Digitalization in the Maritime Logistics Industry: A Systematic Literature Review of Enablers and Barriers

Abstract

Digitalization is gaining its popularity in the maritime logistics sector due to its potential to enhance information sharing and automation. These advantages can significantly improve efficiency and have the potential to replace complex manual tasks. However, the diffusion of digitalization faces certain challenges, which, in turn, has drawn the attention of researchers. Implementing digitalization is a complex process, as it is affected by various enablers and barriers, while research providing a comprehensive overview of digitalization in the maritime logistics sector is limited. This study aims to fill the gap by conducting a literature review that reveals digitalization’s enablers and barriers in the maritime logistics sector and constructs a theoretical framework. It analyzes 117 articles that have made significant contributions to this field. The development of innovative technologies, such as blockchain, digital twins, and autonomous shipping, fosters digitalization in maritime logistics. Conversely, barriers like the lack of awareness about the benefits of digitalization can slow down its progress. In total, this paper identifies 19 enablers of and 10 barriers to digitalization in the maritime logistics sector. These enablers and barriers are classified into three groups–technology, organization, and environment–following the Technology–Organization–Environment (TOE) framework. We develop a theoretical framework accordingly using, as its basis, relevant innovation diffusion theories and studies. This study contributes to the development of effective digitalization strategies for maritime organizations and provides a theoretical foundation for future research.

1. Introduction

With the increasing integration of international trade and globalization, the significance of global logistics within the context of turbulent global partnerships has become more evident. Maritime shipping remains the world’s main international transport mode due to its low cost and efficiency. However, the involvement of numerous supply chain partners and its labor-intensive nature of certain operational segments, e.g., container booking process, continue to hamper the overall efficiency of maritime logistics. In response, enterprises in this industry are actively seeking more efficient and cost-effective solutions [1,2]. Digitalization has gradually been implemented in the global logistics of maritime operations to enhance efficiency in various ways, including paperless documentation, data visibility, real-time tracking, cost reduction, and so forth [3,4].

As such, increasing numbers of leading maritime enterprises are embracing digitalization to enhance operational efficiency, transparency, and sustainability. Notable attempts among them are Maersk, the Mediterranean Shipping Company (MSC), and Hapag-Lloyd, which have implemented various digital technologies to streamline their logistics operations. For instance, Maersk promotes its online booking platform Maersk Spot as a digital solution, aiming to ensure shipping space and rates as well as instant booking confirmation and revision [5]. MSC has also invested heavily in digitalization. It has implemented the Smart Container program, which adopts Internet of Things (IoT) technology to provide real-time tracking and monitoring of containers throughout the shipping journey in order to enhance supply chain visibility, improve cargo security, and optimize operational efficiency [6]. Hapag-Lloyd, a German international shipping and container transportation company, has adopted digital solutions to improve its operations. It has introduced the Hapag-Lloyd Navigator, which is a digital platform providing customers with real-time information on shipment status, vessel schedules, and estimated arrival times. Data analytics and machine learning algorithms are adopted to predict potential delays and optimize route planning.

These attempts illustrate the tangible benefits of digitalization in maritime logistics, such as enhanced customer satisfaction and operational efficiency, underscoring the value of digitalization in maritime logistics [7,8]. The success of these initiatives highlights the essential role played by digitalization in transforming the maritime logistics industry and underscores the need for continued investment in digital technologies in order to remain competitive in the current turbulent environment [9,10,11].

Despite these successes, significant barriers remain, as evidenced by the demise of TradeLens, a blockchain-based platform developed by Maersk in collaboration with IBM. TradeLens was initially promoted to improve shipment data accuracy and reduce documentation and delays [12]. It had been facing considerable challenges and ultimately ended due to the numerous barriers inhibiting its success, such as high implementation costs, security and privacy concerns, compatibility issues, a lack of standardization, and resistance to change [13]. Such barriers challenge the employment of digitalization in maritime logistics. Consequently, investigating these barriers to digitalization in the maritime logistics domain is an activity of significant value.

Academic papers in the stream of digitalization in maritime logistics remain scarce. However, there are increasing numbers of academic publications on this subject, driven by growing interest from both industry and academia. A number of recent publications provide perspectives on the topic. For instance, Jović et al. (2022) [14] examine the factors influencing digital transformation in the maritime transport sector, revealing that organizations reshape their business models in response to digitalization. Balci (2021) [15] explores the relationships between the barriers to blockchain adoption and the key stakeholders involved in maritime logistics. Raza et al. (2023) [16] investigate the opportunities offered by digitalization, as well as the potential challenges that may arise during its implementation in the liner shipping segment. In general, current studies have predominantly focused on specific technologies (e.g., blockchain technologies) and their associated benefits. More research is needed to explore digitalization in maritime logistics from diverse perspectives, providing a comprehensive understanding of the topic and uncovering the full potential of digitalization in this domain.

Hence, this study will contribute to the existing attempts by systematically reviewing recent academic investigations into the enablers and barriers of digitalization in maritime logistics, and identifying the possible future trends that could emerge in maritime logistics. Through a thorough analysis of these enablers and barriers, the authors will construct a conceptual framework, both to provide a holistic view of the digitalization within the context and to guide future research. Therefore, this study addressed the following research questions: (i) What is the latest progress made by the scientific literature to examine the enablers of and barriers to digitalization within the context of maritime logistics? (ii) What future research streams can be envisaged for digitalization in maritime logistics aside from the current literature?

The present paper is structured as follows: Section 2 identifies the methodology employed in this study. Section 3 presents the results of descriptive analysis, identifying the enablers and barriers of digitalization in the maritime industry. Section 4 constructs a conceptual framework of the digitalization in this context and discusses the contribution and limitations of this study, as well as future research opportunities. Finally, Section 5 concludes this study.

2. Methodology

A systematic literature review is conducted to answer the research questions raised. The aim of a systematic literature review is to offer collective insights through theoretical synthesis into fields [17]. Therefore, a literature review necessitates a thorough protocol in which the steps are explicitly stated. For researchers, having a clear process increases methodological rigor. This study follows the systematic literature review approach suggested by Tranfield et al. (2003) [17] in order to ensure a comprehensive and rigorous analysis of the enablers of and barriers to digitalization in maritime logistics. Following Surucu-Balci et al. (2024) [18], we adopted a three-phase methodology approach, consisting of planning the research process, conducting the review process, and reporting and dissemination our findings. In the first phase, we define the research aims and questions, design the review protocol, and develop the means by which we identify appropriate research articles. In the second phrase, we select, assess, and thematically analyze the articles. In the final stage, we report the results of our analysis, discuss the implications, identify limitations of this study, and offer our concluding remarks. The methodological approach adopted in this review is illustrated in Figure 1. It reflects the complete literature review process, starting from the formulation of the research questions and research implications.

2.1. Phase 1: Planning the Research Process

To ensure the consistency of this study, the research process is well planned. This process involves (i) defining the research aim and research questions; (ii) developing the review protocol; and (iii) identifying research articles. First, as discussed in the first section, the research aim is defined as reviewing previous research on the enablers of and barriers to digitalization in maritime logistics and further identifying research trends in the domain. The research questions raised are as follows: (i) What is the latest progress made by the scientific literature to examine the enablers of and barriers to digitalization within the context of maritime logistics? (ii) Which future research streams can be envisaged for digitalization in maritime logistics aside from the current literature?

Aligning with the research aim and research questions, we developed a review protocol. In order to create a high-quality and comprehensive analysis, a pool of papers that covers all the relevant literature needed to be created [19]. To do so, we considered and defined the databases, keywords, and search strategies. We conducted an extensive search based on identified search terms in the following four major electronic scientific databases: ScienceDirect, Emerald Insight, Scopus, and the Web of Science. These databases have been used frequently by other researchers [20,21]. The main inclusion criterion is the use of both “digitalization” and “maritime” search terms in the title, abstract, and keywords. Each database is searched separately. We identified a total of 865 articles in the initial searching process.

We then further developed the selection criterion for the inclusion and exclusion of articles. Articles contributing on the topic of digitalization through digital technologies, e.g., blockchain, IoT, digital platforms, and digital twins, are included. This study considers articles published between 2018 and 2023, resulting in 606 articles identified from this step. By including only English and peer-reviewed journal articles, the number of articles decreased to 342.

2.2. Phase 2: Conducting the Review Process

The purposes of this phase were article selection (step 4), quality assessment (step 5), and analysis (step 6). The authors analyzed all the relevant articles selected in the previous phase. Titles were used to select relevant research articles. At this stage, we selected all research articles relating to digitalization in the maritime sector. In addition, the authors eliminated duplicates, which resulted in 156 articles remaining. We then used RQ1 to guide our assessment of the relevance of the articles. The authors reviewed all the remaining articles by first reviewing the titles and abstracts and then the full manuscript, respectively, to evaluate if they addressed the research questions raised. These processes resulted in 96 and 66 articles remaining, respectively. During this step, irrelevant articles were removed from the pool.

However, the authors realized that a few relevant articles with the theme of “shipping” escaped the reviewing process. Therefore, the authors returned to step 2, refined the keywords by adding “shipping” and repeated step 2 to step 5 to include these articles. This process added 51 articles, leaving a total of 117 articles remaining in the analysis step.

The last step of phase 2 is to conduct thematic analysis. The authors firstly developed a table containing enablers and barriers to address the research questions established while reviewing the articles selected. Two authors with a background in digitalization in maritime logistics and supply chain management were involved in the analysis process, respectively, to ensure its reliability. The results are compared and discussed until a consensus is reached [22].

2.3. Phase 3: Reporting and Dissemination

Phase 3 is the last phase of this study. It involves reporting the descriptive and the thematic results, explaining the contribution made by this study, identifying its limitations and future research implications, and finally, concluding the article. Based on the analysis conducted in phase 2, the results, discussion, and conclusion are provided in Section 3, Section 4, and Section 5, respectively.

3. Results

This section presents the results of descriptive analysis and thematic analysis. Descriptive analysis results are expected to provide a holistic picture of previous studies addressing the digitalization of maritime logistics. They contain figures on publications per year, the main journals, keyword co-occurrence networks, and “time-zone” analysis of co-occurrence keywords. They then display the enablers of and barriers to digitalization investigated in maritime logistics. Following the literature review conducted by Kakhki and Gargeya (2019) [20], the authors present the results in form of tables and graphs, which is expected to be easier to follow.

3.1. Descriptive Analysis

3.1.1. Bibliometric Analysis

The annual distribution of publications on digitalization in maritime logistics from 2018 to 2023 is summarized in

Table 1. The number of publications per year.

Years	The Number of Publications per Year
2018	4
2019	10
2020	11
2021	22
2022	35
2023	35
Total	117

. Notably, the number of publications sees a significant increase between 2020 and 2022, likely driven by the impacts of the global pandemic starting in 2020. However, this growth plateaued in 2022 and 2023, with the number of publications stabilizing at 35 per year. These findings indicate that digitalization in maritime logistics has gained considerable traction in academic research, especially since 2020. Among the journals with more than one publication on this topic, Ocean Engineering stands out as the most frequently represented. These top nine journals are summarized in

Table 2. The top nine journals by the number of articles.

Name of Journal	The Number of Published Articles
Ocean Engineering	8
The Asian Journal of Shipping and Logistics	6
Transportation Research Procedia	5
Procedia Computer Science	5
Transportation Research Part E: Logistics and Transportation Review	5
TransNav-The International Journal on Marine Navigation and Safety of Sea Transportation	5
Journal of Marine Science and Engineering	4
Maritime Technology and Research	4
Maritime Policy and Management	3
Others	72

.

3.1.2. Co-Citation Analysis

A word cloud was generated from the index keywords of the 117 articles to identify the most frequently used terms, as shown in Figure 2. This visualization was managed using Python 3.9.13 in a Jupyter Notebook environment, managed via Anaconda 2023. To explore changes in research themes within the maritime logistics industry, the authors conduct a co-occurrence analysis on the same set of articles, aiming to contribute a deeper understanding of digitalization in this domain. A co-occurrence analysis is commonly considered as a network of concepts [23]. We can extract the occurrence of two keywords in the same document as a keyword co-occurrence. When two items appear in the same document, they are viewed as being related. Relatively, small clusters constitute connected keywords. We employed VOSviewer software (version 1.6.20) to conduct keyword co-occurrence analysis to determine and display the evolving keyword clusters for digitalization in the maritime logistics sector between 2018 and 2023.

3.1.3. Keyword Co-Occurrence Networks Analysis

A keyword co-occurrence network was constructed to highlight terms that appeared more than twice across the dataset. This network is visualized in Figure 3. The size of the nodes in the networks is proportional to the frequency of keyword occurrences. The keywords “digitalization”, “maritime transport”, and “shipping” in Figure 3 are prominent, with the highest frequencies of 26, 13, and 8, respectively. These central keywords serve as foundational elements, with more specialized research topics such as “container”, “digital technology”, and “blockchain” branching out from them, revealing deeper research themes within this domain. In addition, different colors in the network represent clusters of keywords that frequently co-occur, indicating thematic relatedness based on their co-appearance in the same documents.

3.1.4. “Time-Zone” Analysis of Co-Occurrence Keywords

Using the “time-one” function in VOSviewer, a time-based view of keywords was generated and is shown in Figure 4. The figure assigns different colors to the years 2018–2023, with the keyword nodes and links changing color according to the color table located in the lower right corner. It indicates that the earliest trends in digitalization in the maritime logistics sector focus on terms like “digitization”, “smart ship”, and “machine learning”. This trend accelerated in 2020 and 2021, highlighting the increasing significance of this research stream. Recent contributions in this field focus on “digital technologies” and “artificial intelligence (AI)”, which may lead to challenges such as “cybersecurity”, “maritime safety”, and “autonomous”. Consequently, this area offers substantial research opportunities for further investigation and a deeper understanding of developments.

3.2. The Enablers and Barriers to Digitalization in Maritime Logistics

Following the Technology–Organization–Environment (TOE) framework [24], we developed a conceptual framework to demonstrate the enablers of and barriers to digitalization in the maritime logistics sector. The TOE framework is an organizational-level technology acceptance theory aiming to demonstrate the factors influencing the adoption of technology within organizations [25,26,27]. It suggests that the adoption factors of technology could be classified into three groups, which are the technological, organizational, and environmental contexts. Factors in the technological context refer to the characteristics of the technology. Organizational factors refer to all organizational characteristics and resources that influence application. Environmental factors refer to external factors that may affect technology adoption, such as industry structure, the regulatory framework, and influential stakeholders [18]. Researchers employ the TOE framework to investigate the technology adoption behaviors of organization involved in maritime logistics, e.g., the use of blockchain and e-booking systems [25,26]. TOE is used in this study to classify the enablers and barriers of digitalization in maritime logistics and construct a conceptual framework of digitalization implementation in this context [18]. In response to RQ1, a structured categorization of the enablers of and barriers to digitalization in maritime logistics is presented in

Table 3. List of the enablers and barriers of digitalization identified in maritime logistics.

Enablers
Technological context	No. of papers	Organizational context	No. of papers	Environmental context	No. of papers
Technology	44	Awareness	14	Sustainability	22
Information Sharing	10	Cost Reduction	30	Trade Development	2
Efficiency	34	Investment	2	Regulation	5
Security	12	Streamlining Operation	11	Pandemic	12
Visibility	18	Skilled Workforce and Digitalization Knowledge	12	Competitive Environment and Market Requirement	15
Integration	4	Use of Data	8
Risk reduction	22	Resource and Infrastructure	3
Barriers
Technological context	No. of papers	Organizational context	No. of papers	Environmental context	No. of papers
Data Acquisition and Inconsistent Information Flows	11	Infrastructure and Resources	4	Regulation	11
Risk and Security	26	Limited Knowledges	4	Complexity	10
		Reliance on Physical Documents	3	Imbalance	3
		Lack of Awareness and Resistance to change	11
		High Cost	1

, organized according to the TOE framework. In addition to describing each factor, we also indicate the number of studies in which each enabler or barrier has been identified, highlighting the level of attention each factor has received in the existing literature. This enhances transparency and allows for a more evidence-based interpretation of the findings. The details are further shown in

Table 4. Identified enablers of digitalization in the maritime logistics sector.

Group	Factors	Comments	Sources
Enablers in technological context	Technology	The maritime logistics sector is undergoing a transformation by introducing new technologies.	[1,2,7,9,10,11,16,28,29,30,31,32,33,34,35,36,37,38,39,40,41,42,43,44,45,46,47,48,49,50,51,52,53,54,55,56,57,58,59,60,61,62,63,64,65]
	Information sharing	Digitalization offers the maritime logistics sector more opportunities to facilitate the information sharing.	[25,30,50,66,67,68,69,70,71,72]
	Efficiency	Digitalization provides shipping industry with efficiency.	[7,9,10,11,16,31,32,34,36,40,41,43,44,47,67,68,70,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88]
	Security	Digitalization can prevent piracy, kidnapping, or other potential hazards about security.	[29,32,33,34,44,47,66,71,77,81,87,89]
	Visibility	Digitalization changed the maritime logistics industry by driving information visibility and efficiency	[2,9,16,28,30,34,36,65,66,69,70,73,74,83,84,85,90,91]
	Integration	Integration from digitalization is the one of most important resources for competitive advantage.	[7,28,30,68]
	Risk reduction	Digitalization is able to reduce operational risks and errors and facilitate safety as well as reliability, such as navigation safety.	[2,34,35,38,44,66,70,71,73,75,76,86,92,93,94,95,96,97,98,99,100,101]
Enablers in organizational context	Awareness	The managers can realize the importance of applying digitalization so that it can be promoted.	[7,25,50,51,65,77,80,84,89,102,103,104,105,106]
	Cost reduction	Actors will be motivated by the cost reduction from digitalization.	[2,16,28,29,30,34,36,38,43,44,47,48,56,66,68,69,75,76,77,81,85,89,94,95,96,107,108,109,110]
	Investment	Introducing new digital technologies means organizations need enough investments and funds to digitize.	[30,95]
	Streamlining operation	Digitalization can optimize operations, improve efficiencies and save operational times.	[34,36,47,52,69,78,84,89,107,111,112]
	Skilled workforce and digitalization knowledge	Introducing digitalization means more technical personnels are required. Digitalization knowledge is the most import factor for maritime shipping executives.	[1,37,38,39,47,53,58,86,99,113,114,115]
	Use of data	The operations in ports and ships produce lots of data, offering an opportunity to use digitalization to handle issues.	[40,42,44,47,72,86,90,116]
	Resource and infrastructure	Digitalization needs sufficient resources and qualified infrastructures to support it.	[77,117,118]
Enablers in environmental context	Sustainability	Digitalization needs to respond to the call for green and sustainable development in the world.	[2,16,29,31,32,36,37,38,40,44,53,63,70,73,78,79,86,92,96,104,109,119]
	Trade development	The trade level and trade development will facilitate the adoption of new technologies.	[70,77]
	Regulation	Regulations promote the adoption of digitalization in the maritime logistics sector.	[2,38,44,45,120]
	Pandemic	The pandemic enhanced the requirements for faster digitalization in the logistics sector.	[2,7,16,33,46,53,70,80,85,86,88,119]
	Competitive environment and market requirement	Rising competition and constantly evolving needs are enabling the digitalization in the maritime logistics sector. Market pressures require actors like shipyards and carriers to respond to the call of the digital era to satisfy market and customers’ needs.	[11,12,16,25,39,44,47,55,79,117,121,122,123,124,125]

and

Table 5. Identified barriers of digitalization in the maritime logistics sector.

Group	Factors	Comments	Sources
Barriers in technological context	Data acquisition and inconsistent information flows	The adoption of new technologies in the maritime logistics sector is limited due to the data acquisition in this field being narrow and complex. Limited information is a weakness of the digitalization level of ports or terminals.	[28,30,34,47,50,51,65,88,97,105,110]
	Risk and security	The development of digitalization leads to growing risks. One of the major concerns in maritime shipping computing is vulnerability for cyber security.	[9,10,16,25,30,36,42,49,62,66,77,78,81,84,86,93,94,97,103,107,120,126,127,128,129,130]
Barriers in organizational context	Infrastructure and resources	A lack of infrastructure development influences new technology implementation in ports.	[16,47,78,91]
	Limited knowledges	Employees who lack knowledge of various systems and how to operate them will be a crucial challenge for maritime logistics companies’ digitalization.	[37,44,97,110]
	Reliance on physical documents	Digitalization level of the maritime logistics sector was left behind because it still requires significant manual work.	[28,30,78]
	Lack of awareness and resilience to change	There is resistance to the introduction of technology in the maritime logistics domain or there is a lack of preparedness to follow technical innovation.	[16,37,48,78,79,82,89,93,117,120,131]
	High cost	Introducing new digital technologies means organizations need enough investments and funds to digitize.	[81]
Barriers in environmental context	Regulation	Lack of sufficient transport policy to support ports’ development and management has become a problem.	[36,38,47,65,91,95,111,120,129,132,133]
	Complexity	The maritime logistics sector has a huge amount of data, and its external conditions increase the complexity.	[16,25,40,42,48,73,83,117,120,132]
	Imbalance	Digitalization in every corner of one country may be imbalanced, which results in high costs and low competitiveness.	[42,66,84]

. In total, 19 enablers and 10 barriers of digitalization in maritime logistics are identified.

3.2.1. Enablers

Technological Context

• Technology

Technological advancements are pivotal enablers for the digitalization of maritime logistics [2]. The increasing interest in digital technologies has spurred their adoption across various industries, including maritime logistics, which is currently undergoing a significant transformation through the sourcing, development, and management of industry-specific technologies [28]. Digital technologies are instrumental in driving the digital process within the maritime logistics sector, enabling enhanced operational efficiency, improved decision making, and reduced costs [16]. Key technological enablers include automation, robotics, and artificial intelligence (AI), which collectively foster the digitalization of maritime logistics [29]. Advances in these areas facilitate the implementation of smart technologies and autonomous systems, transforming traditional maritime operations into more efficient and automated processes [134].

For instance, AI-powered systems enable predictive maintenance, optimize fuel consumption, and enhance route planning, thereby improving overall operational efficiency [3]. The adoption of Industry 4.0 technologies, such as the Internet of Things (IoT), digital security, and advanced simulation, further promotes digitalization in maritime logistics [1]. IoT devices provide real-time monitoring and data collection capabilities, enhancing supply chain visibility and enabling the proactive management of potential issues [135]. Digital security technologies ensure the integrity and confidentiality of data, while advanced simulation tools support decision making and operational planning [4]. Machine learning techniques contribute to the optimization of port terminal operations by improving cargo handling efficiency and reducing turnaround times. These technologies enable ports to manage increasing volumes of cargo more effectively, thereby enhancing overall supply chain performance [135].

Digital technologies also support the development of new products and services within the maritime logistics industry, driving innovation and enabling digital connectivity. The creation of digital platforms facilitates seamless communication and coordination among stakeholders, fostering a more integrated and efficient supply chain [134].

• Information sharing

In the maritime logistics industry, efficient information sharing among stakeholders is essential [136]. As the shipping industry advances into the digital era, optimized information flow is increasingly recognized as a crucial intangible asset [14,18]. The adoption of digital technologies presents substantial opportunities to enhance information sharing within the field of maritime logistics [66,137].

Digital technologies address challenges related to cargo data flow and information sharing [67]. For instance, Mandal et al. (2023) [68] proposed a multi-agent framework to facilitate real-time information-sharing services, significantly improving operational efficiency. Furthermore, the development of digital ecosystems could allow the majority of stakeholders to share data jointly, fostering a collaborative environment [69]. Meanwhile, the transition from paper to digital document sharing and signing remarkably enhances operational efficiency, streamlining processes and reducing delays [70]. Moreover, digital technology has been identified as a significant enabler in enhancing information-sharing capabilities. It enhances transparency and trust among stakeholders, leading to positive business performance [30].

Therefore, the strategic use of digital technologies in information sharing is a crucial enabler of digitalization in maritime logistics. By addressing challenges in data flow and fostering collaborative ecosystems, these technologies drive efficiency and improve overall performance at the industry level.

• Efficiency

Digital technologies have significantly enhanced the efficiency of the maritime shipping industry, serving as a crucial enabler of digitalization [10,31,70]. The transition to digitalization enables enhanced process optimization, leading to increased productivity and better resource management [126].

Digital technologies are pivotal in enabling autonomous operations, thereby improving the efficiency of the industry. For instance, the application of machine learning supports voyage optimization and route digitization, facilitating more efficient operational processes [32]. The integration of machine learning methods with maritime data helps to develop intelligent systems that enhance operational efficiency and decision making [73,138]. In this context, Chen et al. (2025) proposed an intelligent route-planning approach, combining the A search algorithm with a double-deep Q-network, which significantly improves routing accuracy, fuel efficiency, and adaptability in complex maritime environments [139]. This study highlights the value of hybrid AI models in enhancing operational decision making. In addition, Xu et al. (2024) developed a stochastic time-dependent model for container drayage scheduling, showing how data-driven optimization techniques can improve transport coordination and operational efficiency in complex maritime logistics environments [140]. Furthermore, blockchain technology has emerged as a transformative tool in maritime logistics, improving operational efficiency by providing a secure and immutable record of transactions [74]. This enhances transparency, reduces the need for intermediaries, and streamlines operations [138]. Additionally, multi-agent systems for container booking have demonstrated the potential to enhance enterprise efficiency through improved coordination and communication [68,141].

• Security

With the increasing volume of information and data exchange now occurring in maritime logistics, ensuring robust cybersecurity measures is crucial for protecting sensitive information and maintaining operational integrity [142]. Digital technologies play an essential role in mitigating risks related to piracy, kidnapping, and other physical security threats [32,33]. Implementing advanced security-related technologies can safeguard users through comprehensive technical and organizational processes [34].

For example, blockchain technology has the potential to revolutionize maritime logistics by enhancing security through its decentralized and immutable nature, ensuring data integrity and preventing unauthorized access [89]. Additionally, the integration of smart ship infrastructure, as well as remotely controlled and autonomous vessel operation, can significantly enhance security within the industry [29]. Furthermore, innovative solutions like the smart numbering of modular cargo containers improve security by ensuring the integrity of the numbering sequence and preventing unauthorized access [66]. Finally, the digitalization of seafarer identification through digital certificates enhances data security by ensuring that only authorized personnel can access sensitive information [71].

• Visibility

Visibility provides stakeholders with enhanced transparency and operational efficiency across the supply chain. For instance, digital ecosystems allow supply chain partners to jointly share data, enabling visibility and optimizing operations [69]. Moreover, distributed ledger technology, such as blockchain, improves the visibility and tracking of cargo movements within maritime logistics [28]. Furthermore, leading shipping lines have integrated blockchain technology into internal systems to increase transparency [74]. The use of digital twin technology enables ships to be more automated, making them self-aware platforms [90].

• Integration

Integration is a fundamental technological enabler in the digitalization of maritime logistics, ensuring that information remains accurate, consistent, and reliable across the supply chain. The implementation of various digital technologies in supply chains significantly enhances data integrity, which is crucial for maintaining a competitive advantage in the digital era [135]. Furthermore, the integration of digital services is identified as one of the most important routes to achieving competitive advantage, as it enables seamless operations and information interchange [15]. Approaches such as shared platforms can integrate information, documents, and financial flows among multiple actors, thereby ensuring data integrity and improving overall operational efficiency [28].

One proposed approach involves creating systems that provide seamless integration of all operations and information exchange, thereby ensuring that data integrity is maintained throughout the supply chain [138]. Additionally, the use of blockchain technology offers a secure and unalterable ledger that enhances data integrity by preventing unauthorized access and ensuring that data remain unchanged [143].

• Risk reduction

Risk reduction is a crucial technological enabler in the digitalization of maritime logistics. It is closely linked to enhancing safety and operational efficiency. Digitalization in the shipping industry significantly contributes to mitigating various risks and improving overall safety standards.

A framework proposed for reducing operational risks involves real-time ship routing based on regulatory compliance prognosis [92]. This approach ensures that ships adhere to safety regulations, thereby reducing the risk of incidents [144]. Furthermore, the use of decision support systems (DSSs) can also alleviate the impact of a power supply disruption [75]. Blockchain technology is another essential tool in risk reduction. By providing a secure, immutable ledger for transactions and operations, blockchain can significantly reduce operational errors and save considerable time [70]. Moreover, ship risk prediction models are important for identifying and selecting high-risk foreign ships [93], helping to focus safety efforts and improving navigation safety [73].

The maritime industry leverages the connected capabilities of digital systems to facilitate safety, security, and reliability [71]. Autonomous ships, equipped with advanced technologies, increase navigational safety by minimizing human errors and ensuring compliance with navigation regulations [22,145]. Artificial intelligence (AI) and digital twin technologies are also being introduced to enhance safety and efficiency in maritime operations. For instance, digital twins can simulate real-time vessel operations, ensuring efficient and safe offshore activities [76,127]. AI tools can assist autonomous vessels in detecting and avoiding obstacles, further enhancing operational safety [35].

In this context, He et al. (2021) proposed a collision-avoidance path planning approach that integrates ship maneuverability constraints with COLREGs, providing a practical solution for real-time navigation in multi-ship scenarios [146]. This enhances the decision-making ability of autonomous ships and reduces the risk of collision in complex maritime environments.

Organizational Context

• Awareness

Awareness about how digitalization may affect maritime logistics is an essential enabler of digitalization in this domain. Ensuring that all stakeholders, including management and operational staff, understand the benefits and implications of digital technologies is essential for successful digitalization [25,77].

Awareness involves continuous education and training programs that highlight the advantages of digital tools and systems, such as improved efficiency, enhanced data accuracy, and better decision-making capabilities [147]. By fostering a culture of innovation and learning, organizations can ensure that their workforce is well prepared to adopt and utilize new technologies effectively.

Moreover, awareness campaigns and workshops can help to demystify digital technologies, making them more accessible and less intimidating for employees. This proactive approach in building awareness not only facilitates smoother transitions to digital systems but also helps in overcoming resistance to change [148].

In addition to internal efforts, organizations can also engage with external experts and consultants to conduct awareness sessions, providing employees with broader industry perspectives and insights into best practices. This engagement could enhance the overall understanding and acceptance of digital initiatives within the organization.

• Cost reduction

As a service industry, implementing digital services and technologies can substantially decrease administrative burdens and operational costs, providing stakeholders with a competitive advantage to stakeholders [107,149]. Stakeholders in the industry are motivated to adopt digitalization, e.g., digital technologies, due to the potential to reduce transaction costs. For instance, digital systems could automate traditional manual processes, leading to significant cost savings [68]. Furthermore, blockchain technology has the potential to revolutionize the maritime logistic industry in reducing transaction costs and enhancing real-time cargo tracking [145]. Vessels that navigate autonomously and remotely controlled solutions can reduce the need for human operators, thereby decreasing operating costs [94]. Digital technologies can not only improve operational efficiency but also contribute to significant cost reductions across the maritime logistics sector.

• Investment

Investment is a crucial enabler of digitalization within the organizational context of maritime logistics. Introducing digitalization requires significant funds to sustain operations effectively. For instance, digital forwarders need substantial investments to build and maintain digital platforms. However, with the exception of a few studies, there is limited research that has identified investment as an enabler of digitalization in the maritime logistics sector. Investments in digitalization promote various benefits, i.e., information sharing, coordination, transparency, and overall supply chain performance [30]. Furthermore, research indicates that regional investment plans can significantly influence digitalization efforts. The Malaysian Port serves as one noticeable exemplar [95]. Investment is crucial for digitalization, not only for adopting digital technologies but also for developing infrastructure, training employees, and ensuring the continuous improvement and maintenance of digital systems. This financial commitment enables organizations to leverage emerging technologies, driving efficiency and competitiveness in the maritime logistics industry.

• Streamlining operations

Digitalization in the maritime logistics can significantly optimize operations, improve efficiencies, and save operational time. For instance, the utilization of digital services enables oversight of the real-time loading, unloading, and cargo locating, ultimately enhancing operational efficiency [107]. At terminals, automated yard handling streamlines operation and improves efficiency by reducing the time and labor required for cargo management [111]. Ports and shipping lines could optimize schedules using real-time data, leading to more efficient and reliable operations [78].

An Estimated Time of Arrival (ETA) prediction system, proposed by Urciuoli, (2018) [69], could decrease inventory costs and improve overall operations by providing accurate arrival times. Port digitalization streamlines financial operations, reducing paperwork and enhancing transaction efficiency [22]. Digital platforms simplify the complexity of transactions in the maritime logistics industry and facilitate instant communication among stakeholders [36]. Finally, the adoption of blockchain positively influence customs clearance, easing paperwork and supporting the development of supporting platform [89].

• Skilled workforce and digitalization knowledge

A skilled workforce and the possession of digitalization knowledge are important enablers of digitalization in this domain. The human element is vital to the digitalization process of organization, necessitating the presence of technical talent in emerging technologies [37]. The introduction of digitalization and digital technologies largely increase the demand for skilled technical talent. As proposed by Rodrigue and Notteboom (2020) [149], the emergence of digitalization requires seafarers and other maritime professionals to keep pace with technological advancements. For instance, highly qualified employees are required to maintain complex digital systems [38]. The implementation of digitalization would encourage enterprises to train employees with higher-level digital skills.

Both employees and managers within the organizations need to possess digitalization knowledge in order to effectively navigate digitalization. Digitalization knowledge is identified as significant for maritime shipping executives [150]. Moreover, vessel traffic service (VTS) operators must be equipped with sufficient experience and nautical background to use digital tools effectively [39].

• Use of data

The operations in ports and ships generate vast amounts of data, presenting an opportunity to leverage digital technologies to address emerging issues and enhance efficiency [40,41]. These data can be analyzed to improve operational efficiency, reduce costs, and optimize processes [42]. For instance, the digitalization of ship operations allows for the collection of extensive data onboard, which can be transmitted to onshore offices for further analysis. These data can provide valuable insights into navigation, maintenance, and overall vessel performance, enabling better decision making and optimization of operations [116]. Moreover, digital data offers various benefits to the maritime industry, including reduced operational costs, increased revenue, and extended service range [42]. By utilizing predictive analytics and IoT technologies, maritime logistics can anticipate equipment failures, schedule proactive maintenance, and avoid costly downtimes [121,151]. Real-time data from IoT sensors can help monitor cargo conditions, optimize loading and unloading processes, and enhance overall port operations. Blockchain technology can further enhance data integrity and transparency, ensuring accurate and secure information sharing among stakeholders [145].

• Resources and infrastructure

The availability and quality of adequate resources and robust infrastructure significantly influence the implementation and success of digitalization. For instance, research has indicated that the state of regional infrastructure development is a key factor influencing the adoption of autonomous shipping in Africa [77]. Ports with substantial resources are more likely to achieve higher levels of digitalization [117].

Additionally, the implementation of digital twins in ports could enhance the integration of multimodal transport and improve the connectivity of digital infrastructure. This integration leads to increased efficiencies and conveniences in port operations [118]. Digital twins enable the real-time monitoring and optimization of port activities, thereby enhancing overall operational performance [151].

Environmental Context

• Sustainability

The emergence of sustainability and green development concerns globally has necessitated the maritime logistics industry to implement digitalization to reduce its environmental footprint. Digitalization is considered as a commitment and an approach to support decarbonization worldwide [37]. For instance, digital technologies facilitate improved fuel efficiency [32,79], emissions reduction [38,43,70,73,78,92,108], and the mitigation of environmental impacts of shipping [40,44,96]. Furthermore, the integration of digitalization and automation largely contributes to energy-efficient operations within this sector [31,109].

• Trade development

The level and development of international trade are important enablers for digitalization in maritime logistic. One example is the adoption of digital technologies in this industry (e.g., autonomous shipping) [77]. The surge in global trade has led to an increased demand for containers, which, in turn, has spurred the emergence of digital technologies aiming to enhance efficiency and address capacity constraints [122]. Despite its significance, the literature investigating the direct impact of trade development on digitalization in maritime logistics remains limited.

• Regulation

Regulatory frameworks play a pivotal role in promoting digitalization in maritime logistics. For instance, the successful implementation of digital technologies, e.g., blockchain, relies heavily on legal recognition and support. Some governments provide necessary legal boundaries and emphasize information sharing across the maritime logistics chain [45]. The concept of “Dynamic Policy”, which entails regulations pursued through Industry 4.0, underscores this regulatory support [44]. Additionally, global agreements like the International Maritime Organization (IMO)’s Convention on the Facilitation of International Maritime Traffic and the WTO’s Agreement on Trade Facilitation have established standards and regulation that foster digitalization [2].

• Pandemic

The COVID-19 pandemic has significantly accelerated the digitalization of the maritime logistics. Lockdowns and the surge in online shopping highlighted the necessity for digital technologies to manage the increased demand and maintain supply chain continuity [80,123]. The pandemic underscored the need for rapid digitalization in logistics [2,9,16,88]. It accelerated the adoption of digital communication tools and electronic shipping documents [46,119]. The pandemic period has also highlighted a broader recognition of the importance of digitalization within the maritime logistics industry [15,33,41].

• Competitive environment and market requirements

Increasing competition and the dynamic needs of shippers necessitate the adoption of digital technologies [16]. The complexity of maritime logistics processes demands high digital capabilities [152]. Market pressures compel stakeholders like shipyards and carriers to embrace technological advancements to meet market and customer demands [44]. Major players, such as Maersk, are investing in digital platforms or solutions to stay competitive [125,153]. Furthermore, the implementation of IT systems and analytics tools across port terminals is a response to the surge in digital trade [79]. The shift towards digitalization enhances customer value in liner shipping by optimizing operations and improving information quality [154]. In addition, Xu et al. (2024) proposed a disruption-aware scheduling framework for tractor and trailer transportation using a contract net protocol and simulated annealing algorithm [140]. Their work illustrates how digital technologies can help logistics systems respond effectively to operational uncertainties, thereby enhancing resilience and competitiveness in a dynamic market environment. Finally, major ports have adopted digital processes to strengthen competitive advantages and fulfill customer needs [11].

3.2.2. Barriers

Technological Context

• Data acquisition and inconsistent information flows

Data is a crucial element in the maritime logistics sector; however, challenges such as a lack of capabilities and poor data quality persist [34]. Limited information hinders the digitalization efforts of ports and terminals [47]. Many actors in maritime logistics operate with their own internal system, leading to inconsistent information flow and data silos [30]. For instance, tracking cargo information can be difficult due to the lack of information not flowing between various stakeholders using unintegrated systems in the maritime supply chain [28]. Inefficient data flow between different actors results in poor tracking information across different systems, causing inconsistent information flows [28,97]. Furthermore, the digitalization of operational processes can negatively affect communication and information transfer [88]. Compared to other industries, the adoption of new technologies in maritime logistics is limited due to the complex nature of data acquisition in this domain [32].

• Risk and security

Digitalization raises concerns about navigation risks and cybersecurity [10,77,107,128]. For instance, the development of information technologies has led to increased risks, making cybersecurity a major concern in maritime logistics [43]. Cyberattacks targeting control systems on vessels, terminals, or onshore offices pose significant economic and informational risks [110]. For example, increased automation and digitalization can propagate unrecognized risks due to software and design flaws [155]. Additionally, terrorist activities, drug trafficking, and smuggling may rise concurrently [34]. Growing levels of digitalization increases the likelihood of human errors, such as those caused by personnel unfamiliarity with new technologies and cyber standards [107]. Meanwhile, the high degree of visibility from digitalization could lead to information leakage, affecting firm competitiveness, reputation, and efficiency [10,120]. To ensure data confidentiality and integrity, stakeholders always hesitate to share internal information with supply chain partners [78,129]. Moreover, digital systems face security issues related to data leakage, as they collect and store large amounts of user data that could be stolen or misused [81]. Therefore, platform enterprises find it challenging to integrate supply chain partners on their platforms [36]. Finally, the adoption of blockchain in maritime logistics services is slow due to the uncertainties and risks associated with the technology and its use [156].

Organizational Context

• Infrastructure and resources

The shortage of infrastructure and resources within organizations inhibits the digitalization process [78]. For instance, a lack of hinterland infrastructure development negatively influences the implementation of new technologies in ports [47]. Fahim et al. (2021) [91] claim that the development and adoption of intelligent infrastructure is one of the essential challenges in adopting the physical Internet in the freight transport sector.

• Limited knowledge

Advancement in digitalization requires advanced knowledge, as traditional knowledge might limit technological development. For instance, vessel design and construction have historically replied on past knowledge, limiting the development of digital technologies [44]. Furthermore, insufficient skills among employees could slow down digitalization efforts [37]. Employees lacking knowledge regarding various digital systems and operations poses a significant challenge for enterprises in the maritime logistics sector [97]. Finally, the promotion of new technologies is not widespread, leading to a lack of deep understanding among practitioners [110].

• Reliance on physical documents

The maritime logistics industry is considered traditional, with a significant reliance on manual processes and physical documentation. This reliance on paper-based documents and stamps contributes to the lag in adopting digitalization compared to other industries [117]. Many ports and other stakeholders continue to operate with manual and paper-based processes, which slows down the adoption of digital technologies [82].

• Lack of awareness and resistance to change

Awareness and attitude towards digital technology play a crucial role in its adoption. There is widespread resistance to the introduction of technology within the maritime logistics sector, which is a major obstacle to digitalization [16,117]. This resistance often stems from a lack of preparation to embrace technical innovations [91]. For instance, some managers resist digitalization, as they are comfortable with existing processes [78]. Moreover, terminal operators may be reluctant to embrace full digitalization, preferring to focus on efficiency growth through simple automation [79]. Senior managers always exhibit resistance due to doubts about the benefits and security of new technologies [89]. Meanwhile, ship owners are unwilling to adopt innovations due to concerns about higher levels of risk [48]. Finally, there is a lack of trust and understanding among managers regarding digitalization, with security concerns and uncertainty about which systems to adopt being significant barriers [37,81].

• High costs

The introduction of digital technologies in the maritime logistics requires substantial investment. The costs related to developing and implementing digitalization, as well as the initial setup and maintenance of digitalization, can be significant [81]. These costs can discourage managers from pursuing digitalization [49]. The financial burden of digitalization, combined with the ongoing costs of maintenance and upgrades, poses a substantial barrier for digitalization within this domain [124].

Environmental Context

• Regulation

A significant barrier to digitalization in maritime logistics is the lack of supportive transport policies and regulations [47]. From a national perspective, insufficient policies hinder the development and management of ports [95]. From a broader perspective, international regulations lag technological advancements. More broadly, the IMO has yet to establish specific regulations for digital technologies [132]. Furthermore, few governments have introduced comprehensive laws to support the development of digital platforms and the integration of digital technologies in maritime logistics [36]. Moreover, the absence of standardized international rules for Maritime Autonomous Surface Ships (MASSs) further complicates the adoption of digital solutions, particularly for communication between vessels and ports [133].

• Complexity

The maritime logistics industry operates in a highly complex environment [132]. For instance, the unpredictability of oceanic conditions, such as weather and shipping routes, increases the complexity of energy system estimations and predictive models for ships [40,73]. Moreover, maritime logistics has a long history, resulting in sophisticated legacy systems and extensive information processes [25].

The vast amounts of data generated by different actors and systems, including cargo details, machinery data, and traffic data, create significant challenges in data exploitation for value creation [42]. The involvement of numerous participants in maritime logistics also complicates the decision-making processes in this context [83].

• Imbalance of efforts

Digitalization efforts within a country may be imbalanced, leading to high costs and low competitiveness in port operations [84]. An imbalance between supply and demand in many ports may cause the import and export of containers to be imbalanced. Aksentijević et al. (2022) [66] suggest that gateway ports would be highly affected by such an imbalance, as it can lead to a significant reduction in operational efficiency and competitiveness. Additionally, there is a mismatch between the implementation of digitalization and the current technological state [42]. While increasing amounts of data are collected and stored digitally, their utilization in decision-making processes remains limited [157].

It is also worth noting that while much of the literature focuses on managerial- or organizational-level barriers, there is limited attention on the challenges experienced by the non-managerial workforce in maritime logistics digitalization. These include concerns such as a lack of digital skills, resistance to change, and inadequate training resources. Recent EU-funded projects have begun to highlight this issue, emphasizing the need for inclusive digital transformation strategies that address the concerns of all workforce levels. Future research could benefit from incorporating this perspective to ensure more holistic digitalization outcomes.

4. Discussion, Contributions, Limitations, and Implications

4.1. Discussion

This study aims to systematically synthesize the enablers and barriers to digitalization in maritime logistics, as reported in the peer-reviewed academic literature. Rather than discovering new factors, the objective is to provide an integrated overview based on existing studies, structured through the lens of the TOE framework. This approach allows for a coherent and theory-grounded classification of the findings, facilitating a deeper understanding of the recurring themes and research emphases across the field.

A conceptual framework, illustrated in Figure 5, is developed to provide an integrated understanding of digitalization in maritime logistics. It combines the TOE framework [24] with elements of the Diffusion of Innovation (DOI) [158], both of which offer robust theoretical lenses for analyzing technological adoption at the organization level. Based on the literature review in Section 3, the enablers and barriers are classified under the three TOE dimensions. In addition, recognizing the complex network of actors in maritime, including ports, shipping lines, shippers, consignees, and freight forwarders, the framework incorporates key stakeholders as contextual elements influencing digitalization outcomes. The importance of digitalization varies across these stakeholders: for instance, ports benefit from automation and smart operations, shipping lines from predictive maintenance and real-time tracking, freight forwarders from digital platforms and process integration, and consignees from improved visibility and delivery reliability [26,136]. These differentiated benefits highlight the need for customized strategies aligned with each stakeholder’s role and maturity. In addition to these functional differences, stakeholders also vary in their organizational scale, resource availability, and technological readiness. For example, small- and medium-sized ports may face more constraints in their digital capacity compared to large, well-resourced shipping companies. Recognizing these disparities further reinforces the need for tailored digitalization approaches across stakeholder groups. Furthermore, the framework acknowledges that digitalization entails the transformation of business processes through digital technologies, which can generate tangible benefits such as enhanced visibility, cost reduction, and improved risk management [159]. The proposed framework, thus, offers a holistic view of digital transformation in the maritime sector and serves as a basis for future empirical investigators.

4.2. Contribution

This paper is an attempt to collect and elaborate the previous studies undertaken regarding the enablers of and barriers to digitalization in maritime logistics. While recent studies have begun to set a future research agenda for digitalization within this industry, focusing on specific technologies like blockchain [160] or particular stakeholders such as service providers [161], this study adopts a broader perspective. By employing the TOE framework, it identifies and elaborates on the three main contexts of enablers and barriers, i.e., technology, organization, and environment, expanding on the implications of each context for the digitalization in this industry. Therefore, this study not only provides a holistic view of digitalization in this sector but also integrates and consolidates the fragmented literature in this discipline. As a result, this study offers valuable insights that extend beyond single perspectives, contributing to a more nuanced understanding of digitalization in maritime logistics and guiding future research in this domain.

4.3. Limitations

Despite the rigorous approach adopted in this study, we acknowledge certain limitations. First, to ensure the reliability of sources, the scope of the literature investigated is articles published in peer-reviewed journals, potentially excluding relevant insights from industry reports, conference papers, book chapters, and other sources of literature. Second, the dynamic nature of digitalization and the maritime logistics industry may lead to continually evolving enablers and barriers; thus, the findings of this study may become outdated when new technologies emerge and existing ones mature. Third, the TOE framework provides the theoretical and structural framework for this study. Reliance on the TOE framework may, however, limit the exploration of other relevant theoretical perspectives that could offer additional insights.

4.4. Implications for Research

By leveraging the TOE framework that we extracted from this systematic review of the existing literature, we systematize the future research agenda of digitalization in maritime logistics.

• Technological context: The maritime sector is experiencing a rapid transformation in its implementation of digitalization [162]. One of the main streams of research is the use of digital technologies [27,38]. While blockchain [18,33,89,119] is at the heart of this transformation, research into the development and adoption of other emerging technologies remains scarce. Despite the increased interest in these topics in prior research, research in the adoption, implementation, and diffusion of these technologies in the maritime context is limited. Case study research [28,46] and empirical study research [25,33] underpinned by relevant theories are suggested to investigate the use of emerging technologies into maritime logistics operations [136].
• Organizational context: Resistance to change is an essential barrier of organizations implementing digital technologies and digitalization [78]. One of the main ideas behind this stream of research is how to motivate organizations in this context to implement digitalization and ensure successful implementation within organizations as well as between supply chain partners. Since the maritime logistics industry is complex due to the involvement of multiple stakeholders across different nations [65], it is expected that successful digitalization should have supply chain partners included to increase the overall operations in this context. Therefore, future studies are suggested to consider other supply chain partners or stakeholders while conducting studies on digitalization in maritime logistics disciplines in future studies. Furthermore, existing research on the organizational barriers to digitalization in maritime logistics has predominantly focused on the factors at the firm level, such as the rigid internal structure and limited investment. However, the role of the non-managerial workforce in the digital transition remains underexplored. Issues such as low levels of digital literacy, resistance to technological change, and insufficient training opportunities can significantly hinder the success of digital adoption at the operational level. Future research could build upon the existing developments, e.g., recent EU-funded initiatives aiming to enhance the digital capabilities of seafarers and shore-based operational personnel, by investigating how organizational support mechanisms and training programs impact the digital readiness from an individual level. Incorporating this perspective would provide a more holistic understanding of organizational dynamics in maritime digitalization.
• Environmental context: Maritime logistics is heavily affected by the external environment of organizations, e.g., regulations [41,45] and pandemics [70,80], suggesting that future research to investigate how different external environments influence digitalization in maritime logistics is necessary. Developing theories that explain the interplay between the environment (e.g., regulations) and innovation in this context could provide valuable insights for both academics, practitioners, and policymakers. Additionally, given the increasing focus on sustainability in global supply chains [2,29], future research could explore the environmental implications of digitalization in maritime logistics. This includes accessing the potential of digitalization to reduce carbon footprints, improve resource efficiency, and enhance overall sustainability practices within the industry. Investigating the long-term environmental benefits and challenges associated with digitalization can help to align industry practices with global sustainability goals [37,79].

Overall, we would like to encourage future research to empirically investigate and validate the relationships in the proposed conceptual framework. The conceptual framework, detailed above, illustrates the factors and process of digitalization in maritime logistics, as well as the relationships with the main stakeholders and commercial benefits. Future research could adopt multiple empirical methods, such as case studies, interviews, and surveys, across different organizational and regional settings to test the validity and generalizability of the proposed framework. Such studies could target various levels of analysis, including firm-level and cross-organizational implementation, as well as individual users. Furthermore, due to the lack of theory in this domain [18], there is a need to develop and refine theories specific to maritime logistics via adapting and extending existing theories from other fields, e.g., information system discipline such as TOE and Innovation Diffusion Theory (IDT), to provide a stronger basis for understanding digitalization in this context. Empirical studies validating this framework could enrich current research on digitalization in maritime logistics and contribute to accelerating the digitalization process in the industry.

5. Conclusions

Digitalization in the maritime logistic industry is still in its infancy of implementation. While it holds significant potential to revolutionize the sector, it continues to face notable challenges. This study systematically reviewed 117 peer-reviewed articles, identifying 19 enablers and 10 barriers of digitalization in maritime logistics industry. These factors were categorized based on the TOE framework and further synthesized into an integrated conceptual framework that also draws on the IDT. This framework not only captures the multi-dimensional nature of digitalization but also reflects the varied impacts on key stakeholders across the maritime logistics chain. As more empirical studies emerge and practical implementation advances, it is expected that these barriers will gradually be addressed, leading to border acceptance and the integration of digital solutions in the sector. Continued efforts in addressing the identified challenges, supported by strategic policy interventions and collaborative initiatives, will be crucial for realizing the transformative benefits of digitalization.