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for many entities (Grzelakowski 2017). Ports to deal
with complexity and dynamism have to take steps to
coordinate the activities of individual port
stakeholders. The evolution of modern ports leads to
the development of complex systems in the context of
the importance of a seaport. The dimension of the
importance of seaports can be expressed by assigning
them to a specific generation.
In 1990, the United Nations Conference on Trade
and Development developed a model for the
classification of seaports based on three criteria: port
development strategy and policy, the type and scope
of services provided, as well as the degree of
integration of port operations and organization. The
model does not cover other important measures, such
as port size, geographical location or organization. As
a result, the model created by UNCTAD identified
three generations of seaports (UNCTAD 1992) (see
fig. 1). However, due to the changes that took place in
seaports and their surroundings in the 1990s,
UNCTAD in report from 1999 additionally described
the concept of the fourth generation port, which
serves as hubs or major regional ports whose
activities are carried out on several levels
simultaneously (UNCTAD 1999).
Figure 1. Evolution of seaport
Source: Own elaboration based on (UNCTAD 1991)
3 FIFTH AND SIXTH GENERATION PORTS
The rapid development of technology has resulted in
changes in the port classification, therefore ports of
the fifth and sixth generation are more often
distinguished. Ports 5 GP provide handling services
at the highest level in the world. Such ports include
ports like Shanghai, Singapore, Hamburg and
Rotterdam. Ports of the fifth generation focus mainly
on increasing the efficiency and quality of their
services, expected by port stakeholders. The role of
this type of port as a logistic hub is also the ability to
handle megaships without any limitations. One of the
determinant of 5th generation ports is also use of
advanced technologies and IT solutions (Kaliszewski
2018). Either of the Baltic ports, which aspires to be
the 5th generation port is the port of Gdansk. For the
purposes of achieving standards of the 5th
generation, the port of Gdansk should become an
important intermodal center, as well as a
comprehensive logistics hub. Port infrastructure and
superstructure should be a unified and integrated
system managed using modern information
technologies. For the Baltic Sea Region, the port of
Gdansk should also play a key role as a transport
interchange linking water and land passenger and
freight streams (Polski Klaster Morski 2017).
Currently, neither of port in the world meets the
sixth generation port criteria. Taking into account the
criteria characterized by the ports of the first, second,
third, fourth and fifth generation, the 6th generation
ports should be distinguished by the service of
container vessels with a capacity of 50 000 TEU and a
maximum draft more than 20 meters (Kaliszewski
2018). The challenge for the 6th generation ports will
also be to increase the surface area of storage yards,
which can be achieved by developing modern storage
methods, automating terminals, developing and
implementing innovations in the field of
technological and organizational. The task of 6GP
ports will be to conduct a dialogue with port
stakeholders, respond to their needs, but also
planning and forecasting loading capabilities.
4 SMART PORT
Following the idea of Smart Cities, whose
assumptions include universal access to information
about the city, efficient communication and care for
the environment has come time for the concept of
Smart Ports. While the Smart City concept has been
known for several years, Smart Port is an idea
without a very specific definition. So this is a one of
modern development perspectives in ports and
shipping where nobody has the last word. The idea
of Smart Ports is not only management of
technological processes, but also digitalization,
increasing the efficiency of operations in ports,
integration of ports with cities and acquiring energy
from alternative sources. Smart Port - the new model
of management is a series of innovative tools used on
technological and organizational level. To make the
Smart Port concept an element of port strategies, it
takes a lot of courage and creativity from the ports.
And modern ports without intelligent solutions can
not survive the intensity of competition. First of all
the fundamental question remains what the port
wants to achieve by becoming intelligent (see fig. 2).
The implementation of various types of innovative
solutions that are not the result of a long-term
strategy may turn out to be a fiasco. Due to the fact
that the port is a diverse area, all activities must take
place at the terminal level and at the port level.
Implementations based on the concept of a Smart
Port should bring benefits to stakeholders and the
port authorities. While the market is full of
technologies and many of them have universal
applications, ports are diverse in their activities and
usually need custom-made solutions. Other solutions
require universal ports, and other ports that