Essential Competencies in Maritime and Port Logistics: A Study on the Current Needs of the Sector †
by
, , and
Luís Silva Lopes
1,*
,
João Lemos Nabais
2
,
Claúdio Pinto
3, 
Vitor Caldeirinha
4
and
Tiago Pinho
4
1
Escola Superior de Ciências Empresariais, Instituto Politécnico de Setúbal, Campus do IPS, 2910-761 Setúbal, Portugal
2
IDMEC—Instituto Politécnico de Setúbal, Marketing and Logistics Department, Campus do IPS, Estefanilha, 2910-761 Setúbal, Portugal
3
APS—Administração do Porto de Sines e Algarve, 7520-203 Sines, Portugal
4
RESILIENCE—Center for Regional Resilience and Sustainability, Escola Superior de Ciências Empresariais, Instituto Politécnico de Setúbal, Campus do IPS, Estefanilha, 2910-761 Setúbal, Portugal
*
Author to whom correspondence should be addressed.
†
This article is a revised and expanded version of a paper titled “Essential Competencies in Maritime and Port Logistics: A Study on the Current Needs of the Sector”, which was presented at the NEXUS International Conference—DGTMP 2024, “Digital and Green Transition in Maritime Ports: Trends and Challenges”, held in Évora and Sines, Portugal, from 10–13 December 2024.
Sustainability 2025, 17(6), 2378; https://doi.org/10.3390/su17062378
Submission received: 12 January 2025
/
Revised: 16 February 2025
/
Accepted: 6 March 2025
/
Published: 8 March 2025
(This article belongs to the Section Sustainable Transportation)
Abstract
:This study addresses the critical gap between academic training and the competency demands of the maritime logistics and port management sector. Using a mixed-methods approach, it integrates benchmarking of postgraduate programs from leading universities, interviews with 15 stakeholders representing diverse industry profiles, and an in-depth curriculum analysis. The research identifies and categorizes essential technical, management, and interpersonal competencies, culminating in the development of a Competency Matrix to guide the alignment of academic curricula with industry requirements. Key competencies identified include strategic decision-making, operations management, data analysis, adaptability, teamwork, and customer engagement, all of which are critical to ensuring efficiency and competitiveness in the sector. This study introduces an innovative framework by combining benchmarking with qualitative insights, addressing a crucial gap in the literature while offering actionable strategies for academia to enhance training programs. The findings highlight the urgent need for universities to develop courses tailored to global challenges, such as digitalization, sustainability, and supply chain resilience. Although this study is exploratory and based on a limited sample size, it provides meaningful insights into the Portuguese maritime and port logistics sector, laying a solid foundation for future research. Further studies should investigate how innovation and emerging technologies, such as artificial intelligence and blockchain, are reshaping competency requirements in this dynamic and globalized industry.
1. Introduction
Maritime and port logistics, responsible for over 80% of global merchandise transport, are critical components of global trade and the backbone of international supply chains. However, the sector faces increasingly complex challenges shaped by globalization, rapid digitalization, and growing sustainability demands [1]. The maritime and port logistics sector has undergone profound changes in recent decades, particularly with the advent of automation, digital technologies, and the growing importance of sustainability practices [2]. Ports are no longer just transit points for cargo; they are now sophisticated hubs of intermodal connections, data exchange, and advanced logistics management [3]. In response to the demand for more resilient and efficient supply chains, ports have embraced advanced technologies such as blockchain, artificial intelligence (AI), and big data analytics. These tools not only enhance decision-making but also play a transformative role in optimizing operations and modernizing infrastructure, thereby addressing both opportunities and challenges in the sector [4,5].
The growing emphasis on sustainability has reshaped port operations, driving the adoption of energy-efficient solutions and green infrastructure. Combined with AI and big data, automation has emerged as a key driver of sustainable and intelligent decision-making in port logistics [6]. This trend aligns with global sustainable development goals, which reinforce the implementation of green technologies and sustainable practices across industries, including port logistics [7].
In this context of technological and operational transformation, the human element remains crucial. The development of highly skilled professionals with well-defined technical, management, and interpersonal competencies has become pivotal to maintaining the sector’s efficiency and competitiveness [8,9]. The evolution of the maritime sector extends beyond cargo transportation to encompass an integrated ecosystem of intermodal operations, terminals, and port infrastructure. This complexity necessitates not only specialized technical expertise but also proficiency in strategic decision-making, data analysis, and interdisciplinary collaboration [10]. Furthermore, the growing emphasis on energy efficiency and sustainability is reshaping competency standards, underscoring the need for educational programs aligned with these shifting market dynamics [11].
The sector also grapples with broader global transformations. Key issues include rapid digitalization, which demands professionals adept at managing advanced technological tools and processing vast volumes of data, and sustainability requirements, which necessitate operational adjustments to mitigate environmental impacts [11]. Moreover, increasing consumer expectations and the dynamic nature of global supply chains call for enhanced flexibility and adaptability from professionals [12].
The lack of alignment between current competencies and industry requirements is a major barrier to operational efficiency and innovation. Skills such as data analysis, interdisciplinary collaboration, and customer-centric decision-making are increasingly critical, particularly as emerging technologies, including blockchain and artificial intelligence, demand highly specialized expertise to ensure competitiveness [8,10].
A critical gap persists between academic training and the skills required by industry stakeholders, limiting professionals’ ability to meet market demands and hindering innovation in logistics operations. The research underscores the importance of academia–industry collaboration to bridge this divide, aligning educational programs with market expectations and fostering both professional development and organizational innovation [12,13].
This study posits that aligning academic curricula with the competency demands of the maritime logistics and port management sector is crucial to bridging the gap between educational training and industry requirements. By addressing these gaps, this study aims to ensure that future professionals are better equipped to navigate the challenges of digitalization, sustainability, and supply chain resilience in an increasingly complex industry.
The objectives of this research are as follows:
- Identify and categorize the essential competencies in the maritime and port logistics sector, encompassing technical, management, and interpersonal areas;
- Conduct benchmarking with national and international reference universities to identify and map the competencies and skills incorporated into their training programs;
- Perform interviews with representative stakeholders in the sector to understand professional needs and expectations regarding competencies;
- Develop a comprehensive Competency Matrix to guide the design of training programs aligned with market demands;
- Analyze the relevance of the identified competencies to ensure educational programs effectively prepare professionals to address sector challenges.
The scientific contribution of this research lies in its mixed-methods approach, integrating benchmarking, stakeholder engagement, and curriculum analysis to develop a structured Competency Matrix. This framework offers actionable recommendations for aligning academic programs with the evolving demands of the maritime and port logistics sector, addressing global challenges such as digitalization, sustainability, and supply chain resilience.
By achieving these objectives, this paper seeks to contribute to the preparation of professionals better equipped to meet the demands of an increasingly dynamic sector while promoting sustained collaboration between academia and industry.
2. Literature Review
The maritime and port logistics sector has undergone significant transformations in recent decades, driven by technological innovation, regulatory pressures, and evolving market demands. These changes have reshaped the competencies required by professionals, demanding a reevaluation of how skills are developed and aligned with industry needs. This section critically examines the existing literature on essential competencies, the gap between academia and industry, the impact of digitalization, the role of sustainability, and the application of benchmarking methodologies in assessing workforce preparedness.
2.1. Essential Competencies in Maritime and Port Logistics
The increasing complexity of maritime and port operations necessitates professionals with diverse skills [14]. Traditional skill compartmentalization is no longer effective in an environment requiring technological fluency, strategic thinking, and adaptability [15,16]. The shift toward data-driven decision-making, automation, and integrated supply chains has intensified the demand for analytical capabilities, logistical coordination, and digital literacy [8,17]. This transition “from strength to skill” requires new capabilities and specific training schemes for workers [8]. The job market is becoming polarized, with middle-paid paperwork jobs disappearing due to the introduction of information and communication technology (ICT) and automation. Floor jobs will increasingly be assisted by robotics and data applications, while management roles will become more complex, requiring multi-skilling. Consequently, training programs must incorporate ICT skills alongside soft skills like teamwork and communication [17].
A holistic perspective on maritime logistics competencies underscores the necessity of integrating operational expertise with strategic acumen. A comprehensive framework identifies business, logistics, management, and digitalization skills as critical competencies, with business skills ranking as the most important [15]. As ports evolve into logistical platforms and economic clusters, personnel must develop diverse competencies to enhance port efficiency and supply chain integration [18]. The advancement of maritime logistics has a profound impact on trade dynamics and sustainability, reinforcing the need for sustainable policies, cleaner technologies, and collaborative strategies [19]. A validated competency framework for container shipping logisticians in Singapore and South Korea categorizes skills into business-, logistics-, and management-related competencies, further distinguished as generalist or maritime-specific [20]. Collectively, these studies highlight the critical need for aligning operational proficiency with strategic insight to effectively navigate the complexities of maritime logistics.
2.2. Competency Gaps Between Academia and Industry in the Maritime Sector
Recent studies highlight a persistent misalignment between maritime education and industry needs. Curricula often fail to emphasize practical skills, technological advancements, and sustainability practices essential for modern maritime operations [21,22]. As a result, graduates enter the workforce without adequate preparation for real-world challenges, which negatively impacts both their employability and overall sector efficiency [23]. To address this gap, researchers advocate for curriculum modernization, increased hands-on training, and stronger industry partnerships [14,22]. The implementation of lecturer internship programs has been identified as a strategic approach to bridging academia and industry requirements [23]. Additionally, integrating artificial intelligence and virtual reality techniques into maritime education could help mitigate technological gaps [24]. However, despite acquiring computational thinking skills, graduates continue to express concerns about their ability to adapt across diverse maritime sectors. Continuous curriculum development, informed by direct industry feedback, is therefore essential to maintaining educational relevance in this rapidly evolving field [24].
The need for a paradigm shift in maritime education is increasingly recognized, with studies underscoring the importance of integrating experiential learning methodologies such as simulation-based training and industry collaborations to enhance the transition between theoretical knowledge and practical competencies [22,25]. Moreover, the incorporation of sustainability principles, digital advancements, and emerging technologies, including IoT and AI, into maritime curricula is crucial for equipping students with the skills necessary to navigate evolving industry challenges [26,27]. Research further emphasizes the effectiveness of longitudinal internships and structured practical training modules in fostering skill development and operational expertise [27]. To bridge the identified skills gap, scholars recommend the establishment of continuous professional development opportunities and the reinforcement of long-term industry partnerships, ensuring that graduates are better prepared to meet the technological, regulatory, and environmental demands of the maritime sector [22,25].
2.3. Digitalization and Technological Competencies in the Port Sector
The digitalization and automation of port operations are reshaping the maritime industry, demanding new competencies from port personnel [8,28]. While traditional skills remain important, there is an increasing need for digital skills and highly skilled workers to manage advanced technologies and improve port efficiency [15,18]. This shift from “strength to skill” requires updated training programs and certifications to prepare workers for new roles [8,28]. Key competencies for maritime logistics executives now include business, logistics, management, and digital skills, with digitalization ranked as the fourth most important skill set [15]. As ports evolve into logistical platforms and economic clusters, personnel must develop competencies that contribute to port efficiency and effective supply chain management [18]. These changes present both challenges and opportunities for port labor in the era of automation and digitalization.
The digital transformation of ports and logistics sectors is driven by the need for efficiency, sustainability, and competitiveness [29,30]. This transformation involves integrating technologies like IoT, AI, and blockchain, which enable real-time monitoring, predictive maintenance, and improved decision-making [30]. However, the transition faces barriers such as workforce resistance, financial constraints, and regulatory complexities [30,31]. To overcome these challenges, organizations must develop strategic frameworks that align technology adoption with business strategies, foster a digital-first culture, and invest in targeted training programs [30]. The shift toward automation and digitalization is reshaping port labor, demanding high-skilled personnel, and necessitating new training schemes and certifications [8]. Successful digital transformation requires a collaborative approach, emphasizing the integration of digital tools with existing logistics frameworks and the development of an analytical mindset among professionals [30].
2.4. Sustainability and Green Competencies in the Port Sector
The transition toward greener and more sustainable port operations is no longer optional but a strategic imperative driven by regulatory frameworks and market expectations. Port operation managers require specific skills for environmental sustainability, with management, emergency procedures, and safety management identified as top priorities [32]. These competencies are crucial for improving port environmental sustainability performance and can inform human resource processes [33]. Beyond the port sector, there is a growing need for comprehensive sustainability competencies across various industries to support green transitions and reduce environmental impacts [34]. The European sustainability competence framework, GreenComp, provides a structured approach to developing sustainability competencies, encompassing four interrelated areas: embodying sustainability values, embracing complexity, envisioning sustainable futures, and acting for sustainability [35]. This framework aims to promote learning for environmental sustainability and can be applied across diverse learning contexts.
Maritime education and logistics are undergoing significant transformations to address sustainability challenges and technological advancements. Research indicates a need for updated curricula that integrate emerging technologies, sustainability practices, and industry-specific needs [21,36]. The maritime sector is adopting green technologies and autonomous systems to enhance environmental sustainability and operational efficiency, though challenges such as high implementation costs and regulatory harmonization persist [37]. Sustainable port and maritime logistics are crucial for global trade, with the industry facing pressure to address environmental concerns, including waste management, climate change, and energy efficiency [38]. To meet these challenges, the sector must develop specialized competencies in emissions management, energy-efficient technologies, and sustainable strategies while also cultivating a workforce capable of managing compliance processes and integrating circular economy principles [21,38].
2.5. Benchmarking Methodologies and Competency Studies in Maritime Logistics
Benchmarking has emerged as a valuable tool in assessing and improving workforce competencies in the maritime sector. By systematically comparing practices and training frameworks across leading ports and logistics hubs, organizations can identify skill gaps and develop targeted training programs. However, conventional benchmarking approaches tend to focus on operational performance metrics rather than human capital development [14]. Recent studies have highlighted the need to reassess and update competency frameworks in maritime logistics to meet the evolving demands of the industry. While traditional logistics skills remain fundamental, they are increasingly insufficient in the current complex maritime environment [39]. A comprehensive competency framework for maritime logistics professionals must encompass business, logistics, management, and emerging digitalization skills [15]. Research from Singapore and South Korea has validated the significance of both generalist and maritime-specific competencies in container shipping logistics [20]. However, concerns persist regarding the effectiveness of current maritime education and training systems, with some studies suggesting that competency-based assessments are shifting focus from practical skills acquisition to exam performance, potentially compromising the development of essential on-board competencies [40].
The importance of competency-based frameworks is growing in maritime education and workforce management, particularly with the introduction of technological advancements and automation. Studies highlight that competency-based training significantly enhances the readiness of nautical cadets for the challenges of the industry [41]. As the sector adapts to automation and digital transformation, updating skills and competency frameworks to align with future requirements has become imperative [42,43]. Furthermore, the impact of automation on maritime workforce management necessitates a higher level of technical proficiency and digital literacy among seafarers [43]. Developing frameworks for Maritime Autonomous Surface Ship (MASS) operators presents both opportunities and challenges, requiring a structured, regulated approach to training that meets industry expectations [42].
These studies collectively underscore the need for continuous adaptation of training programs in response to industry shifts and technological innovations. Integrating benchmarking methodologies into competency assessments offers a valuable tool for ensuring that workforce development is effectively aligned with sector advancements. Benchmarking allows for the comparison of best practices across organizations and countries, identifying gaps and driving improvements in workforce competency frameworks.
The literature suggests that benchmarking methodologies can be applied to evaluate the effectiveness of maritime training programs, facilitating the identification of strengths and areas for improvement. When applied strategically, benchmarking serves as a mechanism for ensuring that competency frameworks remain relevant and comprehensive. The process involves comparing current competencies against industry standards, regulatory requirements, and emerging trends. In this regard, collaboration between educational institutions, industry stakeholders, and policymakers is crucial to cultivating a resilient, future-ready maritime workforce.
3. Materials and Methods
To achieve the objectives of this study, a mixed-methods approach was employed, integrating both quantitative and qualitative research methodologies [44,45,46]. This approach ensured the robustness and replicability of the findings, providing a comprehensive foundation for identifying the essential competencies required in the maritime logistics and port management sector.
A central component of this study was the application of benchmarking, a method widely recognized for its effectiveness in identifying best practices and fostering alignment with industry standards. Grounded in established principles of higher education and industry benchmarking [47,48,49,50], this methodology was particularly suitable for examining the alignment between academic training and the evolving demands of the maritime sector. In the first phase of this study, benchmarking was systematically applied to compare postgraduate educational programs and identify competencies critical for professionals in this field.
Institutions were selected based on their inclusion in the EDUNIVERSAL BEST MASTERS—Maritime Management ranking (2023), which highlights the top 50 master’s, MS, or MBA programs globally in maritime management [51]. From this ranking, programs with curricula most closely aligned with maritime logistics and port management were shortlisted. Table 1 presents the universities analyzed during this phase.
To ensure a comprehensive analysis, the benchmarking process focused on identifying the technical, management, and interpersonal competencies embedded within the curricula of the selected programs. This process involved a detailed examination of course structures, program content, and competency frameworks provided by the universities [52,53,54,55,56,57,58,59,60,61,62,63,64,65,66,67,68,69,70,71,72,73]. The postgraduate curricula reviewed, as outlined in Appendix A (Table A1), underscore the emphasis placed on these competencies across the analyzed programs.
The second phase of this study involved conducting interviews with a diverse group of stakeholders from the maritime logistics and port management sector. An interview guide was developed to ensure consistency in data collection and to address the core objectives of this study [44,45]. The stakeholder sample included industry professionals in roles such as logistics directors, senior project coordinators, corporate directors, and technology administrators for services, as well as academics with expertise in maritime logistics and port management. Out of the 25 stakeholders invited, 15 completed the interviews, achieving a response rate of 65.22%. Table 2 characterizes the stakeholder sample, providing an overview of the diversity of profiles and perspectives included in this study.
The interviews were designed to capture insights into the gaps between existing educational programs and industry needs, as well as to identify the competencies deemed essential for professionals in the field. Participants were asked to evaluate a pre-identified set of 22 competencies using a 5-point Likert scale, with ratings ranging from “Not Important” (1) to “Extremely Important” (5). Competencies that received an average rating of 4 or higher were classified as highly relevant. This phase provided critical data for the development of the Competency Matrix, ensuring that the identified competencies reflected both academic rigor and practical industry relevance.
The competencies identified during the benchmarking and interview phases were synthesized into a Competency Matrix, which categorizes them into three primary domains: technical, management, and interpersonal. This matrix serves as a foundational tool for aligning educational programs with industry requirements and for guiding the design of specialized training initiatives tailored to the sector. The structured methodology, combining benchmarking and stakeholder engagement, enabled a holistic understanding of the competencies critical for maritime logistics and port management.
Throughout this study, a systematic approach to data analysis was employed to ensure the validity and reliability of findings. Benchmarking data were compared across institutions to identify commonalities and gaps, while interview responses were analyzed using both qualitative content analysis and quantitative measures derived from the Likert scale ratings. This combination of methods facilitated a comprehensive evaluation of the competencies deemed most relevant to the sector.
This study acknowledges certain limitations. The dataset, comprising 15 stakeholders, represents a relatively small sample size, which may limit the generalizability of the findings. However, this study was designed as an exploratory analysis focused on the Portuguese maritime and port logistics sector, aiming to provide initial insights into essential competencies and align academic offerings with industry needs. Despite these limitations, the methodologies applied were rigorous and systematically structured, supporting this study’s conclusions. Future research with larger and more diverse datasets, as well as the application of additional quantitative approaches, is proposed to validate and expand upon these findings.
4. Results
The results of this study unveiled a structured set of competencies that stakeholders consistently identified as essential for success in maritime logistics and port management. These competencies are consolidated in the Competency Matrix, presented in Table 3, which categorizes them into technical, management, and interpersonal domains [14]. The matrix offers a comprehensive perspective on the multifaceted demands of the sector and highlights the critical skills required for effective professional performance.
The analysis of this study identified six key competencies that received the highest ratings among the 27 competencies evaluated, underscoring their critical relevance to the sector. These are presented in Figure 1, which illustrates the relative importance of these competencies as rated by stakeholders.
Among the competencies identified, “Strategic decisions in supply chain optimization” emerged as one of the most critical. This competency reflects the need for managers who can streamline processes, reduce costs, and enhance overall operational efficiency. Such decision-making skills are indispensable at the management level, particularly in environments where operational precision is vital for maintaining competitiveness. This finding aligns with industry demands for professionals capable of navigating complex supply chains while balancing cost efficiency and performance.
Another highly valued competency was “Data analysis and decision-making based on information”, emphasizing the increasing importance of leveraging data to drive informed decisions. The ability to interpret and utilize large datasets to predict trends and identify improvement opportunities has become a cornerstone of modern logistics, especially in the context of rapid digitalization and the integration of advanced technologies like artificial intelligence and predictive analytics. This highlights the necessity for academic programs to incorporate robust data management and analysis components.
On the interpersonal level, “Flexibility and adaptability to handle complex and constantly changing situations” was regarded as indispensable. The maritime logistics sector operates in an environment characterized by volatility, including regulatory changes, climate impacts, and market fluctuations. Professionals must possess the ability to adapt swiftly to maintain resilience and ensure operational efficiency. This competency is particularly aligned with the industry’s growing emphasis on sustainability and agile strategies, underscoring the need for academic training programs to prepare students to manage dynamic operational challenges effectively.
The “Ability to work in teams and collaborate with professionals from different areas” also emerged as a critical competency, reflecting the interdisciplinary nature of the maritime logistics and port management sector. Collaboration among multifunctional teams is essential for achieving operational success, particularly in scenarios where diverse specializations must be integrated seamlessly. This finding underscores the importance of universities incorporating team-based learning, communication skills, and interdisciplinary project management into their curricula to better prepare students for real-world collaboration.
Additionally, the “Ability to understand the needs and demands of customers and partners” was recognized as a vital skill for customer satisfaction and fostering long-term partnerships. The ability to listen, interpret, and respond effectively to client needs is fundamental for building trust and sustaining a competitive advantage in the sector. This competency points to the necessity of integrating customer relationship management courses into academic programs, enabling future professionals to excel in stakeholder engagement and service delivery.
Finally, “Competencies in port operations and logistics management” were identified as central to ensuring the efficient and uninterrupted flow of cargo. These competencies encompass a range of technical skills, including warehouse and terminal management, transportation coordination, and cargo handling. As ports increasingly adopt automation and smart technologies, the need for specialized training in these areas has become paramount. This finding suggests that universities should expand their offerings to include courses focused on port automation, smart logistics systems, and advanced operational technologies, ensuring that graduates are well-equipped to meet industry demands.
5. Discussion
This study provides a comprehensive analysis of the essential competencies in maritime logistics and port management, culminating in the development of a Competency Matrix (presented in Table 3). This matrix serves as a valuable tool for designing targeted training programs that address the specific needs of the sector, equipping new professionals to confront industry challenges effectively and capitalize on emerging opportunities [14].
The findings of this study align with prior research, which underscores the importance of strategic decision-making, data-driven approaches, and robust interpersonal skills in the logistics and port management fields [15,23,24]. However, this research advances existing knowledge by offering a structured framework that not only identifies these key competencies but also integrates them into educational programs. It places particular emphasis on technical skills tailored to maritime operations, as well as on addressing the growing imperatives of sustainability and digitalization in the sector.
One of the key contributions of this study lies in the identification of competencies critical for both immediate operational needs and long-term sector sustainability. For instance, the emphasis on data analysis and strategic decision-making highlights the increasing demand for professionals capable of navigating digitalized and complex environments. This finding is consistent with the global trend toward the digital transformation of logistics and port industries, where automation, artificial intelligence, and big data analytics are integral to improving operational efficiency and competitiveness.
In addition to technical competencies, interpersonal skills, such as adaptability and collaboration, were found to be indispensable. These skills are vital for fostering resilience and effective teamwork within dynamic operational contexts. This is particularly relevant given the sector’s challenges, including frequent regulatory changes, climate variability, and technological disruptions. As industries become more interconnected and subject to external shocks, professionals who can adapt and collaborate effectively will be increasingly valuable.
The alignment of this study’s findings with the European Skills, Competencies, Qualifications, and Occupations (ESCO) framework further validates the identified competencies [74]. As detailed in Appendix A (Table A2), this alignment is particularly evident in areas such as port operations management, cargo-handling technologies, and multimodal logistics coordination. These competencies are central to the modernization of the maritime logistics sector, addressing technological advancements and the operational complexities of the industry. Moreover, they reflect the evolving expectations of stakeholders who demand greater efficiency, sustainability, and adaptability from logistics professionals.
Management competencies, such as strategic decision-making and data-driven analysis, align closely with ESCO’s focus on supply chain optimization and data-based decision-making. This reinforces the pivotal role of analytics and strategic thinking in enhancing operational performance and maintaining competitiveness in port management. Similarly, this study’s emphasis on interpersonal skills, including teamwork, adaptability, and communication, corresponds to ESCO’s competencies in cross-functional collaboration and effective communication. These interpersonal skills are essential for creating resilient, innovative, and adaptable work environments that foster collaboration among diverse teams in the maritime logistics and port management fields.
The alignment between this study’s findings and the ESCO framework underscores the relevance of the identified competencies for developing future professionals. This highlights the need for educational institutions to adopt curricula that integrate technical expertise, management capabilities, and interpersonal skills. By doing so, academic programs can ensure that the future workforce is well-prepared to address the digital, global, and sustainable transformations shaping the sector.
Future research could focus on the practical application of these competencies in educational settings, exploring their impact on professional preparedness and career progression. Additional studies could examine how emerging technologies, such as artificial intelligence, automation, and blockchain, are reshaping the competency landscape and influencing future workforce demands. These investigations could further explore the role of universities in adapting their curricula to align with these evolving competencies, thereby enhancing the effectiveness of training programs and addressing gaps between academic preparation and industry requirements.
Moreover, expanding the scope of this research to include comparative studies across different countries and regions could provide valuable insights into global competency trends. By analyzing variations in competency demands across geographic contexts, future research could offer a more comprehensive understanding of how educational programs can best support the maritime logistics and port management sectors in diverse environments.
6. Conclusions
This study provides a significant contribution to understanding the evolving competency needs within the Portuguese maritime and port logistics sector. The Competency Matrix, as presented in Table 3, not only highlights the most valued competencies identified by stakeholders but also offers strategic guidance for prioritizing key knowledge areas in academic training. These insights are critical for preparing future professionals to address sector-specific challenges, particularly in light of the ongoing green and digital transitions.
Based on the findings, it is recommended that academia and industry establish strategic partnerships to ensure the continuous adaptation and updating of training programs. Such collaborations are crucial to maintaining alignment between academic curricula and emerging industry trends, fostering a culture of innovation and resilience within the sector [14]. These partnerships will enable the sector to respond swiftly to technological advancements, environmental changes, and uncertainties in the global market.
The results also underscore the importance of specific knowledge areas that are increasingly fundamental for the academic formation of professionals in maritime and port logistics. Drawing from the Competency Matrix and stakeholder insights, the following areas are emphasized as essential for future training programs:
- Sustainable Port Operations: The integration of renewable energy and sustainable practices within port operations is critical for the long-term viability of the sector. This area addresses growing environmental and social demands, emphasizing competencies in environmental management, social responsibility, and green technologies;
- Digital Transformation in Logistics: As digitalization drives industry transformation, professionals must master emerging technologies such as artificial intelligence, blockchain, and data analytics. These digital competencies are pivotal for optimizing logistics operations, fostering innovation, and responding to technological advancements effectively;
- Global Maritime Supply Chain Management: In a globalized economy, resilience and adaptability in maritime supply chains are paramount. Academic training should incorporate a holistic approach to logistics management, with a focus on developing interpersonal skills such as effective collaboration in international teams and managing complex, dynamic situations. These competencies are essential for fostering a global perspective and ensuring supply chain resilience.
By integrating these knowledge areas into academic curricula, universities can better equip professionals with the technical, management, and interpersonal competencies necessary to navigate a transforming sector. Addressing these emerging needs will ensure that training programs align with the sector’s ongoing evolution, fostering professionals capable of driving operational efficiency and innovation.
Although this study focuses on the Portuguese context, future research could extend its geographical scope to validate these findings across diverse regions. Such research would contribute to a broader understanding of global trends shaping maritime logistics and port management, enabling the development of globally relevant training frameworks.
Collaboration with stakeholders throughout this study has not only allowed for the identification of current sector needs but also facilitated the projection of future scenarios critical for preparing students and professionals effectively. The findings of this research represent a significant step forward in equipping professionals to address the challenges and opportunities in maritime and port logistics. Furthermore, this study underscores the importance of fostering a lasting partnership between academia and industry. Such partnerships are essential to ensuring the strategic growth, adaptability, and resilience of this vital sector, which is central to the sustainable development of global trade and supply chains.
Author Contributions
Conceptualization, L.S.L.; Methodology, L.S.L.; Validation, T.P.; Formal analysis, L.S.L.; Investigation, L.S.L.; Resources, L.S.L.; Data curation, L.S.L.; Writing—original draft, L.S.L.; Writing—review & editing, L.S.L.; Supervision, J.L.N., V.C. and T.P.; Project administration, L.S.L.; Funding acquisition, C.P. All authors have read and agreed to the published version of the manuscript.
Funding
This study was funded by Agenda “NEXUS—Pacto de Inovação—Transição Verde e Digital para Transportes, Logística e Mobilidade”, financed by the Portuguese Recovery and Resilience Plan (PRR), with no. C645112083-00000059 (investment project n° 53).
Institutional Review Board Statement
This study was conducted in accordance with the ethical principles of the Declaration of Helsinki. The research protocol, involving 15 interviews and surveys with stakeholders from the maritime and port sector in Portugal, was reviewed and approved by the Ethics Committee of the Polytechnic Institute of Setúbal.
Informed Consent Statement
Informed consent was obtained from all subjects involved in the study, ensuring compliance with ethical research standards.
Data Availability Statement
The data presented in this study are available on request from the corresponding author.
Conflicts of Interest
The authors declare no conflict of interest.
Appendix A
Table A1.
Mapping competencies in training programs.
| ID | Technical competencies | C1 | C2 | C3 | C4 | C5 | C6 | C7 | C8 | C9 | C10 | C11 | C12 | C13 | C14 | C15 | C16 | C17 | C18 | C19 | C20 | C21 | C22 | C23 |
| 1 | Knowledge of maritime and port regulations and legislation | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||
| 2 | Competencies in port operations and logistics management | X | X | X | X | X | X | X | X | X | X | X | X | |||||||||||
| 3 | Proficiency in planning and managing port terminals | X | X | X | X | X | X | X | X | X | X | X | X | |||||||||||
| 4 | Knowledge of maritime transport logistics and cargo handling operations | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||
| 5 | Risk management and safety in port operations | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||||
| 6 | Competency in Technologies Applied to Maritime and Port Logistics | X | X | X | X | X | X | X | X | X | X | |||||||||||||
| 7 | Competency in quality management systems and certifications applied to maritime logistics | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||
| 8 | Expertise in reverse logistics and waste management in port operations | X | X | X | X | X | X | X | X | X | X | |||||||||||||
| 9 | Inventory management and stock practices in port terminals | X | X | X | X | X | ||||||||||||||||||
| 10 | Mastery of container operations and cargo handling technologies | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||
| 11 | Skills in contract and supplier management in maritime logistics | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||
| 12 | Proficiency in multimodal logistics operations (maritime, land, and air) | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||
| 13 | Knowledge of customs management and import/export procedures | X | X | X | X | X | X | X | ||||||||||||||||
| 14 | Knowledge of warehousing and distribution logistics | X | X | X | X | |||||||||||||||||||
| 15 | Ability to analyze and implement automation solutions in port processes | X | X | X | X | X | ||||||||||||||||||
| 16 | Knowledge of handling and storage practices for hazardous cargo | X | X | X | X | |||||||||||||||||||
| 17 | Ability to analyze and optimize logistical and operational processes | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||
| 18 | Management of Sustainable Projects | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||||
| 19 | Digital Transformation | X | X | X | X | X | X | |||||||||||||||||
| 20 | Mastery of Circular Economy practices | X | X | X | X | X | X | x | X | X | X | X | X | X | ||||||||||
| 21 | Competency in Renewable Energies in Port Environments | X | X | X | X | X | X | X | ||||||||||||||||
| 22 | Management of Renewable and Sustainable Energy Projects | X | X | X | X | X | X | X | X | X | ||||||||||||||
| ID | Management competencies | C1 | C2 | C3 | C4 | C5 | C6 | C7 | C8 | C9 | C10 | C11 | C12 | C13 | C14 | C15 | C16 | C17 | C18 | C19 | C20 | C21 | C22 | C23 |
| 1 | Leadership and team management skills | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||
| 2 | Capability to make strategic decisions in supply chain optimization | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||||
| 3 | Project management in the maritime logistics field | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||
| 4 | Data analysis and decision-making based on information | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |
| 5 | Ability to innovate and implement technological solutions in maritime logistics | X | X | X | X | X | X | X | X | X | X | |||||||||||||
| 6 | Negotiation skills and management of strategic partnerships and commercial contracts | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||
| 7 | Leadership and management of cross-functional teams | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||||
| 8 | Knowledge of financial and budget management for port operations | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||||
| 9 | Ability to develop marketing strategies and promote port services | X | X | X | X | X | X | X | X | X | X | X | ||||||||||||
| 10 | Resource and equipment management in port terminals | X | X | X | X | X | X | X | X | |||||||||||||||
| 11 | Crisis management and contingency planning in port terminals | X | X | X | X | X | X | X | X | |||||||||||||||
| 12 | Ability to conduct economic and financial feasibility analysis of logistics projects | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||
| 13 | Knowledge of sustainable supply chain management and ESG practices | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||||
| 14 | Ability to lead teams in emergency situations and port safety | X | X | X | X | X | X | X | ||||||||||||||||
| 15 | Conflict management and resolution of operational issues | X | X | X | X | X | X | X | X | X | X | X | ||||||||||||
| 16 | Competency in fleet management and optimization of maritime routes | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||
| 17 | Knowledge of disruptive technological trends in the maritime logistics sector | X | X | X | X | X | X | X | X | X | X | |||||||||||||
| 18 | Skills in data analysis to improve operational efficiency | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||
| 19 | Ability to develop strategic partnerships with companies and government entities | X | X | X | X | |||||||||||||||||||
| 20 | International awareness | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||
| 21 | Energy Transition Strategies | X | X | X | X | X | X | X | X | X | X | |||||||||||||
| 22 | Risk and Opportunity Management in the Green Transition | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||||
| ID | Interpersonal competencies | C1 | C2 | C3 | C4 | C5 | C6 | C7 | C8 | C9 | C10 | C11 | C12 | C13 | C14 | C15 | C16 | C17 | C18 | C19 | C20 | C21 | C22 | C23 |
| 1 | Effective communication skills with various stakeholders | X | X | X | X | X | X | X | X | X | X | X | ||||||||||||
| 2 | Ability to work in a team and collaborate with professionals from different fields | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||
| 3 | Flexibility and adaptability to handle complex and constantly changing situations | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||||
| 4 | Problem-solving skills and decision-making under pressure | X | X | X | X | X | X | X | ||||||||||||||||
| 5 | Skills in addressing environmental and sustainability issues in maritime logistics | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | ||||||
| 6 | Ability to understand the needs and requirements of clients and partners | X | X | X | X | X | X | X | X | X | X | |||||||||||||
| 7 | Skills in networking and developing professional relationships | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||
| 8 | Ability to lead change and innovation processes in the port sector | X | X | X | X | X | X | X | ||||||||||||||||
| 9 | Experience in dealing with cultural and linguistic issues in a global business environment | X | X | X | X | X | X | X | X | |||||||||||||||
| 10 | Ability to motivate and engage teams in pursuing common goals | X | X | X | X | X | ||||||||||||||||||
| 11 | Experience in leading organizational change processes in port terminals | X | X | X | X | X | X | X | X | |||||||||||||||
| 12 | Time management skills and task prioritization in dynamic environments | X | X | X | X | X | X | X | X | X | X | X | ||||||||||||
| 13 | Ability to communicate fluently in different languages in an international context | X | X | X | X | X | X | X | X | X | X | X | ||||||||||||
| 14 | Experience in negotiation and conflict resolution in international business | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |||||||
| 15 | Ability to lead corporate social responsibility projects in the port sector | X | X | X | X | X | X | X | X | X | ||||||||||||||
| 16 | Experience in addressing health and safety issues in port environments portuários | X | X | X | X | X | X | X | X | |||||||||||||||
| 17 | Specific Legal and Regulatory Aspects | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | X | |
| 18 | Ethics and Social Responsibility | X | X | X | X | X | X | |||||||||||||||||
| 19 | Soft Skills in Maritime and Port Logistics | X | X | X | X | X | X | X | X | X | X | |||||||||||||
| 20 | Remote Work and Crisis Management | X | ||||||||||||||||||||||
| 21 | Leadership in Sustainability | X | X | X | X | X | X | X | X | |||||||||||||||
| 22 | Networking and Collaboration in Renewable Energies | X | X | X | X | X | X | X |
| C1 | The University of Sydney | C9 | University College Cork | C17 | Instituto Politécnico de Viana do Castelo |
| C2 | University of Antwerp F. of Business Economics | C10 | Kobe University—G. School of Business Adm. | C18 | Nanyang Technological University (NTU) |
| C3 | Copenhagen Business School—CBS | C11 | Erasmus University Rotterdam | C19 | National University of Singapore |
| C4 | Universidad del Pacifico E. de Negocios Ecuador | C12 | The University of Auckland | C20 | Faculty of Maritime Studies of Ljubljana |
| C5 | KEDGE Business School | C13 | Nova School of Law/Nova SBE | C21 | City University of London, C.S.E. |
| C6 | Athens University of Economics and Business | C14 | ISEG Executive Education | C22 | Cardiff University |
| C7 | Alba G. B. School at the A. College of Greece | C15 | Escola Superior Náutica Infante D. Henrique | C23 | Texas A&M University |
| C8 | The Hong Kong Polytechnic University | C16 | Nova School of Science and Technology |
Table A2.
Alignment of identified competencies with ESCO skills and competencies.
| Identified Competencies Matrix | Corresponding ESCO Skills & Competences | Commentary | |
|---|---|---|---|
| Technical | Competencies in port operations and logistics management | Port Operations Management | High alignment, port operations and logistics management. |
| Expertise in cargo handling operations and maritime transport logistics | Cargo-handling Equipment Operation | High alignment, cargo handling in maritime transport. | |
| Proficiency in planning and managing port terminals | Port Terminal Operations Planning | High alignment, terminal operations management. | |
| Knowledge of maritime and port regulations and legislation | Compliance with Maritime Regulations | High alignment, following sector regulations. | |
| Proficiency in multimodal logistics operations (maritime, land, and air) | Multimodal Transport Coordination | High alignment, multimodal logistics management. | |
| Expertise in container operations and cargo handling technologies | Cargo-handling Technologies | High alignment, container handling technologies. | |
| Digital Transformation | Digital Transformation | High alignment, growing need for digital transformation. | |
| Management | Capability to make strategic decisions in supply chain optimization | Strategic Decision-Making in Supply Chains | High alignment, strategic supply chain management. |
| Data analysis and decision-making based on information | Data Analysis for Decision-Making | High alignment, data-driven decisions in logistics. | |
| Leadership and team management skills | Leadership and Team Management | High alignment, essential leadership and team skills. | |
| Ability to lead and manage cross-functional teams | Cross-functional Team Management | High alignment, leading teams across functions. | |
| Project management in the field of maritime logistics | Project Management in Maritime Logistics | High alignment, project management in the maritime sector. | |
| Ability to innovate and implement technological solutions in maritime logistics | Innovation Management in Logistics | High alignment, technological innovation in logistics. | |
| Negotiation skills and management of strategic partnerships and commercial contracts | Strategic Partnerships Management | High alignment, strategic negotiationand partnerships. | |
| Interpersonal | Flexibility and adaptability to handle complex and constantly changing situations | Adaptability and Problem-solving in Dynamic Environments | High alignment, flexibility in dynamic environments. |
| Ability to work in teams and collaborate with professionals from different areas | Teamwork and Collaboration | High alignment, teamwork and collaboration across disciplines. | |
| Ability to understand the needs and demands of customers and partners | Customer Relationship Management | High alignment, customer relationship management. | |
| Ability to solve problems and make decisions under pressure | Problem-solving under Pressure | High alignment, critical decision-makingin pressured environments. | |
| Ability to motivate and engage teams in pursuing common goals | Team Motivation and Engagement | High alignment, motivating teams towards common goals. | |
| Ability to communicate fluently in different languages in an international context | Multilingual Communication | High alignment, communication in global business contexts. | |
| Ethics and Social Responsibility | Corporate Social Responsibility | High alignment, ethics and social responsibility. | |
| Experience in dealing with cultural and linguistic issues in a global business environment | Intercultural Competence | High alignment, intercultural experiencein global settings. | |
| Soft Skills in Maritime and Port Logistics | Soft Skills in Maritime and Port Logistics | High alignment, essential soft skills in the sector. | |
| Effective communication skills with various stakeholders | Effective Communication with Stakeholders | High alignment, communication across various stakeholders. | |
| Experience in negotiation and conflict resolution in international business | International Negotiation and Conflict Management | High alignment, negotiation and conflict resolution skills. | |
| Skills in addressing environmental and sustainability issues in maritime logistics | Sustainability and Environmental Management in Logistics | High alignment, environmental and sustainability skills. | |
| Skills in networking and developing professional relationships | Networking and Professional Relationship Development | High alignment, networking and professional relationship skills. |
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Figure 1.
The most relevant competencies identified in this study.
Table 1.
National and international universities in the maritime industry.
| Country | Institution | Program |
|---|---|---|
| AU | The University of Sydney | Master of Marine Science and Management |
| BE | University of Antwerp Faculty of Business Economics | Maritime Transport Management |
| DK | Copenhagen Business School—CBS | Executive MBA in Shipping and Logistics: the Blue MBA |
| EC | Universidad del Pacifico Escuela de Negocios Ecuador | Gestión Marítima y Portuaria—GEMA |
| FR | KEDGE Business School | MSc International Trade and Logistics |
| GR | Athens University of Economics and Business | MSc in International Shipping, Finance and Management |
| GR | Alba Graduate Business School at the American College of Greece | MSc in Shipping Management |
| HK | The Hong Kong Polytechnic University | MSc in International Shipping and Transport Logistics |
| IE | University College Cork | MSc Coastal and Marine Management |
| JP | Kobe University—G. School of Business Administration | Master of M.S.T.—Maritime Management Sciences |
| NL | Erasmus University Rotterdam | Masters in Maritime Economics & Logistics |
| NZ | The University of Auckland | Master of Marine Studies |
| PT | Nova School of Law/Nova SBE | Master’s in law and economics of the Sea |
| PT | Nova School of Science and Technology | Master’s in Maritime Logistics |
| PT | Instituto Politécnico de Viana do Castelo | Postgraduate in Maritime Logistics and Transport |
| PT | ISEG Executive Education | Postgraduate in Shipping and Port Management |
| PT | Escola Superior Náutica Infante D. Henrique | Postgraduate in Port Management & Logistics |
| SG | Nanyang Technological University (NTU) | MSc in Maritime Studies |
| SG | National University of Singapore | LL.M. Maritime Law |
| SI | Faculty of Maritime Studies and Transp. of Ljubljana | Master in Maritime Studies |
| UK | City University of London—S. of Mathematics, C.S.E. | MSc Maritime Operations and Management |
| UK | Cardiff University | MSc Maritime Policy and Shipping Management |
| USA | Texas A&M University | Master of Maritime Administration & Logistics |
Table 2.
Characterization of the sample of interviewed stakeholders.
| Profile | Sector |
|---|---|
| Academic/Trainer/Consultant/Manager | Global Logistics |
| Technology Administrator for Services | Maritime and Port |
| Digital Innovation | Maritime and Port |
| Corporate Director | Maritime and Port |
| Development and Expansion Director | Maritime |
| Institutional Affairs and Business & Program Manager Railway Business | Railway and Port Transport |
| Logistics Director | Maritime and Port |
| Logistics Sales & Process Improvement Manager | Global Logistics |
| Member of the Board | Maritime and Port |
| Operations & Transshipment | Maritime and Port |
| Policy & Corporate Engagement | Maritime and Port |
| Procurement Management & Business Development | Maritime and Port |
| Sales, Project Management & Planning Director | Offshore Wind Energy |
| Sector Lead &Technology | Maritime and Port |
| Senior Project Coordinator | Maritime and Port |
Table 3.
Competency Matrix.
| Competency | Category | Average Rating |
|---|---|---|
| Flexibility and adaptability to handle complex and constantly changing situations | Interpersonal | 4.70 |
| Ability to work in teams and collaborate with professionals from different areas | Interpersonal | 4.55 |
| Capability to make strategic decisions in supply chain optimization | Management | 4.50 |
| Data analysis and decision-making based on information | Management | 4.40 |
| Competencies in port operations and logistics management | Technical | 4.35 |
| Ability to understand the needs and demands of customers and partners | Interpersonal | 4.35 |
| Leadership and team management skills | Management | 4.30 |
| Ability to solve problems and make decisions under pressure | Interpersonal | 4.30 |
| Ability to motivate and engage teams in pursuing common goals | Interpersonal | 4.30 |
| Ability to communicate fluently in different languages in an international context | Interpersonal | 4.30 |
| Ethics and Social Responsibility | Interpersonal | 4.30 |
| Expertise in cargo handling operations and maritime transport logistics | Technical | 4.20 |
| Knowledge of maritime and port regulations and legislation | Technical | 4.15 |
| Ability to lead and manage cross-functional teams | Management | 4.10 |
| Experience in dealing with cultural and linguistic issues in a global business environment | Interpersonal | 4.10 |
| Proficiency in multimodal logistics operations (maritime, land, and air) | Technical | 4.05 |
| Soft Skills in Maritime and Port Logistics | Interpersonal | 4.05 |
| Effective communication skills with various stakeholders | Interpersonal | 4.05 |
| Experience in negotiation and conflict resolution in international business | Interpersonal | 4.00 |
| Expertise in container operations and cargo handling technologies | Technical | 4.00 |
| Project management in the field of maritime logistics | Management | 4.00 |
| Ability to innovate and implement technological solutions in maritime logistics | Management | 4.00 |
| Negotiation skills and management of strategic partnerships and commercial contracts | Management | 4.00 |
| Digital Transformation | Technical | 4.00 |
| Skills in addressing environmental and sustainability issues in maritime logistics | Interpersonal | 4.00 |
| Skills in networking and developing professional relationships | Interpersonal | 4.00 |
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MDPI and ACS Style
Lopes, L.S.; Nabais, J.L.; Pinto, C.; Caldeirinha, V.; Pinho, T. Essential Competencies in Maritime and Port Logistics: A Study on the Current Needs of the Sector. Sustainability 2025, 17, 2378. https://doi.org/10.3390/su17062378
AMA Style
Lopes LS, Nabais JL, Pinto C, Caldeirinha V, Pinho T. Essential Competencies in Maritime and Port Logistics: A Study on the Current Needs of the Sector. Sustainability. 2025; 17(6):2378. https://doi.org/10.3390/su17062378
Chicago/Turabian StyleLopes, Luís Silva, João Lemos Nabais, Claúdio Pinto, Vitor Caldeirinha, and Tiago Pinho. 2025. "Essential Competencies in Maritime and Port Logistics: A Study on the Current Needs of the Sector" Sustainability 17, no. 6: 2378. https://doi.org/10.3390/su17062378
APA StyleLopes, L. S., Nabais, J. L., Pinto, C., Caldeirinha, V., & Pinho, T. (2025). Essential Competencies in Maritime and Port Logistics: A Study on the Current Needs of the Sector. Sustainability, 17(6), 2378. https://doi.org/10.3390/su17062378
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