To maintain the industry leader position based on operational efficiency and costs, Maersk Line needed to change their operating model to enable centralized revenue management and top-line growth

For decades, Maersk Line had been the industry leader, and for many years, the position had been supported through cost efficiency and operational excellence. Competitors were, however, caching up, which complicated the challenge to maintain top-line growth and profitability.

The next wave in industry leadership would have to be driven through commercial excellence with intelligent pricing, customized value proposition, and globally aligned commercial priorities. While this would be a daunting task for any organization, in the shipping industry with its long proud history of leaving these decisions to the individual trade managers, any attempt at coordinated decisions was made very difficult.

It was decided to change the entire commercial operating model to create centralized excellence functions, take advantage of advance analytics, and change the “head of trade” to a strategic planning responsibility. This massive change was implemented in less than two weeks with virtually no loss of momentum by a well prepared, motivated, and united management through a painstakingly structured process leaving no stone unturned