Ship Management Technical Management In Ship Operations

Technical Management in Ship Operations 1

SHIP MANAGEMENT – TECHNICAL MANAGEMENT IN SHIP OPERATIONS

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Technical Management in Ship Operations 2

Contents

Introduction ..................................................................................................................................... 3

1. Performance Management ....................................................................................................... 3

2. Safety and Quality Management ............................................................................................. 5

3. Emergency Management ......................................................................................................... 7

4. Conclusion ............................................................................................................................... 8

References ..................................................................................................................................... 10

Technical Management in Ship Operations 3

Ship Management – Technical Management in Ship Operations

Introduction

Technical Management Services entails each of the aspects that involve operating and

management of the safety of the vessels, their efficiency, and effectively based on the needs of

the owners. Nevertheless, this must be done in line with the ship's design and requirements as

outlined by the insurers, classes, ISM code, flag states, and most importantly, according to the

highest industry standards and services (Visvikis & Panayides 2017). It is inclusive of all the

processes entailing monitoring the conditions of the vessels, the performance of the ships,

operations of the vessels related to safely and efficiently handling cargo and conditioning them

(Gregory, & Shanahan, 2013). It also involves the process of planning and maintenance of the

project, carrying out regular supervision, control of the budget, handing certificates and

processes of vetting to ensure that the vessels are well taken care of in the whole process of its

lifetime (O

Rtenblad 2016). Owners will have the privilege of accessing reports and data related

to management of their assets as stipulated by their demands and expectations at any given

period, a fact which drives the high desire for enhanced quality and unmatched transparency

(National Research Council, 2016). However, it should be noted that technical management does

not include any aspect of commercial services or any other issue of instructions related to the

ship operations.

1. Performance Management

Shipping companies are in most cases faced with the commercial pressure of evaluating

and acting upon the performances of their ship. Hence this is a reality that needs urgent

underlining (Institute of Chartered Shipbrokers. 2011). There has been a rapid fluctuation in the

landscape of the business of the shipping industry over the last ten years. This fluctuation is

Technical Management in Ship Operations 4

majorly due to three driving factors which entail the unpredictability of the global economy,

pressures from the regulatory firms, and the ever-increasing costs of the bunker fuel (National

Research Council (U.S.). 2016). This further implies that the management of the performance of

the ship and streamlining of its operations has gained more importance than ever.

Multiple pressures impacted on the maritime industry implies that ship owners and

contractors have to pay close attention to how their fleet is performing (Gregory & Shanahan

2013). For instance, the energy consumption of a ship has a series of parameters that are linked

to it. On the other hand, if you take a glimpse at the array of the figures on fuel prices over the

last couple of years, you can vividly realize the pressure that ship owners have been faced with

(Institute of Chartered Shipbrokers. 2011). For example, in 2012, the peak of the fuel prices was

around USD639.6 per ton as compared to just USD234 per ton in 2005 (National Research

Council (U.S.). 2016). It is of significance to note that the commercial driver for greater

efficiency of the fuel is parallel with the influx of strict regulations related to the impact on the

environment by the global shipping industry. It is one of the key drivers behind the International

Maritime Organization (IMO) passing a regulation that slapped greater sanctions on ship

efficiency and reduction in the greenhouse gas emission by the ship in July 2011 (Visvikis, &

Panayides, 2017). The shipping company should also ensure that they tore the line as suggested

by the Energy Efficiency Design Index (EEDI), which states the recommended index of the

amount of the carbon dioxide that ships are allowed to emit. Notably, shipping industry must

conform to the Ship Energy Efficiency Management Plan (SEEMP) (National Research Council,

2016). SEEMP is known an operational measure that applies to all of the ships (Gregory &

Shanahan 2013). It is aimed at establishing a mechanism for improvement of the energy

efficiency that a ship has in a manner that is relatively cost-effective. Hence, these are some of

Technical Management in Ship Operations 5

the regulations that the shipping company has to adhere to as they continue with their daily

operations (Visvikis, & Panayides, 2017).

The next aspect of ship operations is their transparency. Expectedly, the shipping industry

is not immune to the ever-expanding demands of the society (Institute of Chartered Shipbrokers.

2011). With the continued increase in the environmental consciousness towards the end

consumers, the significance of improvement of the transparency of the operations continues to

expand making the shipping industry not to be immune to possible external interferences

(Gregory & Shanahan 2013).

The necessity of transparency on the environment of freight movement and logistics

within the shipping industry has continued to increase. The owners of cargo, banks, and

insurance organizations have continuously demanded evidence relating to environmental and

operational efficiency when it comes to making of contract decisions with the respective

operators (Institute of Chartered Shipbrokers. 2011). The shipping industry must be aware of the

benchmarks and a series of incentives that have been developed to help with rating the

environmental performance so as placate the stakeholder’s demands (Gregory & Shanahan

2013).

2. Safety and Quality Management

Quality Assurance has formed part of most of the production. Besides, maritime

organizations are highly recommended to implement a system that will help with quality

management (O

Rtenblad 2016). Shipping is a comprehensive and complicated activity, both

about the volume of goods in annual traffic and the value of the material (O

Rtenblad 2016). The

complexity is highly spearheaded by a large number of investments in technology, which are

represented by a series of modern transportation and ports relating to transshipments hubs

Technical Management in Ship Operations 6

(Visvikis & Panayides 2017). On the other hand, the mentioned complexity is found about the

environmental conditions that they have to go through, which includes the seas and the oceans,

which demands extreme safety measures (O

Rtenblad 2016).

The stipulations which have relations to the quality policy and environment mainly differ

from the responsibilities and the authorities of the organization, the individual who have the duty

of ensuring safety, and the authorities and duties of the captains on board (Visvikis & Panayides

2017). For example, the requirements of quality for an organization are derived from the place

and the significance of the quality factor in the general strategy for the company. This includes

the ability and the willingness of the workers to put into consideration quality management as a

process that is continuous (O

Rtenblad 2016).

Financial and personal resources that are involved in the management of quality and

safety of products are a specific effort for any given navigation company, though its benefits are

for long-term values (O

Rtenblad 2016). Some of the most critical issue for the ship, the

equipment it has, and its subsequent maintenance includes developing proper plans for shipboard

operations, making the ship ready for emergency cases, and providing both reports and analysis

of cases of non-conformities (Visvikis & Panayides 2017).

Most of the documents that are needed for certification process of the system of quality

management have equal significance for the ship and the organization (O

Rtenblad 2016).

Carrying out quality planning and outlining objectives for environmental management are

specific significant activities for the management of a shipping company (Visvikis & Panayides

2017). This process should majorly consist of a series of an operational variable, the results of

taken measures, and the danger posed by the ship and the carried cargo (Visvikis & Panayides

2017).

Technical Management in Ship Operations 7

There is a pair of ways to ensure effective improvement quality management in the

shipping industry(Visvikis & Panayides 2017). According to Visvikis & Panayides, (2017), they

include quality assurance and complete quality management. Shipping companies have the

obligation of obtaining certificates of compliance with systems of quality assurance, which

includes passing the implementation of the organizational quality management system. This has

normally been used to help with distinguishing between navigation, equipment of navigation,

and effective management of land and sea (Visvikis & Panayides 2017). All of the accidents

recorded in the marine waters; most reports critically criticizes the nature in which the ship and

the shore were managed (O

Rtenblad 2016). Further, the existing management of the interface

between the ship and the shore was taken to be the major weakness of the safe ship operations,

leading to them being given specific attention (Visvikis & Panayides 2017). Therefore, to help

with curbing these cases of sharp increase in the number of accidents, the International Maritime

Organization adopted a special resolution that helps with approving and promoting ship safety

and prevention of pollution (Visvikis & Panayides 2017).

3. Emergency Management

Responding to an emergency is one of the principal factors that help with smooth

operations of the shipping industry. Emergency Response and Rescue Vessel Management

(ERRV) guides ship owners for the actual management relating to recovery and rescue of the

organizational personnel (Cao Zhu Han & Zhu 2018). The primary requirements which must be

satisfied with an ERRV should have the capabilities of:

i. Rescuing from the sea or providing personnel recovery and giving them the best medical aid.

ii. Highlighting necessary steps for scene co-ordination, as necessary, according to the plan on an

appropriate response on emergency installations (Cao et al. 2018).

Technical Management in Ship Operations 8

iii. Capable of participating in executing a strategy on avoidance of installation collision.

In the instance that the organization responds to an emergency and attempts the rescue of

a vessel, then there is a necessity of assessing the necessarily associated risks (Cao et al. 2018).

These are the one that has the capability of impacting on the duties on rescue and processes of

recovery. The assessment must be done with individuals with abilities, experience, and necessary

knowledge of the work at hand (Cao et al. 2018). There is a necessity of considering all of the

risks, and mitigating measures put in place to help with reducing entire residual risk. Notably, a

copy of this assessment must be stored on board of the ship and should be availed to any group

of surveyors and other interested individuals just at their particular interests (Phelan 2015).

Also, there are a series of legal requirements that should also be satisfied. For instance,

the offshore installations are the major governing legislative principal for offshore response to

the emergency. The regulation compels the duty holder to ensure that adequate arrangements are

made about the emergency response (Cao et al. 2018). These entail recovery of individuals after

their escape from the particular installation, rescuing individuals near the installation and

evacuating the person to a safe place (Phelan 2015). Finally, the duty holder has the

responsibility of providing the ERRV with necessary information from the case of the plan on

Installation Safety to enable the master and the crew to carry out their duties effectively (Phelan

2015).

4. Conclusion

In conclusion, Technical Management Services involves each of the operational duties

and management of the vessel's safety, efficiency, and effectively based on the owner's needs. It

is one of the most important aspects of shipping process and acts as a backbone for the shipping

industry. Some of the key services relating to technical management include performance

Technical Management in Ship Operations 9

management, safety and quality management, and emergency management (Institute of

Chartered Shipbrokers. 2011). Shipping organizations mostly have to cope with the commercial

pressure of carrying out the continued evaluation of how their ship is performing (Institute of

Chartered Shipbrokers. 2011). It must always be urgently carried out regularly with uttermost

transparency and adherence to the stipulated rules and regulations. Regarding safety and quality

management, shipping companies must always strive for quality assurance of their products and

services. Nevertheless, it must be done within a given range of provided stipulation. Finally, the

firm must ensure that it has a workable and practical emergency management plan that strictly

adheres to the provisions of the ERRV (O

Rtenblad 2016). These three measures fully help any

given organization with its bid to maintain a transparent technical management process that

facilitates the smooth provision of shipping services to consumers.

Technical Management in Ship Operations 10

References

CAO, J., ZHU, L., HAN, H., & ZHU, X. 2018. Modern emergency management.

http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=157

9410.

GREGORY, D., & SHANAHAN, P. 2013. The human element: a guide to human behaviour in the

shipping industry. [London], TSO for the Maritime and Coastguard Agency.

INSTITUTE OF CHARTERED SHIPBROKERS. 2011. Ship operations and management.

NATIONAL RESEARCH COUNCIL (U.S.). 2016. Applying advanced information systems to ports

and waterways management. Washington, D.C., National Academy Press.

http://site.ebrary.com/id/10041022.

RTENBLAD, A. 2016. Research handbook on corporate social responsibility in context.

http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=142

8936.

PHELAN, T. D. 2015. Emergency management and tactical response operations: bridging the gap.

Amsterdam, Butterworth-Heinemann/Elsevier.

http://www.ECU.eblib.com.au/patron/FullRecord.aspx?p=344645.

VISVIKIS, I. D., & PANAYIDES, P. M. 2017. Shipping Operations Management.

http://dx.doi.org/10.1007/978-3-319-62365-8.

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