The responses reveal a level of confidence that exceeded expectations. An overwhelming 94 percent express optimism about their company’s prospects.
The industry also treats this as a lasting reset rather than a temporary challenge. 76 percent expect the effects of the Hormuz crisis on global shipping to outlast six months, and opinion splits almost in half on whether this is the sector’s most serious crisis of the past 50 years, which covers the oil shocks, the tanker war, the global financial crisis and Covid-19. One phrase from our interviews captures the mindset behind optimism: “Shipping keeps working even when the world stops.”
We therefore asked the uncomfortable question directly. Does global shipping today want peace or does it benefit from turmoil? The peace camp wins, but only just: 54 percent to 46 percent. Even among those who say the crisis hurts their own company, a third concede that the industry gains. Such candor is rare in any sector, and it tempers any expectation that shipping will lobby hard for de-escalation. Markets gaining on volatility do not vote against it.
Confidence, however, does not mean that the influence equilibrium stays the same. Asked which power will affect developments in global shipping the most in the years ahead, 76 percent of our respondents point to the East, meaning China and India, while 17 percent choose the West. China is rated the leading shipbuilding nation by 69 percent, the operator of the most competitive fleet by 62 percent and a near-universal 96 percent call its role important for strengthening global shipping. Trust, though, has not moved East with the tonnage. Only 17 percent rate Chinese ship management highly, while traditional maritime powers such as Greece, Norway and Germany continue to be recognized as the industry’s superior managers.
The same shift appears when executives rate the world’s leaders. Xi Jinping, the president of China, stands alone at the top with a net favourability (percent of positive minus percent of negative views) of +44, ahead of Narendra Modi, the prime minister of India, at +24, while the bottom of the ranking is crowded with political leaders at the center of today’s wars and confrontations. For an industry that plans in decades, predictability seems to weigh more than political alignment, and maritime leaders reward the global actors who ensure a more predictable environment.
Nearly half of the industry’s leadership regards turmoil as good for business.
The study’s technology section shows where the next edge will be decided. Shipping’s digital core has advanced from its experimentation phase. Remote monitoring and voyage optimization are standard equipment, used by over seven in ten companies, while a second wave, predictive maintenance and Internet of Things sensors, is scaling, and a third, artificial intelligence (AI) analytics and digital twins, is only emerging. Each wave reaches roughly half the companies of the one before it. Tradition survives alongside the sensors, since 70 percent still track fleet performance with the noon report (a holdover from the age of sail). AI is the divide to watch: 65 percent of companies already use or pilot AI, yet only 7 percent use it extensively and adoption splits along tonnage lines. Among fleets above one million deadweight tonnes, 79 percent work with AI, against 50 percent in the mid-sized tier. Scale buys data, teams and budgets, the returns compound, and command of AI and cybersecurity will help set the new shipping hierarchy. As one shipowner told us, “Better positioning produces better data, which produces better positioning.”
No such technology will replace shipping crews. The shortage of skilled personnel remains the third most serious problem in the ranking, at 37 percent, and companies respond with high safety standards, competitive pay, internet access on board and training. Two findings point to a deeper change: 72 percent of companies intend to employ more women at sea and 74 percent now call ESG (environment, social, governance) performance important to their overall business strategy.
