MMC x IBP

Intro to Maersk & MMC

2nd March 2023

Classification: Internal
 Your MMC presenters today …

Shu-Han Yu Shayan Dargahi Tim Hartmann

Business Analyst Consultant Consultant

Joined Maersk in 2023 Joined Maersk in 2022 Joined Maersk in 2021

Selected projects Selected projects Selected projects
Logistics & Services Decarbonisation Procurement
Decarbonisation
Landside Transportation

Background Background Background

BSc International Business and Politics MSc Applied Economics & Finance (CBS) MSc Management & Strategy (LSE)

Classification: Internal
 Agenda
Time Activity

17.00 – 17.15 Arrival at Esplanaden & welcome

17.15 – 17.40 Introduction to Maersk Management Consulting

17.40 – 18.10 Hypothesis-driven problem solving

18.10-18.30 Exercise: Time to solve a mini-case about Decarbonization

18.30 onwards Champagne tasting & Networking incl. food and drinks

Classification: Internal
 Through +110 years, Maersk has been an entrepreneurial growth story,
entering and exiting over 40 distinct industries
Containerization Digital disrupts shipping
disrupted shipping
business

1991 Container manufacturing

… additional 30+ businesses

1979 Tug boat/Salvage
entered and exited through
the years, incl. fishing, data,
medical, banking, whaling, oil
1977 Logistics
& gas, airline, …
2007

1951 Terminals Container Terminals

Maersk
Transport
1975 Container Liner & Logistics

Break-bulk

1904 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

Classification: Internal
We are the global Integrator of container logistics, connecting and
simplifying our customers’ supply chains

Financial
Customer
& Operational
Synergies
Logistics & Ocean Synergies
Terminals
Services

ESG Technology People

5
 To realize this vision, we are executing one of the world’s largest
transformations…
LEAD LOGISTICS
MAERSK LOGISTICS & SERVICES
RAIL

MAERSK AIR CARGO TECHNOLOG

Y OCEAN

TRUCKING

APM TERMINALS

CUSTOMS SERVICES

SVITZER

CONTRACT LOGISTICS
Classification: Internal
 … And as one of the most influential companies globally, Maersk is taking
the lead in eliminating fossil fuels in container supply chains

Classification: Internal
 How is Maersk Management Consulting generating value
for Maersk?
Classification: Internal
 In-house problem solving team Global talent development platform
Focused on creating value through innovative and Developing the analytical and leadership skills needed
sustainable strategies across the Maersk group to be a successful future leader at Maersk

Classification: Internal
 As part of a global fortune 500 business, we have executed projects in more
than 40 countries around the world…

CPH

Denmark Poland
Russia
UK France
Germany Austria
Netherlands Hungary
Canada
Sweden Italy
Norway Spain
United States
Finland Turkey CPH
SGP

China
Oman
Hong Kong
Mexico Qatar
Kenya Dubai Thailand
Panama Bahrain Vietnam
India Malaysia
Morocco
Colombia Singapore
Senegal Tanzania Indonesia
Ivory Coast
Brazil
Ghana
Nigeria Mozambique
Angola South Africa Australia
Chile

Classification: Internal
 ...with a talented team of ~50 colleagues, representing ~20 different
nationalities across our offices in Singapore and Copenhagen
Copenhagen office Singapore office
Leadership Team

Jonas Enrique Konstantin

Linnebjerg Selame Topoev

Ida Marie
Elgaard

Valerii Hugo Ignat Samil Joel Victor

Kurepanov Rufino Aleynikov Shah Zongwei Lim

Kathrine
Kofod

Diogo Kirill Shubhda David

Pires Kopytov Kaushik Pozo

Talisker Jolande Jonas Mathias Kresten Juliane Shayan Max Frederik Liselotte Bianca Anders Brieuc de Hei Alwin Wei
Weston Jørnsgård Kersten Rose Kirkelund Hermary Dargahi Weilguny Reventlow Girke Pasca Brenøe Radigues Yin Ren Ong
Cohort

Andreas Jie Zhu Rasmus Johann Jacopo Jakob Annika Tim Sebastian Eric Peter Maxine Kelly Dimitris
Kongsgaard (Luisa) Fogelstrøm Wulf Penzo Simonsen Hochstrasser Hartmann Ledgaard Lin Nielsen Mak Chong Imirtziadis

Jannis Mattias Giovanni Tim Anders Piotr Carl-Henrik Jannik Hannes Jordi Adroer i Benjamin Hilma
Rozwalka Shu-Han Yu French Chin
Wittmann Nielsen Benvenuti Golinski Heintzelmann Graeper Boye Clementi Gras

Classification: Internal
 Most of our alumni (around 60 people) take on roles in Maersk (~75%)

Internal (75% of alumni) External (25% of alumni)

Global Head of Key Head of Investments

Client Management and Growth, APAC Consultant Principal
Sanjay Vasudevan Saurabh Bhatnagar Henrik Jahnsen Sonal Singh

Consulting

Operating Partner,
APA Growth Partner
Maersk Growth Strategy Director Director – Marketing
Joel Goh
Sarah Landsted & Advisor to CEO & Strategy
Valdemar Halbye Aravind Rajagopal
Strategy

Transformation Transformation Lead &

partner and Director Director Ho Supply Chain
Wei Jian Ng Philip Nielsen Managing Director
Operations Europe Maike Grund
Anthon Ivarsson

Head of Transportation
M&A Lead, Ecommerce Head of Global BD & Home Delivery Network,
Functional Product Owner Christian Bork Andersen
Logistics NAM
Ekaterina Zaytseva
Jannik Pedersen Surabhi Khuteta
Others

Classification: Internal
 MMC is always looking for bright and ambitious people to join the team,
both in Copenhagen and Singapore
To learn more, visit us at:
www.maersk.com/mmc

…follow us on social media:

Classification: Internal
 Any questions?
14
 Agenda
Time Activity

17.00 – 17.15 Arrival at Esplanaden & welcome

17.15 – 17.40 Introduction to Maersk Management Consulting

17.40 – 18.10 Hypothesis-driven problem solving

18.10-18.30 Exercise: Time to solve a mini-case about Decarbonization

18.30 onwards Champagne tasting & Networking incl. food and drinks

15

Classification: Internal
 Why is structured problem solving an essential skill for a consultant?

Better understanding of the problem

Emphasis on the solution – less on analysis

We will provide you with an essential

Better buy-in from stakeholders toolbox for issue-driven problem
solving

Faster decision making

Easier to use in a
team

16

Classification: Internal
 The problem-solving wheel provides a structured approach to solve problems
effectively
The steps

men d Defin
e 1
Formulate high-level issue that can be broken down into
co m 8 sub-issues
Re
1 Break-down problem into sub-issues (can be multiple
2
levels)

Str
7

u
is

c tu
thes

3 Prioritize sub-issues to dive into

re
Syn

2 4 Generate hypotheses to plan and design analysis

6 Problem-solving
5 Draft storyline

e
wheel

ritis
Ga alys
&

Prio
an
the e

6 Conduct analysis (e.g. interviews, desktop)

3
r

5 Synthesize analysis and storyline into recommendation

7
to communicate
Stor 4 n
y b oa Pla
rd 8 Communicate the recommendation

17

Classification: Internal
 Today we will discuss a few essential steps of our approach to structured
problem solving
The steps

men d Defin
e 1
Formulate high-level issue that can be broken down into
co m 8 sub-issues
Re
1 Break-down problem into sub-issues (can be multiple
2
levels)

Str
7

u
is

c tu
thes

3 Prioritize sub-issues to dive into

re
Syn

2 4 Generate hypotheses to plan and design analysis

6 Problem-solving
5 Draft storyline

e
wheel

ritis
Ga alys
&

Prio
an
the e

6 Conduct analysis (e.g. interviews, desktop)

3
r

5 Synthesize analysis and storyline into recommendation

7
to communicate
Stor 4 n
y b oa Pla
rd 8 Communicate the recommendation

18

Classification: Internal
 1. Define

SCQA can be used to assert context and the underlying complication(s)

Situation
S Situation The status quo and the norm

Complication

Question C Complication
The change in the ‘as-is’ state of
the environment

ANSWER
Q Question
The question that arises from the
complication

Idea #1 Idea #2 Idea #3 A Answer The answer to the defined question

Classification: Internal
 1. Define

Let’s practice (3 min exercise)

Let’s build a SCQ for a logistics company that needs to

become carbon neutral within the next 15 years.

Classification: Internal
 2. Structure

Having defined the problem, the question should be broken down into a range
of exhaustive and manageable ideas
Idea 1.1
Idea 1
Idea 1.2

Idea 2.1
Question Idea 2
Idea 2.2
Goal:
Break the problem into
ideas that can be tested

The workstreams logically cover 100% of the main

Idea 3.1
problem, and are split up so that they can be broken
Idea 3
down further
Idea 3.2

Classification: Internal
 2. Structure

When breaking down the problem, remember that a MECE structure enables
you to fully capture the nature of the problem
MECE
Mutually Exclusive, Collectively Exhaustive

MECE Not ‘ME’ – no overlap Not ‘CE’ – no gap

  

How to increase revenue of a shop? How to increase revenue of a shop? How to increase revenue of a shop?

Increase #
Increase # Increase avg. Increase # Increase avg. Increase #
cheap
products sold price / product products sold price / product products sold
products sold

Classification: Internal
 2. Structure

MECE is perhaps one of the most important concepts in consulting – which of

these lists are MECE?

• Base frame • Floor boards

• Africa • Europe
• Front end • Equipment
• Antarctica • North America
• Rear end • Markings
• Asia • South America
• Side walls • Preservation
• Australia
• Roof
MECE,
i.e.
no overlap, no
gap?
• Arms • Head
• Chest • Shoulders • North • East
• Legs • Stomach • South • West
• Torso

Classification: Internal
 2. Structure

Example: How to optimize alcohol consumption during COVID legally?

Start consumption period Hypothesis about the answer

earlier
Increase consumption time
spent
Skip non-consumption
activities (e.g. transport)
(yes/no) –The hypothesis decides
which analysis needs to be carried
out in order to verify or reject the
hypothesis

Take larger sips (e.g. chug

beverages)

Only consume beverages

Increase consumption speed with alcohol in them
How to optimize alcohol
consumption in bars when Use consumption tool (e.g.
they are closing at 22.00? beer bong)
Hypothesis:
Consume spirits (>37% Using a consumption
alcohol)
Increase concentration of tool will increase # of
alcohol % alcohol units per hour by
Consume shots
3
(non-Gajol/Små Sure)

Classification: Internal
 Quick Recap of our approach to structured problem solving

The steps

men d Defin
e 1
Formulate high-level issue that can be broken down into
co m 8 sub-issues
Re
1 Break-down problem into sub-issues (can be multiple
2
levels)

Str
7

u
is

c tu
thes

3 Prioritize sub-issues to dive into

re
Syn

2 4 Generate hypotheses to plan and design analysis

6 Problem-solving
5 Draft storyline

e
wheel

ritis
Ga alys
&

Prio
an
the e

6 Conduct analysis (e.g. interviews, desktop)

3
r

5 Synthesize analysis and storyline into recommendation

7
to communicate
Stor 4 n
y b oa Pla
rd 8 Communicate the recommendation

25

Classification: Internal
 8. Recommend

Communicate your recommendation top-down using the pyramid principle

with a compelling governing thought
Confusing statement with A strong governing thought with supporting arguments
creating wrong assumptions creates a call to action

At the World Trade Conference on globalisation it was clear that

1 most businesses link to and use the Internet all the time

The same phenomenon showed up at the Intergovernmental

2 Conference on IT in the public sector - the Internet even reaches Our society is becoming increasingly
into our schools now susceptible to cyber terrorism

And at the Home Computing exhibition it was apparent just how

3 many people now have Internet access at home.
It’s amazing just how susceptible we now are to cyber terrorism
4 over the Internet.
• Most businesses link to and use the Internet every day
• Same pattern in the public sector – even schools are online now
• In private homes internet usage is also very extensive

Classification: Internal
 Agenda
Time Activity

17.00 – 17.15 Arrival at Esplanaden & welcome

17.15 – 17.40 Introduction to Maersk Management Consulting

17.40 – 18.10 Hypothesis-driven problem solving

18.10-18.30 Exercise: Time to solve a mini-case about Decarbonization

18.30 onwards Champagne tasting & Networking incl. food and drinks

27

Classification: Internal
 We are in a climate emergency

3.5 bn tons of CO2 emissions emitted from global logistics every year

34 mn tons of CO2 directly emitted from A.P. Moller-Maersk operations (scope 1)

+10 mn tons of fuel oil consumed each year by the A.P. Moller-Maersk fleet

‘A code red for humanity’ - UN Secretary General, António Guterres

‘We are the first generation to know we are destroying our planet and the last that can do anything about it’ - WWF

28
Classification: Internal
 Therefore, APMM has responded with an ambitious vision to reach carbon-
neutrality by 2040
​APMM Decarbonization journey ​APMM Decarbonization commitments

Our customer commitment to decarbonize their supply

2022 New decarbonization vision and accelerated commitments chain in time and a societal commitment to act and drive
impact in this decade

2023 World’s first container ship in operation on green methanol

2030: Industry-leading green customer
offerings across the supply chain
2024 - Eighteen 16,000 TEU methanol-enabled vessels in operation
2025
2030: Aligned with a Science Based
• Aligned with a Science Based Targets initiative 1.5-degree Targets initiative 1.5-degree pathway
2030 pathway
• Industry-leading green customer offerings across the supply
chain
2040: Net zero across our business and
2040 Net zero across our business and 100% green solutions to 100% green solutions to customers
customers

Source: APMM Sustainability report 2021

Classification: Internal
 Let’s solve a case!

Client: Maersk

Situation:
• The company must decarbonise its operations
• Maersk has already ordered 18 large vessels to run on green fuels
• Green fuels at scale are currently not available in the market

Question: How can Maersk secure enough green fuel?

Experience: Maersk normally procures bunker fuel and

has no experience in developing fuels

Goal: Obtain 1 million tonnes of green fuels

Timeframe: 3 years

Please gather in groups of ~5

and be back in the room in 10
minutes!

30
Classification: Internal
 Let’s solve the case!
• Control of end-to-end green fuel value chain
that also offers the lowest off-take price
Develop • No experience can question the ability of
independently Maersk developing at the right cost and
Client: Maersk
within timeframe
Develop
Situation:
internally • Control of value chain and ability to
• The company must decarbonise its operations
leverage partner capabilities to mititgate
• Maersk has already ordered 18 large vessels to run on Develop in
project risks
green fuels collaboration with • Time consuming and difficult to find
• Green fuels at scale are currently not available in the partners partners sharing the same vision and with
market the required experience
1 MTPA of
Question: How can Maersk secure enough green fuel? sustainable
fuels by
2025
• Increases the likelihood of finding suitable
Experience: Maersk normally procures bunker fuel and contractors
Open tendering • Tendency to focus on lowest price at the
has no experience in developing fuels expense of quality and other important
considerations
Goal: Obtain 1 million tonnes of green fuels Procure
externally
• Only invite reputable and professional
Timeframe: 3 years contractors to avid any bad eggs
Selective tendering • Both costly and difficult to find contractors
who can provide fuel at such large scale

Classification: Internal
 Let’s solve the case!
• Control of end-to-end green fuel value chain
that also offers the lowest off-take price
Develop • No experience can question the ability of
independently Maersk developing at the right cost and
Client: Maersk
within timeframe
Develop
Situation:
internally • Control of value chain and ability to
• The company must decarbonise its operations
leverage partner capabilities to mititgate
• Maersk has already ordered 18 large vessels to run on Develop in
project risks
green fuels collaboration with • Time consuming and difficult to find
• Green fuels at scale are currently not available in the partners partners sharing the same vision and with
market the required experience
1 MTPA of
Question: How can Maersk secure enough green fuel? sustainable
fuels by
2025
• Increases the likelihood of finding suitable
Experience: Maersk normally procures bunker fuel and contractors
Open tendering • Tendency to focus on lowest price at the
has no experience in developing fuels expense of quality and other important
considerations
Goal: Obtain 1 million tonnes of green fuels Procure
externally
• Only invite reputable and professional
Timeframe: 3 years contractors to avid any bad eggs
Selective tendering • Both costly and difficult to find contractors
who can provide fuel at such large scale

Classification: Internal
 Agenda
Time Activity

17.00 – 17.15 Arrival at Esplanaden & welcome

17.15 – 17.40 Introduction to Maersk Management Consulting

17.40 – 18.10 Hypothesis-driven problem solving

18.10-18.30 Exercise: Time to solve a mini-case about Decarbonization

18.30 onwards Champagne tasting & Networking incl. food and drinks

33

Classification: Internal
 Appendix

2nd March 2023

Classification: Internal