Grand Maritime Initiative

Written by Peter Li-Chang Kuo

(Chinese)

A major infrastructure project can change a nation’s destiny, turning adversity into opportunity and leading to rapid growth. The Kaohsiung Export Processing Zone (KEPZ) and Marina Bay Sands in Singapore are prime examples of this. The “Grand Maritime Project” I recently proposed may also become such a model.

In the past, national infrastructure projects focused on airports, ports, highways, and the like. However, when we formally proposed the “Global Channel-TES” at APEC in 2003, that can help 240 million people to start businesses and becoming the best practice of “addressing the needs of SME exporters,” those political and economic leaders of various economies finally realized that the nature of national infrastructure in the future would differ from the past. When they heard this was a “Private Financing Initiative” (PFI), they unanimously exclaimed: "So, there can be national infrastructure projects that require no government spending!"

Fig 1: APEC Best Practice "Global Channel-TES"

The era when trade goals relied solely on ships and airplanes for cargo transport has passed. After the "Global Channel-TES" became an APEC E-Commerce legal case and the best practice, it became just one component of the integrated flow of capital, commerce, logistics, and information. Nevertheless, traditional commerce and logistics remain essential to facilitate the efficient circulation of goods and talent.

When I received the message "I need your advice," I took it seriously and drafted the "Grand Maritime Project" on March 31 in response. Unexpectedly, on April 9, U.S. President Donald Trump announced at the White House the Executive Order on "Restoring America’s Maritime Dominance"— commonly referred to as the Grand Maritime Project. Its goal is to reverse the severe decline of America’s commercial shipbuilding capacity and maritime workforce, which have suffered from decades of neglect, to revitalize the U.S. maritime industry, strengthen national security, and counter China and other competitors who currently dominate the global shipbuilding market. Key highlights are summarized as follows:

I. Background:

The U.S. government pointed out that due to decades of neglect, the country’s commercial shipbuilding capacity and maritime workforce have severely deteriorated. Ships built in the United States account for “less than 1%” of the global total, while China’s share is close to 50%, posing a national security threat. It is imperative to immediately rebuild America’s maritime industrial base and restore competitiveness.

II. Core Policy Priorities:

1. Strengthen the security and resilience of the maritime industrial base:

1) Responsible departments: Department of Defense, Department of Commerce, Department of Transportation, Department of Homeland Security.

2) Key tasks:

(1) Evaluate the use of Title III of the “Defense Production Act” to accelerate shipbuilding development.

(2) Expand private capital investment to strengthen shipbuilding infrastructure.

(3) Identify key maritime components and prioritize investment.

(4) Establish clear investment return metrics balancing economic benefits and national security.

2. Establish shipbuilding financial incentive programs (aligned with the President’s budget):

1) Create flexible financial subsidies and financing tools to attract private investment in commercial shipbuilding and component manufacturing.

2) May replace existing small shipyard grants and federal ship financing programs.

3. Establish Maritime Prosperity Zones:

1) Based on the Opportunity Zones model, establish geographically diverse maritime investment incentive zones, including:

(1) Coastal regions,

(2) River regions,

(3) The Great Lakes area.

2) Provide regulatory easing and tax incentives to attract domestic and foreign investment.

4. Comprehensive assessment of maritime industry needs:

1) Inventory existing federal programs supporting the maritime industry, shipbuilding, and maritime education.

2) Review and strengthen cargo preference laws to ensure U.S. goods are prioritized for transportation on U.S. ships.

3) Promote new programs and tax relief to support seafarer and shipbuilding talent development.

5. Establish a national maritime talent development system:

1) Create a national maritime scholarship to cultivate talent in shipping, logistics, clean energy, advanced nuclear energy, and related fields.

2) Encourage American students to study advanced maritime technologies abroad.

3) Offer scholarships to maritime experts from allied countries to attract them to teach at U.S. institutions.

6. Reform ship procurement processes:

1) Develop a more efficient federal procurement strategy aimed at providing U.S. shipbuilders with the necessary market forecasts to justify investments in infrastructure, workforce, and intellectual property (IP) required to meet United States demand.

2) Promote simplification across personnel, processes, and design:

(1) Streamline approval levels,

(2) Adopt modular design,

(3) Prioritize the use of readily available U.S.-made components,

(4) Reduce design changes to control costs and construction timelines.

7. Arctic Route Leadership Strategy: Formulate strategies to ensure safety and leadership in Arctic shipping routes to address Arctic security challenges and risks.

III. Summary:

This executive order demonstrates the United States' determination to rebuild its maritime industry. Through large-scale policies, funding, and regulatory easing, it aims to establish a national maritime talent development system, strengthen both commercial and military maritime supply chains, counter China’s maritime dominance, and ensure national security and economic independence.

Due to President of the Control Yuan Wang Chien-shien’s feigned attempt to redress the political persecution suffered by “Global Channel–TES,” but classifying the investigation results as “confidential,” we were unable to operate our invention during TES’s global commercial golden period (2010–2017). By the time the case was “declassified” on August 16, 2017, we decided to return to Kaohsiung to pay respects to our ancestors, only to hear numerous negative voices along the journey.

We began to simulate how to "Rich Kaohsiung," with the entry point being the integration of the "Global Channel-TES" with Kaohsiung’s seaport and airport. We projected this could create a business opportunity worth USD 2 trillion, restoring Kaohsiung to its 1967 glory—once again becoming the top career destination for Taiwan's outstanding youth, with Kaohsiung’s per capita income expected to surpass all other cities in Taiwan. The "Grand Maritime Project" proposed on March 31 also focuses on this vision, particularly with Cijin.

Fig 2：“Rich Kaohsiung” DM- p3/4

Unfortunately, when we mentioned Cijin, even the locals scoffed, saying, "What can you do with a place that floods?"

Looking back to 1965, when Minister of Economic Affairs Mr. K.T. Li announced the construction of the "Kaohsiung Export Processing Zone" (KEPZ) in Qianzhen, Kaohsiung, the Zhongdao (Middle Island) area at that time had to be filled before standard factories could be built, which was essential for attracting foreign investment. It was not until December 1966 that I had the opportunity to do business with “Avnet Inc.” (An American Electronic Company, Listed on NYSE), and further I had the resources for the creation of Taiwan's Precision Manufacturing Industry, and implementing the invention of “The eStore System” (TES). Each step was interconnected, generating substantial synergy.

Fig 3: KEPZ in 1966 (AI-generated image)

In 2006, when Australia invited us to report the progress of the Best Practice "Global Channel-TES" at the APEC CEO Summit in Hanoi, the Singaporean representative mentioned that they had just launched the massive "Marina Bay land reclamation project." Singapore had previously made unsuccessful investments abroad and, after deep reflection, decided to focus on strengthening their own nation. Between 2004 and 2005, they comprehensively evaluated various industrial strategies and ultimately concluded that integrated resorts with casinos offered both immediate tourist appeal and long-term tourism anchor functions—making it the best catalytic project at the time.

In 2009, when President Barack Obama invited us to contribute the way of "Rebuilding the Global Economy" at the APEC CEO Summit in Singapore, the Singaporean representative invited me to observe the ongoing construction. By 2010, Marina Bay Sands had opened in phases, and its grand opening was held on February 17, 2011.

Fig 4: Marina Bay Sands, Singapore (AI-generated image)

Reportedly, Marina Bay Sands involved a total investment of approximately USD 8 billion. Singapore’s GDP per capita rose from USD 33,768 in 2006 to USD 55,243 in 2016, and to USD 90,689 in 2024. It appears that the construction of Marina Bay Sands had a multi-faceted positive impact on Singapore’s GDP:

1. Direct Economic Contribution:

After the expansions of Marina Bay Sands and Resorts World Sentosa, it is estimated that they contribute an additional USD 500 million annually to Singapore’s GDP, demonstrating substantial support for diversified and stable economic growth.

2. Boost in Tourism and Consumer Appeal:

Since its opening in 2010, Marina Bay Sands, with its iconic architecture and luxury casino, has successfully attracted vast numbers of international tourists—over 5 million visitors within just a few months—establishing it as Singapore's emerging center for tourism and entertainment, while enhancing the country's international profile and consumer vitality.

3. Industry Diversification and Urban Renewal:

The Marina Bay Sands project was a critical component in Singapore’s strategy to expand its “Central Business District” (CBD) into the Marina Bay area, promoting a transformation from single-purpose commercial zones to diversified business, cultural, and entertainment hubs, thereby reinforcing Singapore's status as an international business and tourism hub.

4. Long-Term Investment and Expansion Plans:

Marina Bay Sands continues to expand (seeking about USD 9 billion in loans for its 2024 expansion), with projections indicating that after expansion, the adjusted “EBITDA” (Earnings Before Interest, Taxes, Depreciation, and Amortization) will reach USD 3.5 billion annually, demonstrating sustained economic contribution and growth potential.

5. Social and Environmental Challenges:

Although it brought significant economic benefits, the project also triggered challenges such as increased foreign population, environmental conservation pressures, and strain on social infrastructure—highlighting the complex impacts that large-scale integrated resorts can have on urban development.

Marina Bay Sands not only directly increased Singapore’s GDP but also significantly boosted its tourism appeal, promoted industrial diversification, and drove urban renewal. It became a crucial engine for Singapore’s economic transformation and enhancement of international competitiveness.

Overall, Singapore, as a small island economy, has continuously expanded its land through reclamation. Since its founding in 1965, Singapore's land area has grown from about “581.5 square kilometers” to approximately “735.6 square kilometers” today. Land reclamation has contributed about 154 square kilometers (15,400 hectares)—roughly 26.5% of Singapore’s total land area. The Marina Bay area, where Marina Bay Sands is located, includes approximately 360 hectares (3.6 square kilometers) of reclaimed land, underscoring Singapore’s effective strategy of expanding land resources to support economic and urban development. The Marina Bay Sands project is a prime example of this strategy.

It clearly shows that a well-planned, major investment project can lead a country to prosperity. The key to national wealth lies in adopting the correct value system—completely unrelated to the physical size of the country.

As early as 1986, when we first invented the TES (Transaction Electronic Store) system, we explained to Chairman Chao Yao-Tung of the Council for Economic Planning and Development that this system would drive a derivative value chain worth “USD 2 trillion,” potentially making Taiwan the richest country in the world. However, he responded, "The government has no money!"

Thus, we relied on our own efforts and, through “PFI” (Private Finance Initiative), developed the complete “TES” system and all the required inventions, including:

1) Contactless Technology,

2) Cashless Systems,

3) Power Chip,

4) TranSmart Chip,

5) RF Transmitter,

6) Transaction and Transmission Supply Chain Management Software (TSCM),

7) Electronic Commerce (EC),

8) 3C Integration,

9) Information and Communication Technology (ICT),

10) Internet Phone (Interphone),

11) Transaction Reading Device (TRD),

12) Electronic (Entrance) Security Device (ESD),

13) Contactless ATM,

14) ETC (Electronic Toll Collection),

15) VAM & eStore.

Our vision was to create new job opportunities through innovative industries to solve structural social problems—especially unemployment. In the process, we inadvertently secured 100% intellectual property (IP) ownership.

Despite enduring long-term suppression by cartel-based corruption groups, we continued to promote the commercial application of "Global Channel–TES" through various channels, evolving it into a "multinational trading system." During the COVID-19 pandemic, the cashless transaction system achieved an annual transaction volume of USD 36 trillion, helping approximately 1.5 billion people earn globally from home. Now, we have entered a pivotal moment for IP monetization.

If the proceeds from IP monetization are invested via "PFI" models to advance smart port and digital maritime infrastructure in support of the "Revitalizing American Maritime Dominance" Executive Order, we can establish a US-Taiwan bilateral, autonomous, transparent, secure, and highly efficient digital commerce and supply chain ecosystem, helping the United States rebuild its commercial shipbuilding capacity and global logistics competitiveness.

By integrating “Global Channel–TES” and building comprehensive “Grand Maritime Initiative” infrastructure that covers financial flows, trade flows, logistics, and information flows, we can support the United States in:

1. Rebuilding digital sovereignty in the maritime industry;

2. Enhancing the competitiveness of commercial shipbuilding, ports, and maritime digitalization;

3. Supporting global zero-contact trade channels for American SMEs;

4. Strengthening global supply chain security and transparency.

In the construction of smart port digital commerce platforms, the US and Taiwan can jointly develop smart port digital standards that enable real-time logistics monitoring, intelligent loading and unloading, automated customs clearance, and blockchain data tracking. By introducing “Digital Twin” technology to build integrated virtual-physical models, we can strengthen port operation forecasting and risk management.

For building digital trade channels, we can assist American SMEs in accessing the TES global commerce platform, providing cashless payment systems, smart contracts, and global financial services.

In supply chain information integration, we can establish a real-time data exchange system across ports, financial institutions, and customs agencies, promoting paperless, contactless clearance processes.

Anticipated Benefits:

1. Accelerating the achievement of the Trump Administration’s Grand Maritime Dominance Policy objectives;

2. Creating high-value-added employment opportunities in smart ports;

3. Reducing supply chain costs and enhancing US export competitiveness;

4. Strengthening America’s leadership in global digital trade and smart shipping.

Conclusion

Over a hundred years ago, my grandfather, Kuo Biao, used his fleet to help local people transport their goods across the world. Today, we have invented the "TES" (Transaction Electronic Store) system, which forms a global channel for the multinational participation. On the APEC stage in 1998, we proposed this system to promote the "Electronic Commerce" legislation, helping transition the world from contact-based to "contactless commerce"— allowing people to earn money globally from home.

In 2003, on the APEC stage again, we proposed the "Global Channel–TES," which was recognized as the best solution for addressing SME export challenges. Since then, the world has effectively been revolving around this invention. During the COVID-19 pandemic, about 1.5 billion people were able to earn money from home, a phenomenon now known as the "Zero-Contact Economy"— a truly borderless and timeless revolution.

The integration of the “Global Channel–TES” system with the “Grand Maritime Initiative” in terms of financial flow, trade flow, logistics, and information flow will form a highly digitalized and globalized, high-efficiency trade ecosystem. This can be concretely realized in four key areas:

1. Financial Flow Integration:

The TES system, as a cashless transaction platform, achieved an annual transaction volume of USD 36 trillion. It provides secure, rapid, and cross-border electronic payment and settlement services, seamlessly connected with international ports, free trade zones, and cross-border investment needs within the Grand Maritime Project. This enhances the efficiency and transparency of capital flows, reduces transaction costs, and increases global capital attraction.

2. Trade Flow Integration:

The TES system supports multiple e-commerce models (B2B, B2C, and C2C), helping SMEs and individuals directly access global markets, solve export bottlenecks, and promote global circulation of goods and services. The Grand Maritime Initiative’s infrastructure—such as international tourist hotels, container yards, and shipping terminals—will physically support and carry these trade flows, forming an omni-channel business ecosystem that integrates online and offline commerce.

3. Logistics Integration:

The Grand Maritime Initiative’s planned shipyards, air cargo hubs, container yards, and shipping terminals, combined with the TES system’s digital management and IoT technologies, will enable end-to-end visibility and intelligent logistics scheduling. This will improve transportation speed and accuracy, reduce logistics costs, and enhance supply chain resilience.

4.Information Flow Integration:

The TES system leverages big data, AI, and IoT technologies to collect and analyze real-time data on transactions, logistics, and markets, providing precise market insights and decision-making support. The Grand Maritime Project’s digital infrastructure will enable these technologies to flourish, driving industrial transformation, innovation, and enhanced operational efficiency. Additionally, we will develop online maritime education programs to promote ocean literacy and maritime training.

In summary:

The "Global Channel–TES" system’s capabilities in E-Commerce and cashless payment, when deeply integrated with the international shipping and logistics infrastructure of "Grand Maritime Initiative," will break through time and space barriers to form a comprehensive ecosystem covering financial flow, trade flow, logistics, and information flow. This will position the US and Taiwan as critical hubs for global digital trade and smart shipping, while continuously empowering SMEs and individuals to compete and thrive in the global market.

Peter Li-Chang Kuo, the author created Taiwan's Precision Industry in his early years. Peter was a representative of the APEC CEO Summit and an expert in the third sector. He advocated "anti-corruption (AC)/cashless/e-commerce (E-Com)/ICT/IPR/IIA-TES / Micro-Business (MB)…and etc." to win the international bills and regulations.

【Copyrights reserved by Li-Chang Kuo & K-Horn Science Inc.】

External Links:

https://patents.google.com/patent/US6304796 (VAM)

https://patents.google.com/patent/US20030197061 (Shopping System)

https://patents.google.com/patent/US20030107468 (Entry Security Device)

https://patents.google.com/patent/US20040054595A1 (ETC)

https://ldinventions.blogspot.com/2022/01/127.html  (A Universal Cashless System)

https://khornhb.blogspot.com/2023/10/1011.html (K-Horn Science Inc.)

https://khornhb.blogspot.com/2023/11/1110.html (K-Horn & APEC)

https://khornhb.blogspot.com/2023/12/1208.html (K-Horn’s SRI)

https://khornhb.blogspot.com/2024/01/105.html (K-Horn’s PCM)

https://khornhb.blogspot.com/2024/03/326.html (Tree's Whiskers)

https://klcapec.blogspot.com/2024/05/515.html (The Best Practice)

https://klcapec.blogspot.com/2024/06/609.html (Edison’s Inspiration)

https://lckstory.blogspot.com/2024/07/704.html (Apollo)

https://khornhb.blogspot.com/2024/07/721.html (Paving the Way for AI)

https://lckstory.blogspot.com/2024/08/818.html (Disney Intelligent System)

https://ksibusiness.blogspot.com/2024/10/1028.html (SRI & Global Channel-TES)

https://plckai.blogspot.com/2024/11/1103.html (On Ethics & Morality of the AI Era)

https://plckai.blogspot.com/2024/11/1110.html (On the Use and Abuse of Technology)

https://klcapec.blogspot.com/2024/11/1112.html (Peru APEC)

https://pkproposal.blogspot.com/2024/11/1127.html (A Proposal to President Trump)

https://pkproposal.blogspot.com/2024/12/1208.html (2ND Proposal “IIA-TES”)

https://pkproposal.blogspot.com/2024/12/1220.html (TES & MAGA)

https://pklctrips.blogspot.com/2024/12/1231.html (Kuo’s Journey for 6 Decades)

https://pklctrips.blogspot.com/2025/01/111.html (The Photonics Revolution)

https://pklctrips.blogspot.com/2025/01/121.html (Einstein’s Enlightenment)

https://pklctrips.blogspot.com/2025/02/208.html (Art Olympics)

https://lckstory.blogspot.com/2025/02/216.html (Grandmother’s Paper-cutting Legacy)

https://pklctrips.blogspot.com/2025/03/303.html (Grandfather’s Photography)

https://pklctrips.blogspot.com/2025/03/323.html (Getting to Know Trump)

https://pklctrips.blogspot.com/2025/03/331.html (Cijin Grand Maritime Project)

https://lckstory.blogspot.com/2025/04/404.html (The One I Long For)

https://pkproposal.blogspot.com/2025/04/409.html (A Letter to President Trump)

https://ksibusiness.blogspot.com/2025/04/413.html (Top Secret)

https://pklctrips.blogspot.com/2025/04/416.html (Singapore’s Strategy in a Changing World)

https://pkproclaims.blogspot.com/2025/04/422.html (How the American Elite Think)

https://pkproclaims.blogspot.com/2025/04/425.html (My Grandfather & the Tainan Canal)

https://lckstory.blogspot.com/2025/04/428.html (The Inventions of Linda Din)

https://pklctrips.blogspot.com/2025/05/502.html (Theological Practice in Precision Industry)

https://pklctrips.blogspot.com/2025/05/502.html (Theological Practice in Precision Industry)

https://lckstory.blogspot.com/2025/05/514.html (Li-Chang Kuo’s Caring Technology)

https://lckstory.blogspot.com/2025/05/519.html (520 Presidential Inauguration Day)

https://tesoperation.blogspot.com/2025/05/522.html (Investing in America’s Health)

https://tesoperation.blogspot.com/2025/05/527.html (Lind Din’s Rice Dumpling in TES)

https://tesoperation.blogspot.com/2025/06/605.html (Greatest Business Opportunity)

https://ko-fi.com/ndart2025 (Donate the NDART)