TY - BOOK ID - 135796304 TI - Port Strategy for Sustainable Development PY - 2021 PB - Basel, Switzerland MDPI - Multidisciplinary Digital Publishing Institute DB - UniCat KW - port masterplanning KW - corporate sustainability KW - traffic flow modeling KW - discrete-event simulation KW - sustainability reporting KW - inland ports KW - Triple Bottom Line KW - materiality analysis KW - stakeholder management KW - boundary setting KW - ecological perspective KW - port-city system KW - coordinated development KW - system dynamics KW - circular economy KW - circular supply chain management KW - secondary seaports KW - port authority KW - stevedores KW - port-related emission KW - cargo-handling equipment KW - emission inventory KW - external container trucks KW - air quality KW - maritime transport KW - emission from ships KW - sustainable port KW - energy sources KW - ship’s crew and port pilots qualification KW - green shipping KW - environmentally friendly fuels KW - ports KW - port of Amsterdam KW - case study KW - circular economy ecosystem KW - port cities KW - public value KW - strategic management KW - incinerator capacity KW - green ports KW - scale development KW - stakeholders KW - corporate social responsibility KW - strategy KW - maturity KW - patterns KW - transition KW - process KW - circular initiative KW - case studies KW - Belgium KW - n/a KW - ship's crew and port pilots qualification UR - https://www.unicat.be/uniCat?func=search&query=sysid:135796304 AB - Today, most large port hubs include the circular economy transformation challenge, together with smart digitalization and Internet of Things (IoT), in their strategic priorities. However, many ports do not seem to have progressed beyond incremental, small-scale sustainable innovations or the support of rather fragmented sustainability initiatives. The challenges are complex, since ports do not only have to reconsider their own core activities but also their role in the supply chain of shippers, to lift themselves out of the linear lock-in. Opportunities are also created, and port authorities and businesses need to embrace circular learning and turn these projects into sustainable business models. This strategic change or refocus requires new insights into innovative governance and business frameworks, the link between strategy and commercially viable business models, systems innovation, intensified stakeholder collaboration and co-creation, altered traffic segments and hinterland focus, amongst others. These Special Issue articles address current CE transition concerns salient to port strategists and managers, 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. ER -