Maersk Case Study

For GTD to succeed as an industry-wide solution, it requires buy-in from multiple stakeholders. The service, now known as TradeLens, has signed up the partners listed on the

TradeLens webpage

including customs authorities in sixteen countries (with another four “in-process”).

A depot or terminal can sign up even if its host country has not integrated TradeLens into their customs processes, though that does limit the value provided by TradeLens. For example, the port and intermodal hub in Singapore use TradeLens, but Singapore’s customs authority (creatively named Singapore Customs) operates its E-Services independently of TradeLens.

In your case digest, please address the following questions:

What is the core problem that      Maersk is trying to solve with blockchain?

What is TradeLens’s value      proposition to carriers, freight forwarders, customs authorities, and      “customers” (those sending or receiving the cargo)? Do these      address the core problem?

What does “success”      look like for TradeLens, given that 100% adoption is impossible (e.g.,      certain pairs of nations will never sign onto the same platform)? Do you      expect TradeLens to be “successful” in the long term?