Intelligence into the future market competition the main elements of new ship orders growth

At present, the development of intelligent ships in the world is still in its initial stage, and will further occupy market share in the future, becoming the mainstream field of technology research and development and innovation of global shipping companies. South Korean shipbuilders are committed to developing autonomous sailing ships and establishing operation service systems. South Korea aims to develop a LEVEL4 intelligent ship with 90% of the entire ship automation, develop and establish a self-sailing ship trial center and a long-range navigation control center for self-sailing ships in the port, form intelligent ship application services and systems, and plan to achieve real ship applications on 1700TEU container ships in 2024. Japanese enterprises focus on the standardization of ship-shore and shipping industry data, and Japanese enterprises establish smart ship data centers through the smart ship application platform development project (SSAP1/SSAP2), and are committed to developing ISO standards and seizing first-mover advantages. The European Union has developed a control system with unmanned autonomous control technology and remote control technology as the core, and plans to complete the development of unmanned ships and the feasibility verification of autonomous navigation by 2034.

The continuous update and practice of intelligent ship technology and application will break the original ship shipping energy efficiency system, comprehensively improve energy efficiency, operation, cost, environmental protection and other aspects, and gradually replace the traditional old ship type and become the mainstream ship type in the future. Therefore, the development and application of ship intelligence has become a new blue ocean for national ship companies to seize market opportunities.

(3) The trend of merger and reorganization

From 2005 to 2008, the shipping industry was affected by the prosperity of the economic situation, the shipping business was busy, and the market demand reached the peak. Under the stimulation of the market, the shipbuilding industry has developed rapidly, and shipping enterprises have continued to expand, resulting in production capacity reaching a high point at the same time. After the financial crisis in 2008, the shipping business was depressed, and the shipping industry fell into the dilemma of supply and demand imbalance and overcapacity. Problems such as low concentration, repetitive construction, and disorderly competition superimpose the low prosperity of the global ship market, which greatly hinders the continued development of the industry. A large number of small and medium-sized enterprises comply with the law of the market naturally eliminated out, the struggling large ship enterprises how to get out of the dilemma, effectively enhance competitiveness, improve economic efficiency, digest excess capacity has become an urgent problem to be solved. Merger and reorganization, bankruptcy, storage as the three ways to digest capacity, in line with the objective law of market development, merger and reorganization has become the general trend of the shipbuilding industry to digest capacity.

Successful restructuring and mergers will give rise to monopoly power in the industry, improve industrial concentration, and then increase industry profits. Whether it is the "concentration determines profit rate" hypothesis of Harvard School SCP paradigm that high concentration brings monopoly profit, or the refuting of this hypothesis by Chicago School, that is, the high profit rate in the high-concentration market is the result of the efficient operation of large enterprises, and believes that high concentration will increase the industrial profit rate. Successful restructuring activities will bring synergies and integrate more advantageous resources to achieve. "1+1>2" effect The concentration of the world ship market is further increasing through mergers and acquisitions.

Japan and South Korea have different ways to deal with overcapacity. In the late 1990s, after the Asian financial crisis caused the industry to stagger and decline, the first wave of restructuring occurred in South Korea. During this restructuring, two of the three major Korean shipbuilders emerged: ----- Hyundai Heavy Shipbuilding Group, which was formed after Hyundai Heavy Industries acquired Mipo Shipbuilding and Hanna Heavy Industries; Daewoo Shipbuilding & Marine Engineering Co., LTD., one of the three largest shipbuilding companies after the bankruptcy reorganization of Daewoo Heavy Industries. First, after the 2008 global financial crisis, the South Korean government eliminated small and medium-sized enterprises with weak strength through credit differentiation policies, and supported large and medium-sized enterprises with strong technology and large scale. In terms of the structural management of ship enterprises, medium-sized enterprises are encouraged to withdraw from the fields of LNG, VLCC, and military products, and focus on the competition with Chinese and Japanese enterprises in the fields of medium and low-end ship types such as oil tankers, dry bulk carriers, and small and medium-sized container ships, so as to reduce the internal competition of domestic enterprises in high-end ship types. For example, Hyundai Heavy Industries transferred its shares in Hyundai Motor and KCC. After two large-scale restructuring, the integration of product structure advantages of South Korea's shipbuilding industry has avoided repeated investment and repeated construction, and obviously played a synergistic advantage and scale advantage, which has created a foundation for the breakthrough of high-end technology in South Korea's shipbuilding industry and the maintenance of global market share.