which improves the analysis of customer data and communication, both traditional and electronic. The cargo handled is identified and monitored using RFID technology, and information on the stage of order fulfilment is available to customers in real time. Additionally, the shipowner uses the ISS system, which allows for the exchange of information between the customer, the shipowner and the ship.
• System Management and Regulatory Compliance—IV
  The administration operates on the basis of electronic document circulation and digital platforms, which allow process participants to independently handle selected operations, such as the transport and transhipment of dangerous goods. The service model is based on open access to information and the flexible responses of the administration to the needs of digitalization. Vessel inspections are carried out using a mobile application that provides access to the inspection history and current inspection results. In Germany, information about inspections is entered into a central system, and inspections are carried out regularly—on average every three months by the police and every six months as part of EBIS Check, run by classification societies. Vessel traffic is monitored via RISs and AIS systems, which cover all cargo and passenger vessels. The reporting obligation applies to all vessels, and the administration provides digital waterway maps with at least class III parameters.
• Operational Ship Maintenance—II
  The ship maintenance strategy is based on planned inspections and maintenance, supported by quantitative analyses. The ship is equipped with an ISS system, which monitors the operating hours and automatically calculates the dates for the next technical inspections and filter and oil changes. The ship’s crew regularly completes the data in the system, drawing up weekly checklists and monthly inspections of alarm and safety systems. Additionally, the ISS system stores all ship certificates in electronic form and automatically sets reminders about their approaching expiry date. In terms of fire protection systems, the vessel is equipped with a central computer with a touch screen that displays safety alarms. Additionally, there is an independent gas detection system that allows the captain to determine the location of the threat, but that does not send automatic notifications—the captain must do this manually using the AIS or VHF radio. The process of loading and stowing cargo is supervised using two separate systems: one to calculate the ship’s load plan and stability and the other to monitor the loading, including the level, temperature, and cargo flow.
• Navigation and Communication—III
  The vessel is navigated using integrated tools such as radar, the AIS, ECDIS, and a steering assistance system (autopilot). The vessel uses current Navigo PC software for route planning and Radar pilot with a combination of radar and ECDIS Periskal, as well as the Argonics Track pilot and Titan 500 systems, which allow the vessel to automatically be guided along a designated line on the river. Communication with the administration is mainly via the BICS system, which integrates with the RISs, but at locks and administrative boundaries, reporting presence via VHF radio is still required. The unit mainly uses websites and emails to obtain navigation information and administrative messages. The ISS application provides information on water levels, while navigation messages regarding route closures can be downloaded in PC Navigo, but the system does not automatically notify about new messages. In the event of an emergency, reports are transmitted via VHF radio on the administration channel.

The company has attained the following levels of digital maturity in various areas: Customer Service—IV, System Management and Regulatory Compliance—IV, Operational Ship Maintenance—II, and Navigation and Communication—III.

Characteristic	Rhine-based Company	Oder-based Company
Year of establishment	1994	1995
Ownership structure	Family-managed	Family-managed
Number of employees	75	50
Main operational area	Rhine, Moselle, Elbe, and connecting canals	Oder Waterway, Mittelland Canal, and the Elbe
Geographic scope	International (Germany, Netherlands, France, and Switzerland)	International (Poland, Germany, and Czechia)
Fleet size	Over 30 vessels	Over 20 vessels
Vessel types	Mixed fleet (tanker, bulk cargo, and specialized vessels)	Mixed fleet (bulk cargo, pontoons, and pushed barges)
Cargo specialization	Bulk materials, chemicals, and hazardous goods	Bulk materials and oversized cargo
Navigation system	Integrated tools (radar, AIS, ECDIS, and autopilot)	Basic tools (phone, AIS, and radar)
Maintenance approach	Planned inspections with ISS system support	Reactive maintenance
Customer interface	Web and mobile applications and CRM integration	Basic communication tools (email and phone)
Environmental technology	Hybrid-powered vessels and fuel optimization systems	Not specified
Main waterway class	Class VIb-VIc (Rhine)	Class Ia-Vb (Oder)

The two analyzed systems differ in digital maturity across several areas, which can be explained by broader infrastructural and institutional factors. One key difference lies in the regulatory environment. The Rhine system benefits from a long-established legal and administrative framework that actively supports and enforces the use of digital tools, such as RISs, BICS, and EBIS. In contrast, on the Oder, the digitalization process is still developing, and digital procedures are often optional or used selectively.

Additionally, the level of investment in digital infrastructure on the Rhine is significantly higher, enabling more comprehensive and integrated solutions across navigation, maintenance, and customer service. On the Oder, the implementation of digital tools tends to be more fragmented and often depends on individual company initiatives rather than system-wide coordination. Moreover, institutional support on the Rhine is reinforced by centralized databases, regular inspection protocols, and strong collaboration between stakeholders, which facilitate the standardization and uptake of digital systems. The Oder, while showing increasing engagement from industry and administration, still lacks a similarly cohesive structure.

Another important factor is the strategic role of each waterway within the European transport network. The Rhine, as a core part of the TEN-T corridors and one of Europe’s busiest inland waterways, faces greater operational demands, which drive the adoption of advanced technologies. The Oder, serving a more regional function with lower traffic volumes, operates under different pressures and expectations. Finally, the technical classification of the waterways also influences the degree of digitalization. The Rhine primarily consists of Class VI waterways, accommodating large vessels and complex logistics chains that benefit from technological optimization. In contrast, the Oder includes lower-class sections, where simpler operations reduce the immediate need for digital tools.

5. Discussion

The proposed model for assessing digital maturity addresses the objections highlighted in the literature reviews regarding the limitations of the current DDM tools. The DMM-IWT model developed and presented above is dedicated to the selected transport system. Therefore, the selection of assessment areas and the characterization of the digital maturity levels account for specific characteristics, including the transport infrastructure, the characteristics of the process participants, and the requirements of the transport process itself. Thus, the specific attributes of inland waterway transport, which impact the pace and direction of the digital transformation, have been considered. Previous research by both authors, who are academics and specialize in models for assessing digital maturity and improving inland waterway systems [13,19,22], was used in its preparation. The knowledge and experience of the other two authors, who are high-level experts in the field of inland navigation, were used to verify the assumptions made. As a result, the developed DMM-IWT model is not limited by the constraints identified in [21,35].

The proposed DMM-IWT model was applied to evaluate two inland waterway navigation systems in Europe. The model enabled the assessment of the current state of both transport systems, serving as a basis for benchmarking. The maturity levels achieved by each system are shown in

Table 2. Comparison of the digital maturity ratings achieved by each of the systems assessed. Source: own study.

Assessment Areas	Rhine Waterway	Oder Waterway
Customer Service	IV	II
System Management and Regulatory Compliance	IV	III
Operational Ship Maintenance	II	II
Navigation and Communication	III	II

.

A comparison of the scores obtained by each system shows the superiority of one over the other in the areas assessed. In this case, the Rhine transport system, Europe’s leading inland waterway system, scored significantly higher. The comparative analysis of the two systems using the DMM-IWT provides the Oder with a reference point for guidelines on digital transformation implementation. As a so-called ‘reference system’, it provides knowledge related to technological and organizational changes that will support the digital transformation of the Oder IWT system. Thus, the DMM-IWT model can also be used as a benchmarking tool.

It is worth noting, however, that both systems reached a comparable level of digital maturity in the area of ‘Operational Ship Maintenance’. This indicates that participants in neither system are realizing the full potential of developed proactive maintenance strategies and available digital solutions yet. To determine the next stages of digital transformation for this area, the potential of the DMM-IWT model should be utilized. The levels of digital maturity described for this area, with an indication of the specific conditions that the system should meet, precisely define the following stages of digital transformation that should be implemented in the evaluated systems. In this case, the DMM-IWT model is the basis for developing a road map for the digital transformation developed in the systems under study.

The comparative analysis of companies operating on the Oder and the Rhine shows clear differences that can inform strategic decisions and support targeted interventions. The results have several practical implications.

Firstly, there is a need for more substantial regulatory alignment and the promotion of key digital tools, such as RISs systems or centralized inspection databases, especially in countries where such instruments are not yet fully implemented. Public authorities should consider incentive mechanisms to support digital investments, particularly for small and medium-sized enterprises. Moreover, digital platforms provided by waterway and port administrations should be further developed to ensure seamless access to real-time information and facilitate communication between all participants of the transport process.

Additionally, shipping companies can use the model as a practical tool for self-diagnosis and the prioritization of investments, focusing on areas such as customer service automation, predictive maintenance, and integrated navigation systems. Exchanging good practices and taking part in pilot programmes can support the dissemination of advanced solutions and reduce entry barriers for less advanced operators.

Finally, the differences observed between the two analyzed systems suggest the importance of cross-sectoral coordination. Joint initiatives between administration, industry stakeholders, and technology providers—at both national and European levels—can reduce the digital divide across transport corridors and promote a coherent and efficient digital transition of the inland waterway sector.

The proposed model does not impose maturity assessment rules, i.e., it does not indicate a recommended way of setting a global level for the whole system. This decision is conscious, as the assessment rules also act as a motivational mechanism for the organization. This can be clearly seen in the examples presented. When adopting a continuous assessment model, the Rhine shipping system indicates a higher level of digital maturity. Indeed, the average score across all dimensions for this system is 3.25, while the score for inland navigation on the Oder is 2.25. However, when a staged model is applied, the systems are given the same rating (digital maturity level 2), as the lowest score obtained on all dimensions is the determinant.

The developed DMM-IWT model adopts a systematic approach to maturity assessment. This has the important advantage of providing a global assessment of the extent of digital transformation for the entire IWT system, while also taking into account the potential of the transport company. This means a comprehensive diagnosis of the entire transport process, as the model refers to general standards and system solutions while assessing the level of digital transformation in the organization under study. This makes it possible to assess a single company’s digitalization level and its compatibility with the level of digital transformation in the entire system.

The challenge with the application of the DMM-IWT is the expert knowledge of the process implementation, the ship operation, and the operation of the transport system itself (including from the infrastructure manager’s side). For this reason, a team of experts representing the different participants in the transport process is necessary to assess the current state. The second major limitation of the model is its validity. The defined levels of digital maturity assessment refer to the state on the day the model was developed. Meanwhile, contemporary technological development is so intensive that it can be said to provide us with new solutions every week. For this reason, the model requires periodic verification and updating of the defined measures for individual maturity levels, particularly those related to the benchmark values, i.e., Level V.

Although the DMM-IWT model assesses digital maturity across four distinct areas, their interdependencies are critical to a comprehensive understanding of the digital transformation process. Improvements in one area often act as enablers or prerequisites for progress in others. For instance, predictive maintenance solutions developed within the Operational Ship Maintenance domain rely heavily on digital infrastructure and data availability, which are part of the System Management and Regulatory Compliance domain. Likewise, real-time navigation support and communication tools implemented under Operational Process Management significantly enhance Customer Service by enabling accurate cargo tracking and timely delivery notifications.

Furthermore, Customer Service itself can act as a driver of transformation in the other domains, as increasing client expectations for visibility and responsiveness often necessitate advancements in data integration, process automation, and system interoperability. The synergies between system-level compliance mechanisms and vessel-level operational data also facilitate more accurate reporting and more reliable operational planning. Therefore, the DMM-IWT not only identifies maturity levels in isolated domains, but also supports the analysis of how strategic development in one area may unlock progress across the entire transport system.

This integrated perspective is particularly valuable when using the model for benchmarking. In addition to comparing individual maturity levels, it enables the assessment of the coherence and balance of digital development across functional areas. Such a holistic view is essential for planning effective and sustainable digital transformation pathways for inland waterway transport systems.

6. Conclusions

The DMM-IWT model was developed based on literature studies on digital transformation, the development of maturity models, and the study of IWT systems. Its structure and the interpretation of the individual maturity levels are tailored to the specific characteristics of the studied sector. Experts have positively validated the model’s functionality by using two inland waterway systems as examples.

The proposed DMM-IWT model is a multifunctional analysis tool that can be used in at least three areas: (1) to assess the current state; (2) as a tool for benchmarking analysis; and (3) as a basis for developing guidelines for transport system development. Therefore, the presentation of its framework and the results of its practical application should be of interest to representatives of governmental and local governmental organizations and transport organizers and implementers, as well as other participants in transport processes related to river navigation. The prepared model also provides interesting material for other researchers to analyze and apply. Based on it, it is possible to develop DMM concepts dedicated to other transport systems, as well as specific solutions focused on inland waterway transport operators. The article’s authors hope that other research centres will further develop the presented approach to DMM tool design.

The DMM-IWT presented in the article is an extension of previous research conducted by the authors. Consequently, this solution will also be the basis for further research on adapting the developed tool to the specific characteristics of other transport systems and improving cargo handling processes in inland shipping. In subsequent research steps, the positive validation of the model will make it possible to prepare a self-assessment sheet for the decision-makers of the studied system so that they can make a preliminary assessment themselves. This could streamline the process of collecting the required data. At the same time, as part of the ongoing research, it makes sense to expand the number of river transport systems analyzed to conduct a comparative analysis and identify leading solutions that can be used in the improvement process.