*Editorial* **Port Strategy for Sustainable Development: Circularization and Value Creation—Introduction to a Special Issue**

#### **Elvira Haezendonck 1,2**


Received: 24 November 2020; Accepted: 25 November 2020; Published: 27 November 2020

Today, most large port hubs embrace the circular economy (CE) transformation challenge, and include this together with smart digitalization and the Internet of Things (IoT) in their strategic priorities. The CE transition is particularly challenging because it is complex: ports do not only have to reconsider their own core activities within their port boundaries, but also their role in the supply chain of shippers [1], to lift themselves out of the linear lock-in. Developing business models with allied partners and intensified stakeholder co-creation will be key to this successful strategic change. The articles in this special issue support port strategists and managers by demonstrating and explaining different aspects that ports should consider for their circular economy transformation and advanced sustainability.

Importantly, the CE transition should not merely be focussing on its potential threat to the volume of handled goods, because CE also creates *opportunities for new and di*ff*erent flows*. The CE transition is understood to imply shortened and more regional streams of goods, and potentially also inversed material trades [2]. Hence, collaboration and data-exchange with key customers of ports on their change of flows, are crucial to be able to seize these opportunities. In this sense, a successful CE transition of ports implies smart digitalization and more data control on its flows and customers.

However, it also implies *financial or business sustainability* of this change process. Non-business' (for example government, city, cluster organisations, etc.) initiatives and support are most often behind current circular projects. Much as this support can serve as an engine for innovation towards sustainable port development, in the end port authorities as well as port businesses need to embrace circular learning and turn these projects into sustainable business models, i.e., the design of the value creation, delivery and capture mechanisms employed [3]. Hence, this CE-oriented strategic change requires new insights in innovative governance and business frameworks and further developing the link between strategy and commercially viable business models.

Moreover, ports need to initiate and foster CE-related networks. Through intensified *stakeholder collaboration and co-creation*, they will together be more powerful in ensuring a business model and form a larger resource pool for developing CE projects and traffic segments.

Finally, ports may have to reconsider their investment policy and landowner role and *provide dedicated space*, in view of hosting more CE opportunities and enabling related infrastructure in the area and connection regions. Space for pilot projects, labs and pipelines, among other things, can accelerate the CE transition. In this context, port alliances and networks need to exploit their synergies for accommodating CE-activities and their mutual benefits from connecting infrastructural links.

#### **1. Special Issue Content**

This special issue in Sustainability on "Port Strategy for Sustainable Development: circularization and value creation" attracted ten interesting academic papers, which each contribute in

a particular way to support sustainable port management, and enrich the insights in the domain of port value creation through sustainability and in the rather novel domain of CE.

Basically, the ten contributions of this special issue can be grouped into three themes which they address and study: (1) the importance of metrics and data sharing; (2) the salience of space attribution and organization; and (3) ensuring the survival of CE investments through solid business cases.

Within the first theme, the subjects addressed in five papers are:


The second topic is studied in three papers, on:


The third topic is specifically addressed in one paper on the business model of port authorities to engage in and foster CE, usually involving new logistical (but fewer international) services that create input-output synergies, and industrial ecology synergies.

Finally, one paper covers all three topics in one: mapping CE initiatives in different port settings and hence benchmarking the CE project portfolios, based on available data, their location or territorial interaction, and the budget and subsidies involved.

#### **2. Suggestions for a Future Research Agenda**

While these special issue articles address current CE transition concerns, such as first strategic changes towards circular ports, building awareness on the importance of sustainability data and available space, and how port authorities can develop circular business models, several areas remain open to further research.


any changing strategy towards CE should prepare for these broader economic effects as soon as possible.


**Funding:** This research received no external funding.

**Conflicts of Interest:** The author declares no conflict of interest.

#### **References**


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