The latest episode in the AP Møller Mærsk Group saga – the 23 June top-level management shake-up – could lead to a truly comprehensive corporate restructuring that was unthinkable only a few months ago.

However, we foresaw possible changes in the line of command in November, when I wrote: “…perhaps we should prepare for a different Mærsk – one which may involve a different-looking management team”.

As rumours about divestment and new investment continue to swirl around Maersk following the sacking of group chief executive ...

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  • Kim Jin

    July 21, 2016 at 3:31 am

    Diversified view of point to perspect industry changes

  • Steffen Schiottz-Christensen

    August 04, 2016 at 8:06 am

    True that Damco is the :”Beating heart” of the Maersk Group and by far the unit closest to its customers in terms of long-term and deep integration. However, radical surgery is needed to get Damco even near “Best in class” and to produce satisfactory returns. The real, core value of Damco is its relationship to SCM customers (end to end execution, visibility and IT integration) and in particular within Retail and FMGC. These relationships are not easy to build and Damco has the people and systems to support it. However, all other activities are not managed very well with continued big challenges in Freight Forwarding (Air/Sea), Warehousing and Distribution. The challenges have been ongoing for years and maybe a better solution for Damco and the shareholders would be to scale back to the roots of SCM and only engage in activities that directly supports the SCM product and customers. Alliances and partnerships could be considered as a part of this and potential sale of the freight forwarding activities. My 5 cents…..

    • Ale Pasetti

      August 04, 2016 at 2:13 pm

      Thanks for your valuable input, Steffen.