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The global economic system has recorded a wide range of factors that have helped to globalization, the most important of them being the industrial-technological revolution. Globalization has a significant impact on the transportation sector in general, particularly the maritime transport industry. The steady growth of seaborne trade over the last two decades has resulted in an increase in container ships, container ports, and terminals. Ports are regarded as the foundation of international trade. According to (Unctade, 2021), seaports handle approximately 90% of global trade. So, ports and container terminals are important factors in international trade, and the competitiveness of container ports has been a major issue over the last decade. The Mediterranean has become one of the leading successful trading routes in the world, driven by a transport network linking coastal cities with their hinterland. The Mediterranean Sea recorded rising number of ports and container terminals that sought to promote their growth rates and market share. They introduced further high-quality services to increase their competitive advantage, enabling the ports to keep their customer's loyalty and attract new shipping lines. Being competitive at the international standard requires a certain number of conditions to be fulfilled. Understanding port competitiveness can help port operators, shipping agents, and shipping lines develop strategies to gain more share from the market. After reviewing the literature studies concerned with evaluating the ports' competitiveness according to selected criteria and proving their effectiveness in measuring the ports' competitiveness in these literature studies, the research gathered these criteria and classified them under four determinates to identify the drivers of port competitiveness and their measurement using the Porter's Diamond Model. Egypt has a lot of seaports located on the eastern side of the Mediterranean Sea; specifically, the research shows the current situation of competitiveness container ports or terminals in Egypt compared with others in the eastern Mediterranean region which include 14 container terminals/ports in 6 countries, in the period from 2004 to 2019. The study also highlighted the existence of ten determinants of port competitiveness that may increase or undermine the competitiveness of container ports or terminals in Egypt. Thus, strategies should focus on enhancing competitiveness. Four seem to be external criteria, and six seem internal criteria. The study also divides the competitors of Egyptian ports into three categories competitors from first degree, competitors from the second degree, and competitors from the third degree. The research reaches to that the situation of the Egyptian ports gets worse with competitors from the first category due to the enormous competition from the advantages of good ports/terminals' infra/superstructure, their strong growth rates, and the threat from their continuous development and modernization. There is also, fierce competition from ports in the second category because any increase in the market share of any port in this market only means a shortage from the market share of another port. Finally, no ports compete with the Egyptian ports from a third degree in the short and medium-term except if they undergo a radical development and modernization. The research suggests some recommendations to Egyptian ports/terminals to achieve an advanced competitiveness position in this container market, such as establishing a new competitive and stable pricing for port services, maintaining the loyalty and affiliation of existing customers, achieving their satisfaction, and attracting new customers. It also suggests some attractive policies to encourage the local and foreign investments towards developing ports/terminals' infrastructure and building new projects and developing the port's hinterland.

This research focuses on the importance of domestic cargo and local customers in port operations, emphasizing their substantial contribution to the gross volume of cargo handled. However, challenges exist regarding customers' experiences with landside operations and the quality of customer service. So, this Research focuses on applying lean management in Egyptian ports especially in landside operations and identify solutions to these issues using lean techniques, exploring various strategies to enhance service delivery for local customers and improve port profitability and competitiveness. The Suez Canal Container Terminal (SCCT) will serve as a case study to illustrate these concepts and use a comparison study of port landside operations based on knowing the differences before and after the application of lean management in SCCT. The research tested four variables related to landside operations in the port: Truck Turnaround Time, Truck Waiting time, Total Export, Total Import in total comparison period of 6 years divided to months, 3 years (36 months) before applying lean applications in 3 years (36 months) after applying lean management in the port. There were significant differences in three variables before and after the applications of lean management, the average number of monthly truck waiting time was decreased by around 15 hours and the average of monthly total exports have been increased with around 1770 TEUs/month, and the monthly average of total import also increased with around 864 TEUs/ month, while the applied study did not find big differences between the average Truck Turnaround time before and after the application of the lean management for the landside operations in Suez Canal Container Terminal. The research gave some recommendations related to the expansion in applying lean methods in ports to improve the processes of the operations in landside and seaside operations such as addressing the problems in different operations levels and identifying root causes to implement effective solutions.

The strategic imperative for any organization is to renovate and respond to the challenges and opportunities it faces, particularly in today's world, which is defined by the rapid advancement of the digital world. Digitalization is a new phenomenon that is causing economic widespread effects in industrial sectors. The organization has recognized the potential of digitalization in warehouses management. In recent years, warehousing has great effect on businesses and has been an important factor in the success or failure of businesses. This research shows how digitization affects warehouse management does exist and offers a perspective on the economic impacts of digitalization, so the aim of the research is to determine the economic impact of digitalization on warehouse management performance by using the I.V.L Dhunseri Polyester Company S AE, to represent the sample as a Petrochem Industries company, This research is constructed based on a qualitative study research approach and used statistic tests to examine the differences before and after digitalization was implemented in warehouse management. The findings of the study showed that substantial variations were observed in average changes in the operational performance of the receiving, storing, and dispatching phases before and after the deployment of digital solutions in warehouse management because of their economic benefits in enhancing the effectiveness of warehouse management and operations, so, the research recommended that the importance of applying digitalization in warehouses management in petrochemical indust.